study paper by dimple
TRANSCRIPT
Training and Development
A
STUDY ON
TRAINING AND DEVELOPMENT
AT
INDIAN FARMERS FERTILISER COOPERATIVE LIMITED
(IFFCO)
PROJECT REPORT
SUBMITTED FOR THEAWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION(Human Resource)
Sikkim Manipal UniversitySESSION: 2008-2010
Under the guidance ofMr. BD Khatreja
IFFCO
SUBMITTED BY:Ms. Dimple Agrawal
1
Training and Development
Enrolment No: 510810960
ACKNOWLEDGEMENT
I take this opportunity to express our profound sense of gratitude and respect
to all those who helped me throughout the duration of this project. I feel
privileged to offer our sincere thanks and deep sense of gratitude to Mr. BD
Khatreja (IFFCO) for expressing his confidence in me by letting me work
on a project of this magnitude and providing his support, help &
encouragement in completing this project.
I would also like to thank Mr. Naresh Kaushik of Training Department.
I would like to thank all the other persons who directly or indirectly helped
me in completion of my report and provided me with correct and valuable
guidance during the course of study. Last but not the least, I shall remain
indebted to Almighty God for his blessings on me during my project period.
Dimple Agrawal
4th Semester, MBA
Sikkim Manipal University
2
Training and Development
CANDIDATE’S DECLARATIONCANDIDATE’S DECLARATION
I, Dimple Agrawal, hereby declare that the project entitled “Training
and Development” which is being submitted in the fulfillment of the
requirements for the award of degree of MASTER OF BUSINESS
ADMINISTRATION from the Sikkim Manipal University, is carried
out by me purely with my own efforts solely meant for this Project under
the guidance of Mr. BD Khatreja (HR HEAD, IFFCO New Delhi).
Dimple Agrawal
4th Semester, MBA
Sikkim Manipal University
3
Training and Development
INDEX
1. Objectives and Scope of Study-----------------------------------------
2. IFFCO Organization1. Introduction----------------------------------------------------
2. Company History---------------------------------------------
3. Cumulative Achievements-----------------------------------
4. IFFCO Plants---------------------------------------------------
5. Highlights of 2008-09----------------------------------------
6. Joint Ventures-------------------------------------------------
7. Diversification-------------------------------------------------
8. Awards and Achievements-----------------------------------
9. Products and Plants--------------------------------------------
10.Mission / Vision-----------------------------------------------
11.Research and Development----------------------------------
12.Marketing Channel of IFFCO--------------------------------
13.Finance-----------------------------------------------------------
3. Research and Study Topic
1. Training and Development in IFFCO-----------------------------
4. Conclusion--------------------------------------------------------------------
5. Bibliography------------------------------------------------------------------
4
Training and Development
5
Training and Development
OBJECTIVES AND SCOPE OF STUDY
OBJECTIVE OF STUDY:
To study of the organizational structure of IFFCO.
To make a study on the training& development in IFFCO.
To familiarize with the training & development procedure in IFFCO.
SCOPE OF STUDY :
To familiarize with the industrial scenario.
PERIOD OF STUDY:
Six-Eight weeks.
RESEARCH METHODOLOGY
The various methods by which information was collected are:
Primary data : by conducting a series of personal interviews to the necessary information.
Secondary data : by referring to various documents and feedback forms.
The report research was based on the following secondary data:6
Training and Development
1. BOOKS.
2. MAGZINES.
3. JOURNALS.
4. INTERNET SITES.
5. BUSINESS MAGZINES.
6. RESEARCH FROM LIBRARY.
LIMITATION
Time was the only limiting factor.
7
Training and Development
INTRODUCTION
8
Training and Development
IFFCO was born as a response to the clarion call of the Green Revolution, a
partnership approach between the government and the farming community
to unleash the power of then cooperative spirit. Today as the unchallenged
leader in fertilizer production and as world’s largest fertilizer cooperative,
IFFCO continues to drive growth for the nation’s mainstay- agriculture.
With exceptionally strong financial muscle, great marketing network and its
production in full stream, the company has set path-breaking records.
Expanding in spectrum, both in terms of quantity and variety, tapping
opportunities beyond the country’s shores, infusing the time tested skills of
Indian farmers with regular knowledge and technology inductions. As India
rapidly transforms into a vibrant new age economy, what is absolutely clear
is that agriculture shall still continue to be a vital livelihood provider for the
nation’s majority. The real challenge is to diminish the gap between
technology and human efforts. Rest assured, IFFCO shall continue to lead
from the front, harnessing the forces of change to benefit the sector. IFFCO
has constantly endeavored to contribute for enhancing the competitiveness
of Indian agriculture by helping farmers in significantly improving crop
quality and productivity. IFFCO is currently engaged in imparting a
revolutionary dimension to its rural partnership by leveraging information
technology to elevate the Indian farmers to a new order of empowerment.
IFFCO aspires to transforms the fundamentals of farmer’s economics in
India.
9
Training and Development
In the absence of competitiveness it can threaten rural employment.
Fertilizers by themselves cannot create a harvest or improve agricultural
productivity IFFCO believes not only in just selling bags of fertilizers but
offering a package of agricultural practices with complete solution for the
benefits of farmers. IFFCO is getting stronger every year through a dynamic
relationship, which has been developed between the farmers and technology.
IFFCO has always led from the front and it will continue to show its
dominance in the agriculture and fertilizer industry.
ORIGIN OF IFFCO
10
Training and Development
Till mid sixties cooperatives in India had no production facility
despite marketing nearly 70% of fertilizers.
IFFCO was established as the farmers’ own initiative in Cooperative
Sector on 3rd Nov.’67 with the proposed plants at Kalol & Kandla.
With the enactment of Multi State Co-operative Societies Act 2002,
the Society is deemed to be registered as a Multi State Co-operative
Society. The Society is fully owned by Cooperatives.
COMPANY HISYORY
11
Training and Development
Indian Farmers Fertilizer Cooperative Limited (IFFCO) was set up at the
initiative of the farmers. It soon emerged as a role model for cooperatives.
IFFCO is registered under the Multi-State Cooperative Societies Act 1984,
which was amended in 2002. Membership has grown from modest 57
societies to around 40,000 societies. The initial equity capital of Rs. 6 lakhs
has increased to a paid-up capital of around Rs. 426 crores.
A pioneer in this field, IFFCO’s growth reflects its belief in the strength of
the farmer. Several prestigious awards stand testimony to the fact that
IFFCO is driven by its values and dedication of its people. This is an
organization that believes in fair play and has always followed transparent
and professional practices in corporate governance.
IFFCO IN BRIEF
12
Training and Development
• Largest producer of fertilizers in the country
• No. of Plant Locations : Five
• Installed Annual Capacity (‘000 MT)
UREA - 4242.2
NPK/DAP - 4335.4
TOTAL ‘N’ - 2628.2
TOTAL ‘P2O5’ - 1712.8
Only Fertilizer Institution in the country to produce 71.68 lakh MT
and sell 112.58 lakh MT of fertilizers during 2008-2009.
Contributed about 21.4% to the total ‘N’ and 27% to the total “P2O5”
produced in the country during the year 2008-09.
Fertilizers marketed through more than 39824 Cooperative Societies,
158 Farmers Service Centers.
Service to the Farmers through a variety of programmes.
GROWTH IN MEMBER COOPERATIVE SOCIETIES
13
Training and Development
14
CUMULATIVE ACHIEVEMENTSAS ON 31st MAR 2009
Training and Development
IFFCO’S PLANTS
15
FERTILISER PRODUCTION 1109.03 Lakh MT
FERTILISER SALE 1238.58 Lakh MT
TURNOVER Rs. 1,24,938 Crore PROFIT BEFORE TAX Rs. 6,887 Crore
PROFIT AFTER TAX Rs. 5,354 Crore
CONTRIBUTION TO Rs. 6,605 CroreEXCHEQUER
Training and Development
Today Iffco has fertilizer-manufacturing facilities at five locations in the
country. These Fertilizer Plants are examples of State-of-Art technology
adopted by the organization and are amongst the best-managed fertilizer
plants in the world.
KANDLA UNIT
16
YEAR OF COMMISSIONING : 1975
INVESTMENT : Rs. 71.23 Crore
YEAR OF EXPANSION: 1997
INVESTMENT: Rs. 149.70 Crore
PRODUCT CAPACITY TECHNOLOGY
TPD TPA
AMMONIA 1100 3,63,000 M.W. KELLOG & HTAS
UREA 1650 5,44,500 STAMICARBON and H & G
‘N’ 759 2,50,470
KALOL UNIT
YEAR OF COMMISSIONING : 1975
INVESTMENT : Rs. 24.26 Crore
YEAR OF FIRST EXPANSION: 1981
INVESTMENT : Rs. 28.60 Crore
YEAR OF SECOND EXPANSION: 1999
INVESTMENT : Rs. 205.30 Crore
PRODUCT CAPACITY TECHNOLOGY
TPA
‘ P2O5’ 9,10,000 FOUR STREAMS (A,B,C & D) BASED ON
TVA SLURRY GRANULATION PROCESS.
TWO STREAMS (E & F) BASED ON AZF
PIPE REACTOR TECHNOLOGY.
‘N’ 3,51,540
Training and Development
17
INVESTMENT : Rs. 2237 Crore
PRODUCT CAPACITY TECHNOLOGY
TPA
PHOS. ACID 8,75,000 JACOBS ENG.
SULPHURIC ACID 23,10,000 LURGI GmbH
P2O5 (Fert. Grades) 8,02,800 JACOBS ENG.
N 3,25,200
POWER 2 x 55 MW
YEAR OF COMMISSIONING: 1981
INVESTMENT : Rs. 205.2 Crore Phulpur - I
YEAR OF EXPANSION : 1997
INVESTMENT : Rs.1190 Crore Phulpur – II
YEAR OF DEBOTTLENECKING: 2008
INVESTMENT: Rs.185.3 Crore
PRODUCT CAPACITY TECHNOLOGY
TPD TPA
AMMONIA 2955 9,75,150 KELLOG & HTAS UREA 5145 16,97,850 SNAMPROGETTI
‘N’ 2367 7,81,011
PARADEEP UNIT
PHULPUR UNIT
Training and Development
18
AONLA UNIT
YEAR OF COMMISSIONING : 1988 INVESTMENT : Rs. 651.6 Crore AONLA- I
YEAR OF EXPANSION : 1996 INVESTMENT : Rs. 954.7 Crore AONLA- II
YEAR OF DEBOTTLENECKING: 2008 INVESTMENT : Rs.149.2 Crore
PRODUCT CAPACITY TECHNOLOGY TPD TPA AMMONIA 3480 11,48,400 HALDOR TOPSOE UREA 6060 19,99,800 SNAMPROGETTI ‘N’ 2788 9,19,908
HIGHLIGHTS OF 2008-09
Training and Development
19
Production of Fertilisers 71.68 lakh MT. (Previous Best 70.12 lakh MT in 2006-07)
Highest Production of Urea 40.68 lakh MT (Previous Best 39.63 lakh MT in 2007-08)
Production of NPK/DAP/NP/MAP 31.00 lakh MT (Previous Best 32.26 lakh MT in 2006-07)
Highest Sales of Fertilizers 112.58 lakh MT (Previous Best 93.24 lakh MT in 2007-08)
Highest Sales of Urea 58.69 lakh MT (Previous Best 54.29 lakh MT in 2005-06)
Highest Sales of NPK/DAP/NP/MOP 53.89 lakh MT
Profit Before Tax Rs.441.95 Crore. (Best Rs. 807.09 crore in 2002-03)
Profit After Tax Rs.360.01 Crore. (Best Rs. 557.21 crore in 2002-03)
Highest Sales Turnover Rs.32933 Crore. (Previous Best Rs. 12163 crore in 2007-08)
Plant Productivity 1376 MT/Employee (Previous Best 1669 MT/Employee in 2005-06)
Highest Marketing Productivity 7397 MT/Employee (Previous Best 6158 MT/Employee in 2007-08)
Composite Energy Consumption 5.941 Gcal/MT of Urea (Lowest 5.907Gcal/ MT in 2007-08)
INVESTMENTS OUTSIDE IFFCO
Training and Development
Oman India Fertiliser Company (OMIFCO)
20
IFFCO Kisan SEZ Ltd.
Project Cost : Rs. 2400 Crore
IFFCO Equity : Rs. 0.25 Crore
Activity : Setting up Multi product “IFFCO Kisan
SEZ” at Nellore (AP)
Indian Potash Ltd (IPL)
IFFCO’s Equity: Rs. 2.68 Crore
Percentage of Equity held: 34%
Activity: Marketing of Potash
and Imported Fertilizers
Industries Chimiques du Senegal (ICS) I & II
IFFCO’s Equity: Rs. 80.37 Crore
Percentage of Equity held: 18.54 %
Plant Site : Darou, Senegal
Products : Rock Phosphate, Phosphoric
Acid and NPK Fertilizers
IFFCO - TOKIO General Insurance Company Ltd. (ITGI)
IFFCO’s Investment : Rs. 303.78 Crore
Percentage of Equity held : 72.64%
Activity : General Insurance
Training and Development
IFFCO’s Equity : Rs. 329.08 Crore Percentage of Equity held : 25% Plant Site: Sur, Oman Products: Ammonia, Urea
IFFCO Chhattisgarh Power Ltd
Project Cost (Estimated) : Rs. 7500 Crore
IFFCO’s Paid up Equity : Rs. 44.40 Crore
Debt : Equity Ratio : 70 : 30
IFFCO Equity : 74%
Activity : Power Generation (1320 MW)
21
National Commodity and Derivative Exchange (NCDEX)
Paid up share capital : Rs. 30 Crore
IFFCO’s Equity : Rs. 3.60 Crore
Percentage of Equity held : 12%
Redeemable Preference Shares : Rs. 10 Crore
Activity : On Line Trading in commodity futures
National Collateral Management Services Ltd. (NCMSL)
IFFCO’s Equity : Rs. 4 Crore
Percentage of Equity held : 13.56%
Activity : Collateral Risk Management Services
Training and Development
LEGEND INTERNATIONAL HOLDING AUSTRALIA
PERCENTAGE EQUITY HELD BY KIT : 11%
ACTIVITY: Mining of rock phosphate
22
Kisan International Trading FZE (KIT)
Investment : Rs. 11 Crore*
Location : Dubai
Activity : Special purpose vehicle (SPV) for shipping, logistics
and investments in new overseas Joint Ventures.
* Includes Rs. 9.80 crore towards 9 bonus shares
received during 2007-08
Jordan India Fertiliser Company (JIFCO)
Project Cost : USD 580 Million
IFFCO Equity : 52% (Rs. 59.11 Crore)
JPMC Equity : 48%,
Activity : Phosphoric Acid Plant (1500 MT/Day)
IFFCO Kisan Sanchar Ltd. (IKSL)
Paid up Share Capital : Rs. 5 Crore
IFFCO Equity : Rs. 3.65 Crore
% of Equity held: 72.99 %
Activity : Rural Telecom related Services
Training and Development
FREE PLAY ENERGY INDIA PVT. LTD.
IFFCO EQUITY : 30%
IFFCO INVESTMENT : Rs. 4.83 crore
ACTIVITY : Non conventional energy
products and devices
ARIA CHEMICALS (ORISSA) LTD .
IFFCO EQUITY : 40%
IFFCO INVESTMENT : 0.45 crore
ACTIVITY : Aluminum fluoride facility at
Paradeep for production of 20000
MT Aluminum Fluoride
23
Others
IFFCO Kisan Bazar Limited: Rs. 15 Crore
Indian Farm Forestry Development
Cooperative (IFFDC) : Rs. 12.54 Crore
Maharashtra State Coop.
Bank Ltd. : Rs Crore. 0.10
Training and Development
24
MARKETING TERRITORIES OF IFFCO
MARKETING CENTRAL
OFFICE
NORTH CENTRAL
ZONE(LUCKNOW)
NORTH ZONE(CHANDIGARH)
SOUTH ZONE (BANGALORE)
WEST ZONE(BHOPAL)
EAST ZONE(KOLKATA)
UP, BIHARJHARKHAND,
UTTARANCHAL
PUN, HAR,RAJ, J&K,HP, DELHI
AP, TN, KAR,
KERALAPONDICHERY
GUJ, MP,MAH, GOA
CHHATTISGARH
ASSAM, ORISSA,
W.B.
Training and Development
MARKETING CHANNELS
Distribution of fertilisers mainly through the Cooperative System:
State level Apex Cooperative Marketing Federation acts as wholesaler
Direct supplies to Societies in some States
IFFCO-NCDC Cooperative Societies
Small quantities to institutional agencies like Agro Industries Corporation etc
158 IFFCO Farmers Service Centres
DISTRIBUTION & WAREHOUSING
TRANSPORTATION
Both by Rail (89%) and Road (11%)
WAREHOUSING
Federations & Cooperative Godowns
Central Warehousing Corporation (CWC) and
State Warehousing Corporation (SWC)
25
Training and Development
PRODUCTION PERFORMANCE
TOTAL FERTILISER PRODUCTION
26
Training and Development
SALES PERFORMANCE
TOTAL SALE OF FERTILISERS
27
Training and Development
FINANCIAL PERFORMANCE
PROFIT BEFORE TAX (PBT)
PROFIT AFTER TAX (PAT)
28
Training and Development
TURNOVER
NETWORTH
29
Training and Development
OBJECTIVES, MISSION and VISION of IFFCO
OBJECTIVES OF IFFCO AS PER IFFCO BYE-LAWS:
The object of IFFCO shall be to promote the economic interest of its
members by undertaking manufacture/production/development of
chemical fertilisers, bio-fertilisers, petro chemicals, industrial chemicals,
their inputs & technologies and allied products/by-products and
conversion, storage, transportation and marketing; undertake
manufacture/processing/conversion of farm products including
sugarcane, derived products and by-products, pesticides seeds, farm
products, biotechnology, pisciculture and aqua farming, agriculture
machinery and implements and other agricultural inputs and their
conversion, storage, transportation and marketing and undertake trading,
shipping, transportation, communication and telecommunication, power
generation and distribution from conventional or unconventional energy
resources, housing, real estate, construction to provide for banking and
insurance and undertake such other activities which are conducive and
incidental thereto.
In furtherance of the above objects, IFFCO may undertake one or more
of the following activities, which are indicative but not limited to:
To set up plants or plants for manufacture of chemical fertilisers and
allied products/bye-products;
30
Training and Development
To undertake production, processing and manufacture of insecticides,
pesticides, seeds, agricultural machinery and implements and other
agricultural production requisites by setting up or taking on lease
manufacturing units either directly or in collaboration with or as a
joint venture with other cooperative institution/Public Sector
Enterprise or any other agency;
To acquire, establish, construct, provide and maintain and administer
factories, townships, estates, railway sidings, build yards, wells, water
reservoirs, channels, pumping installations, purification plans, pipe
lines, carriages, storage sheds and accommodation of all descriptions
for facilitating the business of IFFCO;
To manufacture, store, maintain, sell, buy, repair, alter, exchange, let
on hire, export, import and deal in all kinds of articles and things
which may be required for the purpose of any of the business of
IFFCO or are commonly supplied or dealt in by persons engaged in
any such business or which may seem capable of being profitably
dealt in connection in any of the business of IFFCO;
To act as warehousing agency under the WAREHOUSING ACT and
own and construct its own godowns or higher godowns for storage of
fertiliser and other goods;
31
Training and Development
To set up storage units for storing fertilisers and other goods by itself or
in collaboration with any other co-operative institution or any other
agency;
To maintain transport units of its own or in collaboration with any other
organisation in India or abroad for movement of goods by land and
sea etc.;
To acquire, take on lease or hire land, buildings, fixtures and vehicles
and to sell, give on lease or hire them for the business of IFFCO;
To promote and organise other co-operative societies in the field of
manufacturing, production and marketing of fertilisers and other
agriculture production requisites and agriculture and rural
development;
To subscribe to the shares of co-operative and other institutions;
To enter into contracts and collaborations for purchases, production,
manufacture and marketing of raw materials, auxiliary products,
packing materials, finished products, by-products and other waste
products and also enter into joint marketing and product exchange
agreements with other co-operative institutions, Public sector
Undertakings or any other agency;
32
Training and Development
To enter into collaboration with cooperative or others in India or in
foreign countries for machinery and equipments, and for designing,
engineering, construction, erection, operation and maintenance of
fertilisers, chemicals and other plants;
To provide technical consultancy and other services to member
societies and other agencies;
To set up agricultural farms by purchasing, acquiring and taking on
lease of land from government institutions and private agencies for
research and development of agriculture;
To set up institutes for providing training to the farmers and others in
the modern and improved agricultural technology and areas of human
resource development;
To provide and arrange for the training of the employees of the
cooperative societies to promote and develop the sales of fertilisers
and other agriculture production requisites in which IFFCO is
interested;
To take up such other activities which are incidental and conducive to
the agriculture rural development;
To establish branch offices and sales depots;
33
Training and Development
To carry on agency business of every kind and description connected
with the business of IFFCO;
To undertake research and such other activities as are incidental and
conducive to the development of the industry as well as IFFCO;
To undertake processing and manufacture of insecticides, pesticides,
seeds, agricultural machinery and implements and other agricultural
tools and machinery;
To set up forestry and undertake processing and marketing of forestry
products;
To undertake setting up of industries of national importance or growth
potential;
To organize manufacture and marketing of implements, tools and
machinery;
To organize bio-technology based industries;
To acquire real estates in rural and urban areas and also promote
Cooperative Housing for employees and members;
34
Training and Development
VISION & MISSION
Vision
To augment the incremental incomes of farmers by helping them to increase
their crop productivity through balanced use of energy efficient fertilizers;
maintain the environmental health; and to make cooperative societies
economically and democratically strong for professionalized services to the
farming community to ensure an empowered rural India.
Mission
To provide to farmers high quality fertilizers in right time and in
adequate quantities with an objective to increase crop productivity.
To make plants energy efficient and continuously review various
schemes to conserve energy.
Commitment to health, safety, environment and forestry development
to enrich the quality of community life.
Commitment to social responsibilities for a strong social fabric.
35
Training and Development
To institutionalize core values and create a culture of team building,
empowerment and innovation which would help in incremental
growth of employees and enable achievement of strategic objectives.
Foster a culture of trust, openness and mutual concern to make
working a stimulating and challenging experience for stakeholders.
Building a value driven organization with an improved and responsive
customer focus. A true commitment to transparency, accountability
and integrity in principle and practice.
To acquire, assimilate and adopt reliable, efficient and cost effective
technologies.
Sourcing raw materials for production of phosphatic fertilisers at
economical cost by entering into Joint Ventures outside India.
To ensure growth in core and non-core sectors.
A true cooperative society committed for fostering cooperative
movement in the country. Emerging as dynamic organisation,
focussing on strategic strengths, seizing opportunities for generating
and building upon past success, enhancing earnings to maximise the
shareholders’ profit.
36
Training and Development
VISION 2010
The Society has embarked upon another growth plan titled “VISION
2010” to achieve annual turnover of Rs. 15,000 crore (USD3400
Million) by the year 2010.
The Society is exploring avenues for diversification into other
profitable business areas, apart from fertilizer sector, for sustained
growth and adequate return to member shareholders.
Focus on farmer oriented schemes and strengthening of cooperative
infrastructure.
Installation of Ammonia/Urea plants including acquisition of fertilizer
unit.
Generation of power.
Production and marketing of micronutrients, seeds, bio-fertilizers,
pesticides etc.
Value-addition to agri-products and marketing.
Information technology and IT enabled services.
37
Training and Development
RESEARCH & DEVELOPMENT:
IFFCO has successfully tried producing one of the water soluble
fertilisers urea phosphate at its R&D laboratory at Kandla Plant.
Trial run for the production of neem coated urea has been taken up at
Kalol Unit to increase the N use efficiency and prill stability.
A study has been initiated to produce bio-manure through microbial
decomposition from the bio-mass from the sugar factory.
There has been an annual negative balance for large number of nutrients
in the soil, which is a threat to sustainable agriculture. A survey has
revealed that the replenishment of the depleted nutrients, partial or
completely, is missing. Almost half of the samples from cultivated areas
have shown deficiency of zinc, Sulphur and phosphorous. Therefore, the
value added phosphatic fertiliser with zinc and Sulphur micro-nutrients is
proposed to be produced at Kandla Unit for field trial. IFFCO has
contributed about 17.1% to the total ‘N’ and 17.7% to the total ‘P2O5’
produced in the country during 2000-2001.
38
Training and Development
CORPORATE SOCIAL RESPONSIBILITIES
In discharge of its social responsibilities, IFFCO has taken up a number of
promotional and development programmes for rural areas around the Plants.
Further, it has evolved several promotional programmes, schemes and
services which are being executed by the Marketing Division throughout the
country for providing support services to the farming community. All these
activities have been going in for a number of years. IFFCO conducts a
regular survey to evaluate the socio-economic impact of IFFCO’s fertiliser
plants and its agricultural and promotional activities in different parts of the
country in terms of both direct and indirect impact - favourable as well as
unfavourable.
KISAN SEWA FUND
IFFCO has established a Charitable Trust known as Kisan Sewa Fund to
provide relief and rehabilitation to the victims in the event of natural
calamities like floods, earthquakes, cyclones, fires, landslides and droughts
etc. and with the immediate objective of providing relief, rehabilitation and
reconstruction of earthquake victims of Gujarat. It is worth mentioning that
IFFCO employees have contributed separately an amount of Rs. 1 Crore to
the Fund. The Board of Directors of IFFCO has also contributed their one-
day’s sitting fee to the Fund. On a long-term basis, IFFCO has decided to
contribute Rs. 1 crore every year by making appropriation out of its profits.
Other cooperatives including KRIBHCO, NCUI, NAFED, Federations and
39
Training and Development
Primary Cooperative Societies have also been invited to make voluntary
contributions to Fund and for being associated with the charitable activities
of the Fund.
IFFCO KISAN SEWA TRUST
IFFCO KISAN BAZAAR LIMITED
40
• IFFCO promoted a charitable trust known as “IFFCO KISAN SEWA
TRUST” to provide relief and rehabilitation to victims in event of natural
calamities.
• Provided assistance to earthquake victims in Gujarat and
constructed/repaired the houses for them.
• Contributed Rs. 10 million to Prime Minister’s Relief Fund towards
Tsunami Disaster Relief Fund Operations and donated USD 35,000 to
Tsunami affected people in Indonesia, Sri Lanka and Thailand.
IFFCO Kisan Bazar Ltd. was incorporated on 26.02.2004 with an
Authorized Equity Capital of Rs. 1 Crore with the objective to set up a
chain of Super Stores across the Country.
Negotiations are in progress for strategic alliance with the prospective
Foreign partner for operations of large format Retail Outlets in India.
Training and Development
BIMA YOGNA FOR FARMERS
IFFCO has launched unique rural products called 'Sankat Haran Bima
Yojana' popularly known as 'Khad To Khad Bima Sath'. The scheme
entitles the farmers as free insurance policy of Rs. 4000/- on each bag of
IFFCO, KRIBHCO and IPL farmers purchased from any cooperative society
or Farmers’ Service Centre, upto a maximum limit of Rs. 1.00 lakh in a year
to compensate him in the event of total/partial disability or death as a result
of accident.
BENEFITS TO THE FARMERS
Farmers cannot keep pace with the rapidly developing technology, there
exists tremendous gap between the innovations available from the research
centres and their adoption by the farmers. IFFCO is forming a consortium
with Indian Space Research Organization (ISRO), Indian Council of
Agriculture Research (ICAR), Indira Gandhi National Open University
(IGNOU) and the Ministry of Non-Conventional Energy to invest Rs. 500/-
crore in an IT related agriculture company called IFFCO-Agri Tech. The
objective of this company will be to bring a wealth of data on crop yields,
wealth forecast, expected crop prices and the satellite images of crop growth
at the doorstep of farmers. The company would provide on-line information
to farmers on agricultural products, commodities, prices and wealth
conditions in their native languages.
41
Training and Development
IFFCO pays special attention on increasing interface with the farmers, create
difference thorough services and create farmer loyalty. Continuous efforts
are made to pull through high quality of product, consistency in product
quality and performance, creating value perception about the product, high
aesthetic (granule, packing, proper upkeep, printing etc.), technical service
support etc. Besides this, efforts are underway to control cost, effective
Credit Control and Management of Cash flow, ability to generate quality
data in time, communicate effectively with farmers/customers, new product,
product modification - niche marketing, improve effectiveness through
innovations - doing things differently.
IFFCO has undertaken development of model villages through village
adoption programme. Many of the 465 villages adopted are economically
backward. Development of dryland farming, reclamation of problem soils,
production of quality seeds and increasing rice productivity in potential
areas and developing tribal and backward belts are also being undertaken.
42
Training and Development
SERVICE TO FARMERS
43
IFFCO has taken up following programme to support farmers by providing
financial assistance, infrastructure facilities, information on latest developments
in agriculture etc.:
• Integrated Rural Development Programme.
• Village Adoption Programme.
• Sankat Haran Bima Yojana.
• Drought Relief Measure in Rajasthan.
• Static/Mobile Soil Testing Laboratories.
• Farmers Meeting, Field Days and Crop Seminars.
• Information Kiosks for Farmers.
Training and Development
IFFCO'sProfessional contributions made to other societies,
Voluntary agencies, community etc.
IFFCO has promoted the Cooperative Rural Development Trust
(CORDET) for providing practical training to farmers with a view to
improve their skills in agricultural production, dairy, horticulture,
poultry, fisheries and developing professional leadership at village
level. The Trust has two establishments - one each at Phulpur in U.P.
and Kalol in Gujarat. The trust organizes training programmes for
farmers and farm women on different aspects of crop production,
energy conservation, farm management, dairy management, rain-fed
and canning of fruits and vegetables, farm yard manure/bio-fertilisers
etc. CORDET extends soil-testing facilities to farmers from its Soil
Testing Laboratories.
IFFCO has sponsored a special 'Cooperative Development
Programmes' under which it has been planned to adopt 1500 village-
level cooperative societies and to construct 150 storage-cum-
community centres in a phased manner.
IFFCO has undertaken the seed multiplication programme with a view
to supplementing the availability of quality seeds to farmers. Under
this programme, quality seeds of wheat, rice, sorghum, ragi, pigeon
pea, blackgram, greengram, chillies, groundnut, sunflower are grown
on the farmer’s fields. During 2001-2002 an area of 2297 hectares
was covered under this programme.44
Training and Development
IFFCO has promoted a multi-state cooperative society named as
Indian Farm Forestry Development Cooperative Ltd. (IFFDC).
IFFDC has implemented afforestation projects in the States of U.P.,
Rajasthan and M.P. Under the contribution agreement signed between
IFFCO and the India-Canada Environment Facility (ICEF) since April
1995.
IFFCO has developed some of the adopted societies as 'IFFCO
Franchisee' by giving them the business of rake handling,
transportation and warehousing of IFFCO fertilisers besides providing
them guidance to undertake educational and promotional activities.
IFFCO has made available fertilisers and other agro-inputs to farmers
through the network of its 165 IFFCO Farmers Service Centres spread
over thirteen States and one Union Territory. Besides fertilisers, these
centres provide quality seeds, agro-chemicals, implements and
modern agricultural technology to the farmers under one roof.
IFFCO's activities on Rural and Agricultural Development
Programmes continue to focus primarily on restoring the imbalance in
the NPK consumption ratio to preserve soil health, increase crop
productivity and for promoting sustainable agriculture. Special
emphasis is given towards area development to meet the local needs
of soil and water conservation, horticulture, integrated plant nutrient
supply etc. with the objective of efficient resource utilization.
45
Training and Development
IFFCO has initiated the village adoption programme in order to bring
about overall development in living standards of rural community
through integrated rural development with particular emphasis on
agricultural development. Other aspects of village development like
creation of drinking water facilities; medical and veterinary check-
ups, conservation of energy and use of alternative fuel sources are also
undertaken in the adopted villages.
IFFCO has established Professor's Chair in Agricultural Universities
and Cooperative Institutions with a view to strengthening the
agriculture research activities and cooperative education in the
country. 15 such Chairs are in operation out of which 13 Chairs are
instituted in the discipline of Agronomy, Soil science and Agricultural
Extension at Agricultural Universities. One Chair each in the
discipline of Cooperation and Fertiliser Technology at VAMNICOM,
Pune, and College of Engineering at Banaras Hindu University,
Varanasi, are also in operation.
IFFCO continues to put special efforts to spread the concept of
balanced fertilization among the farmers through various field
programmes such as farmer's meeting, field days, crop seminars, sale-
point personnel training, farmers’ training, crop demonstrations, soil
testing etc.
IFFCO has launched special projects on different aspects of hi-tech
agriculture such as drip irrigation, bio-pesticides, bio-fertilisers, use of
46
Training and Development
plastics in agriculture, agriculture implements, watershed
management, wasteland development, micro-irrigation etc.
IFFCO is exploring the alternatives for effectively taking the benefits
of Information Technology to the doorsteps of farmers with specific
focus on meeting the requirement of agriculture and cooperative
sector. IFFCO has initiated an ambitious Agro-Climatic Geographical
Information System in association with ISRO for developing data on
IFFCO's logistics and infrastructure for efficient decision making in
the area of marketing and distribution. IFFCO has also established
cyber dhabas at feasible locations in the rural areas.
IFFCO has initiated Training and Visit (T & V) programme with the
objective of imparting training to the farmers on various aspects of
crop production, animal husbandry, pisciculture etc. In this
programme practicing farmers, in groups of 40, from the States are
taken to nearby Agriculture University and Research Institute for a
period of 5 days. Field visits are also organised for the benefit of
farmers.
Members of a cooperative are the real resource for they contribute to
the capital and business of the enterprise. It is therefore, necessary
that a cooperative is required to gear up its efforts to educate the
members in the interest of the growth of its business.
47
Training and Development
In addition to the effective pollution control measures in the Plants,
IFFCO has also provided facilities for the treatment of domestic
sewerage in its factory/township, plantation of trees and green belt
development etc. in pursuit of its concern for cleaner environment.
The township of IFFCO Kalol Unit is the first in India, which has
been selected by USAID for ISO-14001 certification.
48
Training and Development
AWARDS & ACHIEVEMENTS:
IFFCO has been ranked 1st in Sales Turnover and 2nd in terms of
Networth and Profitability amongst unlisted enterprises by Economic
Times Intelligence Group for the year 2007-08
IFFCO has also got Prestigious CIO 100 Award by International Data
Group (IDGI India), the world’s leading Technology Media Event and
Research Group
Best managed Workforce Award for the year 2004 from Hewitt
Associates and CNBC TV-18
Two Awards for Highly Commendable Accounts
49
MAJOR AWARDS RECEIVED
Prestigious Economic Times Acer and Intel Smart Workplace Award in
the Manufacturing and Industrial Segment
“Best Content Service” as well as the “Best Project Management” in
respect of IFFCO Kisan Sanchar Limited (IKSL) at the World
Communications Award held at London
Institute of Chartered Accountants of India (ICAI) Award for
Excellence in Financial Reporting for IFFCO’s Annual Report and
Accounts for the year 2007-08
Training and Development
National HRD Award from National HRD Network for outstanding
contribution in HR Development
IFFCO Annual Report bagged the third prize, instituted by Public
Relations Society of India (PRSI)
FAI Golden Jubilee Award on “Transfer of improved Farm Technologies”
1st Prize for Best Corporate Film from NCUI
Three awards for Best Display in FAI Exhibitions
IFFCO Corporate film was adjudged the best by Public Relations Society
of India (PRSI)
IFFCO has bagged FAI “Best Video Film Award 2006-07” for film on
“Water Harvesting”.
50
Training and Development
51
Training and Development
INTRODUCTION
Every organization needs to have well-trained and experienced people to
perform the activities that have to be done. If the current or potential job
occupant can meet this requirement, training is not important. But when
this is not the case, it is necessary to raise the skill levels and increase the
versatility and adaptability of employees. Inadequate job performance or
a decline in productivity or changes resulting out of job redesigning or a
technological breakthrough require some type of training and
development also increase. In a rapidly changing society, employee
training and development are not only an activity that is desirable but
also an activity that an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.
Training is a process of learning a sequence of programmed behaviour. It
is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their
performance on the current job or prepare them for an intended job.
Development is a related process. It covers not only those activities
which improve job performance but also those which bring about growth
of the personality; help individual in the progress towards maturity and
actualization of their potential capacities so that they become not only
good employees but better men & women. In organizational terms, it is
52
Training and Development
intended to equip persons to earn promotion and hold greater
responsibility. Training a person for a bigger and higher job is
development. And this may well include not only imparting specific
skills and knowledge but also inculcating certain personality and mental
attitudes.
53
Training and Development
NEED OR BASIC PURPOSES
OF
TRAINING AND DEVELOPMENT
The need for the training of employees would be clear from the
observations made by the different authorities.
To increase productivity: “instruction can help employees increase
their level of performance on their present assignment. Increased
human performance often directly leads to increased operational
productivity an increased company profits.” Again, “increased
performance and productivity, because of training, are most evident
on the part of new employees who are not yet fully aware of the most
efficient and effective ways of performing their jobs.”
To improve quality: “better informed workers are less likely to make
operational mistakes. Quality increases may be in relationship to a
company product or service, or in reference to the intangible
organizational employment atmosphere.”
To help a company fulfill its future personnel needs: organizations
that have a good internal educational programme will have to make
less drastic manpower change and adjustments in the event of sudden
personnel alternations. When the need arises, organizational vacancies 54
Training and Development
can more easily be staffed from internal sources if a company initiates
and maintains an adequate instructional programmes for both its non-
supervisory and managerial employees.”
To improve organizational climate : “an endless chain of positive
reactions results from a well planned training programmes. Production
and product quality may improve, financial incentives may be
increased, internal promotions become stressed, less supervisory
pressure ensure and base pay rate increases result. Increased morale
may be due to many factors, but one of the most important of these is
the current state of an organization’s educational endeavour.”
Personal growth : “employees on a personal basis gain individually
from their exposure to educational experiences.” Again,” management
development programmes seem to give participants a wider
awareness, an enlarged skill and enlightened altruistic philosophy, and
make enhanced personal growth possible.”
It may be observed that the need for training arises from more than
one reason.
An increased use of technology in production.
Labour turnover arising from normal separation due to death or
physical incapacity, for accidents, disease, superannuation, voluntary
55
Training and Development
retirement, promotion within the organization and change of
occupation or job.
Need for additional hands to cope with an increased production of
good and services.
Employment to inexperienced, new or badli labour requires detailed
instruction for an effective performance of a job.
Old employees need refresher training to enable them to keep abreast
of the changing methods, techniques and use of sophisticated tools
and equipment;
Need for enabling employees to do the work in more effective way, to
reduce learning time, reduce supervision time, reduce waste spoilage
of raw material and produce quality goods and develop their potential.
Need for reducing grievances and minimizing accidents rates.
Need for maintaining the validity of an organization as whole and
raising the morale of its employees.
56
Training and Development
METHODS/TECHNIQUES OF TRAINING
The forms and types of employee training methods are inter-related. It is
difficult, if not impossible, to say which of the methods or combination of
methods is more useful then the other. In fact, methods are multifaceted in
scope and dimension, and each is suitable for a particular situation. The best
techniques for one situation may not be best for different groups or tasks.
Methods/techniques are following types.
1. On-the-job-training (OJT) methods.
2. Off-the-job-training or class-room methods .
A. On-the-job-training:
Virtually every employee, from the junior most to the senior executive, gets
some “on-the-job-training,” when he joins a firm. That is why William
Tracly calls it,” the most common, the most widely used and accepted, and
the most necessary method of training employees in the skills essential for
acceptable for job performance.”
There are a variety of OJT methods, such as “coaching” or “understudy”; job
rotation; and special assignment. Under coaching or understudy method
(which is also known as ‘internship’ and ‘apprenticeship’ method) the
employees is trained on the job by his immediate superior. ‘Internship’ is
usually applied to managerial personnel and provide wide variety of job
experience, often involving job rotation or” assistant to” type of position.
57
Training and Development
‘Apprenticeship’ is generally used to impart skills requiring long periods of
practice as found in trade, crafts and other technical fields
In job rotation, a management trainee is made to move from job to job at
certain intervals. The jobs vary in content.
Special assignment or committees are other methods used to provide lower-
level executives with first time hand experience in working on actual
problems. On-the-job training is made more effective by the use of a variety
of training aids and techniques, such as procedure charts, lecture manuals,
sample problems, demonstrations, oral and written explanations, tape-
recorders and other aids.
58
Training and Development
B. Off-the-job methods:
“Off-the-job training” simply means that training is not a part of everyday job activity. The actual location may be in the company classroom or in place, which are owned by the company, or in universities, or associations, which have no connection with the company.
These methods consist of :
Lecture
Conferences
Group discussions
Case studies
Role playing
LECTURES : The lecture method can be used for very large groups,
which are to be trained within a short time, thus reducing the cost per
trainee. It can be organized rigorously so that ideas and principles relate
properly. Lectures are essential when it is a question of imparting technical
or special information of a complex nature. They are usually enlivened with
discussion, film show, case studies, role-playing and demonstrations. Audio-
visual aids enhance their value.
THE CONFERENCE METHOD: In this method, the
participating individuals ‘confer’ to discuss points of common interest to
each other. A conference is based to most participative group-centered
method.
59
Training and Development
SEMINAR OR TEAM DISCUSSION: This is an established
method for training. The seminar is conducted in many ways:
It may be based on a paper prepared by one or more trainees on a subject
selected in consultation with the person in charge of the seminar it may be a
part of a study of related to theoretical studies or practical problems. The
trainees read their papers, and this followed by a critical discussion. The
chairman of seminar summarizes the content of papers and the discussions,
which follow their reading.
It may be based on the statement made by the person in charge of seminar or
on a document prepared by an expert, who is invited to participate in the
discussion.
CASE STUDIES : The case study is based upon the belief that
managerial competence can best be attained through the study,
contemplation, and discussion of concrete case.
ROLE-PLAYING: In role-playing, trainees act out a given role as
they would in a stage play. Two or more trainees are assigned parts to play
before the rest of the class. These parts do not involve any memorization of
lines or any rehearsals. The role-players are simple informed of a situation
and of respective roles they have to play. Sometimes after the preliminary
planning, the situation is acted out by the role-players.60
Training and Development
HRD PHILOSOPHY OF IFFCO
To make people a valuable resource, not only should the individuals be
enthused to enrich themselves, the organization should also be prepared to
be supportive and empowering at various stages of the individual's career.
Recognizing that human talent is a symbiosis of knowledge and skill it is the
most important than any other resource under the sun. The basic HRD
philosophy of IFFCO’s approach to HRD as approved by the Board is based
on the following objectives with a view to create and sustain a high level of
motivation among the employees, encouraging a sense of belongingness and
productive work culture in the organization:
1. Creating an ambience of excellence in every sphere of organizational
activities.
2. Generating a feeling of confidence, dignity and self-esteem for
spurring people to greater endeavours.
3. Conferring recognition and rewards, both tangible and non-tangible
commensurate with accomplishment of tasks.
4. Evolving an organizational milieu, where there is free flow of ideas
and openness and authenticity in interpersonal relations.
5. Enabling the employee to realize his potential to the maximum extend
possible, through sharpening of skills and harnessing of expertise in
the right direction to yield optimal results. 61
Training and Development
In order to implement these objectives, IFFCO has been moving towards
continuous improvement in quality of work - life as a whole and as trustees
of their people. The philosophy stresses the need to develop capabilities
among the employees for individual and organizational development
Over the years, IFFCO has enjoyed the reputation for its corporate
excellence based on a positive belief in people. Our human resource is our
greatest strength in transformation. It is one of the few organizations in the
country that has a distinct human resource development philosophy
approved by the Board of Directors. In the wake of rapid pace of changes
and obsolescence, the competency development plans have been initiated
through two imperatives – Learning and Innovations. The HRD
interventions have been able to nurture excellence in the organization,
keeping the employees expertise updated and finely honed. Continuous
training and development efforts have not only lead to the development of a
committed and motivated work force but enhanced productivity and quality
level which is evident in the record breaking performance of the Society.
During the year under report, 284 need based training programmes were
organized for executives, workmen, employees unions as well as officers
associations covering the subjects on leadership styles, motivation,
communication skills, transactional analysis, team building, conflict
resolution, performance counseling, disciplinary procedure, problems
solving and decision making, creativity, change management and time
management. These programmes included 116 in-house training
62
Training and Development
programmes on fertilizer marketing management, cooperative development,
and agro technology and community development.
Continuing its efforts to strengthen the computer awareness to ensure that
every employee becomes a computer literate, 72 training programmes on
computer awareness including hands-on-experience on the use of software
packages namely VIKAS, FAS, IMS, HRMS, ORACLE and Applications
like MS OFFICE were organized for SMMs/AMs/DMs and the other field
staff.
Special training programmes were conducted for making all the employee
aware about the salient feature of purchase procedure, powers of officers,
service rules etc. with a view to create awareness among the employees
working in the plants, 26 programmes on fire and safety environment
awareness, first aid disaster management have been conducted. Public
Relations Department IFFCO organized a workshop on “Emerging Rural
Marketing Communication-Key to IFFCO’s Development” in September,
2003 in which marketing field staff were imparted knowledge on “Rural
Communications Strategy,” “Distribution Channel Strategy for Rural
Market, Creating, Building and Sustaining Brand Image.”
A total of 750 employees were sponsored in various need based eternal
training programmes, seminars, workshops organized by prestigious
management schools and professional institutions within the country and
abroad including FAI, XLRI, AIMA, ASCI, TOQ international, ICWAI,
VAMNICOM, IFA, IDACA etc.
63
Training and Development
Three international Training and Visit programmes were organized at FMDI,
Gurgaon including the 18th ICA-IFFCO Training course on “Strengthening
Management of Cooperatives in South-East-Asia,” a programme on
“fertilizers marketing through cooperatives” for the members from the
Cooperatives Agriculture Federation, Mauritius, and “Management
Development Programme” for the student from the Management University,
Thailand. IFFCO continued the programme “VICHAR MANCH” for
improving the spiritual quotient among the employees.
VICHAR MANCH:
IFFCO has embarked upon an ambitious development plan to harness the
latent potentials of its human resources by trying to inculcate the value-
based culture, ethics, leadership, creativity, devotion, dedication, etc. for
their holistic well-being in personal and professional life. For this purpose a
forum called “Vichar Manch” in which we have been inviting eminent
personalities dedicated to the upliftment of the mankind to address our
employees on every Thursday for two hours. Eminent personalities are
called to deliberate on various management, religious and spiritual subjects.
Employees were also enlightened about the various religions like Islam,
Sikhism, Jainism, Hinduism and Christianity etc.
The member education and training programmes designed by IFFCO
include:
64
Training and Development
Sale Point Personnel Training Programmes (SPPT) organized at grass
root level.
Seminars on fertilisers marketing for cooperative personnel.
Leadership development programmes for member-cooperatives.
Specialized training programmes organized at Cooperative Rural
Development Trust (CORDET) at Allahabad (UP) and Kalol (Gujarat)
Workshops/Seminars/Conferences organized in collaboration with
National Cooperative Union of India (NCUI), National Council for
Cooperative Training (NCI), Vaikunth Mehta National Institute of
Cooperative Management (VAMNICOM) at their training centres and
institutions; Indian Institute of Management (IIM), Ahmadabad etc.
Workshops on enhancing cooperative share in fertiliser marketing of
different states organized at IFFCO's Fertiliser Marketing
Development Institute, (FMDI) Gurgaon and also all over the country.
HRD PRACTICES:65
Training and Development
In order to attain the corporate objectives and goals, IFFCO has been giving
a strategic place to Human Resource Development in the organization
structure for bringing improvement in quality of work of its personnel as
well as its members. HRD initiatives undertaken by IFFCO include:
1) Develop the individual to realize his potential as an individual to the maximum extent.
2) Develop the individual's capabilities to perform his present job better.
3) Develop the capabilities to handle future likely roles.
4) Develop and maintain a high motivation level of employees.
5) Strengthen superior - subordinate relationships.
6) Strengthen team spirit among different teams.
7) Promote inter-team collaboration, and
8) Promote climate development and organizational health development.
As HRD is an on going and continuous process, IFFCO continues to focus
on developing competence of its personnel at different levels through
imparting specialized knowledge and skills with emphasis on overall
personality development, positive attitude and values of honesty, dedication
and commitment. HRD group at IFFCO looks back with a sense of pride and
achievement and looks forward to continuing the process of individual and
organizational building.
66HUMAN RESOURCES
Training and Development
(Marketing Division)
67
PRODUCTIVITY PER EMPLOYEE (MT)
(Production Units)
Training and Development
ROLE ANALYSIS:
Role analysis is conducted to bring clarity across functions and aimed at role
clarification based on the expectations and key functions. This has helped in
putting right person in the right job and better accountability, empowerment
and enrichment of roles, which together has resulted in the performance
improvement. It has also helped in building trust, collaboration, and team
spirit apart from setting clear objectives. Role analysis has also helped in the
training and development which shall improve the communication skills,
knowledge of the employees.
MANPOWER PLANNING:
The manpower planning in IFFCO is based on the objective of optimum
utilization of manpower resources and to obtain 'right' people at ‘right’ place
in required number, in time and at optimum cost. To make manpower
planning more qualitative and realistic, IFFCO has adopted modern
techniques and has developed short term and long-term manpower planning
processes to suit its requirements.
MANPOWER RATIONALISATION:
IFFCO has embarked upon the large-scale workforce rationalization exercise
as a part of cost cutting initiative to counter the global challenges. The
process of rationalizing and optimizing staff strength is based not only on
performance, but also on matching skills with targets. IFFCO is ironing out
over manning wherever existing, within the organization by suitable
redeployment/retraining packages. We are also constantly reviewing our
68
Training and Development
organizational structure wherever necessary to create self-sustaining and
self-renewing capabilities within the organization to cope with the changing
scenario within and outside.
TRAINING AND DEVELOPMENT:
Training in IFFCO is extremely systematic, continuous and versatile. It is
the intensity and depth of training that allows people to function effectively
under any circumstances. Perhaps the biggest strength next to dedication is
comprehensive training and therefore everyone is always ready for whatever
tasks they are called to perform. The in-house programmes are the backbone
of HRD activities in IFFCO. In-house programmes on various topics such
as Motivation, team building, communication skills, group dynamics, energy
conservation, environment protection, finance, leadership, change
management, conflict management, marketing strategy, computer skills etc.
are conducted through the eminent faculties from all over the country. Apart
from this the employees are also nominated in external training programmes
within India and abroad. IFFCO has its own training infrastructure within
the Units and corporate office.
69
Training and Development
TRAINING AND DEVELOPMENT IN IFFCO
TECHNICAL DEVELOPMENT.
MARKETING MANAGEMENT.
AGRICULTURE SERVICES.
PERSONNEL AND INDUSTRIAL RELATIONS.
FINANCE AND ACCOUNTS.
CO-OPERATIVE DEVELOPMENT.
INFORMATION TECHNOLOGY.
GENERAL MANAGEMENT.
HOLISTIC DEVELOPMENT.
FAMILY ENRICHMENT.
TRAINING COVERAGE AREA
70
Training and Development
TRAINING NEED ASSESSMENT:
71
NATIONAL AND INTERNATIONA
LLEVEL
COMMUNITY DEVELOPMEN
T
CO-OPERATIVES FARMERS
FAMILY ENRICHMEN
TCORPORAT
E
UNIT
Training and Development
The training need identification exercise is undertaken to fill the gap existing
between the required and actual standards of performance of a person in a
task that can be bridged by training. The assessment of training need is a
very crucial step in designing a training programme, and has to be an
integral component of training system design. It is mandatory for all
employees of IFFCO to assess their training need annually and submit the
information to the HRD Section. The annual training calendar is drawn and
batches constituted on the basis of TNA.
DEVELOPMENT OF INTERNAL FACULTY:
IFFCO emphasis on development of internal faculty so that they become
effective trainer. The potential trainers are exposed to various training
methodologies such as case studies, role plays, business games, syndicate
discussions and so on. The greatest advantage with internal trainers is that
they know the organization well and hence are able to discuss specific issues
beyond the general ones.
IN-HOUSETRAINING AND DEVELOPMENT
72
Training and Development
PROGRAMMES
TECHNICAL PROGRAMMES:
ENVIRONMENT MANAGEMENT.
SAFETY OF AMMONIA STORAGE & HANDLING.
INDUSTRIAL AND PROCESS SAFETY.
POLLUTION CONTROL.
CHEMICAL SAFETY.
PUMPS AND COMPRESSORS.
CORROSION CONTROL.
SPARE PARTS MANAGEMENT.
BEARING MAINTENANCE.
ELECTRICAL MAINTENANCE.
COOLING WATER TREATMENT.
VIBRATION MONITORING.
INFORMATION TECHNOLOGY
73
Training and Development
A.FOR EMPLOYEES.
HUMAN RESOURCE MANAGEMENT SYSTEM (HRMS).
EMPLOYEES INFORMATION SYSTEM.
MARKETING MANAGEMRNT INFORMATION SYSTEM.
VIKAS (VIPANAN KAMPUTARIKARAN SOFTWARE).
E-PROCUREMENT.
E-MAIL, INTRANET, INTERNET.
E-LEARNING.
B.FOR CUSTOMERS.
WEBSITE.
AGRO PORTAL.
GIS BASED DECISION SUPPORT SYSTEM.
COMPUTER KIOSKS WITH TOUCH SCREEN MONITORS IN VILLAGE.
PERSONNEL AND INDUSTRIAL RELATIONS
74
Training and Development
WORKSHOPS ON ANNUAL APPRAISAL SYSTEMS.
ARBITRATION LAW.
CONTRACT LABOUR LAW.
DISCIPLINE AND INDUSTRIAL HARMONY.
MANPOWER PLANNING.
IMPROVING PRODUCTIVITY.
DOMESTIC ENQUIRY.
MARKETING MANAGEMENT
STRATEGIC MARKETING.
CUSTOMER SATISFACTION.
RAKE HANDLING AND RAILWAYS.
MARKETING MANAGEMENT DEVELOPMENT PROGRAMMES. (MMDP)
INSERVICE TRAINING.
INDUCTION PROGRAMMES.
PUBLICITY AND ADVERTISING.
FERTILISER QUALITY CONTROL.
TRANSPORTATION AND LOGISTICS WORKSHOPS.
75
Training and Development
FERTILISER DISTRIBUTION SYSTEMS.
SUPPLY CHAIN MANAGEMENT.
FERTILISER CONTROL ORDER.
INVENTORY MANAGEMENT.
ISO WORKSHOPS.
PERSONNEL AND CO OPREATIVE DEVELOPMENT
CO-OPREATION AND COOPERATIVE MANAGEMENT.
CO-OPERATIVE ACTS AND LEGISLATIONS.
STRENGTHENING CO-OPERATIVES.
BUSINESS DEVELOPMENT PLANS.
FERTILISERS MARKETING PLANS.
CO-OPERATIVE SEMINARS AND MARKETING WORKSHOPS.
ANNUAL LECTURES BY EMINENT PERSONALITIES.
AWARDS AND FACILITAION TO CO-OPERATIVE INSTITUTIONS.
BEST CO-OPERATIVE AWARD.
LEADERSHIP DEVELOPMENT WORKSHOPS.
STUDY VISITS.
BUSINESS DEVELOPMENT WORKSHOPS.
76
Training and Development
SEMINARS ON MARKETING DEVELOPMENT.
STORAGE-CUM-COMMUNITY CENTRES.
DEVELOPMENT AT FARMERS LEVEL
MICRO ENTERPRISE DEVELOPMENT AT INDIVIDUAL LEVEL.
SELF HELP GROUPS.
PARTICIPATORY RURAL APPRAISAL (PRA).
GRAIN & FODDER BANKS.
WATER RESOURCE DEVELOPMENT.
REVOLVING FUND.
EXPOSURE VISITS.
CREATIVITY DEVELOPMENT:
77
Training and Development
Today the cutting edge is provided by the creativity and innovativeness of its
employees. When there is a high level of competitive pressure as it is
obtaining now, only creative and innovative organizations can survive and
prosper. Lots of knowledge, expertise and experiences that employees gather
reside in their mind and the organizations stand to lose all that knowledge
when the employee leaves. IFFCO has realised the need to unleash and
leverage all that knowledge to meet the organizational objectives. They
reward those who share the knowledge. IFFCO is committed to encourage
productivity and excellence in decision making of employees through
mechanisms like Suggestion Scheme, Quality Circle, Productivity Group
and value management activities. The Scheme is basically a mind-crossing
knowledge exchange programme for tapping the latent to help the
organization capture both explicit and implicit knowledge from within the
organization. Opportunities are provided to the individuals at various levels
for fuller expression of their creative energies. The IFFCO management has
always encouraged innovations, novel ideas and creative thinking on the part
of employees. This has enabled IFFCO to recognize positive insights to
help track, and steer the knowledge management endeavour.
MANAGERIAL HABITAT PROGRAMME:
78
Training and Development
IFFCO, like many other organizations, operating in the frontline areas of
technology is a complex organization wherein specialists of various kinds
perform the crucial tasks through more or less prescribed roles. The extent
of specialization, entailed by the use of sophisticated technology, leads to
the phenomenon of managers getting entrenched in their own narrow,
functional speciality-based perspective, often losing the capability to
appreciate the parameters and constraints of other managers working in
various functions, such specialist managers tend to become insensitive to the
context of each other's intentions and actions, spawning isolation,
fragmentation, insularity and alienation and thereby lose negotiability. The
existence of narrow, function-specific, restrictive identities to the exclusion
of a corporate, organization-wide perspective was reported in the course of
introspective survey conducted by us. It was felt that if the prevailing
situation is allowed to continue, wherein each specialist manager is
increasingly becoming impervious to other's view points, evolution of a
corporate identity and perspective for IFFCO which is so vitally important in
the light of the organization’s ambitious plans for growth and diversification,
would become difficult. Hence, after due consideration of all relevant
factors, IFFCO had decided to initiate the process of designing a scheme for
establishing the corporate perspective through the Managerial Habitat
Programme. The objective of the programme is to:
1. Expose the specialist-managers of one function to the conditions,
constraints and process of work of managers in other function by
direct participative interactions.
79
Training and Development
2. Create an open, uninhibited dialogue between different functional
specialists about mutuality of their goals, tasks and concerns.
3. Evolve a forum for exchange of experiences and sharing of
information with respect to the limitations and possibilities, with
which each specialist manager operates.
4. Encourage understanding, negotiability, tolerance and collaboration in
furthering organizational goals.
5. Open up 'blind spots' of each specialist manger with a view to let fresh
insights bring to bear on the normal organizational functioning, a
novel approach and to develop mutuality and commodity of outlook
on organizational issues.
The MHP have afforded specialist-managers an opportunity to become a
party to educate and enlighten other managers on the qualitative and
managerial aspects of their jobs and to learn from others about similar
aspects, so that a more collaborative ambience emerges. The MHP imparts
living experiences; reinforce the common bondage among all functions for
pursuing organizational goals and objectives.
HUMAN VALUES:
80
Training and Development
IFFCO has embark upon a series of intervention workshops on human
values and self-management. When the individual is able to manage
himself, 'management' becomes more productive, more harmonious. Their
programme on self-awareness and self-management gives the employee a
unique opportunity to learn about himself. It trains them in the prevention of
the dissipation of energy, in channelising energy to productive goals. It
brings about the understanding that the interest of the individual is in the
growth of the company. Moreover, the intervention lays the pathway for
holistic development giving inputs on health, actions, emotions and thought.
In every in-house programme, the component on ‘self management’ is an
integral part of training input and institutions like MCHV-IIM(C)
Brahmakumaris, Ramakrishna Mission, Arvind Chetna Samaj, Aurobindo
Ashram, Chinmaya Mission etc. are regularly involved for exploration.
MANAGEMENT DEVELOPMENT PROGRMAMES:
Managers need new knowledge, concepts and business skills on how the
organization functions and how to lead people in this era of rapid change due
to drivers of techno and globalization. IFFCO’s MDP programmes in the
discipline of general management, marketing management etc. are well
designed to increase the managerial competence of the managers by
providing excellent opportunities of learning modern management concepts
and business skills. These are flagship programmes and widely
acclaimed throughout IFFCO. The programme focuses attention on those
concepts and techniques that are of value in improving the quality of long-
term planning and managerial effectiveness. Regardless of what a person’s
81
Training and Development
specific responsibilities include-the level of production one obtains depends
on personal performance. This programme aims to provide a management
package to middle level officers belonging to diverse functions. It has
improved their ability to function as effective members of management
teams. The participants would learn to apply modern management concepts,
develop managerial skills, capabilities, & attitudes necessary to perform
effectively in the contemporary managerial situations. Teaching on human
values & integrated health would also be introduced in order to facilitate
their holistic development.
YOGA & MEDITATION:
According to the recent WHO report, almost 85% of the people in the world
lead sedentary lifestyle. The incidence of physical inactivity is increasing
day by day. In India, fast paced movement, high level of stress and
improper diet, characterizes life. Therefore IFFCO has made the yoga and
meditation is an integral part of all our training programmes. Many
executives are finding relief by spending some time in Meditation and
practice yoga to unwind. It has lowered their stress level and rejuvenated
them to face the coming challenges in a cool and rational frame of mind.
EMPLOYEES EMPOWERMENT:82
Training and Development
Empowerment is the process of giving employees more power to exercise
control over and take responsibility for their work. It provides greater space
for individuals to use their abilities by enabling and encouraging them to
take decisions close to the point of the impact. The empowerment is about
engaging both the hearts and minds of people so that they can take the
opportunities available to them for greater responsibility. In IFFCO, the
jobs are so structured so that individuals can plan, execute and evaluate a
complete operation in the total process personally. The empowerment has
speeded up the decision making processes and accelerated the response time
to meet the changing needs of the customers, release creativity of
employees, provide for greater job satisfaction, motivation and commitment,
give people more responsibility. IFFCO’s policies and procedures have
been documented and are available to the employees for clear perception of
their role.
IFFCO is also making definite headway in the development of women
employees by imbibing requisite competence, abilities and aspirations to
reach the higher echelons of management. With a view to help them
discharge their dual responsibilities at workplace and at home in a proper
manner, several in-house programmes are organized so that they can keep
balance between work life and the family life.
SPORTS, RECREATION & CULTURAL ACTIVITIES:
83
Training and Development
IFFCO continues to pay special attention to the development of employees
spouses and their children also. IFFCO seeks to enhance the academic
accomplishment of the children of employees as well as foster artistic,
aesthetic and similar inclinations and talents among the children.
Developmental programmes for spouse of the employees are being
organized giving focus on self-awareness and development, upbringing of
children and better communication abilities. Yoga training programmes are
also organized for maintaining a sound, physical and mental health of the
employees, spouses and children to enrich the quality of life in the
community. The Inter-Unit Quiz Contest takes pride of place in the calendar
of activities for children of employees. The wives of employees are also
made aware of the potential for self-development and self-management. In
order to inculcate a healthy mind in a healthy body, yoga training is made
available for all the residents of the IFFCO township at different units.The
employees and their family members are taken for excursion trips to
outstations. The sports and cultural activities are organized regularly at all
the Units. All the IFFCO Units have been equipped with the sports facilities
which are open to all IFFCO employees and their dependent family
members. There has been a regular family picnic and get-together. IFFCO
Ladies Club and Manoranjan Kendra undertake various developmental
programmes for the employees and their family members.
84
Training and Development
NATIONAL INTEGRATION PROGRAMMES:
With a view to imbibe the spirit of patriotism, communal harmony and
national integration the various occasions such as Quami Ekta Day,
Sadbhavna Diwas, National Integration, are invariably celebrated throughout
IFFCO through pledges. Republic Day and the Independence Day are also
celebrated in our townships all over the country.
INTERNATIONAL COLLABORATIVE PROGRMAMES:
IFFCO has the honour to host various International Programmes in
collaboration with International Cooperative Alliance (ICA). ICA-IFFCO
training and development module on 'Management Practices in Agricultural
Cooperatives in Asia’, which is a part of ICA-Japan international course on
‘Strengthening Management of Agricultural Cooperatives in Asia’ is held in
our training, centre at FMDI, Gurgaon. IFFCO had also the privilege to
organize seminars for the cooperative officials of Nepal.
FAMILY ENRICHMENT85
Training and Development
ANNUAL INTER-UNIT QUIZ CONTEST FOR CHILDERN.
POSITIVE PARENTING.
CAREER COUNSELLING.
EMPOWERING HOUSEWIFES.
JAGRITI LADIES CLUB.
SAMPURNA SWASTHA & FIRST AID.
TALENT HUNTING AND GROOMING IN FINE ARTS.
SCHOLARSHIP TO CHILDERN.
MANORANJAN KENDRAS.
PROGRAMMES FOR HOLISTIC DEVELOPMENT
86
Training and Development
CONDUCTED AT:
BRAHMAKUMARIS, MT.ABU.
MCHV-IIM-C.
GAYATRI PARIVAR, SHANTI KUNJ, HARIDWAR.
DAYANAND ASHRAM, RISHIKESH.
CHINMAYA MISSION.
RAMAKRISHNA MISSION.
87
Training and Development
OUTCOME OF HRD AND TRAINING INTERVENTIONS
ENHANCED CREATIVITY.
CHANGED READINESS.
PERSONAL EFFECTIVENESS.
HONESTY.
PROFESSIONALISM.
ACHIEVE AND EXCEL TARGETS.
IT CULTURE.
HIGH MOTIVATION AND MORALE.
HOLISTIC DEVELOPMENT.
FAMILY CULTURE.
TEAM SPIRIT.
LEADERSHIP QUALITIES.
COMMITMENT AND DEDICATION.
IMPROVED RELATIONS.
CONCLUSION88
Training and Development
Through this training I have been able to learn about the corporate world, its
working in the different conditions, analysing different strengths and
weaknesses, opportunities and threats which an organisation has to face.
During the course of the study, I was able to learn how the theoretical
knowledge is applied in real world.
The main topic of my study was “ TRAINING AND DEVELOPMENT IN
IFFCO” which provided me with different ways to learn about the various
policies, guidelines, rules and regulations which have to be followed durimg
training and development of an employee in IFFCO and in general as well.
In training and development, different methods are followed (ON AND OFF
THE JOB TECHNIQUES), various HRD philosophies are studied and
followed in order to train the employees. Today’s organisations want their
employees to be fully trained in whichever field they are working.
Organisations are adopting latest techniques and methods so that they can
provide their employees with best of the training ways. Training process is
followed and step-by-step progress is made in grooming the skills of the
employees.
IFFCO is providing training to its employees and is also working socially
and for the benefit of the society by providing platform like ”FAMILY
ENRICHMENT PROGRAMMES, PROGRAMMES FOR HOLISTIC
DEVELOPMENT, SPORTS RECREATION AND CULTURAL
89
Training and Development
FACILITIES, YOGA AND MEDITATION PROGRAMMES, VICHAR
MANCH ETC.
Conclusively, I am very sure that my training in IFFCO shall be very much fruitful and useful in my future professional career.
BIBLIOGRAPHY
REFERENCES:
IFFCO NEWS LETTER, EDITION JULY-DECEMBER, 2006-07.
IFFCO 39th ANNUAL REPORT, 2006-07.
90
Training and Development
IFFCO AT A GLANCE BOOKLET, 2006-07.
IFFCO BROCHURES and MAGZINES.
WEBSITES:
WWW.IFFCO.NIC.IN.
WWW.GOOGLE.COM
91