project full 000007

Rajagiri College of Management and Applied Sciences

PART I ORGANIZATIONAL

STUDY

1


INDUSTRY PROFILE

1.1 CHEMICAL INDUSTRY IN GENERAL

The chemical industry comprises of the companies that produce industrial chemical.

Chemical are used to make a wide variety of consumer goods, as well as thousands of

input to agriculture, manufacturing, constructions and service industry. The chemical

industry itself consumes 26% of its own output. Major industrial customers include

rubber and plastic product, textile, apparel, petroleum refining, pulp & paper and primary

metals.

Specialty chemicals are a category of relatively high value, rapidly growing chemicals

with diverse and product markets. They include electronic chemicals, industrial gases,

adhesives and sealant as well as coating industrial and institutional cleaning chemical

and catalysts. Chemicals in bulk petrochemicals and inter-chemicals are primarily made

from liquefied petroleum gas (LPG), natural gas and crude oil. Typical large volume

products include ethylene, propylene, benzene, toluene, xylem, methanol, vinyl chloride

monorher (VCM), styrene, and. Butadiene and ethylene oxide.

Other derivatives and basic industrial include synesthetic rubber, surfactants dyes and

pigments, turpentine, resins, carbon black, explosives, and rubber products contribute

about 20% of the basis chemical external sales. Inorganic chemicals (about12% of the

revenue output), include salt, chlorine, caustic soda, soda ash, acid (such as nitric,

phosphoric and sulphuric) titanium dioxide and hydrogen peroxide fertilizers (about 6%

of the revenue output) include phosphates, ammonia and potash chemicals. Consumer

products include direct product sale of chemical such as soaps, detergents and cosmetics.

2


Chemical industry is highly heterogeneous with following major sector;

Petrochemicals

Inorganic chemicals

Organic chemicals

Fine of specialties

Bulk drugs

Agrochemicals

Paints & drugs

1.2 INDIAN CHEMICAL INDUSTRY

The Indian chemical industry is a significant components of the Indian economy with

revenue at about USD28 billion. Indian chemical industry contributes about 6.7% of

Indian GDP and 10% of total exports. The industry contributes around 20% as national

revenue by way of various taxes and levies. Volume of production by Indian chemical

industry position as the 3rd largest producer in Asia (next to China and Japan). The

chemical industry accounts for about 13% share in the manufacturing output. The

industry is a vital part of the agricultural and industrial development in India and has key

linkages with several other downstream industries such as automotive, consumer

durable, engineering and food processing etc. with the current level of performance the

Indian chemical industry ranks 12th in world production of chemicals. The chemicals

industry has achieved a growth rate of 8.6% over the last few years making it one of the

faster growing sectors in India. This industry’s growth rate has been twice the Asian

growth rate over the last five years. But the asset creation has been the lowest. The

Indian chemical industry is faced with multiple challenges. It is emerging from a

protected environment into a highly competitive global market. At the same time the

domestic market shows a path to path to maturity with a high demand potential for

chemical and products. In terms of consumption, Indian chemical industry itself is its

large consumers; as the basic chemicals undergo several processing to manufactures

downstream chemicals.

3


The industry accounts for approximately one –third of the total consumption. Gujarat is

the major contributor to the basic chemical as well as petrochemical production with

54% and 54% share, in all production, respectively. Other major states producing basic

chemicals include Maharashtra (9%), Tamilnadu and Uttar Pradesh (6%) each. Other

major states producing petro chemicals include Maharashtra (18%), West Bengal (12%),

Uttar Pradesh (14%) and Tamilnadu (13%). India is also an importer of chemical

products. India’s chemical imports are either for the purpose of further processing in the

chemical industry or for wage as inter mediates in other manufacturing sector. India has

been sourcing its imports mainly from china (20% of the India’s total chemical imports)

followed by USA (8%), Saudi Arabia (6%), Singapore, Morocco and Germany (5%)

each. The government has been announced a number of measures to improve the

competitiveness of the Indian chemical industry. These include abolition of industrial

licensing to most the chemical sub-sector, expecting a small list of hazardous chemicals.

The government is also continuously reducing the list of reserved chemicals items for

production in the small scale sector, there by facilitating grates investment in technology

up gradation and modernization.

The government has initiated policies for setting up of integrated Petroleum, Chemicals

and Petrochemicals Investment Regions (PCPIR). Such an initiative is likely to attract

major investment, both domestic and foreign, into the regions, which would have

enabling infrastructure that would provide conducive and competitive environment for

setting up ofmanufacturing units. PCPIR would reap the benefits of co-sitting,

networking and greater efficiency through use of common infrastructure and support

service. Such an industrial complex would boost manufacturing activities, augment

exports and generate employment. Government is a signatory to chemical weapons

convention, which is a universal non-discriminatory, multilateral disarmament treaty that

bans the development, production, acquisition, transfer, use and stockpile of all chemical

weapons. India has passed the chemical weapons convention Act.2000, which has come

into force in 2005.

4


Indian Chemical Council (ICC- also known as Indian Chemical Manufacturers

Association) is the nodal point/signatory representing India under the responsible care

initiative. ICC has prepared codes, guidance notes for implementation of process safety,

employee health and safety, pollution prevention, emergency response and product

safety. ICC is continuously interacting with regulatory bodies on various issues like

emergency preparedness and safe transportation of hazardous chemical. India chemical

firm to keep abreast of the technological development in global chemical industry and to

explore possibilities of adapting the technology to meet the specific requirement of the

Indian market, such a strategy helped the firm to have continuous up gradation in

technology, resulting in a wide and superior product portfolio. Strategies have also been

adopted by Indian chemical firm to cut down cost of production through leveraged buy-

out for sourcing cost efficient raw materials and solution for energy efficiency.

Some Indian chemical firms are engaged in continuous research and development

activities to innovate new application to increase and user segments. Consolidation

through buy-outs of brands and business as another strategy adopted by Indian chemical

firm, Indian chemical firms are leveraging their manufacturing expertise and enter into

contract manufacturing with multinational firm. These include custom manufacturing

and private labelling.

1.3 CHALLENGES AND STRATEGIES

CHALLENGES

Indian chemical sector has grown a long way since its early days of independence. The

sector has grown from a small-scale to multi-dimensional sector, which is taking on the

challenges of globalization. There are few factors, which hinders the growth of the

industry. These include;

High price of basic feed stock

Low Level of ICT interface

Low Level of Brand Development

5


Low Level of Common Infrastructure

Environmental Regulations

Dumping / Import competition

STRATEGIES

Focus on Core Competence

Strengthening technological competence

Improving basic Management Capabilities

Adhering to Environmental Norms

Focus on Research & Development

Collaboration

Consolidation

Industry –Academia Linkages

Marketing and Promotion

Setting up of Chemical Parks or Mega Chemical Estates

De-reservation of Select Chemical Production

Creation of Modernization fund

Increasing Consumption Level of Chemicals

1.4MAJOR CHEMICAL GROUP AND SUB-SEGMENTS PRODUCED IN INDIA

Table: 1.1

6


Alkali Such as Soda ash, Caustic soda, and Liquid Chlorine.

Inorganic

chemicals

Such as Aluminium fluoride, Calcium carbide, Carbon black,

Potassium chlorate, Titanium dioxide and Red phosphorus.

Organic

chemicals

Such as Acetic acid, Acetic anhydride, Acetone, Phenol,

Methanol, Formaldehyde, Nitrobenzene, Citric acid, Malefic

Anhydride, Penta Erithritiol, Aniline, Chloro methane, ONCB,

PNCB, MEK, Acetaldehyde, Ethanol amines, Ethyl acetate

and Ortho nitro toluene.

Pesticides Pesticides are insecticides registered under the Insecticide Act

of 1968.

Dyes and

dyestuff

Such as Azo dyes, Acid direct dyes, Basic dyes, Fast colour

bases, Ingrain dyes, Oil soluble (solvent dyes), Optical

whitening agents, Organic pigment colours, Pigment emulsion,

Reactive dyes, Sulphur dyes, Vat dyes, Food colours and

Napthols.

Petrochemical

s

Such as Synthetic Fibres, Fibre Intermediates, Polymer,

Elastomers, Surfactants and Performance plastics.

1.5 INDIAN CHLOR- ALKALI INDUSTRY

7


The chor-alkali industry consists of the production of the three inorganic chemicals:

caustic soda (NaOH), Chlorine (Cl2) and soda ash (Na2Co3). Caustic soda and chlorine

are produced simultaneously while soda ash is produced during a difference process. The

caustic soda industry in India is approximately 65 years old. There are 40 Major caustic

soda plant with an average plant size of 150 tons per day (TPD), which is relatively small

compared to sizes found in developed countries (500TPD). The production of caustic

soda is associated with chlorine. This inevitable co-Production has been an issue for the

Chlor-alkali industry. Both Products are used for very different end users with differing

market dynamics and it is only by rare chance that demand for the two coincides. The

Indian Chlor-alkali industry is driven by the demand for caustic soda, and chlorine is

considered a by-product.

Energy Consumption

The raw materials necessary in the production of caustic soda consisting of salt and

water is abundant and inexpensive. Conversely, the electrical energy required to process

salt into caustic soda and chlorine is expensive and occasionally unreliable. Energy costs

represent 50 to 60% of the total cost of production. During the last 10 years, production

has shifted to membrane cell technology. This shift, Combined with technology

improvements in mercury and membrane cell processes and energy conservation has

resulted in an estimated overall energy savings of more than 10%.

Future Development and On-going Changes in the Caustic Soda and Chlorine

Industry

8


The Indian domestic market is driven by the demand for caustic soda rather than the

demand for chlorine. Because of the inevitable co- production of both products,

European and North American markets are characterizes by caustic soda surplus. As

Indian needs and imports this product it is argued that excess production from abroad is

dumped in India. In contrast, chlorine a very hazardous product which is very dangerous

to transport, meaning that export of chlorine from India to the rest of the world is

difficult. The mercury cell technology, besides consuming excessive power also causes

mercury pollution. Some mercury is lost from the process to air and water and shows up

in products and wastes.

Potential for Energy Efficiency Improvement

The type of process used in the production of caustic soda has a significant impact on the

quantity of energy used. In that regard, India performs favourably compared to most of

the industrialized countries. The geographic distribution of caustic soda processes differs

noticeably worldwide. In Western Europe, the mercury cell process represents 22% and

membrane cell process only 20%. In the US, diaphragm cell process predominates with

75%, and in Japan, it is the membrane cell process that covered 90% of installed

capacity.

Categories of Energy efficiency Improvement

9


Energy is used both as electricity and as head. About half of the energy expended is

converted into the enthalpy of the products. The rest is converted into heat transferred to

the air in the building and the products, which have to be cooled Energy savings, are

possible by redistributing the excess heat where it is necessary. Insulation of the cells and

salt dissolvers reduce the need for ventilation of the cell room and increase the amount of

heat transferable.

Adoption of membrane technology:

Energy savings by adopting membrane cell plants compared to mercury are about

1.3 Gigajoule/tonne per ton of NaOH produced. Plus, the additional thermal energy

requirement for the membrane process is not constantly necessary, as concentration of

caustic soda is not always needed.

Installation of Advanced Cell Controls:

Advance instrumentation system such as short circuit elimination, anode control and

protection devices help to operate the cell at minimum gap, thereby reducing power

requirements. The range of power saving obtained by these means is above 75Kilowatt

hour. The cost of installation such control systems depends upon the intended version

(i.e. automatic, semiautomatic) and age of the plant. Realizing its importance as a

potential energy saver, a few plants in the country have installed such advanced

instrumentation system and many others are intending to adopt them.

Conversion From Rubber Lined To Bare Bottom Configuration:

10


Even today, many of the plants are still equipped with rubber lined cells, and hence there

is scope for energy Savings through their conversion to bare bottom orientation which

will reduce millivolt drops and bus losses. This will reduce the cathodic mV drop to the

tune of 40%.

Revamping of Electrical System:

Rectifier equipment is an important element on which power consumption depends. An

old generation mercury-arc rectifier, if it exists, could be replaced with a newer

generation silicon rectifier, which offers much better ACDC conversion Efficiency.

Installation of correct capacity rectifiers is essential, as underutilization of its capacity

reduces transformer losses.

Effective Utilization of Hydrogen as Fuel:

Hydrogen gas is produced as a by-product of caustic soda; it can be captured and used as

a fuel in on-site power cogeneration. The heat can be used for the evaporation of caustic

soda and for the preparation of the brine. Moreover hydrogen is clean fuel. The use of

by-product hydrogen gas can be substitute up to 35% of the total fuel requirement in a

caustic fusion plant.

Adoption of Energy Efficient Chlorine Handing System:

11


Considerable energy savings can be achieved by revamping chlorine compressors,

refrigeration systems and avoiding inefficient capacity control practices such as hot gas

bypass.

Other Alternatives:

Alternatives other than those discussed above for energy savings in the Chlor-alkali

industry are wide range, and other methods that can be used effectively are listed below;

Brine recycling up to 40% for retention of thermal energy.

Direct hot lye pumping to concentrator plant for heat saving.

Minimization of exposed surface area of clarifiers and lagging of the same for

surface loss reduction.

Modification in brine pumping system to reduce the pumping power.

Application of modern flat belts in place of conventional V-belt to reduce

transmission losses.

Application of energy savers in drives with varying duty and machine side

capacity controls.

Application of variables speed drives of energy efficient capacity control in

varying duty fans and pumps.

Effective insulation of pipelines carrying hot cell liquor at 85°C from the cells to

the evaporations to save about 0.3 tone of steam per ton of caustic soda.

Controlling the water addition in the filters to save steam.

Scenarios of Future Energy Use

12


Future Trends in Energy Efficiency

A new technology called Oxygen Depolarized Cathodes (ODC) is currently developed

with substantial potential energy savings of around 440-530 kilowatt hour per ton of

caustic soda (1.5 to2 Gigajoule tonne final energy/t NaOH) (IPPC, 2000). Energy

savings of nearly 30% are expected.

Soda Ash Industry Characteristics

The Indian soda ash industry is highly concentrated with three players accounting for

nearly 80% of the total installed capacity. Plants are mostly located in Gujarat to take

advantages of the availability of inputs like salt, limestone, coke, water, chemical

compounds and power. Soda ash in India is not obtained as a naturally occurring

product. Soda ash is produced by a total of 6 units with an average size of 1000tonnes

per day. Out of the plants, three are based on the standard Solvay process, one unit uses

the modified Solvay process or dual process and the two other units use the Akzo dry

lime process. The dual process soda ash in co-production with ammonium chloride,

which is used as a fertilizer. The dry lime process uses dry lime instead of lime milk for

ammonia recovery. This last process is considered as the state of the art technology. In

India, around 40% of the soda ash produced is consumed by the detergents industry. 20%

by glass, 16% by sodium silicate, and the remainder and consumed by the chemical

industry.

Energy Consumption

13


The energy needed for production of soda ash taken on different forms; electrical,

thermal and mechanical energy and feed stocks. Coke is used as a source of carbon

dioxide in the soda ash produced; “light soda ash” with a specific weight of about

500kg/m dense soda ash” of about 1000. kilogram / meter. Light soda is transformed by

crystallization after drying to produce dense soda mainly used in the glass industry.

The basic advantage of the use of dry lime instead milk lime is a better steam balance

and the reduction in the raw material inputs, resulting in energy savings. The

consumption of steam and lime is much lower as compared to other process.

On-going Changes in the Soda Ash Industry

Demand for soda ash is mainly affected by the demand from glass industry. Demand Has

Decreased due to the fall in demand for container glass. Bottles made of container glass

are being replaced with PET (polyethylene terephthalate) bottles; this has affected the

demand for soda ash and driven up the demand for chlorine.

One of the main specific problems of the soda ash industry in India is that most of the

units are located in the western region, which has the advantage of being in close

proximity to the raw material source but far from consumers. Since soda ash is a high

volume low cost commodity, costs of transportation are high. This leaves other markets

like the eastern and the northern regions vulnerable to imports. Further, being a high

power consuming product, Indian producers are always at a disadvantage compared to

their foreign counter parts.

Energy use in Manufacturing of Soda form Trona Ore

14


Potentials for energy savings in the soda ash industry in India are about 17%. Even

through India possesses some of the best technology available, potential savings remain

large and would require revamping the oldest plants. Nirmal Ltd represents the best

technology available in India; its specific energy consumption comes close to the EU

best practice.

Categories of Energy Efficiency Improvement

Cogeneration:

The Solvay process requires a large amount of steam, a big part of which is used as low

pressure steam, injected directly into the process for the recovery of ammonia (steam

stripping). Energy savings can be realized by reducing steam pressure in a set of turbo-

generators while generating electricity. This electricity is produced with a “cogeneration”

of stem, with an excellent efficiency (about 90%) because all the steam leaving the

turbines is used in the process. In comparison, the same quantity of energy will be

generated, in a classical power station, with a much lower efficiency (about30%) because

of the lost released steam. Comparison of the primary energy needs of a co-generation

unit (based on gas) – for a soda ash plant – with that required for the separate production

of steam and electricity (by a classical power station for electricity and boilers for

steam).Shows that it is possible to achieve 30% savings with co-generation.

Heat recovery:

15


The recovery of heat has been gradually improved throughout the history of the process

by optimizing energy fluxes of different thermal levels contained in a gas and liquids

flowing through the process. Low-grade heat is used to preheat different steam such as;

Raw brine entering the brine purification step to improve purification efficiency

Raw water used for milk of lime production

Boiler feed water

Month liquor from the filtration to the recovery of ammonia by the distillation off

gas.

Vacuum flashing of distillation liquor may be used for producing low pressure

steam available foe distillation and evaporation units like salt production.

Energy minimization: The following techniques may be considered;

Carful control of burning of limestone and a good choice of raw material allow a

reduction of the primary energy necessary for the operation

Improvement of process control by the installation of distributed control system

(DCS)-reduction of water content of crude bicarbonate by configuration before

calcinations to minimize energy need for its decomposition

Back-pressure evaporation (e.g. calcium chloride liquors)

Energy management of stand-by machinery

Equipment lagging, steam trap control and elimination of energy losses

Future trends in energy efficiency

Potential energy savings in the soda ash industry are large, estimated at about 17%. The

sector is very concentrated; only six companies produce soda ash in India, which makes

the scope of the possible plants retrofit more focalized. However, soda ash industry is

rarely perceived to be an energy intensive one, and hence inadequate attention is given to

its potential energy savings.

The Chlor-alkali sector is every energy intensive sector where energy represents

approximately 60% of total production cost. In a country like India, where the cost of

industrial electricity is high, industries using large quantity of electricity such as the

caustic soda industry have been focusing more attention on reducing energy

16


consumption. Hence some caustic soda and soda ash production have energy saving

potential of around 17%. The main weakness in the sector seems to be its lake of

indigenous technology equipment production. For example, membrane cell equipment

which needs to be changed every three years must be imported. There is no indigenous

producer. The potential development of caustic soda production through new ODC

technology is gradually emerging in market. India needs to take part in this future

advancement.

COMPANY PROFILE

1.6 INTRODUCTION

17


The Travancore Cochin Chemicals Ltd., popularly known as TCC ltd., is a state public

sector undertaking owned by the government of Kerala. TCC is situated at

Udyogamandal in Cochin industrial belt. Incorporated in 1951, TCC is one of the oldest

chlor-alkali units in the country. TCC is a large chemical industry engaged in the

manufacture and marketing of Caustic soda, chlorine, hydrochloric acid and related

chemicals. TCC is an ISO 9001-2000 certified company. The company supports a large

number of industrial units of strategic importance by supplying basic chemicals.

1.7 HISTORY

Seshasayee brothers established the Travancore Mettur Chemicals in 1951 (under Indian

Company Act 1956) in joint venture with Fertilizers and Chemicals Travancore Ltd

(FACT). Commercial production was started in 1954 with a capacity of 20 TPD Caustic

sodas. It has the distinction of manufacturing unique product named Rayon Grade

Caustic soda. When financial problems happened to the company the then Travancore

Cochin govt. provided financial aid and it was taken over by the govt. Thus got renamed

as Travancore Cochin Chemicals and subsequently after independence it was taken over

by the Govt. of Kerala and it became a public Ltd company. At present its production

capacity is 175 TPD caustic soda and it plans to expand its capacity to225TPD Caustic

soda. About 50 crores and needed for the expansion which will take 2_3 years to

complete. The company undertook expansions in 1961, 1964and 1975 using Mercury

cell technology. As mercury cell technology is creating problems the company went for

the latest technology which resulted in the shifting of the company’s technology from

mercury cell technology to membrane cell technology which is an environment friendly

technology. Membrane cell technology was commissioned in 1997 with technical help of

ASAHI Glass Co Ltd in Japan. The products of TCC are Caustic soda, Chlorine,

Hydrochloric acid and Sodium Hypo Chlorite. The raw materials used for the production

of these products are common salt, Electricity and water. About 60% of production cost

is spending by TCC for Electricity. When mercury cell technology was used there was a

requirement of 3700 unit’s electricity for producing 1 TPD caustic soda. But due to the

18


introduction of membrance cell technology the consumption got reduced to 2600 units of

electricity for the production of 1 TPD caustic soda. Common salt is brought mainly

from the salt pans of Tuticorin in Tamilnadu. Water needed for the production is met

from the river Periyar. At present TCC’s strength are about 800 workers which

comprises of 700employees and 100 managerial staff. TCC is accredited with ISO

9001:2008 certification in 2006 and company is planning to go for ISO14000

certification. TCC is the only public Ltd company manufacturing Caustic soda in India.

TCC’s competitors are all private companies. TCC has decided to join hands with Indian

Space Researches Organization (ISRO). Sodium per chlorite is used as fuel in rockets.

Sodium Chlorite is the essential raw material for making Sodium per chlorite. TCC and

ISRO have signed the deal for the production and supply of Sodium chlorite.

1.8 INITIAL INVESTMENT FOR THE COMPANY

Table: 1.2

Investors Amount (in crores)

Govt. of Kerala 11.90

KSIDC 8.11

FACT 6.50

Mettur Chemicals Ltd 3.50

TOTAL 30.01

1.9PRESENT CAPITAL INFORMATION

Table: 13

19


Investors % of shares

Govt. of Kerala 80

KSIDC 17

FACT 2

Mettur Chemicals Ltd 1

TOTAL 100

1.10 MISSIONSTATEMENT

Supply quantity and quality chemicals at competitive prices to customers.

Customer satisfaction and concern for environment & safety.

Utmost level of conservation of all resources.

Cost effectiveness in all operations.

Regular up gradation of technologies used in processing.

1.11 STAGE OF GROWTH

1956 - A continuous Caustic Fusion Plant 20 TPD for producing Caustic Soda

flakes.

1958 - Chlorine Liquefaction Plant

20


1960 - Capacity enhanced to 30 TPD further to 40 TPD.

Established new plant for manufacture of Sodium Hydrosulphite

3 TPD capacities

1967 - 7 TPD Sodium Hydrosulphite

60 TPD Caustic Fusion Plant

4 TPD Iron free Sodium Sulphate

1975 Added another 100 TPD Caustic Soda Membrane Unit thereby increased

the production capacity 200 TPD own Water Treatment Plant.

(By 1988, many of the old unit were dismantled)

1997 - 100 TPD Caustic Soda manufacturing unit using Membrane technology

capacity 125 TPD.

1998- New CCF Plant in place of existing 60 TPD.

2005 -Addition 25 TPD.

2006- Addition 25 TPD.

At present total installed capacity is 175 TPD Caustic Fusion plant for 100TPD.

1.12 ACHIEVEMENTS

Table: 1.4

1981Best performance Award for Safety in the State from Directorate of Factories and Boilers, Government of Kerala.

21


1987 Award for best performance in Safety in India under Chemical

Industries group from National Safety council.

1988-89 Best pollution Control Award under group “Heavy Inorganic

Industries” in Kerala from Kerala State Pollution Control Board.

1988-90 Price for Productivity from Kerala State Productivity Council.

1993

Best Performance Award for Energy Conservation in the State of

Kerala under group “Chemical and Fertilizers above 3000KVA”

from Government of Kerala.

1994-95 &

1995-96

Best Performance Award for the Productivity in the State of

Kerala under the group “Large Industries” from Kerala State

Productivity Council.

1996 Best Performance Award for Energy Conservation in the State of

Kerala under group “Major industries” from Energy

Management Centre, Government of Kerala.

1998 Performance Awarded for Energy conservation under the group

“Chlor-Alkali Sector” from Ministry of Power, Government of

Kerala.

2003 Kerala State Energy Conservation Award in Appreciation of the

outstanding achievements towards energy conservation and

management

1.13 MAJOR CUSTOMERS OF TCC

Hindustan Universal Ltd (HUL) Kochi, Kerala.

22


Indian Rate Earth Ltd (IRE) Udyogamandal, Kerala.

Tamilnadu Paper Mills Ltd Pugalur, Tamilnadu.

Pigments India Ltd Chalakudy, Kerala.

Indian Oil Corporation (IOC) Ernakulam, Kerala.

Mysore Paper Mills Ltd Bhadravathy, Karnataka.

Fertilizers and Chemical Travancore Ltd (FACT) Udyogamandal, Kerala.

Travancore Titanium Products Ltd Trivandrum Kerala.

Kerala Minerals and Metals Ltd (KMML), Kollam.

Hindustan Zinc Ltd [all units].

Hindalco Ltd Ernakulam, Kerala.

Hindustan Newsprint Ltd (HNL) Kottyam, Kerala.

Kerala Chemicals and Proteins Ltd (KCPL) Kochi, Kerala.

Hindustan Organic Chemical Ltd (HOC) Ambalamugal, Kerala.

Kerala Water authority (KWA) Trivandrum, Kerala.

Hindustan insecticides ltd (HIL) Udyogamandal, Kerala.

National Thermal Power Corporation (NTPC) [all units].

Binani Zinc Ltd Edayar, Kerala.

Steel Authority of India Ltd (SAIL) [all units].

1.14 MAJOR COMPETITORS TCC

Chemfab Alkaline Ltd, Pondicherry.

23


Andhra Sugars Ltd, Andhra Pradesh.

DCW Ltd, Mettur.

Kothari Petrochemicals Ltd.

SPIC, Chennai.

Sree Rayalseema Alkalies & Allied Chemicals Ltd, Andhra Pradesh.

Chemplast Ltd Mettur

1.15 MANAGERIAL& BOARD OF DIRECTORS

There are 5 directors for the company. As the major shareholder, Government of Kerala

nominates the Board of Directors. Professionals and Bureaucrats serve as Board

members. The Managing Director is the only Fulltime Director in the Board. The

principal Secretary of the Industrial Department is Chairman.

Table: 1.5

Chairman K Sreenivasan IAS (Principal Secretary of Industrial Dept.

Managing

Director

V Muralidharan Nair

Board of Directors

M R Ramachandran (nominee from KSIDC)

N Thomas (nominated director)

N I Paulose (retired official nominated govt.)

24


Company Secretary Smt. Susan Abraham

1.16 PRODUCTS AND MARKETSPRODUCT PROFILE

Caustic soda, Chlorine and Hydrochloric acid form the backbone of chemical Industry.

These are important to the country’s economy and very much to steel and cement. TCC’s

main raw materials are common salt (sodium chloride) electricity and water. The

company requires about 3700 units of electricity and 2 tonnes of salt per tonne of caustic

soda produced. Common salt is mainly imported from Gujarat and Tamil Nadu. Major

products are the following-Caustic Soda (NaOH) Caustic soda is a basic alkali. It came

into being in the latter half of 19th century with the development of electrolysis. Caustic

soda Lye, obtained from Membrane Cell is a clear colorless, odorless and soapy liquid.

TCC is producing two types of Caustic Soda Lye of concentration 30-33% and 50%.It is

used as a chemical for dissolving out extraneous matter from wood. It is also used in

preparing pure cellulose and for the preparation of Alkali cellulose and for the

production of viscose solution. Others use it as a specification agent and also in

bleaching, dyeing and mercerizing, For processing monazite and refining of Bauxite, as a

purification agent and absorbent for acidic gases and also as a clearing agent. Chlorine

(Cl2) Chlorine, a product obtained in the manufacturing process of Caustic soda is an

equally important basic chemical. It is renowned water purifying chemical. It is a

greenish yellow gas. Chlorine is sold after liquefying. It is used in producing insecticides

(DDT, BHC etc.) and pesticides like Aldine. It plays a huge role in purifying drinking

water and sterilizing sewage effluents. Chlorine is also used for manufacturing PVC and

allied co-polymers. It acts as a bleaching agent and is used in the production of

chloramines and its organic derivatives. Hydrochloric Acid(HCl)TCC also produces high

25


purity Hydrochloric acid, it is yellowish green colour. The HCl produced have

concentration of 30-34%.Sodium hypochlorite Sodium Hypochlorite, known as soda

Bleach, finds its application in bleaching and as a disinfectant and also in the extraction

of rare earth chemicals. It is a pale yellowish green colour liquid. Soda bleach is the only

branded product that the company is producing under the brand name Ekoclean. It is

used as a bleaching agent and as a germicide and cleaning agent. It is also used for

sterilization. Caustic soda Flakes Caustic soda Lye is fused to product Caustic Soda

flakes. There is a continuous caustic fusion plant that produces Caustic soda flakes. It is

white deliquescent solid in flakes form. Caustic soda flake have concentration 98.99%.

1.17 PRODUCTS& PRODUCTION CAPACITY

Table: 1.6

Products Production capacity (in Tons per annum)

Caustic Soda Lyme 63875

Caustic Soda Flakes 36500

26


Liquid Chlorine 26280

Commercial HCI 141255

Sodium Hypochlorite 16425

1.18 INDUSTRIES SERVED BY TCC PRODUCTS

Table: 1.7

Caustic Soda

Soap, Paper, Textile, fertilizers, Drugs and

Pharmaceuticals, Vanaspathi, Engineering,

Petroleum and Chemicals.

Chlorine

Paper, Textile, Insectide, Water Purification,

Drugs, Pharmaceuticals, Mineral Processing,

Sugar Fine Chemicals and Rubber.

Commercial HCI acid Fertilizing, Engineering, Mineral Processing,

Starch, Oessin and Plastics.

1.19 ORGANISATIONAL STRUCTURE

27


Fig1.1

1.20 HRD ORGANISATIONAL STRUCTURE

28

ASSISTANT GENERAL MANAGER (HRD)

SENIOR MANAGER (HRD)

HRD EXECUTIVE Security OfficerCanteen ContractorFirst aider

HYGIENE STAFF

WELFARE OFFICER


Fig 1.2

29


PART- II

CHAPTER-1

INTRODUCTION AND

REVIEW OF

LITERATURE

1.1 INTRODUCTION

30


Training can be introduced simply as a process of assisting a person for enhancing his

efficiency and effectiveness to a particular work area by getting more knowledge and

practices. Also training is important to establish specific skills, abilities and knowledge

to an employee. For an organization, training and development are important as well as

organizational growth, because the organizational growth and profit are also dependent

on the training. But the training is not a core of organizational development. It is a

function of the organizational development.

Training is different form education; particularly formal education. The education is

concerned mainly with enhancement of knowledge, but the aims of training are

increasing knowledge while changing attitudes and competences in good manner.

Basically the education is formulated within the framework and to syllabus, but the

training is not formed in to the frame and as well as syllabus. It may differ from one

employee to another, one group to another, even the group in the same class. The reason

for that can be mentioned as difference of attitudes and skills from one person to another.

Even the situation is that, after good training programme, all different type skilled one

group of employees can get in to similar capacity, similar skilled group. That is an

advantage of the trainings.

In the field of Human Resources Management, Training and Development is the field

concern with organizational activities which are aimed to bettering individual and group

performances in organizational settings. It has been known by many names in the field

HRM, such as employee development, human resources development, learning and

development etc. Training is really developing employees’ capacities through learning

and practicing.

Training and Development is the framework for helping employees to develop their

personal and organizational skills, knowledge, and abilities. The focus of all aspects of

Human Resource Development is on developing the most superior workforce so that the

organization and individual employees can accomplish their work goals in service to

customers.

31


All employees want to be valuable and remain competitive in the labour market at all

times, because they make some demand for employees in the labour market. This can

only be achieved through employee training and development.

Hence employees have a chance to negotiate as well as employer has a good opportunity

to select most suitable person for his vacancy. Employees will always want to develop

career-enhancing skills, which will always lead to employee motivation. There is no

doubt that a well-trained and developed staff will be a valuable asset to the company and

thereby increasing the chances of his efficiency in discharging his or her duties.

Trainings in an organization can be mainly of two types; Internal and External training

sessions. Internal training involves when training is organized in-house by the human

resources department or training department using either a senior staff or any talented

staff in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly

organized by training institutes or consultants. Whichever training, it is very important

for all staff and helps in building career positioning and preparing staff for greater

challenges in developing world. However the training is costly. Because of that, people

who work at firms do not receive external trainings most of times. The cost is a major

issue for the lack of training programmes in Sri Lanka. But nowadays, a new concept has

come with these trainings which are “Trainers through trainees”. While training their

employees in large quantities, many countries use that method in present days to reduce

their training costs. The theory of this is, sending a little group or an individual for a

training programme under a bonding agreement or without a bond. When they come

back to work, the externally trained employees train the employees who have not

participated for above training programme by internal training programmes.

Employers of labour should enable employees to pursue training and development in a

direction that they choose and are interested in, not just in company-assigned directions.

32


Companies should support learning, in general, and not just in support of knowledge

needed for the employee's current or next anticipated job. It should be noted that the key

factor is keeping the employee interested, attending, engaged, motivated and retained.

For every employee to perform well, especially Supervisors and Managers, there is a

need for constant training and development. The right employee training, development

and education provides big payoffs for the employer in increased productivity,

knowledge, loyalty, and contribution to general growth of the firm. In most cases

external trainings for instance provide participants

With the avenue to meet new set of people in the same field and network. The meeting

will give them the chance to compare issues and find out what is obtainable in each

other’s environment. This for sure will introduce positive changes where necessary.

It is not mentioned in anywhere that the employers, managers and supervisors are not

suitable for training programmes. They also must be highly trained if they are expected

to do their best for the organization. Through that they will have best abilities and

competencies to manage the organization. Training employees not only creates a more

positive corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the organization to achieve

its goals and objectives. Hence the demands for the developed employees are

continuously increasing. Thus the training is a kind of investment.

1.2 TRAINING NEED IDENTIFICATION FOR A COMPANY

Training need identification is a tool utilized to identify what educational courses or

activities should be provided to employees to improve their work productivity. Here the

33


focus should be placed on needs as opposed to desires of the employees for a

constructive outcome. In order to emphasize the importance of training need

identification we can focus on the following areas: -

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his

or her job performance.

To differentiate between the need for training and organizational issues and bring

about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which all

other training activities can be considered. Also requiring careful thought and analysis, it

is a process that needs to be carried out with sensitivity as people's learning is important

to them, and the reputation of the organization is also at stake.

Identification of training needs is important from both the organisational point of view as

well as from an individual's point of view. From an organisation's point of view it is

important because an organisation has objectives that it wants to achieve for the benefit

of all stakeholders or members, including owners, employees, customers, suppliers, and

neighbours. These objectives can be achieved only through harnessing the abilities of its

people, releasing potential and maximising opportunities for development.

Therefore people must know what they need to learn in order to achieve organisational

goals. Similarly if seen from an individual's point of view, people have aspirations, they

want to develop and in order to learn and use new abilities, and people need appropriate

opportunities, resources, and conditions. Therefore, to meet people's aspirations, the

organization must provide effective and attractive learning resources and conditions. And

it is also important to see that there is a suitable match between achieving organizational

goals and providing attractive learning opportunities.

1.3 DESIGNING TRAINING AND DEVELOPMENT PROGRAMME

34


Every training and development programme must address certain vital issues

1. Who participates in the programme?

2. Who are the trainers?

3. What methods and techniques are to be used for training?

4. What should be the level of training?

5. What learning principles are needed?

6. Where is the program conducted?

Who are the trainers: Trainers should be selected on the basis of self- nomination,

recommendations of supervisors or by the HR department itself. Whatever is the basis, it

is advisable to have two or more target audience. For example, rank-and-file employees

and their supervisors or by the HR department itself.

Several people, including the following may conduct training and

Development programmes:

1. Immediate supervisors

2. Co-workers, as in buddy systems,

3. Members of the personnel staff,

4. Specialists in other parts of the company,

5. Outside consultants,

6. Industry associations, and faculty members at universities

1.4 DIFFERENT EMPLOYEE TRAINING & DEVELOPMENT METHODS

A. On-the-Job Training Methods

1. Job instructions:

35


It is received directly on the job, and so it is often called “on-the-job” training

(OJT).

It is used primarily to teach an employee how to do their current jobs.

A trainer, supervisor, or co-worker serves as the instructor.

OJT includes several steps:

1. The trainee receives an overview of the job, its purpose, and its desired outcomes,

with an emphasis on the relevance of the training.

2. Trainer demonstrates the job to give the employee a model to copy.

3. Employee is allowed to mimic the trainer’s example.

4. Demonstrations by trainer and practice by the trainee are repeated until the job is

mastered.

5. Employee performs the job without supervision.

2. Job rotation:

Job rotation involves moving employees to various positions in the organization

to expand their skills, knowledge and abilities.

It can be either horizontal or vertical.

1. Vertical job rotation is promoting a worker into a new position.

2. Horizontal job rotation is short-term lateral transfer.

Benefits:

It is excellent method for broadening an individual’s exposure to company

operations and for turning a specialist into a generalist.

36


Increase the individual’s experience

Allows an employee to absorb new information

Reduce boredom

Stimulate the development of new ideas.

Provide opportunities for a more comprehensive and reliable evaluation of the

employee by supervisors.

3. Assistant-To Position:

Assistant-to positions allow employees with potential to work under and be

coached by successful managers.

Working as staff assistants, perform many duties under watchful eye of a

supportive coach.

Benefits:

Employee experience a wide variety of management activities

Groomed for the duties of next higher level position

4. Committee assignments:

Committee assignments provide opportunities to an employee for:

1. Decision-making

37


2. Learning by watching others

3. Becoming more familiar with organizational members and problems

Temporary committee:

Act as a taskforce to delve into a particular problem, ascertain alternative

solutions, and recommend a solution.

Temporary assignments can be interesting and rewarding to the employee’s

growth.

Permanent committee:

Increases the employee’s exposure to other members of the organization

Broadens his/her understanding

Provide an opportunity to grow and

Make recommendations under the scrutiny of other committee members

5. Apprenticeships and Coaching:

Apprenticeships involve learning from a more experiences employee or

employees.

It may be supplemented with off-the-job classroom training.

Assistantships and internships are similar to apprenticeships because they use

high levels of participation by the trainee and have high transferability to the job.

Coach attempts to provide a model for the trainee to copy.

38


It is less formal than an apprenticeship program because there are few formal

classroom sessions.

Coaching is handled by the supervisor or manager not by HR department.

Manager or another professional plays the role of mentor; give both skills and

career advice.

B. Off-the-Job Training Methods

1. Lecture Courses & Seminars:

Traditional forms of instructions revolve around formal lecture courses and

seminars.

Helps the individuals acquire knowledge and develop their conceptual and

analytical abilities.

Many organizations offer these in-house, through outside vendors, or both.

Lecture courses and seminars benefit from today’s technology and are often

offered in a distance-learning format.

Feedback and participation can be improved when discussion is permitted along

with lecture process.

Benefits:

Relative economic method

2. Vestibules:

39


Learning tasks on the same equipment that one actually will use on the job but in

simulated work environment.

Separate areas or vestibules are setup with equipment similar to that used on the

job.

This arrangement allows transference, repetition, and participation.

Benefits:

Not disrupting normal operations

3. Role Playing and Behaviour modeling:

Role-playing is a device that forces trainees to assume different identities.

For example, a male worker may assume the role of a female supervisor and a

female supervisor may assume the role of a male worker. Then both may be

given a typical work situation and told to respond, as they would expect the other

to do.

It is used to diversity training, to change attitudes and also helps to develop the

interpersonal skills.

Behaviour can be learned, modified and altered through this method where

individual is either “matching” or “copying” or “imitating”, through the

observation of some other individual.

It is an “observational learning” technique.

Learning takes place not through experience but through observing the others’

behaviour.

The re-creation of the behaviour may be videotaped so that trainer and the trainee

can review and critique it.

40


Trainer and trainee observe the positive and negative consequences; the

employee receives vicarious reinforcement that encourages the correct behaviour.

4. Simulation:

Simulation refers to any artificial environment that attempts to closely mirror an

actual condition.

Learning a job by actually performing the work

May include case studies/case analysis, experimental exercises/decision games

and role-plays and group interactions and are intended to improve decision-

making.

It is similar to vestibules, except that the simulator more often provides

instantaneous feedback on performance.

Benefits:

Opportunities to attempt to create an environment similar to real situations

manager face, without high costs for poor outcomes.

Disadvantage:

Difficult to duplicate the pressures and realities of actual decision-making on the

job,

Individuals often act differently in real-life situations than do in simulated

exercise.

4.1. Case-study:

41


Take actual experiences of organizations, these cases represent attempts to

describe, as accurately as possible, real problems. Trainees study these cases to

determine problems, analyse causes, develop alternative solutions, select what

they believe to be the best solution, and implement it.

If cases are meaningful and similar to work-related situations, it means

transference is there.

Participation can also increase by discussing these cases.

Benefits:

Provide stimulating discussions among participants

Excellent opportunities for individuals to defend their analytical and judgmental

abilities.

Improving decision-making abilities within the constraints of limited information.

4.2. Decision Games/ role-playing:

Played on computer program,

Player makes decision, and computer determines the outcome in the context of

the conditions under which it was programmed.

Provide opportunities for individuals to make decisions and to witness the

implications of their decisions for other segments of the organization.

Role-playing allows participants to act out problems and to deal with real people.

5. Self-study & Programmed Learning:

42


Carefully planned instructional materials can be used to train and develop

employees.

It is computer programs or printed booklets that contain a series of questions and

answers.

After reading and answering a question, the reader gets immediate feedback. If

right, the learner proceeds; if wrong, the reader is directed to review the

accompanying materials.

Programmed materials provide learner participation, repetition, relevance, and

feedback.

It ranges from manuals to pre-recorded cassettes or videotapes.

Benefits: It is useful when employees are dispersed geographically or when .requires

little interaction.

6. Outdoor Training:

Outdoor training typically involves challenges, which teach trainees the

importance of teamwork/working together.

It typically involves some major emotional and physical challenge.

Purpose is to see how employees react to the difficulties that nature presents to

them. Do they “freak”? Or are they controlled and successful in achieving their

goal?

Benefits: It reinforced the importance of working closely with one another,

Building trusting relationships, and succeeding as a member of a group.

43


CHAPTER- 2

RESEARCH

METHODOLOGY

2.1 TITLE OF STUDY

44


A study on the effectiveness of training programmes for production employees in

The Travancore Cochin Chemicals ltd.

2.2 INTRODUCTION

The Travancore Cochin Ltd. Is a state owned undertaking engaged in the manufacture of

the basic chemicals required by various industries. The company, established in 1951 to

manufacture Rayon Grade Caustic Soda, expanded its production capacity in stages to

become a leading Chlor-Alkali unit in the country. By the middle of 2005, their

production capacity reached 150 MT Caustic Soda per day. Now, for Caustic Soda

production, they employ only Membrane Cell Technology which is energy efficient,

environment-friendly and state-of-the art technology. Their products are:

• Caustic Soda

• Liquid Chlorine

• Hydrochloric Acid

• Sodium Hypochlorite

2.3 STATEMENT OF PROBLEM

Training and development programmes play a crucial role in the development

process of an organization. Hence sound training and development policies are inevitable

for the survival and growth of an organization. These programmes would help the

organization to get their employees motivated and increase their productivity. Hence it is

important to evaluate the effectiveness of the training programmes on the basis of the

employee’s feedback and to explore the scope for any improvement. This study would

45


help to understand the employees overall satisfaction level about these training and

development programmes.

2.4 SIGNIFICANCE OF STUDY

Training and development programmes are a pivotal function in an organization.

It decides the quality of the employees in an organization and therefore the productivity

of an organization. Thus it become important to study the training and development

programmes implemented in the organization and the employees opinion about them.

2.5 SCOPE OF STUDY

The project was conducted in The Travancore Cochin Chemicals ltd. to study the

effectiveness of training programmes on the basis of an employee’s feedback and

explore scope for improvement. This project mainly studies whether the training

programmes conducted by The Travancore Cochin Chemicals ltd.is effective and useful

in improving the personal growth and development of the employees of The Travancore

Cochin Chemicals ltd.

2.6 GENERAL OBJECTIVE

To evaluate the effectiveness of training programmes undergone by the

production employees of The Travancore Cochin Chemicals ltd.

46


2.7SPECIFIC OBJECTIVES

To study whether the training programmes were helpful in improving the skills

and attitude of the employees.

To study whether the training programme were helpful in improving the personal

growth and development of the employees

To study whether the training programmes were helps in creating a sense of

motivation and security in the employees.

2.7 RESEARCH DESIGN

Research design used is descriptive in nature because the area of study and what

is to be measured is defined clearly. A descriptive research study required a clear

specification of who, what, when, where, why and how aspects of the research. The

sample size taken here is 80 by convenience sampling method.

2.8 DATA COLLECTION

PRIMARY DATA

The primary data was collected from the employees of the organization using the

questionnaire method.

SECONDARY DATA

The secondary data was collected from various publications and journals of the

institution, brochures, text book, web pages etc.

47


2.9 POPULATION

The study was conducted within the population of 700 employees of The

Travancore Cochin Chemicals ltd.

2.10 SAMPLING TECHNIQUE

The sampling technique used by the researcher in this study is convenience

sampling method.

2.11SAMPLE SIZE

The sample size was 80 employees of The Travancore Cochin Chemicals ltd.

2.11 PERIOD OF STUDY

The present study on the effectiveness of training programmes for production

employees in The Travancore Cochin Chemicals ltd. was conducted for a period of one

week.

2.12 TOOLS FOR DATA COLLECTION AND ANALYSIS

Questionnaires were used for interviewing the respondents to acquire data.

Percentage, frequencies, charts and tables were used to analyze the collection data. Pie-

chart were used to represent the data graphically represent the data. The survey was

conducted among 80 employees of The Travancore Cochin Chemicals ltd. using the

questionnaires

48


2.13 LIMITATION OF STUDY

The first and foremost limitation is the difficulty in getting the feedback form

back from respondents.

Investigation access to the workmen was limited due to the shift system.

Due to several constraints the respondents were not ready to give all their

personal data.

Survey is limited to only 80 employees.

Lack of time to interacts with respondents.

49


CHAPTER- 3

DATA ANALYSIS

&

INTERPRETATION

INTRODUCTION

50


The methodology described in the previous chapter provided the baseline for data

gathering. In this chapter, the presentation of data is systematically linked to the format

of the self-developed questionnaire attached in the appendix. The following will be used

to analyze data: description of the sample, main results, discussion, presentation and

interpretations of the results.

This chapter discusses the data analysis and interpretation. The research analysed and

interpreted the data into meaningful and applicable units. The data is presented in

frequencies and percentages. A total of 80 questionnaires were distributed and returned.

According to Grinnell and Williams (1992:127). The analysis and interpretation is

arranged according to each variable. The data was collected from the employees by

giving questionnaire and also by direct interview method.

Training and development play an important role in the effectiveness of organizations

and to the experiences of people in work. Training has implications for productivity,

health and safety at work and personal development. All organizations employing people

need to train and develop their staff. Most organizations are cognisant of this

requirement and invest effort and other resources in training and development. Such

investment can take the form of employing specialist training and development staff and

paying salaries to staff undergoing training and development. Investment in training and

development entails obtaining and maintaining space and equipment. It also means that

operational personnel, employed in the organization’s main business functions, such as

production, maintenance, sales, marketing and management support, must also direct

their attention and effort from time to time towards supporting training development and

delivery. This means they are required to give less attention to activities that are

obviously more productive in terms of the organization’s main business. However,

investment in training and development is generally regarded as good management

practice to maintain appropriate expertise now and in the future.

51


Table showing age of the employees.

Table: 3.1

AGE FRQUENCY PERCENTAGE

20-25 1 1.25

25-30 2 2.5

ABOVE 25 77 96.25

20-251%

25-303%

above 3096%

20-2525-30above 30

Fig: 3.1

Diagram showing age of the employees.

INFERENCE

Among the employees 96% are above the age 30, 3% is between 25-25 age limit and 1%

of 20-25 age limit.

52


Table showing employees sex.

Table: 3.2

SEX FRQUENCY PERCENTAGE

MALE 80 0

FEMALE 100 0

male female0

20

40

60

80

100

120

Series1

Fig: 3.2

Diagram showing employees sex.

INFERENCE

While analyzing the table, 100% of the employees in the factory are male workers and as

on observation female staffs were seen on office sections.

53


Table showing marital status of the employees.

Table: 3.3

STATUS FRQUENCY PERCENTAGE

SINGLE 3 3.75

MARRIED 77 96.25

DIVORCED 0 0

single4%

married96%

singlemarrieddivorced

Fig: 3.3

Diagram showing marital status of the employees.

INFERENCE

Among the employees 77% are married and only 3% is single who are in the age of 20-

30 age limit.

54


Table showing workers experience in the company.

Table: 3.4

EXPERIENCE FRQUENCY PERCENTAGE

LESS THAN 3 YRS. 2 2.5

3 TO 5 YRS. 3 3.75

MORE THAN 5 YRS. 75 93.75

less than 3 years2% 3 to 5 years

4%

5 years94%

less than 3years 3 to 5 years5 years

Fig: 3.4

Diagram showing workers experience in the company

INFERENCE

Among the employees 94% are working more than 5years, 4% belong to 3 to 4 years and

2% belong to less than 3 years’ experience in the organization.

55


Table showing number of organization employer worked.

Table: 3.5

FRQUENCY PERCENTAGE

YES 57 71.25

NO 23 28.75

yes

no

57

23

Series1

Fig: 3.5

Diagram showing number of organization employer had worked.

INFERENCE

Among the employee’s 71.25% first organization is this and 28.75% had worked in other

organizations before.

56


Table showing the organization gives materials and Equipment to employers

Table: 3.6

FRQUENCY PERCENTAGE

STRONGLY DISAGREE 0 0

DISAGREE 6 7.5

NEITHER AGREE NOR

DISAGREE

9 11.25

AGREE 15 18.75

STRONGLY AGREE 50 62.5

STRONGLY DISAGREE DISAGREE

NEITHER AGREE NOR DISAGREE

AGREESTRONGLY

AGREE

0

5

10

15

20

25

30

35

40

45

50

0

6 915

50

Series1

Fig: 3.6

Diagram showing the organization gives materials and Equipment to employers

INFERENCE

Among the employees 63% of employeesstrongly agree and 19% agree that the materials

and Equipment that you need to do your everyday work are provided, 11%neither agrees

nor disagree and &7%disagree.

57


Table showing the employer performing a job that match their skills

Table: 3.7

FRQUENCY PERCENTAGE

STRONGLY DISAGREE 1 1.25

DISAGREE 4 5

NEITHER AGREE NOR

DISAGREE

14 17.5

AGREE 24 30



NEITHER AGREE NOR DISAGREE AGREE

STRONGLY AGREE

1 4

14

24

37

Series1

Fig: 3.7

Diagram showing the employer performing a job that match their skills

INFERENCE

Among the employees 46% strongly agree and 30% agree that they are performing a job

that matches their skills, 18%neither agrees nor disagree, 5% disagree and 1% strongly

disagree.

58


Table showing working comfortability with their team members

Table: 3.8

FRQUENCY PERCENTAGE


DISAGREE 3 3.75

NEITHER AGREE NOR

DISAGREE

9 11.25

AGREE 11 13.75

STRONGLY AGREE 56 70



STRONGLY AGREE

1 39 11

56

Series1

Fig: 3.8

Diagram showing working comfortability with their team members

INFERENCE

Among the employees 70% strongly agree and 14% agree that they neither feels

comfortable working with their team members, 11% neither agrees nor disagree, 4%

disagree and 1% strongly disagree.

59


Table showing organization has created an attractive work area to promotes

productivity

Table: 3.9

FRQUENCY PERCENTAGE


DISAGREE 6 7.5

NEITHER AGREE NOR

DISAGREE

26 32.5

AGREE 35 43.75

STRONGLY AGREE 12 15

STRONGLY DISAGREE1% DISAGREE

8%


33%

AGREE44%

STRONGLY AGREE15%

Fig: 3.9

Diagram showing organization has created attractive work area to promotes productivity

INFERENCE

Among the employees 15% strongly agree and 44% agree thatorganization has created

professional, attractive work area that is functional and promotes productivity, 33%

neither agrees nor disagree, 7% disagree and 1% strongly disagrees.

60


Table showing Company provides workers a safe work environment

Table: 3.10

FRQUENCY PERCENTAGE


DISAGREE 2 2.5

NEITHER AGREE NOR

DISAGREE

12 15

AGREE 18 22.5


STRONGLY DISAGREE1%

DISAGREE3%


15%

AGREE23%

STRONGLY AGREE59%

Fig: 3.10

Diagram showing Company provides workers a safe work environment

INFERENCE

Among the employees 59% strongly agree and 23% agree thatthe Company provides

them a safe work environment by accident prevention & safety programs, 15% neither

agrees nor disagree, 2% disagree and 1% strongly disagree.

61


Table showing Performance goals are Result-oriented and achievable

Table: 3.11

FRQUENCY PERCENTAGE


DISAGREE 6 7.5

NEITHER AGREE NOR

DISAGREE

28 35

AGREE 26 32.5


STRONGLY DISAGREE6%

DISAGREE8%


35%AGREE33%

STRONGLY AGREE19%

Fig: 3.11

Diagram showing Performance goals are Result-oriented and achievable

INFERENCE

Among the employees 19% strongly agree and 33% agree thatperformance goals are

behavioral, result-oriented and achievable, 35% neither agrees nor disagree, 7% disagree

and 6% strongly disagree.

62


Table showing Performance are regularly tracked and measured

Table: 3.12

FRQUENCY PERCENTAGE


DISAGREE 12 15

NEITHER AGREE NOR

DISAGREE

26 32.5

AGREE 24 30


STRONGLY DISAGREE10%

DISAGREE15%


33%

AGREE30%

STRONGLY AGREE11%

Fig: 3.12

Diagram showing Performance are regularly tracked and measured

INFERENCE

Among the employees 12% strongly agree and 30% agree thatperformance is regularly

tracked and measured, 33% neither agrees nor disagree 15% disagree and 10% strongly

disagree.

63


Table showing Performance measurement is used as criteria for promotions

Table: 3.13

FRQUENCY PERCENTAGE


DISAGREE 17 21.25

NEITHER AGREE NOR

DISAGREE

14 17.5

AGREE 13 16.25




STRONGLY AGREE

0

5

10

15

20

25

30

Fig: 3.13

Diagram showing Performance measurement is used as criteria for promotions

INFERENCE

Among the employees 12% strongly agree and 16% agree that performance measurement

is used as criteria for promotions, 17% neither agrees nor disagree 21% disagree and

34% strongly disagree.

64


Table showing training & development programs are offered to improve skills

Table: 3.14

FRQUENCY PERCENTAGE


DISAGREE 6 7.5

NEITHER AGREE NOR

DISAGREE

20 25

AGREE 25 31.25


5%

8%

25%

31%

31%

STRONGLY DISAGREEDISAGREENEITHER AGREE NOR DISAGREEAGREESTRONGLY AGREE

Fig: 3.14

Diagram showing training & development programs are offered to improve skills

INFERENCE

Among the employees 31% strongly agree and 31% agree thata variety of training &

development programs are offered to improve their skills, 25% neither agrees nor

disagree 8% disagree and 5% strongly disagree.

65


Table showing employees feel attached with your company, team & other

employees

Table: 3.15

FRQUENCY PERCENTAGE


DISAGREE 2 2.5

NEITHER AGREE NOR

DISAGREE

15 18.75

AGREE 16 16


DISAGREE3%


19%

AGREE20%

STRONGLY AGREE59%

Fig: 3.15

Diagram showing employees feel attached with your company, team & other employees

INFERENCE

Among the employees 59% strongly agree and 20% agree that a variety of training &


disagree 2% disagree.

66


Table showing supervisor respectful to employees

Table: 3.16

FRQUENCY PERCENTAGE


DISAGREE 4 5

NEITHER AGREE NOR

DISAGREE

15 18.75

AGREE 25 31.25


STRONGLY DISAGREE4% DISAGREE

5%


19%

AGREE31%

STRONGLY AGREE41%

Fig: 3.16

Diagram showing supervisor respectful to employees

INFERENCE

Among the employees 41% strongly agree and 31% agree that a variety of training &


disagree 5% disagree and 4%strongly disagree .

67


Table showing organization identifies the training needs for the employees

Table: 3.17

FRQUENCY PERCENTAGE

YES 48 60

NO 32 40

Yes60%

No40%

Fig: 3.17

Diagram showing organization identifies the training needs for the employees

INFERENCE

Among the employees 60% agree that the organization identifies the training needs for

the employees and 40% disagree with this.

68


Table showing how much training and development Programme in a year (average)

Table: 3.18

No. Months FRQUENCY PERCENTAGE

One Month 80 100

Two Month 0 0

Three Month 0 0

One Month Two Month

Three Month

0

10

20

30

40

50

60

70

80

Two Month; 0Three Month; 0

Fig: 3.18

Diagram showing how much training and development Programme in a year

INFERENCE

Among the employees 100% say’s that, on an average they take only one month for

training and development programme.

69


Table showing how many training programs done in previous year

Table: 3.19

No. FRQUENCY PERCENTAGE

One 80 100

Two 0 0

Three 0 0

OneTwo

Three

0

10

20

30

40

50

60

70

80

Two; 0

Three; 0

Fig: 3.19

Diagram showing how many training programs done in previous year

INFERENCE

Among the employees 100% say’s that they have attended only one training programme

in the past one year.

70


Table showing how many employees have training programs in the coming

financial year

Table: 3.20

FRQUENCY PERCENTAGE

YES 57 71.25

NO 23 28.75

Yes71%

No29%

Fig: 3.20

Diagram showing how many employees have training programs in the coming

Financial year

INFERENCE

Among the employees 71% say’s that they are having trainingprograms in the coming

financial year and 29% are not having any training programs in the coming financial

year.

71


Table showing top management taking feedback

Table: 3.21

FRQUENCY PERCENTAGE

YES 57 71.25

NO 23 28.75

Yes 71%

No29%

Fig: 3.21

Diagram showing top management taking feedback

INFERENCE

Among the employees 71% say’s that the top management takes feedback and 29%

disagree with thisstatement.

72


Table showing Executive Director engage development activities for him/herself

Table: 3.22

FRQUENCY PERCENTAGE

YES 66 82.5

NO 14 17.5

Yes83%

No18%

Fig: 3.22

Diagram showing Executive Director engage development activities for him/herself

INFERENCE

Among the employees 82% say’s that theExecutive Director engage development

activities for him/her and 18% disagree with thisstatement.

73


Table showing employees trust in your supervisors

Table: 3.23

FRQUENCY PERCENTAGE

YES 75 93.75

NO 5 6.25

Yes94%

No6%

Fig: 3.23

Diagram showing employees trust in your supervisors

INFERENCE

Among the employees 94% say’s that theyfeel trust in your supervisors and 18%

disagree with thisstatement.

74


Table showing supervisors shows a positive attitude with employees

Table: 3.24

FRQUENCY PERCENTAGE

YES 78 97.5

NO 2 2.5

Yes98%

No3%

Fig: 3.25

Diagram showing supervisors shows a positive attitude with employees

INFERENCE

Among the employees 97% say’s that the practice's supervisors use positive attitude with

employees and 3% disagree with this statement.

75


Table showing organization evaluating individual Performance

Table: 3.25

FRQUENCY PERCENTAGE

YES 68 85

NO 12 15

Yes85%

No15%

Fig: 3.26

Diagram showing organization evaluating individual Performance

INFERENCE

Among the employees 85% say’s that the practice have a consistent, timely and fair

method for evaluating individual Performance and 15% disagree with this statement.

76


Table showing company use a specific training process

Table: 3.26

FRQUENCY PERCENTAGE

YES 80 100

NO 0 0

Yes

No

0

10

20

30

40

50

60

70

80Yes; 80

No; 0

Fig: 3.26

Diagram showing company use a specific training process

INFERENCE

Among the employees 100% say’s thatcompany use a specific training process at every

year.

77


Table showing conditions comfortable response

Table: 3.27

FRQUENCY PERCENTAGE

YES 64 80

NO 16 20

Yes80%

No20%

Fig: 3.27

Diagram showing conditions comfortable response

INFERENCE

Among the employees 80% say’s that office conditions comfortable and 15% disagree

with this statement.

78


Table showing employees satisfy with organizational training and development

Programme

Table: 3.28

FRQUENCY PERCENTAGE

YES 80 100

NO 0 0

Yes

No

0

10

20

30

40

50

60

70

80Yes; 80

No; 0

Fig: 3.28

Diagram showing employees satisfy with organizational training and development

Programme

INFERENCE

Among the employees 100% say’s that they are satisfied with organizational training and

development Programme.

79


CHAPTER-4

FINDINGS AND

CONCLUSION

80


4.1 FINDINGS

From the study it is clear that all the employees said that employees are satisfied

with training and development programme.

No major environment pollution has been reported for the past 50 years of

operations.

The Company provides them a safe work environment.

The strength of TCC is the quality of their products, services and the delivery.

A variety of training & development programs are offered to improve skills of the

employees.

Company follows management by convenience and not management by

objectives

3 days HR training programme are done every year.

The training programmes strongly focus on technical and managerial capabilities

Majority of the respondents think that training will help their work effectively.

New technology of Membrane cell has the advantage of pollution free

environment and also it brings about 30% reductions in electric

power requirements.

81


4.2 SUGGESTIONS

Safety training should be given to all the employees who are working in factories.

The company should try to organize variety of training programme.

There should be frequent training programme to improve communication

between employees.

Employee should be aware about the updated technology and also get advance

software packages.

The HR department should conduct briefing and debriefing sessions for

employees for Training as to give them an idea as to why this training is been

conducted and what they have to learn in the training program conducted and also

after training completion they should take a feedback as to how effective was the

training so that the necessary improvements in training programs can be

considered and implemented.

Needs for self-development must be emphasized among the employees.

The training session should be made more interactive and participative so that

trainees and trainer are in constant interaction.

82


4.3 CONCLUSION

A detailed study is conducted on the topic “EFFECTIVENESS OF TRAINING AND

DEVELOPMENT OF EMPLOYEES” inThe Travancore Cochin Ltd.,Udyogamandal

From the study it is clear that the employees are satisfied in their job. All the employees

are satisfied with all type of training programme provided by the company. The training

programme will help to solve the problem in the industry.

Employees prefer the training and development system should be given twice in a year.

This will improve the efficiency of work. From the entire study, it can be concluded that

the training and development is a systematic HR practice, which plays a very important

role in shaping organizations future. Training and development boost the energy level of

employees.

In training and development the employees are up-dated to compete with modern

management and also it adds up their personality. Lastly, it brings a sense of

belongingness with organization.

The organisational study at TCC helped to have an industry exposure and to understand

the functions of managers and employees at different levels of the organisation. It also

helped to understand the environment in which the company works, strengths and

weaknesses of the firm. TCC was established in 1950, with a nominal production of 20

TPD. TCC has the distinction of being India’s pioneer producer of Rayon grade caustic

soda with a capacity of 175TPD. TCC have marked changes in the technology of process

and also stresses importance in productivity, employee’s morality quality and clean

environment. TCC is looking forward to achieve more and more greener pastures in the

days to come.

83


The study has accomplished several goals. The study has helped to familiarize with

working condition of the organization. It has helped to study the co-ordination among

various departments. The study has given a general idea about the functioning of TCC. It

helped to analyse and understand the administrative functions. As per the study

conducted, it has been observed that the capacity of production has increased and the

company is recovering from the fall in profits.

Since an organization is a human grouping in which work is done for the

accomplishment of some specific goals or mission, this organization is trying to remain

on top position by utilizing and maintaining its resources to maximum. Proper

management is a challenging job, and here in this organization proper administration and

social system are prevailing and it accounts for the strength of the organization on order

to attain its objective.

84


REFERENCES AND BIBLIOGRAPHY

Books:

Shashi k.Gupta & Rosy Joshi(2010) Human Resource Management,

Kalayani Publications

L.R.Potti, Research Methodology, Yamuna Publications.

David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource

Management

A. Monappa (2004), Personal Management

Allan Pepper (1999) A Handbook on Training and Development

Web pages:

Powered by Compare InfoBase Limited, Retrieved October 18, 2012,from

www.naukrihub/trainingand development.com

www.google,com

TCC. tcckerala. Retrieved May 5, 2012, from www.tcckerala.com

www.wikipedia.org

85

http://www.google,com

http://www.naukrihub/trainingand%20development.com


APPENDIX

86


QUESTIONNAIRE

Dear Sir/Madam,

I am doing a research work on Employees Training & Development. I would

request you kindly spare some time to fill up this questionnaire. Thank you very much

for your co-operation.

Name --------------------------------------------------

Designation-------------------------------------------

Department-------------------------------------------

Section I

Q1. Please mention your age

□ 20-25

□ 25-30

□ Above 30

Q2. Sex:

□ Male

□ Female

Q3. Marital Status:

□ Single

□ Married

□ Divorced

Q4. No. of years of experience:

□ Less than 3 years

□ 3 to 5 years

□ More than 5 years

Q5. Is this your first organization?

□ Yes

□ No

87


Section II

NOTE: Please tick mark (√) the option you feel is most appropriate as per the following:

Rate on a scale of 1-5 to indicate your option, 1 being strongly disagree and 5 being

strongly agreed

Q1. You have the materials andEquipment that you

need to do your everyday work.1 2 3 4 5

Q2. You are performing a job that Match your skills1 2 3 4 5

Q3 You feels comfortable working with Your team

members1 2 3 4 5

Q4 Your organization has created Professional,

attractive work area That is functional and

promotes Productivity

1 2 3 4 5

Q5 The Company provides you a safe Work

environment by accident Prevention & safety

programs.

1 2 3 4 5

Q6 Performance goals are behavioral, Result-oriented

and achievable1 2 3 4 5

Q7 Performance is regularly tracked And measured1 2 3 4 5

Q8 Performance measurement is used As criteria for

promotions.1 2 3 4 5

Q9 A variety of training & development Programs are

offered to improve skills1 2 3 4 5

Q1

0

You feel attached with your company, Team &

other employees1 2 3 4 5

Q1

1

You has a supervisor who is Respectful and one

who inspires you 1 2 3 4 5

88


Section III

Q1. If your organization identifies the training needs for the employees?

□ Yes

□ No

Q2. On an average, how much time did it used to take for training and development

Programme?

□ One Month

□ Two Month

□ Three Month

Q3. How much training programs has been made in the past one year?

□ One

□ Two

□ Three

Q4. Do you have any training programs in the coming financial year?

□ Yes

□ No

Q5. Does your top management take feedback?

□ Yes

□ No

Q6 Does the Executive Director engage development activities for him/herself?

□ Yes

□ No

Q7 Do you feel trust in your supervisors?

□ Yes

□ No

Q8 Do the practice's supervisors use positive attitude with employees?

□ Yes

□ No

89


Q9 Does the practice have a consistent, timely and fair method for evaluating

individual Performance

□ Yes

□ No

Q10 Does your company use a specific training process?

□ Yes

□ No

Q11 Are office conditions comfortable?

□ Yes

□ No

Q12 Do you satisfy with organizational training and development Programme?

□ Yes

□ No

90

Documents

project full 000007