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Summer Training Report & Viva (536322) Summer Training Report Session: 2011-

2012

CHAPTER -1

COMPANY PROFILE

A PROFILE OF THE LANCO GROUP

Lanco group has been started on 1985. The year 2010 was celebrated as Lancos

Silver Jubilee Year. It has been twenty five years since the founderchairman L Rajagopal, taking inspiration from his uncle LagadapatiAmrappa Naidu, began his career as an entrepreneur. Lanco continues totake its stride forward on the strength of their vision and inspiration andunder the leadership of the current Chairman, L Madhusudhan Rao. Thename of the company has created on the name of the founder Lagadapatti Amrappa NaiduCompany. (LANCO).

Lanco Infratech Ltds current market capitalisation is approximately Rs.15,000 Crores (USD 3.33 billion). Out of the total Share Capital, the

promoters holding is about 68 %. The gross revenue of Lanco as on March2010 was over Rs. 8200 Crores (USD 1.8 billion).

Lanco is fast emerging as one of the top three private sector powerdevelopers in India with 2092 MW under operation, 7153 MW underconstruction, and 11070 MW of projects under development.

Lanco has strategic global partnerships with top companies which include:Genting, Harbin, GE, Dongfang, Doosan etc. Today, Lanco is one of Indiaslargest Power Traders in the private sector.

A people driven organization, Lanco operates from 20 States in India andhas international operations in Australia, China, Indonesia, Nepal, Singapore,United Kingdom and USA with a human resource base of about 6500 people.Lanco has an Order book of Rs 25,425 Crores as of September 2010. Lancois also a privileged member to the World Economic Forum and it has beenacknowledged as an elite member of the top two hundred Global GrowthCompanies.

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CHAPTER -2

DETAILS OF THE COMPANYLANCO INFRATECH LIMITED

A Lanco Infratech Ltd is one of Indias top business conglomerates and

among the fastest growing.

preferred employer, Lanco Infratech builds on a tradition and culture where

trust comes first and the credo is always inspiring.

Propelling the organisation's dynamic advancement is its strategic plan -- Lanco's Vision 2015 --that is aimed at building an achievement-oriented and customer-centric organisation,

committed to attaining industry leadership, with aggressive growth plans for the businessverticals that it operates in.

Lanco Infratech Limited became a listed entity in November 2006 following the Initial PublicOffering of shares. Presently, the market capitalisation of the company is approximately US$ 2.28billion. Of the total 240.78 million shares outstanding, 67.95 percent is held by the founderpromoters of the company. Lanco's gross revenue before elimination as on March 2011 was overRs. 11,265 crores (USD 2.56 billion).

The organisation's expertise in building large civic and urban infrastructure projects has beendeployed in constructing thermal, gas and hydro power projects across the country. In a bid to

find cost-effective, sustainable and green solutions to the county's energy requirements, Lancohas made its presence felt in the area of solar power as well. Lanco is fast emerging as one of thetop three private sector power developers in India with 2,092 megawatt (MW) under operation,7,153 MW under construction, and 11,070 MW of projects under development.

With a team strength of about around 7,000 people, Lanco, headquartered in Gurgaon close toNew Delhi, has a pan India presence in strategic locations in 20 states in India and an expandingfootprint in the emerging global markets. Currently, its international operations are located inAustralia, China, Indonesia, Nepal, Singapore, the United Kingdom and the United States.

Lanco is a privileged member of the World Economic Forum and has been acknowledged as an

elite member of the top 200 "Global Growth Companies".

DIVISION OF THE LANCO GROUP

1. POWER- It consists with three that are Engineering, Procurement andConstruction (EPC), Solar, Hydro.

EPC- With its unique 'concept to commissioning' execution model that considers time, cost andquality parameters, Lanco is an established industry leader in executing large projects. Theorganisations ISO 9001 certified EPC division has over 25 years' experience in civil construction

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projects and seven years in implementing power projects through the EPC route. Strongcapabilities in strategic management and speedy development, over 4,000 highly experiencedprofessionals, and resilient relationships with critical national and international equipmentmanufacturers and agencies make Lanco's EPC team a formidable force.

With its wide range of project execution experience in subcritical (300/600 MW), supercritical(660 MW), gas based and combine cycle projects, Lanco aims to become a global EPCorganisation in the near future.

SOLAR- To realise its vision of providing sustainable, innovative and cost-effectivesolutions to India's ever- increasing energy needs, Lanco is focussed on commercialisingalternate technologies for green and efficient energy generation systems such as solar thermaland solar photovoltaic (PV).Lanco's integrated 'Sand to Power' strategy is best positioned toturn India's solar dream into a reality. Lanco is the first Indian organisation to effectivelyintegrate the entire solar value chain.HYDRO- Lanco Infratech Ltd has announced that Vamshi Hydro Energies

Private Ltd, a Subsidiary of the Company, Commissioned IKU-II (5 MW)

Small Hydro Project in Dharmshala, Himachal Pradesh, and has

commenced commercial operations with effect from January 19, 2009.

2. CONSTRUCTION- An ISO 9001: 2008 certified Construction Division

of Lanco Infratech Limited is awarded as the Largest & Most

Profitable Construction Company by Construction World

consecutively for three years and ranked no.4 in Indias Top 10

Infrastructure Companies by Construction Week.

3. OPERATION & MAINTENANCE-The operation and maintenance of the

power plant is done by GENTING LANCO POWER (INDIA) Pvt. Ltd., whichis jointly owned by LANCO infratech, INDIA and GENTING Group

Malaysia.

4. INFRASTRUCTURE DEVELOPMENT- Lanco's Infrastructure development

business is focussed on executing large civil and urban projects such as

roads, highways, ports, airports, railway lines, etc. The division envisions

a pan India Build, Operate and Transfer (BOT) project portfolio worth Rs.

10,000 crore by 2015, with a strong focus on the highways sector.

The projects currently under execution include two major NationalHighway (NH) projects, on a BOT basis, to construct 163 km of roads at

an estimated cost of Rs. 1,348. Another major project under

development is the 238 km toll road between Kanpur and Aligarh (NH

91) on a Design, Build, Finance, Operation and Transfer (DBFOT) basis.

The Corporate Social responsibility (CSR) of the company-

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To align Lanco in all its activities with millennium development goals and aims

and purpose of the UN Global Compact.

To improve human indices through projects and programmes at local, state and national

levels.

To translate learnings into policy advocacy and promote forums and

communication for the positive social transformation. To internalise the multifaceted responsibilities at individual and organisational

level in addressing poverty, climate change and social issuses.

To partner with Indian and International organisation and institutions to deliver aid,

assistance and development resources effectively.

To nurture all the elements of our CSR policy as a value system.

AN IMPRESSIVE TRACK RECORDS IN HR INITIATESOur HR Department , having a strength of 8 employees , is taking care of approx.230

Employees ,approx. 120 Employees of Customers, approx.65-70 DEC/CDP Consultants,approx.70 Contractors and 3000-3500 Contract workers on their day to day HR, IR issues, andGeneral Administration, Welfare ,First Aid, Security and liaison with GovernmentAuthorities, Villagers, Workers Unions, Political Pressure Groups and Land Austees.> IR Scenario* Anpara is surrounded with Coal mines and Two major Thermal Power Utilities and there areseveral contract workers unions affiliated to almost all political parties having good strengthof Work force .Lanco Anpara has faced lot of union resistance , work stoppages and strikesbut with continued efforts of Team HR, guidelines of top management and support ofEngineering team , we are continuously having a control on these pressure groups for smoothexecution of project work.> Liaison

We are Continuously thriving for Smooth relations with District Administration, PoliceAdministration and created a Controlled and Co-ordial relation with Local Pressure groupof Political leaders, Villagers, Print media and Local pressure group to avoid any resistancefrom them or creating untoward incidents.

Employee Facilities and Administration

> Guest House Facilities* New VIP Guest House at Lanco Township was handed over to LITL-Administration on andwithin a short time of ten days ,it has been made operational and the first guest entry has beenrecorded on 27 .Apart from this , We also maintain two Leased Guest Houses having occupancy of 15 Guestsat a time.> Canteen Facilities

* Plant Canteen Building has been inaugurated on 27th Oct-2010 Jointly by Mr. G.R.Choudhury COO-LITL and Executive Director ,LANPL .Plant Canteen has been madeoperational from the same day. At Present, we are providing Breakfast ,Lunch and Dinner toemployees at plant Canteen . Also, We are serving Breakfast ,Lunch and Dinner packets toEmployees at their work place where employees are required to attend their workcontinuously.

AN IMPRESSIVE TRACK RECORD IN INNOVATIVE SOLUTIONS...

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Inspired Lanconians achieved significant milestones in last few months. With thesynchronization of power plant at Udupi (Unit 2,600 MW) on 7 March 2011 and Anpara (Unit1, 600 MW) on 19 March 2011, Lanco established itself as the nations leading independentpower producer with an installed capacity base of 3292 MW. As Indias economy growth drivesup more demand for electricity, Lanco is poised well to add significant capacities to the nation

installed capacities base.Lanco is growing dynamic organisation that offers immense opportunities for ambitious,achievement oriented individuals with right values and attitude. For Lanco, its people arevaluable asset, and the organisation is committed to ensuring that its people fulfil theirprofessional ambitions and dreams. It offers them every opportunity to grow and excel.

CHAPTER-3

RELATION OF THE WORK DONE

In this project Im going to look at training and development programme in the organization.Firstly, different company attitudes to training and development and cost and benefits associatedwith it are going to be discussed. Secondly, the stages in the training and development process aregoing to be identified with a specific focus on different training and development methods and

consideration of its advantages and disadvantages. Finally, the literature on training andevelopment use as motivation and retention tool is going to be reviewed, moreover, training anddevelopment on international.An organisation is as strong and successful as its employees are. By measuring employee

satisfaction in key areas, organisations can gain the information needed to improve theirsatisfaction, motivation, work culture and productivity.

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The quality of employees and their development through training and

education are major factors in determining long-term profitability of a small

business. If you hire and keep good employees, it is good policy to invest in

the development of their skills, so they can increase their productivity.

Training and development can be a powerful strategic function. Training and Development canmake a major contribution to organizational, team and individual effectiveness and efficiency, andthe organizations, growth and success. The competencies required of individuals in corporatetraining departments include an in depth business understanding, creativity, facilitation skills, andknowledge of the learning process.Organizations are facing rapid change and complex problems. Increasingly customers areresponding by expecting training consultants to respond quickly with practical, creative optionsthat provide quality and are cost effective. This course will help develop confidence in workingwith clients at all levels. It will enable HR and training consultants to raise their profile, extendtheir skills and make a real difference within the organization by providing a valuable, effective,tailored training and consultancy service.Research has proven that wholly engaged employees tend to be more self-motivated, reliable,

and have higher levels of organisational loyalty. Additionally, studies have revealed that anengaged personnel tends to retain employment and is less absent Besides, these engagedemployees have higher levels of customer approval and service quality and they regularly achieve,and often surpass, goals.3

CHAPTER-4

RESEARCH METHODOLOGY

Section A. Objectives of the study. To know the perception of the employees of LANCO with respect to the training provided

to them

To know the current training and development programme of the organisation,

To know the development level of the employee after training.

To know the working of various departments and changes in the organisation after training.

Section B. Research plan and sampling plan

RESEARCH PLAN

Research Design: Descriptive

Research Method Used Survey

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Research Technique Used Questionnaire

Data Collection (location) From employees and workers

Sampling Plan Convenience

Sample Size 50

Research Methodology may be summarized in following steps:-

1. Defining Research Objective.

2. Preparing Research Design.

3. Implementation of Research Design.

Research Design is arrangement of condition for collection & analysis of data in a manner that

aims to combine relevance to research purpose with economy in procedure.The research design selected here is descriptive as the data is primary data taken for the first timefrom the employees and workers. The sample size is 50 consisting of all level personnel.The method for analysis is average method. Survey- The questions are usually structured andstandardized. The structure is intended to reduce bias. For example, questions should be ordered insuch a way that a question does not influence the response to subsequent questions. Surveys arestandardized to ensure reliability, generalizability, and validity.Method of Data collection- Questionnaire:-

The data is collected through convenience sampling.

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http://en.wikipedia.org/wiki/Reliability_(psychometric)http://en.wikipedia.org/wiki/Validity_(psychometric)http://en.wikipedia.org/wiki/Reliability_(psychometric)http://en.wikipedia.org/wiki/Validity_(psychometric)


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CHAPTER-5

DATA TABULATION, ANALYSIS AND

RESULT

The data collected from the employee resulted in the following analysis:Q1. Your organisation considers training as a part of organisational plan. Do you agree with thisstatement?

a. Strongly agreeb. Agreec. Somewhat agreed. Disagree

Interpretation:The above pie chart depicts that majority of the employees and workers are agree with thestatement that Organisation considers training as a part of organizational plan. Here 49%employees are agree, 45% employees strongly agree, 6% employees are somewhat agree and noone is disagree with the statement.Q2. How many training programmes have you attended in a year in Lanco?

a. Less than 2b. 2-4c. 4-6d. More than 6

Interpretation:

The above pie chart depicts that majority of the employees are attended less than 2 training

programme in the organisation. 43% employees are attended less than 2 training while 42% are

attended 2 to 4 training programmes and only 15% employees are attended 4 to 6 training

programme and no one is attended more than 6 training programmes.

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Q3. To whom the training is given more in your organisation?a. Senior staffb. Junior staffc. New staffd. Based on requirement

Interpretation:

The above pie chart depicts that the employees and workers think that the training programme is

provided to the employees is based on requirement. 56% of them are think that training is given to

the employees on the requirement, 22% are think that the training is provided to junior staff, while

13% are think that training is given to new staff and 9% are think that training is given to senior

staff.

Q4. Enough practices is given for us during training session. Do you agree with this statement?a. Strongly Agreeb. Agreec. Somewhat Agreed. Disagree

Interpretation:

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The above pie chart depicts that majority of the workers and employees are agree with the

statement that enough practice is given them during the training session. Here 62 % are agree, 22%

are somewhat agree while 16% are strongly agree and no one is disagree with the statement.

Q5. The training sessions conducted in your organisation is useful in professional/personal life. Doyou agree with this statement?

a. Strongly Agreeb. Agreec. Somewhat Agree

d. Disagree

Interpretation:

The above pie chart depicts that the employees and workers are disagree with the statement that the

training is useful in personal and professional life. i.e., 22% of them are agree, 9% are strongly

agree while 13% are somewhat agree and 56% are disagree with the statement.

Q6. Employees are given appraisal in order to motivate them to attend the training. Do you agreewith this statement?

a. Strongly Agreeb. Agreec. Somewhat Agreed. Disagree

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Interpretation:

The above pie chart depicts that majority of the workers and employees are agree with the

statement that employees are given appraisal in order to motivate them to attend the training. 62%

employees and workers are agree, 22% employees are strongly agree while 16% employees are

somewhat agree and no one is disagree with the statement.

Q7. How long will it take to implement the trained process?a. Less than 2 monthb. 1-2 monthsc. 2-4 monthsd. More than 4 months

Interpretation:

The above pie chart depicts that majority of the workers and employees are think that to implement

the training process will take time of 2 to 4 months. i.e. 44% employees are think that it will take

2to4 months to implement the process, 40% employees are think that it will take less than 2

months to implement while 13% employees are think that it will take 4to6 months to implement

the process and 3 % employees are think that it will take more than 6 months.

Q8. How well the work place of the training is physically organised?a. Excellentb. Goodc. Averaged. Bad

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Interpretation:

The above pie chart depicts that majority of the employees are think that the place of training is

good. 44% of them are think that the training place is good, 34% of them are think that the training

place is excellent, 22% of them are think that the training place is average and no one think that the

training place is bad.

Q9. What are the general complaints about the training session?a. Take away precious time of employeesb. Too many gaps between the sessionsc. Training sessions are unplannedd. Boring and not useful

Interpretation:

The above pie chart depicts that the majority of the employees are think that sessions are

unplanned. 41% of the employees and workers say that sessions are unplanned. 31% of the

employees and workers say that it takes the precious time of employees, 22% of the employees and

workers say that there is the gap between the sessions, 6% of the employees and workers say that

session are boring and not useful.

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Q10. The time duration given for the training period is ?a. Sufficientb. To be extendedc. To be shortenedd. Manageable

Interpretation:

The above pie chart depict that the majority of the employees are think that the time duration of the

training period is sufficient. 44% of employees and workers think that time duration

is sufficient. 31% of employees and workers think that time duration is to be

extended, 19% of employees and workers think that time duration is

manageable and 6% employees and workers think that time duration is to be

shortened

Q.11 Comment on the degree to which the training objectives are met during the training sessions.

a. All the objectives are met

b. Some objectives are metc. Met according to the needd. None of the objectives are met

Interpretation:

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The above pie chart depict that the majority of the employees are think that there some objectivesare met after the training. 47% of employees think that there some objectives are met, 34% ofemployees think that there all objectives are met, 19% of employees think that there objectives aremet according to need.

CHAPTER-6FINDINGS

FINDINGS

The employees of Lanco are satisfied with the training and development programme

provided to them.

The company is providing various kinds of training to the employees according to the

need.

The organization is providing excellent work place to the employees and workers.

The company provides the training programmes on time.

Employees are getting motivated through the training programmes

There is good relation between superiors and employees in the organisation.

There are good facilities for the employees and workers like canteen, hospitalization,

insurance schemes, accident relief, etc.

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CHAPTER-7

RECOMMENDATION

RECOMMENDATIONS

Although the employees have not shown dissatisfaction towards training programme but

they are also not totally satisfied so I would recommend the company to upgrade the

training and development programmes.

It is further recommended that attractive training should be followed so that the employees

are satisfied and give the maximum possible output for the company.

The organization should try to find out the factors affecting absenteeism, while the training

programmes are conducted.

The organization should try to find out the factors to motivate the employees through

training.

The company should add more training programme for the executives and non-executives

staff.

The work place of the training should be physically organized and attractive.

The rules abiding training should be explained well to the employees and workers.

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CHAPTER-8

LIMITATIONLIMITATION

The first and most influential limitation which came across during the time of conducting

the research was the inconvenience to approach employees. Due to this limitation the actual

scenario cannot be judged.

The second limitation was the hesitation of the employees to fill the questionnaire on such

a sensitive topic.

The next limitation was the difficulty to approach the respondents as there is hierarchy to

follow.

The mental status of the employees at the time of filling the questionnaire cannot be always

positive so the mental bias has an impact.

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CHAPTER-9

CONCLUSION

CONCLUSION

Training involves an expert working with learners to transfer to them certain areas of knowledge or

skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of

activities (training activities among them) to bring someone or an organization up to another

threshold of performance, often to perform some job or new role in the future.

Training is the formal and systematic modification of behaviour through learning which occurs as

a result of education, instruction, development and planned experience.

Development is any learning activity, which is directed towards future, needs

rather than present needs, and which is concerned more with career growth than

immediate performance.

We know that successful candidates placed on the jobs need training to perform their duties

effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is

not only the workers who need training. Supervisors, managers and executives also need to be

developed in order to enable them to grow and acquire maturity of thought and action. Training

and development constitute an ongoing process in any organization.

Training is the acquisition of technology, which permits employees to perform their present job to

standards. It improves human performance on the job the employee is presently doing or is being

hired to do. Also, it is given when new technology in introduced into the workplace.

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REFERENCES

1. T.N. Chhabra Human resource management, New Delhi, Dhanpat Rai

& Co. (P) Ltd. , 5th edition, pg. 236

2. T.N. Chhabra, Human resource management, New Delhi, Dhanpat Rai

& Co. (P) Ltd. , 5th edition, pg.241

3. L.M. Prasad, Principles and practice of management, 3rd edition pg.498

4. L.M. Prasad, Principles and practice of management, 3rd edition pg.501

5. www.lancogroup.com

APPENDICIES

QUESTIONNAIREQuestionnaire on Study on Effectiveness of Training & Development

I am a student of Shri Shankaracharya Institute of Technology & Management , Bhilai (C.G.). As apart of my curriculum, I am conducting a project on Training & development in LancoInfrastructure Limited, Anpara, Sonebhdra(U.P.). I would be grateful to you for providingcandid responses. The information which is provided by you will be confidential.

Q.1) What is your job profile?

Q.2) Your organisation consider training as a part of organizational plan. Do you agree with thisstatement?

Strongly Agree

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Less than 2 months

2-4 months

4-6 months

More than 6 months

Q.10) How well the work place of the training is physically organized?

Excellent

Good

Average

Bad

Q.11) Is there a process to assess the organizations future training needs? If yes, how is thisassessment carried out? Who participates? (brief in 3-4 lines)

Q.12) It is said that the learning is a continous process. It cannot be imparted/gained in 2-3 daystraining program. Do you think that the way Lanco training program conducted will achieve thedesired purpose?

Q.13) What are the general complaints about the training session?

Take away precious time of employees

Too many gaps between the sessions

Training sessions are unplanned

Boring and not useful

Q.14) The time duration given for the training period is? Sufficient

To be extended

To be shortened

Manageable

Q.15) Comment on the degree to which the training objective are met during the training sessions:

All the objectives are met

Some objectives are met

Met according to the need

None of the objectives are met

PERSONAL DETAILS:

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Name:

Department:

Designation:

Date of Joining:

Working experience in Lanco:

SWATI

TIWARIMBA

3rd SEM.

SSI

TM

BHIL

AI (C.G.)

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