INDEX

Sr. No Contents

1 Introduction

2 Company Profile

3 Objective

4 Research Methodology

5 Data Interpretation And Analysis

6 Conclusion

7 Suggestion

8 Bibliography

1
2
TRAINING

Training is concerned with imparting developing specific skills for a

particular purpose. Training is the act of increasing the skills of employees for
doing a particular job. Training is the process of learning a sequence of
programmed behaviour.

In earlier practice, training programme focused more on preparation for

improved performance in particular job. Most of the trainees used to be from
operative levels like mechanics, machines operators and other kinds of skilled
workers. When the problems of supervision increased, the steps were taken to
train supervisors for better supervision.

DEVELOPMENT
Management development is all those activities and programme when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments.

Thus, management development is a combination of various training

programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the present
requirement as well as the future requirement.

Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of
specific skills, abilities and knowledge to an employee. A formal definition of
training & development is it is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and
knowledge.

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 The need for training & development is determined by the employee’s
performance deficiency, computed as follows:

AIMS OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its
purpose by adding value to its key resource – the people it employs. Training
means investing in the people to enable them to perform better and to empower
them to make the best use of their natural abilities. The particular objectives of
training are to:

• Develop the competences of employees and improve their performance.

• Help people to grow within the organization in order that, as far as possible, its
future needs for human resource can be met from within.

• Reduce the learning time for employees starting in new jobs on appointment,
transfers or promotion, and ensure that they become fully competent as quickly
and economically as possible.

INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs which
enable the participants to gain skills, learn theoretical concepts and help acquire
vision to look into distant future. In addition to these, there is a need to impart
ethical orientation, emphasize on attitudinal changes and stress upon decision-
making and problem-solving abilities. Skills Training, as was stated earlier, is
imparting skills to employees. A worker needs skills to operate machines, and use
other equipments with least damage or scrap. This is a basic skill without which
the operator will not be able to function. There is also the need for motor skills.
Motor skills refer to performance of specific physical activities. These skills
involve training to move various parts of one’s body in response to certain
external and internal stimuli. Common motor skills include walking, riding a
bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are
needed for all employees – from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular known
as the people skills. Interpersonal skills are needed to understand one self and
others better, and act accordingly.

Of interpersonal skills include listening, persuading, and showing an

understanding of others’ feelings. Education The purpose of education is to teach
theoretical concepts and develop a sense of reasoning and judgment. That any

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training and development programme must contain an element of education is
well understood by HR specialist. Any such programme has university professors
as resource persons to enlighten participants about theoretical knowledge of the
topic proposed to be discussed. In fact organizations depute or encourage
employees to do courses on a part time basis. Chief Executive Officers (CEO’s)
are known to attend refresher courses conducted by business schools. Education
is important for managers and executives than for lower-cadre workers.
Development Another component of a training and development is development
which is less skill oriented but stressed on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of the company.
Ethics There is need for imparting greater ethical orientation to a training and
development programme. There is no denial of the fact that ethics are largely
ignored in businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about in the
personnel function. If the production, finance and marketing personnel indulge in
unethical practices the fault rests on the HR manager. It is his/her duty to
enlighten all the employees in the organization about the need of ethical
behaviour.

Attitudinal Changes Attitudes represent feeling and beliefs of individuals

towards others. Attitude affects motivation, satisfaction and job commitment.
Negative attitudes need tube converted into positive attitudes. Changing negative
attitudes is difficult because –

1. Employees refuse to changes.

2. They have prior commitments.

3. Information needed to change attitudes may not be sufficient.

Nevertheless, attitude must be changed so that employees feel committed

to the organization, are motivated for better performance, and derive satisfaction
from their jobs and the work environment Decisions Making and Problem
Solving Skills Decision making skill and problem solving skills focus on method
and techniques for making organizational decisions and solving work-related
problems. Learning related to decision-making and problem-solving skills seeks
to improve trainees’ abilities to define structure problems, collect and analysis
information, generate alternative solution and make an optimal decision among
alternatives. Training of this type is typically provided to potential managers,
supervisors and professionals.

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TRAINING AND DEVELOPMENT AS SOURCE OF
COMPETITIVE ADVANTAGE
Companies derive competitive advantage from training and development.
Training and development programmes, as was pointed out earlier, help remove
performance deficiencies in employee.

This is particularly true when –

(1) The deficiency is caused by a lack of ability rather than a lack of

motivation to perform,

(2) The individual(s) involved have the aptitude and motivation need to
learn to do the job better, and

(3) Supervisors and peers are supportive of the desired behaviours.

Training & Development offers competitive advantage to a firm by

removing performance deficiencies; making employees stay long; minimized
accidents, scraps and damage; and meeting future employee needs. There is
greater stability, flexibility, and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become
efficient after undergoing training. Efficient employees contribute to the growth
of the organization. Growth renders stability to the workforce. Further, trained
employees tend to stay with the organization. They seldom leave the company.
Training makes the employees versatile in operations. All rounder scan be
transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else but
well-trained employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or
minimized through training. Even dissatisfaction, complaints, absenteeism, and
turnover can be reduced if employees are trained well. 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 HR with a promise of better returns in
future. A company’s training and development pays dividends to the employee
and the organization. Though no single training programme yields all the
benefits, the organization which devotes itself to training and development
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enhances its HR capabilities and strengthens its competitive edge. At the same
time, the employee’s personal and career goals are furthered, generally adding to
his or her abilities and value to the employer. Ultimately, the objectives of the
HR department are also furthered.

The Benefits of Employee Training How Training Benefits the

Organization:

• Leads to improved profitability and/or more positive attitudes towards

profit orientation. Improves the job knowledge and skills at all levels of the
organization

• Improves the morale of the workforce

• Helps people identify with organizational goals

• Helps create a better corporate image

• Fosters authenticity, openness and trust

• Improves relationship between boss and subordinate

• Aids in organizational development

• learns from the trainee Project Submitted by member of MBAGuys.net

• Helps prepare guidelines for work

• Aids in understanding and carrying out organizational policies.

• Provides information for future needs in all areas of the organization

• Organization gets more effective decision-making and problem-solving

skills

• Aids in development for promotion from within

• Aids in developing leadership skills, motivation, loyalty, better attitudes,

and other aspects that successful workers and managers usually display

• Aids in increasing productivity and/or quality of work

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 • Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.

Improves communication between groups and individuals:

• Aids in orientation for new employee and those taking new jobs through
transfer or promotion

• Provides information on equal opportunity and affirmative action

• Provides information on other government laws and administrative

policies

• Improves interpersonal skills.

• Makes organizational policies, rules and regulations viable.

• Improves morale

• Builds cohesiveness in groups

• Provides a good climate for learning, growth, and co-ordination

• Makes the organization a better place to work and live

THE TRAINING PROCESS

Below outline important steps in a typical training process Needs
assessment

(a) Organizational support

(b) Organizational analysis

(c) Task and KSA analysis

(d) Person analysis Develop Training Instructional end of Validity

Objective criteria Selection and design Transfer of Validity instructional
Intraorganational training use of validity evaluation models Interorganizational
validity.
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The Training Process NEEDS ASSESSMENT Needs assessment
diagnoses present problems and future challenges to be met through
training and development. Organizations spend vast sums of money
(usually as a percentage on turnover) on training and development. Before
committing such huge resources, organizations would do well to the
training needs of their employees. Organizations that implement training
programmes without conducting needs assessment may be making errors.
For example, a needs assessment exercise reveal that less costly
interventions (e.g. selection, compensation package, job redesign) could
be used in lieu of training. Needs assessment occurs at two levels-group
and individual. An individual obviously needs when his or her
performance falls short of standards, that is, when there is performance
deficiency. Inadequacy in performance may be due to lack of skill or
knowledge or any other problem. The problem of performance deficiency
caused by absence of skills or knowledge can be remedied by training.
Faulty selection, poor job design, uninspiring supervision or some
personal problem may also result in poor performance.

Transfer, job redesign, improving quality of supervision, or discharge

will solve the problem. Figure below illustrates the assessment of
individual training needs and remedial measures. Performance Deficiency
Lack of skill Other Causes or Knowledge Training Non-training Measures
Needs Assessment and Remedial Measures Assessment of training needs
must also focus on anticipated skills of an employee. Technology changes
fast and new technology demands new skills. It is necessary that the
employee be acquire new skills. This will help him/her to progress in his
or her career path. Training and development is essential to prepare the
employee to handle more challenging tasks. Deputation to a part-time
MBA programme is ideal to train and develop such employees.
Individuals may also require new skills because of possible job transfers.
Although job transfer common as organizational personnel demands vary,
they do not necessarily require training efforts. Employees commonly
require only an orientation to new facilities and jobs.

Recently however, economic forces have necessitated significant

retraining efforts in order to assure continued employment for many
individuals. Jobs have disappeared as technology, foreign competition,
and the forces of supply and demand are changing the face of our
industry. Assessment of training needs occurs at the group level too. Any
change in the organizations strategy necessitates training of groups of
employees. For example, when the organization decide to introduce a new
9
 line of products, sales personnel and production workers have to be
trained to produce, sell and service the new products. Training can also be
used when high scrap or accident rates, low morale and motivation, or
other problems are diagnosed. Although training is not all, such
undesirable happenings reflect poorly-trained workforce. Needs
assessment methods how are training needs assessed? Several methods
are available for the purpose. As shown in the below table, some are
useful for organizational-level needs assessment others for individual
needs assessment.

Employee Relations
SUNFLAG IRON LTD. believes that working conditions, wages, and benefits that it
offers to its employees are the best in the industry. As per our experience we feel
employees should be open and direct, so the work environment can be excellent,
communications can be clear, and attitudes can be positive.

Bereavement
Our company recognizes the emotional stress and problems involved when a
member of an active employee’s immediate and/or close family dies, and is sympathetic
with the bereaved employee and his/her family. You will be granted time off in order to
arrange for and/or attend the funeral service. Verification of the reason and length of
absence for bereavement must be discussed with the Plant Manager and/or the Human
Resources Manager. For the purpose of this policy bereavement will be defined for
immediate family, or close relatives.

To qualify for paid bereavement leave (which is normally 2 days and does not
exceed 3 days/24 hours, and this includes Salaried employees and must be out of state)
immediate family is defined as employee’s spouse, father, mother, brother, sister,
daughter, son grandparents, grandchildren, stepchildren, or any dependent that was living
in the employee’s household. Leave may also be granted in the cases of other close
relatives, this is limited to one day only. These relatives include the employee’s father-
in-law, mother-in- law, brother-in-law, sister-in-law, daughter-in-law, son-in-law,
stepbrother, stepsister, stepparent, aunt, uncle, niece, or nephew. The Human Resource
manager will do final approval for paid benefits.

If the employee wishes to attend the funeral of a person who is not named above
(example: close friend, neighbour, extended family member) the employee should
request a personal day of absence with no pay.

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Discipline and code of conduct

It is important in the workplace to determine a set of rules to regulate the relationship

between the employees and the employer in the form of a disciplinary procedure. The
disciplinary procedure is regarded as a guideline and its interpretation is adequately
flexible in order to adjust to various circumstances.

SUNFLAG IRON LTD. follows its own Disciplinary rules and code of
Conduct and no one is allowed to abuse the system while they are on duty. If any
employee is found violating the system then he/she shall be liable for disciplinary
action.

1. Office time of the Organization starts from 9:00 am to 5:00 pm

(CORPARATE OFFICE) and 10:00 am to 6:00 pm (factory staff) with
half an hour lunch break. There is a weekly off on Sunday.
2. Management expects the Employees to maintain punctuality. If in case
they are not able to maintain the punctuality they must inform to their
reporting authority. Absence without information will be considered as a
serious offence as it affects the activities of the organization.
3. Any employee reports the office after 9:00 (office staff) and 10:00am
(factory staff) continuously for 3 days would be countable as a casual
leave.
4. Every employee must follow the organization’s movement register where
the employee should mark login time and logout time while they move
out of the office premises during working hours.
5. Management will take strict actions against those employees who are
engaged in playing computer games, playing music, chatting, singing etc
or any other unproductive activities during office hours.
6. Employees can receive their personal calls but it should not disturb the
others who are present in the Organization. Management will not tolerate
any misusage of the facility provided or wasting time on it which is
otherwise purely meant for official work. Employees are not allowed to
waste productive time on personal phone calls for longer duration.
7. Employees should keep their cell/ mobile phones on Vibration mode/ or
decent ring tones while they are on duty. No Hollywood/ Bollywood
ringtones shall be entertained.
8. Friends/ relatives are allowed to visit the office but it should not disturb
other employees, and their visit should be brief.
9. No employee will use Organization’s telephone and fax facilities for
private purposes except with prior permission from his/ her supervisors/

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 Reporting authority/ management. In case of emergency, such use is
permitted.
10. Management will not tolerate if any employee found consuming Pan
Masala, Gutka and Smoking Cigarettes or Spitting in the office premises
or indulging in any such activities.

Disciplinary code and procedure:

It is to regulate discipline in the workplace with key principle that the employer
and the employees should treat each other with mutual respect. In the first
instance the purpose of disciplinary action is to bring change in the behavior in
positive manner rather than to terminate services.

Before a problem becomes a disciplinary issue, the head of the team concern
should guide inform or remind the employees informally on the applicable rule or
performance situation. Such counselling is not viewed to form part of formal
disciplinary action but is rather a part of day-to day communication within the
organization. Formal procedures do not have to be invoked every time a rule is
broken or standard is not met. Informal advice and correction is accepted as the
best and most effective way to deal with minor violations of work discipline.

Repeated misconduct according to degree as severity may call for final warning
or other action short of dismissal. Dismissal would be reserved for cases of
serious misconduct or repeated offences. The seriousness of the offence will
determine the action to be taken and not necessarily, the number of occasions the
misconduct was committed. The Director makes the required final decision.

Employment Status and Records

Child Labour
SUNFLAG IRON LTD. has a policy of not recruiting a person of age
below 18 years as per Factories Act 1948.

1. The Factory will consider employment of the child once he / she

are 18 years old or the legal working age.
2. Also at the time of hiring a worker, attached proof of age shall be
checked so that child labour is not entertained.

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Access to Personal Files
SUNFLAG IRON LTD. maintains a personal file on each employee. The
personal file includes such information as the employee’s personnel record,
resume, documentation of performance appraisal and salary increases, and other
employment record.

Personal files are the property of SUNFLAG IRON LTD., and access to the
information they contain is restricted. Generally, only HUMAN RESOURCE
personnel have the access to these files.

Employee Benefit Programs

Employee Benefits

Eligible employees at SUNFLAG IRON LTD. are provided with a wide range of
benefits. A number of the programs cover all employees in the manner prescribed
by law.

Benefits eligibility is dependent upon a variety of factors, including employee

Classification.

The following benefit programs are available to eligible employees:

 Insurance
1. Group Accident Insurance
 Provident Fund
 Bonus
 Gratuity
 Leave encashment
 LTA
 Medical
 HRA
Holidays
SUNFLAG IRON LTD. grants holiday time off to all employees.

Note: List of Holiday is available with [HUMAN RESOURCE DEPARTMENT]

Earned Leave Benefits [27 days in a year]

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 Every worker who has worked for a period of 240 days or more in SUNFLAG
IRON LTD. during a calendar year shall be allowed during the subsequent
calendar year, leave with wages.Earned leaves can be availed for sickness, if
sickness is of longer duration and sick leave is insufficient to cover the sick
period. The decision to be made by the management

The leave shall not be carried forward and encased at the end of the year.

Earned leave is calculated based on base pay rate of the last month and does not
include any special forms of compensation, such as incentive, commissions,
bonuses etc.

Example: current salary/26 * 27

Maternity Leave Benefits

MATERNITY BENEFIT ACT, 1961

( No. 53 of 1961)1An Act to regulate the employment of women in certain

establishment

For certain period before and after child-birth and to provide for maternity benefit
and certain other benefits

Every eligible woman is entitled to receive maternity benefit for a maximum

period of 12 weeks. She shall be paid the full salary for the 12 week period.

Note:

 Eligible employee refers “employee who have completed

one year service with SUNFLAG IRON LTD..
 All leave shall be recommended and sanctioned by Admin.
/HRD department in consultation with HOD and the
Directors.
 In case of any emergency, the employee can submit the
prescribed leave application form on the same day (For one
full day or more or for half day).

Bonus:
THE PAYMENT OF BONUS ACT, 1965
14
 1
[An Act to provide for the payment of bonus to persons employed in certain
establishments on the basis of profits or on the basis of production or productivity.

Bonus is mandatory if the Salary is not above 10000 and will be calculated on basic
(Min 8.33 to Max 20%). A minimum bonus which shall be 8.33 per cent of the salary or
wage earned by the employee during the accounting year If allocable surplus exceeds the
amount of minimum bonus, then bonus shall be payable at higher rate subject to a
maximum 20% of salary/wages.

But if your salary exceeds 10000 then it is on employer's will.

Provident Fund:
The rate of provident fund is fixed by the Central Government in consultation with
the Central Board of trustees, Employees' Provident Fund every year during
March/April. Currently it is: 12% (basic salary ceiling up to 6500, then company to cut
the pf of the employee).

Benefits:
A) A member of the provident fund can withdraw full amount at the credit in the fund on
retirement from service after attaining the age of 55 year. Full amount in provident fund
can also be withdrawn by the member under the following circumstance:

 A member who has not attained the age of 55 year at the time of termination of
service.
 A member is retired on account of permanent and total disablement due to bodily
or mental infirmity.
 On migration from India for permanent settlement abroad or for taking
employment abroad.
 In the case of mass or individual retrenchment.

Gratuity.

Payment of Gratuity Act, 1972

(1) Gratuity shall be payable to an employee on the termination of his employment after
he has rendered continuous service for not less than five years, -

(a) on his superannuation, or

(b) on his retirement or

1

15
(c) on his death or disablement due to accident or disease:

The employer shall arrange to pay the amount of gratuity within thirty days from the date
it becomes payable to the person to whom the gratuity is payable. The calculation of
gratuity is as below:

Last basic/26 x 15 days x number of years of service

4.6 SODEXHO PASS MEAL VOUCHERS

The Definition of “Fringe Benefit” Under the new chapter XII H (As per Subsection (2)
of Section II5 WB of Income Tax Act, 1961), excludes

(i) Expenditure on, payment for, food or beverages provided by the employer to his
employee in office or Factory;

(ii) Any expenditure, or payment through Paid Vouchers, which are not transferable and
usable only at eating joints or outlets.

In this Section, exemption has been granted completely for paid vouchers provided to the
employees. Hence there is No FBT on employer on Sodexho Pass meal vouchers given
to employees.

With the shifting of tax liability on employer from employees in respect to certain fringe
benefits , these fringe benefits, which were hitherto taxable in the hands of employees as
perquisite , will no longer be taxable in their hands. Thus those items now chargeable to
tax under FBT (Chapter XII –H) have been deleted from Rule 3 , which dealt with
valuation of perquisites in the hands of the employee. Paid vouchers being one of the
items

MEDICAL REIMBURSEMENT
The employee can get exemption for Medical Reimbursement received for himself
/herself and his/her family under Income Tax as under: -

For Medical Reimbursement up to Rs.15000/- the employee has to submit the actual bills
along with doctor's prescription.

It includes:

a) the spouse and children of the individual,

b) the parents, brothers and sisters of the individuals who are wholly or mainly
dependent on him. (Employee has to certify that these persons are dependent on
him/her).
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Leave Travel Allowance (LTA):
For LTA the deduction is restricted to journeys performed within India.

Also note following on this deduction

1. Exemption on LTA is available in respect of two journeys performed in a block of

Four Calender years( 1998-2001, 2002-2005, 2006-2009, 2010-2013 and so on).

2. If an assessed has not availed LTA during any of the specified four-year block
periods (for e.g. 2006-2009), then he can carry over such exemption and can claim in the
first calendar year of next block (i.e. in 2010 for 2010-13 block).However the carry over
can be for one journey only.

3. The exemption is available in respect of rail fare/air fare only i.e. no other exps.

Like taxi, lodging/boarding charges will qualify for exemption.

17
 COMPANY PROFILE

ABOUT SUNFLAG

HISTORY:-

Sunflag Iron & Steel Co.ltd. as part of the renowned Sunflag Group. The
sunflag Group was founded by Late Shri Satyadev Bhardwaj in Kenya in 1937. It
has grown steadily and had spread its manufacturing operation in 6 countries and
spanning 3 continents. Today, Sunflag has a diversified range of activities in
Kenya, Tanzania, Nigeria, Cameroon, The United Kingdom & India and its 20
companies employ over 12,000 people. It has a turnover of USD 200 million and
annual profits to the order of USD 25 million. Except for sunflag steel, all over
companies are mainly engaged in the business of textile industry.

More significantly, the group is credited with the growth of several

industries, by continuously adopting new technologies. Name like SULZER in
weaving, DIDIER in polyester filament yarn, FEHRER for non woven, ZINZER
TRUTZCHILER and SCHLAFHORT in spinning, are today proud to be
associated with sunlfag.

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 This being a brief introduction about Sunflag Group, the profile of
Sunflag Steel is given below

A. SUNFLAG STEEL:-

HAMBURGER STAHLWERKE. Sunflag has put up India’s most

modern steel plant, the first integrated steel plant of its kind in the country with
capacity of 200000 tones of rolled products per annum, comparable to the best in
the world.

Sunflag steel has revolutionized steel making by producing high quality,

steel using Iron Ore and non- coking coal as basic inputs.

B. A NEW ERA OF SOPHISTICATION IN STEEL MAKING:-

Quality effectiveness of steel produced at Sunflag Iron & steel Co. Ltd.,
rests on use of state-of-the-art technology along with computerized process
control and monitored operating parameters. The production facilities at Sunflag
include:

1) A KRUPP CODIR Direct Reduction plant to produce 150000 tons per annum of
highly metalized Sponge Iron. Sponge Iron is obtained by the reduction of Iron rich
ores in the rotary kiln. Low cost non-coking coal available in sufficient quantity is
used as reluctant and fuel. In order to get consistent quality of DRI, continuous
monitoring of Sponge Iron is made for total Fe, degree of metallization and metallic
Fe.

2) A MANNESMANN DEMAGE 50/60 tones. Ultra High Power (UHP ) Eccentric

Bottom Tapping (EBT) Electric Arc Furnace (EAF) with facilities for continuous feeding
of sponge iron, coke and oxygen controlled by process computer to optimizes energy
utilization and melting time. EBT ensures slag free tapping of liquid steel. Approx.70%

19
of charge mix for EAF consists of sponge iron which gives very low tramp elements like
Copper, Tin, Nickel, etc.

3)A DEMAG 50/60 tones ladle Reheating Furnace (LHF) with continuous Argon
purging through bottom porous plug. Addition of Ferro Alloys like FeSi, FeMn, SiMn,
FeMo, Nickel, etc using computerized alloy weighing & feeding system, ensures precise
control on chemistry.

The sophisticated spectrometer connected to melt shop MAINFARAME computer aids

in prompt correction of the chemistry, Celox probe for dissolved oxygen measurement
along with Casi wire feeder to refine and control inclusion morphology ensures
production of “clean” steel in a variety of grades.

4)Six meters radius three strands DEMAG continuous casting machine along with
automatic mould level control computerized secondary cooling system. Hot billet
Surface temperature monitoring with the help of infra-red chermo meters. To avoid re-
oxidization of liquid metal stream from ladle to, tarnish to mould are used.

5)60 tones per hour capacity walking hearth reheating furnace designed by
STEINHEURTEY and monitored through CCTV. Automatic temperature control of
furnace along with minimum oxygen level in furnace atmosphere to avoid scale loss.

6) A 18 stands, 2 high continuous bar and section mill with horizontal and vertical
finishing stands. Centralized control of the entire mill from the main pulpit through three
Real-Time Process Computers. Mill control computer for mill set up, loop control,
cascade control, auto cobble control, auto control, material tracking etc. CCTV system
for monitoring billets and bar movements.

Better dimension control is obtained by providing facilities like Mill Tension Control for
primary stands and lopper control for finishing stands. Cooling Bed control computer for
sequence control and cut-lengths. Quick replacement system for stands gives high output
with high flexibility for servicing small orders.

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7) The software for the entire system has been developed by HAMBURGER
STAHLWERKE, West Germany.

The combined advantages of computer hardware and software include high productivity,
low energy consumption, low electrode consumption, optimization of alloying elements,
quality control, flexibility in producing various grades of steel, high yield and lower
material consumption, lower manpower requirement, automatic data logging and
generation of factual reports.

Higher availability, higher productivity optimum throughput, increased safety and

superior quality are hallmarks of automation.

SISCO, with quality product is consistently servicing the requirement of HNK Japan,
HNK Thailand, Mitsubishi Steel Manufacturing, Japan and other OEM suppliers of leaf
springs, situated in Indonesia, Philippines, Bangkok and Malaysia. We have also
supplied few lots to Hoesch Federn, Germany and General Motors. SISCO is also
catering almost 65 % requirement of the domestic market in India, including all OEMs
like Telco, Ashok Leyland, Maruti Udyog, Mahindra & Mahindra etc.

As an example of product development for spring steels for international OEM market,
SUNFLAG are in the process of developing special high tensile springs containing
vanadium, Molybdenum and Niobium wherein a close control on metallurgical
properties such as grain size is achieved.

The major grades of steel manufactured by SUNFLAG include;

1) Carbon Steel
2) Alloy Steel
3) Free Cutting Steel
4) Spring Steel
5) Stainless Steel
6) These grades are produced in the form of Rounds, Flats, Hexagon and Wire Rod

Group History

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1930’s
The Group was founded by Satyadev Bhardwaj. He identified a need for quality
garments and textiles in East Africa and established the first textile plant in Kenya to
serve the local market.

1950’s
The textile operation in Kenya became one of the leading companies in the country.
Satyadev’s three sons; Priya Bhushan, VijayBhushan and RaviBhushan started to take
an active role in the business. The operations included knitting, dyeing and finishing and
garment making.

1960’s
The Group embarked on its first expansion outside Kenya with investment in Nigeria.
The potential was huge with a desperate need for quality garments and textiles for a
rapidly expanding population.

1970’s
The founder handed over the running of the business to his sons. The Group expanded
into Tanzania and embarked on an ambitious programme of vertical integration adding
spinning and weaving to all its operations. Professional management was brought in to
run operations with the family concentrating on policy and strategy.

1980’s
Despite political and financial difficulties in Africa the Group continued to expand its
textile operations in Kenya, Tanzania, and Nigeria. The Group diversified in India with
an integrated steel plant, invested widely in property, and established a filament yarn
making plant in Thailand.

1990’s
The Group consolidated its worldwide operations and diversified into the healthcare and
power generation industry. In India the Group invested in a hospital and a Medical
Research Centre and a power generation plant. Towards the end of the decade the Group
entered the North American market.

22
2000’s
The North American operations were expanded with additional manufacturing units. The
African units were modernized and steel manufacturing started in Nigeria. The steel mill
in India was expanded.

UNIT OF SUNFLAG

SUNFLAG STEEL uses the (Sponge iron + Liquid Metal + Scrap)--Electric arc
furnace--Ladle heating furnace--VD/AOD--Continuous casting machine--Rolling mills
route, backed up by the state-of-the-art technology and computerized process control.

The production facilities include:

Sinter Plant (SINTER):

A 33 M2 sinter plant, designed by Beijing Sino- Steel industry & trade Group Corp.
(SSIT) and Jiangsu Province Metallurgical Designing Institute (JSMDI) Co. Ltd. The
technology of it is based on principle of economical, applicable safe and operational. The
annual production is expected to be 4,70,000 Tones.

Direct Reduction Plant (DRP):

23
Based on Krupp's Codir process. The DRP can produce 150,000 tons per year of Sponge
iron from iron ore and coal. Additionally, the flue gases help generate 30 MW of Electric
power.

24


25
OBJECTIVES

 To know the benefits of training and development.

 To measure the effectiveness of the training programme in Sunflag Iron Ltd.
 To know the budget level allocated for the training programme
 To know the most effective method of the training programme.

26
27
RESEARCH METHODOLOGY
Research refers to a search for knowledge. It is a systematic method of
collecting and recording the facts in the form of numerical data relevant to the
formulated problem and arriving at certain conclusions over the problem based on
collected data.

Thus formulation of the problem is the first and foremost step in the
research process followed by the collection, recording, tabulation and analysis and
drawing the conclusions. The problem formulation starts with defining the problem
or number of problems in the functional area. To detect the functional area and
locate the exact problem is most important part of any research as the whole
research is based on the problem.

Research can be defined as “the manipulation of things, concepts or

symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in the
practice of an art”

Data sources

The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data viz.
Primary and secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and
thus happen to be original in character. The primary data were collected through
well-designed and structured questionnaires based on the objectives.

Primary Source

Primary data are first hand information and are collected from various sources like:
28
 Informal interviews
 Through Structured questionnaire
 Observation

Secondary Data:

The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the research
was collected through various newspapers, and Internet etc.

Secondary Source

The secondary source consists of readily available data’s and is already compiled statistical
statements and reports. Secondary data’s are collected from;

 Business Magazines
 Internet
 Annual reports
 Journals
Instrument for data collection

When people speak of research methods, they often are referring to processes and
instruments used for gathering information. Three important processes are content
analyses, observations, and interviews. Three important instruments are factual
questionnaires, inventories, and tests.

Sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is
much less costly, quicker and analysis will become easier. Sample size is 12 will
100% employees of Sunflag Iron Ltd.

29
DATA INTERPRETATION &
ANALYSIS

30
Q1. Since how many years you are working in the company?

Age No. of people

0-5 Years 10
5-10 Years 20
10-15 Years 20
More than 15 10
Total 60

no of people

0-5
17%
more than 15
17% 0-5
5-10 years
10-15 years
more than 15

10-15 years 5-10 years

33% 33%

Analysis:

Out of 60, 10 employees are working between 0-5, 20 employees are working between
5-10, 20emplyees are working between 10-20, 10 employees are working more than 15
years.

Interpretation:

It can be interpreted that the maximum number of employees are working since 5-15
years.

31
Q2. Do you like to attend the training program?

Response No of employees
Yes 50
No 10
Total 60

No
6%

Yes
No

Yes
94%

Analysis:

Out of 60, 50 employees attain training programme, and 10 employees did not attain.

Interpretation:

It can be interpreted that the maximum numbers of employees attain training.

32
Q3 Do you feel training is necessary for any employee for developing his skills?

Response No of employees
Yes 55
No 05
Total 60

No
5%

Yes
No

Yes
95%

Analysis:

Out of 60, 55 employees said Yes and 05 employees said No.

Interpretation:

It can be interpreted that the maximum numbers of employees feels that training is
necessary.

33
Q4. Which technique is most suitable for training?

Response No of employees
On the job 30
Off the job 20
Depends on need 10
Total 60

Depends
on need
17%

On the Job
On the Job Off the Job
50% Depends on need

Off the Job

33%

Analysis:

Out of 60, 30 employees said on the job training is good, 20 employees said of the job
training is good, 10 employees said depends on the needs training is need is decides.

Interpretation:

It can be interpreted that the maximum numbers of employees feels that on the job
training is necessary.

34
Q5. Which method is most suitable for training?

Response No of employees
Step by Step Instruction 15
Coaching / Lecture 16
Conference / Discussions 05
Programmed Instructions. 24
Total 60

Step by Step Instruc-

tion
Programmed Instruc- 25%
tions.
40% Step by Step Instruction
Coaching / Lecture
Conference / Discussions
Coaching / Lecture Programmed Instructions.
27%

Conference / Dis-
cussions
8%

Analysis:

Out of 60, 15 employees said Step by Step Instruction is good, 16 employees said
Coaching / Lecture is good, 05 employees said Conference / Discussions, 24 employees
said Programmed Instructions are good.

Interpretation:

It can be interpreted that the maximum numbers of employees said Programmed

Instructions is good method of training.

35
Q6. Do you experience fruitful changes in working efficiency after being trained?

Response No of employees
Yes 40
No 20
Total 60

No
33%

Yes
No

Yes
67%

Analysis:

Out of 60, 40 employees said Yes and 20 employees said No.

Interpretation:

It can be interpreted that the maximum numbers of employees feels that training help in
improving their performance.

36
Q7. Does the training enhance organization effectiveness?

Response No of employees
Yes 35
No 25
Total 60

No
42%
Yes
No
Yes
58%

Analysis:

Out of 60, 35 employees said yes and 25 employees said no.

Interpretation:

It can be interpreted that the maximum numbers of employees feels that training help in
improving organization performance.

37
Q8. Do company provide study material before the training program?

Response No of employees
Yes 60
No 00
Total 60

Yes
No

Yes
100%

Analysis:

Out of 60, 60 employees said Yes and 0 employees said No.

Interpretation:

It can be interpreted that the organization provides study materials.

38
Q9. Are you satisfied with the training procedure?

Response No. of employees

Fully Satisfied 20
Partly satisfied 13
Satisfied 15
Dissatisfied 12
Total 60

dissatisfied
20%
Fully Satisfied
33%

Fully Satisfied
Partly satisfied
satisfied
dissatisfied
satisfied
25%

Partly satisfied
22%

Analysis:

Out of 60, 20 employees are fully satisfied, 13 employees are partly satisfied, 15
employees are satisfied and 12 employees are dissatisfied.

Interpretation:

It can be interpreted that the maximum number of employees fully satisfied.

39
Q10. Do you get innovative ideas during training?

Response No of employees
Yes 50
No 10
Total 60

No
5%

Yes
No

Yes
95%

Analysis:

Out of 60, 57 employees said Yes and 03 employees said No.

Interpretation:

It can be interpreted that the maximum numbers of employees get ideas during training
session.

40
41
CONCLUSION
Private sector occupies a pivotal position in the Indian economy. It is considered as a

pacesetter for the rest of the economy. It has expanded enormously and contributed a lot

towards the economic growth of country by adding a major share in the net national

product generating gainful employment & growth of every organization depends on the

quality of the manpower,& its people improvement & utilization in suitable challenging

jobs. Training and development is an important aspect of proffessionalisation of our

executive cadre. There is no doubt that training and development can do lot for

development of its personnel. Training and Development can do lot for its personnel.

Training and Development is an integral part of the Human Resource Development

HRD. It is an important tool for the organization. To sharpen executive knowledge with

the object of strengthening & profit maximization of the organization.

In Sunflag Iron Ltd. also training is very helpful towards organization and

employees. The employee attended training programme of the company the were also

benefited by it in terms that their performance increased, also almost 70% of the

employees also found changes in terms of productivity i.e they gained more professional

knowledge also almost all of them can discuss their needs with their superiors. We can

therefore say , that training programs discuss their needs with their superiors. We can

therefore say, that training programs are not only beneficial for the company but also

beneficial for the employees working and personal life. Therefore training programs

should be implemented in every organization for the survival in the world and

achievement of the objectives.

42
SUGGESTIONS

 Training and development programme should be based on specific needs

of the organization and its employees.

 Selection of participants should be made on the basis of the needs of the

employees & objectives of the programme.

 New technology and methods of training should be used to make it

interesting for the employees.

 The programme should be frequently revised so as to be in tune with the

ever changing business and economic environment.

 Both in company & external agencies programmes should be evaluated

properly for measuring their effectiveness.

43
BIBLIOGRAPHY:

1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company:
England: 1983.

2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28.

3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New Delhi.

4. Training & Development: A Better way: Robert Hayden: Volume 52.

5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New
Delhi.

6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management

7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International
Publications

8. Aswathappa, K., Human Resource Personal Management

Websites Search:

www.wiki.com
www.google.com
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