1
CHAPTER NO. 1
 INDUSTRY PROFILE
2
INDUSTRY PROFILE
The Information technology industry in India has gained a brand identity as a knowledge
economy due to its IT and ITES sector. The IT–ITES industry has two major components: IT
Services and business process outsourcing (BPO). The growth in the service sector in India has
been led by the IT–ITES sector, contributing substantially to increase in GDP, employment, and
exports. The sector has increased its contribution to India's GDP from 1.2% in FY1998 to 7.5%
in FY2012. According to NASSCOM, the IT–BPO sector in India aggregated revenues
of US$100 billion in FY2012, where export and domestic revenue stood at US$69.1 billion
and US$31.7 billion respectively, growing by over 9%. The major cities that account for about
nearly 90% of this sectors exports are Bangalore, Chennai, Delhi, Mumbai, Hyderabad, Pune,
Kolkata. Export dominate the IT–ITES industry, and constitute about 77% of the total industry
revenue. Though the IT–ITES sector is export driven, the domestic market is also significant
with a robust revenue growth. The industry’s share of total Indian exports (merchandise plus
services) increased from less than 4% in FY1998 to about 25% in FY2012. According
to Gartner,
the
"Top
Five
Indian
IT
Services
Providers"
are Tata
Consultancy
Services, Infosys, Cognizant, Wipro, HCL Technologies and ITC INFOTECH.
This sector has also led to massive employment generation. The industry continues to be a net
employment generator - expected to add 230,000 jobs in FY2012, thus providing direct
employment to about 2.8 million, and indirectly employing 8.9 million people.[1] Generally
dominant player in the global outsourcing sector. However, the sector continues to face
challenges of competitiveness in the globalized world, particularly from countries
like China and Philippines.
India's growing stature in the Information Age enabled it to form close ties with both the United
States of America and the European Union. However, the recent global financial crises has
deeply impacted the Indian IT companies as well as global companies. As a result hiring has
dropped sharply, and employees are looking at different sectors like the financial service,
telecommunications, and manufacturing industries, which have been growing phenomenally over
the last few years. India's IT Services industry was born in Mumbai in 1967 with the
establishment of Tata Group in partnership with Burroughs. The first software export
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zone SEEPZ was set up here way back in 1973, the old avatar of the modern day IT park. More
than 80 percent of the country's software exports happened out of SEEPZ, Mumbai in 80s
HISTORY
The Indian Government acquired the EVS EM computers from the Soviet Union, which were
used in large companies and research laboratories. In 1968 Tata Consultancy Services—
established in SEEPZ, Mumbai by the Tata Group—were the country's largest software
producers during the 1960s. As an outcome of the various policies of Jawaharlal (office: 15
August 1947 – 27 May 1964) the economically beleaguered country was able to build a large
scientific workforce, third in numbers only to that of the United States of America and the Soviet
Union. On 18 August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated
the Indian Institute of Technology atKharagpur in West Bengal. Possibly modeled after
the Massachusetts Institute of Technology these institutions were conceived by a 22 member
committee of scholars and entrepreneurs under the chairmanship of N. R. Sarkar.
Relaxed immigration laws in the United States of America (1965) attracted a number of skilled
Indian professionals aiming for research. By 1960 as many as 10,000 Indians were estimated to
have settled in the US. By the 1980s a number of engineers from India were seeking employment
in other countries. In response, the Indian companies realigned wages to retain their experienced
staff. In the Encyclopedia of India, Kamdar (2006) reports on the role of Indian immigrants
(1980 - early 1990s) in promoting technology-driven growth.
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CHAPTER NO: 2
COMPANY PROFILE
A. BACKGROUND AND INCEPTION OF THE COMPANY.
B. BOARD OF DIRECTORS
C. NATURE OF BUSINESS CARRIED
D. VISION MISSION AND QUALITY POLICY
E. PRODUCT\SERVICE PROFILE
F. AREA OF OPERATION
G. COMPETITORS INFORMATION
H. ACHIEVEMENTS
5
COMPANY PROFILE
Company Overview
Background
ITC Infotech, a global IT services company, is a fully-owned subsidiary of ITC Limited, the US$
7 billion diversified conglomerate. ITC Limited is rated among the ‘World's Most Reputable
Companies’ by Forbes magazine and among ‘India's Most Valuable Companies’ by Business
Today.
Business
ITC Infotech is committed to deliver end-to-end IT solutions and services to its customers
worldwide. We integrate our vast experience across industry sectors with world-class technology
and state-of-the-art infrastructure to offer business-friendly solutions across industry verticals
that include:
Banking, Financial Services & Insurance (BFSI)
Consumer Packaged Goods (CPG)
Hospitality
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Manufacturing
Media & Entertainment
Retail
Travel
Transportation & Logistics
Life Sciences
ITC Infotech advantage
ITC Infotech has established itself as a key player in the offshoring arena with the rare advantage
of having both domain expertise and astute business proficiency. We engineer business solutions
that address our customers pain areas and couple this skill with a robust offshore delivery
infrastructure and quality process maturity. Converged focus of the top management and
flexibility in relationship is part of every strategic partnership we embark on. Best of breed
talent, paired with global and multicultural flavor, makes us a cognizant and versatile
organization.
Expanse of operations
Headquartered in Bangalore, India, with wholly-owned subsidiaries in UK and USA, ITC
Infotech services Fortune-listed customers across North America and Europe. We have
established a service delivery footprint across more than 140 countries worldwide. We provide
comprehensive solutions through dedicated development centers, offices, and delivery centers in
North America, Europe and Asia Pacific, in addition to two delivery hubs in Bangalore and
Kolkata.
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People practices
ITC Infotech is an equal opportunities employer and this policy applies to all areas of
employment, including recruitment, hiring, job assignment, compensation, promotion, discipline,
termination, and access to benefits and training.
Diversity: Being a global IT services and solutions company, we value the diversity of the
markets in which we operate. Diversity, hence, is an integral part of our talent management
strategies. Accordingly, ITC Infotech does not unlawfully discriminate on the basis of race,
color, religion, sex, (including pregnancy, childbirth or related medical conditions) national
origin, ancestry, age, medical condition, physical disability, mental disability, family care status,
veteran status, marital status, sexual orientation, gender identity, genetics information, or any
other basis prohibited by law.
Gender inclusivity: We support gender diversity and provide a work environment which nurtures
talent. Some of our initiatives include maternity benefits, late night transportation, round the
clock security and many more. We seek to enhance equal opportunities for men and women, and
prevent/stop/redress sexual harassment at the workplace.
Disability: At ITC Infotech, we have created a robust infrastructure to facilitate smooth
functioning for our differently-abled employees and reasonable effort is invested in
accommodating any special needs. We endeavor to create facilities which complement our ethos
of empowering our employees to help them realize their potential.
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A. BACKGROUND AND INCEPTION OF THE COMPANY
ITC was formed on August 24, 1910 under the name Imperial Tobacco Company of India
Limited. Later the name of the Company was changed from Imperial Tobacco Company of India
Limited to India Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. ITC
contains a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology,
Packaging, Paperboards & Specialty Papers, Agri-business, Foods, Lifestyle Retailing,
Education & Stationery and Personal Care. Finally the company changed its name to 'ITC
Limited’ on September 2001.
The earlier decades of the Company's existence were mainly depending on growth and
consolidation of the Cigarettes and Leaf Tobacco businesses, In the Seventies it started to
transform into a corporate. In 1975 the Company launched its Hotels business with the
acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The
objective of ITC's entry into the hotels business was rooted in the concept of creating value for
the nation in 1979; ITC entered the Paperboard business by promoting ITC Bhadrachalam
Paperboards Limited, which today has become the market leader in India.
In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture.
Since inception, its shares have been held by ITC, British American Tobacco and various
independent shareholders in Nepal. In August 2002, Surya Tobacco became a subsidiary of ITC
Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal). Also in 1990,
leveraging its tends to 10 states covering over 4 million farmers. ITC's first rural mall, christened
'Choupal Saagar' was inaugurated in August 2004 at Sehore. On the rural retail front, 24
'Choupal Saagars' are now operational in the 3 states of Madhya Pradesh, Maharashtra and Uttar
Pradesh.
In 2000, ITC forayed into the Greeting, Gifting and Stationery products business with the launch
of Expressions range of greeting cards. A line of premium range of notebooks under brand
“Paperkraft” was launched in 2002. To augment its offering and to reach a wider student
population, the popular range of notebooks was launched under brand “Classmate” in 2003.
“Classmate” over the years has grown to become India’s largest notebook brand and has also
increased its portfolio to occupy a greater share of the school bag. Years 2007- 2009 saw the
launch of Children Books, Slam Books, Geometry Boxes, Pens and Pencils under the
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“Classmate” brand. In 2008, ITC repositioned the business as the Education and Stationery
Products Business and launched India's first environment friendly premium business paper under
the “Paperkraft” Brand. “Paperkraft” offers a diverse portfolio in the premium executive
stationery and office consumables segment. Paperkraft entered new categories in the office
consumable segment with the launch of Textliners, Permanent Ink Markers and White Board
Markers in 2009.
ITC also entered the Lifestyle Retailing business with the Wills Sport range of international
quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores
later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening
wear (2003).
In 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC
Infotech India Limited, to more aggressively pursue emerging opportunities in this area. Today
ITC Infotech is one of India’s fastest growing global IT and IT-enabled services companies and
has established itself as a key player in offshore outsourcing, providing outsourced IT solutions
and services to leading global customers across key focus verticals - Manufacturing, BFSI
(Banking, Financial Services & Insurance), CPG&R (Consumer Packaged Goods & Retail),
THT (Travel, Hospitality and Transportation) and Media & Entertainment.
ITC's foray into the Foods business is an outstanding example of successfully blending multiple
internal competencies to create a new driver of business growth. It began in August 2001 with
the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In 2002, ITC entered
the confectionery and staples segments with the launch of the brands mint-o and Candyman
confectionery and Aashirvaad atta (wheat flour). 2003 witnessed the introduction of Sunfeast as
the Company entered the biscuits segment. ITC's entered the fast growing branded snacks
category with Bingo! in 2007. In just over a decade, the Foods business has grown to a
significant size with over 200 differentiated products under six distinctive brands, with an
enviable distribution reach, a rapidly growing market share and a solid market standing.
In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire value
chain found yet another expression in the Safety Matches initiative. ITC now markets popular
safety matches brands like iKno, Mangaldeep, Aim, Aim Mega and Aim Metro. ITC's foray into
the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership
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with the cottage sector. ITC's popular agarbattis brands include Spriha and Mangaldeep across a
range of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and
Nagchampa.
ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care
products for men and women in July 2005. Continuing with its tradition of bringing world class
products to Indian consumers the Company launched 'Fiama Di Wills', a premium range of
Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The
Company also launched the 'Superia' range of Soaps and Shampoos in the mass-market segment
at select markets in October 2007 and Vivel De Wills & Vivel range of soaps in February and
Vivel range of shampoos in June 2008.
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B. BOARD OF DIRECTORS
Y C Deveshwar
Y C Deveshwar is the Chairman of ITC Limited, a multi-business Indian conglomerate with a
market capitalization of around $ 30 billion and a turnover of $ 7 billion. He is also the Chairman
of its wholly owned subsidiary ITC Infotech India Limited and its subsidiaries in the UK and
USA. ITC Infotech operates out of the 4 continents of North America, Europe, Asia and Africa.
An engineering graduate from IIT Delhi, Mr Deveshwar joined ITC Limited in 1968. He was
appointed as a Director on the Board of the Company in 1984 and became the Chief Executive
and Chairman of the Board on January 1st, 1996. Between 1991 and 1994, Mr Deveshwar led
Air India as its Chairman and Managing Director.
ITC, under Mr Deveshwar’s leadership, has given expression to its globally acknowledged
Sustainability initiatives by fashioning corporate strategies that not only enhance shareholder
value but add significantly to the development of natural and social capital. He has led ITC to
become the only company in the world, of its size to be ‘carbon positive’, ‘water positive’ and
‘waste recycling’ positive. The company’s businesses generate livelihoods for over 5 million
people, many of whom represent the poorest in Rural India.
Mr Deveshwar is a Past President of the Confederation of Indian Industry. He is also a member
of the Board of Governors of the Indian School of Business and the former Chairman of the
Society and Board of Governors of the Indian Institute of Management, Calcutta. He also serves
on the National Executive Committees of some of India’s premier trade and industry bodies, and
is also a member of the CEOs Forum instituted by the between UK and India. He has also been a
member of the CEOs Forum instituted by the governments of the United States of America and
India.
Deveshwar has been conferred the Padma Bhushan, one of the highest civilian awards in the
country, by the Government of India for the year 2011, in recognition of his distinguished
service of a high order to the Nation. Amongst several other awards and recognitions during his
distinguished career, Deveshwar has been honoured with the Global Leadership Award 2010 by
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the U.S.- India Business Council of the US Chamber of Commerce, the SAM/SPG Sustainability
Leadership Award 2007 conferred at the International Sustainability Leadership Symposium, the
Business Person of the Year Award 2006 by the UK Trade & Investment by His Royal Highness
Prince Andrew, the Duke of York. In January 2006, he was inducted to the prestigious Hall of
Pride at the Indian Science Congress. He was also named the Manager Entrepreneur of the Year
2001 by Ernst & Young.
Mr Deveshwar also provided the guiding vision to set up the ITC ’e-Choupal’ a pioneering
initiative to empower Indian farmers. The ITC e-Choupal is today the world’s largest rural
digital infrastructure, a case study at the Harvard Business School and has also been mentioned
in the World Development Report of the World Bank. This initiative has won several global
awards including the inaugural World Business Award instituted jointly by the United Nations
Development Program (UNDP), International Chamber of Commerce (ICC) and the HRH Prince
of Wales International Business Leader's Forum (IBLF), the Development Gateway award at
Beijing and the Stockholm Challenge Award.
S. Sivakumar
S Sivakumar is the Non-Executive Vice-Chairman of ITC Infotech India Limited., and its
subsidiaries in the UK and the USA.
Sivakumar is the Chief Executive of the Agri Business Division of ITC Limited and a Member
of the Corporate Management Committee of ITC Limited.
Topper of the Class of 1983 from the Institute of Rural Management Anand, (IRMA), Sivakumar
served a farmers' cooperative for six years before joining ITC Limited in 1989.
Sivakumar has conceptualised the path-breaking ITC e-Choupal model, and is spearheading its
roll out across rural India.
Sivakumar is also the Chairman of Technico Agri Sciences Limited, a subsidiary of ITC Limited.
He is a Member of the Private Sector Committee of the Consultative Group on International
Agricultural Research (CGIAR), and a Member of Research Advisory Committee of India’s
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National Academy of Agricultural Research Management (NAARM). He is also an active
member of the management committees of various industry bodies and several taskforces of
Government of India.
Anand Nayak
Anand Nayak is the Non-Executive Director on the Board of ITC Infotech India Limited., and a
member of the Audit Committee of the Board.
Head of Human Resource Development and a Member of the Corporate Management Committee
of ITC Limited., Nayak has been with the Company for 38 years. He has handled senior HR
assignments in the Company's various Divisions and has been head of Human Resource
Development for ITC Limited since 1996. He is also responsible for overall supervision of ITC's
Social Investments Programme.
A post-graduate in Personnel Management and Industrial Relations from XLRI, Jamshedpur,
Anand Nayak has spent his entire professional career with ITC.
B. B. Chatterjee
B.B. Chatterjee is the Non-Executive Director on the Board of ITC Infotech India Limited. and
its subsidiaries in the UK and the USA. He is also the Chairman of the Audit Committee of ITC
Infotech India Limited.
Chatterjee is the Executive Vice President & Company Secretary of ITC Limited and a Member
of the Corporate Management Committee of ITC Limited. He joined ITC in May, 1983. He is a
Chartered Accountant, Company Secretary and a Law Graduate.
Chatterjee besides being on the Executive Committee of Indian Chamber of Commerce and the
Chamber Committee of The Bengal Chamber of Commerce & Industry (BCCI) is also Chairman
of the Company Affairs Sub Committee of BCCI. He has also served on the Central Council and
the Secretarial Standards Board of the Institute of Company Secretaries of India. He is also on
the Board of several subsidiaries of ITC
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Sanjiv Puri
Sanjiv Puri is the Non-Executive Director of ITC Infotech India Limited. and its subsidiaries,
ITC Infotech Limited, UK and ITC Infotech (USA) Inc.
Puri is the Divisional Chief Executive, India Tobacco Division. He joined ITC Limited in 1986
as a graduate engineer from the Indian Institute of Technology, Kanpur. Till 2000, Puri handled a
wide range of responsibilities in eCommerce, Operations and Manufacturing in the Tobacco
Division.
Before returning to the Tobacco Division in September 2009, Puri led ITC Infotech, as the
Managing Director from May 2006 to August 2009. Prior to this he was the Managing Director
of Surya Nepal Pvt Limited, another subsidiary of ITC. He was responsible for diversifying the
operations of the company into branded apparels and exports, making Surya Nepal one of the
largest private sector companies in Nepal. He is also a Director on the Board of Asia Tobacco Co
Limited.
Rajiv Tandon
Rajiv Tandon is a Director on the board of ITC Infotech India Ltd. and its subsidiaries in the UK
and the USA.
A Fellow Member of The Institute of Chartered Accountants of India with over 30 years of
experience, he is the Chief Financial Officer and a Member of the Corporate Management
Committee of ITC Limited. Tandon has held various positions in ITC including Executive Vice
President - Finance & MIS of the Tobacco Division, Executive Vice President - Corporate
Finance, Finance Advisor and member of the Management Committee of Agri Business and
Tobacco Division. He is also on the Board of several other subsidiaries/group companies of ITC.
He has held several important positions in various industry bodies including Chairman of the
Expert Committee on Banking and Finance (Indian Chamber of Commerce), Member -Taxation
and Company Law Committee (Confederation of Indian Industry) and is currently Member Managing Committee (Bengal Chamber of Commerce & Industry).
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B. Sumant
B.Sumant is Managing Director, ITC Infotech. He is also on the Board of ITC Infotech (USA)
Inc. and ITC Infotech Limited., UK.
Sumant has been working with ITC Limited, and its group companies since 1986. In his previous
assignment, Sumant was responsible for setting up the snacks business of ITC under the brand
name of “Bingo”. He is also on the Board of Technico Pty Limited which specializes in
production of Potato Seed Tubers. Sumant has over two decades of experience in ITC spanning
Manufacturing, Operations and new business development.
Sumant holds a bachelor’s degree in Mechanical Engineering from the Regional Engineering
College, Durgapur. He is also an alumnus of the Harvard Business School, Wharton, Kellogg
and the Asian Institute of Management, Manila.
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C. NATURE OF BUSINESS CARRIED
ITC was started their business on the name of Imperial Tobacco Company of India Limited.
Later the name of the Company was changed from Imperial Tobacco Company of India Limited
to India Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. ITC contains a
wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging,
Paperboards & Specialty Papers, Agri-business, Foods, Lifestyle Retailing, Education &
Stationery and Personal Care. Finally the company changed its name to 'ITC Limited’ on
September 2001.
ITC has a diversified presence in FMCG (Fast Moving Consumer Goods), Hotels, Paperboards
& Specialty Papers, Packaging, Agri-Business and Information Technology. While ITC is an
outstanding market leader in its traditional businesses of Hotels, Paperboards, Packaging, AgriExports and Cigarettes, it is rapidly gaining market share even in its nascent businesses of
Packaged Foods & Confectionery, Branded Apparel, Personal Care and Stationery. Meera
Shankar, will join the board of ITC Ltd as the first women director in its history. She will be an
additional non-executive director of the cigarettes-FMCG-hotel major.\
ITC is dealing with the below mention services:-
FMCG
HOTELS
PAPERBOARDS & SPECIALTY PAPER
PACKAGING
AGRI BUSINESS
INFORMATION TECHNOLOGY
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D. VISOIN MISSION AND QUALITY POLICY
THE ITC VISION
To enhance the wealth generating capability of the enterprise in a globalising environment,
delivering superior and sustainable stakeholder value.
THE ITC MISSION
Sustain ITC's position as one of India's most valuable corporations through world class
performance, creating growing value for the Indian economy and the Company's stakeholders.
THE QUALITY POLICY

To contribute to sustainable development through the establishment and implementation
of environment standards those are scientifically tested and meet the requirement of
relevant laws, regulations and codes of practice.

To take account of environment, occupational health and safety in planning and decisionmaking.

To provide appropriate training and disseminate information to enable all employees to
accept individual responsibility for Environment, Health and Safety, implement best
practices, and work in partnership to create a culture of continuous improvement.

To instill a sense of duty in every employee towards personal safety, as well as that of
others who may be affected by the employee's actions.

To provide and maintain facilities, equipment, operations and working conditions which
are safe for employees, visitors and contractors at the Company's premises.

To ensure safe handling, storage, use and disposal of all substances and materials that are
classified as hazardous to health and environment.

To reduce waste, conserve energy, and promote recycling of materials wherever possible.

To institute and implement a system of regular EHS audit in order to assure compliance
with laid down policy, benchmarked standards, and requirements of laws, regulations and
applicable codes of practice.

To proactively share information with business partners towards inculcating world-class
EHS standards across the value chain of which ITC is a part.
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All employees of ITC are expected to adhere to and comply with the EHS Policy and Corporate
Standards on EHS.
ITC's EHS Policy extends to all sites of the Company. It will be the overall responsibility of the
Divisional/SBU Chief Executives, through the members of their Divisional Management
Committees, General Managers and Unit Heads, to ensure implementation of this Policy and
Corporate Standards on EHS, including formation of various committees and designating
individuals for specific responsibilities in respect of their Division/SBU.
The Corporate EHS Department is responsible for reviewing and updating Corporate Standards
on EHS, and for providing guidance and support to all concerned.
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E. PRODUCT\SERVICE PROFILE
Advanced Technologies
ITC Infotech incubates and delivers services leveraging advanced technologies such as SOA,
RFID which are strategically important to organizations across multiple industries. These evolve
from ongoing research and development with an ultimate goal of providing innovation-driven
value to our customers.
The innovation and R&D hub or "Advanced Technologies Group" in ITC Infotech focuses on
creating innovative solutions, proofs of concepts (POCs), prototypes and frameworks around
these emerging technologies through alliances with the best-of-breed technology vendors for
rapidly growing business environment.
Some of our innovative services and solutions around emerging technologies include:

Service Oriented Architecture (SOA): development of POCs to demonstrate SOA

RFID consulting and implementation services

Operations risk management: managing operational risk using a business-IT dependency
framework

Incubation of new technologies by a structured approach to achieve knowledge
leadership

Embedded software development in mobile technologies using TI OMAP platform and
E-LINUX
Business Consulting
The Business Consulting Group (BCG) at ITC Infotech is a converging point for business & IT
solutions. We aim to transform business performance, bringing a strategic perspective on process
improvement and IT enablement. Our team blends domain experts and consultants, bringing
unique capabilities to discover and resolve business concerns of the day.
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Our expertise spans Consumer Goods, Retail, Process Industry, Logistics & Transportation,
across key business functions such as product development, production, supply chain
management, sales & marketing management, field force management, and customer
relationship management.
Customer Relationship Management (CRM)
The contemporary business landscape is characterized by hyper competition driven by the
emergence of a global economy and rapid technological changes. Competitors are aggressively
challenging existing players compelling them to fortify their customer base.
Understanding ones customers’ has become a top priority for most organizations. The more you
know, the better it is. Today’s Customer Relationship Management (CRM) is about familiarity,
awareness and expertise!
We believe that of all factors, it is technology that is significantly altering the nature of
competition. Information Technology has seen dramatic changes in the recent past. The ability to
effectively and efficiently access and use information has become an important source of
competitive advantage. Success of an organization is determined by its ability to capture
intelligence, transform it into a deployable form and the ability to diffuse it rapidly among users.
Our CRM practice is primarily driven by our experienced people who are the source of our
competitive advantage. These 250+ trained veterans bring together 800 + person years of
experience. We have successfully delivered over 50 Oracle Siebel implementations across
multiple geographies.
Our CRM practice has developed deep implementation capabilities; end-to-end management
consulting and system integration expertise coupled with a robust, on-site and off-shore delivery
model and standard quality management processes as well as certified capabilities in CRM
applications.
Our CRM & Loyalty Marketing expertise runs deep spanning Retail, Banking, Consumer
Packaged Goods and Life Sciences. In order to optimize our hands-on Loyalty knowledge, we
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have created a Centre of Excellence (CoE). Our Loyalty CoE has also created technical
accelerators that comprise of re-usable real time interfaces helping our clients in saving
substantial amount of implementation time. The CoE has also developed a unique Loyalty
Certification Programme branded as “ILCP” (Integrated Loyalty Certification Programme). All
our engineers who are part of a Loyalty project are “Loyalty Certified” so that they understand
the Loyalty Marketing/Technical terminologies/scenarios and are able to understand your exact
requirements.
Core Expertise

Enterprise Loyalty Marketing Solutions

Loyalty Marketing Analytics

Trade Marketing and Distribution

Trade Promotions Management

Data Center / Platform Migration

Upgrades
Custom Application Services
In keeping with our enterprise philosophy of targeting select lines of technology and developing
best-of-class capabilities in the same, custom application development services using business
intelligence, web and mainframe technologies is an area where we have accumulated extensive
global credentials.
Data Warehousing and Business Intelligence (DWBI)
ITC Infotech’s Data Warehousing and Business Intelligence (DW BI) Practice has a very strong
and deep rooted foundation based on more than 1000 person-years of experience, enterprise
performance management, considerable technological consulting, proven implementation
frameworks, readymade solutions and accelerators, and effective knowledge management.
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ITC Infotech in partnership with industries leading Business Intelligence solution vendors
including IBM Cognos, Informatica, Microsoft, Oracle, QlikView, SAP Business Objects, fully
exploits the product features and enables faster implementations thus delivering tangible
business benefits to our customers across industry verticals.
Armed with the latest technologies, the DW BI Practice of ITC Infotech covers a range of
domains including:
BFSI
Travel and Hospitality
Transportation and Logistics
CPG and Retail
New Media and Entertainment
A differentiated value proposition
Enterprise performance management (EPM) – Dedicated EPM centre of excellence (CoE)
enables Performance Management and Optimization based approach to BI
Deep domain focus – All the BI engagements leverage the inherent domain focus derived from
involvement in parent company ITC Ltd’s multiple businesses
Industry Solutions – Pre-defined Analytics solutions for common pain points serve as a strong
reference base for arriving at effective and cost-sensitive solutions
Accelerators – ITC Infotech has readymade methodology and accelerators for the entire DWBI
lifecycle from consulting to implementation which brings industry best practices, standardization
and speed into engagements. The methodology and accelerators are quickly tailored to
customer’s special requirements
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Business Solutions and Accelerators
Airline Analytics – Amadeus Data Integration and Reporting on Reservations, Booking,
Revenue Recognition using DB2, Informatica and Cognos
Loyalty Analytics – Custom and Customized implementation of Loyalty Analytics on top of
OBIEE for 12 subject areas ranging from Promotions to Financials including Members,
Transactions, Partners and Transactions
Retail Category Analytics – Specialized Category Analytics Solution with a Balanced Score
Card defined for merchandiser with high end features like Scorecard, Dashboards and "What If"
analysis around assortment, revenue and promotion
Personalize content delivery (PCD) Analytics> – Analytics Solution on top of Siebel solution for
Pharma Sales Reps. It covers features like Disconnected Analytics around performance, detailed
effectiveness (presentation and sales by geography, product, sales rep), medical practitioners'
feedback,
Event Driven Data Warehouse for Security, Risk and Compliance – Enterprise-wide Security
Intelligence solutions to make strategic decisions using our partner product SenSage. It
converges real-time alerting, incident investigation and compliance reporting processes. This
solution includes security information and event management (SIEM), log management and SAP
continuous controls monitoring, all supported by a single data management architecture, access
model and console.
Engineering Services
Introduction:
ITC Infotech's Engineering Services practice executes various large scale global engineering
projects for customers across the globe. The resource strength is 200 engineers providing end to
end Engineering Services like R & D, Concept design, NPD, Analysis, Value Engineering, DFA,
DFM, Detailed Design, Manufacturing Process Engineering, Technical Publication etc.
24
Our domain landscape
ITC Infotech provides high-end engineering design solutions and services to market-leading
engineering organizations worldwide. ITC Infotech has vertical templates for each domains i.e.
Oil & Gas, Aerospace, Consumer durables, Industrial, Rail & Aerospace and many more.
ITC Infotech advantage
ITC Infotech's customers have benefited by being able to attain cost benefits on their engineering
designs, ready to-go-market within a short span of time, reduced production cost, achieve
engineering efficiency and long term engineering support.
ITC Infotech provides engineering services to leading oil and gas, office furniture, bath and
sanitary product companies to name a few. We have the best-in-class engineers who use quality
process checklists to ensure design intent is captured correctly. Our strengths also lie in our
expertise of product and machine design services across various industry verticals, experienced
CAD designers with vast knowledge of various CAD tools.
Why ITC Infotech:
Global Footprint with Oil & Gas clients in Norway, UK, Middle East and locally here in
Houston
Established delivery capability/experience in Oil and Gas space with understanding of processes,
standards and Nordic, ISO and API codes
Experience in building and scaling dedicated Delivery Centers
Fully operational, ITC owned, 90 – seat onsite Delivery Center in Bentonville, AK as an near
shore facility for GE 0il & Gas; same time zone as Houston.
Strategic, global relationship with PTC for Windchill/ ProE
High rigor on processes, quality and security
25
Transparent, high integrity company with world class sustainability initiatives
Metric based delivery focused on driving SLA based savings to client
Local Relationship Manger and Onsite Delivery Manager; Executive attention
Our work speaks for itself itself. – We have clients who will vouch for our impeccable standards
Quality:
Product and Process performance measures:
Process parameters
Size variation
Effort variation
Schedule variation
Product quality measures
In process defects
Post release defects
Other measures
Quality Cost
Poor Quality Cost
Productivity
Customer Feedback
Quality Approach:
26
Quality processes
Process adherence
3 Level quality check
Tool specific best practices
Technology skill
Use of design standards
Continuous improvement
Past learning deployment
Trainings
27
F. AREA OF OPERATION (GLOBAL/NATIONAL)
North America
USA
New Jersey
12 Route 17 North
Suite 303,Paramus
New Jersey,NJ-07652
Tel: +1.201.336 9431/ 32
Houston
2323 Edgewood Dr.
Missouri City,TX -77459
Tel : +1.832.971 5656
San Jose
Suite # 203,
2880 Zanker Road,
San Jose, CA - 95134
Tel: +1.408.432 7284
Troy
4148 Ledgestone
Troy, MI- 48098
Tel: +1.248.396 8965
Bentonville
1716 SW Commerce Drive
Suite 2
Bentonville, AR - 72712
Tel: +1.479.271 0200
New York
Pyxis Solutions LLC
55 Broad St. Fl. 28
New York, NY 10004-2501
Tel: +1.212.363 2828
Bellevue
2018 156th Ave NE
Suite 100, Building F
Bellevue, 98007
Tel: 425-748-5157
Europe
UK
Netherlands
Milton Keynes
Norfolk House
118 Saxon Gate West
Milton Keynes
MK9 2DN
Tel: +44.1908.230 055
Finland
Amsterdam
Orlyplein 10 – 24,
1043DP
Amsterdam
Tel: +020 – 5773530
Espoo
Newell Consulting Oy
P.O. Box 16 , Olari
02211 Espoo, Finland
Tel: +358-500-508625
Sweden
Sotckholm
C/o Matrisen AB
Helsinki
Newell Consulting Oy
P.O. Box 16 , Olari
02211 Espoo, Helsinki
Tel: +358.500.508625
Austria
Vienna
C/o Trivadis dolphin GmbH
28
Box 22059
104 22 Stockholm
Tel: +08.506 591 00
Denmark
Copenhagen
Havnegade 39, 3. sal
1058 Copenhagen K.
Tel: +45.33. 444.4 88
Handelskai 94-96 Millennium Tower
A-1200 Vienna
Tel: +43.1.332 35 31 00
Czech Republic
Prague
Organizacní Složka
Karolinská 661
186 00 Prague 8, Karlín
Tel.: + 420. 226 219 000
Switzerland
Zurich
C/o Trivadis AG
Europa-Strasse 5
CH-8152 Glattbrugg (Zurich)
Tel: +41.44.808 70 20
Bern
C/o Trivadis AG
Papiermühlestrasse 73
CH-3014 Bern
Tel: +41.31.928 09 60
Lausanne
C/o Trivadis SA
Rue Marterey 5
CH-1005 Lausanne
Tel: +41-21-321 47 00
Germany
Cologne
Zweigniederlassung Deutschland
Universitaetsstrasse 71
D-50931 Cologne
Tel: +49.174.9748411
Frankfurt
C/o Trivadis Ltd
Lyon 15, Atricom
D-60528 Frankfurt
Tel: +49.69.264.93.300
Munich
C/o Trivadis Ltd
Lehrer-Wirth-Str. 4
D-81829 Munich
Tel: +49.89.99.27.59.30
Stuttgart
C/o Trivadis Ltd
Industriestrasse 4
D-70565 Stuttgart
Tel: +49.711.903.63.230
Hamburg
C/o Trivadis Ltd
Paul-Dessau-Strasse 6
D-22761 Hamburg
Tel: +49.40.248.591.30
France
Paris
C/o Manapps
2 rue Jean-Baptiste Pigalle
75009 Paris
Tel: +33.140070730
29
Africa
South Africa
Johannesburg
2nd Floor, West Tower
Nelson Mandela Square
Maude Street, Sandton
Johannesburg, 2196
Tel: +27.0.11.881.5482
Kenya
Nairobi
C/O Gridtech Limited
Kirichwa Road, Kilimani,
Nairobi
Tel: +25.4. 77.175.2350
Australia
Australia
Victoria
Level 1, 18 Camberwell Road
Hawthorn East
Victoria 3123
Australia
Asia
India
Kolkata
Virginia House
37, J.L Nehru Road
Kolkata - 700 071
Tel: +91.33.2288.1778/9371
Bangalore
ITC Infotechpark
18, Banaswadi Main Road
Pulikeshinagar P.O.
Bangalore - 560005
Tel: +91. 80.2298 8331.38
Pune
Office No- 5 and 6 (3rd Floor)
Wing C, Goodrej Eternia
Wakdewadi, Shivaji Nagar
Pune- 411005
Saudi Arabia
Trivandrum
Office No- 404 (4th Floor)
Thejaswani, Technopark Campus
Trivandrum – 695518
Saudi Arabia
C/o Appspro
Olaya Main Street, Al-Salam Building, 4th
Floor
Riyadh, Saudi Arabia
Tel: +9661.465.3035
UAE
30
UAE
C/o Great Sands Consulting/Great Sands
Consulting (FZC)
Suite 302, AW Rostamani Building
P.O Box 49382
Dubai
United Arab Emirates
Tel: +97142959751
Singapore
Singapore
171 Chin Swee Road
#08-01, San Centre
Singapore-169877
31
G. COMPETITORS INFORMATION
1. Tata Consultancy Services
2. Infosys,
3. Cognizant
4. Wipro
5. HCL Technologies
32
H. AWARDS AND ACHIEVEMENTS
GARTNER

ITC Infotech was covered in Gartner’s report “The Gartner CRM Vendor Guide, 2012”
dated 29 November 2011, by Jim Davies, Michael Maoz, Kimberly Collins, Robert P.
Desisto, Gene Alvarez, Ed Thompson, John Radcliffe, Sharon A. Mertz, Adam Sarner,
Chris Fletcher, Praveen Sengar, Steve Cramoysan, Tsuyoshi Ebina, Gareth Herschel,
Johan Jacobs, Drew Kraus and Twiggy Lo.
According to the Gartner’s report, “The expansion of customer-facing technologies
ranging from digital and mobile applications to cloud-based options continues to
transform the CRM market, with new vendors, acquisitions and approaches gaining
traction worldwide. Consider the vendors in this year's CRM Vendor Guide to help align
CRM efforts with the technologies needed to meet customer expectations, ranging from
localized, personalized offers to enterprise-level objectives aimed at global expansion.
“In the report, ITC Infotech is listed as a CRM Service Provider with capabilities in
North America.”

ITC Infotech was included as a sample vendor in Gartner's report "Hype Cycle for P&C
Insurance, 2011" dated 26th July 2011.
This report by Kimberly Harris-Ferrante says "The P&S industry faces challenges,
including accelerated speed of change, consumerization and a highly competitive market.
33
Insurers must embrace new strategies and technologies for growth, customer retention,
underwriting profitability, claims transformation and operational efficiency."
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect to this research, including any warranties of
merchantability or fitness for a particular purpose.
ITC Infotech was evaluated in Gartner’s report "Competitive Landscape: Offshore
Players Bring New Competition to European Desktop Outsourcing" dated 01 September,
2011 by Gianluca Tramacere, Frank Ridder.
According to the report, “We decide to profile the two leading players in this market
according to Gartner 2011 Magic Quadrants for help desk and desktop outsourcing
services. Given the increased focus of offshore players in this market, we decided to align
them with a selected list of Indian offshore players that have demonstrated a positive
focus on the European desktop outsourcing market and decided to respond to our request
for primary information, providing a set of data, a Power Point presentation and, when
necessary, a follow-up briefing.”
ITC Infotech was included as a sample vendor in Gartner’s report "Hype Cycle for ERP,
2011" dated 27th July 2011
This report by Denise Ganly and Nigel Montgomery says "As businesses continue to seek
value and user-centricity from their ERP investments, technologies are emerging to fulfill
these demands. Organizations should use this Hype Cycle to identify technologies that
have the potential to deliver innovation that provides user-centricity and value."
34
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect to this research, including any warranties of
merchantability or fitness for a particular purpose.

ITC Infotech was included as a sample vendor in Gartner’s report "Hype Cycle for
Business Process Management, 2011" dated 25th July 2011.
This report by John Dixon and Teresa Jones says "Our 2011 Hype Cycle shows that
business process management is a core discipline for business success continues to
deliver significant tangible benefits and is here to stay."
The report lists ITC Infotech as a sample vendor for Process Templates. The report states
"Process templates are sometimes based on a vendor's experience with one or more
customers. Process templates can be powerful solution accelerators and can make
previously out-of-range solutions more affordable affordable, as some of the custom
consulting work has already been "baked" into the template."
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect to this research, including any warranties of
merchantability or fitness for a particular purpose.
ITC Infotech was included as a sample vendor in Gartner’s report “Hype Cycle for
Supply Chain Management, 2011” dated 17 August 2011, by Tim Payne. The report
35
covers technologies used to support an organization's supply chain, across both planning
and execution processes. However, companies are often at very different levels of supply
chain maturity, and this Hype Cycle reflects the different classes and types of technology
an organization is likely to consider as it matures its supply chain toward becoming
demand-driven.
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect to this research, including any warranties of
merchantability or fitness for a particular purpose.

ITC Infotech was included as a sample vendor in Gartner’s report “Hype Cycle for
Consumer Goods, 2011” dated 25th July 2011. This report by Don Scheibenreif and Dale
Hagemeyer says “With a limited technology investment budget, consumer goods
manufacturers are looking to engage consumers, optimize promotional spending, ensure
execution and product availability at retail, and better predict consumer demand. This
will yield quantifiable benefits in the short and long term.”
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect this research, including any warranties of
merchantability or fitness for a particular purpose.

ITC Infotech was mentioned in Gartner’s report “Hype Cycle for Green IT and
Sustainability in India, 2011” dated 26th July 2011. This report by Ganesh Ramamoorthy
36
and Bettina Tratz-Ryan, talks “Green IT and sustainability have found their way into the
IT organizations of many industries in India, and will soon emerge as top priorities for
businesses, investors and technology professionals across industries and policymakers in
India.”
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect this research, including any warranties of
merchantability or fitness for a particular purpose.
ITC Infotech was included as a sample vendor in Gartner’s report Hype Cycle for CRM
Marketing Applications, 2011 dated 26th July 2011. This report by Kimberly Collins,
discusses Marketing applications and technologies vary greatly in maturity and user
adoption. Gartner's Hype Cycle can help you determine investment priorities, address
drivers and inhibitors understand benefits and build a road map for marketing
automation. The report lists ITC Infotech as a sample vendor for Process Templates. The
report states Process templates are sometimes based on a vendor's experience with one or
more customers. Process templates can be powerful solution accelerators and can make
previously out-of-range solutions more affordable, as some of the custom consulting
work has already been baked into the template.
Hype Cycle Disclaimer
The Hype Cycle is copyrighted 2011 by Gartner, Inc. and/its affiliates and is reused with
permission. Hype Cycles are graphical representations of the relative maturity of
technologies, IT methodologies and management disciplines. They are intended solely as
a research tool, and not as a specific guide to action. Gartner disclaims all warranties,
express or implied, with respect to this research, including any warranties of
merchantability or fitness for a particular purpose.
37

“ITC Infotech has been rated “Promising” in Gartner’s report “MarketScope for Sales
Force Automation in the Consumer Goods Industry”. This report is authored by Dale
Hagemeyer , dated 9th March 2011. This MarketScope analyzes and rates the state of
sales force automation in the consumer goods industry, as well as for each of the 20
vendors serving the market that meet Gartner criteria. Only those companies with at least
$5 million in consumer goods SFA product revenue from consumer goods customers,
specific to one or more of the six key field sales processes were considered in this
MarketScope.
38
CHAPTER NO. 3
 McKENSEY'S 7s FRAMEWORK
39
40
41
CHAPTER NO. 4
 SWOT ANALYSIS ITC
42
SWOT ANALYSIS ITC
ITC is one of India's biggest and best-known private sector companies. In fact it is one of the
World's most high profile consumer operations. This SWOT analysis is about ITC. Its businesses
and brands are focused almost entirely on the Indian markets, and despite being most wellknown for its tobacco brands such as Gold Flake, the business is now diversifying into new
FMCG (Fast Moving Consumer Goods) brands in a number of market sectors including
cigarettes, hotels, paper, agriculture, packaged foods and confectionary, branded apparel,
personal care, greetings cards, Information Technology, safety matches, incense sticks and
stationery. Examples of its successful new FMCG products include:
Aashirvaad - India's most popular atta brand with over 50% market share. It is also present in
spices and instant mixes.
Mint-o - Mint-0 Fresh is the largest cough lozenge brand in India.
Bingo! - a new introduction of finger snacks.
Kitchens of India - pre-prepared foods designed by ITC's master chefs.
Sunfeast - is ITC's biscuit brand (and the sub-brand is also used on some pasta products).
STRENGTHS
ITC leveraged it traditional businesses to develop new brands for new segments. For example,
ITC used its experience of transporting and distributing tobacco products to remote and distant
parts of India to the advantage of its FMCG products. ITC master chefs from its hotel chain are
often asked to develop new food concepts for its FMCG business.
ITC is a diversified company trading in a number of business sectors including cigarettes, hotels,
paper, agriculture, packaged foods and confectionary, branded apparel, personal care, greetings
cards, Information Technology, safety matches, incense sticks and stationery.
WEAKNESSES
The company's original business was traded in tobacco. ITC stands for Imperial Tobacco
Company of India Limited. It is interesting that a business that is now so involved in branding
43
continues to use its original name, despite the negative connection of tobacco with poor health
and premature death.
To fund its cash guzzling FMCG start-up, the company is still dependent upon its tobacco
revenues. Cigarettes account for 47 per cent of the company's turnover, and that in itself is
responsible for 80% of its profits. So there is an argument that ITC's move into FMCG (Fast
Moving Consumer Goods) is being subsidised by its tobacco operations. Its Gold Flake tobacco
brand is the largest FMCG brand in India - and this single brand alone hold 70% of the tobacco
market.
OPPORTUNITIES
Core brands such as Aashirvaad, Mint-o, Bingo! And Sun Feast (and others) can be developed
using strategies of market development, product development and marketing penetration.
ITC is moving into new and emerging sectors including Information Technology, supporting
business solutions.
e-Choupal is a community of practice that links rural Indian farmers using the Internet. This is an
original and well thought of initiative that could be used in other sectors in many other parts of
the world. It is also an ambitious project that has a goal of reaching 10 million farmers in
100,000 villages. Take a look at eChoupal here http://www.itcportal.com/agri_exports/echoupal_new.htm
ITC leverages e-Choupal in a novel way. The company researched the tastes of consumers in the
North, West and East of India of atta (a popular type of wheat flour), then used the network to
source and create the raw materials from farmers and then blend them for consumers under
purposeful brand names such as Aashirvaad Select in the Northern market, Aashirvaad MP
Chakki in the Western market and Aashirvaad in the Eastern market. This concept is
tremendously difficult for competitors to emulate.
44
Chairman Yogi Deveshwar's strategic vision is to turn his Indian conglomerate into the country's
premier FMCG business.
Per capita consumption of personal care products in India is the lowest in the world offering an
opportunity for ITC's soaps, shampoos and fragrances under their Wills brand.
THREATS
The obvious threat is from competition, both domestic and international. The laws of economics
dictate that if competitors see that there is a solid profit to be made in an emerging consumer
society that ultimately new products and services will be made available. Western companies
will see India as an exciting opportunity for themselves to find new market segments for their
own offerings.
ITC's opportunities are likely to be opportunities for other companies as well. Therefore the
dynamic of competition will alter in the medium-term. Then ITC will need to decide whether
being a diversified conglomerate is the most competitive strategic formation for a secure future.
45
CHAPTER NO. 5
 ANALYSIS OF FINANCIAL STATEMENT
46
ANALYSIS OF FINANCIAL STATEMENT
Consolidated Balance Sheet
of ITC
------------------- in Rs. Cr. -------------------
Mar '12
Mar '11
Mar '10
Mar '09
Mar '08
12 mths
12 mths
12 mths
12 mths
12 mths
781.84
773.81
381.82
377.44
376.86
Equity Share Capital
781.84
773.81
381.82
377.44
Share Application
0.00
0.00
0.00
0.00
Money
Preference Share Capital
0.00
0.00
0.00
0.00
Init. Contribution Settler
0.00
0.00
0.00
0.00
Preference Share
0.00
0.00
0.00
0.00
Application Money
Employee Stock Opiton
0.00
0.00
0.00
0.00
Reserves
18,676.74 15,567.04 13,999.37 13,569.61
Revaluation Reserves
0.00
102.51
59.22
60.00
Networth
19,458.58 16,443.36 14,440.41 14,007.05
Secured Loans
1.89
25.09
0.95
18.85
Unsecured Loans
79.40
99.48
109.82
167.81
Total Debt
81.29
124.57
110.77
186.66
Minority Interest
157.09
140.82
126.38
129.96
Policy Holders Funds
0.00
0.00
0.00
0.00
Group Share in Joint
25.98
31.82
27.70
35.52
Venture
Total Liabilities
19,722.94 16,740.57 14,705.26 14,359.19
Mar '12 Mar '11 Mar '10
Mar '09
376.86
Sources Of Funds
Total Share Capital
12 mths
Application Of Funds
Gross Block
Less: Accum.
Depreciation
Net Block
12 mths
15,245.26 13,929.21
12 mths
12 mths
12,974.91 11,513.40
0.00
0.00
0.00
0.00
0.00
11,822.52
61.13
12,260.51
14.99
209.92
224.91
113.21
0.00
38.59
12,637.22
Mar '08
12 mths
9,784.05
5,230.25
4,843.95
4,218.72
3,667.97
3,156.73
10,015.01
9,085.26
8,756.19
7,845.43
6,627.32
47
Capital Work in Progress
Investments
Inventories
Sundry Debtors
Cash and Bank Balance
Total Current Assets
Loans and Advances
Fixed Deposits
Total CA, Loans &
Advances
Deffered Credit
Current Liabilities
Provisions
Total CL & Provisions
Net Current Assets
Minority Interest
Group Share in Joint
Venture
Miscellaneous Expenses
Total Assets
Contingent Liabilities
Book Value (Rs)
2,388.87
5,206.83
6,428.11
1,203.84
3,130.12
10,762.07
1,706.99
0.00
1,367.95
4,867.84
5,720.00
1,099.75
197.38
7,017.13
1,702.64
2,227.65
1,023.58
4,996.51
5,079.98
1,007.44
265.48
6,352.90
1,548.07
1,082.03
1,243.12
2,507.07
4,782.58
798.18
288.31
5,869.07
1,591.35
1,028.79
1,573.67
2,585.07
4,263.00
869.46
254.54
5,387.00
1,284.80
521.16
12,469.06 10,947.42
8,983.00
8,489.21
7,192.96
0.00
5,878.10
4,478.73
10,356.83
2,112.23
0.00
0.00
5,458.17
4,156.65
9,614.82
1,332.60
0.00
0.00
4,508.18
4,586.48
9,094.66
-111.66
0.00
0.00
4,061.18
1,724.92
5,786.10
2,703.11
0.00
0.00
3,801.23
1,620.98
5,422.21
1,770.75
0.00
0.00
86.81
40.43
60.14
79.99
0.21
0.32
14,705.26 14,359.19
0.42
12,637.22
0.00
0.11
19,722.94 16,740.57
366.61
340.87
24.89
21.12
Source : Dion Global Solutions Limited
317
.24
36.
37.67
95
315.14
476.32
32.37
48
CHAPTER NO. 6
 LEARNING EXPERIENCE
49
LEARNING EXPERIENCE
50
PART-B
GENERAL INTRODUCTION.
STATEMENT OF THE PROBLEM
OBJECTIVE OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY
LIMITATION OF THE STUDY
51
INTRODUCTION OF TRAINING AND DEVELOPMENT
"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" — an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is
still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.
52

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
TALENT DEVELOPMENT
Talent development, part of human resource development, is the process of changing an
organization, its employees, its stakeholders, and groups of people within it, using planned and
unplanned learning, in order to achieve and maintain a competitive advantage for the
organization. Roth well notes that the name may well be a term in search of a meaning, like so
much in management, and suggests that it be thought of as selective attention paid to the top 10%
of employees, either by potential or performance.
53
While talent development is reserved for the top management it is becoming increasingly clear
that career development is necessary for the retention of any employee, no matter what their
level in the company. Research has shown that some type of career path is necessary for job
satisfaction and hence job retention. Perhaps organizations need to include this area in their
overview of employee satisfaction.
The term talent development is becoming increasingly popular in several organizations, as
companies are now moving from the traditional term training and development. Talent
development encompasses a variety of components such as training, career development, career
management, and organizational development, and training and development. It is expected that
during the 21st century more companies will begin to use more integrated terms such as talent
development.
Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle
Perspective" defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all
characterized by a shortage of large numbers of technically trained people needed to
support ultimate growth"

Second law of talent development: "The resources will come when the business becomes
attractive to the best-and brightest who adapt skills to become part of an exciting
opportunity"
Talent development refers to an organization's ability to align strategic training and career
opportunities for employees.
The efficiency of any organization depends directly on the effective person’s performance in
their current jobs. To perform effectively, development of personnel is essential even under the
best suitable conditions; some sort of training is required. Development of personnel helps the
organization in long-range effectiveness. Today’s organizations need to have for their survival
existence in the competitive world and effectiveness and which are increasingly making the
training and development of their members of crucial and Strategic adaptability, and they are
quality and continuous improvement, flexibility and completely next task boundaries and hence
works relationships, and ways of working and thinking about work. Today’s manager skill does
not pertain to a specific job, his skills should present day manager is Global manger such
54
development takes place through organized Planning, specifically designed to help individual
develop their capabilities, which is known as training and people to perform the activities that
have well-trained and experienced people to potential job occupant can meet this requirement
training is not important. But when this is not the case, it is necessary to rise the skill levels and
increases the versatility and adaptability of employees. Inadequate job performance or a decline
in productivity or changes resulting nut of job redesign or a technological breakthrough require
some type of training and development efforts. As the job becomes more complex the
importance of employee development also increases. In a rapid changing society, employee
training and development is not only an activity that is desirable, but also an activity that an
organization must commit resources to if it is to maintain a variable knowledge of force.
Industrial growth cannot take place without trained manpower. The technological advancement
is taking place at such a rapid speed that the knowledge, the need for systematic training is now
felt in almost all organizations. Having selected the most suitable for various jobs in the
organizations through the application of scientific techniques, the next function of personnel
management is to arrange for their training. All types of jobs in the organization usually require
some type of training for their efficient performance. Employee’s talents are not fully productive
without a systematic training programme. Moreover, big organizations hire large number of
young people every year who do not know how to perform jobs assigned to them in work
organizations and they need to be trained by their employers. Even those who have learn
technical or professional concepts while at some college or institute must receive some initial
training in the form of orientation training regarding the policies, practices and ways of their
employing organizations. The need for the systematic training has increased because of rapid
technological changes, which create new jobs and eliminate old ones. New jobs required some
sort of special skills, which may be developed in existing work force only by giving them
necessary training. If, no formal training programme exists in the organization the employee tries
to train himself by trial or by observing the others. But in fact the absence of a systematic
training programme will result in higher training costs. The employee will take a much longer
training time in learning the skills. He may not able to learn the best operating methods.
55
Part- A:
CONCEPT OF TRAINING:
A planned process to modify attitude, knowledge or skill behavior through learning, experience
to achieve performance in an activity or range of activities. Its purpose, in the work situation, is
to develop the abilities of the Individual and to satisfy the current and future needs of the
organization
TRAINING OBJECTIVES
1. Objective of training is to prepare employees for the job meant for them.
2. While on first appointment or on promotion and impair them the required skill and
knowledge.
3. Assist the employees to function more effectively in their present positions by
exposing them to the least concepts, information, techniques and develop the skills
and that would be required.
4. The objective is to build a second line of competent officers and prepare them to
more responsible positions.
NEED FOR BASIC PURPOSE OF TRAINING:
A program of training becomes essential for the purpose of meeting the specific problems of
particular organization arising out of the introduction of new limes of production, changes in
design, the demands of competition and economy. The quality of material processed individual
adjustments, promotions, carrier developments job and personnel changes and changes in
volume of business. Collectively these purposes of organizational training programmers to
56
enhance overall effectiveness. The need for the training of employees would be clear from the set
objectives.
Observation made by the different authorities:
1. To increase the productivity
2. To help the company to fulfill its future personnel needs,
3. To improve organization climate
4. To improve the health and safety
5. Personal growth and heightened morale
6. Reduced supervision
7. Increased organizational stability and flexibility
PRINICIPLES OF EFFECTIVE TRAINING:
A successful training programmer should be based on the following principles:
1. The objective and scope of a training plan should be defined before its developed is
begun in order to provide a basis for common agreement and cooperative action.
2. The technique and process of training programmer should be related directly to the
needs and objective or an organization.
3. To be effective, the training must use tested principles of learning.
4. Training should be conducted in the actual job environment to the maximum
possible extended.
57
STEPS IN TRAINING PROGRAMMES
Training programmes are a costly affair, and time consuming process. Therefore, management
needs to draft very carefully. Usually in the organization training programmers the following
steps are considered necessary.
1. Discovering or identifying the training needs.
2. Getting ready for learner.
3. Preparation of learner.
4. Presentation of operation and knowledge.
5. Follow up and evaluation of the programme
TRAINING POLICY:
Every company or organization should have well-established training policy. Such a policy
represents the top management’s commitment to the training of its employees, and comprises
rules and procedures governing the standard of scope of training. A training policy is considered
necessary for the following reasons:
a. Company’s intention to develop its personnel, to provide guidance in the training and
implementation of programmes and to provide information concerning then to all
concerned.
b. To discover critical areas where training is to be given on a priority basis.
c. To provide suitable opportunities to the employee for his/her own betterment.
58
TRAINING METHODS
Employee training methods are multi faceted in scope and dimension, and each is suitable for
particular situation. The best technique for one situation may not be best for different groups or
tasks. Care must be used in adapting the technique or method to the learner and the job. An
effective training technique generally fulfills these objectives; provide motivation to the trainee
to improve job performance, development a willingness to change, provide for the trainee’s
active participation in the learning process, provide knowledge of results about attempts to
improve and permit practice while appropriate. A careful use of training methods can be a very
cost effective investment in the sense of using the appropriate method for the needs of a person
or group. Generally, methods can be divided in “on-the-job” training.
On-the-job training (OJT):
OJT emphasize on learning while an individual is actually engaged in work. This method can be
suitable for all types of employees. Thus people can learn by working on the jobs. There can
several ways in which OJT can be offered.
1. On Specific Job:
On Specific Job method is the most common form of training for all individuals. A person can
learn when he is put on a specific job. He can develop skills for doing the job in better way over
the period of time. However, coaching or working as understudy. Coaching involves direct
personal instructions and guidance usually with demonstration and continuous critical evaluation
and correction. Under the understudy method, the trainee works under the direction the
supervision of a person, normally as assistant. He can learn the jobs very quickly under the
guidance of his trainer.
2. Position rotation:
In position rotation method, a person is given jobs in various departments of the organization the
major objective of job rotation is to broaden background of the trainee. He learn the working of
59
various sections and department of the organization, which helps in developing an integrated
view of the organizational functioning.
3. Special Projects, Task Forces etc.:
Assignment of people on special projects, task forces, committees etc, works like position
rotation. Besides learning the jobs performed in these assignments, he also learns how to work
with different type of persons.
4. Apprenticeship:
Apprenticeship is like understudy in which the trainee is put under the supervision of person who
may be quite experienced in his field. Apprenticeship training has been quite popular in medieval
times when those intended to learn some craft or profession to work under some experts. In
today’s context many organizations also take apprenticeship to fill their requirement of skilled
personnel.
5. Vestibule school:
The concept of vestibule school is that people will learn and develop skills while working in the
situation Similar to that they are part on actual jobs. Many organization established training
centre to train people for skilled work particularly production department, when the job
requirement is such that people cannot be observed directly they are all in such training centre.
Here they learn while work however, learn as against the actual production is the basic objective.
When they learn the job handling, they are absorbed by the organization in actual operation.
Off-the-job training method:
1. Lectures(class room instruction):
Lectures are regarded as one of the most simple ways of imparting knowledge to the trainees,
especially when facts, concepts, or principles, attitudes, theories and problem-solving abilities to
be taught. Lectures are formal organized talks by the training specialists, the formal superior or
other individual specific topics. The Lecture method can be used for very large groups which are
to be trained within a short time. Thus reducing the cost per trainee. It can be organized
60
rigorously so that ideas and principles relate properly. Lectures are essential when it is a question
of imparting technical or special information of complex nature. They are usually enlivened with
discussions, film show, case studies, role playing and demonstrations. Audio-visual aids enhance
their value, “the lecture method is not dead as some would believe”. In the hands of table
lecturers, and for certain kinds of purposes and participants, it may turn out to be interesting and
effective than any other methods, in training, the most important uses of lectures include:
1. Reducing anxiety about upcoming programmes organizational changes by explaining
their purposes.
2. Introducing a subject and presenting an overview of its scope.
3. Presenting the basic material that will provide a common background for subsequent
activities.
4. Illustrating the application of rules, principles, reviewing, clarifying summarizing.
The main advantage of the lecture system is that it is simple and efficient and through it more
material can be presented within a given time than by any other method.
However the lecture system suffers from some limitations:
1. The lectures are passive intend of active participants. The lecture method violates the
principle of learning by doing. It is a one way communication. There is no feedback
from the audience.
2. A clear and vigorous verbal presentation requires a great deal of preparation for which
management personnel often lack the time. Moreover, it is calls for substantial
speaking skill.
3. The attention span of even a well-motivated and adequately informed listener is only
from 15 minutes to 20 minutes so that in the course of an hour, the attention of
listeners drifts.
4. It is difficult to stimulate discussion following a lecture, particularly if the listener is
uninformed or instruct by the lecturer.
5. The untrained lecturer either samples or packs far too much information in the lecture,
which often becomes unpalatable to the listened.
6. The presentation of material should be geared to a common level of knowledge.
61
7. It tends to emphasise the accumulation and memorization of facts and figures and does
not lay stress on the application of knowledge.
8. Though a skilful lecture can adapt his material to the specific group, he finds it
difficult to adjust it for individual difference within a group. According to the
conclusions reached at the conference on management education and training held
from 22to 24, 1964 at Pune, the essential pre-requisites for a successful lecture method
are

Group interest must be motivated and adapted to its needs.

A lecture should be well-planned as to purpose; the main ideas and organizations
should have clear and the development interesting.

It should presented by an enthusiastic and animated speaker who has his
learner’s needs and interest in mind at all time;

It should not less than 30 minutes and not than an hour a lecture should be made
interesting and enlist the active participation of the learners with the aid gain of
guided discussion, the lecturer should pose leading questions, instead of giving
out knowledge and information, to which the listeners should provide answers.
2. The conference Method:
Under this method, a conference is held in accordance with an organized plan. Mutual problems
are discussed and participant pool their ideas and experience in attempting to arrive at better
methods of dealing with this problems. The members of the group come to teach each other and
to learn together. Conferences may include Buzz sessions which divide conferences in small
groups of four or five for intensive discussions. These small groups report back to the whole
group with their conclusions are questions. This methods is ideally suited for analyzing problems
and issues, and examination them from different viewpoints, It helps in developing conceptual
knowledge, reducing dogmatism and modifying attitudes.
3. Seminar or Team discussions:
The group learns through discussion of a paper on a selected subject. The paper is written by one
or more trainees. Discussion may be on a same statement made by the person in charge of the
seminar or on a document prepared by an expert. The material to be analyzed is distributed in
advanced in the form of required reading.
4. Case Discussion:
Under this method, a real business problem or situation demanding solution, is presented to the
group and members are trained to identify the problems presented, they must suggest various
alternatives for tackling them, analyze each one of test, find out their comparative suitability, and
62
decide for themselves the best solution. The trainer only guides the discussion and in the process
ensures that no relevant aspect is left or discussion, and adequate time is spent on each aspect.
This method promotes analytical thinking and problem-solving ability. It encourages openmindedness, patient listening respecting others views and integrating the knowledge obtained
from different basic disciplines, incidentally, it enables trainees to become increasingly aware of
obscurities, contradictions and uncertainties encountered in a business. This method is
extensively used in professional school of law and engagement, and in supervisory and executive
training programmer in industry.
5. Role-playing:
This method is also ‘role-reversal’ ‘socio-drama’ or ‘psycho-drama’. Here trainees act out a
given role as they would in a stage play. Two or more trainees are assigned roles in a given
situation, which is explained to the group, these are no written lines to be said and, naturally, no
rehearsals. The role players have to quickly respond to the situation that is ever changing and to
react to it as they would in the real one. It is a method of human interaction, which involves
realistic behavior in an imaginary or hypothetical situation. Role playing primarily involves
employee- employer relationships, hiring, firing, discussing a grievance problem, conducting a
post appraisal interview, disciplining a subordinate, or a salesman making presentation to a
customer.
6. Programmed instruction:
This involves two essential elements: a) step by step series of bits of knowledge, each building
upon what has gone before, and b) a mechanism for presenting the series and checking on the
trainee’s knowledge questions are asked improper sequenced and indication given promptly
whether the answers are correct. This may be carried out with a book, a manual or a teaching
machine; it is primarily used for teaching factual knowledge such as mathematics, physics.
Evaluation and monitoring of training:
Objective of training evaluation is to determine the ability of the participant in the Training
programmed to perform jobs for which they were trained, the specific nature of training
efficiencies whether the trainees required any additional on the job training, and the extent of
training not needed for the participants to meet job requirements. There are various approaches
to training evaluation. To get a balid measure of training effectiveness, the personnel manager
should accurately assess trainee’s job performance two to four on the after completion of
training. Writers have suggested that four basic categories of outcomes can be measured.
63
1. Reaction. Worth evaluated the trainee’s reaction to the programmer. Did he like the
programme? Did he think while?
2. Learning. Did the trainee learn the principles, and fact that the supervisor or the trainer
wanted them to learn?
3. Behavior. Whether the trainee’s behavior on the job changes because of the Training
Programme?
4. Results. What final results have been achieved? Did he learn how to
work on
machine? Did scrap page costs decrease? Was turnover reduced? are production quotas
now being?
Responsibility for Training
That training is quite a stupendous task, which cannot be done by one single department; you are
right in your thinking. In fact, total responsibility for training has to be shared among:
1. The top management who should frame on authorize the basic training policies, review an
approve and board outlines of training plans and programmes and approve training
budgets.
2. He personnel department, which should plan, establish and evaluate instructional
programmes.
3. He supervisor who should implement and supply the various development plans.
4. Employees who should provide feedback, revision and suggestions for improvement in the
programme.
64
Part-B
MANAGEMENT DEVELOPMENT- CONCEPTS:
Formal management development processes are been designed to widen the range of experience,
to give specific training in particular skills and to give specific training in particular skills and to
provide knowledge of the context in which the manager operates. The paradox in the managers
continue to think learning and development as being essentially and primarily about the work
experience they have had whereas personnel and management development advisers think about
management development in terms of planned processes of job rotation, succession planning and
courses.
DISTINCTION BETWEEN TRANING AND DEVELOPMENT:
Training is a short-term process utilizing a systematic and organized procedure by which nonmanagerial personnel learn technical knowledge and mechanical operation, skills for definite
purpose. While development is a long-term educational process training a systematic and
organized procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose.
MANAGEMENT DEVELOPMENT- DEFINITIONS:
Management development is a systematic process of training and growth by which
managerial personnel Gain and supply skills, knowledge, attitudes and insights to manage
the work in their organization effectively and efficiently.
“A conscious and systematic process to control the development of managerial resources in
the organization for the achievement of goals and strategies”.
(Molender, 1986)
“An attempt to improve managerial effectiveness through a planned and deliberate
learning process
(Mum ford, 1987)
65
The function, which form deep understanding of business goals and organizations requirements
undertaken,
a. To forecast need, skill mixes and profiles for many positions and levels:
b. To design and recommend the professional, carrier and personal Development
programmers necessary ensure competence;
c. To move from the concept of ‘management’ to the concept of ‘managing’;
NEED FOR MANAGEMENT DEVELOPMENT:
A business organization has to develop the of all those who are in management positions or who
are fresh from management institutions and have the potential this development is necessary for
the following reasons

Society is facing a rapid of technological and social change, Management personnel to be
developed, as they

Have to tackle problems arising out of introduction of automation, intense market
competition, growth of markets enlarged labour participation in management and greater
interest being taken by public and the government in various activities of business

Business and industrial leaders are increasingly recognizing their social and public
responsibilities, which call for a much broader outlook on the part of management.

Managers are to be developed to exploit future opportunities and potential, and for
handling problems arising out of increasing size and complexity of the organization.

Management labour relations are becoming increasingly complex (to retain and to motive
employees).

To understand and adjust to changes in socio-economic forces, including changes in
public policy and concepts of social justice, industrial democracy, problems of ecology
(some and pollution), ekistics (the problem of human settlements) ergonomics (the
problem of working environment).
Management Development Concepts:
A sound programmer of management development has to be based on the development of
concepts evolved in the past, the more important of the given below:
66

Management development is not a “one shot” affaire but continues throughout an
executive’s whole professional career.

There always exists some gap between actual performance and capacity, with prove ides
considerable opportunity for improvement.

Increased understanding of others their behavior and attitude, and of oneself indefinitely
aid in managing, and contributing to personnel department.

Development requires clear-cut objectives and goals which are to be achieved or attained,
and the ways and methods of achieving these.

Development seldom takes place in a completely peaceful and relaxed atmosphere
growth involves stress and strain.

Participation is essential for growth. Spoon-feeding seldom brings significant or lasting
improvement.

Feedback from a superior to a subordinate and from a group to and individual is
necessary for the recognition of short comings and for keeping oneself in touch with the
progress that has been achieved.

An important responsibility of the personnel department is that of development.
Objectives of Management Development:
Any programme of management development must aim at achieving the following objectives:

To assure the organization of availability of requirement numbers of managers with the
required skills on meet the present and anticipated future needs of the business.

To encourage management to grow as persons and their capacity to handle greater
responsibility.

To improve the performance of managers at all levels in the jobs they hold now.

To sustain good performance of managers throughout their careers.
Management Development must relate to all managers in the organization. It must lead to growth
and self-development of the organization. Its focus should be on future requirements rather than
those of today. Management development must be dynamic and qualitative, rather than static
replacement based on mechanical rotation. A Das Gupta has given the objectives of the
development of managerial personnel for various levels of management. These are given below:
67
A. Top Management:
1. To improve thought processes and analytical in order to uncover and examine problems
and take decisions in the interests of the country and organization.
2. To broaden the outlook of the executive in regard to his role, position and
responsibilities in the organization and outside:
3. To think through problems this may confront the organization now or in the future
4. To understand economic technical and institutional forces in order to solve business
problems:
5. To acquire knowledge about the problems of human relation.
B. Middle line Management:
1. To establish a clear picture of executive function and responsibilities.
2. To bring about an awareness of the board aspects of management problems, and an
acquaintance with and appreciation of, inter-departmental relation:
3. To develop the ability to analyze problems and to take appropriate action;
4. To develop familiarity with in the managerial uses of financial accounting, psychology,
business law and business statistics;
5. To inculcate knowledge of human motivation and human relationships; and
6. To develop responsible leadership;
STRUCTURES AND SYSTEM:
Implementing management development successfully is dependent Upon an effective
management development infrastructure that:

Identities and allocates responsibility

Provides and disseminates information efficiently

Provides administrative support

Increases awareness and viability
68
The Diversity of the Management:
Management development has to be linked to the reality of managerial work. When
organizational development programmer, it is important to cater for the diversity of management
skills, attitudes and experience that resides within the organization. One example is given by the
Odiorne (1984) who advocates a portfolio approach where a ‘mix’ of objectives and techniques
are arranged to match the profile of the management team in the organization.
A PORTFOLIO APPROACH TO DEVELOPMENT:
‘Stars’:’ high performing, high potential managers’
Aim:

Create challenge

Provide incentives and rewards

Allocate adequate resources and effort
‘Workhorses’: ‘high performing, limited managers’
Aim:

Emphasize value and worth of experience

Motive and reassures

Utilize experience on assignments, projects, coaching
‘Problem employees’: ‘high potential, underperforming’
Aim:



Identify weakness
Channel resources to address weaknesses
Regular performance monitoring and feedback
69
‘Deadwood’: low performing, low potential managers
Aim:

Identify weakness, resolvable?

If not, consider release, early retirement, demotion
(Source: H.R.M, Ian Beard well Len Holden)
The diverse nature of management means that certain questions need to be answered before
development commences:

Who is to be developed?
1. It is order manager seeking new challenges or younger ‘high fliers’ on a fast rack
development programme?
2. It is senior manager seeking to enhance their strategic skills, middle mangers seeking
update and broaden existing skills or junior level managers looking to acquire additional
managerial skills?
3. Is it technical specialists seeking to expand their cross-functional capabilities or
supervisors receiving training for the first time?

What is being developed?
1. Does the programme seek to develop new attitudes and values as in the case the case of a
recently privatized public utility or a private sector company that has just undergone a
take-over?
2. Does the programme aim to develop technical, financial, business or interpersonal skills
what are the priorities?
3. Does the programme seek to change existing managerial behaviors and style to reflect
and internal organizational restructuring, i.e. the introduction of new technology?

Where will the development take place?
Should development be on-the-job in the office, factory or sales territory, or off-the-job in a
residential hall, academic institution or individual’s home, or a combination or both?
70

What are the most appropriate techniques to achieve the best for between
individual and organizational requirements?

What are the most cost-effective/appropriate techniques available?

How much scope is there to accommodate individual learning needs and preferences?

How is conflict resolving between individual and organizational needs?

How much choice is delegated to the individual over the choice of development
techniques?
Once these questions have been considered, the organization is in position to construct
framework development techniques that best fits its needs.
Achieving success in management development:
Charles Margerison offers indicating the ways of achieving success in Management
Development. He does not present them as a model, but it is convenient and appropriate to
consider them.
Success can be facilitated by:

Selecting high-achieving managers

Enthusiastic managerial support

Involving key people diagnosing management development needs

Designing active work-related activities

Presenting hard for outputs

Providing early leadership experience

Letting each person appraise himself
71
STATEMENT OF THE PROBLEM
The selected topic is “EFFECTIVENESS OF TRAINING AND DEVOLOPEMENT” at ITC
INFOTECH LTD.
 To study the extent to which the respondents need to have training programmes.
 To study the reacting of respondents to the existing work environment.
 To find out the factors affecting training programme.
 To suggest the ways for the improvement of training programmes.
OBJECTIVES OF TRAINING AND DEVELOPMENT
 Training objectivities is to improve the workers performance on the current job and also
prepare them for an intend job
 Training helps to provide mastery in new methods and machines.
 Training objectives is to improve the defective ways of doing work and to teach current
methods and behavior patterns.
 The objectives of development are to improve their performance in job and also improve
personality and skills.
SCOPE FOR FURTHER STUDY
The research study is highly useful to the organization to know that exactly training needs. The
study deals with various aspect of the programme. It helps the organization to know its
development programme level. It also helps to include new techniques for further improvements.
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METHODOLOGY
Any effort which is directed to study the strategy needed to identify the problem and selecting of
best solution for better results is known as research.
A system of models, procedures and techniques used to find the results of a research problem is
called research methodology
This is a systematic way to solve the research problem and it is an important component for the
study without which researcher may not be able to obtain the facts and figures from the
employees.
LIMITATION
 The time limit to complete the project was less.
 The information provided by the company is not very specified and clear in order to
analyze the statement.
 The basic nature of these statements is historical and past can never be precise.
 Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.
73
DATA ANALYSIS AND INTERPRETATION
This was an attempt to classify tabulate analyse and interpret the data collected using the
questionnaires analyze and interpretation was done by tools like percentage analysis, chisquare test depicting the data through tables for quick and clean understanding of the
data.
Table No.1:- TRAINING NECESSITY FOR THE EMPLOYEES.
Dimensions
Respondents
Percentage %
Yes
44
88
No
06
12
Total
50
100
(Source-Questionnaire and oral interview)
training necessity for the
employees
YES
NO
INFERENCE:
The above table shows that 88% of the employees stated that the training is necessary and
12% of the employees are stated that they don’t need training for their jobs.
74
TABLE NO 5.2:- THE WILLINGNESS OF THE EMPLOYEES TOWARDS THE
TRAINING PROGRAMS.
Dimensions
Respondents
Percentage %
Yes
45
90
No
05
10
Total
50
100
(Source-Questionnaire and oral interview)
THE WILLINGNESS OF THE EMPLOYEE TOWARDS
TRAINING PROGRAME
YES
NO
INFERENCE:
The above table shows that 90 percent of the employees in the organization had taken
training. 10 percent of the employees are seniors and training personnel.
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TABLE NO 5.3:- THE NUMBER OF TRAINING PROGRAMS ATTENDED BY THE
EMPLOYEE’S.
Dimensions
Respondents
Percentage %
One
08
16
Two
17
34
Three
12
24
Four & More
13
26
Total
50
100
(Source-Questionnaire and oral interview)
the number of Training Programs
attended by the employee’s.
18
16
14
12
10
8
6
4
2
0
ONE
TWO
THREE
FOUR & MORE
INFERENCE:
The above table shows that most of the employees in the organization are interested to
attend two training programs only.
76
TABLE NO 5.4:- THE SATISFACTION LEVEL OF THE TRAINING PROGRAMS.
Dimensions
Respondents
Percentage
Great Extent
20
40
Some Extent
15
30
Little Extent
15
30
Total
50
100
(Source-Questionnaire and oral interview)
The satisfaction level of the
Training Programs
20
18
16
14
12
10
8
6
4
2
0
Great Extent Some Extent Little Extent
INFERENCE:
The above table shows that most of the employees are satisfied up to great extent to the
number of training programs attended in the organization.
77
TABLE NO 5.6:- THE METHOD OF TRAINING RECEIVED BY THE EMPLOYEES
Dimensions
Respondents
Percentage
On the Job
16
32
Off the Job
20
40
Both
12
24
Non Respondents
02
4
Total
50
100
(Source-Questionnaire and oral interview)
The method of Training received by
the employees
ON THE JOB
OFF THE JOB
BOTH
NON RESPONDENTS
INFERENCE:
The above table tells us that 40% of the employees received off the job training 12%
received both the methods of training and 32% received on the job training.
78
TABLE NO 5.7:- THE TRAINING RECEIVED BY THE EMPLOYEES
Dimensions
Respondents
Percentage
Inside the company
44
88
02
04
Both
04
08
Total
50
100
Outside
the
company
(Source-Questionnaire and oral interview)
the training received by the employees
50
40
30
20
10
0
INSIDE THE
COMPANY
OUTSIDE THE
COMPANY
BOTH
INFERENCE:
The above table shows that most of the employees received training inside and fewer
employees are trained in outside of the Organization.
79
TABLE NO 5.8:- FROM WHOM THE TRAINING HAS RECEIVED
Dimensions
Respondents
Percentage
Superiors
20
40
Consultants
20
40
Institutions
02
04
Others
04
08
Non Respondents
04
08
Total
50
100
(Source-Questionnaire and oral interview)
From whom the training has
received
20
15
10
5
0
From whom the training has…
INFERENCE:
The above table enables us that most of the employees received training from superiors
and Consultants.
80
FINDINGS
 All the employees know that the organization is conduction training programs
regularly and all of them had taken training.
 96% of employees had satisfied with the training and 92% employees stated that
the training helps the career.
 88% employees felt that the training is necessary for their job.
 After training half of the employees have developed in the area of skills and
knowledge and limited members have developed in the area of social behavior.
 After training 20% employees felt happy and 56% employees satisfied at medium
level.
81
SUGGESTION
 The company has to implement modern training methods to help in boosting
the self morale of the employee at work place.
 Training Evaluation has to be conducted.
 Employees have to expose to the new environment than they will enhance the
knowledge.
 Specific Training Programs has to be given to the selected personal who are
related.
 Most of the employees feel that Training is related to weak areas, so the
management has to get awareness among the employees regarding Training &
Development.
 Nearly 60.5 employees felt that they had not received any payment as
remuneration while they were in training. So, the management has to clarify
their doubt regarding payment while in training.
 The satisfaction level of the employees is satisfactory. So, new changes in
training have to bring to improve the satisfaction level of employees.
CONCLUSION
The objectives of the researcher are fulfilled .The researchers findings and suggestions are very
much helpful for the further improvements of the organization.
In ITC INFOTECH, there should be a smooth relationship between the employee and the
management. The management provides all Welfare measures to the employees.
Majority of the employees are satisfied with the Training and Development Programme
82
QUESTIONNAIRE
A STUDY ON TRAINING & DEVELOPMENT IN ITC INFOTECH, BANGALORE
Name:
Designation:
Sex:
 Are there any Training programs conduced in your organization?
Yes
[
]
No
[
]
 If ‘ Yes’, have you taken training?
Yes
[
]
NO
[
]
 IS the training is necessary training ?
Yes
[
]
no
[
]
 What benefits you expected from the training & development ?
SL.
Benefits
1.
Aware
High
of
company
policies
2.
Aware of work/job
3.
Improve
in
skills
,knowledge & attitude
4.
Motivation
5.
To
face
new
Technology
6.
idea generation
7.
problem solving
8.
Aware of other dept’s
work
Medium
Low
83
 How many programs were attended by you?
a) One
b) Two
c) Three
d) Four & More
 To what extent have you satisfied with the respective training?
a) Great extent
b) Some extent
c) little extent
 What method of training have you received?
a) On the job
b) Off the job
c) Both
 Where you have received the training?
a) Inside the Company
b) Outside the Company
c) Both
 From whom the training is received
a) Superiors
b) Institutions
c) Consultants
d) Others
 What method of training you received
a) Induction
b) Competence Development
c) Updating Knowledge
d) Preparing for future assignments
e) All the above
 After the Training in which area you developed?
a) Skills, knowledge
b) Social behavior
84
c) To face new technology
d) Motivated
 Does the training program satisfy your needs?
a) Yes
b) No
 To what extent the training program helps to your career?
a) Great extent
b) Some extent
c) Little extent
 Whether your organization is conducting Training programs regularly?
If ‘Yes’ how far?
a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
 Whether the Training programs were intimate to you?
Yes
[
]
No
[
]
 If ‘Yes’, how many days before they intimated to you?
a) A week before
b) 15 days before
c) One month before
d) Two months before
 Have you attended Training programs regularly?
Yes
 If ‘No’, why
[
]
No
[
]
85
a) Resistance to change
b) Training is not related to the job
c) Training facilities are not good
d) Personal problems
e) Timings not favorable
 Whether the management forced you to take training?
Yes
[
]
No
[
]
 If ‘No’, why?
a) Want to improve skills & knowledge
b) Want to improve Social Behavior
c) Want to know about new technology
 Whether the training is related to only weak areas?
Yes
[
]
No
[
]
[
]
 If ‘No’, why?
a) Motivation
b) To face new technology
c) To develop skills, knowledge & attitude
d) Aware of Company policies
e) All the above
 Once after training have you improved?
Yes
[
]
No
86
 If ‘Yes’, why?
a) High
b) Medium
c) Low
 If ‘No’, why?
a) Work is difficult
b) More time taken to complete the work
c) Not understandable
d) Training is different from work
 Do you require one more training?
Yes
[
]
No
[
]
 Have you received payment while in training?
Yes
[
]
No
[
]
 Without training, what problems you expect?
a) Not understand the work
b) Not known about Company Policies
c) Much time taken
d) Not able to do the perfect work
 What chances are there to rectify those problems?
a) By approaching Superiors
b) Through Consultants
c) Outside Institutions
d) Through Professionals
87
BIBILIOGRAPHY
BOOKS REFERRED:
Effective Human Resource Training & Development Strategy
- Dr.B.RATHAN REDDY
Himalaya Publishing House, 1st Edition – 2005
Management & Organizational Behavior
- P.SUBBA RAO
Himalaya Publishing House, 2000 Edition
Personal / Human Resource Management
- DAVID A.DECENZO
Prentice Hall of India, 3rd Edition
- STEPHEN ROBBINS
Journals Referred

A.Narasimha Rao, Indian Journal of Commerce,
Vol.54, “Employees Perception on Training & Development,
A study on Visaka Steel Plant, 2005.
Referrals websites
www.projects99.com
www.citehr.com
http://www.itcinfotech.com
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