Presentation on Industrial Training

Study on perception of employees regarding the training and development programmes Conducted at JUBILANT ORGANOSYS Ltd. Gajraula.

Presented By Kavita Rani MBA-2C

Jubilant Group Profile

Food & Retail

Pharmaceuticals Life Sciences & Healthcare

Jubilant Food Works Dominos Jubilant Organosys

Jubilant Retail TOTAL

Dominos the largest Pizza Chain with 274 stores in India covering 54cities
Total Hypermarkets: Largest retailer in Bangalore with 4 hypermarket cum malls

JUBILANT

E2

Oil & Gas Exploratory drilling in 4 blocks

Jubilant Energy

Jubilant ENPRO

Services Aerospace Bell Helicopters Automobile Audi

Our Vision

Journey So Far .
2008 2007

2005

2004

2001

2000

1978

Incorporate d as Vam Organic Chemicals Ltd.

Enters the Bio / chemo informatics arena by setting up Jubilant

Biosys

New corporate identity: Jubilant Organosys Ltd

Enters the medicinal chemistry arena by setting up Jubilant Chemsys

Enters Clinsys Clinical Research business by setting up Jubilant Clinsys

Acquires Hollister Stier Laboratori es in USA

Acquires DRAXIS Specialty Pharmaceu tical Inc. Canada

Our Values

We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork.

We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our customers.

By sharing our knowledge and learning from each other and and from the markets we serve, we will continue to surprise our customers with innovative solutions.

With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services.

Global Manufacturing
11 MANUFACTURING LOCATIONS

India
(8 Locations)

North America
(3 Locations)

Gajraula, Uttar Pradesh, India Nanjangud, Karnataka, India Roorkee, Uttarakhand, India Samlaya, Gujarat, India

Kirkland, Quebec, Canada Salisbury, Maryland, USA Spokane, Washington, USA

Nira, Maharashtra, India Ambarnath, Maharashtra, India Chittorgarh, Rajasthan, India

Global Footprint
India
Global Headquarters: Noida, India R&D Centre Noida World class Discovery Centre Bangalore 8 World class Manufacturing Locations

North America

USA
Generic Formulations- Salisbury
CMO---Sterile Injectables and non sterile-Ointments, creams, liquids Jubilant Organosys (USA)

Europe
Belgium Dosage form development Supply of medical products

Clinsys Clinical Research

China
Shanghai Marketing office Intermediates for life sciences Industry Sourcing hub for Raw materials

Canada
CMO---Sterile Injectables and non sterile products Specialty Pharma: Radiopharma

Proprietary Products & Exclusive Synthesis : Assets at Work

Facility Gajraula, (near Delhi), India
Largest integrated pyridine & its derivatives facility in the world Zero discharge, ISO 18001, ISO 9001 certified facility & cGMP compliant

SWOT analysis of JOL Gajraula

Globally No. 1 in Pyridine and its derivatives. Strength
Strong customer relationships.

Strength

Strength

Presence across the value chain.

Weakness

Safety of Production plant against accidents.

Source of Air pollution

Weakness

 Expansion of Business to unexplored areas of U.S.A, Europe, China & other locations worldwide. Opportunity

Opportunity

Outsourcing drug discovery services to Life Sciences Industry.

 Competitors.
Threat

Government policies.

Threat

Ratio Analysis
Current Ratio = Current assets Current Liabilities
2008 2009

Particulars Total current assets Total current liabilities Current ratios

2007

875.49
388.90 2.25

1094.99
396.22 2.76

1508.62
597.55 2.52

 Quick Ratio=

Quick assets Current Liabilities

Particulars
Quick assets Total current liabilities Quick ratio

2007 564.02
388.90

2008 773.43
396.22

2009 1175.19 597.55

1.45

1.95

1.96

A.L.R=

Absolute Liquid Assets Current Liabilities

2007 13.04 388.90 0.033 2008 7.67 396.22 0.019 2009 9.56 597.55 0.016

Particulars Absolute liquid assets Total current liabilities Absolute liquid ratio

 Debt-Equity Ratio = Long term debt Shareholders fund

Type of Ratio 2007 2008 2009

Debt Equity Ratio

1.66

1.21

1.89

 Inventory turnover ratio =

Cost of goods sold Average Inventory

2008 6.68 54.64 2009 7.79 46.85

Type of Ratio Inventory Turnover Ratio Inventory holding period

2007 5.87 62.18

Debtors Turnover Ratio= Net credit Annual sales Average Trade debtors
Type of Ratio Debtors Turnover Ratio Debtors collection period 2007 6.50 56.15 2008 6.52 55.98 2009 7.14 51.12

Creditors turnover ratio = Net credit annual purchase Average trade creditors
Type of Ratio Creditors Turnover Ratio Creditors collection period 2007 2008 2009

7.26
50.27

6.78
53.83

6.02
60.63

 Gross Profit Ratio =

G.P *100 Net Sales

2008 2009

Type of Ratio

2007

Gross profit

17.98

19.09

18.95

ratio(%)

 Net Profit Ratio = N.P *100 Net sales

Type of Ratio 2007 2008 2009

Net profit ratio 14.11

19.69

10.60

(%)

Trend Analysis
Trend analysis of Revenue

Trend of Net Profit

Trend of Earning per Share

Introduction to the Project

Introduction to the Project

FOCUS AREAS EXECUTIVES & WORKERS

EXECUTIVES Presentation Skills WORKERS Productivity & Personality Development

Communication Skills
Supply Chain Management Time Management Creating a Motivational Climate in the Organization

Positive Thinking & Culture Building

Work Ethics & New Culture in Industry Employees Role in Current Business Scenario World Class Manufacturing

% Breakup of Training Programmes

Core Function 7% Induction 8% Safety 14% Quality 52% Behavior 19%

Quality Behavior Safety Induction Core Function

Need of Study
According to the training schedule Target of 4000 Mandays per year. 1 Manday = 8 hrs of training 4000 Mandays = 32000 hrs of training per year = 333 Mandays per month

Mandays achieved in last three months at JOL Gajraula.

Title

Study on perception of employees regarding the training and development programmes conducted at JUBILANT ORGANOSYS Ltd. Gajraula.

Objectives
To study the awareness and satisfaction level of employees regarding different training & development programmes. To study the participation level of employees in the training & development programmes. To identify the different problems faced by employees regarding the training & development programmes.

Research Methodology
Research Design

Descriptive

Data collection

Primary Secondary
All employees currently working in Jubilant Organosys Ltd worldwide.

Universe

 All employees currently working in Jubilant Organosys Ltd. Gajraula. Populatio

n

Every single employee currently working at JOL Sampling Gajraula.

Unit

Detailed list of all employees of JOL Gajraula(only from six departments namely Q.C, Q.A, R&D, Sampling Administration, Accounts, Purchase). Frame

 50
Sample Size

Sampling Technique

Convenience of time, availability of employees.

Limitations of study
Companys restrictive policies.
Quality of information is highly dependent on the knowledge and mindset of the respondents. Research is based on only internal information available.

Data Analysis & Interpretation

Awareness regarding training & development programmes. (N= 50, n=50) Figure 4.1
Aware ne ss re garding Traning Programs

NO 0%

YES NO

YES 100%

Source of information regarding details of training & development programmes (N= 50, n=67)
Figure 4.2
Sources Of information
37.31%

40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00%

34.30% 26.80%

Percentage 1.49% E-mail Notices 34.30% Personal calls 1.49% All of the above 26.80%

Percentage

37.31%

Frequency of conducting training and development programmes. (N=50, n= 50)

Figure 4.3

Frequency of attending training and development programmes ( N=50, n=50)

Figure 4.4

Interaction of trainees with trainer during training sessions (N=50, n=50)

Figure 4.5
Trainees freely interact with trainer
70% 60% 50% 40% 30% 20% 10% 0% 4% 6% 0% 24% Percentage 66%

Strongly Disagree(- Strongly Agree(+1) Neutral(0) agree(+2) 1) disagree(24% 66% 4% 6% 0%

Percentage

Mean Value(1.08)

Interaction Of Trainees
1.2 1

1.08

0.8 0.6 0.4 Series1

0.2 0 1

Reasons for not attending the training & development programmes. (N=41, n= 47)
Figure 4.6
Reasons for not attending T & D Programmes
50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 2.12% 12.76% 6.38% 12.76% 21.27% Percentage 44.68%

Irrelevant topics

Inappropriate timing

Outdated training methods

Recommendations

Dissatisfaction from previous sessions

Lack of infrastructure

Reasons which create a negative impact during training sessions.( N=45, n= 51)
Figure 4.7
Reasons creating a negative impact
60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Communication Gap No Practical exposure Languaga Problem Trainers attitude Training Venue 19.60% 5.88% 0% 25.49% Percentage 49%

Satisfaction level of employees. (N=50, n=50)

Figure 4.8
Satisfaction level of Employees
80% 70% 60% 50% 40% 30% 20% 10% 0% 8% Highly satisfied 8% 8% 6% 0% Satisfied 78% neutral 8% Dissatisfied 6% Highly dissatisfied 0% Percentage 78%

Percentage

Mean Value (0.88)

Satisfaction level
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 1 Series1 0.88

Figure 4.9.1

Importance of location in deciding the effectiveness of training programmes. (N= 50, n=50)
Importance of location
34% 26% 20% 12% 8% Percentage

35% 30% 25% 20% 15% 10% 5% 0% Percentage 1(Least Imp) 8% 2(Less Imp) 12%

3(Neutral) 34%

4 (Imp) 20%

5(Most Imp) 26%

Importance of training techniques in deciding effectiveness of training programmes. (N=50, n=50)

Figure 4.9.2
Importance of Training techniques
50% 40% 30% 20% 10% 0% 0% 1(Least Imp) 0% 2(Less Imp) 4% 3(Neutral) 16% 4 (Imp) 34% 5(Most Imp) 46% 4% 16% Percentage 34% 46%

Percentage

Importance of practical exposure. (N=50, n=50)

Figure 4.9.3
Importance of Practical exposure
50% 50% 40% 32% 30% 20% 10% 2% 0% 1(Least Imp) 2% 2% 2(Less Imp) 2% 3(Neutral) 14% 4 (Imp) 32% 5(Most Imp) 50% 14% Percentage

Percentage

Importance of Areas covered. (N=50, n=50)

Figure 4.9.4
Importance of areas covered
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 2% 1(Least Imp) 2% 24% Percentage 42% 32%

0% 2(Less Imp) 0% 3(Neutral) 24% 4 (Imp) 42% 5(Most Imp) 32%

Percentage

Importance of Trainers skills. (N=50, n=50)

Figure 4.9.5
Importance of Trainers Skills
80% 70% 60% 50% 40% 30% 20% 10% 0% 1(Least Imp) 0% 2(Less Imp) 0% 3(Neutral) 2% 4 (Imp) 24% 5(Most Imp) 74% Percentage

Percentage

Relative Importance of factors in deciding the effectiveness of Training programmes.

Factors deciding effectiveness of training programmes Location(Inhouse/Outho use) Training techniques
Practical exposure Areas covered Trainers Skills

Mean Value

Rank

3.44 4.22 4.26 4.02 4.72

1(least Imp) 3 4 2 5(Most Imp)

Relative Importance of factors in deciding the effectiveness of Training programmes.

Result & Findings

Most of the employees receive information regarding T& D programmes through E-mails & notices but very less of them receive personal calls. The frequency of conducting T&D programmes is quite variable but for majority of employees it is once in 90 days. Four employees( Purchase department) responded that the frequency of conducting T & D programmes is once in 6 months.

Contd.
Inappropriate timings and recommendations by colleagues were the two main reasons for not attending T&D programmes.
Lack of practical exposure during training sessions has created a negative impact on employees.

Contd.
Most of the employees are satisfied with T&D programmes being conducted at JOL.

Many times the HODs didnt allowed the employees to attend training programmes as there was no staff present in reserve to continue with the operations in the plant.

Suggestions
To cover all the employees in training programmes as some of the employees complained that , they are very rarely called for training sessions. There should be manpower available in reserve to handle the plant if any employees goes for a training programme.

The training programmes must be more practically oriented.

Contd.
More training programmes must be conducted annually. Trainees must be informed well in advance so that they can make arrangements for their appointments or work in the plant or office. Planned training schedule must be made, and the same must be forwarded to all the employees.

Conclusion
The employees are quite satisfied with the training & development programmes conducted at JOL. More training programmes must be conducted, and efforts must be made to have maximum participation. There should be training programmes for all without any preference for anybody on any grounds.

Any Questions ?? Questions