CHAPTER-I

INTRODUCTION
 INTRODUCTION TO HUMAN RESOURCES MANAGEMENT

Human resource management or personnel management is concerned with the

management of people at work. People at work are the essential ingredient in every organization.
The way in which people are recruited, developed and utilized by management largely
determines whether the organization will achieve its objectives. Therefore, the human resources
available to management in the organization need to be properly co-ordinate and utilized.

It is through the combined effort of the people that monetary and material resources are
utilized for organization objectives. Without human effort, organization cannot accomplish their
objectives. Consequently organizing human effort and motivating human resources is of utmost
importance everywhere. It is universally recognized that the effectiveness with which human
resources are co-ordinate and utilized is directly responsible for the success of any organization.

What is HRM?

HRM can be seen as that part of the management task that is concerned with the human
resources of the organization and their contribution to its effectiveness. HRM central concern is
the efficient utilization of human resources. The institute of personal management in U.K says
that personnel management is that part of the management process concerned with.

Recruiting and selection people, training and developing them for their work, ensuring
that their payment and condition of employment are appropriate, where necessary negotiation
such terms of employment which trade unions, advising on healthy and appropriate working
conditions, the organization of people at work and the encouragement of relations between
management and work people.

Hence, having competent employees necessity of the day and adequate attention should
be paid to their performance. Performance being very much dependent on performance planning
performance targets, performance analysis and performance rating an overall process of
performance appraisals. The over whelming role played by human resource highlights the need
for organization not only to improve the performance of business but also impart necessary skills
and know-how about the job for better performance.
 Performance is the central value for the management in its principle human resources
activities i.e., Selection, appraisal, determination of awards and development. Tries to energize
those organizations that are able to acquire, development, stimulate and keep outstanding
workers of both effective and efficient.

To look at HRM specially, it is the process of four functions acquisition, development,

motivation and maintenance of human resources. In other words we can say it is the process of
four functions viz. getting people, preparing them, activating them and keeping them.

Human Resource Management deals with creating conditions that enable people to get
the best out of themselves and their lives. Development is a never-ending process.

Definition:

Some of the definitions given by the prominent authors:

“HRM is the extension of general management, that of prompting and stimulating every
employee to make his fullest contribution to the purpose of business.”

C.H. Norththcott

“The management of human resources is viewed as a system in which participants seek to

attain both individual and group goals.” He maintains that “its objective is to understand what
has happened and is happening and to be prepared for what will happen in the area of working
relationships between the manager and the managed.”

Dale Yoder

Importance of human resource management:

Managing people at work of most crucial job and the importance of human resource
management is universally recognized from different standpoints. Social significance of
personnel management is evident since it enhances the dignity of people at work by satisfying
their social need. Personnel management has professional significant since it provides healthy
working environment and promotes teamwork amongst the people at work. Personnel
management has directed significant for the organization since it helps in accomplishing its
goals. Individuals in the organization also realize the importance of personnel management since
it facilities their own growth and development and provides them maximum satisfaction in
relation to work performance. Thus the management of all the “M”s –money, markets, materials,
machines. And men – the “Management of men: are most fundamental and dynamic as well as a
challenging task. It is the men, not machines, not materials, not money and not the markets who
or mar the organization. Therefore personnel management gains utmost importance in obtaining
effective results through people at work in gaining their commitment as well as winning their
willing cooperation for the successful accomplishment of all desired goals. The vital significant
of HRM is largely due to the fact that the success of an organization heavily depends on the
services of its loyal employees with genuine desire to be cooperative with the management.

Objective of HRM/personnel management:

The basic objective of HRM is to help in the accomplishment of organizational goals.

However, the specific objective of HRM may be outlined as follows:

1. To ensure effective utilization to human resources. The human resources will efficiently
utilize all other organization resources.
2. To establish and maintain an adequate organizational structure.
3. To ensure the integration of the individual/group goals with those of the organization in
such a manner that the employees feel a sense of involvement, commitment and loyalty
towards it.
4. To identify and satisfy the needs of individual by offering various monetary and non-
monetary rewards.
TRAINING AND DEVELOPMENT

Employee training is the important sub-system of Human Resource development. Employee

training is a specialized function and is one of the fundamental operative functions for Human
Resource Management.

Every modern Industry, We Want start any industry the basic Factors are very much essential,
these are, men, money, material, Marketing, machinery, out of these five, men is playing on
important Role in every organization. Without man power we cannot run an Industry. So,
every modern management has to develop the organization through human resource
development.

The definition of training provided by Armstrong resembles most definitions of training found in
reference works. Training is, accordingly, “the planned and systematic modification of behavior
through learning events, programmes and instruction which enable individuals to achieve the
levels of knowledge, skill and competence needed to carry out their work effectively.” Two
aspects of this definition could be highlighted as the most characteristic and distinctive elements
of training as opposed to other methods in the wider field of learning. First, training is planned
and systematic; and secondly, it aims at the improvement of defined abilities related to work.

The systematic training cycle is a model reflecting these characteristics. It emphasis that training
is a continuous process, a circle in which the end leads back to the beginning, rather than a single
linear and isolated event with a defined start and finish. In its classical form the systematic
training cycle consists of four stages. In the first stage, the training needs on organizational or job
level are identified and specified. This needs analysis tries to establish the training gap. The third
training cycle stage which mainly consists of the implementation of training. The fourth and last
stage of the systematic training cycle is the evaluation of training.

The systematic training cycle is a well-structured and internally logical model serving as a
theoretical and practical guide for professionals concerned with training. Taylor states, with a
touch of irony, that training cycles “must have been created by a superior intelligence, being so
neat and logical and all.” He indicates that they tend to be simplistic and ignorant towards the
complex reality in organizations. In the following, a number of critical variations of the
systematic training cycle will be presented. These variations address several shortcomings of the
traditional model and suggest improvements on different stages, from pre-assessment
considerations at the very beginning of the cycle over needs analysis, training design, plan and
implementation to new methods of evaluation.

MEANING:

Training is an act of increasing the knowledge and skills of an employee for doing a
particular job. In other words, training improves, changes, moulds the employees knowledge,
skills, behavior aptitude and attitude towards the requirement of the job and organization.

Thus, training bridges the differences between job requirement and employees
present.Training is the act of increasing the knowledge and skills of an employee for doing
particular job.

Training is a short-term educational process and utilizing a Systematic and organized procedure
y which employees learn Technical knowledge and skills for a definite purpose.Training is a
continuous and life long process. Right from the time a child is born he starts receiving training
from the time his mother for a variety of needs. So, that he becomes a social being. His training
continues in the school and the college situations.

DEFINITION

Training is a means of making better use of human resources in the organization by developing
people to meet the requirement of the job to be done. Any attempt to extend the expertise of
training offer in to broader human resource specialist’s roles is to change the trainee into a more
exotic role that would be beyond the aspiration of all but a minority of training officers. Training
continues to be concerned with teaching particular skills for specific purpose.

Training is short term process utilizing and organized procedure by which non managerial
personnel learn the technical knowledge and skills for a definite purpose. Need for basic purpose
of training.
Dales beach define the training as “As the organized procedure by which people k Training is
defined as “a planned programme designed to improve performance and to bring about
measurable changes in knowledge, skills, attitude and social behavior of employees for doing a
particular job”.

Training is a continuous process of learning in human resource development, which is aimed at

developing and enhancing an individual’s efficiency, capacity, and effectiveness at work.
Dale S. Beach defines the training as “the organized procedure by which people learn knowledge
and/or skill for a definite purpose”.
 NEED FOR THE STUDY

Employees being the main source for production the success of an organization depend
on its employees. Since employee’s contribution plays a significant role in shaping modern
organization, it is the study of an organization to care of its employee’s skill. Abilities and
performance and develop them in a more prospective way for the development of the employees
which indirectly contributes to the organization. Employees can develop their performance only
when they are given training in particular skills which they are lacking.
OBJECTIVES OF THE STUDY:

 To understand the Need and Importance of training and development programmes in MY

HOME INDUSTRIES LIMITED

 To compare actual Training and Development process with the theoretical one

 To analyze the importance of Training and Development in day to day activities.

 To study the potentialities of people for the next level job

 To understand the methods of determining Training need

 RESEARCH METHODOLOGY

Research is an art of scientific investigation research is defined as a “Scientific and

systematic search for information on a specific topic”.

The purpose of search is to discover to questions through the application of scientific

procedures.

PROCEDURES:

The data used for analysis & interpretation is received from the responses of employees
for the questionnaires comparison of response is used for interpreting the data.

The project is presented by using tables, bar charts, with their interpretation. A survey is
under taken to know the facts the training.

QUESTIONNAIRE:

Questionnaire is the testing tool of this study a questionnaire is a formalized set of

questions of collecting information its function is measurement the questionnaire is administered
by the means of personnel interview. The questionnaire constrained clear concept of the needed
information about the training.

SAMPLING TECHNIQUES:

The technique used for selecting the sample is non probabilistic convenience sampling.

SAMPLE SIZE:

A sample of 100 respondents is selected each employee filled up the questionnaire and
helped the researcher to carry out the survey effectively.

DATA COLLECTION:

The researcher has wide varieties of methods to consider either single or in combination
they were grouped first according to whether this use secondary or primary sources of data.
PRIMARY DATA:

Data originally collected for an investigation are known as primary data concluding
personal interviews through questionnaire. Most of the study for this project is based on primary
data itself.

SECONDARY DATA:

Data which is not originally collected rather obtain from published or unpublished
sources. It is known as secondary other than solving the problems.

“Secondary data for the present study is retrieved from company profile and text books”.
LIMITATION OF THE STUDY:

Certain limitations of study are:

 During the interview most of the people had difficulty in expressing themselves. Some
others are to be reassured of the confidential nature of replies.
 Most of the employees were found busy and information given by them is limited. By
this study became complex.
 Only limited number of employees of My Home Industries Limited could be covered by
the study due to various reasons like time constraints.
 Some questions were left unanswered in the questionnaire. This affected the accuracy of
the collection of the project.
 Lack of communication with the trainee in order to measure the effectiveness of training.
 Inaccessibility to data on evolution process.
 CHAPTER-II

REVIEW OF LITERATURE
Training and development is vital part of the human resource development. It is assuming
ever important role in wake of the advancement of technology which has resulted in ever
increasing competition, rise in customer’s expectation of quality and service and a
subsequent need to lower costs. It is also become more important globally in order to prepare
workers for new jobs. In the current write up, we will focus more on the emerging need of
training and development, its implications upon individuals and the employers.

Noted management author Peter Drucker said that the fastest growing industry would be
training and development as a result of replacement of industrial workers with knowledge
workers. In United States, for example, according to one estimate technology is de-skilling
75 % of the population. This is true for the developing nations and for those who are on the
threshold of development. In Japan for example, with increasing number of women joining
traditionally male jobs, training is required not only to impart necessary job skills but also for
preparing them for the physically demanding jobs. They are trained in everything from
sexual harassment policies to the necessary job skills.

NEED FOR TRAINING:

A program of training becomes essential for the purpose of meeting the specific
problems of a particular organization arising out of the introduction of new lines of
production. Changes in design, the demand of competition and economy etc…

Therefore the following are the basic needs of training

 To increase productivity.
 To improve quality.
 To help a company to fulfill its future personnel needs.
 To improve organizational climate.
 To meet technological advances.
 IMPORTANCE OF TRAINING & DEVELOPMENT

Training and development programmers, as was pointed earlier, help remove

performance deficiencies in employees. This is particularly true.

When

i. The deficiency is caused by a lack of ability rather than a lack of motivation to

perform.
ii. The individual (s) involved have the attitude and motivation needed to learn to do the
job better, and
iii. Supervisors and peers are supportive of the desired behaviors.
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 work force. Further, trained employees tend to stay with the organization.
They seldom leave the company. Training makes the employees versatile in operations. All
rounder can be transferred to any job. Flexibility is therefore ensured. Growth indicated
prosperity, which is reflected in increased profits from year to year.

Accidents, scraps 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.

The importance of human resource management to a large extent depends on Human

resource development training is the most important technique of Human’s resources
development

As stated earlier, no organization can get candidate who exactly matches with the job and
the organization requirements hence, training is important to develop the employee and make
him/her suitable to the job

Job and organizational requirements are not static; they are changed from time to time in
view of technological advancement and change in the awareness of the total quality and
productivity management (TQPM). The objectives of TQPM can be achieved only through
training. As training develops human skills and efficiency, trained employees would be a
valuable asset to an organization. Organization efficiency, productivity, progress and
development to greater extent depend on training organizational objectives like viability, stability
and growth can also be achieved through training. Training is important as it constitutes
significant part of management control.

The increasing competition, among other things increases the significance of training.
Training matches the employee with the job from time to time. Further, the trained employees
invite organizational change and ready to take up type of assignment. The success of any
organization, to greater extent depends on the amount; qualitative and timely provided by an
organization, further, the importance of training can also be viewed from the need for training
and the advantages of training.

EVALUATING TRAINING AND DEVELOPMENT

Iftikhar Ahmad and Siraj ud Din Gomal Medical College and Gomal University, D.I. Khan,
Pakistan Human Resource Management (HRM) is seen as an important activity in health and its
impact on the performance of health sector organizations is well supported by many studies and
plays a major role in the success of organization by integrating the interest of organization and its
workforce .In human resource management, training and development is intended to enhance the
performance of employees through a learning process that involves the acquirement of
knowledge, improvement of skills, concepts, rules, or changing of attitudes and behaviors in
organizational settings. It is known by other names, like employee development, human resource
development, and learning and development Training improves the knowledge, skill and attitude
of the workforce and develops their services. Training prepares employees for the new job while
development is essential for future assignments. Global competition has made training and
development a viable tool for all kinds of organizations.

Hamblin (1974) defined the process of evaluating training and development as: ‘any attempt to
obtain information (feedback) on the effects of training program, and to assess the value of the
training in the light of that information.
In the words of Warr (1969) ‘Evaluation is the systematic collection and assessment of
information for deciding how best to utilize available training resources in order to achieve
organizational goals.

Traditional training and development has been criticized for its lack of evaluation. For many

organizations it has become a target (fixed number of workers to be trained each year) or budget

(money, material, time) based endeavor and nobody has attempted to evaluate its positive effects
on employees regarding their efficiency and effectiveness / cost benefit analysis.

When the participants of proposed training and development program are optimistic and
motivated about its desirable and pleasant outcomes then such training will prove beneficial to
them.

Training is indispensable for the success and productivity of national governments all over the
world and they spend huge amounts on training and development. It leads to successful
performance of employees, institutions and nations.

There are many reasons which emphasize the need to evaluate the training and development
particularly demand of donors/executives against the amount spent and hours consumed
alongwith the impact of the training on organization. Economic slump in the global market is
another reason for evaluation, which has increased competition for scarce resources. Top
executives are also concerned about the congruence of training and organizational goals and
development of new tools and techniques has also highlighted the need to evaluate. . Besides
growing training budgets on one hand and development of new tools and techniques for
evaluation are the other reasons behind evaluation.

Models of Evaluation:

 There are different models of evaluating training and development put forward by
different experts such as

 Kirkpatrick’s (1998)

 Four-level taxonomy, Phillips’ (2003)

  Five level model, Swanson a n d Holton’s (1999)

Among these models Kirkpatrick (1998) model is well known and it was originally presented in
1959.

Elements of Evaluation:

Evaluation of health training is not an easy task. Elements of evaluation include

relevance,Adequacy, accessibility, acceptability, effectiveness, efficiency and impact. Relevance
means Whether the training is needed at all while adequacy is related to achievement of quantum
of targets and should be economically / culturally affordable.

Effectiveness means measuring the degree of attainment of the predetermined objectives and
targets of training.

Efficiency means measuring how well resources are utilized to achieve a given effectiveness
Impact is the measurement of the overall effect of training program on trainees.

Level of Evaluation:

1. Reaction: immediate reaction of training Learning: Learning of knowledge, skill and attitude
and change in abilities

2. Behavior: improvement in job performance

3. Results: Results in terms of reduced turnover, absenteeism, high productivity etc

Aims of Evaluation:

The basic aims of evaluating training and development are the assessment of training
effectiveness regarding achievement of stated objectives and using it as a training aid for
learning.
TRAINING POLICY:

Every company or organization should have well established training policy; such a
policy represents the top management’s commitment to the training of its employees and
compromise rules and procedure governing the standard of scope of training.

A training policy is considered necessary for following reasons.

 To provide suitable opportunities to the employees for his own betterment.

 To discover critical areas where training is to be given on a priority basis.
 To indicate a company’s intention to develop its personnel.
 To provide guidance in framing and implantation of programs

TRAINING INPUTS

SKILLS:

A skill refers to what the individual needs to be able to do if the results are to be achieved
and knowledge is to be used effectively. Skills are built progressively by repeated training and
other experience. They are manual intellectual Mental and social.

ATTITUDE:

Attitude is the disposition to behave or to perform in a way which is accordance with the
requirement of the work. Attitude aspects of training are extremely important. Because they
predispose the learns to action.

KNOWLEDGE:

Refers to what employees need to know. The knowledge for a technical, machines to be
operated, the materials and the equipment to be used or the procedures to be followed and refers
to the problems that occurs how they should be dealt.

 To prepare the employee both new and old to meet the present as well as the changing
requirements of the job and the organization.
 To prevent obsolescence.
  To import the new entrants the basic knowledge and skill they need for an intelligent
performance of definite job.
 To prepare employees for higher level tasks.
 To build up a second line of component officers and prepare them to occupy more
responsible positions.
 To develop the potentialities of people for the next the level job.
 To ensure economical output working of a department.
 To ensure smooth and efficient working of a department.
 To ensure economical output of required quality.
 To promote individual and collective morals. A sense of responsibilities, cooperative
attitudes and good relationships.
 To broaden the minds of senior managers by experience within and outside with a view
correcting the narrowness of outlook that may arise from over specialization.
TRAINGING OBJECTIVES:

Generally line managers ask the personal managers to formulate the training policies. The
personnel manager formulates the following training objectives in keeping with the company’s
objectives.

 To prepare the employee both new and old meet present as well as changing requirements
of the job and the organization.
 To prevent obsolesces.
 To impart the new entrants the basic knowledge and skill they need for an intelligent
performance of definite job.
 To prepare employees for higher levels.
 To ensure smooth and efficient working of a department.
 To ensure economical output of required quality.
 To assist employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques.
NATURE OF TRAINING AND DEVELOOPMENT:
In simple terms, training and development refer to the imparting of specific skills abilities
and knowledge to an employee. A formal definition of training and development is it is any
attempt to improve current or future employee performance by increasing an employee’s ability
to perform through learning, usually by changing the employee’s attitude or increasing his or her
skill and knowledge. The need for training and development is determined by the employee’s
performance deficiency, computed as follows:
Training & Development need = standard performance – actual performance.
We can make a distinction among training, education and development, such distinction enables
us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier,
refers to the process of imparting specific skills, education, on other hands confined to theoretical
learning in class-rooms.
Through training and education differ in nature and orientation, they are complementary.
An employee, for example, who undergoes training, is presumed to have had some formal
education. Furthermore, training, is presumed is complete without an element of education.
Infact, the distinction between training and education is getting increasingly blurred now-a-days.
As more and more employees are called upon to exercise judgment and to choose alternative
solutions to the job problem, training programmers seek to broaden and develop the individual
through education. For instance, employees in well-paid jobs and for employees in the service
industry may be required to make independent decisions regarding their work and their
relationships with clients.
Development refers to those learning opportunities designed to help employees grow.
Development is not primarily skills-oriented. Instead it provides general knowledge and attitudes
which will be helpful to employees in their positions. Efforts towards development often depend
on personal drive and ambition development activities, such as those supplied by management
developmental programmers are generally voluntary.
 TRAINING METHODS & TECHNIQUES

The form & types of employees training are inter-related. It is difficult, if not possible; to
say which of the methods or combination of methods is more useful than the other. The below
stated chart gives the techniques mostly used for training of employees.

On the Job of the Job

1. Under Study 1. Lectures

2. Job Rotation 2. Conference Method

3. Special Assignment 3. Case study

4. Visible Training 4. Role playing

5. Demonstration & Examples 5. Programmed Instruction

6. Simulation

7. Apprenticeship

8. Other Training Methods

Associations Audio Visual Aids

BENEFITS OF THE TRAINING

It is probably true that in My Home Industries Limited with along tradition of trading the
following benefits tend to accepted by the management.

Training help to recruits to learn their jobs more quickly.

Regular training in safe working practices reduces accidents which are costly in both
financial and moral terms.

Training helps to minimize labor turnover when labor in scares and “poaching” life.

TECHNIQUES

On-line-Job Off-The-Job

Demonstration Lectures

Coaching Seminars

Mentoring Group Discussions

Multimedia Training

Assignment

Apprentice Ship
 ON-THE-JOB-TECHNIQUES

DEMONSTRATION:

It is one of the most commonly used techniques followed by the My Home Industries
Limited. This techniques is of telling and showing the trainees how to do a job and then allowing
getting on with it. It is direct and the trainee is actively engaged.

COACHING: Coaching is the person to person technique. It is designed to develop individual

skills, knowledge and attitude. It is most effective and it takes place informally as the part of
normal process. It is followed to:

a. Help the people to become aware of how well they are doing and what they need to learn.
b. Providing Guidance on how to carry out specific tasks as necessary.
MENTORING:

Mentoring is the process where some specially selected and trained individuals are given
guidance and advice which helps to develop the careers of the ‘proteges’ allocated to them.

MULTIMEDIA TRAINING:

Multimedia training in My Home Industries Limited is given to the employees by using

variety including audio, video, text, graphics photography and animation to create an interactive
are able to receive rapid feedback and are able to work at their own speed.

ASSIGNMENTS:

Assignments are the specific tasks are investigations which trainees do at the request of
their and managers of My Home Industries Limited. Trainees and mangers in My Home
Industries Limited provide some guidance to the trainees to ensure that the later do not lose
confidence if they meet difficulties in completing the task. My Home Industries Limited offers
the apprenticeship Training for one year for all the technical candidates including Engineers,
Graduates, Diploma Holders in various fields like electrical trades, carpenters, Welders, turner,
heat engine trades etc, each apprentice is given a programme of assignments according to a pre-
determined scheduled which provides for efficient training in the trade skills
 OFF-THE -JOB TECHNIQUES

LECTURER:

This technique in My Home Industries Limited is used to transfer the information to the
trainees with controlled content and training which helps to simulate the actual situation so that
the trainees learn by doing and techniques are trained in trouble shooting areas.

SEMINAR:

It is based on a statement prepared by the employees on a particular issue related to

theoretical studies and practical problems concerned to their work and this followed by
discussion among the employees and the chairmen of the seminar summarizes the discussion by
contributing his valuable experience and perception.

GROUP DISCUSSIONS:

The aim of the trainer in the My Home Industries Limited industry is to guide the group
thinking and objective of group discussion is to:

a. To give the people an opportunity of learning from the experience of others.

b. To develop powers of self expression.

TRAINING PRACTICES AT MY HOME INDUSTRIES LIMITED

 The prevailing training practices of the organization “X” are as follows.

 Training is a continuous and ongoing activity in the organization
 Weekly presentation programme is conducted (which is forum for open learning and
sharing views)
 Functional, Development Training are organized periodically through in-house
programmes.
 Training on TQM, Industrial safety, QC are regularly conducted to make aware on the
above aspects to the people and develop their functional capabilities.
 Training on Technical aspects like Alignments, Lubrication, Gearbox maintenance etc.
are also organised and quite a large number of employees were covered under such
programmes to sharpen their skill and develop competency.
 The organization sponsors the employees for outside programmes where specific training
is being imparted on cement manufacturing, which is quite relevant for the employees.
 Training on technical aspects, multi-skilling, inter-personal skill, problem-solving skill
are imparted in the organization.

TRAINING PROGARMS CONDUCTED IN MY HOME INDUSTRIES

Year In House External Employees Covered

2015- 16 34 20 274

2016-17 30 24 384

2017-18 40 30 448
Employee Development

Qualified, motivated employees are a key prerequisite for the long-term success of our company.
That’s why our Group-wide personnel policy focuses on identifying and further developing
highly talented individuals and competing with other companies to retain them.

With employee performance assessments, leadership development measures, and systematic

succession planning, we aim to:

 fill key positions with top-class internal candidates worldwide,

 develop highly talented individuals in a targeted way,

 retain talented employees in the Group for the long term by means of personalised
development planning.

Management Training

The motivation and skills of our managers play a crucial role in determining how well My Home
Industries positions itself among its global competitors and how well-prepared the Group is for
future challenges. In order to prepare managers for their future tasks, we offer training
programmes tailored specifically to the needs of our Group. This applies both to traditional
topics, such as strategy, leadership, and management, or the method of capital expenditure
budgeting, and to special training topics, for instance in the area of technology. Uniform training
content ensures that a common understanding of strategy, integrated management approach, and
leadership is developed.

Securing and advancing future executives

In the reporting year, we consistently pursued our efforts to advance future executives. We offer
highly motivated and qualified university graduates international trainee programmes focusing
on the following areas: technology, sales, finance, personnel, purchasing, and IT. We have also
offered interdisciplinary trainee programmes since 2017. Since 2013, My Home Industries has
been awarded the trainee seal of the “Initiative for career-enhancing and fair trainee
programmes” each year for its high-quality programmes for the advancement of future
executives.
As a member of the Fair Company initiative, we have been voluntarily committed to the creation
of fair working conditions for trainees and young professionals since 2004, and have carried the
Fair Company seal since then. We also continued to work intensively on expanding our
programmes for the advancement of future executives and strengthening our recruitment of
university graduates and graduates with first professional experience worldwide. In 2017, we
hired 254 (previous year: 256) university graduates. Currently, around 719 (previous year: 875)
employees take part in programmes that prepare them for more advanced tasks.

Training and Career Development

As in the previous year, a focus of our training programmes throughout the Group was
occupational safety, which made up around 50% (previous year: 47%) of the total training
measures.

The My Home Industries Technology Center (MHITC) in our Cement Academy offers seminars
and training sessions around the world for the engineers and technicians at our cement plants. In
the reporting year, we extended our range of courses considerably in the area of plant
maintenance for foremen. Our control room employees also received targeted training via an
interactive process simulator (“virtual cement plant”). A total of 1,370 participants from 42
countries, including 360 participants from the former Italcementi plants, attended these training
sessions. To supplement our classroom courses, we offer the Cement Manufacturing Curriculum
as a multilingual e-learning programme. Overall, more than 2,000 employees have registered for
this programme. In the reporting year, the range was extended to include a new e-learning
programme focusing on mechanical maintenance.

The Aggregates Academy also continued its employee training offer in the aggregates business
line. Over 240 training sessions on the topic of aggregates were held in 20 countries. These were
mostly carried out locally in the form of practical exercises at production sites. In 2017, training
sessions at all hierarchical levels focused on the continuous improvement of production
processes.
CHAPTER-III

PROFILES OF

INDUSTRY

AND

COMPANY
CEMENT INDUSTRY

INTRODUCTION

India is the second largest producer of cement in the world. No wonder, India's cement industry
is a vital part of its economy, providing employment to more than a million people, directly or
indirectly. Ever since it was deregulated in 1982, the Indian cement industry has attracted huge
investments, both from Indian as well as foreign investors.

India has a lot of potential for development in the infrastructure and construction sector and the
cement sector is expected to largely benefit from it. Some of the recent major initiatives such as
development of 98 smart cities are expected to provide a major boost to the sector.

Expecting such developments in the country and aided by suitable government foreign policies,
several foreign players such as Lafarge-Holcim, Heidelberg Cement, and Vicat have invested in
the country in the recent past. A significant factor which aids the growth of this sector is the
ready availability of the raw materials for making cement, such as limestone and coal.

Last decade cement industry has a compound growth of 8% with increase in housing sector. In
recent years the growth is not so good as compared to earlier decade, because of slow
economical growth. Cement, being a bulk commodity, the per capita consumption is still very
less, and because of this there is high possibility of growth of cement industry. At present
Lafarge, Ultratech and Wonder cement have installed high capacitive plants which will further
increase the production of cement in India.

India is very vast and this makes cement industry to divide in five regions. North, East, West,
South and Central region, so that transport and logging can be easy for cement dealers and
consumers. The south region has the highest installed capacity of cement from other regions.
One third of total capacity is produced by southern region.

India is producing 350 million tonnes per year and it is expected to grow to 550 million tonnes
by financial year 2020. India is very vast, so the development of cities and rural areas will
certainly starts from infrastructure and demand of cement will increase also.
As economy will rise, development of cities and rural areas would increase cement demand in
India. Cement industry plays an important role in development of a country and has a correlation
with Indian GDP also. Projects are coming to make the world’s highest bridge over Himalayas,
expecting to be completed in 2016.

Indian cement industry will be soon among the highest contributor in the growth of economy. As
potential market of cement is increasing day by day, production of cement will raise and drive
our economical growth also.

HISTORY

Cement industry was started in the year 1914. At that time the only plant of cement production
was set in porbandar; Gujrat. Its capacity was only 1000 tonnes per annum. It was the starting of
cement process or learning of cement process in India.

Now India is the second largest producer of cement in whole world. India is having more than 85
cement companies with more than 210 plants so far. In cement industry there are grinding units
which only meant for grinding process.

Cement plant started with its capacity from 1000 tonnes per annum. The first cement produced
was by Portland cement in Calcutta. In1889, directory of George watts wrote “Economic
products of India” stated Portland cement but it was an unorganised procedure for manufacturing
cement. In 1914, Porbandar plant showed direction to others and got succeeded in organised
cement process and produced cement.

After two years many companies tried, few companies got failed and some others come up with
a new way of cement production. Two plants came into existence, one was in Lakheri in
Rajasthan and other was from Katni from Madhya Pradesh. In 1918, cement production capacity
was raised to 85000 tonnes per annum. Between 1919 and 1924, six new plants came into
existence and the earlier plants capacity got raised which results in increased capacity of cement
production of India.

In 1924 total capacity of cement production came to 0.56 million tonnes per annum. In early
twenty century demand of cement by government got decreased and it affected the production of
cement. This was a downfall for cement industry and suppliers and dealers got affected by that
too. In 1925 committees were formed by the government to control the prices and tariffs of
cement.

The 70’s saw a boost in cement production and capacity raised to 17.6 million tonnes per annum.
In 1979-80 it touched 24.3 million tonnes per annum. From here rise and downfall both starts but
rise in production capacity was tremendous as compared to downfall that time.

In 2018 many other companies came into cement market with investing in small cement plants.
Those mini plants now become the major plants of India. At present India is having a high
demand of cement and proper supply to that need also.

GROWTH OF CEMENT INDUSTRTY IN AP

The cement industry in Andhra Pradesh is expected to be least impacted by the creation of
Telangana.

This industry in the State is predominantly concentrated in the Telangana region, which has most
of the limestone deposits. In fact, the units located in the region have easy access to the markets
of Karnataka and Maharashtra. The basic building material can also drive the growth and
infrastructure development in the new State, analysts feel.

The cement industry in Andhra Pradesh, one of the largest in the country, has around 40 units,
with an installed capacity of about 55 million tonnes. Interestingly, international majors such as
CRH of Ireland, Italicement, Vicat of France all have presence in the State.

The industry composition is also well balanced with the presence of big players such as
UltraTech, Zuari, India Cements, ACC, Jaypee, JSW, Orient, Kesoram, Madras Cement.

Also present are units promoted by coastal Andhra industrialists like KCP, Anjani, Hemadri, Rain
Group, DCL and NCL to name a few. There are a few major ones owned by Rayalseema
entrepreneurs like Penna Cements, Bharati cement (Y.S. Jaganmohan Reddy promoted), Panyam
etc.

Though, nearly 55 per cent of the units and production come from Telangana, there are only a
few big players from here like the My Home Group, which has a joint venture with CRH, and
Sagar, which has tie-up with Vicat Group and Visakha Cement.
The ACC unit in Mancherial has also been taken over by entrepreneurs from Adilabad district in
the region.

As of now, Nalgonda district has the highest concentration of cement plants, followed by Ranga
Reddy and Adilabad in Telangana. This is followed by Jaggayyapeta, Krishna district and near
Guntur in Andhra region.

In the Rayalaseema area, units are spread across Kadapa, Kurnool and Anantapur districts.

Interestingly, the cluster comprising Nalgonda (Telangana) and Guntur, Jaggaypet in the
Seemandhra region, which also exports to Maharashtra, Karnataka, Odisha will continue to do
well despite the bifurcation.

Nalgonda accounts for 50 per cent of limestone deposits, followed by Kadapa and Adilabad
districts.

“Andhra Pradesh’s bifurcation might turn into an advantage for those units in Nalgonda due to
access to key markets in Karnataka and Maharashtra while those in Seemandhra region might
have limited opportunities,’’ said a senior executive of a Hyderabad-based listed cement
company.

However, the cement sector itself is going through tough times with power cuts and slow down
in the realty sector and significant drop in funds for Government housing and irrigation projects.

This has led to increase in prices, which are hovering around Rs. 300 per 50 kg bag and
simultaneous cut in production (average of 50-60 per cent of capacity).

The pangs of bifurcation has already led to a lull in the realty sector.

“There are mixed views about growth of real estate after the bifurcation of Andhra Pradesh.
There are also high hopes of huge funds flowing in for the creation of infrastructure for a new
capital in the Seemandhra region.

“It remains to be seen how these developments work out as they will have a huge impact on the
cement sector,’’ industry sources said.
GROWTH OF CEMENT INDUSTRY IN INDIA

India's cement industry is a vital part of its economy, providing employment to more than a
million people, directly or indirectly. Ever since it was deregulated in 1982, the Indian cement
industry has attracted huge investments, from both Indian and foreign investors, making it the
second largest in the world. The industry is currently in a turnaround phase, trying to achieve
global standards in production, safety, and energy-efficiency.

With nearly 350 million tonnes (MT) of cement production capacity, India is the second largest
cement producer in the world. The cement production capacity was 366 MT in FY15 (December
2014), and is estimated to touch 550 MT by FY 20. Of the total capacity, 98 per cent lies with the
private sector and the rest with the public sector.

A total of 188 large cement plants together account for 97 per cent of the total installed capacity
in the country, while 365 small plants make up the rest. Of the total 188 large cement plants in
India, 77 are located in the states of Andhra Pradesh, Rajasthan and Tamil Nadu.

The Government of India is strongly focused on infrastructure development to boost economic

growth and is aiming for 100 smart cities. It plans to increase investment in infrastructure to US$
1 trillion in the 12th Five Year Plan (2012–17). The government also intends to expand the
capacity of the railways and the facilities for handling and storage to ease the transportation of
cement and reduce transportation costs.

The cement sector has potential to grow in the North Eastern region, which has been in cement
deficit for several years; the present demand in the region is around 5.2 metric tonnes per annum
(MTPA). Also, major policy and fiscal initiatives are expected to catalyse infrastructure and
industrial development in the region, driving the demand for cement.

India has a lot of potential for development in the infrastructure and construction sector and the
cement sector is expected to largely benefit from it. Some of the recent major government
initiatives such as development of 100 smart cities are expected to provide a major boost to the
sector.

Expecting such developments in the country and aided by suitable government foreign policies,
several foreign players such as Lafarge, Holcim and Vicat have invested in the country in the
recent past. A significant factor which aids the growth of this sector is the ready availability of
the raw materials for making cement, such as limestone and coal.

The eastern states of India along with the border states will be the newer and virgin markets for
cement companies and will contribute to their bottom line in future. In the next 10 years, India
will become the main exporter of clinker and gray cement to the Middle East, Africa, and other
developing nations of the world. Cement plants near the ports, for instance the plants in Gujarat
and Visakhapatnam, will have an added advantage for exports and will logistically be well armed
to face stiff competition from cement plants in the interior of the country.

A large number of foreign players are also expected to enter the cement sector in the next 10
years, owing to the profit margins, constant demand, and right valuation. Cement companies will
go for global listings either through the FCCB route or the GDR route. With help from the
government in terms of friendlier laws, lower taxation, and more infrastructure spending, the
sector will grow and will take India’s economy forward along with it.

Classification of cement

Bonding minerals with the help of its adhesive and cohesive properties firmly is known as
cement. It is adhesive in nature. It is used to bond bricks, stones, sand and other materials used in
building. It is known as hydraulic as with the use of water, it got more hard and strong. There are
different types of cement in markets. Every cement is used for its specific purpose in building.
India produces different types of cement which are defined below and consist of different
chemical proportion.

 Ordinary portland cement

 Portland pozzolana cement
 White cement
 Water proof cement
 Specialized cement
 Rapid hardening portland cement
 Portland blast furnace slag cement
Key Drivers of Cement Industry

Cement industry is driven by many factors or by many sectors such as infrastructure, housing
sector, Indian government economy, GDP of India, government rural development programs etc.

GDP of India affects housing and infrastructure development of India and this results in changed
prices of cement. These changed prices of cement ultimately affect demand and supply of cement
and it directly influence cement production of companies.

Some key drivers of cement industry

 Indian real estate market

 Indian infrastructure scenario
 Government programs like rural or urban development etc.
 GDP of India
 FDI of India

A few years back Indian cement industry has gone through crucial condition when companies
stopped their running plant of cement production due to decrease in demand of cement.

This happened because of the downfall in Indian economy and this resulted in price reduction of
cement too. Rise and downfall in Indian economy directly affects demand and supply of cement
which further affect cement production also.

SWOT Analysis of Cement Industry

Strength

 India is the second largest producer of cement in whole world and china is at first place.
 India is a developing country so production cost of cement is very less.
 Easy availability of labor for cement companies.
 Availability of high grade limestone mines in India.

Weakness

 Demand supply gap.

 Overcapacity.
 GDP impact over cement companies.
 Increased cost of production or coal.
 High interest rates on housing sector.
Opportunities

 Strong growth of Indian economy.

 Increased infrastructure growth.
 Technological advancements in machines and equipments for production process of
cement in India.
 Rise in housing sector.
 Growing middle class.
 FDI.

Threats

 Overcapacity can decrease margins of cement price.

 Power shortage may affect cement production.Government rules to provide rebate for
foreign companies.
 Price of coal may be a threat in future.

GROWTH

With nearly 455 million tonnes (MT) of cement production capacity, India is the second largest
cement producer in the world and accounts for 6.9 per cent of world’s cement output. The
cement production capacity is estimated to touch 550 MT by FY 20. Of the total capacity, 98 per
cent lies with the private sector and the rest with the public sector. The top 20 companies account
for around 70 per cent of the total production.

A total of 210 large cement plants together account for 410 million tonnes of installed capacity in
the country, while 350 mini cement plants make up the rest. Of the total 210 large cement plants
in India, 77 are located in the states of Andhra Pradesh, Rajasthan and Tamil Nadu. Cement
production in India increased from 230.49 million tonnes in 2011-12 to 297.56 million tonnes in
2017-18.

India’s exports of cement, clinker and asbestos cement increased at CAGR of 10.37 per cent
between FY12-FY18 to reach US$ 433.87 million. During the same period imports of cement,
clinker and asbestos cement increased at a CAGR of 11.14 per cent to US$ 174.36 million in
FY18.
Dalmia Cement Ltd has become the first cement company in India to commit itself to 100 per
cent renewable power. The company plans to increase its capacity from existing 2.4 MT to 15-20
MT by 2021 by investing US$ 1.27 billion.

The Government of India is strongly focused on infrastructure development to boost economic

growth and is aiming for 100 smart cities. The government also intends to expand the capacity of
the railways and the facilities for handling and storage to ease the transportation of cement and
reduce transportation costs. These measures would lead to increased construction activity thereby
boosting cement demand.

The eastern states of India are likely to be the newer and virgin markets for cement companies
and could contribute to their bottom line in future. In the next 10 years, India could become the
main exporter of clinker and gray cement to the Middle East, Africa, and other developing
nations of the world. Cement plants near the ports, for instance the plants in Gujarat and
Visakhapatnam, will have an added advantage for exports and will logistically be well armed to
face stiff competition from cement plants in the interior of the country.

Due to the increasing demand in various sectors such as housing, commercial construction and
industrial construction, cement industry is expected to reach 550-600 Million Tonnes Per Annum
(MTPA) by the year 2025.

A large number of foreign players are also expected to enter the cement sector, owing to the
profit margins and steady demand. In future, domestic cement companies could go for global
listings either through the FCCB route or the GDR route.

With help from the government in terms of friendlier laws, lower taxation, and increased
infrastructure spending, the sector will grow and take India’s economy forward along with it.

EXPORTS

Abounding in about 130 big and 300 small cement plants, India's cement production capacity
stands at 167.36 million tonnes. Currently, the cement industry in India is positioned at number 2
in the world. With incorporating modern techniques in the production, the Indian cement
industry has not only been able to meet domestic demands but also serving well to the
international arena. Undoubtedly, the credit for this can be attached to the superlative quality of
the cement produced in India, which in turn has helped in registering boom in exports.

But, along with that, growth in Indian cement export has also been the result of the varieties that
are produced here. Ordinary Portland Cement (OPC), Portland Blast Furnace Slag Cement
(PBFS), Portland Pozzolana Cement (PPC), Rapid Hardening Portland Cement, Oil Well
Cement, Sulphate Resisting Portland Cement and White Cement are some of the types of cement
that are available here.

Some cement plants have even gone an extra mile in their endeavor to launch committed jetties
in order to promote huge transportation and export.
CHALLENGES

Cement industry currently faces multiple challenges both internal and external. On one hand,
demand is moderating especially in the North region and muted to negative growth in Southern
region, industry is also facing higher input and fuel costs.

The situation was also aggravated due to hike in diesel prices, making transport cost (freight)
dearer. With low demand in over supply regime, industry is unable to pass on the higher costs to
end user thereby keeping their margin under pressure or voluntarily opt to keep volume low.
Given the backdrop of Government thrust to accelerate economic growth, industry expectations
are high to reduce excise duty on cement which in our view is unlikely.

With country's GDP pegged to grow more than annually going forward, cement industry is likely
to grow in double digit over long term and outlook for demand remains positive.

With a view to have inclusive growth of all sectors, emphasis would be to create demand for real
estate sector with focus on affordable housing, government led higher infra spending in the form
of higher fund allocation and incentive for public private partnership (PPP) to keep robust
demand for cement.

OPPORTUNITIES

The housing sector is the biggest demand driver of cement, accounting for about 67 per cent of
the total consumption in India. The other major consumers of cement include infrastructure at 13
per cent, commercial construction at 11 per cent and industrial construction at 9 per cent.

India’s total cement production capacity is nearly 425 million tonnes, as of September 2017. The
growth of cement industry is expected to be 6-7 per cent in 2017 because of the government’s
focus on infrastructural development. The industry is currently producing 280 MT for meetings
its domestic demand and 5 MT for exports requirement. The country's per capita consumption
stands at around 225 kg.

The Indian cement industry is dominated by a few companies. The top 20 cement companies
account for almost 70 per cent of the total cement production of the country. A total of 210 large
cement plants account for a cumulative installed capacity of over 350 million tonnes, with 350
small plants accounting for the rest. Of these 210 large cement plants, 77 are located in the states
of Andhra Pradesh, Rajasthan and Tamil Nadu.

On the back of growing demand, due to increased construction and infrastructural activities, the
cement sector in India has seen many investments and developments in recent times.

According to data released by the Department of Industrial Policy and Promotion (DIPP), cement
and gypsum products attracted Foreign Direct Investment (FDI) worth US$ 5.25 billion between
April 2000 and December 2017.

Some of the major investments in Indian cement industry are as follows:

 Ultratech Cement has purchased a 98.47 per cent stake in Binani Cements for Rs 7,266
crore (US$ 1.12 billion). The deal will help Ultratech achieve greater capacity and
markets its product in north-India.
 JK Cement is planning to invest Rs 1,500 crore (US$ 231.7 million) over the next 3 to 4
years to increase its production capacity at its Mangrol plant from 10.5 MTPA to 14
MTPA.

Government Initiatives

In order to help the private sector companies thrive in the industry, the government has been
approving their investment schemes. Some such initiatives by the government in the recent past
are as follows:

 The State Government of Chattisgarh has auctioned one block of Limestone (Kesla II) in
Raipur District having estimated reserves of 215 million tonnes valued at Rs 10,367 crore
(US$ 1.61 billion), and would earn a cumulative revenue of Rs 11,894 crore (US$ 1.85
billion) to State Government over the lease period.

 In Budget 2018-19, Government of India announced setting up of an Affordable Housing

Fund of Rs 25,000 crore (US$ 3.86 billion) under the National Housing Bank (NHB)
which will be utilised for easing credit to homebuyers. The move is expected to boost the
demand of cement from the housing segment.

COMPANY PROFILE
My Home Industries Pvt. Ltd, part of a leading 4000cr business conglomerate- My Home Group
headquartered at Hyderabad. My Home Industries, manufacturer of world-class Maha Cement, is
a renowned name in the industry. To suit various construction needs of different geographies,
Maha Cement has various brands under its name. All the products surpass the standards set by
Bureau of Indian Standards (BIS).

At My Home Industries Pvt. Ltd. (MHIPL), every process is closely monitored and controlled,
right from the selection of raw materials each process is cautiously carried out through each and
every stage until the finished product is packed and dispatched. The product ensures easier
workability, lesser permeability, guards all the structures against nature’s fury, shields against
corrosion and promises longer life.

MHIPL has a joint venture with CRH Plc Ireland, the international leader in building materials.
The growth and success of CRH is founded on its exceptional commitment and capabilities.
Sharing the common vision of excellence, MHIPL and CRH as one entity, is fast emerging as a
leading force in the Indian cement industry.

MHIPL has grown from an annual capacity of 0.2 million tonnes to a staggering 10 million
tonnes within a short span of 19 years.The company is planning to further increase its annual
capacity in the near future.
Our Partner CRH

CRH is one of the world’s leading building materials companies, with a business that spans 35
countries and more than 3500 locations. It serves demand of all segments of construction
industry. CRH’s vision is to be a responsible international leader in building materials, delivering
superior and sustained shareholder returns.

Sustainability and corporate social responsibility concepts are integral components of the
Group’s performance and growth strategy. In every area of business, CRH seeks to create long-
term value for all stakeholders. CRH’s strategy is to sustain and grow a geographically
diversified business with exposure to a broad range of segments of construction demand,
enabling CRH to achieve its vision of delivering industry leading returns.

CRH Plc was formed through a merger in 1970 of two leading Irish public companies, Cement
Limited (established in 1936) and Road stone Limited (established in 1949).

The newly-formed group was originally called “Cement Road stone Holdings”, later abbreviated
to CRH. Today, CRH is one of the six largest international groups in its sector. CRH subsidiary
companies employ approximately 76,000 people at over 3,500 locations around the world. The
Group’s major businesses are in the developed markets of Europe and North America, and it has
been growing its foothold in certain developing economies in Asia. CRH is headquartered at
Belgard Castle in Dublin, Ireland.

CRH supplies raw materials and finished products for residential, non-residential and
infrastructure construction applications. It also has distribution businesses that supply products to
the professional building contractor and to the home-owner. CRH is a Fortune 500 company and
is a constituent member of FTSE 100, ISEQ 20, Euro STOXX 50 the Euro STOXX Select
Dividend 30 equity indices and its shares are listed on the London, Dublin and New York stock
exchanges. CRH is also ranked among sector leaders by a number of Socially Responsible
Investment (SRI) rating agencies for its sustainability and corporate social responsibility
performance.

OUR VISION

Our vision is to continue to develop solutions that make “living better”, be it through
Construction of “World Class” Living and Working Spaces or illuminating households through
generation of power or manufacturing products like quality cement to build dream homes or
enriching lives through imparting quality education.

OUR MISSION

Our mission is to contribute to building the future by social and capital infrastructure
development by providing all kinds of cement that are environmentally efficient, enhance our
competitive position and bring value to our customers, shareholders and employees through
creation of an environment of empowerment with respect for company’s values.

OUR REACH

Maha Cement is marketed through a wide network of 5000+ dealers. The company is spread all
over the country with 20 regional offices and 170+ depots. Maha Cement has achieved
phenomenal success in the states of Andhra Pradesh, Telangana, Tamil Nadu, Karnataka, Kerala
Orissa, Maharashtra, Bihar, Chhattisgarh and West Bengal..

Company has a dedicated fleet of more than 1200 trucks and bulkers that ensure prompt delivery
of Maha Cement to the customers.

Recently, the company has also forayed into international markets by supplying cement and
clinker to Sri Lanka and Bangladesh.

HISTORY

Originally incorporated as “Devi Cements limited under the companies act 1956 with the main
objectives manufacturing and selling of cement and cement related products.

In the year 1998 Dr.J .Rameshwar Rao, one of the promoters has acquired the share holding
interest of other promoters. consequent to the change in the management, the name of the
company was changed to “ My home Cement industries limited’ and since then there was
substantial growth in the operations of the company. The company is an ISO 9001 : 2000
certified company.

Backed with rich expertise and experience in construction business, My Home Industries has
introduced its own product – MAHA CEMENT. The product ensures easier workability, lesser
permeability, guards all the structures against nature’s fury, shields against corrosion and
promises longer life.
At My Home Industries every process is closely monitored and controlled, beginning from the
selection of raw materials this is deliberately carried out through each and every stage until the
finished product is packed and dispatched. To suit various construction needs, the product
MAHA CEMENT has various other brands under its name. All the products surpass the
standards set by Bureau of Indian Standards (BIS).

MHIL has a joint venture with CRH Plc Ireland, the international leader in building materials
operating in 33 countries across 3500 locations. The growth and success of CRH is founded on
its exceptional commitment and capabilities. Sharing the common vision of excellence, MHIL
and CRH as one entity, is fast emerging as a leading force in the Indian cement industry. In
recognition of its quality drive, MHIL has been awarded the ISO 9001-2008 certification.

With three manufacturing units located at Mellacheruvu in Nalgonda district of Andhra Pradesh,
MHIL produces 3.20 million tons of cement per annum. These units are set up with state-of-the
art technology.

In addition to meet the increasing demand for cement both in domestic and international markets;
MHIL has set up a cement grinding unit at Mulkapalli in Visakhapatnam district of Andhra
Pradesh with a capacity of 1.50 million tons of cement per annum.

:: PLANTS

My Home industries have two plants at Mellacheruvu, Nallagonda District, Andhra Pradesh and
at Vizag. The Mother plant is located at Mellacheruvu. This state of the art technology plant
consists of three units with combined installed capacity of 33 lakh tones per annum.
Mellacheruvu plant was established with world class equipment and technology from national
and internationally renowned suppliers like Walchand industries, FLS, LNV, and KHD-
Humboldt.
All three units located at one location and captive limestone mines are just a stone throw away.
This plant is supported by a 15 mega watt captive power plant. Cement Plant is equipped with
Expert Control Systems and is run by FLS automation system.

My Home Industries is committed to environmental protection. As many as 99 pollution control

devices are installed in three units to minimize emissions from the plant. Plant is surrounded by
32 hectares of green belt planted and groomed by My Home Industries. Staff colony is supported
by sewage treatment plant and the treated water

is used for plantation.

Grinding Unit at Vizag is the recent addition to My Home Industries. It’s a Greenfield plant
located at Mulkapalli Village yelamanchili Mandal, Vizag District. Endowed with advanced
technology from Loesche, Germany, this plant produces 15 lakh tones per annum. Vizag plant is
strategically planned to serve the eastern markets like Odissa, West Bengal and Bihar. Clinker is
procured from Mother Plant there at Mellacheruvu. Slag is sourced from Vizag Steel Plant and
the Gypsum from Coromandal Fertilizer plant. Clinker,Slag and Gypsum grounded in Vertical
Roller Mill supplied by Loesche, Germany.

Modern Quality Control laboratory with X-Ray analyzer assures Maha Quality in each and every
bag of cement manufactured. Integrated management System is being implemented to ensure
superior quality, safety and environment friendly production.

:: PRODUCTS

With expertise and experience in construction, My Home Industries knows what exactly building
and construction industry expects from a cement product. This, expertise and business vision has
helped My Home Industries to establish Maha Cement as a superior product that exceeds the BIS
standards.

Maha Cement (OPC 43 Grade)

An Ordinary Portland Cement (OPC) is manufactured by grinding Clinker with Gypsum. True to
its name and reputation, Maha Cement - OPC 43 Grade Cement surpasses all the quality
parameters set by Bureau of Indian Standards (BIS).

Applications

 General Construction works.

 RCC structures.
 Multi storied buildings.
 Pre stressed concrete works.
 Pre cast works like blocks, pipes, tiles and asbestos products.
 Plastering, flooring, wall and brick works.

Maha Gold (OPC 53 Grade)

An Ordinary Portland cement with high strength cement with unmatched quality for all
structures. The basic ingredients are clinker and gypsum. Clinker is manufactured with high Tri
Calcium Silicate to deliver ultimate strength. Maha Gold surpasses all the quality parameters set
by BIS.
Applications

 General Construction Works.

 RCC structures.
 Multi storied buildings.
 Massive concrete structures like dams, bridges, runways, concrete roads.
 Pre stressed concrete works.
 Pre cast works like blocks, pipes, tiles and asbestos products.

MAHA SHAKTHI (PPC)

A Portland pozzolana Cement for its unmatched strength and durability to all concrete structures.
Manufactured by grinding Clinker, Gypsum and high quality fly ash in close circuit mill.
Limestone is procured from captive mines. Gypsum from Coromandal Fertilizers and Fly Ash is
from Vijayawada Thermal Power Plant (VTPS). Kothagudem Thermal Power Plant (KTPS) and
NTPC Vizag.

Applications

 General Construction works.

 RCC structures.
 Hydraulic structures.
 Mass concreting works like dams, bridges.
 Marine structures.
 All types of structures in Coastal areas.

MAHA SHAKTHI PSC

A new brand in Maha Cement product portfolio. Portland Slag Cement specially formulated and
manufactured to suit the needs of coastal areas to give high strength and long life to valuable
structures. This superior product manufactured by grinding Clinker, Granulated Blast Furnace
Slag (Procured from Vizag Steel Plant) and Gypsum. Grinding is done through ultra modern
Vertical Roller Mill supplied by Loesche, Germany.

Applications

 General Construction Works

 RCC Structures.
 Hydraulic Structures.
 Mass Concrete Works like Dams, Sea Ports concrete roads.
 All types of civil and concrete works in Costal and harsh weather prone areas.

:: QUALITY

My Home is committed to quality all through the manufacturing process. My Home is

committed to highest standards of quality all through the manufacturing process right from the
selection of the raw material to the packing. My Home Products ensures easier workability,
lesser permeability. Guard all the structures against nature’s fury, shields against corrosion and
assures longer life.

Every process is closely monitored and controlled. Monitoring begins right from the selection of
the raw material which is relentlessly carried through every stage. Superior Technology from
KHD- Germany and FL Smidth- Denmark ensures that every particle of Maha Cement and Maha
Shakthi packed with unparallel bonding strength. Online X-ray analyzers ensure quality at every
stage of production. A fuzzy logic system operates all the equipment with total automation to
ensure uniform quality in every bag. In recognition of its quality drive, My Home Industries has
been awarded the ISO 9001-2000 certification.

:: TECHNOLOGY

My Home Industries, Maha Cement and Maha Shakthi are the finest blend of Indian Values and
International Standards and World Class Technology. My Home Industries is a joint Venture
between My Home Group and CRH Plc, an Irish building material major having presence in 33
countries across 3,500 locations.

Units & Capacity:

MHIPL currently has two integrated cement plants located at Mellacheruvu in Suryapet District,
Telangana and at Yanakandla Village in Kurnool District, Andhra Pradesh and one cement unit at
Mulakalapalli village in Visakhapatnam District, Andhra Pradesh and recently commissioned
unit at Tuticorin District, Tamilnadu.

We use the best available equipments as per international standards to deliver quality at best
prices. We have the best names in the industry as our suppliers. Crushers from L&T, raw meal
silos from FLSmidth /KHD Humboldt and vertical roller mills from Loesche, Germany are few
among the large list of suppliers.

The combined capacity of the three plants is 8.4 million tonnes per annum. Apart from the three
cement plants, the company also operates two Ready Mix Concrete units.
Mellacheruvu Cement Works

Suryapet District, Telangana State

Mellacheruvu Cement Works is the Mother plant consisting of three units with combined
installed capacity of 3.3 million tonnes per annum clinker. The plant was established with world
class equipment and technology from national and internationally renowned suppliers like
FLSmidth, LNV, KHD Humboldt,Walchandnagar Industries, etc. All three units are located in
the same premises.

The first unit was established in 1998 with capacity of 0.2 MTPA and gradually upgraded to 0.66
MTPA. Unit-2 was established in 2002 with present capacity 0.92 MTPA. Unit-3 was established
in 2006 with present capacity of 1.2 MTPA.

The cement plant is supported by three captive cement grade limestone mines located within the
vicinity of cement plant units. The plant is also supported with two coal based captive power
plants with 15 MW and 60 MW capacities, located within the cement plant complex. A separated
railway siding is established from Mellacheruvu Station connecting Jaggayyapet Station for
transporting raw materials and products. The plant and mines are certified as per international
standard ISO 9000:2015 and ISO 14001:2015 and OSHAS 18001:2007
Vizag Grinding Unit

Mulakalapalli(V), Yelamanchili (M), Visakhapatnam District, Andhra Pradesh

Grinding Unit at Vizag was established in 2009 with capacity of 1.5 MTPA and upgraded to 2.0
MTPA in 2012. The Plant is endowed with advanced technology of Vertical Roller Mill for slag
grinding supplied by Loesche, Germany and Ball Mill for grinding OPC & PPC from Humboldt
Wedag, Germany. The main raw material clinker is sourced from Mellacheruvu Unit. Slag is
sourced from Vizag Steel Plant and Gypsum from Coromandal Fertilizer, Vizag. A separated
railway siding is established connecting Yelamanchalli Station for transporting raw materials and
products. The plant implemented integrated management system and is certified as per
international standards ISO 9000:2015 and ISO 14001:2015 and OSHAS 18001:2007.

Yanakandla Cement Works

Yanakandla (V), Banaganapalle (M), Kurnool District, Andhra Pradesh

Sree Jayajothi Cement Limited was acquired by MHIPL in 2013. The plant is having clinker and
cement manufacturing capacity of 3.2 million tons per annum respectively. The plant was
established with world class equipment and technology from national and internationally
renowned suppliers like by Loesche, Germany. The cement plant is supported by captive
limestone mine located within the vicinity with sufficient reserves.

Ready Mix Concrete Units (Patancheruvu and Nacharam)

Hyderabad, Telangana State

RMC plant

The company is operating two Ready Mix Concrete plants in Hyderabad, strategically located at
Patancheruvu, having a capacity of 60 m3/hour and at Nacharam, having a capacity of 120
m3/hour.
Tuticorin Grinding Unit

Tuticorin District ,Tamilnadu State

My Home Industries Private Limited (MHIPL) Commenced 1.50 million tons per annum
capacity Cement Grinding Unit @ Tuticorin (Thoothukudi) in southern part of Tamilnadu. The
plant was put in operation/production from 15th February 2017. It will increase the company
production capacity to 10 million tones per year.

The technology incorporated is from world leader M/s. F L Smidth, they (M/s. FLS) are known
for supplying state of art technology.

The unit is located strategically at Tuticorin, Tuticorin has Thermal Power Plant generating
approximately 4000 MW of power and catering major power requirement to Tamilnadu also
wheeling to other states.

The quality of cement produced is far excellence compare to competitors like in this zone.
MHIPL – TGU has implemented stringent safety systems to ensure world best safety culture.

The Tuticorin Grinding Unit is mainly producing PPC grade cement , PPC is produced by using
fly ash (waste generated from power plants) from various Thermal power plants around the
locality, ensuring the good work environment.
The following are the sales branches

Depots:

Altogether, MAHA has 10 depots.

01. Nalgonda

02. Vishakapatnam

03. Hyderabad

04. Adilabad
Customer Service
05. Nizamabad
Our commitment to quality is founded on the
06. Vijayawada
deep understanding of customer needs. Our
07. Nellore
customer service policy which aims to put the
customer first in all 08. Chennai aspects of our business
pursues maximization of 09. Bangalore Site customer satisfaction. To
implement this policy 10. Chandrapur our customer service
teams spread across all the markets constantly
look for new ideas to ensure our customers are delighted. Our technical team, which is
unparalleled in the industry, aims to provide professional advice on all aspects of cement and
concrete technology.
A. Technical Workshops/Seminars

MHIPL conducts technical meetings and training sessions for the people in the construction
industry regularly. Some of the programs conducted are:

 Awareness programs to masons on good construction practices.

 Technical meetings on modern concrete technology and use of blended cement for
sustainable development for engineers, architects, consultants, etc.
 Meetings with wholesalers and retailers to educate them about new trends in cement.

B. Meetings with Individual House Builders

Meetings with IHBs are conducted to create awareness about good construction practices.
Awareness programmes about building practices are conducted in rural areas.

C. Maha Mobile Concrete testing Services

In select markets, we are providing concrete testing services through Mobile Concrete laboratory.
A mobile van equipped with basic concrete testing facilities visits the site of the customer on
call. We provide following tests on concrete free of cost:

 Concrete workability tests

 Concrete strength tests
 Advise on correct proportion of mixes
 Non Destructive Testing of concrete using rebound hammer.
 Technical personnel of MHIPL conduct site supervision during important concrete works
for customers.
D. Cover Blocks

Cover blocks are small pieces of concrete placed between shutter and steel bars so that sufficient
thickness of concrete cover is ensured around the steel reinforcement to protect it from corrosion.
We are providing quality cover blocks in select markets free of cost.

E. Toll Free Number Service

MHIPL operates a toll-free number 18002002552 to listen to its customers more efficiently.

PROJECTS EXECUTED WITH MAHA CEMENT

MAHA Cement, being a trusted brand, has been used in several landmark projects across the
country. Some of them are:

 P V Narasimha Rao Flyover, Hyderabad

 Hyderabad Metro
 NH in Odisha

MANAGEMENT

 Dr. Rameswar Rao Jupally - Executive Chairman

 Mr. J. Ranjith Rao - Managing Director
 Mr. J. Ramu Rao - Whole time Director
 Mr. S. Sambasiva Rao - Executive Director
 V.S. Narang - Director (Technical)
 Mr. Paul Francis Headd - Director
 Mr. Vineet Kapur – Director
 Mr. Atul Khosla – Director
 Mr. Devjit Das - Director (Finance & Commercial)

AWARDS

 My Home Group Chairman Dr. J Rameswar Rao has been awarded “The India’s greatest
brands & leaders Award 2015 -16 *Pride of the Nation*”
 In recognition of its quality drive, MHIL has been awarded the ISO 9001-2008, ISO
14001:2004 and OHSAS 18001-2007 certifications.
 14th Annual Greentech Environment Award 2013 – Gold Category in Cement Sector for
outstanding achievement in Environmental Management
 CII-EHS Award 2013 – 3 star rating towards efforts in Environment Health & Safety
practices and Policies
 14th Annual Greentech Environment Award 2013 – Silver Category in Cement Sector for
outstanding achievement in Environmental Management
 CII-EHS Award 2013 – 3 star rating towards efforts inEnvironment Health& Safety
practices and Policies
 World Consulting and Research Corporation (WCRC) and iBrands 360 have announced
Maha Cement as India’s Most Promising Brand 2015.
HUMAN RESOUECE WORKING AT MY HOME INDUSTRIES LIMITED

OCCUPATIONS:

Officers

1) Managing Director 2) General Manager

3) Development Manager 4) Factory Manager

5) Plant Manager 6) Production Manager

7) Project Manager 8) Works Manager

9) ChiefEngineer 10) Deputy Chief Engineer

I1) Financial Manager/Adviser 12) Marketing Manager

13) Commercial Manager 14) Sales Manager

15) Purchase Manager 16) Administrative Officer

Professional - Technical:

1) ChiefChemist/Chemist 2) Chemical Engineer

3) Mechanical Eng. 4) Industrial Eng.

5) Industrial Eng. 6) Electrical Eng.

7) Civil Eng. 8) Mining Eng.

9) Medical Officer 10) Geologist

11) Transport Officer 12) ChiefBurner

13) Store Officer/Technical

Professional - Non- Technical

1) Accounts Officer 2) Finance Officer

3) Accountant 4) Cost Accountant

5) Personnel Officer 6) Labour & Welfare Officer

7) Security Officer 8) Law officer

9) Liaison Officer

Supervisors/Technicians:

1) Foreman, Quarry 2) Foreman, Blasting

3) Foreman Mines 4) Foreman crusher

5) Foreman, kiln 6) Foreman, Raw Cement

7) Foreman Electrical 8) Foreman, Workshop

9) Shift Burner 10) Store Keeper, Workshop

11) Head Crane Operator 12) Chargehand

13) Packing House Supervisor 14) Assistant Chemists

15) Gauger 16) Civil Overseer

17) Transport Assistant 18) Pump Supervisor

19) Draughtsman & Slurry Handling Mill 20) Laboratory Assistant

Non-Technical:

1) Sales Supervisor 2) Sales Inspector

3) Assistant Accountant 4) Head Time Keeper

5) Officer Superintendent 6) Inspector, Watch & Ward

Skilled Workers:

1) Fitter Quarry 2) Fitter, Crusher

3) Fitter, Raw Cement & Slurry 4) Fitter, O.H. Crane

5) Fitter, Pipe 6) Fitter, General

7) Operator, Compressor 8) Operator, Drill

9) Operator, Shift Crane 10) Operator, Machine Tool

11) Operator, Heavy Equipment 12) Operator, Crusher

13) Blaster 14) Blacksmith

15) Mining Mate 16) Crusher Attendant

17) Silo Attendant 18) Compressor Driver

19) Coal Miller 20) Crane Driver

21) Carpenter 22) Tester

23) Instrument Mechanic Mistry 24) Sarang

25) Diesel Mechanic 26) Motor Mechanic

27) Moulder 28) Turner

29) Welder 30) Electrician/Wireman

31) Armature Winder 32) Cable Jointer

33) Painter 34) Switch Board Attendant

35) Plumber 36) Loco Driver

37) Fireman 38) Boiler & Turbine Attendant

39) Pump Attendant 40) Mason

41) Dresser 42) Compounder

43) Tracer 44) Mid-wife-cum-nurse

45) Pointsman 46) Computer operator

Semi-Skilled & Unskilled workers:

Khalasi, Asst. Khalasi, Helper, Loader, Mazdoor .

Clerical & Related Workers

1) Clerk & Typist 2) P.A. Steno

3) Computer Workers 4) Telephone Operator

5) Time-Keeper 6) Yard Supervisor

7) Cashier 8) Teacher, Primary School

Watch, Ward & Office Attendants

1) Watchman and Havildar 2) Peon, Sweeper, Mate

 CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION
DATA ANALYSIS @ MY HOME INDUSTRIES LIMITED

 Keeping in view, the training evaluation model, the study aims at evaluation the training
effectiveness of My Home Industries
 The present study is an attempt to find out the training effectiveness in the organization
which is having man power strength of 1092.
 The sample of the present study consisted of 294 employees of the organization,
belonging to all levels including operatives.
 The primary data were collected through questionnaires, observations as well as in-depth
personal interviews of cross-sectional employees.
 Strategically an objective type of questionnaire is designed to distribute amongst the
employees to get opinion on the subject.

Questionnaire Distribution and Collection

S. No. Category Qn.distributed Qn.Responded Collection of Qn.

1 Executive 114 100 By person

2 Staff 120 110 -do-

3 Operatives 60 30 -do-

Total 294 240

A. PRE TRAINING QUESTIONNAIRE

 1. Training is being given adequate importance in your organization

STRONGLY
STRONGLY
AGREE AGREE NEUTRAL DISAGREE TOTAL
DISAGREE

176 16 12 12 24 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 176 employees of My Home Industries strongly
agreed that training is being given adequate importance in the organization and 24 employees
strongly disagreed, while 12 employees are neutral without replying to the question.
 2. The company has a well-defined training policy

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

112 80 12 8 28 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 112 employees of My Home Industries strongly
agreed that there is well-defined training policy in the organization and 28 employees strongly
disagreed, while 12 employees are neutral without replying to the question.
 3. Adequate planning is done before designing the training programme

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

112 72 24 20 12 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 112 employees of My Home Industries strongly
agreed that there adequate planning is done before designing the training programme in the
organization and 12 employees strongly disagreed, while 24 employees are neutral without
replying to the question.
 4. Employees are consulted before sponsoring them for training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

60 60 28 12 80 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 60 employees of My Home Industries strongly
agreed that they are consulted before sponsoring them for training and 80 employees strongly
disagreed, while 28 employees are neutral without replying to the question.
 5. Employees sponsored for training based on need identification

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

108 48 24 16 44 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 108 employees of My Home Industries strongly
agreed that need identification is done before sponsoring them for training and 44 employees
strongly disagreed, while 24 employees are neutral without replying to the question.
 6. Your Boss Critically evaluate functional outcome before sponsoring you for training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

76 60 36 36 32 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 76 employees of My Home Industries strongly
agreed that functional outcome is evaluated before sponsoring them for training and 32
employees strongly disagreed, while 36 employees are neutral without replying to the question.
 7. Employees going for training go with a clear understanding of the knowledge and
skills they are expected to acquire

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

88 68 24 36 28 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 88 employees of My Home Industries strongly
agreed that clear understanding of the knowledge and skills they are expected to acquire is
evaluated before sponsoring them for training and 36 employees strongly disagreed, while 32
employees are neutral without replying to the question.
 8. Your HRD Dept conduct briefing and debriefing sessions for the employees going for training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

92 52 32 36 24 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 92 employees of My Home Industries strongly
agreed that briefing and debriefing sessions are conducted for the employees going for training
and 24 employees strongly disagreed, while 32 employees are neutral without
replying to the question.
 9. Does your boss take active interest in ensuring tha you attend training?

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

168 8 20 14 30 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 168 employees of My Home Industries strongly
agreed that boss takes active interest in ensuring attendance of employees going for training and
30 employees strongly disagreed, while 20 employees are neutral without replying to the
question.
B. DURING TRAINING QUESTIONNAIRE

10. The recent Training you attended was a good learning experience

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

160 32 12 28 8 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 160 employees of My Home Industries strongly
agreed that learning experience was good during the training and 8 employees strongly
disagreed, while 12 employees are neutral without replying to the question.
 11. Your trainer was competent

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

104 84 12 32 8 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 104 employees of My Home Industries strongly
agreed that trainer was competent during the training and 8 employees strongly disagreed, while
12 employees are neutral without replying to the question.
 12. You were satisfied with the facilities in the training centre

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

92 92 12 12 32 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 92 employees of My Home Industries strongly
agreed that they are satisfied with the facilities provided during the training and 32 employees
strongly disagreed, while 12 employees are neutral without replying to the question.
 13. Training was relevant to the job you attend

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

100 62 20 12 36 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 100 employees of My Home Industries strongly
agreed that the training provided is relevant to the Job and 36 employees strongly disagreed,
while 20 employees are neutral without replying to the question.
 14. You got handouts on the topics of training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

60 62 28 20 68 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 60 employees of My Home Industries strongly
agreed that handouts are provided during the training and 68 employees strongly disagreed,
while 28 employees are neutral without replying to the question.
 15. Are you satisfied with the amount of time spent in the training programme

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

80 50 30 22 38 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 80 employees of My Home Industries strongly
agreed that employees are satisfied with the amount of time spent in the training programme and
38 employees strongly disagreed, while 30 employees are neutral without replying to the
question.
B. POST TRAINING QUESTIONNAIRE

16. Employees returning from the training are given adequate free time to reflect and plan
improvements in the organization

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

72 56 24 16 72 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 72 employees of My Home Industries strongly
agreed that adequate free time to reflect and plan improvements in the organization and 72
employees strongly disagreed, while 24 employees are neutral without replying to the question.
 17. Your training has contributed towards value addition to your functional abilities

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

96 40 16 36 52 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 80 employees of My Home Industries strongly
agreed that training has contributed towards value addition to your functional abilities and 38
employees strongly disagreed, while 30 employees are neutral without replying to the question.
 18. You are able to do your job more efficiently after attending the training programme

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

92 40 28 32 48 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 92 employees of My Home Industries strongly
agreed that efficiently in performing Job after attending the training programme and 48
employees strongly disagreed, while 28 employees are neutral without replying to the question.
 19. Your boss provide right kind of climate to implement new ideas and methods
acquired through training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

84 44 54 16 42 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 24 employees of My Home Industries strongly
agreed that they are provided right kind of climate to implement new ideas and methods acquired
through training and 42 employees strongly disagreed, while 54 employees are neutral without
replying to the question.
 20. Do you feel sufficient follow up on the learning objectives are made after the training

STRONGLY STRONGLY
AGREE NEUTRAL DISAGREE TOTAL
AGREE DISAGREE

94 42 30 28 46 240

GRAPHICAL PRESENTATION

INTERPRETATION

From the above analysis it can be interpreted 94 employees of My Home Industries strongly
agreed that they is sufficient follow up on the learning objectives after the training and 46
employees strongly disagreed, while 30 employees are neutral without replying to the question.
CHAPTER-V

FINDINGS

SUGGESTIONS

&

SUMMARY
FINDINGS

 The impact of training as a key input for developing the employee ultimately leading
to organizational excellence was duly conceived and all efforts were made to measure t h
e effectiveness.
 The study reveals that majority of the respondents on most of the factors detailed in the
questionnaire have responded positively by ranking strongly Agree to Agree to many of
the statements and variables. Hence, it is opined that the overall climate on training are
found to the satisfactory.
 The support made by the top management on training activities is crystal clear which has
been observed while reviewing the data
 Internal and external resource persons are found to be quite competent as revealed from
the data analysis.
 As it reflects training is being practiced in certain aspects in a traditional and
conventional way which needs to be reviewed.
 Adequate importance in given to both the aspects of the training i.e. functional and
development.
 Employees satisfaction on training activities in quite high
 Employees need to be consulted before sponsoring for training programmes. Such
contacts help to know the pre-training mindset of the employees. Hence may be
implemented.
 Timely providing handouts on the training programme are equally important.
 The implementation of strategies on training inputs is considered as a team effort. Hence
the trainee and his superior should discuss after the training session and find out the
strategies for implementation.
SUGGESTIONS

To Company

 Training need assessment process should be unbiased and made transparent based an
actual need.
 The course contents may be given to the proposed participants, so as to acquire a first
hand knowledge on the programme and facilitate them for effective participation during
the training.
 The organization should develop training of trainers (TOT) after critical analysis of
various inputs of the trainers for conducting the training programme in an efficient way
 Adequate support must be given to develop right kind of infrastructure to conduct
training programme
 Job profile / job description need to be reviewed more critically and in a scientific way to
make TNA more success.
 There should be close inter-action of the training catalyst and the trainees in a periodical
interval so as to make the training inputs more effective
 Some new techniques and mechanisms may be developed to review training effectiveness
quickly and compliance to the participants of the above score.

To Employees

 Employees should take trainingmore seriously for the individual development as well as
organizational development.
 Employees while participating the training programme should forget their routine
business and concentrate more to acquire right kind of knowledge.
 They should feel that training is the only way in which they can sharpen their knowledge
and acquire more knowledge by means of learning
 Every employee should feel that training is expensive on the part of management.
Simultaneously they spent their time and energy. Hence they must add value to their
functional capabilities
 Employees need to be consulted to their superiors before attending the training
programme to clarify their doubts
 Employees should develop positive attitude on training

To Training Department :
 More focus on TNA
 Adequate care on organizing the programme
 The Department must facilitate 360 degree approach by playing a role of mentor among
trainees – trainer – top management
 All the expenses on account of training is a long – term investment and should not be
considered as short-term expenditures.
 ROI must be enchased by the organization through visible benefits.
SUMMARY

Training effectiveness in My Home Industries is a critical aspect of the development of

knowledge of workforce. The objective of this study is to examine effectiveness of Training.

To survive in the globalised era, organizations need to continuously develop the knowledge,
skill and ability of their human resources throughout the year, the organization spend a huge
amount of money for the purpose of training and development of the human resources. But
the crucial point is effectiveness.

This study is a means by which employees express their feedback regarding the effectiveness
of training in a cement factory. Hence, relevant and appropriate policies and procedures can
be developed and implemented for an effective management.

My Home Industries Limited is providing training to workers effectively but still it can make
it more effective by increasing duration of training programme and inviting expert from
outsider to train employees. This will help to make employees more serious about training.

More flexibility should be given to employees, which help them to raise their questions to the
trainer. The workers satisfied the way programme is conducted by the company. The training
programme helps to increasing the knowledge, skill, and ability.

For the training session candidates should selected as per need analysis it will provide
opportunity every employee who really in need of training. This will benefit both
organization and employees.
ANNEXTURE – QUESTIONNAIRE
(A) Pre-Training
STRONGLY STRONGLY
S.No. QUESTIONS AGREE NEUTRAL DISAGREE
AGREE DISAGREE

Training is being given

1 adequate importance in
your organization

The company has a well-

2
defined training policy

Adequate planning is
3 done before designing
the training programme

Employees are consulted

4 before sponsoring them
for training

Employees sponsored for

5 training based on Need
identification

Your Boss Critically

evaluate functional
6 outcome before
sponsoring you for
training

Employees going for

training go with a clear
understanding of the
7
knowledge and skills
they are expected to
acquire

Your HRD Dept conduct

briefing and debriefing
8 sessions for the
employees going for
training
 Does your boss take
active interest in
9
ensuring tha you attend
training?

(B) During-Training
STRONGLY STRONGLY
S.No. QUESTIONS AGREE NEUTRAL DISAGREE
AGREE DISAGREE

The recent Training

you attended was a
good learning
1 experience
Your trainer was
2 competent

You were satisfied

with the facilities in
3 the training centre

Training was relevant

4 to the job you attend

You got handouts on

5 the topics of training

Are you satisfied

with the amount of
time spent in the
6 training programme
(C) Post-Training
STRONGLY STRONGLY
S.No. QUESTIONS AGREE NEUTRAL DISAGREE
AGREE DISAGREE

Employees returning from the

training are given adequate
free time to reflect and plan
improvements in the
1 organization

Your seniors provide right kind

of climate to implement new
ideas and methods acquired
2 through training

Your training has contributed

towards value addition to your
3 functional abilities
You are able to do your job
more efficiently after
attending the training
4 programme

Do you feel sufficient follow

up on the learning objectives
5 are made after the training
BIBILOGRAPHY

1. C.b. Mamoria - personal management

2. P.subbararao -human resource management

3. T.urao -reading in human resource

development
4. K.aswathppa - human resource and management

Web sites:

5. www.google.com - TRAINING AND DEVELOPMENT

PROGRAMS IN THE

ORGSNIZATIONAL DEVELOPMENT

6. www.encyclopedia.com -TRAINING AND NEEDS OF

TRAINING IN THE
ORGANIZATION
7. DETAILS
8. www.hrworld.com -HUMAN T MANAGEMENT

JOURNALS
Huselid M A: The impact of human resoures management practices on turnover,
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Stone R J : Human Resource Management andEdition, John Wiley & Sons 2002.
Anthony Landale (1999):Gower Handbook of Training and Development. Gower
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