THE BENEFITS OF COMPETANCY MAPPING

A STUDY CONDUCTED AT
ASEA BROWN BOVERI
PEENYA, BANGALORE-58
Submitted to the partial fulfilment of the requirements for the Award of the
Bachelor of Business Management degree course.
Of
Bangalore University
By
Chetana. V
Register number: 07BHCO8053
Under the guidance of
Internal guide: External guide:
SHARADHA .N PRIYANKA MISHRA
LECTURER BU HR
MLACW ABB PVT LTD

MAHARANI LAKSHMI AMMANNI COLLEGE FOR WOMEN

BANGALORE-560012
2009-2010
SHARADHA.N
BBM, M.COM

CERTIFICATE

This is to certify that this project titled “THE BENEFITS OF COMPETANACY

MAPPING” a study conducted at “ABB PRIVATE LIMITED” Bangalore,
submitted to the partial fulfilment of the award of Bachelor’s Degree in Business
Management is an independent piece of work carried out by Ms. Chetana .V
bearing the register number 07BHC08053 under my guidance and supervision.

It has not formed the basis for the award of any diploma in Bangalore
university/institution.

Place:

Date:

DECLARATION

I hear by declare that the project titled “THE BENIFTS OF COMPETANACY

MAPPING” a study conducted at “ABB PVT LTD” Bangalore, during the
academic year 2009-2010, submitted in the partial fulfilment of the requirements
for the award of Bachelor of Business Management Degree of Bangalore
University, is an original work carried out by me under the guidance of Mrs.
SHARADHA.N, faculty member in the Department of Management Studies,
MAHARANI LAKSHMI AMMANNI COLLEGE FOR WOMEN, Bangalore.

I also declare that this project work has not been previously submitted to any other
university or institution for the award of any other Degree or Diploma.
Place:

Date:

ACKNOWLEDGEMENT

I hereby acknowledge with gratitude the immense encouraged and excellent

academic climate in the institution provided by our esteemed principal, Prof. K.S
BHARATHI that has made this endeavour possible.

I am highly indebted to Prof. SHOBHA SUNDERESAN, Head of the Department

of Management Studies and other staff members for having guided me and
motivating me.

I also express my gratitude to Mrs. SHARADHA. N, internal guide for providing

valuable guidance and suggestions

I am highly thankful to Ms. PRIYANKA MISHRA, external guide, for providing

information and advising me through all the stages of the project.

I convey my sincere gratitude to ASEA BROWN BOVERI (ABB) PRIVATE

LIMITED.

I also thank my parents and friends who helped me directly or indirectly in the
completion of this project.
Place:

Date:

CONTENTS
INTRODUCTION
COMPETANACY MAPPING
THEORITICAL BACKGROUND

HUMAN RESOURCE MANGEMENT

ASEA Brown Boveri
ABB Asea Brown Boveri, was the result of a merger between Asea AB of Sweden and BBC
Brown Boveri Ltd. of Baden, Switzerland in 1988. The merged entity became the world’s
leading supplier in the $50 billion electric power industry. At that time ABB controlled as much
as a third of Europe’s business and more than 20 percent of the world market. It successfully
integrated 850 subsidiary companies and 180,000 employees operating in 140 countries.

When ABB was formed its two parent companies retained their separate names, boards and stock
listings. In 1996 ASEA AB in Sweden and BBC Brown Boveri AG in Switzerland decided to
change their names to "ABB AB" and "ABB AG," respectively.
ABB India Introduction

As one of the world’s leading engineering companies, ABB helps customers to use
electrical power effectively and to increase industrial productivity in a sustainable
way. The ABB Group of companies operates in over 100 countries and employs
about 120,000 people.

ABB operations in India include 14 manufacturing facilities with over 7500

employees. Customers are served through an extensive countrywide presence with
more than 18 marketing offices, 8 service centers, 3 logistics warehouses and a
network of over 800 channel partners. The ABB Group is increasingly leveraging
the Indian operations for projects, products, services, engineering and R&D.

ABB's presence in India

ABB India History
General:
• The Company was incorporated on 24.12.1949 as The Hindustan Electric Company
Limited.
• On 24.09.1965, the Company’s name was changed to Hindustan Brown Boveri Limited
(HBB).
• Pursuant to the Scheme of Amalgamation of Asea Limited with HBB with effect from 1st
January 1989, the name was further changed to Asea Brown Boveri Limited, with effect
from 13.10.1989.
• Effective 16.04.2003, the name was further changed to ABB Limited.

Flakt India Limited was amalgamated with ABB with effect from 5th October 1995.

During 1994-95, a joint venture Company - ‘ABB Daimler-Benz Transportation AG’ (Adtranz)
was established by ABB Zurich and Daimler-Benz AG, Germany, in Germany. A subsidiary of
Adtranz was incorporated in India viz. ’ABB Daimler-Benz Transportation Limited which took
over the Transportation Business of the Company effective 1st January 1996.

ABB’s power generation business was globally transferred into the new 50-50 JV with Alstom in
1999. In India the power generation business has been demerged and transferred to ABB Alstom
Power India Ltd. with effect from 1st April 1999. In consideration of the transfer of the power
business, each shareholder of ABB has been allotted one share in ABB Alstom Power India Ltd.
for every share held in the company.

Capital:

The Authorised Share Capital of the Company is Rs.500,000,000 divided into 212,500,000
Equity Shares of Rs.2/- each and 750,000 – 11% Redeemable 10 years, Cumulative Preference
Shares of Rs.100/- each.

The Issued, Subscribed and Paid-up share capital of the Company, as at the end of the financial
year ended December 31, 2007, is Rs.423,816,750/-, consisting of 211,908,375 Equity Shares of
the face value of Rs.2/- each.
Board of Directors

Biplab Majumder (Vice N.S.Raghavan

Gary Steel (Chairman)
Chairman & Managing (Independent Director)
Director)

Nasser Munjee Darius E.Udwadia (Independent Arun Kanti Dasgupta

(Independent Director) Director) (Independent Director)

Peter Leupp (Director)

The ABB Group

ABB is a global leader in power and automation technologies that enable utility and industry
customers to improve their performance while lowering environmental impact.

Technology
Technology plays a key role for ABB. ABB has activities all over the world working to develop
unique technologies that make our customers more competitive, while minimizing environmental
impact.
Sustainability
Sustainability is integral to all aspects of our business. ABB strive to balance economic,
environmental and social objectives and integrate them into our daily business decisions.
To find ABB
ABB operates in more than 100 countries and has offices in 87 of those countries to give its
global and local customers the support they need to develop and conduct their business
successfully.

Businesses
ABB (www.abb.com) is a leader in power and automation technologies that enable utility and
industry customers to improve performance while lowering environmental impact. The ABB
Group of companies operates in around 100 countries and employs about 120,000 people.

Power Products
Power Products are the key components to transmit and distribute electricity. The division
incorporates ABB's manufacturing network for transformers, switchgear, circuit breakers, cables
and associated equipment. It also offers all the services needed to ensure products' performance
and extend their lifespan. The division is subdivided into three business units.

Power Systems
Power Systems offers turnkey systems and services for power transmission and distribution
grids, and for power plants. Substations and substation automation systems are key areas.
Additional highlights include flexible alternating current transmission systems (FACTS), high-
voltage direct current (HVDC) systems and network management systems. In power generation,
Power Systems offers the instrumentation, control and electrification of power plants. The
division is subdivided into four business units.
Automation Products
This ABB business serves customers with energy efficient and reliable products to improve
customers' productivity, including drives, motors and generators, low voltage products,
instrumentation and analytical, and power electronics. More than one million products are
shipped daily to end customers and channel partners, spanning a wide range of industry and
utility operations, plus commercial and residential buildings.

Process Automation
The main focus of this ABB business is to provide customers with integrated solutions for
control, plant optimization, and industry-specific application knowledge. The industries served
include oil and gas, power, chemicals and pharmaceuticals, pulp and paper, metals and minerals,
marine and turbocharging. Key customer benefits include improved asset productivity and
energy savings.

Robotics
ABB is a leading supplier of industrial robots - also providing robot software, peripheral
equipment, modular manufacturing cells and service for tasks such as welding, handling,
assembly, painting and finishing, picking, packing, palletizing and machine tending. Key
markets include automotive, plastics, metal fabrication, foundry, electronics, machine tools,
pharmaceutical and food and beverage industries. A strong solutions focus helps manufacturers
improve productivity, product quality and worker safety. ABB has installed more than 160,000
robots worldwide.

Products and services

A
• Absolute Pressure Transmitters
• Actuators
 • Advant OCS with Master SW
• Advant OCS with MOD 300 SW
• Air Circuit Breakers
• Air Insulated Primary Switchgear
• Air Insulated Secondary Switchgear
• Ammonia Monitors
• Analytical Instruments

B
• Bay Control
• BORDLINE®
• Bushings
C
• Cable Accessories
• Cables & Cable Accessories (High Voltage)
• Cables Systems & Enclosures (Low Voltage)
• CGA System Solutions (Instrumentation)
• Chloride Monitors
• Circuit Breakers ( <1 kV)
• Circuit Breakers (>36 kV)
• Circuit Breakers (1 - 36 kV)
• Collaborative Production Management
• Combustion Gas Analyzers
• Compact Products 800
• Composite Insulators
• Conductivity Products
• Connection Devices
• Contactors (Low Voltage)
• Contactors (Medium Voltage)
• Control Products ( < 1 kV)
• Control Systems (Distributed)
• Controllers (for Robots)
• Coriolis Mass Flowmeters
• CPM Services
D
 • DC Drives
• DC Motors
• Dead Tank (Circuit Breakers)
• Differential Pressure Transmitters
• Dissolved Organics Monitors
• Distributed Control Systems
• Distribution Components
• Disturbance Recorders
• Drives (for electric motors)
E
• EIB/European Installation Bus
• Electromagnetic Flowmeters
• Electromechanical Relays (Medium Voltage)
• Electro-Pneumatic Positioners
• Enclosures
• Engine Monitoring (MIP)
• Excitation Systems & Combined Solutions
F
• Fault Current Limiters & Arc Suppressors
• Feeder Automation
• Feeder Protection
• Feeder Protection and Control
• Flatness Measurement
• Flow Computer Units
• Flow Measurement Products
• Fluoride Monitors
• Force Measurement
• Freelance 800F
• Frequency converters
• Frequency Protection
• FT-IR and FT-NIR Spectrometers
• Fuses and Cutouts (1-50 kV)
G
• Gas Analyzers
• Gas Insulated Primary Switchgear
 • Gas Insulated Secondary Ring Main Units
• Gas-Insulated Switchgear (Switchgear, High Voltage)
• Gauge Pressure Transmitters
• Generator Circuit Breakers
• Generators
• GTO
H
• H2 Purity & Purge Gas Monitors
• High Power Rectifiers
• High Voltage Induction Motors
• High Voltage Products and Systems
• Hydrazine Monitors
I
• IEC Current Transformers
• IEC Voltage Transformers
• IGBT & Diode Modules
• IGCT
• Indoor Fuses
• Indoor Switches & Disconnectors
• Industrial Plugs and Sockets
• Instrument Transformers & Sensors (Medium Voltage)
• Instrument Transformers (High Voltage)
• Instrumentation and Analytical
• Insulation Components
• Insulation Materials (Transformers)
• Intelligent Building Control (KNX)
• Inverters
L
• Linear Actuators
• Live Tank (Circuit Breakers)
• Low Voltage AC Drives
• Low Voltage Motors
• Low Voltage Products and Systems
• Low Voltage Systems - IEC ( < 1 kV)
• Low Voltage Systems - NEMA
M
• Machines
• Mainline Compact Secondary Substations
• Medium Voltage AC Drives
• Medium Voltage Products & Systems
• Metallurgy Products
• Modular DIN Rail Products
• Modular Relays and Accessories
• Modular Systems
• Motor Control Centers
• Motors
• Motors for Hazardous Areas
N
• Network Quality (Low Voltage)
• Nitrate Monitors
O
• OEM Switchgear Kits & Parts
• Operating Mechanism
• Outdoor Fused Cutouts & Parts
• Outdoor Fuses
• Outdoor Overhead Switches & Disconnectors
• Outdoor Padmount Switches
• Outdoor Railway Circuit Breakers & Load Break Switches
• Overcurrent Protection
P
• Part-Turn Actuators
• pH & Redox / ORP Products
• Phosphate Monitors
• PLC (Low Voltage)
• PLC (Process)
• Pneumatic Positioners
• Power Capacitors (High Voltage)
• Power Components
• Power Electronics
• Power Protection & Automation Products
 • Power Quality Products
• Power Semiconductors
• Presspack Diodes
• Pressure Measurement Products
• Primary Flow Differential Pressure Products
• Process Analytics
• Programmable Logic Controllers (Process)
• Programmable Logic Controllers PLCs (Low Voltage)
• Protection and Control (Distribution)
• Protection and Control (Transmission)
R
• Railway Modules
• Railway Switchgear
• Reactors
• Reclosers & Sectionalizers
• Recorders and Controllers
• Relion
• Robotics
• Roll Force Measurement
S
• Safety Systems (Systems)
• Safety-Critical Transmitters
• SATT
• Semiconductors
• Sensors (Low Voltage)
• Sensors (Medium Voltage)
• Sensors (paper & converting)
• Sensors (rolling mills)
• Sensors (torque)
• Service (High Voltage)
• Service (Instrumentation)
• Service (Medium Voltage)
• Service (Robotics)
• Service (Transformers)
• Service (Turbocharging)
 • Services (Control Systems)
• Services (Force Measurement)
• Sodium Monitors
• Solid State Relays (Medium Voltage)
• Strip Tension
• Submarine Cables
• Supervision and Signalling
• Surge Arresters
• Surge Arresters (>44 kV)
• Switches & Disconnectors
• Switches and Fusegear ( <1 kV)
• Switchgear and Motor Control (1-40 kV)
• Switchgear Modules
• Symphony DCI System Six
• Symphony Harmony INFI 90
• Symphony Melody
• Synchronous Generators
• Synchronous Motors
T
• Tap Changers
• Temperature Measurement Products
• Thermal Mass Flowmeters
• Thyristor
• Traction Converters
• Transformer Components
• Transformer Protection
• Transformers
• Turbidity Systems
• Turbocharging

U
• Underground Cables
V
• Vacuum Interrupters & Poles
• Vacuum Plants
 • Variable Area Flowmeters
• Vortex & Swirl Flowmeters
W
• Water Hardness Monitors
• Wind Turbine Generators
• Wiring Accessories

ABB Technology
Technology from ABB affects your daily life in more ways than you might imagine.
Technology plays a key role for ABB. We have nine research centers, 6,000
scientists and 70 university collaborations across the world – all working to develop
unique technologies that make our customers more competitive, while minimizing
environmental impact.

Technology news
• Intelligent solar house competes for efficiency title in U.S.
2009-09-25: A solar-powered house equipped with ABB intelligent building controls is
heading to Washington, D.C. where it will be part of a student competition that will put
an energy efficient "village" in the middle of the U.S. capital.
• ABB powers LNG carriers into new era of energy efficiency
2009-09-23: An ABB electric propulsion system for liquefied natural gas carriers has
revolutionized LNG transportation by reducing carrier fuel consumption by almost 30
percent while simultaneously increasing cargo capacity.
• ABB launches its first solar inverter
2009-09-21: The first inverter developed by ABB for the solar market is to be launched at
the world’s leading photovoltaic (PV) solar conference taking place in Hamburg this
week.
• Award-winning ABB concept keeps robots working
 2009-09-16: ABB’s award-winning remote service for industrial robots is improving
productivity at plants and workshops all over the world by identifying robot problems by
wireless remote before they escalate into production disturbances.
• How much energy are your drives saving?
2009-08-27: ABB drives are now equipped with a built-in energy efficiency calculator
that continuously measures how much energy the drive is saving, the value of the saving
in local currency and the reduction in carbon dioxide emissions that the drive has
achieved.

Mission and vision 2011

ABB's mission
• Improve performance: ABB helps customers improve their operating performance, grid
reliability and productivity whilst saving energy and lowering environmental impact.
• Drive innovation: Innovation and quality are key characteristics of our product, systems
and service offering.
• Attract talent: ABB is committed to attracting and retaining dedicated and skilled
people and offering employees an attractive, global work environment.
• Act responsibly: Sustainability, lowering environmental impact and business ethics are
at the core of our market offering and our own operations.

ABB's vision

As one of the world’s leading engineering companies, ABB helps our customers to use electrical
power efficiently, to increase industrial productivity and to lower environmental impact in a
sustainable way. Power and productivity for a better world

ABB culture
Good leaders are characterized by competence, ambition and integrity
All three ensure that we create value by fulfilling our commitments to our customers, our
employees and the communities and societies in which we operate, acting in accordance with
sound corporate values.
Business principles
Corporate governance
Compliance and business ethics
Sustainability
Business principles
To build value, performance and leadership into ABB, responsibility, respect and determination
are key
Assuming responsibility, and acting with respect and determination makes it possible to nurture
ABB’s traditional strengths – our technology leadership, our pioneering spirit and our ability to
be at home everywhere. That is our legacy, and our future.
The key to success lies in how well all of us understand and apply the business principles –
demonstrating personal, professional and corporate responsibility, showing respect for the views
and needs of others and applying our shared determination to win.
Corporate governance
ABB's corporate governance is described in full in the corporate governance section of the ABB
Group annual report 2008.

ABB compliance and business ethics

At ABB we strive to be competitive because our success and that of all our partners depend on it.
ABB is determined to meet high moral and ethical standards in performing our work at every
level of our organization and in every location in which we operate. The company wants to
achieve success built on the ABB principles of responsibility, respect and determination. ABB
depends on our employees to conduct business with integrity and in full compliance with
regulations, local laws and our own corporate policies. Customers, suppliers, shareholders and
employees of ABB have a right to expect that the company conduct our business in a proper and
professional manner.
Sustainability at ABB
For ABB, sustainability is about balancing economic success, environmental stewardship and
social progress to benefit all our stakeholders.
Sustainability considerations cover how ABB design and manufacture products, what ABB offer
to customers, how ABB engage suppliers, how ABB assess risks and opportunities, and how
ABB behave in the communities where ABB operate and towards one another. ABB also strive
for excellence in health and safety performance.

Sustainability
Seven priorities
Key areas where ABB is making a difference
ABB has identified seven sustainability priorities - areas of work where the Group can make a
significant difference through its products, policies and practices.
These priorities reflect growing concern over climate change and what the company
can contribute to mitigate it through energy efficient products and systems,
innovation, and how the Group manages its own environmental impact. Responsible
behavior towards different stakeholders includes the health, safety and security of
our employees and contractors, how ABB works with our supply chain in different
countries, and how ABB embed human rights considerations into business practice.
Here ABB set out the seven sustainability priorities.

The priorities
• Energy efficiency: lower costs, less emissions
• Climate change: How ABB cuts emissions
• Managing environmental impact: Improving our own performance
• Occupational health and safety: Seeking improved safety
• Corporate Responsibility: Committed to all stakeholders
• Product innovation: Sustainability is key to success
• Sustainability in our supply chain: Promoting best practice

Energy efficiency
Energy efficiency is ABB's business
Soaring energy prices and concern about climate change from man-made emissions of carbon
dioxide have propelled energy efficiency to the top of the agenda in the boardroom, in public
debate and in public policy. This portal provides an overview of the challenges, how
governments are tackling them and the ABB solutions already at hand.
Businesses and governments have strong incentives to use energy more efficiently. The surging
price of oil in recent years is being sustained by demand from rapidly developing countries
including China, India and Brazil.

Rising standards of living in these countries and the creation of global markets is also exposing
companies to more competition and raising pressure on them to increase productivity and lower
costs.

In addition, concern about global warming and quality of life has prompted governments around
the world to clamp down on pollution, making businesses in many countries pay a penalty for
their emissions of carbon dioxide.

The forecasts
Global energy needs and the related emissions of gases held responsible for global warming will
be 45 percent higher in 2030 than today on current trends, driven by economic growth in the
developing world, according to the International Energy Agency. World electricity use is
expected to rise 80 percent in the same period, the IEA says.

The earth’s average surface temperature will probably rise by 1.8 to 4 degrees Celsius by the end
of the century, according to the latest major report by the Intergovernmental Panel on Climate
Change, published in February 2007. The panel’s worst-case scenario predicts a global
temperature increase of 6.4 degrees.

Government reaction
As a result of warnings like these, governments have started taking action. Many policies laying
down minimum standards for energy efficiency are already in place around the world and laws
are being tightened further.

China, for instance, adopted a development plan for the five years through 2010 that calls for a
20 percent reduction in the amount of energy used per unit of gross domestic product (GDP).
China is the world's second-biggest emitter of greenhouse gases after the U.S.

The European Union in 2007 agreed to cut greenhouse-gas emissions by 20 percent by 2020.

ABB's solutions
ABB started its formal environmental management program after signing the International
Chamber of Commerce's Business Charter for Sustainable Development in 1991. Since 1998,
ABB has been focusing on the resource and energy efficiency of its products over their entire life
cycles, including the years spent in operation, and now has independently verified Environmental
Product Declarations for its main products in all business areas.

ABB's energy efficient products, systems, solutions and services help customers produce and
deliver more goods and power for each unit of energy they use. Some examples from the ABB
product portfolio include drives and motors, power transmission technologies and factory control
systems.

Drives and motors

Variable speed drives regulate the operation of electric motors, and save energy by matching the
output of motor-driven pumps, fans, conveyors and similar equipment with the actual demand of
the systems they support.

ABB calculates that its variable speed drives installed globally eliminate more than 100 million
tons of greenhouse gas emissions annually, roughly equivalent to the emissions of 41 million
cars on the streets of Europe.

Coutts & Co., a London-based private bank, cut its energy bill for running the air-conditioning
system by 90 percent after installing four variable speed drives.

ABB’s high efficiency motors are big energy savers because, irrespective of size, motors
normally consume their own capital cost in energy after 30 days of continuous operation.

ABB has also developed a fuel-efficient podded propulsion system for ships, the Azipod, which
is fitted outside the vessel, can revolve 360 and functions as a combined rubber and motor.
ShinNihonkai Ferry, Japan's leading ferry operator, reported fuel savings of 20 percent and 15
percent more transportation capacity on two vessels fitted with Azipod propulsion systems in
2004.

Energy distribution
Even the movement of energy itself can be made more efficient. High-voltage direct current
(HVDC) technology, invented by ABB more than 50 years ago, transports electricity over long
distances using fewer cables and with much lower electricity losses than conventional alternating
current technology.
HVDC also makes it possible to link one power grid to another safely and cost effectively.
Norway and the Netherlands, for example, have linked their grids with ABB technology to allow
the Dutch to import hydropower from Norway during the day when demand is high. HVDC is
also boosting the development of wind power in the Netherlands by compensating for the power
fluctuations caused by generating energy from wind.

ABB engineers can now build ultra high-voltage links that will make it viable to produce
electricity in remote regions of China, India, Brazil and Africa where vast hydropower resources
remain untapped. These energy "superhighways" will efficiently transmit electricity to the urban
and industrial areas where it is needed.

Control systems
ABB also makes software and control systems that help power plants operate more efficiently, as
well as factories in industries ranging from pulp and paper to cement to pharmaceuticals. They
regulate the equipment in plants and factories to ensure it runs at optimum speed, produces
consistent high quality and can forecast maintenance as needed.

As an example, ABB’s advanced control and optimization system for coal-fuelled power plants
optimizes combustion while reducing hazardous emissions of nitrogen oxides. Restarting a
power plant after a production stop is a complicated process. ABB’s automated information
technology solution typically reduces the fuel consumption during start-up by 10 percent.

Energy savings can be multiplied by combining control systems, high efficiency motors and
variable speed drives.

Rise in energy demand underscores need for efficient use of resources

Global energy needs and the related emissions of gases held responsible for global warming will
be 45 percent higher in 2030 than today, driven by economic growth in the developing world,
according to the International Energy Agency.

Source: International Energy Agency

The challenge this poses is to deliver sufficient energy for equitable and secure social and
economic development while avoiding environmental impacts that would compromise the
capacity of future generations to enjoy the fruits of development.

Organizations with a focus on energy issues have identified energy efficiency as a foremost way
of tackling the challenge. Highlights from the vast body of research published in recent years by
international and non-governmental organizations include:

• The World Business Council for Sustainable Development, representing 180 companies
including ABB, says "rapidly deploying" energy efficient technologies and "significantly
improving" energy efficiency in a range of areas are essential to slowing climate change
(see the 2007 report Policy Directions to 2050).
• The Intergovernmental Panel on Climate Change said in its 2007 report that in all the
scenarios it considered for stabilizing the level of greenhouse gases in the atmosphere,
"60-80 percent of the reductions would come from energy supply and use, and industrial
processes, with energy efficiency playing a key role in many scenarios."
• Setting the world on a sustainable path will require radical change, according to the
International Energy Agency's 2008 World Energy Outlook. “ABB must usher in a global
energy revolution by improving energy efficiency and increasing the deployment of low-
carbon energy," said IEA director Nobuo Tanaka.
• The electricity industry can contribute to sustainable development in a number of ways
including by "maximising the efficiency and minimising the environmental impacts of
the generation, transmission, distribution and use of the electricity in a cost-effective
manner," a study produced for the United Nations Environment Programme says.

Environmental
ABB's products, systems, solutions and services are designed to improve our customers'
businesses - centered around improving grid reliability and increasing industrial producivity -
while lowering environmental impact.
ABB seeks to minimize the environmental impact of our technologies and products, passing on
this expertise to customers and suppliers, at the same time as trying to ensure that our
manufacturing processes are environmentally friendly and energy-efficient.

Social
ABB contributes to society through its business activities, and their social, environmental and
economic impact. Social performance - both within the company and in the communities where
ABB operates - is a key element of the company's sustainability goals.
ABB follows the triple bottom line approach to sustainability, meaning that social performance
and societal contributions are key, along with economic and environmental issues.
All the seven sustainability priority areas that ABB has defined have a direct or indirect impact
on society. Whether it is efforts to mitigate climate change through improved energy efficiency,
or ways of improving the company's health and safety performance and improving conditions in
the supply chain - they all have an impact on people's daily lives. ABB's standing - its brand and
reputation - is also measured against such issues.

The principles underlying ABB's behavior can be accessed from this page: You will find ABB's
social policy, the occupational health and safety policy, plus links to ABB's business principles, a
section detailing the Access to Electricity rural electrification program and human rights issues.

Corporate responsibility for ABB means a commitment to maintain high social, environmental,
ethical and governance standards for the benefit of all stakeholders – shareholders, customers,
employees, society at large and the communities where the company operates. Managing these
challenges well represents callenges and opportunities for ABB and all stakeholders.

Strategy
ABB is a global leader in power and automation technologies that enable utility and industry
customers to improve performance while lowering environmental impact. With about 120,000
employees we are close to customers in around 100 countries.
With our technology leadership, global presence, application knowledge and local expertise,
ABB offer products, systems, solutions and services that allow our customers to improve their
operations – whether they need to increase the reliability of a power grid or raise productivity in
a factory.

Focusing on our core strengths in power and automation technologies, ABB strives for organic
profitable growth. Our global manufacturing base ensures consistent top-quality products and
systems – made in ABB – for customers around the world. Our customers have broad and easy
access to ABB’s offerings - whether they buy from us directly or through distributors,
wholesalers, system integrators or other partners.

Our people work together seamlessly to deliver benefits for our customers. Our way of doing
business is values-based, leadership-driven and performance-oriented.

What ABB is doing

ABB’s biggest contribution to saving energy comes from its focus on designing products that
help customers use energy more efficiently. ABB itself is not an energy-intensive business.
Nevertheless, the company has a program for reducing its energy use that will both cut costs and
lower its impact on the environment. ABB is also promoting energy efficiency as a member of
organizations committed to fostering economic growth and development while limiting
emissions of greenhouse gases.

Energy savings program

• ABB implements energy savings program

 ABB is cutting its energy use by five percent over the two years through 2007 to reduce
costs and fulfill its commitment to curbing emissions of carbon dioxide, the main gas
held responsible for global warming.
International cooperation
• ABB backs global sustainability efforts
ABB is working with utilities and international business groups to find ways of
protecting the environment while sustaining economic growth.
Resource-efficient design

• ABB completes set of product eco labels

ABB has obtained independently verified environmental declarations for all of its main
product lines after pioneering environmentally conscious design more than a decade ago.
Theoretical background

HUMAN RESOURCE MANAGEMENT

Human resource is of paramount importance for the success of any organisation. It
is a source of strength and aid. Human resources are the wealth of an organisation
which can help it in achieving its goals. Human resource management is concerned
with human beings in an organisation. It reflects a new outlook which views
organisation’s manpower as its resources and assets. Human resource is the total
knowledge, abilities, skills, talents and aptitudes of organisations workforce. The
values, ethics, beliefs of the individuals working in an organisation also form a part
of human resource.

MEANING AND CONCEPT:

Human resource management is a part of the management process which is

primarily concerned with human constituents of an organisation, so as to archive
objectives of the organisation and potential of the employee. Growth of
organisations can partly be stopped or hampered because they can’t maintain an
efficient an enthusiastic viz planning, organising, staffing, leading, and controlling,
human resources functions. Like-wise the procurement, development,
compensation, integration, and maintenance of human factor in the organisation is
highly important for organisation success.

DEFINITION:
According to Flippo,” human resource management is the planning, organising,
directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources to the end that
individual, organisational and social objectives are accomplished.”

OBJECTIVES:

1. To contribute to strategic business goals.

2. To acquire the right jobs at right time in right number.
3. To train and develop and procured people adequately.
4. To compensate and reward them appropriately.
5. To motivate, satisfy and maintain high morale of employees.
6. To ensure respect to the employees and establish harmonious
relations.
7. To integrate them into the organisation by achieving employees and
organisation goals.
8. To develop value based organisation culture towards organisation
development and high performance.

NATURE:

1. Integral part of the process management.

2. Comprehensive function
 3. Pervasive function
4. People oriented.
5. Based on human relations.
6. Continuous process.
7. Science as well as art.
8. Recent origin.
9. Interdisplinary.
10.Basic to all functions.

NEED AND APPROACH:

1. Better industrial relations.

2. Develop organisational commitment
3. Coping with changing environment.
4. Change in political philosophy.
5. Increased pressure on employees.

HUMAN RESOURCE DEVELOPMENT

Human resources are the most significant and the only active factor of production.
All the other factors of production are inactive and are dependent for their
utilisation on the human resources. For the development of an organisation, the
pre-requisite is to develop the human resources. Human resource development will
involve the upgrading skills, extending the knowledge and competencies of human
resources. The concept of human resource development is comparatively of recent
origin, although, the development of human beings is one form or the other has
been in existence ever since the beginning of the civilisation. HRD is an integral
part and interdisciplinary approach to the development of human resources in the
organisation.

MEANING AND CONCEPT

The main aim of HRD is to bring about an all around development of the people in
the organisation. So, that they can contribute their best to the organisation, society
and nation. HRD is a system and process involving organised series of learning
activities designed to produce behavioural changes in human beings in such a way
that they acquire desired level of competence for present or future role.

DEFINITION:

According to C. Leon Magginson, “HRD mat be defined as development of people

by providing the right environment where each individual may grow to his fullest
potentialities. Human resources are viewed as total knowledge, skills, creative
abilities, talents and aptitudes of an organisation’s workforce as well as values,
attitudes and beliefs of individuals involved.”

FEATURES

1. Planned and systematic approach.

2. Continuous process.
3. Inter disciplinary approach
4. Micro and macro aspects.

OBJECTIVES:

1. To provide a comprehensive framework for the overall development of

people in the organisation.
2. Develop the constructive mind and overall personality of each and every
person in the organisation.
3. To develop the capabilities of each individual in relation to his present and
expected future roles.
4. To develop and maintain levels if motivation of employees.
5. To develop dyadic relationship between each employee and supervisor.
6. To develop the sense to team spirit, team work and inter team collaboration
in the organisation.
7. To develop the overall health and self renewing capabilities of the total
organisation.
 8. To generate systematic information about human resources for the purpose
of manpower planning, placement, succession planning and the like.

TRAINING

Training may be viewed as a systematic and planned process which has its
organisations purpose to impart and provide leari9ning experiences, that will bring
about the improvement in an employee and thus enabling him to take his
contribution in greater measure in meeting the goals and objectives of an
organisation.
 Training is an act of increasing knowledge, skill and attitude of an employee for
improving his performance on-the-job.

Training is concerned with imparting specific skill for doing particular job.

DEFINITION:

According to Michel J. Jucius, “The term training is used here to induction only
process by which the aptitudes, skills and abilities of employees to perform
specific jobs are increased.”

According to Richard P. Calhoon, “the function of training is the process of aiding

employees to gain effectives in their present and future work.”

OBJECTIVES OF TRAINING:

1. The basic objective of training is to help develop capabilities of the

employees.
2. Helps the existing employees in improving the levels of performance
3. The main objective is to bring effectiveness and efficiency.
4. Training plays a significant role in dynamic companies in brining
about technological changes.
NEED AND IMPORTANCE OF TRAINING

1. Increased productivity.
2. High employee morale.
3. Less supervision.
4. Less wastage.
5. Easy adaptability.
6. Reduced turnover and absenteeism.
7. Employee development.

COMPETANCY MAPPING

Competency mapping is the process of identification of the competencies required

to perform successfully a given job or role to set of tasks, at a given point of time.
It consists of breaking a given role or job into its constituent tasks or activities and
identifying the competencies needed to perform the same successfully.

Competency assessment is the assessment of the extent to which a given individual

or a set of individuals possess these competencies required by a given role or set of
roles. Assessment centers use multiple methods and multiple assessors to assess
the competencies of a given individual or a group of individuals.

Competency mapping is a process through which one assesses and determines

one’s strengths as an individual worker and in some cases, as part of an
organization. It generally examines two areas: emotional intelligence or emotional
quotient (EQ), and strengths of the individual in areas like team structure,
leadership, and decision-making. Large organizations frequently employ some
form of competency mapping to understand how to most effectively employ the
competencies of strengths of workers. They may also use competency mapping to
analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.

Competency mapping can also be done for contract or freelance workers, or for
those seeking employment to emphasize the specific skills which would make
them valuable to a potential employer. These kinds of skills can be determined,
when one is ready to do the work, by using numerous books on the subject. One of
the most popular ones is Now, Discover Your Strengths by Marcus Buckingham
and Donald Clifton, initially published in 2001.

Buckingham and Clifton’s book, and others like it, practice competency mapping
through testing, having the person sift through past work experiences, and by
analyzing learning types. However, the disadvantage to using a book alone is that
most people may have a few blind spots when they analyze their own competency.
Their perception of how others react to them may not be accurate.

Competency mapping also requires some thought, time, and analysis, and some
people simply may not want to do the work involved to sufficiently map
competencies. Thus a book like the above is often used with a human resources
team, or with a job coach or talented headhunter. Competency mapping alone may
not produce accurate results unless one is able to detach from the results in
analyzing past successes and failures. Many studies find that people often
overestimate their abilities, making self-competency mapping results dubious.

The value of competency mapping and identifying emotional strengths is that

many employers now purposefully screen employees to hire people with specific
competencies. They may need to hire someone who can be an effective time leader
or who has demonstrated great active listening skills. Alternately, they may need
someone who enjoys taking initiative or someone who is very good at taking
direction. When individuals must seek new jobs, knowing one’s competencies can
give one a competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six areas.
Sometimes an area where strengths are not present is worth developing. In other
cases, competency mapping can indicate finding work that is suited to one’s
strengths, or finding a department at one’s current work where one's strengths or
needs as a worker can be exercised.

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field that
would best make use of his or her competencies. If the company does not respond
to competency mapping by reorganizing its employees, then it can be of little
short-term benefit and may actually result in greater unhappiness on the part of
individual employees. A person identified as needing to learn new things in order
to remain happy might find himself or herself in a position where no new training
is ever required. If the employer cannot provide a position for an employee that fits
him or her better, competency mapping may be of little use.
Competency Mapping
Competency Mapping is a process of identify key competencies for an
organization and/or a job and incorporating those competencies throughout the
various processes (i.e. job evaluation, training, recruitment) of the organization. To
ensure we are both on the same page, we would define a competency as a behavior
(i.e. communication, leadership) rather than a skill or ability.

The steps involved in competency mapping with an end result of job evaluation
include the following:

1) Conduct a job analysis by asking incumbents to complete a position information

questionnaire (PIQ). This can be provided for incumbents to complete, or you can
conduct one-on-one interviews using the PIQ as a guide. The primary goal is to
gather from incumbents what they feel are the key behaviors necessary to perform
their respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency
based job description. A sample of a competency based job description generated
from the PIQ may be analyzed. This can be developed after carefully analyzing the
input from the represented group of incumbents and converting it to standard
competencies.

3) With a competency based job description, you are on your way to begin
mapping the competencies throughout your human resources processes. The
competencies of the respective job description become your factors for assessment
on the performance evaluation. Using competencies will help guide you to perform
more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of
your evaluation to identify in what competencies individuals need additional
development or training. This will help you focus your training needs on the goals
of the position and company and help your employees develop toward the ultimate
success of the organization.

Competency Mapping

This is Competency era and a significant shift towards Competency Based Organization has been
observed. People and their competencies have become the most significant factors that give a
competitive edge to any corporation. HR Professionals and Line Managers can contribute a great deal
to develop competency-based organizations.

Any underlying characteristic required for performing a given task, activity or role successfully can be
considered as competency. Competency may take the following forms:

Knowledge

Attitude

Skill

Other characteristics of an individual including

Motives

Values

Traits

Self Concept etc.

With changing business scenario and new challenges emerging in the competitive world, successful
performance in any job/task has taken a critical place, for organizational success. Competency
mapping is one such process that helps in identifying and mapping competencies required for
successful performance in a particular role. Competency mapping and assessment has gained
paramount importance in organizations, for keeping people development strategies and processes in
sync with organizational growth & objectives and maximizing the utilization of human potential.
Creating competency based culture and systems in organizations are the need of the hour. This
creates a demand for HR professionals to have specialized skills and have a continuous up-gradation
of knowledge.
Competency-based performance management processes are becoming more prevalent in many
organizations, but they are particularly appropriate for organizations where there are:

Uncertain environments

Qualitative/process service jobs

Self-managed teams

Developmental jobs

Changing organizations

Is your company’s selection procedure competency based?

Does your company have a Competency oriented induction?

Are your training needs identified through Competency gaps?

Does your company have attrition problem due to mismatch of people with the roles they
perform?
Does your company have a list of Competencies required for various roles in the organization?

Are the Core Competencies identified for your Organisation?

If the above statement holds true for your organization, your company can be called a Competency
Based Organization. And if its not so, TVRLS can help you to become a Competency Based
Organization.

If your HR person does not have competencies to competency mapping, then get him or her to acquire
on an emergency basis and build a competency-based organization. The future success of
Organizations and people depends on how competent they are- Obvious. There is no alternative to
competency mapping.
In any case to check how ready you, or your organization, are for competency mapping, you may use
the following questionnaire:

QUESTIONNAIRE

How ready is your organisation to go in for Competency Mapping or getting a good ROI on
it?

Use this 3 point scale:

YES = 2 DOUBTFULL = 1 NO = 0

Are you in a business where there is high competition for talented people in market place?
Has your organization experienced any set backs in the recent past due to lack of competent
people?
Has your organization missed any business opportunities in the recent past due to lack of
competent people to handle any one or more functions or territories or lines of business etc?
Does your top management believe that competencies can be developed through continuous
effort and interventions?
 Is your top management willing to invest time and effort in building competencies of your
employees on a continuous basis?
Does your top management believe in building a competency - based organization?

Do you (intend to), recruit people on the basis of competencies needed to perform each job?
Do you or your organization intend to coach employees for future careers in your own
organization or Do you already have a competency based coaching scheme?
Do you have well laid out career paths (or intend to improve existing)?
Does your top management believe that the success of your organization depends on having
competent managers?
Have you suffered any draw backs, profit, production, marketing, customer etc. losses, share
market down turns etc. due to turn over or people at the top?
Is your training based on scientific, or at least systematic, identification of competency gaps and
competency needs?
Does your performance appraisal have a measure of competencies separately for each individual
level or function or group of jobs (top, middle, R&D etc.)?
Does promotion (or promotion policy) in your organization require some form of competency
assessment?
Does your organization have adequate avenues to recognize and retain people, other than
promotions?
Does your top management believe in using multi-rater assessment or 360 degree feedback for
employee development?
Is the teamwork in your organization of high order? Are the top-level managers capable of
performing their integrating roles well (roles that link one department to other, one function to
another, one individual to another and ensure synergy and teamwork; versus,
interdepartmental friction, bad equations between Heads of Departments, heavy/intense Power
plays at top levels?)
Does your organization value talent and excellence?
Is your organization good in execution of projects or idea’s, once decided, rather than
abandoning them in the middle?
Does your organization have a culture of using task forces and work groups for various
exercises/tasks/issues?
Does your organization encourage innovations and scientific ways of doing things?
Is your organization systems driven (values systems) rather than being rampant with ad-hocism
and convenience based decision-making?

TVRLS has been successful running the Certificate Program on Competency Mapping for the last three
years. In the last three years we have had participation from 247 professionals from esteemed
organizations like Hutch Orange, GE Capital, Pricol, DS Group, TCS, Novell, HCL Technologies, O & M,
L & T, Help Age India, Cognizant Technologies, Cairn Energy India pvt. Lupin Ltd., GAIL, L.G.
Electronics India Ltd, Bharti Cellular, Thermax group, Sandvik Asia, Mercuri Goldmann Pvt. Ltd., Exide
Industries, Kochi Refineries, Infosys, Royal Enfield, Patni Computer Systems, Visteon India, Tata Tea,
NIIT, IPCL, NALCO, Cadila Pharmaceuticals, Welspun India Ltd., Wockhardt ltd, Edutech Middle-east
LLC (Dubai), Birla Cellulosic, TATA AIG Insurance Company, HDFC Standard Insurance Co. TATA
Cummins, ONGC, Indian Rayon, Wyeth, BPL Mobile Cellular, MICO, Philips, Power Grid Corporation,
TATA Motors, Siemens Ltd., Mahanagar Gas, Srilanka Telecom (Srilanka), Bharat Electronics, IFFCO,
Gati, HPCL, SBI Staff College, TNT, Action