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INTRODUCTION
1.1 INDUSTRY PROFILE
The automobile industry comprises a wide range of companies and organizations involved in
the design, development, manufacturing, marketing, and selling of motor vehicles.[1] It is one of the
world's largest economic sectors by revenue. The automotive industry does not include industries
dedicated to the maintenance of automobiles following delivery to the end-user such as automobile
repair shops and motor fuel filling stations.
The word automotive comes from the Greek autos (self), and Latin motivus (of motion), referring to
any form of self-powered vehicle. This term, as proposed by Elmer Sperry (1860-1930), first came
into use with reference to automobiles in 1898.
The automotive industry began in the 1860s with hundreds of manufacturers that pioneered
the horseless carriage. For many decades, the United States led the world in total automobile
production. In 1929, before the Great Depression, the world had 32,028,500 automobiles in use, and
the U.S. automobile industry produced over 90% of them. At that time the U.S. had one car per 4.87
persons.[4] After World War II, the U.S. produced about 75 percent of world's auto production. In
1980, the U.S. was overtaken by Japan and then became world's leader again in 1994. In 2006, Japan
narrowly passed the U.S. in production and held this rank until 2009, when China took the top spot
with 13.8 million units. With 19.3 million units manufactured in 2012, China almost doubled the U.S.
production, with 10.3 million units, while Japan was in third place with 9.9 million units.[5] From
1970 (140 models) over 1998 (260 models) to 2012 (684 models), the number of automobile models
in the U.S. has grown exponentially.] The automotive industry in India is one of the largest in the
world.

Introduction
The Indian automobile industry became the 4th largest in the world with sales increasing 9.5 per cent
year-on-year to 4.02 million units (excluding two wheelers) in 2017. It was the 7th largest
manufacturer of commercial vehicles in 2017.
The Two Wheelers segment dominates the market in terms of volume owing to a growing middle
class and a young population. Moreover, the growing interest of the companies in exploring the rural
markets further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the near future.
Automobile exports grew 15.54 per cent during April 2018-February 2019. It is expected to grow at
a CAGR of 3.05 per cent during 2016-2026. In addition, several initiatives by the Government of
India and the major automobile players in the Indian market are expected to make India a leader in
the two-wheeler and four wheeler market in the world by 2020.

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 Market Size
Domestic automobile production increased at 7.08 per cent CAGR between FY13-18 with 29.07
million vehicles manufactured in the country in FY18. During April 2018-January 2019, automobile
production increased 9.84 per cent year-on-year to reach 26.26 million vehicle units.
Overall domestic automobiles sales increased at 7.01 per cent CAGR between FY13-18 with 24.97
million vehicles getting sold in FY18. During April 2018-January 2019, highest year-on-year growth
in domestic sales among all the categories was recorded in commercial vehicles at 22.79 per cent
followed by 14.79 per cent year-on-year growth in the sales of three-wheelers.
Premium motorbike sales in India crossed one million units in FY18. During January-September
2018, BMW registered a growth of 11 per cent year-on-year in its sales in India at 7,915 units.
Mercedes Benz ranked first in sales satisfaction in the luxury vehicles segment according to J D
Power 2018 India sales satisfaction index (luxury).
Sales of electric two-wheelers are estimated to have crossed 55,000 vehicles in 2017-18.
Investments
In order to keep up with the growing demand, several auto makers have started investing heavily in
various segments of the industry during the last few months. The industry has attracted Foreign Direct
Investment (FDI) worth US$ 20.85 billion during the period April 2000 to December 2018, according
to data released by Department of Industrial Policy and Promotion (DIPP).
Some of the recent/planned investments and developments in the automobile sector in India are as
follows:
• Ashok Leyland has planned a capital expenditure of Rs 1,000 crore (US$ 155.20 million) to launch
20-25 new models across various commercial vehicle categories in 2018-19.
• Hyundai is planning to invest US$ 1 billion in India by 2020. SAIC Motor has also announced to
invest US$ 310 million in India.
• Mercedes Benz has increased the manufacturing capacity of its Chakan Plant to 20,000 units per year,
highest for any luxury car manufacturing in India.
• As of October 2018, Honda Motors Company is planning to set up its third factory in India for
launching hybrid and electric vehicles with the cost of Rs 9,200 crore (US$ 1.31 billion), its largest
investment in India so far.
• In November 2018, Mahindra Electric Mobility opened its electric technology manufacturing hub in
Bangalore with an investment of Rs 100 crore (US$ 14.25 million) which will increase its annual
manufacturing capacity to 25,000 units.
Government Initiatives
The Government of India encourages foreign investment in the automobile sector and allows 100 per
cent FDI under the automatic route.

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 Some of the recent initiatives taken by the Government of India are -
• The government aims to develop India as a global manufacturing centre and an R&D hub.
• Under NAT Rip, the Government of India is planning to set up R&D centres at a total cost of US$
388.5 million to enable the industry to be on par with global standards
• The Ministry of Heavy Industries, Government of India has shortlisted 11 cities in the country for
introduction of electric vehicles (EVs) in their public transport systems under the FAME (Faster
Adoption and Manufacturing of (Hybrid) and Electric Vehicles in India) scheme. The government
will also set up incubation centre for start-ups working in electric vehicles space.
• In February 2019, the Government of India approved the FAME-II scheme with a fund requirement
of Rs 10,000 crore (US$ 1.39 billion) for FY20-22.
Achievements
Following are the achievements of the government in the past four years:
• Number of vehicles supported under FAME scheme increased from 5,197 in June 2015 to 192,451
in March 2018. During 2017-18, 47,912 two-wheelers, 2,202 three-wheelers, 185 four-wheelers and
10 light commercial vehicles were supported under FAME scheme.
• Under National Automotive Testing And R&D Infrastructure Project (NATRIP), following testing
and research centres have been established in the country since 2015
o International Centre for Automotive Technology (ICAT), Manesar
o National Institute for Automotive Inspection, Maintenance & Training (NIAIMT), Silchar
o National Automotive Testing Tracks (NATRAX), Indore
o Automotive Research Association of India (ARAI), Pune
o Global Automotive Research Centre (GARC), Chennai
• SAMARTH Udyog – Industry 4.0 centres: ‘Demo cum experience’ centres are being set up in the
country for promoting smart and advanced manufacturing helping SMEs to implement Industry 4.0
(automation and data exchange in manufacturing technology).
Road Ahead
The automobile industry is supported by various factors such as availability of skilled labour at low
cost, robust R&D centres and low cost steel production. The industry also provides great opportunities
for investment and direct and indirect employment to skilled and unskilled labour.
Indian automotive industry (including component manufacturing) is expected to reach Rs 16.16-
18.18 trillion (US$ 251.4-282.8 billion) by 2026. Two-wheelers are expected to grow 9 per cent in
2018.

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1.2 COMPANY PROFILE

JBM Group is a focused and progressive conglomerate aiming to add value to our customers ‘business via
its products, services and innovative solutions. The Group has a diversified portfolio with presence in
multiple domains such as Automotive, Engineering & Design services, Renewable energy, Railways and
OEM. JBM Group currently has an infrastructure of 40 manufacturing plants, 4 Engineering & Design
centres across 18 locations globally. The multibillion dollar JBM Group has broadened its horizons by
focusing on quality delivery, solutions approach, product development processes, flexible manufacturing
systems and contract manufacturing. JBM Group comprising primarily of auto component division, caters
services to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford, General Motors
Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA, Toyota, TVS, Volvo-
Eicher, Volkswagen and many more.
JBM at a glance
The Group has alliances with more than 15 renowned companies globally and the associations include
Arcelor Mittal, Cornaglia, Dassault Systemes, JFE Steel Corporation, Magnetto Automotive, Ogihara,
Sumitomo, Solaris bus and many more. The organization’s structure enables each business division to
chart its own path in their line of business and simultaneously leverage organisational synergies across
divisions to benefit from the rich experience of the Group.
As part of the diversification strategy of the group into the OEM space, JBM recently launched the bus
division. JBM buses are specialised in terms of luxury and are premium high-tech low floor buses ideal for
city commute. In 2014, the company introduced India’s first true low floor city bus - ‘CITYLIFE’ that has
redefined the dynamics of the public transformation domain in our country. This year, JBM unveiled India’s
first 100% electric bus – ‘ECOLIFE’ that incorporates globally proven European technology for Electric
Vehicles first time in India which is sustainable and affordable. These buses has first of its kinds innovative
features that ensures enhanced comfort, safety and security for the commuters.
JBM Group believes that success depends on collective competencies, technical abilities and commitment
of human capital. The core strength and value asset of JBM Group is the dedication of 20,000 plus
employees, who synergize to deliver quality results to the clients.
JBM Group is a true global corporate citizen committed towards the upliftment and development of the
society, the group executes large gamut of activities through its corporate social responsibility arm - Neel
Foundation. The organization believes and undertakes various activities that enhance and enrich the
quality of life of the community. JBM Group also prevails to preserve the ecological balance as well as its
cultural heritage of India.
JBM Group is a proud member of ACMA, AIMA, CII, FICCI, IEEE, IGCC and PHDCCI and SIAM.
NEEL METAL PRODUCTS LTD. (DIVISION)

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 Neel Metal Products Ltd. manufactures and supplies automotive components for two-wheelers. It offers sheet
metal components such as fuel tanks, frames and chassis parts for two-wheeler manufacturers. The company
deals in automotive parts, motorcycle parts and agricultural machine parts. Neel Metal Products Limited was
formerly known as Thai Summit Neel Auto Pvt. Ltd. As a result of the acquisition of Thai Summit Neel Auto
Pvt. Ltd. by Neel Metal Products Limited, Thai Summit Neel Auto Pvt. Ltd.'s name was changed in December
2012. The company was incorporated in 2003 and is based in Gurugram, India. Neel Auto Private Limited
operates as a subsidiary of Neel Metal Products Limited.

Products and facilities

The facilities include Pressing, Welding, Pipe Bending, Painting, Special Purpose Machines (SPM's)
and Powder coating machines.
Almost all major two-wheeler manufacturers (motorcycle and scooters) in India are this company’s
esteemed and delighted customers.
A vast range of products of this venture include parts of the two-wheeler such as Fuel tanks,
assemblies, guards, tubular frames and complete mufflers.
There Thailand based JV partner, Thai Summit Group is a 30 years old group with over 30 plants
dealing with the manufacturing of automotive and agricultural machine parts.

The Parts this plant manufactures are as follows :-

• Fuel Tank, Pipe Exhaust, Frame, Muffler, Sear CRS Anchor, Wiring Harness, Edging Mounting
Parts, Sear Raiser Assembly, Seat Frame, Chain Case, Frame Assembly, Main Stand, Main Step
Assembly, Front Guard, Bar Comp Side Stand, Tube Down, Comp. Frame Bottom, Bar Comp. Step,
Saree Guard, Tube Compressor Frame, Tube Compressor Slide, Brkt Rr Swing Arm, Tube
Compressor Frame, Brkt Comp Rr Shock Abs, Pipe Comp Frame Head.
• BOARD OF DIRECTORS:

Mr. Surendra Kumar Chairman

Arya

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1.3 Vision, Mission, Goals and Objectives

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2. Organization Structure

Chairman
Executive
Director
Board of
Directors
President

Vice
President
Sr.
Executive
VP
Exective
VP
Assistant
VP
Chief
General
General
Manager
Manage
r
Deputy
GM
Assistant
GM
Senior
Manager
Manager
Deputy
Manager
Asst.
Manager
Sr.
Executive
Executive
Jr.
Executive
Sr.
Assistant
Assistant
Jr.
Assistant
Workers

Trainees

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 3. FUNCTIONAL AREAS

3.1 FINANCE

Sales and Marketing.

Revenue is measured at the fair value of the consideration received or receivable. Amounts disclosed
as revenue are inclusive of
excise duty and net of returns, cash discount, trade allowances, sales incentives, value added taxes,
goods and services tax and
amount collected on behalf of third parties. The group recognizes revenue when the amount of
revenue and its related cost can be reliably measured and it is probable that future economic benefits
will flow to the group and specific criteria have been met for each of the group’s activities as described
below. The group bases its estimates on historical results, taking into consideration the type of
customer, the type of transactions and the specifics of each arrangement.
Sale of goods
Revenue from sales of goods is recognized when the significant risks and rewards of ownership of
the goods have been passed to the buyer, usually on delivery of the goods. Revenue from the sale of
goods is measured at the fair value of the consideration received or receivable, net of returns, cash
discount, trade allowances,

Domestic Sales Trends (in no.’s)

Export Trends (in no.’s)

Domestic sales of commercial vehicles created a new

record by selling 856,453 units in FY2017-18. The segment
surpassed its earlier sales record of 809,499 units in FY
2011-12.

Category 2013-14 2014-15 2015-16 2016-17 2017-18 Increase

Passenger Vehicles 2503509 2601236 2789208 3047582 3287965 07.89

Commercial Vehicles 632851 614948 685704 714082 856453 19.94

Three Wheelers 480085 532626 538208 511879 635698 24.19

Two Wheelers 14806778 15975561 16455851 17589738 20192672 14.80

Grand Total 18423223 19724371 20468971 21863281 24972788 14.22

Category 2013-14 2014-15 2015-16 2016-17 2017-18 % Increase

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Category 2013-14 2014-15 2015-16 2016-17 2017-18 Increase

Passenger Vehicles 596142 621341 653053 758727 747287 (1.51)

Commercial Vehicles 77050 86939 103124 108271 96867 (10.53)

Three Wheelers 353392 407600 404441 271894 381002 40.13

Two Wheelers 2084000 2457466 2482876 2340277 2815016 20.29

Grand Total 3110584 3573346 3643494 3479169 4040172 16.12

COMPONENT DIVISION (Manufacturing)

It manufactures key auto systems & high level assemblies. Most of its innovative products are safety
critical items such as chassis & suspension systems like axles, twist beams, lower
control arms, sub-frames, exhaust systems, air tanks, fuel tanks, complete cowl assemblies, pedal
boxes; aesthetical parts like skin panels (doors, roof, rear panel, front panel, bumpers); BIW parts &
assemblies (floor, upper body parts like pillar, roof header, cross car beam, cross truck beam, oil
pan assembly) and many more. The Indian auto component industry has been witnessing a significant
growth in the recent past and the trend seems to be continuing.
Riding on the back of sustained growth, several new vistas are opening up in the wake of upcoming
safety and emission norms. The market is upbeat and a buoyant end-user market with improved
sentiments. A stable government, increased purchasing power, large domestic market, and an ever
increasing development in infrastructure have made India a favorable destination for investment
This Company focuses on the design, development and production of metal components and structure
systems for the automotive industry and is a leading supplier of products which includes skin panels
and closure parts, structural and body components, bumpers and dashboard crossbeams, chassis,
suspension, exhaust systems, air tanks, fuel tanks, oil pan, bumpers, cowl assemblies etc.
The company has adopted various indigenous technologies delivering low cost products along with
prototyping techniques that will eventually lead to reduction in product development cycle which will
in turn lead to increasing business from Indian & Global OEMs. this company has in-house surface
treatment facilities for supplying the above components in painted condition as per Indian and Global
OEM requirements. Over the years, JBM Auto Ltd has maintained a healthy share of business for
supplying these parts across various models of leading OEMs.
This Company has been enhancing its product range to cover the entire range of OEMs in the
passenger & commercial vehicle, two & three wheeler, agricultural & construction segments.
Company focus has been to move up the value chain from stampings to welded sub-assemblies, Skin
Panels, intricate parts and other critical aggregates.

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It has further progressed to Complete Cabin Building for several commercial vehicles OEMs. The
integration level encompasses the cubing line installation to process maturation at customer and this
company is now poised to undertake a major indigenization plan of Cabin & Chassis parts for a global
commercial vehicle manufacturer which will replace the current parts imported from Europe & will
eventually export these parts to other APAC plants of the OEM. JBM Auto Ltd has technical
collaboration agreements with leading global players for various product categories, which
supplements its in-house product development capabilities and aids in adapting to OEM’s changing
technological requirements. The state of the art manufacturing plants provide an end to end solution
to the customer by virtue of which thiscompany has developed the capability of producing parts out
of high tensile material to compensate for the overall vehicle weight reduction and to meet enhanced
safety norms & aims to be a leading player in sheet metal industry. For Passenger Vehicle segment,
this company has been catering to the widest range of parts and assemblies. The portfolio in this
segment is expanded by the addition of Pedal Box assembly. It has bagged the prestigious Pedal Box
assembly business from a global major. On the export front, it has secured new business to serve the
OEMS in France, Sweden and Japan. This company is evaluating an another segment of agricultural
implements that includes Rotavator & its various variants, Potato Planter, Rice Planter and a host of
other implements.
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This Component Division Engineering team comprising of design, CAE & test team, working on
chassis, suspension & pedal box development for different customers deploying the latest design
software such as NX & Catia, CAE softwares such as Nastran & Hyperworks. R&D facility included
range of actuators (5KN, 15 KN, 25 KN, 50 KN & 100 KN) in our test facility catering the test
requirement for Chassis & pedal testing. To enhance the test lab capacity, test lab is recently expanded
& added more facilities such as, Test beds, Climatic chamber (for conducting environment test),
Abrasion tester, Salt Spray Chamber & Data Acquisition facility.
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TOOL ROOM DIVISION

The Tool Room division has its focus on innovation and it keeps on upgrading itself to interface with
all new industry requirements and technology. It manufactures tools and dies for turnkey projects.
We have added Line Building business this year along with major focus on safety critical items like
chassis & suspension systems and key aesthetical parts like skin panels. High strength steel
applications are being taken up as a key strength with new opportunities coming up for crash, safety,
light-weighting requirements of multiple OEMs where we will use materials upto 980 MPA based on
the customer requirements and product applicability. This Company has started capturing new
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avenues by actively engaging in tooling localization for customers. New capabilities with respect to
Engineering, Design and Manufacturing have been added that have resulted in improving the total
cost of ownership for our customers eventually enhancing the market size for the company. Investing
in capability and technology has reaped greater dividends for the company in terms of harnessing
new products and customers across the industry spectrum. Successful consistent
delivery of projects has enhanced the credibility immensely.
Moving up the value chain
• Becoming first choice for Import substitution of tooling for critical and high tensile parts.
• Major focus towards enhancing Die life by means of improved simulation, Robustness in design
and manufacturing.
• Significant improvement in Quality by reducing Quality loops using CAE tools and skill
upgradation initiatives.
• Successfully delivered turnkey Cabin development project thereby moving up the value chain.
• Graduating to technology sensitive domain of skin panel tooling thereby expanding the reach to
OEM in-house tooling.
• Associated with leading OEMs as feasibility partners as part of early involvement in product design
thus creating greater potential for becoming strategic tooling partner.

OEM DIVISION

OEM division of your company has taken giant strides in the areas of New Product Development and
acquisition of new customers. A stellar representation was made in the Auto Expo 2018 where your
company unveiled 3 new products and launched the 100% Electric Bus ‘ECO-LIFE’, unveiled
‘SKOOLIFE’ CNG variant which is targeted at premium schools and ‘CITYLIFE’ CNG Non-AC
variant for city bus operations. The ‘CITYLIFE’ CNG bus operation is now the lifeline of citizens
and visitors of Noida and Greater Noida, which is being operated by Noida Metro Rail Corporation
(NMRC).

Bus Manufacturing:
Having long endeavoured to empower the transportation segment in India, the company came up with
technologically superior buses customized to suit a variety of usage patterns and geographies. These
buses have revolutionized the public transportation sector in India by enhancing features and facilities
which are unique in the Indian bus segment. The bus division deals in a diverse portfolio of buses
suited across various applications like city bus, school bus and staff bus.

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 Electric Vehicles:
Expanding the product portfolio further, JBM introduced ECO-LIFE series, the ‘Make in India’ 100%
electric buses in joint venture with Solaris Bus from Europe. The company’s focus is to be a one-stop
solution provider in the Electric Vehicles segment by providing a complete ecosystem solution for E-
Mobility i.e. Electric Buses, Know-how of key aggregates like Battery, Charging Infrastructure which
can be operated in different conditions across geographies. By way of its in-house R&D centres, JBM
Auto offers entire range of activities right from design, development, engineering, prototyping,
testing and validation making it independently competent for catering to customer needs.

• Launched India’s first 100% Electric Low Floor Bus on 12 meter platform - ‘ECO-LIFE’.
• Launched ’SKOOLIFE’ CNG variant which is targeted at the Premium Schools and ‘CITYLIFE’
CNG Non-AC variant for upcoming City Bus operations.
• SKOOLIFE is currently operating in a few Premium Schools in multiple cities.
• BIZLIFE is operating for premium staff movement in South India.
• Ministry of Housing and Urban affairs, Govt. of India has conferred a special award to Noida-
Greater Noida Bus operations under NMRC during their 10th Urban Mobility Conference cum Expo.
• The UITP Global Summit of Urban Public Transportation, Montreal, Canada, conferred the India
Recognition Award for the Noida- Greater Noida bus service.
• JV with Solaris Bus & Coach working towards development of 100% electric buses on new
platforms & variants.
• The OEM Division is consistently striving towards adding capabilities and further upscaling its
R&D initiatives so as to introduce new models to cater to the market needs with faster time to market
.
• Our state-of-the-art in-house R&D Centre at Kosi was recognized by the Department of Scientific
& Industrial Research, Ministry of Science & Technology, Govt. of India. This recognition stands
valid until 31st March 2021.

1. HRM
The HR Process of the Company are being strengthened by thorough re-look for all its sub processes.
The focus has now shifted from transactional to transformational HR. HR has started functioning like
business partner now and complete restructuring from Corporate to unit level has taken place.
Automation is a focus area for building efficiency and uniform employee experience.
The units are also encouraged to develop themselves to become benchmarks in Management and
Technical areas called ‘Center of Excellence’ and share their learning with other units for Operational
Excellence. Performance Management System is key driver for growth therefore building

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Competencies and Systems is a focus area for Driving and building culture of Performance
orientation.
Employee engagement is one of the strength of your company and regular Employee engagement
surveys are conducted and actions are taken on the findings. Activities like sports, annual days,
Environment day, Special weeks on Safety, Energy Conservation and Quality, Women’s day, Yoga
Day are regular happening activities. The Company puts the necessary financial and human resources
in place so that its objectives can be met. Our Board includes Six Directors with broad and diverse
skills and viewpoints to aid the Company in advancing its strategy. In addition, promoting senior
management within the organization fuels the ambitions of the talent force to earn future leadership
roles. The employees also have free access to Human Resource and the Vigilance Department for
resolving their concerns. No employee has been denied access to the Audit Committee. The overall
satisfaction of the employees of the Company is very high. Employees continued to take charge
through collaborative approach and rigorous thinking which become possible through effective HR
policies and its religious implementation. The employees’ relations were peaceful and harmonious.

Research & Development.

R&D department has launched many initiatives for development of its People & Products such as:
• Benchmarking activity- For finding better features in terms of design, Process, Initiatives for review
mechanism of new product launch,
• Proto Facility- For validation & verification of design concepts.
Such initiatives will continue to bolster people development, deployment of technologies etc. Your
R& D has a slew of new products under development for the launch in the next two years.

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 4. ANALYSIS AND INTERPRETATION

4.1 Current Ratio

The current ratio is used to evaluate a company’s overall short – term liquidity position. It tells us whether a
company is in a position to meet its obligations.

FORMULA = CURRENT ASSETS/CURRENT LIABILITIES

Year Ratio
2019 0.91
2018 0.92
2017 0.85

4.2 Quick Ratio

Quick ratio / Liquid ratio is an indicator of a company’s short – term solvency or liquidity position. It is the
relationship between liquid assets and liabilities. An asset is said to be liquid if it can be converted into cash
within a short period without loss of value

Year Ratio
2019 0.68
2018 0.56
2017 0.53

4.3 RETURN ON EQUITY RATIO

Return on equity (ROE) is a measure of financial performance, ROE is considered a measure of how
effectively management is using a company’s assets to create profits. ROE is expressed as a percentage and
can be calculated for any company if net income and equity are both positive numbers.

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 Year Ratio
2019 18.93
2018 15.17
2017 21.00

4.4 RETURN ON TOTAL ASSETS

The ratio is considered to be an indicator of how effectively a company is using its assets to generate
earnings. EBIT is used instead of net profit to keep the metric focused on operating earnings without the
influence of tax or financing differences when compared to similar companies. The ratio is considered to
be an indicator of how effectively a company is using its assets to generate earnings. EBIT is used instead
of net profit to keep the metric focused on operating earnings without the influence of tax or financing
differences when compared to similar companies.

Year Ratio
2019 4.55
2018 4.06
2017 5.54

4.5 EARNING PER SHARE OF THE COMPANY

EPS is a financial ratio, which divides net earnings available to common shareholders by the
average outstanding shares over a certain period of time. The EPS formula indicates a company’s ability to
produce net profits for common shareholders.

Year Ratio
2019 11.99
2018 7.87
2017 9.75

The project assigned to me was Training and Development. Specialization - HR

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Definition: Training and Development
Training and Development is a subsystem of an organization which emphasize on the improvement
of the performance of individuals and groups. Training is an educational process which involves the
sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the
performance of the employees. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve.
Training is about knowing where you are in the present and after some time where will you reach
with your abilities. By training, people can learn new information, new methodology and refresh their
existing knowledge and skills. Due to this there is much improvement and adds up the effectiveness
at work. The motive behind giving the training is to create an impact that lasts beyond the end time
of the training itself and employee gets updated with the new phenomenon. Training can be offered
as skill development for individuals and groups.
Organizational Development is a process that “strives to build the capacity to achieve and sustain a
new desired state that benefits the organization or community and the world around them.”

Identify Training Needs: The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee’s actual performance and the standard
performance.
The needs assessment can be studied from two perspectives: Individual and group. The individual
training is designed to enhance the individual’s efficiency when not performing adequately. And

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whereas the group training is intended to inculcate the new changes in the employees due to a change
in the organization’s strategy.
Establish Objectives: Once the needs are identified, the objectives for which the training is to be
conducted are established. The objectives could be based on the gaps seen in the training programmes
conducted earlier and the skill sets developed by the employees.
Select Training Methods: The next step is to design the training programme in line with the set
objectives. Every training programme encompasses certain issues such as: Who are the trainees? Who
are the trainers? What methods are to be used for the training? What will be the level of training? etc.
Also, the comprehensive action plan is designed that includes the training content, material, learning
theories, instructional design, and the other training requisites.
Conduct and Deliver Training: Once the designing of the training programme is completed, the
next step is to put it into the action. The foremost decision that needs to be made is where the training
will be conducted either in-house or outside the organization.
Once it is decided, the time for the training is set along with the trainer who will be conducting the
training session. Also, the trainees are monitored continuously throughout the training programme to
see if it’s effective and is able to retain the employee’s interest.
Evaluate Performance: After the training is done, the employees are asked to give their feedback
on the training session and whether they felt useful or not. Through feedback, an organization can
determine the weak spots if any, and can rectify it in the next session.The evaluation of the training
programme is a must because companies invest huge amounts in these sessions and must know it’s
effectiveness in terms of money.
Thus, every firm follows the series of steps to design an effective training programme that serves the
purpose for which it was intended.
Relation between Training and Development
There is a relation between training and development, and there is clear difference between the two
based on goals to be achieved. Development is made to answer the training problems:

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for

executives

It is reactive process It is pro- active process

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AIM: To develop additional skills AIM: To develop the total
personality

It is short term process It is continuous process

OBJECTIVE: To meet the present OBJECTIVE: To meet the future

need of an employee need of an employee

Initiative is taken by the Initiative is taken by an individual.

management

Importance of Training and Development

For companies to keep improving, it is important for organizations to have continuous training and
development programs for their employees. Competition and the business environment keeps
changing, and hence it is critical to keep learning and pick up new skills. The importance of training
and development is as follows:
• Optimum utilization of Human resources
• Development of skills like time management, leadership, team management etc
• To increase the productivity and enhance employee motivation
• To provide the zeal of team spirit
• For improvement of organization culture
• To improve quality, safety
• To increase profitability
• Improve the morale and corporate image

Need for Training and Development

Training and development of employees is a costly activity as it requires a lot quality inputs from
trainers as well as employees. But it is essential that the company revises its goals and efficiencies
with the changing environment. Here are a few critical reasons why the company endorses training
and development sessions.
• When management thinks that there is a need to improve the performances of employees
• To set up the benchmark of improvement so far in the performance improvement effort

18
• To train about the specific job responsibility and skills like communication management, team
management etc
• To test the new methodology for increasing the productivity

Advantages of training and development

Training and development has a cost attached to it. However, since it is beneficial for companies in
the long run, they ensure employees are trained regularly. Some advantages are:
1. Helps employees develop new skills and increases their knowledge.
2. Improves efficiency and productivity of the individuals as well as the teams.
3. Proper training and development can remove bottle-necks in operations.
4. New & improved job positions can be created to make the organization leaner.
5. Keeps employees motivated and refreshes their goals, ambitions and contribution levels.

Disadvantages of training and development

Even though there are several advantages, some drawbacks of training and development are
mentioned below:
1. It is an expensive process which includes arranging the correct trainers and engaging employees
for non-revenue activities.
2. There is a risk that after the training and development session, the employee can quit the job.

Training and Development Process

Training and development is a continuous process as the skills, knowledge and quality of work needs
constant improvement. Since businesses are changing rapidly, it is critical that companies focus on
training their employees after constantly monitoring them & developing their overall personality.
Steps for training and development processes are:
1. Determine the need of training and development for individuals or teams
2. Establish specific objectives & goals which need to be achieved
3. Select the methods of training
4. Conduct and implement the programs for employees
5. Evaluate the output and performance post the training and development sessions.
6. Keep monitoring and evaluating the performances and again see if more training is required.

Planning for training

19
Like any other management functions, training also needs proper planning in order to get maximum
efficiency and effectiveness from training and development process. In fact proper planning is a
precursor for effective training. For proper implementation of training and development process, both
long term and short term training are to be planned. Planning of training is to include operational
level planning. The training is to be planned keeping in view the capabilities of the participants. It is
to be correctly conceptualized and is to be well organized. The planning of a training session includes
identification of objectives and selection of appropriate contents, materials, training strategies and
evaluation techniques. The planning of a training session must include information of prior
knowledge of trainees, format of training, focus on behavioural aspects, contents of training,
instructional procedures, and training aids etc. Learning curve is an important factor to be considered
while planning for training. It is a well known fact that learning does not take place at constant rate.
A number of factors such as the difficulty of task, and the ability of an individual to learn influence
the learning process. A learning curve (Fig 2) has three stages. Stage I is rapid initial learning stage,
stage II is the tapering of the learning stage while the stage III is the fluctuating learning stage.

Fig 2 A typical learning curve

A properly designed and planned training process can create the potential for a virtuous learning circle
which is shown in Fig

20
 Fig 3 Virtuous learning circle

Principles of development of a training programme

The following principles are important for the development of a training programme.
• The person to be trained must have motivation to learn
• The training material must be meaningful and should relate to the purpose of the training programme.
• Training should provide variety to prevent boredom and fatigue.
• Since human beings tend to forget what they learn within the first 48 hours, it is necessary that the
employees should start practicing the new things which they learn in a training programme.
• Training material is to be well organized and should not only be properly presented but should also
be made available to the trainees.
• For a trainee to absorb the new learnings effectively, it is advisable that training programme is divided
into short sessions spread over long time instead long sessions held in short time.
• Getting a feedback on training from the trainees helps in improvement in the training programme.
METHODS OF TRAINING: -

The most widely used methods of training used by organizations are classified into two categories:
On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING is given at the work place by superior in relatively short period of time.
This type of training is cheaper & less time-consuming. This training can be imparted by basically
four methods: -

Coaching is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job

21
instructions. The superior points out the mistakes & gives suggestions for improvement.

Job Rotation: - In this method, the trainees move from one job to another, so that he/she should be
able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end
& front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to
perform any type of job.

OFF THE JOB TRAINING: - is given outside the actual work place.

Lectures/Conferences:- This approach is well adapted to convey specific information, rules,

procedures or methods. This method is useful, where the information is to be shared among a large
number of trainees. The cost per trainee is low in this method.

Films: - can provide information & explicitly demonstrate skills that are not easily presented by other
techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify &
amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the trainee in an artificial
environment that closely mirrors actual working conditions can be considered a Simulation.
Simulation activities include case experiences, experiential exercises, vestibule training, management
games & role-play.
Cases: - present an in depth description of a particular problem an employee might encounter on the
job. The employee attempts to find and analyze the problem, evaluate alternative courses of action &
decide what course of action would be most satisfactory.
Experiential Exercises: - are usually short, structured learning experiences where individuals learn
by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an
experiential exercise could be used to create a conflict situation where employees have to experience
a conflict personally & work out its solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be using, but the training
is conducted away from the actual work floor. While expensive, Vestibule training allows employees
to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem
of transferring learning to the job.

Role Play: - Its just like acting out a given role as in a stage play. In this method of training, the
trainees are required to enact defined roles on the basis of oral or written description of a particular

22
situation.

Management Games: - The game is devised on a model of a business situation. The trainees are
divided into groups who represent the management of competing companies. They make decisions
just like these are made in real-life situations. Decisions made by the groups are evaluated & the
likely implications of the decisions are fed back to the groups. The game goes on in several rounds
to take the time dimension into account.

In-Basket Exercise: - Also known as In-tray method of training. The trainee is presented with a pack
of papers & files in a tray containing administrative problems & is asked to take decisions on these
problems & are asked to take decisions on these within a stipulated time. The decisions taken by the
trainees are compared with one another. The trainees are provided feedback on their performance.

Training Process in JBM

• Training
TNIs Need
identification

Training
Calendar

Monthly
Schedule

Communication

Format 1
Attendance
Sheet

Format 2
Pretest/Post
Test

Format 3
Training
Feedback

Evaluation

Explanation

First the needs are identified by HODs by Competency Mapping. This is the first step Training Needs
Identification. Then Training Calendar is made to tell that which training is to be done by which
individual. Batches are made with respect t the individual. Then these batches are allotted to them,
Monthly Schedule is prepared. Each Month should not have more than 5 Trainings and each week
should not have more than 2 training and each training should be kept with a gap of minimum 2 days

23
because trainers don’t agree to come to train back to back. So, schedule s is prepared with patience
minimizing the scope of errors. Then HR communicates with the emplyees who have an upcoming
traning. Communication is done through Mails(mostly) and sometimes calls. Training
Usually is for 3 hours. Timings are mostly after lunch break for eg. 2:00 pm to 5:00 pm. Then
attendance sheet is made for all the trainings in the following and upcomimg month. Every employee
is given a pre test and post-test asking about the expectations and knowledge they have about the
training. Feedback is taken from the employees. Then Evaluation is done through pre and post test.
Traning Effectiveness is measured by 2 forms
a) The form which is to be filled by particpants 2-3 months after the training
b) The form which is to be filled by the Supervisor 2-3 months after the training
c)
As an Intern, Mr sumit gave me the responsibility of handling the Training process. I followed all
instructions he gave me. I made the TNIs, Training Calendar, Monthly Schedule for the company.
It was a huge deal to me as my work will be used in the company for the coming months. It was
My privilege to work in this organization and contribute to the company. I thank Sumit sir and
Achintya Sir for always believing in me and proving me this opportunity.

24
5. SWOT ANALYSIS

25
6. Suggestion
 A more structured approach to HR policies are required to be undertaken in order to meet the
industry standards. For eg. The incremental growth should be more clear and visible to the
employees to keep them motivated throughout their career path.
 More scientific approach needs to be inculcated while taking Managerial Decision like Better
Payment Structure.
 Training And Development should be planned keeping in mind Employee’s career growth and
his/her overall development.
 To open up a Canteen so that Employees can have variety in food.
 To create a noiseless environment for employees by installing sound absorbing materials, having
ear protection.

26
 7. CONCLUSION
Interning at Jay Bharat Maruti Ltd. Was an experience worth witnessing, I did not have any knowledge
About an Automobile Industry. I got to learn a lot not just about the Industry but also about HR and how it
works in Corporate World. The company should focus on its HR policies and should use the latest machines
in order reduce the per unit cost making the company more efficient and effective. JBM has great Tie-ups
with top Automobile Companies like Bajaj Auto, Nissan, maruti. They should focus more on the process
of Training and Development.

27
ANNEXURE
LOGO

28
29
 BBA - Internship Joining Report
<To be sent within one or two days of reporting for internship training)

Date: 23rd Arpil'19

Particulars Details
Student Name Deepank Khanduja

Registration Number 1720111

Company Name Jay Bharat Maruti Ltd.

Annual Turn Over (Last Year) 1632.88

Employee Strength 20000

Internship Start Date 22nd April'19

Internship End Date (Tentative) 2nd June'19

Person Met on the first day for Sumit Kumar
reporting to Internship
Discuss with HR or your <
internship guide in the company
to understand the working of
the following departments:

30
 1. HR
2. Production
3. Finance
4. Marketing
5. MIS
6. CSR
7. Others

BBA - Internship Weekly Report

Weekly Report Number: 1

Date: 27/04/19

Name: Deepank Khanduja Reg No: 1720111

Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)

31
1 HR Mr Sumit. How this department functions in this
plant(Neel Auto Pvt. Ltd. HR DEPARTMENT is very
important. They have to collect data of the attendance
of the employees.
2 Production Neel Auto Private Limited ( the plant I am working in)
manufactures and supplies automotive components for two-
wheelers. It offers sheet metal components such as fuel
tanks, frames and chassis parts for two-wheeler
manufacturers. The company deals in automotive parts,
motorcycle parts and agricultural machine parts.
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch
7 Purchase
8 MIS
9 CSR Team
10 Others

Weekly Report Number: 2

Date: 06/05/19

Name: Deepank Khanduja Reg No: 1720111

Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)
1 HR Mr Sumit.

32
 Points Discussed
-Salary Breakup
-Minimum Wages in Harayana
-Salary Elements (Leaves , Attendance)
-Training and Development (2nd Stage)
-Organisation Chart of the Head Office
-General Administration
-Maternity Leave for 6 months
-Software Used in Hr (SAP)
-Types of Letters
-Roles of HR
-Neel Auto merged and named as Neel Metal Pvt. Ltd.
2 Production
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch
7 Purchase
8 MIS
9 CSR Team
10 Others

Learning & Highlights of the week:

Salary breakup , Organisation Chart , General Administration etc.

33
Weekly Report Number: 3

Date: 11/05/19

Name: Deepank Khanduja Reg No: 1720111

Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)
1 HR Mr Sumit and Mr Achintya
Points Discussed
-Training Need Identification (TNIs)
- Training Calendar
- Monthly Schedule
- Responsibilities Of HR
-5S Training (Seiri , Seitan , Seiso , Seiketsu , Shitsuke)
- Focus of 5S
-Results of 5S
- Re-arranging personal files in order , Files of existing
employees and employees who left of Neel Metal
plant( plant I m working in) , Employees of N2 Mufflar
and N7 Plant.

2 Production
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch

34
 7 Purchase
8 MIS
9 CSR Team
10 Others

Learning & Highlights of the week:

5S Training , Training Process.

Weekly Report Number: 4

Date: 21/05/19

Name: Deepank Khanduja Reg No: 1720111

Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)
1 HR Mr Sumit
Points Discussed
-Star link software
-The version of the software

35
 -Joining Checklist
-Process of joining
-Induction( Joinee form)
-Mandatory Enclosures
-Mandatory Activities of an Hr (Issue of Acceptance
letter, Identity Card, opening his/her salary account,
making his new personal file etc)
-Off cycle Reimbursement

2 Production
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch
7 Purchase
8 MIS
9 CSR Team
10 Others

Learning & Highlights of the week:

Joining Checklist.

Weekly Report Number: 5

Date: 27/05/19

Name: Deepank Khanduja Reg No: 1720111

Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

36
Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)
1 HR Mr Sumit
Points Discussed
-Professional Training
- On the job training
-Calculation of Leaves
- The Cost of training
- The Perks of having an External Trainer

2 Production
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch
7 Purchase
8 MIS
9 CSR Team
10 Others

Learning & Highlights of the week:

Training , Calculation of Leaves

Weekly Report Number: 6

Date: 02/06/19

37
Name: Deepank Khanduja Reg No: 1720111
Company: Jay Bharat Maruti Ltd. Internship Duration : 22/04/19 to
02/06/19

Activity Report

Sl. No Department Activity Details

(Persons met, Points discussed)
1 HR Mr Sumit
Points Discussed
-Competency Marking
- Finding Gaps
- Training and Development of this month
- Attendance Sheet
- Methods of Communication in training
- External Trainer fees and requirements

2 Production
3 Finance
4 Marketing
5 Administration
6 Logistics/Dispatch
7 Purchase
8 MIS
9 CSR Team
10 Others

Learning & Highlights of the week:

Competency Mapping

38
 REFERENCES

References
https://www.moneycontrol.com/financials/jbmauto/ratiosVI/JBM03#JBM03

http://www.jbmgroup.com/

http://www.jbmgroup.com/pdf/JBM-Auto-Ltd/Financial/Annual-Reports/JBMA%20Annual%20Report%202017-
2018.pdf

http://www.jbmgroup.com/pdf/JBM-Auto-Ltd/Financial/Annual-Reports/2016-17_Annual_Report.pdf

http://www.jbmgroup.com/pdf/JBM-Auto-Ltd/Financial/Annual-Reports/JBM-Auto-AR-15-16.pdf

https://economictimes.indiatimes.com/jbm-auto-ltd/balancesheet/companyid-14081.cms

https://www.financialexpress.com/market/stock-market/jbm-auto-ltd-stock-price/financials-ratios/

https://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapid=37562431

https://jobbuzz.timesjobs.com/company/jbm-group-neel-metal-products-ltd?compids=43726

39
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