A STUDY ON TRAINING AND DEVELOPMENT

WITH REFERENCE TO BHEL-HPVP (Formerly BHPV)

VISHAKAPATANAM.
A project report submitted to Andhra University, Vishakapatanam in partial
Fulfillment of the requirement for the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

SUBMITTED BY

R.SRAVANI
(Regd No:114228802092 )
Under the esteemed guidance of
T. A. RAMA RAO ,DY.MANAGER

DR.LANKAPALLI BULLAYA COLLEGE,NEW RESAPUVANIPALEM,

VISHAKAPATNAM-530013.

DECLARATION
I the undersigned here by declare that the project report titled
TRAINING AND DEVELOPMENT at BHEL-HPVP(BHPV) is a bonafide record
work submitted by me under the guidance of T.A. RAMA RAO empirical
findings in the report are based on the data collected by myself from
annual reports.
I also declare that the project work is the result of my own effort and
that it has not been submitted to any university for the award of my degree.

Place: VISHAKAPATANAM
Date:

R.SRAVANI

ACKNOWLEDGEMENT

It is a great privilege to express my gratitude to Shri P.THIRUMALA faculty,

Department of Management Studies (DR.LANKAPALLI BULLAYA COLLEGE) for all their
patience and interest with which they have helped me in completion of my project.
I express my sincere thanks to, Mr.T.A. Rama Rao Dy. Manager of BHEL for
guiding me in the completion of my project work.

Place:VISHAKAPATANAM
Date:

CONTENTS
CHAPTER 1:

INTRODUCTION
OBJECTIVES OF THE STUDY
FRAME WORK
NEED FOR THE STUDY
METHODOLOGY

CHAPTER 2:

COMPANY PROFILE

CHAPTER 3:

TREORITICAL FRAME WORK

CHAPTER 4:

ANALYSIS OF THE WORK

CONTRUBITION
ANALYSIS
LEARNI NGS

CHAPTER 5:

SUMMARY
FINDINGS
SUGGESTIONS
CONCLUSION
BIBILOGRAPHY

CHAPTER 1

INTRODUCTION
HEAVY PLATES & VESSELS PLANT is a unit of BHARAT HEAVY ELECTRICALS LIMITED, a
Maharatna Central Public Sector Enterprise. Earlier this plant was a separate company
namely, BHARAT HEAVY PLATE & VESSELS LIMITED (BHPV). BHPV was established in
1966 at Visakhapatnam, Andhra Pradesh. It got merged with BHARAT HEAVY
ELECTRICALS LIMITED (BHEL) in August2013 by virtue of an order of Board for
Industrial and Reconstruction (BIFR). BHEL named the unit as HEAVY PLATES & VESSELS
PLANT (BHEL-HPVP). It is 17th manufacturing unit of BHEL and incidentally this is only
unit of BHEL situated at port.
1.1.INTRODUCTION OF BHEL-HPVP PLANT :
BHPVs beginning was humble; it had a turnover of just Rs 1.95 cr in 1971-72 when
commercial production first commenced. Since then, BHPV has come a long way and
exceeded a turnover of Rs 300 crores expanding its product line to include high
technology equipment and systems like Multi-layer Vessels, Turn Key Cryogenics
Plants, Storage and Distribution Systems, Industrial Boilers, Waste Heat Recovery
Systems, Oil and Gas Processing Systems etc.
This is one company which houses excellent engineering skills, uncompromising
quality control, dedicated erection & commissioning team under one roof, a
combination resulting in Indias self-reliance. BHPV acquired various National and
International quality accreditations such as ASME, National Board etc.
Today, after merging with BHEL, BHEL-HPVP stands with vast manufacturing capability
and can manufacture process equipment of almost any size.
1.1BHEL-HPVP PICTORIAL VIEW:
HPVP is easily pictured by dividing the organization into the following divisions to
carry out its functions.
Engineering
Marketing & Commercial
Research and development
Production and Services
Erection Services
Material Management
Quality
Finance
Personnel and Administration
Production and Services include planning, production technology, welding technology
and production. Production shops are classified as feeder shops and assembly shops.
M.P shop, LMS, HMS, Press shop, Shells shop, and Nozzle shops will under feeder shops
6

while Valve trays, PV, HE, and CP will come under assemble shops. HPVP is having a
shop floor area of over 56000 sq. m.
1.2WORKSHOPS:
Parts that are used for assembling in Production shop are made in feeder shops. The
feeder shops are subdivided into six types, namely
MP
LMS
HMS
Press
Nozzles
Shells

Material Preparation
Light Machine Shop
Heavy Machine Shop
Bending & Pressing of Plates
Pipe preparation & Welding
Rolling & Welding Operation

1.3.2 PRODUCTION SHOPS:

The parts made in the feeder shop assembled in production shop. The following five
shops come under production shop.
PV
HE
CP
CSP I
CSPII

Pressure Vessels
Heat Exchangers
Cryogenic production
Combustion system products
Combustion system products

1.3SALIENT FEATURES OF DIFFENRENT SHOPS:

1.4.1 MATERIAL PREPARATION SHOP:
Plate material drawn from stores is cut to size and delivered to concerned production
shops. Gas cutting for carbon & low alloy steels can be done up at 50 mm thick,
square cut, single bevel cut, with or without nose, double bevel cut with nose can be
directly cut plasma cutting stainless steel plates up to 80 mm thick.
1.4.2 LIGHT MACHINE SHOP:
n this shop, all small components machining such as marking holes in tube sheet, and
drilling planning of small items will taken up here. Nozzle to flange welding is done in
this
shop.
1.4.2.1 MACHINERY USED IN LIGHT MACHINE SHOP:Small and medium lathes
Auto lathe
Radial drilling machines
Small horizontal boring
7

Medium horizontal boring

Heavy lathe
Plane drilling machine
CNC drilling machine
CNC deep hole drilling machine (HMT)
Cylinder grinding machine
Horizontal surface grinder
CNC lathe machine
1.4.3 HEAVY MACHINE SHOP:
Machining, drilling, and surfacing of components which are more largely than the
capacity of L.M.S will be carried out here. The shop is equipped with one 5000mm,
one 4000mm, one 2500mm diameter heavy double column vertical turning and boring
machines besides a number of smaller machines. Horizontal boring machine is capable
of bore max. Depth 2000mm.
1.4.3.1MACHINERY USED IN HEAVY MACHINE SHOP :
Radial drilling
2no
Universal drilling
1no
Single column planning
1no
Double column planning
1no
Large horizontal boring
2no
1.4.4PRESS SHOP:
The dished ends required for vessels are prepared with single plate and with petal
construction in this shop. Hydraulics presses upped max capacity of 1600T used for
pressing dished ends, petals of storage spheres and various other parts. Max diameter
of dished ends that can be prepared in the shop is 5000mm and max thickness that
can be handled be ion single stroke is 80mm, while upped 120mm thick plates are also
parade in stages.
1.4.4.1MACHINERY USED IN PRESS SHOP :
Section bending roll
----------Pneumatic hammer
----------Pipe bending
----------Hydraulic press 250 T
----------Hydraulic press 400 T
----------Hydraulic press 1600 T
----------Bending roll
-----------

1no
1no
2no
1no
1no
1no
1no

1.4.5 SHELLS SECTION:

In this shop, plates are rolled to required size and long seam and circumferential
seam welding will be done. Major welding is done by submerged arc welding process.
Max thickness welding done in this shop is 220mm. special narrow gap welding
8

machines available in this shop. Which can weld upped 350mm thick with groove
width about 20-24mm.
1.4.5.1
1.
2.
3.
4.
5.

MACHINERY USED IN SHELL SHOP :

Plate edge planning

Plate bending rolls
Plate bending rolls
Plate bending rolls
Submerged arc welding

1200x80mm thick -------235x3025mm thick -------4000x22mm thick -------3000x75mm thick ---------------

2 no.
1 no.
1 no.
1 no.
3 no.

1.4.6 PRODUCTION SHOPS:

1.4.6.1 PRESSURE VESSEL ASSEMBLY:
This shop had all the attachments that are to be made on the shell as per drawing
such as nozzle, internal, external supports are welded. In this shop mainly vessels
which are used in high pressure application are available in this shop. To obtain the
required thickness, 6mm sheets are wrapped and welded layer by layer.
TYPES OF DISHED ENDS:
Generally three types of dished ends are used, they are:
a) Hemispherical
b) Tory spherical
c) Ellipsoidal
1.4.6.2 HEAT EXCHANGERS ASSEMBLY :
In this shop heat exchangers are fabricated. Tube bundles and shell assembly I s
fabricated. Tube to tube sheet welding is mostly done with GTAW process. From
medium to high pressure heat exchangers with test pressures as high as 450kg/sq.cm
and temperatures ranging from -65 to 900C are handled in this shop. Titanium lined
vessels fabricating was done in this shop.
1.4.6.3 CRYOGENIC PRODUCTION :
Tanks and vessels for sub-zero temperature supplications are fabricated here. Not
only cryogenic tanks are produced in this section but also vast variety of equipment,
which include: Air separation units of capacity ranging from 50Nm/hr. and up to
2200TPD produce oxygen, nitrogen & argon are available. Storage tanks of horizontal
& vertical designs starting form 500 liters and above up to 2, 00,000 liters capacity to
hold liquid oxygen, nitrogen, argon and other vacuum insulate.
1.5 BHEL-HPVP PRODUCTS :
9

Products manufactured at BHEL HPVP plant include:a)PRESURE VESSELS:With different kinds of steels like carbon steel, stainless steel, clad steel, Monel etc.
and any combination of there off.
b) COLUMNS:Both shop and site fabricated columns with or without internals.
c) HEAT EXCHANGERS:From low pressure atmospheric fin coolers to high pressure heat exchangers
employing forged heads channels with test pressure as high as 500kg/sq.cm and
designs like U-tube, kettle type, etc.
d) STORAGE SPHERES:Of any size (up to 60m), any thickness (up to 60mm) to handle any fluid or gases like
ammonia, ethylene, propylene, LPG etc.
e) HIGH PRESSURE MULTILAYER VESSLES:Ammonia and urea reactors built ply wall design to suit high pressure of the order of
300kg/sq.cm hydraulic test pressure.
f) CRYOGENIC VESSELS:There are double wall construction with stainless inner shell and carbon steel outer
casing with evacuated inter space filled with pearlier (insulating material) for
guaranteed low evaporation rates.
g) AIR & GAS SEPERATION PLANTS:These plants are custom built mainly for production of oxygen, nitrogen, argon and
for separation of coke oven gas, converter gas for ammonia production. The design
include simple cycle with purification by absorption or with reversing exchangers and
capacities handling different feed stocks like bamboo, hard woods etc.
h) EVAPORATION PLANTS:Plants designed for the concentration of solids in different types of spent liquors in
multiple effect evaporation bodies using steam heating. The application includes
paper & pulp and alumina industries.
All the above equipments are fabricated according to standard code to ensure the
safety during testing and service. The most commonly used codes are ASME, BS5500,
AD Mark Blotter, IS 2825, TEMA, ANSI, API etc. For fabricating all the above
equipment, welding is the best suited operation in terms of strength and safety with
standing at high pressure.

10

In B.H.P.V-HP&VP, production is also mostly carried out by welding. It involves lot of

work including preparation of technologies, procedure, conducting tests and selecting
suitable processes and suitable consumables. These works are carried out by the WT
department.
1.5WELDING TECHNOLOGY :
As BHEL-HPVP plant is a fabrication industry, it is mainly based on welding technology.
All welding operations done in the company are governed by welding technology
department. For its manufacturing techniques welding technology has been playing a
vital role. Welding technology department prepares the procedures to be followed.
Welding technology department will take care of all requirements of welding in
production shops.
Its main function is to release the required technology to shops to follow and perform
their job. The other functions are estimating welding cost, replying to commercial
enquiries and replying constructional problems. The equipment and consumables
required to the shop will also be selected by the same department. The welding
technology plays a vital role in any fabrication industry.
Keeping this fact in mind, BHEL-HPVP plant has already setup a welding technology
department managed by a team of highly qualified and efficient personnel. This
department handles all the welding activities in the industry.
BHEL-HPVP has mastered almost all welding processes including TIG and MIG. The
types of jobs tackled includes high pressure piping, tube to tube sheet joint, high
thickness multilayer welding, fabrication of clad vessels etc.
Welding technology department prepares the procedures to be followed to plan and
carry out the following functions of the welding technology department.
Preparation, revision and Approval of welding procedures specifications and welding
datasheets.
Procurement and Qualification of the Welding consumables.
Qualification, documentation of welding procedure qualification records.
Qualification documentation and maintenance of welder or welding operator records.
Studying and solving quality problems related to welding and training of welders.
Release of welding technology documents.
In order to perform planning and execution of the various functions welding
technology is basically divided into five groups so that it may effectively dispense its
duties:
11

Enquiry group
Technology group
Qualification group
Consumables group
Trouble shooting group

a) ENQUIRY GROUP:
Enquires or tender invitations received by the commercial departments are sent to
the enquiry group in the welding technology department for feasibility study. These
groups comprises of persons with a considerable experience in the departments so
that they may access whether or not a job can be carried out successfully. Further,
they also estimate the cost of welding consumables so that the cost of welding can be
included in the price to be quoted to the customer, prior to receiving the sale order.
b) TECHNOLOGY GROUP:
This group has got the task of deciding the welding parameters to be used. A suitable
welding procedure specification (WPS) is selected depending upon the two parts to be
joined. Evert WPS is based on a supporting procedure qualification record (PQR)
whose number is mentioned on the
WPS. Besides, designing the welded joint, the
consumables group also raises the material indents for the welding consumables
(electrodes) required. These MIs are forwarded to the material procurement.
c) QUALIFICATION GROUP:
This group acts in response to the request forwarded to them by the technology group
concerning the qualification of any new welding procedure. They conduct tests, invite
the concerned inspectors and record the various readings from various tests
performed on the welded joint, in the quest fo4r qualifying the new procedure.
Secondly, they also perform the task of qualifying the welder in hand. They ensure
that all the welders are given practice in performing their duties.
d) CONSUMABLE GROUP:
This group keeps the track of all the consumables required. It clubs together
requirements received from the technology group.
e) TROUBLE SHOOTING GROUP:
The group shooting group shall take care of smooth execution of welding operations
on various products in production shops and erection sites in association with
production, quality control and production engineering personnel.
This group shall arrange for issue of welding technology Documents to the concerned.
Also the group shall participate in the investigation of the causes of failure in welds
and recommended corrective measures to avoid recurrence.

12

INTRODUCTION ABOUT HPVP

INTRODUCTION :
After coming as a manufacturing plant in 1966 at Visakhapatnam, Andhra Pradesh as a
Public Sector Undertaking under the Department of Heavy industry (DHI) to
manufacture and supply custom built process plant equipments for Core Sector
Industries like Fertilizers, Oil Refineries, Petrochemicals, Steel Plants, Nuclear, Space,
Defence and Power Sectors with the technical collaboration of SKODA Export,
Czechoslovakia. The Company is located on NH-5 near to Airport, Railway Station and
Sea Port in Visakhapatnam, Andhra Pradesh. The Company is spread over a total area
of 386 Acres.
HPVP is a premier manufacturing unit specializing in design, fabrication, supply and
erection of Heat Exchangers, Columns, Storage Spheres, Reactors and Strippers,
Multilayer Vessels Reactor Regenerator Package, Air Separation Plants, Purge Gas
Recovery Units, Oxygen Plants, Nitrogen Plants, Hydrogen Plants, Sulphur Recovery
Units, Crude Stabilization Units, Mounded Storage Systems, Compact Heat Exchangers,
On Board Oxygen generating system etc., to Oil Refineries, Fertilizer Plants, Steel
Plants, Defence sector etc., and has been contributing to the Nation building during
the past four decades. The Company has good potential to cater to the growing needs
envisaged in Power, Oil and Gas, Nuclear, Defence and other strategic sectors in
future. Also, HPVP is highly reputed for the Quality and reliability of its products and
possesses several National & International Quality accreditations besides ISO
9001:2000 certification.
Erstwhile BHPV started production in the year 1971-72 with a turnover of just Rs.1.95
Cr and crossed Rs.300 Crs in the year 1996-97. The Company contributed around Rs.
1000 Crs to the national exchequer during the past 20 years.
HPVP (erstwhile BHPV) is the largest fabricator of process equipment in India for the
petroleum, fertilizer, chemical and allied industries. It is a unit of maharatna Central
Public Sector Enterprise Bharat Heavy Electrical Limited.
Situated in the city of destiny, Visakhapatnam on the eastern sea coast of the Deccan
plateau, HPVP is accessible by road, rail, sea and is well connected to all
metropolitan cities by air.
BHEL-HPVP has been selected for the study. The topic selected is A study on financial
statements analysis with reference to BHPV.
NEED FOR THE STUDY:
BHEL-HPVP has emerged as one of the leading heavy engineering manufacturing plants
to manufacture custom built capital equipment required by the process industries like
13

fertilizers, Petro chemical & chemical industries. After merger the company moving
into manufacturing of capital equipment required for power plants.
After its commissioning & commencement of production, the plant has been
continuously updating its technologies, by entering into Collaborations with renowned
multinational companies like Air liquid, BSL, Delas, HCG, Alstom etc
Mammoth Engineering capabilities & excellent designing network & Manufacturing
facilities, high degree of customer confidence, with sound work Cultures are some of
the vital factors involved in achieving continuous growth of HPVP.
However in the early 2000s, the financial performance of the industry went under
great strain, due to a combination of adverse factors, which got bunched year by
year. Since 2001 steep rise in exorbitant interest costs, increased inflation, global
competition, Government policy etc further aggravated the situation.
However, from the year 2008, the company started showing positive signs in the
operations and stared earning profits. The main reason for this development is the
decision of the Government to make it part of Heavy Electrical Equipment
Conglomerate BHEL. The year 2008 can be said as RE-BIRTH year for HPVP as
erstwhile BHPV was taken over by BHEL as its subsidiary. .
BHEL, from the date of taking over of this unit in 2008, started to look after key areas
like utilization of plant capacity to the fullest extent, attention on financial
discipline, HR related problems, Capex etc. From the year 2008 the company restarted its business with new look, strategies, diversification and once again started
gaining customer confidence, thereby earning positive financial figures and on the
way of regaining past glory.
By 2013, the company has been merged with BHEL and has become its 17 th unit.
Legally the BHPV Limited got closed. By this way the company and brand called BHPV
has disappeared from Indian industrial map for ever and in its place new name and
brand BHEL-Heavy Plates and Vessels Plant has emerged.
The importance of the study, Financial Statement Analysis in HPVP, Visakhapatnam
presupposes that one very important reasons for which Public sector Enterprises in
India have suffered financial strains in the late 80s and in 90s or earned low Level of
profit may relate to the misconstruing of the financial aspects. Had these Enterprises
managed the overall finance operations in an efficient manner, they would have
generated resources for its growth as well as economic growth.
OBJECTIVES OF THE STUDY :
This study of HPVP has been undertaken to evaluate the financial efficiency of the
organization by establishing the following objectives.
14

To know about the various sources of finances, working capital to HPVP

To judge the financial position, of HPVP
To measure the operational efficiency of HPVP
To determine the profitability trends of HPVP
To assess the overall financial position of HPVP

Definitions of Training:
Training is an organized activity for increasing the knowledge and skills of
people for a definite purpose.
According to Edwin B. Flippo,
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. Training involves the development of skills that are usually necessary
to perform a specific job. Its purpose is to achieve a change in the behavior of those
trained and to enable them to do their jobs better. Training makes newly appointed
workers fully productive in the minimum of time. Training is equally necessary for the
old employees whenever new machines and equipment are introduced and / or there
is a change in the techniques of doing the things.
In fact, training is a continuous process. It does not stop anywhere. The
managers are continuously engaged in training their subordinates. They should ensure
that any training programme should attempt to bring about positive changes in the
(a) Knowledge
(b) Skills and
(c) Attitudes of the workers.
The purpose of training is to bring about improvement in the performance of
work. It includes the learning of such techniques as are required for the better
performance of definite tasks.

OBJECTIVE OF THE STUDY

The definition of training objectives is an essential pre-requisite for designing

and providing training. They will naturally vary according to the requirements of
15

particular situations but in general they must all point in the same direction i.e.
requiring that trainees should demonstrate that at the end of training they have
learned, and can demonstrated that they have learned, whatever knowledge, skills
and attitudes have been identified as necessary for effective work performance.

Before we have the subject of training objectives, an important point needs to

be made which illustrates the essential nature of the Systematic Assessment of
Training (SAT), the definition of training objectives as one system and the assessment
of learning achievements and training effectiveness as another are totally
interdependent.

As we have seen, training objectives determine the details of design and

provision. The next step is to plan and provide training that will enable objectives to
be achieved taking account of the basic principles of learning and giving the best
value for money. A systematic discussion of the design and provision of training must
necessarily include the people who design and provide training and the methods and
locations that might to be used in practice.

The main aim of training is to include a suitable change in the individual;

concerned. Experienced employees, for example, are taught to operate unfamiliar
equipment. Person raised to supervisory levels can be taught how to plan and control
the work of their units and help their subordinates.
Objectives are the tactical applications of the strategic aims. They are
statements of intent written in clear, unambiguous, specific and precise terms. They
specify what the learners will be able to do at the end of each stage of the learning
process. This is essential in validating the training by considering whether what has
been achieved was that which was intended.
FRAME WORK OF THE STUDY
Chapter-I

: Introduction, need for the study, objectives, limitations,

research methodology
Chapter-II

: Industry profile, company profile of bhpv

16

 Chapter-III

: Theoretical frame work of

Training & Human

Resource Development
Chapter-IV

: Analysis of Training & Devolopment in BHPV

Chapter-V

: summary, findings, suggestions

NEED FOR THE STUDY

Training and development, on a continuous basis, is essential for gaining

a competitive edge. Todays organizations need to communicate their results to
the world. Their publics include customers, employees, creditors, suppliers and
the general public. The effectiveness of business activities demands that the
managers should possess diverse skills and performance management abilities.
This can be accomplished only through training efforts.
The word training consists of eight letters, to each of which could be
attributed some significant meanings in the following manner:
(1) T: Talent and Tenacity (strong determination)
(2) R: Reinforcement (Some thing positive to be reinforced into memory and system
again and again, until it becomes a spontaneous affair)
(3) A: Awareness (with which one can easily take long strides of progress)
(4) I: Interest (which is invariably accompanied by experience oriented intensity)
(5) N: Novelties (the new things, the like of which would sustain our interest and fill
our hearts with thrills and sensations)
(6) I: Intensity (the training instilled into the trainees mind must acquire experienceoriented intensity)
(7) N: Nurturing (it does refer to incessant nurturing of talent, which otherwise would
remain latent and domant)

17

(8) G: Grip (a fine grip over the situation solves multiple problems and enables one to
acquire a practical and programmatic approach along with all tricks and tactics
to achieve success after success in ones endeavors)

The following points of warning must be given to the person who undergoes the
process of any training programme:

1.
2.

One has no right to be complacent and stagnant about ones own progress.
One need not be unethical and crooked while being on the track to achieve
ones goals.

3.

One doesnt have to disturb others, or obstruct others progress while sustaining
ones own profitability.

4.

One need not resort to deception, fake and fraudulent means to achieve
success or triumph in marketing, customer satisfaction and such other
activities.

METHODOLOGY
Research is commonly refers to a search for knowledge. We can also define
research as a scientific search for pertinent information on specific topic
.Research Methodology is away to systematically solve the research problem.
The steps adopted by researcher to solve the research problem. The following are
sequential
Steps followed for this methodology:
Research Design
Data Collection
To any project research plan is designed for a systematic follow up of findings.
The grade of employees to be sampled.
18

 The sample size.

The questionnaire format.
Analysis and Interpretation of data.
Conclusions and Suggestions.

Data Collection:

Data is the facts in the form of quantitative. Dewing with any

problem it is often found that data is inadequate and therefore it becomes necessary
to collect the data that are appropriate. So data can be classified into
Primary Data.
Secondary Data.
Primary Data: Primary data are is that, which is collected afresh for the first time
and this happens to be original m character. Data is collected through
Questionnaire Method.
Interview Method.
Interview

Method:

The

study

also

includes

obtaining

information

from

knowledgeable persons. The interview is an informal and unstructured one with

competent and articulate individuals, executives professionals of organization.
Secondary Data: Secondary data is that, which are ready available. This data is
already been collected and analyzed by someone else. It is gathered from the
organization reports, various publications and journals and browsed through some
websites.

Manuals of different departments.

19

 House journals of BHPVs.

Circulars and statements of BHPVs.

20

CHAPTER - II

21

INDUSTRY PROFILE
BHARAT YANTRA NIGAM LIMITED:
Bharat Yantra Nigam Limited (BYNL) was incorporated in July, 1986 with
corporate office at Allahabad (UP), with the main objective to integrate, monitor and
coordinate the activities of the subsidiary companies with a view to secure optimum
utilization of resources and to provide package and turnkey services to various core
sectors. It has following 6 companies as its subsidiaries.
1. Bharat Heavy Plate & Vessels Limited, Visakhapatnam
2. Bharat Pumps & Compressors Limited, Naini, Allahabad.
3. Bridge & Roof Company (India) Limited, Calcutta.
4. Richardson & Cruddas (1972) Limited, Mumbai.
5. Tungabhadra Steel Products Limited, Hospet, Karnataka.
6. Triveni Structural Limited, Naini, Allahabad.

The total production of all subsidiary companies during 1999-2000 is

anticipated to be Rs.840 crore.
BHARAT HEAVY PLATES AND VESSELS LIMITED:

22

Bharat Heavy Plates & Vessels Limited, (BHPV) was set up in the year 1966 for
catering to the requirement of equipments for core sectors, such is, Fertilizers, Oil
Refineries, Petrochemicals, etc.
The company has 3 product divisions namely, Process Plant Division, Cryogenics
Division, and Boiler Division. The company is radual1y shifting its emphasis, from
mere manufacturing and supply of equipment to system sales. The Company has
entered into MOUs, on a case-to-case basis, with world renowned companies for
transfer of technology.
The production of the Company for the year 1999-2000 is anticipated to be
Rs.255 crores.
BHARAT PUMPS & COMPRESSORS LIMITED:
Bharat Pumps & Compressors Limited, (BPCL) was incorporated in January,
1970 at Naini, Allahabad. The Company is catering to the needs of sectors like, oil,
fertilizer, chemicals etc. For various types of pumps & compressors. The company
became sick and was referred to BIFR. The companys BIFR sanctioned revival plan is
under implementation involving fresh infusion of funds by Government to the extent
of Rs. 15.75 crores with financial restructuring of Rs. 81 crores. The Company is likely
to end the year 1999-2000 with a production of Rs. 45 crores.
BRIDGE & ROOF COMPANY (INDIA) LIMITED:
Bridge & Roof Company (India) Limited (B&R) was initially a subsidiary of
Blamer Lawry & Co. Ltd. Subsequently, Government of India directly invested
additional equity capital of Rs.174 lakhs in December, 1978 and became a Government
company. The administrative control of this company was transferred to this
Department from Ministry of Petroleum in June, 1986. The companys operations
cover fabrication of medium and heavy structures, civil engineering works in respect
of buildings, concrete bridges, project civil works, cooling towers, mechanical
erection of complete plants for refineries, fertilizers, chemical, steel, aluminum, etc.
23

The turnover of the company during the year 1999-2000 is anticipated to be Rs.370
crores.

RICHARDSON & CRUDDAS (1972) LIMITED:

Richardson & Cruddas (1972) Limited (R&C) was taken over from private sector
in 1972. It has four units two in Mumbai & one each in Chennai and Nagpur. The
Company became a subsidiary of BYNL with effect from 2h1 April, 1987.
The product profile of the Company covers steel structures, transmission line
towers, industrial machinery, chemical machinery, refrigeration equipment, etc. The
company became sick and was referred to BIFR. A revival plan sanctioned by BIER is
under implementation involving financial restructuring of Rs. 110 crores. The
company earned profit for the third successive year in 1998-99. Its production during
the year 1999-2000 is likely to be Rs. 105 crores.
TRIVENI STRUCTURALS LIMITED:
Triveni Structurals Limited (TSL) was incorporated in July, 1965. The Company
is primarily engaged in the manufacture of heavy steel structural products such as tall
towers & mast for power transmission, communication and T.V. broadcasting, hydro
mechanical equipment, pressure vessels, etc. The Company became a subsidiary of
BYNL in April, 1987.
The company became sick and was referred to B. B sanctioned revival plan is
under implementation involving fresh infusion of funds by Government to the extent
of Rs.29.22 crores with financial restructuring of Rs.47 crores. The progress of
implementation of the sanctioned revival plan has been taken up for review by BIFR.
The production during the year 1999-2000 is anticipated to be Rs.30 crores.

24

C O M PA N Y P R O F I L E :

Incorporation of the Company

1966

Primary Objective

To

manufacture

custom

built

Capital

Equipment for the Process industries such as

Fertilizers,

petrochemicals,

Petroleum

refineries, chemicals etc

Technical Collaboration
provided by

M/s SKODA EXPORT,

Czechoslovakia.

Commencement of Construction

1968

Completion of Construction

1971

Commencement of Production

1971

Initial Project Cost

Rs. 17.5 crores

Initial Product Mix

Heat Exchangers, columns, pressure Vessels,

Technological Structures, piping etc

Installed Capacity

23, 210 M.T.

Turnover for the year 2014-15

Rs.70.45 crores

25

PRODUCTION FACILTIES
Factory Area

197 Acres

Total Covered Area

90,000 sq. Meters

Covered area of Production Shops

Power Requirement
No. of Ancillary Units

:
:

56,000 sq. Meters

3,000 KW from APSEB

:

11 Units

IMPORTANT MACHINERY:

The factory is provided with comprehensive and modern manufacturing and

testing facilities and suitable material handling equipment.
The maximum crane lifting capacity is 120 tones, but loads up to 250 tones can
be lifted with improvised
Maximum Rolling capacity is 60mm in cold condition and 170mm in hot
condition.
BHPV has the largest heat treatment furnace in India, the size being 5.5 meters
width, 5.5meters height and 36.5 meters long. One more furnace of 200 Ton
capacity and 15mtrs. Bogie length has been added.
Other critical equipment available with BHPV are Deep Drawing Hydraulic Press
of 1600T capacity.

26

Single Spindle CNC Deep hole Drilling Machine with Gun Drilling attachment and 2Nos.
CNC drilling machines which can employ conventional drills. Another CNC Deep hole
drilling machine has been installed recently by HMT

A number of Welding Rotators of capacity up to 250 Tones.

Welding equipment such as manual Arc, Sub merged Arc, TIG, MIG, Plasma
including the latest high productive welding equipment such as Twin Head
submerged arc welding, and Bi-cathode TIG welding.
Tube Fining Machine.
A number of vertical and horizontal boring machines with a maximum capacity
of 5 meters dia and 200mm spindle dia respectively.
Different types of Non-destruction Testing Equipment.
Well equipped Physical and Chemical Laboratories.

Metrology section etc.

HCL Super-Mini Computer, Two Mini computers
56 CAD Machines and 118 Personal computers.

MANPOWER (As on 31.03.2015):

Workmen / Staff

777

Supervisors

86

Executives

238
27

Total

1101

EMPLOYEE WELFARE AMENITIES :

Township Area

151 Acres

No. of Quarters

1192

20 bed Hospital
Protected Water Supply
Underground drainage system
English medium school with CBSE Syllabus
Telugu medium school with AP State Syllabus
Special school for mentally handicapped children.
Vocational training centre for mentally handicapped
Community center for cultural activities & sports open air theatre facilities
Kalyana Mandapam.

DIVERSIFICATION:
Originally established for fabrication of process equipment.
As a step towards diversification signed collaboration agreement with M/s L Air
Liquide of France in 1971 for manufacture of
o Air & Gas separation plants
o Cryogenic storage systems

28

 Further diversified into the area of industrial boilers in the range of 50 200
TPH in collaboration with M/s BHEL in 1981 based on the recommendation of the
working group constituted by DHI.
Entered into the area of oil & Gas Processing systems in 1990 in collaboration
with M/s B.S & B Engg. Co., USA.

COLLABORATION AND ABSORPTION OF TECHNOLOGIES:

Some of the significant collaborations of BHPV entered include:
M/s BSL, France in respect of Field erected Cryogenic Storage Tanks.
M/s Delas, France in respect of Deaerators.
M/s ABB Lummus, Netherlands for Heat Transfer Systems.

Case to case tie ups, BHPV entered into include:

Evaporators from M/s Ecodyne Corporation, USA
Paper & plus digesters from M/s Kamyr AB, Sweden
Gas collection modules from M/s KTO Corporation, USA
Large space simulation chamber from M/s HVEC, USA.
Primary reformer from M/s Halder Topse, demark
Waste heat boiler from Borsig, Germany
Feed water heater from delas, France.
Argon recovery unit from M/s LAir Liquide, France etc.
Hydro cracker reactors from M/s Neo-Pignani, Italy.
Vacuum Ejector systems from M/s Korting Hanover, Germany.
LPG handling & storage system from M/s Noell-LGA, Germany.
Ammonia storage system from M/s KTI, Germany etc.
By absorbing know-how from various world renowned collaborators, BHPV

29

upgraded its status from a mere fabricator of process equipment to that of

an engineering company of international repute.

PROJECTS OF NATIONAL IMPORTANCE EXECUTED/UNDER EXECUTION:

S.NO.

CUSTOMER

PROJECT/EQUIPMENT

1.

IOCL, Panipat

Hydro cracker reactors-3No.s

2.

IOCL, Panipat

Reactor, Regenerator & Office Chamber

3.

IOCL, Panipat

Reformer & WHR Package

4.

IOCL, Mumbai

150 MT Capacity LPC bullets

5.

IOCL, Chennai

Sphere

6.

BOKARD STEEL PLANT, Bokaro

Argon Recovery unit

7.

NRL, Numaligarh

Air Fin collers/SS Clad Vessels, Spheres

etc.

8.

HPCL, Visakhapatnam

CDU

Heater

with

APH

System/VDU

Heater
9.

HPCL, VREP II Visakhapatnam Clad/CS Columns/CS heat Exchangers etc

10.

HPCL, Visakhapatnam

Co-boiler

11.

HPCL, Visakhapatnam

Revamping of 50TPH oil & gas fired

boiler

12.

HPCL, Mumbai

50 TPH Boiler

13.

BPCL, Mumbai

Nitrogen Plant

14.

Hyundai

Heavy Industries, Cryo Nitrogen plant

New Delhi
15.

Space

application

centre, 505m Dia thermal vacuums system

30

ahmedabad
16.

TECHNIMONT ICB LTD. Mumbai Nitrogen plant

17.

OSWAL CHEMI FERTILIZER LTD- Waste Heat LP boilers

Paradeep

18.

IFFCO, Kandla

15,000mt ATM ammonia storage tank

Modification of Evaporator Batterries

19.

NALCO, Damanjodi

MAJOR CUSTOMERS:
Fertilizer industry
Petroleum refineries
Petrochemical complexes
Steel plants
Chemical industries
Power sector
Nuclear, Defense & space sectors

MAJOR COMPETITORS

Larsen & Turbo

GR Engg

Lloyd steel

for process plants

31

 I.O.L

INOX

L&T

Linda, Germany

B.O.C, UK

Air products, USA & UK

for cryogenics & systems

KOBE, Japan

Nippon Sanso, Japan

HOPM, China

PRAXAIR, USA

BHEL

L&T

BABCOCK THERMAX

ACC Babcock Ltd.

for industrial boilers

QUALITY:

BHPV is reputed for quality and workmanship of its products.

BHPV has received a number of international accreditations such as
LLOYDS REGISTER OF INDUSTRIAL CLASS I CERTIFICATE FOR FUSION WELDED
PRESSURE VESSELS:

ASME

U & U2 STAMPS ON PRESSURE VESSELS

32

ASME

S STAMP FOR INDUSTRIAL BOILERS

NATIONAL

BOARD

OF

BOILER

& R STAMP FOR REPAIS OF CODED VESSELS

PRESSURE VESSELS INSPECTORS,

U.S.A
STAMI CARBON

UREA REACTORS

HALDOR TOPSOE

AMMONIA REACTORS AND HIGH PRESSURE

HEAT EXCHANGERS

ARBIAN AMERICAN OIL COMPANY

PROCESS PLANTS

As a part of total quality management programmed BHPV has acquired ISO 9001
certification during the year 1993-94 particularly to boost up its exports and to
be competitive in the international market.
Recertification of ISO 9001 has been obtained in September, 1996.
In recognition of high standards of our quality, confederation of Indian industry
(CII), Southern Region, AP presented the Quality Award

BHELs quality policy:

33

IN ITS QUEST TO BE GLOBAL ENGINEERING ENTERPRISE, BHEL PURSUES CONTINUAL

IMPROVEMENT IN THE QUALITY OF ITS PRODUCTS, SERVICES AND PERFORMANCE
LEADING TO CUSTOMER DELIGHT THROUGH COMMITMENT, INNOVATION AND TEAM
WORK OF ALL EMPLOYEES.

BHELs Motto:
To supply cost effective, international quality products and services for process
and other industries through latest technology and improved production

RESEARCH & DEVELOPMENT

Research & Development department was established in 1975 and is well
equipped with high tech equipment to cater to Applies Research and Product
Development. R&D has developed 136 Projects so far.

Some of the products

commercialized include:

1. Titanium Anodes
2. Titanium Air Bottles
3. Cryo Vats
4. Individual Quick Freezing Unit
5. Super Insulated Piping.
6. Super Insulated Crow Storage tanks
7. D.M. Water Plants
34

A prestigious order for Development of Heat Exchangers for Light Combat

Aircraft (LCA) Phase-II has been received from Aeronautical Development Agency, Ban
galore.
Some of the Awards received for excellence in R&D include:

CIS Award for R&D achievement in 1992-93.

The Chelikani Atchuta Rao Memorial Award from FAPCCI for individual
Achievement in R&D effort in 1996 (Mr BSV Prasad).

For the First time in India, BHPV has fabricated 2nos. Gas hydration
packages on turkey basis and supplied to ONGC. It has successfully
commissioned refrigerated LPG import terminal Kandala for IOCL, which is first
of its kind in India.
BHPV has set up a LSSC at Bangalore for ISRO satellite centre (ISRC).
The entire project was done on Turkey basis with technical backup from high
vaccum equipment cooperation, USA. It is unique in India and very few
chambers elsewhere in the world have so many featurresin one chamber.
Recently heat exchanger has been designed for Light Combat Aircraft
(Tejas) and same was manufactured nand delivered to ADA, Banglore.
ANCILLARISATION:
BHPV has developed 11 ancillary units in its vicinity to cater to its requirements.
Apart from offering sufficient work load to these industrial units, BHPV has been
assigning work to a number of small scale industries.

BHPV provides material,

transportation and inspection services to the Ancillaries to help them meet its quality
requirements.
35

PRESENT STRENGTHS:
Excellent Design & Engineering capabilities.
State of the Art Manufacturing facilities.
Accomplished image as a supplier of Quality Products in the domestic and
international markets.
High degree of customer confidence.
Technological tie-up arrangements.
Well trained and qualified work force and Engineers.
Sound work culture & harmonious Industrial Relations.
Extensive computerization.
Capability to supply Projects & Systems on turnkey basis.
Project Management Skills.
PLANS & STRATEGIES:
To grow as an Engineering, Procurement and Construction Company.
To enlarge Export Business.
To resort to extensive computerization and Automation for reduction of
cycle time, improvement of quality and reducing costs.
To forge strategic business alliances with International Companies to
derive technological and marketing advantages.
To strive for continuous updating of technologies to be on par with
International Companies.
To focus on Human Resources Development.
To change the work culture to be compatible with market demands.
CONSTRAINTS:
Dependence on imports even for common materials like Boiler Quality Plates.
Port congestion adding to the delays in importing of materials.
36

 Big burden of high internet rates on working capital while competing with
International suppliers who have the facility of very low interest rates.
Abnormal increase in Bank charges such as commission on Bank Guarantees,
retirement of documents etc.
Restrictions in shipping imported materials (FOB contracts Vs C&F Contracts)
resulting in delays.
Shortage of Man Power due to V R Scheme several times.
Replacement/updating of machinery.

BHEL place first order on BHPV

Bharat heavy electricals Limited(BHEL) has achieved one of the biggest break in
through so far internal business by winning a turnkey contact for setting up a 400 m.w
thermal power project in Syria with this order for tishreem .Thermal power plant
extension (400m.v) .The company has also made its entry valuate
At over Rs.2080crs. This is the highest value single order secured by the company in
over scale market as also the first ever over seas order for a large size steam turbine
power plant with 200mv unit rateing sets. this bench mark reference will now open up
new overseas market segment for large size thermal sets
BHELs scope of the work in the contract includes design ,manufacture supply,
engineering

,extension commissioning of main

plant equipment with associated

auxiliaries balance of plant besides state of the art controls& instrumentation(c&t)

The project will be executed by the company in a tight scheduled of 33 months BHEL
has identified overseas business as one of its must areas as past of its strategic plan
2012 the company to targeting a six fold increase in its physical exports by2012
BHELhas established its tool prints in all the six continents of the world spanning to
countries &its technical competence has earned world wide acclaim
As the first order step towards revival of BHPV .BHEL has placed the first commercial
order on BHPV following take over of the company in may 2008

37

In order manufacture supply of 680 metric tones of boiler& components including

drums heaters rises tubes panels pipining products. the document to this effect
including the documents
Pertaining to design and quality were handed over in Visakhapatnam by BHEL official
to BHPV officials in the presence of Mr. ANIL SACUADER, director(HR) .Mr. B.P. Rao
director(IS&P).Mr. S.S. Gupta BHPV(Md)
As setting up another manufacturing plant needs massive green field investments
entry like BHPV makes better

achieved by enhancing capacity with brown field

investments
BHEL plans to load BHPV on a monthly basis based on its performance and capacity
BHPV is being developed as a dedicated centre for industrial boilers, current cost
structure of BHPV is similar to BHEL, costs are expected to come down due to
factories like increased volume and better financial capability leading to lower
working capital borrowing costs
With a capital of Rs.236crs spread over three years in addition to induction of
experienced manpower and required technology from BHEL, BHPVs turnover is
expected to cross Rs.1000crs in 3 years

38

CHAPTER - III

THEORETICAL FRAME WORK

39

Introduction:
Management is defined as the art of getting things done through people.
- Mary Parker Follet.
The term Human Resource can be thought of as, The total knowledge, skills,
creative abilities, talents and aptitudes of an organizations workforce as well as the
value, attitudes and beliefs of the individuals involved.
Human Resource Management can be defined as managing (planning.
organizing. directing and controlling) the functions of employing, developing and
compensating human resources resulting in the creating and development of human
relations with a view to contribute proportionately to the organizational, individual
and social goals.
Human Resource Development (HRD) is concerned primarily with helping the
employees develop them through training, feedback and counseling them by their
senior officers and other development efforts.

Scope of HRD:
The scope of HRD is limited to Training and Management development, Career
planning and development, Organization Change and development. Quality of Work
life, Quality of Circles, job enrichment. The activities that comes under Training
and Development are Safety and Health Programs. Welfare programs, Communication.
Personality Development. Obsolescence prevention, improving their Performance.
Social security and the like.

Objectives of HRD:
40

 To prepare the employee to meet the present and changing future job
requirements.
To promote good relations.
To ensure smooth and efficient running of the organization.
To create a climate that enables every employee to fulfill his individual and
organizational goals.
To broaden the minds of the superiors by giving opportunities to the
employees in sharing their views and experiences.
HRD plays a vital role in making the human resources vital, useful and
purposeful and to develop, change and excel the organization. In brief, HRD helps.
To acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles.
To develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and/or organizational development process.
To develop an organizational culture in which superior-subordinate
relationship, team work and collaboration among sub-units are strong and contribute
to the professional well-being, motivation and pride of employees.
Training and Development:
Every organization needs to have well-trained and experienced persons to
perform the activities that have to be done. Once a job applicant is selected for an
41

organization he must be considered as one of the members of its organization and all
the necessary facilities to develop, the future career and the training to he provided
for him.
All these aspects must be looked after by the organization.
Training is essential because technology is developing continuously and at a
fast rate. A good-training sub-system would help greatly in monitoring the directions
in which employees should develop in the best interest of the organization. Also it
ensures that employees develop in directions consent with their career plans.
Training can be a good diagnostic tool also - the first step in a strategy of
organizational change. Training, like any other activity in an organization, should be
made possible to show how training is helping the organization in reducing various
kinds of wastage. Evaluating the training programmes in terms of hardware will
increase its credibility and boost its self-image.
The training department should play a dynamic role in monitoring the training
activities. It is better to aim at in-company programmes for technical skills wherever
possible and outside programmes for managerial and behavioral development. The
people, who are performing responsible roles, should be encouraged to go out
periodically for training so that they get more opportunities to interact with
executives of other organizations, get ideas and stimulate their own thinking.
To raise the skill levels and increase the versatility and adaptability of
employees. Training is more important. Training is the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is a shortterm educational process and utilizing a systematic and organized procedure by which
employees learn technical knowledge and skills for a definite purpose. As jobs have
become more complex, the importance of employee training has increased.
Training is a learning experience. It improves his or her ability to perform
their duties. Training involves the changing of skills, knowledge, attitudes or social
42

behavior. In all training, there is some education and in all education, there is
some training. Education is the understanding and interpretation of knowledge
According to R. Glaser, the purpose of training is to help those who are or
will be performing a certain job to achieve successful role behavior while education is
tied to the goals of the individual more than to those of the organization. These two
processes cannot be separated from development. Skills
Definition, Meaning and Purpose of Training:
Definition: - Dale S.Beach defines the training as, ....the organized procedure
by which people learn knowledge and/or skill for a definite purpose.
Training may be defined as, A process by means of which the aptitudes. And
capabilities of individual employees to perform specific jobs are increased. Meaning:
- Training is a process of learning a sequence oh programmed behavior. It is an
application of knowledge. It
helps the people to know the rules and procedures to guide their behavior. It
improves, changes, moulds the employees knowledge, skill, behavior, aptitude and
attitude towards the requirements of the job and organization. Training bridges the
difference between job requirements and employees present specifications. Purpose:
- According to Edwin B.Flippo, The purpose of training is to achieve a change in the
behavior of those trained and enable them to do their jobs better. In order to
achieve this objective, any training programme should try to bring positive changes in
knowledge, skills and attitude.
Knowledge: - It helps a trainee to know facts, policies, procedures and rules
pertaining to his job.
Skills: It helps him to increase his technical and manual efficiency necessary to
do the job.
Attitude: - It moulds his behavior toward his co-workers and supervisors and
creates a sense of responsibility in the trainee.
43

In todays employment setting, using the terms T & D is more appropriate than
training alone, since, human resources can exert their full potential only when the
learning process goes far beyond simple route or routine, as emphasized by Dale
Yoder.
The purpose of training is mainly to improve their competence and capability
of the job they are holding.

Importance of Training:
Training is the most important technique of human resource development on
which the human resource management depends on to a large extent. No organization
can get a candidate who exactly matches with the job and the organizational
requirements. Hence, training is important to develop the employee and make him
suitable to the job.
Training is important as it constitutes significant part of management control
i.e., in the achievement of organizational objectives like viability, stability and
growth and also in improving organizational efficiency, productivity, progress and
developments. Hence trained employees would be a valuable asset to an
organization. Training enhances 4 Cs viz., Competence, Commitment, Creativity and
Contribution for the organization.
The Training is important mainly because:
It improves the job knowledge and skills at all levels of the organization.
It develops a sense of responsibility to the organization for being competent
and knowledgeable.
It provides information for future needs in all areas of the organization in
view of technological advancement, total quality and productivity management.
44

 It helps a person to handle stress, tension, frustration and conflict and to

make more effective decisions and problem solving techniques.
It helps to improve communication, skills and attitudes which lead to improve
labour - management relations and maintain co-operation among the employees in
the organization.
It provides a good and appropriate climate for learning, .growth and coordination and helps to eliminate fear in attempting new tasks.
It helps to create a better corporate image by increasing productivity and or
quality of work and by understanding and carrying out properly the organizational
policies.
It moves a person towards personal goals while improving interactive skills and
increases job satisfaction and recognition.
Trained employees make a better and economical use of materials and
equipment.
Spoilage or wastage of materials can be reduced. There is no need for
constant supervision m case of trained employees.
It helps in reducing dissatisfaction, complaints, and grievances and makes
them more loyal to the organization and improves the morale of the workers.

Need for Training:

45

1) To increase productivity:- Training helps to increase the level of performance

which in turn leads to increased operational productivity and increased company
profit.
2) To improve quality: - Better informed workers will do fewer mistakes. As a
result, quality increases, may be in relationship to a company product or service.
3) To help a company fulfill its future personnel needs: Organizations that have
a good internal educational programme will have to make less drastic manpower
changes and adjustments in the event of sudden personnel alterations.
4) To improve Organizational Climate: - An endless chain of positive reactions
result from a well planned training programme. Production and quality of, the
product may improve, financial incentive may be increased etc., this improves
organizational climate.
5) To improve Health and Safety:- Proper training can help to prevent
industrial accidents. A safer work environment leads to more stable mental Attitudes
on the part of employees as well as managerial staff. It helps to better themselves.
6) Obsolescence Prevention: - Training and Development helps to increase the
initiative and creativity of employees. It helps to prevent manpower obsolescence,
which may be due to age, temperament or motivation or inability to adapt himself to
new technological changes.
7) Personal growth: - The training programme helps to improve their individual
skills, wider their knowledge, enlighten altruistic philosophy and enhance their
personal growth.

OBJECTIVES OF TRAINING:

46

Generally line managers ask the personnel manager to formulate the training
policies. The personnel manager formulates the following training objectives in
keeping with the companys goals and objectives:
To prepare the employee both new and old to meet the present as well as
the changing requirements of the job and the organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
To prepare employees for higher level tasks
To assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information and
techniques and developing the skills they will need in their particular
fields.
To build up a second line of competent officers and prepare them to occupy
more responsible positions.
To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences within and outside with a
view to correcting the narrowness of outlook that may arise from over
specialization.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
47

 To promote individual and collective morale, a sense of responsibility,

cooperative attitudes and good relationships.

METHODS OF TRAINING:
As a result of research in the field of training, a number of programmes are
available. Some of those are new methods. The training programmes commonly used
to train operative and supervisory personnel are discussed below. These programmes
are classified into on the job and off the job training programmes as follows:

On- the -job training method:

This type of training also known as job instruction training, is the most
commonly used method. Under this method , the individual placed on a regular job
and taught the skills necessary to perform that job. The trainee learns under the
supervision and guidance of a qualified worker or instructor.
On- the- job training has the advantage of giving first hand knowledge and
experience under the actual working conditions.

48

1) Job rotation : This type of training involves the movement of trainee from one
job to another. The trainee receives job knowledge and gains experience from his
supervisor or each of the different job assignments. This method gives an opportunity
to the trainee to understand the problems of employees on other jobs and respect
them.
2) Coaching : The trainee is placed under a particular supervisor functions as coach in
training the individual. The supervisor provides who feedback to the trainee on his
performance and offers him some suggestions for improvement. A limitation of this
method of training is that the trainee may not have the freedom or opportunity to
express his own ideas.
3) Job instruction : This method is also known as training through step by step.
Under this method, trainer explains the trainee the way of doing the jobs, job
knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee.
4) Committee Assignments: Under the committee assignment, group of trainees are
given and asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops team work.
Off the- job methods:
Under this method of training, trainee is separated from the job situation and
his attention is focused upon learning the material related to his future job
performance. Off the job training methods are as follows:
1) Vestibule training: In this method , actual work conditions are simulated in a
class room. Material, files and equipment those are used in actual job
performance are also used in training. This type of training is commonly used for
training personnel for clerical and semi skilled jobs. The duration of this training
ranges from days to a few weeks. Theory can be related to practice in this
method.

49

2) Role playing : It is defined as a method of human interaction that involves

realistic behavior in imaginary situations. This method of training involves action
doing and practice. The participants play the role of certain characters, such as
the production manager, mechanical engineer, superintendents, maintenance
engineers, quality control inspectors, foreman, workers and the like. This method
is mostly used for developing interpersonal interactions and relations.
3) Lecture method : The lecture is a traditional and direct method of instruction.
The instructor organizes the material and gives it to a group of trainees in the
form of a talk. To be effective, the lecture must motive and create interest among
the trainees. An advantage of lecture method is that it is direct and can be used
for a large group of trainees. Thus, costs and time involved are reduced. The
major limitation of the lecture method is that it does not provide for transfer of
training effectively.
4) Conference or Discussion: It is a method in training the clerical, professional and
supervisory personnel. This method involves a group of people who pose ideas,
examine and share facts, ideas and data, test assumptions, and draw conclusions,
all of which contribute to the improvement of job performance. Discussion has
distinct advantage over the lecture method in that the discussion involves two way
communications and hence feedback is provided. The participants feel free to
speak in small groups. The success of this method depends on the leadership
qualities of the person who leads the group.
5) Programmed instruction: In recent years this method has become popular. The
subject matter to be learned is presented in a series of carefully planned sequential
units. These units are arranged from simple to more complex levels of instruction. The
trainee goes through these units by answering questions or filling the blanks. This
method is expensive and time consuming.
There are mainly two types of methods by which managers can acquire the
knowledge, skills and attitude and make themselves competent managers. One is
through formal training and the other is through on the job experience.
50

On the job training is of utmost important as the real learning takes place.
Only when the learner uses what he has learnt. The saying an ounce of practice is
worth tons of theory, is true, whoever said it. But it should also be remembered that
class room training are pedagogical technique having also got their own importance in
gaining new knowledge, learning new techniques and brooder concepts. The following
some of the important on the job and off the job technique of management
development.

HUMAN RESOURCE DEVELOPMENT:

The training is not only in the limits of matter but also his duties, right,
discipline and all related matter of industry. The training is necessary to an employee
for his good performance in his work. The training help an employee in developing his
work ability as well as high productivity. The main aim of an industry is to get more
profits along with the public service. The profits will come only when the employees
of the organization are skilled and efficient. The efficiency of the employee is come
upon their training and which they have received from their management.
Development is also a related process. It helps to improve their personality
also.
Braining a person for a bigger and higher job is development.
Development is also a related process. It helps to improve their personality
also. Training a person for a bigger and higher job is development. Development is
an effort to provide employees with the abilities the organization will need in the
future. Development is concerned with work forces skills and versatility.
Development tends to focus on long-term requirements. The goal of the development
phase of training is to design the training environment necessary to achieve the
objectives.
51

Development is an education process as it tries to enhance ones ability to

understand and interpret knowledge in a useful way. Development is different from
training in that it is often the result of experience that comes with it. Executive
development focuses more on the managers personnel growth. It is further oriented
and more concerned with education than employee training.
DEFINITION:
Executive or management development is a planned, systematic and
continuous process learned and growth by which managers develop their conceptual
and analytical abilities to manage.

IMPORTANCE:

Executive development has become indispensable to modern organization in

view of the following reasons:
1) For any business, executive development is an invaluable invest in the long
run, it helps managers to acquire knowledge, skills, abilities required to grapple with
complex changes in environment, technical, and process quite successfully.
2) Development efforts help executives to realize their own career goals and
aspirations in a planned way.
3) Executive can show superiors performance on the job.
4) Executive development programme helps managers to board their outlook
into various problems, examine the consequences carefully.
5) The special course projects, committee assignments, job rotation and other
exercises helps managers to have a feel of how to discharge their duties without
rubbing people the wrong way.
52

Steps in the organization of a management development:

Analysis of organizational development needs.

Appraisal of present management talents.

Innovators of management man power.

Planning of individual development programme.

Establishment of development programme.

Evaluation of result.

Some other important On-the-job and Off-the-job techniques of

Management development is:

On-the-job techniques: (i)
(ii)

Under Study
Multiple Management

Off the-job techniques:(i)

(ii)
(iii)
(iv)
(v)

The case study

Incident method
In basket method
Business game
Sensitivity training
53

(vi)
(vii)

Simulation
Grid training

On-the-job techniques:
(i)Under Study: - The organization is supplied by a person with as much
competence as the superior to fill his post which may fall vacant because of
promotion, retirement or transfer.The person who is under study is chosen by the
department or its head. He will be taught what all, his job involves and gives him a
feel of what his job is. He learns the decision-making as he is being involved in the
discussion of daily operating problems as well as long-term problems. I le will also be
taught about the leadership skills as he is assigned the task of supervising two or
three people of the department.
(ii)Multiple Management: - Multiple Management is a system in which
permanent advisory committees of managers study problems of the company and
makes recommendations to higher management. It is also called junior-board of
executives system. These committees discuss the actual problems and different
alternative solutions after which the decisions are taken.

This technique has some advantages over other techniques. They are:

Members have the opportunity to acquire the knowledge of various aspects of

business, and also to participate in the group-interaction so that they can gain

the practical experience of group decision-making.

It is relatively inexpensive and it helps to identify the members who have the

skills and capabilities of an effective manager.

Considerable number of executives can be developed in a short span of time.

Off-the-job techniques:

54

(i) The Case Study: - The trainees are given cases based on the actual
business situations that happened in various organizations for discussing and deciding
upon the case. Then they are asked to identify the apparent and hidden problems for
which they have to suggest solutions.The situation is generally described in a
comprehensive manner and the trainee has to distinguish the significant facts from
the insignificant, analyze the facts, identify the different alternative solutions, select
and suggest the best. This improves the participants decision-making skills by
sharpening their analytical and judging abilities.
(ii) Incident method: - This method was developed by Paul Pigors. It aims
to develop the trainee in the areas of intellectual ability, practical judgment and
social awareness. Under this method, each employee developed in a group process.
Here, the training group is asked to study the incident happened in different
organizations to make short-term decisions in the role of a person who has to cope
with the incident in the actual situation. Later, the group studies, and discusses the
incident and take decisions relating to incident, based on the group interaction and
decisions taken by each member. This is similar to a combination of case method and
in-basket method.
(iii)In Basket Method :- The trainees are first given back ground information
about a simulated company, its products, key- personnel,various memoranda,
requests and all data pertaining to the firm. The trainee has to understand all this,
makes notes, delegate tasks and prepare memos within a specified amount of time.
The abilities that can be developed are: -

(i) Situational judgments

(ii)Social sensitivity in exhibiting courtesy, scheduling meetings etc.,
(iii) Willingness to make decisions and take action.
55

This method is inexpensive and can be organized easily. Team cooperation can
fostered and departmental conflicts softened down and/or eliminated. Managers get a
better appreciation of other functional areas as they mix with managers from
different functional areas. The only demerit is it sometimes discourages originality for
teams have to adopt themselves to rigid situations.
(iv) Business games:- In this method, the trainees are arrive at decisions
concerning such subjects as production, pricing, research, expenditure, advertising
etc., assuming itself to be the management of a simulated Finn. The other teams
assume themselves as competitors and react to the decision. This immediate
feedback helps to know the relative performance of each team. The teams
cooperative decision promotes greater interaction among participants and gives them
the experience in cooperative group processes.
All this develops organizational ability, quickness of thinking, leadership
qualities and the ability to adopt under stress.

(v) Sensitivity training: - This method was originally developed by Kurt Lewin
and popularized by the National Training laboratories, U.S.A. under Leland Bradford.
It is known by several names such as T-Group training. Action training, Group
dynamics, Confrontation Groups, Encounter Sessions and so forth. Roif Lynton
conducted the first T-Group in India in 1957 for youth leaders under the aegis of Aloka
foundation (Sinha. 1985). This gained prominence and it conducted programs for
youth leaders, practicing managers, priests and community leaders in different
settings like colleges, churches, hospitals and development institutes.
The main objective of sensitivity training is the Development of awareness of and
sensitivity of behavioural patterns of one self and others. This development results in
the
(i) increased openness with others.
56

(ii)Greater concern for others Increased tolerance for individual differences.

(iii) Less ethnic prejudice
(iv)understanding of group processes
(V) enhanced listening skills
(vi) increased trust and support.
In this training, the role played by the trainee is not as in role play. It is a
laboratory situation where one gets a chance to know more about himself and the
impact of his behavior on others. It develops the managerial sensitivity, trust and
respect for others. The only limitation is that, it exacts a huge emotional cost from
the manager.
(vi) Simulation: - Under this technique, the situation is duplicated in such a
way that it carries a closer resemblance to the actual job situation. The trainee
experiences a feeling that he is actually, encountering all those conditions. Then he is
asked to assume a particular role in the circumstances and solve the problems by
making a decision. He is immediately given a feedback of his performance.
The only limitation is that it is very difficult to duplicate the situation to make
the trainee feel the pressures and realities of actual decision making. As and when
the trainee notices that the situation is an artificial one, it prevents him from
experiencing the real job situation.
(vii)Managerial Grid: - It is a six phase programme lasting from three to five
rears. It starts with upgrading managerial skills, continues to group improvement:
improves

inter

group

relations,

goes

into

corporate

planning,

develops

implementation method and ends with an evaluation phase. The grid -represents
several possible leadership stoles. Each stole represents a different combination of
two basic orientations concern for people and concern for production.
57

Electronic Training Methods:

Computerized and Internet-based tools have revolutionized the training
process.

Specific

methods

here

include

computer-based

training,

electronic

performance support systems, and learning portals.

PURPOSE:

To identify and specify the following functions of Human Resource Development

and Training in conformance with the requirements and to ensure that the
same are carried our under controlled conditions.

Preparation of Annual Plan for Human Resource Development Training

Programmes as identified by the Heads of the Departments and indicated
through he confidential reports of the employees.

As per the Training Plan, Preparation of Annual Budget or case to case budget
approvals for conducting Training Programmes.

To ensure that all personnel are suitably trained to meet the skills required for
the Quality related functions entrusted to them.

To organize work related training programmes for all employees performing

activities effecting quality.

In association with Manager (NDE) Human Resource Development and Training

Institute plans to organize the Training of all personnel carrying out Non58

Destructive Examination in accordance with NDE Written Practice No.07022 on

recommendations of head quality.

In association with Manager (NDE) and Radiation Safety Officer (RSO) Human
Resource Development And Training plans to organize training programmes to
personnel working with radiation source for acquiring qualification as per the
statutory regulations of BARC.

To conduct Statutory Training Programmes for Graduates, Diploma and Trade

Apprentices as per Procedure No.14003.

Conduct Training Programs for Executive Trainees and check their suitability for
absorption as Executives in the Organization as per Procedure No.14002.

In the case of special requirement, the Executive Trainees shall be directly

allotted to concerned DIVISIONAL / DEPARTMENT Heads for on the job training
without the above training programme as required by Procedure No.14002,
with the consent of DIVISIONAL HEAD (HRD) or they will be trained in various
Departments and thereafter will be given on the job training depending on the
need at a given time.
Impart Training to Welder Apprentices / Welders to acquire Qualification in new
skills to work on the jobs in various positions in association with Welding
Technology Procedure No.19005.

To increase and update the employees ability to enable them to understand

their environment and the value of their contribution to the total product of
the Organization. Thus, generating the sense of participation to expose the
employees to the latest trends in technological advancement of the Nation.
59

 To replace the traditional, non-productive ideas from their minds with the
scientific approach and outlook.

To make them better employees in line with their experience and thereby fit
for higher responsibilities.

SCOPE:
The system covers the Procedure to be followed to plan and carry out various
functions of the Human Resource Development and Training Institute.
RESPONSIBILITY:
Manager (HRD) and his designee shall be responsible for the compliance of all
the above functions with the procedures.
Manager (HRD) authorize the personnel responsible to carry out and approve
the functions, from time to time, as given in Annexure I & V

PROCEDURE:
GENERAL:
The

following

Three

groups

shall

perform

planning

and execution of the various functions of Human Resource Development Training

Institute.
a.

Human Resource Development and Training Group

b.

Statutory Training Group

60

c.

Office Management and Documentation Group

HUMAN RESOURCE DEVELOPMENT AND TRAINING GROUP:

THE Human Resource Development and Training Group carry out preparation
and approval of Annual Human Resource Development Plan as per the
Procedure No. 14001
They conduct development training programmes by inviting Internal, Local
External and External Faculties in line with the expectations of the
Organization.
They update the participants records group wise.
STATUTORY TRAINING GROUP:
Statutory Training Group shall organizes On the Job Training to the
Apprentices as per the guide lines given by the Government, from time to
time.
Related Instruction Training Classes are conducted to Trade Apprentices.
Skill development Training Programmes are conducted to upgrade the skill
and knowledge of the employees.
OFFICE MANAGEMENT AND DOCUMENTATION GROUP:
Office Management and Documentation Group shall take care of maintenance
of the records of participants.
61

 They maintain the records of trainees and they shall coordinate issue of
Certificates and maintenance of the records of trainees.
Maintenance and submission of Statistical data about Trainees and Training
Programmes to B.Y.N.L and also Government concerned through Human
Resource Division.
A Master copy of Human Resource Development Training Institute Procedure is
retained by Head of the Human Resource Development and Training
Department.
Records of Training are retained permanently as far as Development
Programmes are concerned.

Statutory records will be maintained for Five

years, then will be destroyed.

PURPOSE:
As per the recommendations of the Heads of the Departments and also through self
appraisal, HRD selects the Programmes and estimates the expenditure for the selected
programmes and puts up the Proposal for the approval of the Management. Based on
the Managements recommendations, corrections will be made to the plan and
accordingly the total Annual Budget expenditure will be approved by the Managing
Director. As per the Annual Plan, individual proposals for each programme, with the
expected expenditure both for In-house and Outstation will be submitted for approval
ofManaging Director as and when required.

As per the plan HRD has to conduct

programmes for BHPV employees i.e. Workmen / Staff Supervisors and Executives to
upgrade their skills and knowledge and also to maintain quality in their line of work

62

WORKMEN / STAFF:
Skilled personnel in different technical disciplines, engaged in production and
products, namely, Fitters, Welders, Machine Operators, Electricians and Staff etc.,
are exposed periodically for training to upgrade their existing technical skills and job
knowledge and also to maintain quality of the work, in their respective areas of work.
For this purpose, refresher Courses are organized to acquaint the workmen with latest
techniques / developments. Training Programmes are conducted with Internal / Local
External and External Faculties. In addition, employees are sponsored for specialized
courses for Outstation training programmes as per the recommendations of the Head
of Departments. The following are some of the Internal Training Programmes.

WELDERS:
Refresher Courses for Welders are planned not only to upgrade their existing
skills and knowledge, but also to maintain quality in Work, and also to enable them to
acquire required qualifications in Welding, as per Procedure No. 19005.

Besides

Refresher Courses, they are also sponsored to Outstation Programmes as per

Companys requirements.

MACHINE OPERATORS:
Refresher Courses are planned for Machine Operators to upgrade their skills and
knowledge and to maintain the quality of Work, in consultation with concerned
Section Heads. They are also sponsored to Outstation Programmes from time to time.
ELECTRICIANS:

63

To upgrade the skills, and knowledge, and also to maintain quality, perfection in
electrical maintenance of equipment / installations. Refresher Courses for Electricians
re planned in consultation with concerned Section Heads.

They are also sponsored to

Outstation Programmes from time to time as and when required

STAFF:
To upgrade the skills and knowledge of Office Management and to produce
quality in Typing, etc.
faculty.

Refresher Courses are conducted for Staff, with internal

Depending on special requirement, Staff members are sponsored to

Outstation Programmes also on the recommendations of the concerned Heads of

Departments.
SUPERVISORS:
Supervisory post is a threshold post for executive cadre.

In view of their

critical position the supervisors are given training not only in their field of
specialization but also in man management skills and also for courses such as
Personnel for Non-Personnel, utilizing the Services of internal and external faculties
with a view to acquaint themselves with the knowledge of work of other Departments
and to have a meaningful dialogue on matters in their area of work.

EXECUTIVES:
In BHPV there are No. of Departments right from Commercial to Production,
External Services and Transportation. To upgrade their skills and knowledge not only
job related course but also those involving interaction with other departments, the
Executive Development Programmes are planned to conduct in the areas, covering on
64

Negotiation Skills, Taxation, CAD Stress Management, Development of Managerial

Skills etc. with the assistance from Local External and also inviting External Faculties
from Outstation.
SCOPE:
The Annual Plan is prepared by Manager (HRD) with a view to provide
Instructional and Practical Training as per Companys requirements as identified by
the Heads of the Departments, through performance appraisal, self-appraisal and also
statutory requirements such as Safety and Health and the same will be reviewed and
approved by AGM (HR) and also Divisional Heads.
RESPONSIBILITY:
Manager (HRD) of his designee is responsible for ensuring of all the above
functions. He allots duties to other Officers / Staff as may be necessary from time to
time. ANNEXURE I
PROCEDURE:
GENERAL:
Human Resource Development Training group under the guidance of Manger
(HRD) prepares Training Programs based on the recommendations of the heads of the
departments through performance appraisal, self-appraisal as per Companys
requirements.

And the Customer Training Programmes are arranged as required for

operation and maintenance of Equipments / Systems on controlled basis.

The

adequacy of Training Programmes are taken care by considering the Companys

requirements and schedule the training programmes in a particular year and
organized the same over a period of 3 years, depending upon the feed back of the
participants of a programme.

Recommendations of respective heads of the

departments are taken in to account while selecting the candidates for the
programmes in that particular year. In addition to the planned programmes special
training programmes are be conducted basing on the needs of the organization and
65

recommended by the respective Heads of the Departments. The training programmes

broadly categorized as follows:
1.

GENERAL MANAGEMENT PROGRAMMES

2.

BEHAVIOURAL SCIENCE PROGRAMS

3.

SKILLS AND TECHNIQUE ORIENTED PROGRAMMES

4.

FUNCTIONAL MANAGEMENT PROGRAMMES

5.

TECHNICAL PROGRAMMES

6.

OTHER PROGRAMMES

7.

EVENING COURSES

8.

CUSTOMER TRAINING PROGRAMMES

GENERAL MANAGEMENT PROGRAMMS:

Executive with potential for growth are exposed to job related, Human
Resource Management, Customer Relations, and Public Relations, to enable
them to Develop Managerial Skills, Skills for Crisis management, Planning,
Organizing and Inter-personnel Relationship Skills and Performance Skills.
BEHAVIOURAL SCIENCE ORIENTED PROGRAMMES:
Personnel with potential growth are exposed to Behavioral Science Oriented
Programmes to enable them to develop Personal growth and to build up morale
and motivation and to improve Productivity and Work Environment.
SKILLS AND TECHNIQUE ORIENTED PROGRAMMES:
To equip the employees with necessary skills and techniques with respect to
Job Methods Improvement, Work Improvement, Productivity Improvement, Cost
Reduction and NDE Programmes. The effectiveness of these Skill and Technique
oriented Programmes will be measured based on the data collected from the
Department Heads, using questionnaire (Exhibit No. I).
66

 EVALUATION:
Weighted ratings have been given for each criteria (Exhibit No. II) of the
questionnaire. After Data collection average of the total weighted marks for
the specific training programme is arrived. If the average is above 50% it is
presumed that the training programme is effect
FUNCTIONAL MANAGEMENT PROGRAMME:
To equip the employees with necessary skills in their functional areas, such as
Site Management, Contracts Management, Materials Management, Finance
management, Quality Management, Human Resource Management, Engineering
and Production aspects.
TECHNICAL PROGRAMMES:
To create Awareness in the minds of the employees in the fields of
Instrumentation, Cable Selection, Selection of materials, Code Comparison,
Application of CAD, Quality Improvement, Latest Trends in Welding Technology
are planned.
OTHER PROGRAMMES:
To fulfill the Statutory obligation and to create Awareness in the minds of our
employees, Programmes like Safety and Healthy Awareness are planned to
organize.
EVENING COURSES:
Application of Personal Computer programs are planned to organize for the
benefit of our employees and also this facility is being extended to the
dependants of the employees.
CUSTOMER TRAINING PROGRAMMES:

67

Customer Training Programmers shall be organized as required for Operations

and maintenance of equipments and Systems on controlled basis, in the fields
of Engineering, Production and Welding
REFERENCE:
Procedure No. 19005 Qualification, Documentation and maintenance of
Welder/Welding Operators Records.

RECORDS:
Training needs indicated by Heads of Departments year wise will be kept with
Manager (HRD). Records of Annual Plan, recommendations of Heads of Departments
will be kept with Manager (HRD) for 3 years, list of participants trained category wise
i.e. Workmen/Staff, Supervisors and Executives shall be entered in BIO DATA FORMS
and kept with manager (HRD) permanently.
PURPOSE :
The Executive Trainees scheme seeks to induct promising fresh engineers
selected on all India basis as part of companys policy to build and develop a
professional cadre of managers for present and future needs of the company.
In line with the policy as and when Executive Trainees are recruited by the
Company, Personnel Development will inform Head (Training) about their
Recruitment and necessary training to be imparted to them.
The Executive Trainees Training Scheme is prepared with a view to groom the
recruited trainees.
i)

To apply their theoretical knowledge in practical situations.

ii)

To acquire knowledge in various fields of work.

68

iii)

To acquire knowledge and skill in specific areas of work, which they are
going to take up after training.

iv)

To learn basic management concepts and techniques.

v)

To become aware of their role as an executive of the company

Since they are future Executives of the company, hence no provision has been
made in the Annual Budget of HRD & Training Institute. However, to meet the
incidental expenditure from time to time, HRD & Training will raise proposals
for necessary financial sanction
SCOPE:
The procedure lays down the detailed scheme for imparting training to
executive Trainees.
METHODOLOGY:
Training shall be imparted for duration of 1 year under different phases as
indicated here below. However, the duration of each Phase will be decided by Head
(Training) in consultation with Divisional Heads.

PHASE I:
3.2

Entry and Orientation for a period of 10 weeks in Phase I of the Training

Scheme during which period, the Executive Trainees will be rotated batch wise
in different departments of the Organization so as to get the complete details
of the History, Growth and Profile, Business Strategies, Corporate Governance
etc., During this Phase, each trainee has to prepare a report and present the
same at HRD & TI and exchange their experiences, with Head (Training) and
Head (HRD).

3.3

The trainees will be sent for Local Industrial Visit and to Erection sites in order
to gain first hand knowledge of the Problems faced by the personnel working at
69

erection sites. During this Industrial visits, the Trainees will know the factual
information on Erection and Commissioning of various jobs undertaken by BHPV.
3.4

The performance of the Executive Trainees will be assessed by a Committee

Constituted by the competent Authority after 10 weeks. Entry Orientation and

Adaptation training Programmed and will be placed in the departments under the
functional control of the Concerned Divisional Heads.

In this adaptation training,

different divisional heads and HRD will assess the preliminary attitudes of the trainees
which will help in final placement. The trainees will also be exposed to Lectures by
functional heads and to Lectures on behavioral science subjects by noted Guest
faculties. The topics of Lectures are shown in Annexure - I

PHASE II :
On the - job Training:
During this Phase of training, the executive trainees are posted for on-the-job
training with full responsibility of a first line executive under the functional
control of the concerned Divisional Heads.
The concerned Divisional Heads review the performance of the trainees once in
a month.
The trainees maintain a work dairy and submit a report at the end of this
training, indicating their learning as also the deficiencies / drawbacks in the
working

systems as perceived by them and suggesting ways & means for

improvement.

Counseling & Absorption:

70

By now, the induction training of the executive trainees gets completed and
they are interviewed by an evaluation committee constituted for considering
absorption of the trainees.
The committee assesses the trainees on the basis of their performance
throughout the training period and decides their placement on the basis of
their aptitude and performance.

BHARAT HEAVY ELECTRICALS LIMITED

HUMAN RESOURCE DIVISION
HRD & TRAINING INSTITUTE
TRAINING PROGRAMMES IN 2014-15
S.NO

PROGRAM DESCRIPTION

1.

Security & Fire Safety awareness(for workers)

2.

Awareness on Prevention of Sexual Harassment at workplace (for

Women employees)

3.

Awareness on Prevention of Sexual Harassment at workplace (for

Executives)

4.

Refresher Course for Welders

5.

Awareness on Prevention of Sexual Harassment at workplace (for

Supervisors)

6.

Training on Certified Supplier Evaluator Level-1(for Executives)

7.

Material Handling, Safety in Slinging and Crane Operation (for

Workers)

8.

First Aid Training (for Workers and Supervisors)

9.

Health Management:Fitness after 40 years (for Workers and

supervisors)

10.

Vigilance Awareness (for Executives and supervisors)

11.

Work Life Balance for Employees (for Workers)

71

12.

Awareness on Prevention of Sexual Harassment at workplace (for

Workers)

13.

Knowledge of e-Procurement and Reverse Auction (for Executives)

14.

Cost Consciousness and Commitment to Quality (for Executives)

15.

Security & Fire Safety awareness(for Supervisors)

16. Security & Fire Safety awareness(for Executives)
17.Programme for Design Personnel
18.Knowledge of Material Management Systems (for Executives)
19.Supervisory Development Programme
20.Executive Development Programme
21.Electrical Safety (for Workers)

Out Station Training Programs For Executives

72

S. NO

1.
2.
3.
4.
5.
6.
7.
8.
9.

TOPICS

Risk Management
VAT &CST Key implications
Sexual Harrasement of women at work- place
Sustainable Industry Institute Interaction in changing Global Environment
CAD Worx & Analysis University (CAU) Express event-Chennai
Program for lateral recruit viz sanam
Strategic Management Program
Workshop on Demystifying CSR Rules
Certified Internal Information Security Auditor
(CIISA) ,STQ at

EDN,Bangalore
10.
Local site visit to HNPCL,Vizag to get exposure to site activities of
Power Boiler
11.
Annual South Zone conference at Vizag
12.
Workshop for BHEL Vigilance Officers
13.
IIIE National Convention at RINL/Vizag Steel Plant,Vizag
14.
Contract Labour Management and other Labour Laws
15.
48th Annual CME-2014 in Obstetrics and Gynecolony,Vizag
16.
Conference on Winds of change Towards Industrial Progressat
Rajamundry
17.
Certified Information Security Professional(CISP),BHEL,RC Puram
18.
Workshop for SC/ST/OBC Association & Liasion Officers at Bhopal
19.
Conference on Professional Engineers:Challenges in
Diasaster
Management at Gitam University, Visakhapatnam
20.
Public Relations Society of India,36 th All India Public Relations
Conference
21.
Recent Issues in Labour Laws & Best HR Practices
22.
Java Applications Development,Corporate R&D,Hyderabad
23.
Enhancing people Skills for becoming Effective HR Division,HRDI,NewDelhi
24.
Training of Trainers Programme for Winning Together,HRDI,NOIDA

IN-STATION PROGRAM FOR EXECUTIVES

73

S. NO

TOPICS

1. Training on e-map (4 Sessions)

2. Welders Refresher Course
3. Prevention of Sexual Harassment
4. Cold Streaching Programmes (Non-Planned)
5. Security & Fire Safety Training Programme
6. Security & Fire Safety Training Programme
7. Security & Fire Safety Training Programme
8. Security & Fire Safety Training Programme
9. Security & Fire Safety Training Programme
10.
Workers DayCelebrations Day By CBWE (Non-Planned)
11.
Security & Fire Safety Training Programme
12.
Security & Fire Safety Training Programme
13.
Viligance Sensitisation Programme (Non-Planned)
14.
Security & Fire Safety Training Programme
15.
Workshop and Lecture session on QC Concepts and
Quality Circles
16.
Quality Month-2014Lecture Session on QWI
17.
Quality Month-2014Lecture Session on QWI
18.
Quality Month-2014Quality Circle Session
19.
ISMS-Workshop by IT (E4 &E5)
20.
ISMS-Workshop by IT (E1,E2&E3)
21.
Security & Fire Safety Training Programme (Supervisors)
22.
Security & Fire Safety Training Programme (Executives)
23.
Information Security Management System Awareness
Training Programme
24.
Information Security Management System Awareness
Training Programme
25.
Information Security Management System Awareness
Training Programme
26.
Information Security Management System Awareness
Training Programme
27.
Information Security Management System Awareness
Training Programme
28.
Information Security Management System Awareness
Training Programme
29.
Information Security Management System Awareness
Training Programme
74

30.
Information Security Management System Awareness
Training Programme
31.
Security & Fire Safety Training Programme
32.
Security & Fire Safety Training Programme
33.
Viligance Sensitisation Prograamme-Price Estimation
and Reasonability of Rates
34.
Welders Refresher Course
35.
Cancer In Women Employees
36.
A Talk on Poductivity by Shri V
Narayanan,GM(Management Services),RINL,VSP
37.
A Talk on Productivity by Smt P Vanaja, Director,
CBWE,VSP
38.
Awareness Programme on PCMM implementation by Sri
Ch.Amar Kumar,DY.General Manager
39.
Training Programme on Price Estimation and
Reasonabilityof Rates by Shri Harish Kumar,AGM(Viligance)
40.
A Talk on Positive Thinking & Stress Management by
Rajayogi BK Dil Reddy Brother Brahma Kumaris,Vizag

PURPOSE:
1.

To ensure a steady flow of skilled workers in different trades, to

cater to the needs of the Industries.

2.

To educate youth by equipping them for suitable jobs in the industries.

3.

To impart training to the Graduates and Technician Apprentices to make

them suitable for regular employment.

4.

To impart Full Term Apprentice training for the dependant children of

our employees.

SCOPE:

75

Statutory Training scheme was introduced in the year 1961 for Craftsmen, who
are trained in Industrial Training Institute to under go Apprenticed Training in
Industries.

In addition to this, training is imparted to our employees dependant

children as Full Term

Apprentices. As per the Amendment Act 1973 Graduates, Technician Diploma holders
are also brought under this scheme. In addition to this, Vocational are also being
trained.
HRD & Training shall not have regular expenditure on Statutory Trainees,
however to meet the incidental expenditure HRD & Training shall put up the proposal
for necessary financial sanction.

RESPONSIBILITY:
Manager (HRD) shall be responsible for various training activities of this
procedure
PROCEDURE:
GENERAL:
Training group shall impart training which consists of Institutional Training. On
the job Training, Related Instruction Classes, Class Room Lectures and Related Theory
Classes to the Statutory Trainees as per the guidelines of Act 1961 and 1973, under the
guidance

of

Manager

(HRD),

Dy. Manager

(Dev.)

shall

be

responsible

for

implementation of this as shown in Annexure I, II & III. These Training Programmes

broadly come into the following Group
1.

TRADE APPRENTICE (Full Term & Short Term Apprn.)

2.

GRADUATE APPRENTICE
76

3.

TECHNICIAN APPRENTICE (DIPLOMA & SANDWICH)

4.

TECHNICIAN APPRENTICE (DCCP)

5.

VOCATIONAL TRAINING

The Organization Structure is illustrated in Annexure II & III

TRADE APPRENTICE:
As indicated above Trade Apprentices are of two categories one is Short Term
Apprentice (e.g. Ex-ITIS) and Full Term Apprentice (i.e. dependant Children of
employees).
SHORT TERM APPRENTICE:
Individuals, who passed National Trade Certificate in Industrial Training
Institute ( I.T.I ) will be sponsored by Principal / Assistant Apprenticeship
Advisor against requisition from Personnel department of BHPV to them. After
getting the names, the applications are being scrutinized by Personnel
department and with reference to no. of vacancies, the candidates are called
for Interview, required examination will be conducted in Human Resource
Development and Training Institute, trade wise for 50 marks. For the remaining
50 marks their suitability will be assessed with reference to their performance
in NCVT examination and viva-voce. The marks obtained by the candidate in
77

NCVT examination will be proportionately reduced to a maximum of 30 marks.

Performance at the viva-voce will be assessed upto a maximum of 20 marks.
Selected Candidates will be placed in the order of merit, as recommended by
the Selection committee constituted by the Management.

Reservations are

observed for SC, ST and PH as applicable.

FULL TERM APPRENTICE:
Notification will be issued by Manager Personnel by inviting applications from
the dependants (Sons Daughters and Deceased Employees Wives/Children). As
per the seniority of our employees, eligibility criteria for attending to the
interview will be fixed. A selection committee will constituted by Management
to conduct Interview.

Human Resource Development Training Institute will

conduct the required examination for 50 marks. For the remaining 50 marks
their suitability will be assessed with reference to their performance in S.S.C
examination and viva-voce. The marks obtained by the candidates in S.S.C
examination will be proportionately reduced to a maximum of 30 marks.
Performance at the viva-voce will be assessed upto a maximum of 20 marks.
Selected Candidates will be placed in the order of merit, as recommended by
the Selection Committee constituted by the Management.

Reservation are

observed for SC, ST and PH as applicable from time to time.

Necessary honorarium for the Faculty of R.I Classes is initially borne by BHPV,
which is subsequently reimbursed by the Government; HRD & Training obtains
the sanctions from BHPV by raising the proposal to this effect.

78

GRADUATE APPRENTICE:
Internal Notification will be issued for calling applications to apply for
Graduate Apprentice. As per the notification received applications will be scrutinized
by Manager (Personnel). A committee will be constituted by Management to conduct
written test/viva. Written Test will be conducted for 50 marks. For the remaining 50
marks their suitability will be assessed with reference to their performance in
Graduation and viva-voce. The marks obtained by the candidates in graduation will
be proportionately reduced to a maximum of 30 marks. Performance at the viva-voca
will be assessed upto a maximum of 20 marks. Selected candidates will be placed in
the order of merit as recommended by Selection Committee. Due reservations are
observed for SC, ST and PH as per the rules of Govt. of India from time to time.
TECHNICIAN APPRENTICE:
Technician Apprentices are of Two types.
1.

TECHNICIAN ( DIPLOMA ) APPRENTICE

2.

TECHNICIAN (SANDWICH) APPRENTICE

TECHNICIAN (DIPLOMA) APPRENTICE:

Internal notification will be issued for calling applications for training as
Technician (Diploma) Apprentice.

As per the notification, applications will be

received and scrutinized by Manager (Personnel). A committee will be constituted by

Management to conduct written test/viva-voce. Written Test will be conducted for 50
79

marks. For the remaining 50 marks their suitability will be assessed with reference to
their performance in Diploma and Viva-voce. The marks obtained by the candidates
in Diploma will be proportionately reduced to a maximum of 30 marks. Performance
at the viva-voce will be assessed upto a maximum of 20 marks. Selected Candidates
will be placed in the order of merit as recommended by Selection Committee. Due
reservations are observed for SC, ST and PH as per the rules of Govt. of India from
time to time.
TECHNICIAN (SANDWICH) APPRENTICE:
Regional Director and Apprenticeship Advisor, Southern Region, Madras will
sponsor Sandwich Trainees in Mechanical, Metallurgy and Chemical and Post Diploma
in Welding, Computers, Machine Tool Maintenance. per their recommendations,
maximum no. of 30 apprentices are taken from various disciplines as given above.

TECHNICIAN (DCCP) APPRENTICE:

After passing Diploma in Commercial and Computer Practice (DCCP), the name
will be sponsored by Principal / Assistant Apprenticeship Advisor based on the
requisition from Personnel Department of BHPV.

After getting the names the

applications are scrutinized by Personnel Department and the short listed will be
called for interview. They are assessed by a duly constituted committee through
Written Test/Viva-voce.

Written Test will be conducted for 50 marks.

For the

remaining 50 marks their suitability will be assessed with reference to their

performance in DCCP examination and viva-voce. The marks obtained by the
80

candidates in DCCP examination will be proportionately reduced to a maximum of 30

marks. Performance at the viva- voce will be assessed upto a maximum of 20 marks.
Selected Candidates will be placed in the order of merit as recommended by the
Selection Committee. Due reservations are observed for SC, ST and PH as per the
rules of Government of India from time to time.
VOCATIONAL TRAINING:
After passing Intermediate Vocational i.e. Office Assistant, Accountancy and
Taxation, Lab Assistants, Nursing etc. the names will be sponsored by Principal /
Assistant Apprenticeship Advisor against requisition from Personnel Department of
BHPV to them. After getting the names, the applications are being scrutinized by
Personnel Department and the applicants will be called for Interview.
A committee will be constituted by Management to conduct Written Test / Viva.
Written Test will be conducted for 50 marks.

For the remaining 50 marks their

suitability will be assessed with reference to their performance in Intermediate

Vocational Examination and viva-voce.

The marks obtained by the candidates in

Intermediate Vocational Examination will be proportionately reduced to a maximum

of 30 marks. Performance at the viva-voce will be assessed upto a maximum of 20
marks. Selected Candidates will be placed in the order of merit as recommended by
the selection committee. Reservations are observed for SC, ST and PH as applicable
from time to time
OFFICE ADMINISTRATION:

81

HRD&TI office is maintaining and following all the above procedures and
statistical data in files/registers in an well organized system, so that any body can
locate and get the information at any point of time

82

CHAPTER - IV

83

1) Is the duration of training programmed is sufficient ?

Content

Rate Response

% of Response

Sufficient

11

Insufficient

10

20%

29

58%

To be increased

22%

Duration of training program

11
Sufficient
insufficient
To be increased

29

10

From the above table I find that 22% of employees are sufficient,20% of employees
are in sufficient,58% of employees are said to be increased in duration of training
programmed

84

2) will you

agree the training programmed is based on

performance appraisal ?

Content

Rate of response

% of response

Agree

13

26%

Dis agree

13

26%

Cant say

24

48%

based on performance apraisal

13
Agree
Dis agree
Cant say

24

13

From the above table I find that 26% of employees are

agree on performance

appraisal, 26% of employees are dis agree on performance appraisal, 48% of

employees are cant say in performance appraisal

85

3) Method of training programmer would you prefer ?

Content

Rate of response

% of response

On-the -job

23

46%

Off-the-job

27

54%

training programme
30

27

25

23

20
persentage 15
10
5
0

0.54

0.46
0 0 0

0
content

From the above table I find that 46% of employees are prefer to On-the-job,54% of
employees are prefer Off-the-job

86

4) Methods in On-the-job ?
Content

Rate of response

% of response

Job rotation

12

Coaching

17

Job instruction

11

22%

10

20%

Committee assignments

24%
34%

methods in on-the-job
18

17

16
14
12

12

11

10
persentage

10

Content
Rate of response
% of response

6
4
2
0

24%
0 1

34%
0 2

22%
0 3

20%
0 4

conteats

From above table I find that 24% of employees are interest in job rotation,34% of
employees are interested in coaching,22% of employees are interested in job
instrugtion,20% of employees are interested in committee assignments

87

5) Methods in Off-the job ?

Contents

Rate of response

% of response

Role playing

13

26%

Lecture methods

22

44%

12%

18%

Discussions
Programmed
instruction

methods in off-the-job
25

22

20
15

13

persentage
Contents
10

Rate of response

% of response

6
5
0

26%1
0

2
44%

18%

12%
0

contents

From above table I find that 26% of employees are interested in role playing,44% of
employees are interest in lecture methods ,12% of employees are interested in
discussions,18%of employees are interested in programmed instruction

88

6) Does Evaluation is done in the training programmed ?

Contents

Rate of response

% of response

Yes

11

22%

No

18%

30

60%

Dont know

evlaluation is done

11

30

Contents
Yes
No
Dont know

From the above table I find that 22%of employees feel evaluation is correct.18% of
employees feel evaluation is not correct.60% of employees cant say about evaluation

89

7) What is your feeling about your superior behavior & relations

with others ?

Contents

Rate of response

satisfied

% of response

42

Dis satisfied

84%

16%

supervisor behaviour & relation

45
40
35
30
25
persentage
Contents
20
15
10
5
0

42

Rate of response

% of response

8
84%
0

16%
0

content

From above table I find that 84% of employees are satisfied with superior
behaviour,16% of employees are not satisfied with superior behavior

90

8) Are you satisfied with training & development facilities

provided by the company ?

Contents

Rate of response

Highly satisfied

16

Satisfied

34

% of response
32%
68%

facilities provided by the company

40

34

35
30
25
persentage

20

16

15
10
5
0

32%
0Contents
0%

Highly satisfied

68%
Satisfied

contents

From the above table I find that 32% of employees are highly satisfied with the
training. 68% of employees are satisfied with the training programmed given by the
company

91

CHAPTER - V

92

SUMMARY

FINDINGS:
Due to change in the present generation training is to have good productivity
and improvement in the work, which finally results in the development of the
organization productivity through satisfying the customer.

By the above analysis I find that the employees said that, training and
development is very important and they are very much satisfied.

Effective planning and its implementation is very important for the growth of
the company.

The infrastructure of the company is in a place where it satisfies economically,

biologically, technologically and eco-friendly as well.

The company is supported by its satisfied manpower and it is one of the secrets
of its growth.

SUGGESTIONS:
The training program carried out at BHPV.ltd is very much effective for the
employees which will make them more jobs specialized and also at the same time
make them more versatile. So the training and development program at levels among
93

employees is very well planed and very properly carried out, step by step. Still every
program has certain defects or certain lope holes which can be over come by the
following suggestions, they are as follows;

Proper awareness about the training and development system at BHPV.ltd.

should be given to the employees. They need to analyze what they exactly
need to enhance their professional life

Focus should be put on making the employees familiar with the advanced
technology and training and development system of BHPV.ltx. should be proper
relevance between the training provided and the need as per the profession of
the employees

T & D should be as accordance of the employees need that will simplify the
work and make them more productive

Satisfaction is very essential as they should learn things that will help them in
future in their job

The training needs should be properly identified, what employees need and
then implement them systematically.

CONCLUSION:
TRAINING AND DEVELOPMENT is the backbone of each and every
organization. Without proper training and development system it is quiet impossible
94

to reach at the top most level. This is a system which is very much necessary for an
organization. One organization can not develop well without its man power. And for
proper maintenance of these man power training and development system should be
given more importance. It is a process of learning to improve performance, skills, or
knowledge within organizations. Training and development system helps one
organization to achieve its objectives.

95

BIBLIOGRAPHY:

1. Journals:
ANNUAL REPORTS AND MANUALS OF B.H.P.V. Ltd.

2. Text books:
HUMAN RESOURCE INDUSTRIAL RELATIONS
- V. SUBBA RAO
PERSONNEL MANAGEMENT
- EDWIN B FLIPPO
3. Websites:
www.bhpvl.com
Questionnaire for Employees:
Name of the Employee

Department

1. Are you satisfied with the sufficient duration of training

programmed given by BHPV?
a) Sufficient
c) To be increased

b) insufficient
c) More than required

2. Will you agree that the training given is based on the

performance appraisal?
a) Agree

b) Disagree

c) cant say
96

3. Which method of training program would you prefer?

a) On-the-job

b) Off-the-job

4. In On-the-job method which one you?

a) Job rotation
c) Job instruction

b) Coaching
d) Committee assignments

5. In Off-the-job method which one you prefer?

a) Role playing

b) Lecture methods

c) Discussion

d) Programmed Instruction

e) Vestibule training

6. Does training programs helps you to acquire knowledge?

a) To a great extent

b) good

c) Average

c) poor

7. What is your feeling about your superiors behavior and relation

with them?
a) Satisfied

b) Unsatisfied

8. Are you satisfied with the training and development facilities

provided by the company?
a) Highly satisfied

b) Satisfied

c) Unsatisfied
97

98