Study Paper by Dimple

Training and Development

A

STUDY ON

TRAINING AND DEVELOPMENT

AT

INDIAN FARMERS FERTILISER COOPERATIVE LIMITED

(IFFCO)

PROJECT REPORT

SUBMITTED FOR THEAWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION(Human Resource)

Sikkim Manipal UniversitySESSION: 2008-2010

Under the guidance ofMr. BD Khatreja

IFFCO

SUBMITTED BY:Ms. Dimple Agrawal

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Enrolment No: 510810960

ACKNOWLEDGEMENT

I take this opportunity to express our profound sense of gratitude and respect

to all those who helped me throughout the duration of this project. I feel

privileged to offer our sincere thanks and deep sense of gratitude to Mr. BD

Khatreja (IFFCO) for expressing his confidence in me by letting me work

on a project of this magnitude and providing his support, help &

encouragement in completing this project.

I would also like to thank Mr. Naresh Kaushik of Training Department.

I would like to thank all the other persons who directly or indirectly helped

me in completion of my report and provided me with correct and valuable

guidance during the course of study. Last but not the least, I shall remain

indebted to Almighty God for his blessings on me during my project period.

Dimple Agrawal

4th Semester, MBA

Sikkim Manipal University

2


CANDIDATE’S DECLARATIONCANDIDATE’S DECLARATION

I, Dimple Agrawal, hereby declare that the project entitled “Training

and Development” which is being submitted in the fulfillment of the

requirements for the award of degree of MASTER OF BUSINESS

ADMINISTRATION from the Sikkim Manipal University, is carried

out by me purely with my own efforts solely meant for this Project under

the guidance of Mr. BD Khatreja (HR HEAD, IFFCO New Delhi).

Dimple Agrawal

4th Semester, MBA

Sikkim Manipal University

3


INDEX

1. Objectives and Scope of Study-----------------------------------------

2. IFFCO Organization1. Introduction----------------------------------------------------

2. Company History---------------------------------------------

3. Cumulative Achievements-----------------------------------

4. IFFCO Plants---------------------------------------------------

5. Highlights of 2008-09----------------------------------------

6. Joint Ventures-------------------------------------------------

7. Diversification-------------------------------------------------

8. Awards and Achievements-----------------------------------

9. Products and Plants--------------------------------------------

10.Mission / Vision-----------------------------------------------

11.Research and Development----------------------------------

12.Marketing Channel of IFFCO--------------------------------

13.Finance-----------------------------------------------------------

3. Research and Study Topic

1. Training and Development in IFFCO-----------------------------

4. Conclusion--------------------------------------------------------------------

5. Bibliography------------------------------------------------------------------

4


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OBJECTIVES AND SCOPE OF STUDY

OBJECTIVE OF STUDY:

To study of the organizational structure of IFFCO.

To make a study on the training& development in IFFCO.

To familiarize with the training & development procedure in IFFCO.

SCOPE OF STUDY :

To familiarize with the industrial scenario.

PERIOD OF STUDY:

Six-Eight weeks.

RESEARCH METHODOLOGY

The various methods by which information was collected are:

Primary data : by conducting a series of personal interviews to the necessary information.

Secondary data : by referring to various documents and feedback forms.

The report research was based on the following secondary data:6


1. BOOKS.

2. MAGZINES.

3. JOURNALS.

4. INTERNET SITES.

5. BUSINESS MAGZINES.

6. RESEARCH FROM LIBRARY.

LIMITATION

Time was the only limiting factor.

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INTRODUCTION

8


IFFCO was born as a response to the clarion call of the Green Revolution, a

partnership approach between the government and the farming community

to unleash the power of then cooperative spirit. Today as the unchallenged

leader in fertilizer production and as world’s largest fertilizer cooperative,

IFFCO continues to drive growth for the nation’s mainstay- agriculture.

With exceptionally strong financial muscle, great marketing network and its

production in full stream, the company has set path-breaking records.

Expanding in spectrum, both in terms of quantity and variety, tapping

opportunities beyond the country’s shores, infusing the time tested skills of

Indian farmers with regular knowledge and technology inductions. As India

rapidly transforms into a vibrant new age economy, what is absolutely clear

is that agriculture shall still continue to be a vital livelihood provider for the

nation’s majority. The real challenge is to diminish the gap between

technology and human efforts. Rest assured, IFFCO shall continue to lead

from the front, harnessing the forces of change to benefit the sector. IFFCO

has constantly endeavored to contribute for enhancing the competitiveness

of Indian agriculture by helping farmers in significantly improving crop

quality and productivity. IFFCO is currently engaged in imparting a

revolutionary dimension to its rural partnership by leveraging information

technology to elevate the Indian farmers to a new order of empowerment.

IFFCO aspires to transforms the fundamentals of farmer’s economics in

India.

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In the absence of competitiveness it can threaten rural employment.

Fertilizers by themselves cannot create a harvest or improve agricultural

productivity IFFCO believes not only in just selling bags of fertilizers but

offering a package of agricultural practices with complete solution for the

benefits of farmers. IFFCO is getting stronger every year through a dynamic

relationship, which has been developed between the farmers and technology.

IFFCO has always led from the front and it will continue to show its

dominance in the agriculture and fertilizer industry.

ORIGIN OF IFFCO

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Till mid sixties cooperatives in India had no production facility

despite marketing nearly 70% of fertilizers.

IFFCO was established as the farmers’ own initiative in Cooperative

Sector on 3rd Nov.’67 with the proposed plants at Kalol & Kandla.

With the enactment of Multi State Co-operative Societies Act 2002,

the Society is deemed to be registered as a Multi State Co-operative

Society. The Society is fully owned by Cooperatives.

COMPANY HISYORY

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Indian Farmers Fertilizer Cooperative Limited (IFFCO) was set up at the

initiative of the farmers. It soon emerged as a role model for cooperatives.

IFFCO is registered under the Multi-State Cooperative Societies Act 1984,

which was amended in 2002. Membership has grown from modest 57

societies to around 40,000 societies. The initial equity capital of Rs. 6 lakhs

has increased to a paid-up capital of around Rs. 426 crores.

A pioneer in this field, IFFCO’s growth reflects its belief in the strength of

the farmer. Several prestigious awards stand testimony to the fact that

IFFCO is driven by its values and dedication of its people. This is an

organization that believes in fair play and has always followed transparent

and professional practices in corporate governance.

IFFCO IN BRIEF

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• Largest producer of fertilizers in the country

• No. of Plant Locations : Five

• Installed Annual Capacity (‘000 MT)

UREA - 4242.2

NPK/DAP - 4335.4

TOTAL ‘N’ - 2628.2

TOTAL ‘P2O5’ - 1712.8

Only Fertilizer Institution in the country to produce 71.68 lakh MT

and sell 112.58 lakh MT of fertilizers during 2008-2009.

Contributed about 21.4% to the total ‘N’ and 27% to the total “P2O5”

produced in the country during the year 2008-09.

Fertilizers marketed through more than 39824 Cooperative Societies,

158 Farmers Service Centers.

Service to the Farmers through a variety of programmes.

GROWTH IN MEMBER COOPERATIVE SOCIETIES

13


14

CUMULATIVE ACHIEVEMENTSAS ON 31st MAR 2009


IFFCO’S PLANTS

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FERTILISER PRODUCTION 1109.03 Lakh MT

FERTILISER SALE 1238.58 Lakh MT

TURNOVER Rs. 1,24,938 Crore PROFIT BEFORE TAX Rs. 6,887 Crore

PROFIT AFTER TAX Rs. 5,354 Crore

CONTRIBUTION TO Rs. 6,605 CroreEXCHEQUER


Today Iffco has fertilizer-manufacturing facilities at five locations in the

country. These Fertilizer Plants are examples of State-of-Art technology

adopted by the organization and are amongst the best-managed fertilizer

plants in the world.

KANDLA UNIT

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YEAR OF COMMISSIONING : 1975

INVESTMENT : Rs. 71.23 Crore

YEAR OF EXPANSION: 1997

INVESTMENT: Rs. 149.70 Crore

PRODUCT CAPACITY TECHNOLOGY

TPD TPA

AMMONIA 1100 3,63,000 M.W. KELLOG & HTAS

UREA 1650 5,44,500 STAMICARBON and H & G

‘N’ 759 2,50,470

KALOL UNIT

YEAR OF COMMISSIONING : 1975


YEAR OF FIRST EXPANSION: 1981


YEAR OF SECOND EXPANSION: 1999



TPA

‘ P2O5’ 9,10,000 FOUR STREAMS (A,B,C & D) BASED ON

TVA SLURRY GRANULATION PROCESS.

TWO STREAMS (E & F) BASED ON AZF

PIPE REACTOR TECHNOLOGY.

‘N’ 3,51,540


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INVESTMENT : Rs. 2237 Crore


TPA

PHOS. ACID 8,75,000 JACOBS ENG.

SULPHURIC ACID 23,10,000 LURGI GmbH

P2O5 (Fert. Grades) 8,02,800 JACOBS ENG.

N 3,25,200

POWER 2 x 55 MW

YEAR OF COMMISSIONING: 1981

INVESTMENT : Rs. 205.2 Crore Phulpur - I

YEAR OF EXPANSION : 1997

INVESTMENT : Rs.1190 Crore Phulpur – II

YEAR OF DEBOTTLENECKING: 2008

INVESTMENT: Rs.185.3 Crore


TPD TPA

AMMONIA 2955 9,75,150 KELLOG & HTAS UREA 5145 16,97,850 SNAMPROGETTI

‘N’ 2367 7,81,011

PARADEEP UNIT

PHULPUR UNIT


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AONLA UNIT

YEAR OF COMMISSIONING : 1988 INVESTMENT : Rs. 651.6 Crore AONLA- I

YEAR OF EXPANSION : 1996 INVESTMENT : Rs. 954.7 Crore AONLA- II

YEAR OF DEBOTTLENECKING: 2008 INVESTMENT : Rs.149.2 Crore

PRODUCT CAPACITY TECHNOLOGY TPD TPA AMMONIA 3480 11,48,400 HALDOR TOPSOE UREA 6060 19,99,800 SNAMPROGETTI ‘N’ 2788 9,19,908

HIGHLIGHTS OF 2008-09


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Production of Fertilisers 71.68 lakh MT. (Previous Best 70.12 lakh MT in 2006-07)

Highest Production of Urea 40.68 lakh MT (Previous Best 39.63 lakh MT in 2007-08)

Production of NPK/DAP/NP/MAP 31.00 lakh MT (Previous Best 32.26 lakh MT in 2006-07)

Highest Sales of Fertilizers 112.58 lakh MT (Previous Best 93.24 lakh MT in 2007-08)

Highest Sales of Urea 58.69 lakh MT (Previous Best 54.29 lakh MT in 2005-06)

Highest Sales of NPK/DAP/NP/MOP 53.89 lakh MT

Profit Before Tax Rs.441.95 Crore. (Best Rs. 807.09 crore in 2002-03)

Profit After Tax Rs.360.01 Crore. (Best Rs. 557.21 crore in 2002-03)

Highest Sales Turnover Rs.32933 Crore. (Previous Best Rs. 12163 crore in 2007-08)

Plant Productivity 1376 MT/Employee (Previous Best 1669 MT/Employee in 2005-06)

Highest Marketing Productivity 7397 MT/Employee (Previous Best 6158 MT/Employee in 2007-08)

Composite Energy Consumption 5.941 Gcal/MT of Urea (Lowest 5.907Gcal/ MT in 2007-08)

INVESTMENTS OUTSIDE IFFCO


Oman India Fertiliser Company (OMIFCO)

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IFFCO Kisan SEZ Ltd.

Project Cost : Rs. 2400 Crore

IFFCO Equity : Rs. 0.25 Crore

Activity : Setting up Multi product “IFFCO Kisan

SEZ” at Nellore (AP)

Indian Potash Ltd (IPL)

IFFCO’s Equity: Rs. 2.68 Crore

Percentage of Equity held: 34%

Activity: Marketing of Potash

and Imported Fertilizers

Industries Chimiques du Senegal (ICS) I & II

IFFCO’s Equity: Rs. 80.37 Crore

Percentage of Equity held: 18.54 %

Plant Site : Darou, Senegal

Products : Rock Phosphate, Phosphoric

Acid and NPK Fertilizers

IFFCO - TOKIO General Insurance Company Ltd. (ITGI)

IFFCO’s Investment : Rs. 303.78 Crore

Percentage of Equity held : 72.64%

Activity : General Insurance


IFFCO’s Equity : Rs. 329.08 Crore Percentage of Equity held : 25% Plant Site: Sur, Oman Products: Ammonia, Urea

IFFCO Chhattisgarh Power Ltd

Project Cost (Estimated) : Rs. 7500 Crore

IFFCO’s Paid up Equity : Rs. 44.40 Crore

Debt : Equity Ratio : 70 : 30

IFFCO Equity : 74%

Activity : Power Generation (1320 MW)

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National Commodity and Derivative Exchange (NCDEX)

Paid up share capital : Rs. 30 Crore

IFFCO’s Equity : Rs. 3.60 Crore

Percentage of Equity held : 12%

Redeemable Preference Shares : Rs. 10 Crore

Activity : On Line Trading in commodity futures

National Collateral Management Services Ltd. (NCMSL)

IFFCO’s Equity : Rs. 4 Crore

Percentage of Equity held : 13.56%

Activity : Collateral Risk Management Services


LEGEND INTERNATIONAL HOLDING AUSTRALIA

PERCENTAGE EQUITY HELD BY KIT : 11%

ACTIVITY: Mining of rock phosphate

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Kisan International Trading FZE (KIT)

Investment : Rs. 11 Crore*

Location : Dubai

Activity : Special purpose vehicle (SPV) for shipping, logistics

and investments in new overseas Joint Ventures.

* Includes Rs. 9.80 crore towards 9 bonus shares

received during 2007-08

Jordan India Fertiliser Company (JIFCO)

Project Cost : USD 580 Million

IFFCO Equity : 52% (Rs. 59.11 Crore)

JPMC Equity : 48%,

Activity : Phosphoric Acid Plant (1500 MT/Day)

IFFCO Kisan Sanchar Ltd. (IKSL)

Paid up Share Capital : Rs. 5 Crore

IFFCO Equity : Rs. 3.65 Crore

% of Equity held: 72.99 %

Activity : Rural Telecom related Services


FREE PLAY ENERGY INDIA PVT. LTD.

IFFCO EQUITY : 30%

IFFCO INVESTMENT : Rs. 4.83 crore

ACTIVITY : Non conventional energy

products and devices

ARIA CHEMICALS (ORISSA) LTD .

IFFCO EQUITY : 40%

IFFCO INVESTMENT : 0.45 crore

ACTIVITY : Aluminum fluoride facility at

Paradeep for production of 20000

MT Aluminum Fluoride

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Others

IFFCO Kisan Bazar Limited: Rs. 15 Crore

Indian Farm Forestry Development

Cooperative (IFFDC) : Rs. 12.54 Crore

Maharashtra State Coop.

Bank Ltd. : Rs Crore. 0.10


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MARKETING TERRITORIES OF IFFCO

MARKETING CENTRAL

OFFICE

NORTH CENTRAL

ZONE(LUCKNOW)

NORTH ZONE(CHANDIGARH)

SOUTH ZONE (BANGALORE)

WEST ZONE(BHOPAL)

EAST ZONE(KOLKATA)

UP, BIHARJHARKHAND,

UTTARANCHAL

PUN, HAR,RAJ, J&K,HP, DELHI

AP, TN, KAR,

KERALAPONDICHERY

GUJ, MP,MAH, GOA

CHHATTISGARH

ASSAM, ORISSA,

W.B.


MARKETING CHANNELS

Distribution of fertilisers mainly through the Cooperative System:

State level Apex Cooperative Marketing Federation acts as wholesaler

Direct supplies to Societies in some States

IFFCO-NCDC Cooperative Societies

Small quantities to institutional agencies like Agro Industries Corporation etc

158 IFFCO Farmers Service Centres

DISTRIBUTION & WAREHOUSING

TRANSPORTATION

Both by Rail (89%) and Road (11%)

WAREHOUSING

Federations & Cooperative Godowns

Central Warehousing Corporation (CWC) and

State Warehousing Corporation (SWC)

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PRODUCTION PERFORMANCE

TOTAL FERTILISER PRODUCTION

26


SALES PERFORMANCE

TOTAL SALE OF FERTILISERS

27


FINANCIAL PERFORMANCE

PROFIT BEFORE TAX (PBT)

PROFIT AFTER TAX (PAT)

28


TURNOVER

NETWORTH

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OBJECTIVES, MISSION and VISION of IFFCO

OBJECTIVES OF IFFCO AS PER IFFCO BYE-LAWS:

The object of IFFCO shall be to promote the economic interest of its

members by undertaking manufacture/production/development of

chemical fertilisers, bio-fertilisers, petro chemicals, industrial chemicals,

their inputs & technologies and allied products/by-products and

conversion, storage, transportation and marketing; undertake

manufacture/processing/conversion of farm products including

sugarcane, derived products and by-products, pesticides seeds, farm

products, biotechnology, pisciculture and aqua farming, agriculture

machinery and implements and other agricultural inputs and their

conversion, storage, transportation and marketing and undertake trading,

shipping, transportation, communication and telecommunication, power

generation and distribution from conventional or unconventional energy

resources, housing, real estate, construction to provide for banking and

insurance and undertake such other activities which are conducive and

incidental thereto.

In furtherance of the above objects, IFFCO may undertake one or more

of the following activities, which are indicative but not limited to:

To set up plants or plants for manufacture of chemical fertilisers and

allied products/bye-products;

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To undertake production, processing and manufacture of insecticides,

pesticides, seeds, agricultural machinery and implements and other

agricultural production requisites by setting up or taking on lease

manufacturing units either directly or in collaboration with or as a

joint venture with other cooperative institution/Public Sector

Enterprise or any other agency;

To acquire, establish, construct, provide and maintain and administer

factories, townships, estates, railway sidings, build yards, wells, water

reservoirs, channels, pumping installations, purification plans, pipe

lines, carriages, storage sheds and accommodation of all descriptions

for facilitating the business of IFFCO;

To manufacture, store, maintain, sell, buy, repair, alter, exchange, let

on hire, export, import and deal in all kinds of articles and things

which may be required for the purpose of any of the business of

IFFCO or are commonly supplied or dealt in by persons engaged in

any such business or which may seem capable of being profitably

dealt in connection in any of the business of IFFCO;

To act as warehousing agency under the WAREHOUSING ACT and

own and construct its own godowns or higher godowns for storage of

fertiliser and other goods;

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To set up storage units for storing fertilisers and other goods by itself or

in collaboration with any other co-operative institution or any other

agency;

To maintain transport units of its own or in collaboration with any other

organisation in India or abroad for movement of goods by land and

sea etc.;

To acquire, take on lease or hire land, buildings, fixtures and vehicles

and to sell, give on lease or hire them for the business of IFFCO;

To promote and organise other co-operative societies in the field of

manufacturing, production and marketing of fertilisers and other

agriculture production requisites and agriculture and rural

development;

To subscribe to the shares of co-operative and other institutions;

To enter into contracts and collaborations for purchases, production,

manufacture and marketing of raw materials, auxiliary products,

packing materials, finished products, by-products and other waste

products and also enter into joint marketing and product exchange

agreements with other co-operative institutions, Public sector

Undertakings or any other agency;

32


To enter into collaboration with cooperative or others in India or in

foreign countries for machinery and equipments, and for designing,

engineering, construction, erection, operation and maintenance of

fertilisers, chemicals and other plants;

To provide technical consultancy and other services to member

societies and other agencies;

To set up agricultural farms by purchasing, acquiring and taking on

lease of land from government institutions and private agencies for

research and development of agriculture;

To set up institutes for providing training to the farmers and others in

the modern and improved agricultural technology and areas of human

resource development;

To provide and arrange for the training of the employees of the

cooperative societies to promote and develop the sales of fertilisers

and other agriculture production requisites in which IFFCO is

interested;

To take up such other activities which are incidental and conducive to

the agriculture rural development;

To establish branch offices and sales depots;

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To carry on agency business of every kind and description connected

with the business of IFFCO;

To undertake research and such other activities as are incidental and

conducive to the development of the industry as well as IFFCO;

To undertake processing and manufacture of insecticides, pesticides,

seeds, agricultural machinery and implements and other agricultural

tools and machinery;

To set up forestry and undertake processing and marketing of forestry

products;

To undertake setting up of industries of national importance or growth

potential;

To organize manufacture and marketing of implements, tools and

machinery;

To organize bio-technology based industries;

To acquire real estates in rural and urban areas and also promote

Cooperative Housing for employees and members;

34


VISION & MISSION

Vision

To augment the incremental incomes of farmers by helping them to increase

their crop productivity through balanced use of energy efficient fertilizers;

maintain the environmental health; and to make cooperative societies

economically and democratically strong for professionalized services to the

farming community to ensure an empowered rural India.

Mission

To provide to farmers high quality fertilizers in right time and in

adequate quantities with an objective to increase crop productivity.

To make plants energy efficient and continuously review various

schemes to conserve energy.

Commitment to health, safety, environment and forestry development

to enrich the quality of community life.

Commitment to social responsibilities for a strong social fabric.

35


To institutionalize core values and create a culture of team building,

empowerment and innovation which would help in incremental

growth of employees and enable achievement of strategic objectives.

Foster a culture of trust, openness and mutual concern to make

working a stimulating and challenging experience for stakeholders.

Building a value driven organization with an improved and responsive

customer focus. A true commitment to transparency, accountability

and integrity in principle and practice.

To acquire, assimilate and adopt reliable, efficient and cost effective

technologies.

Sourcing raw materials for production of phosphatic fertilisers at

economical cost by entering into Joint Ventures outside India.

To ensure growth in core and non-core sectors.

A true cooperative society committed for fostering cooperative

movement in the country. Emerging as dynamic organisation,

focussing on strategic strengths, seizing opportunities for generating

and building upon past success, enhancing earnings to maximise the

shareholders’ profit.

36


VISION 2010

The Society has embarked upon another growth plan titled “VISION

2010” to achieve annual turnover of Rs. 15,000 crore (USD3400

Million) by the year 2010.

The Society is exploring avenues for diversification into other

profitable business areas, apart from fertilizer sector, for sustained

growth and adequate return to member shareholders.

Focus on farmer oriented schemes and strengthening of cooperative

infrastructure.

Installation of Ammonia/Urea plants including acquisition of fertilizer

unit.

Generation of power.

Production and marketing of micronutrients, seeds, bio-fertilizers,

pesticides etc.

Value-addition to agri-products and marketing.

Information technology and IT enabled services.

37


RESEARCH & DEVELOPMENT:

IFFCO has successfully tried producing one of the water soluble

fertilisers urea phosphate at its R&D laboratory at Kandla Plant.

Trial run for the production of neem coated urea has been taken up at

Kalol Unit to increase the N use efficiency and prill stability.

A study has been initiated to produce bio-manure through microbial

decomposition from the bio-mass from the sugar factory.

There has been an annual negative balance for large number of nutrients

in the soil, which is a threat to sustainable agriculture. A survey has

revealed that the replenishment of the depleted nutrients, partial or

completely, is missing. Almost half of the samples from cultivated areas

have shown deficiency of zinc, Sulphur and phosphorous. Therefore, the

value added phosphatic fertiliser with zinc and Sulphur micro-nutrients is

proposed to be produced at Kandla Unit for field trial. IFFCO has

contributed about 17.1% to the total ‘N’ and 17.7% to the total ‘P2O5’

produced in the country during 2000-2001.

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CORPORATE SOCIAL RESPONSIBILITIES

In discharge of its social responsibilities, IFFCO has taken up a number of

promotional and development programmes for rural areas around the Plants.

Further, it has evolved several promotional programmes, schemes and

services which are being executed by the Marketing Division throughout the

country for providing support services to the farming community. All these

activities have been going in for a number of years. IFFCO conducts a

regular survey to evaluate the socio-economic impact of IFFCO’s fertiliser

plants and its agricultural and promotional activities in different parts of the

country in terms of both direct and indirect impact - favourable as well as

unfavourable.

KISAN SEWA FUND

IFFCO has established a Charitable Trust known as Kisan Sewa Fund to

provide relief and rehabilitation to the victims in the event of natural

calamities like floods, earthquakes, cyclones, fires, landslides and droughts

etc. and with the immediate objective of providing relief, rehabilitation and

reconstruction of earthquake victims of Gujarat. It is worth mentioning that

IFFCO employees have contributed separately an amount of Rs. 1 Crore to

the Fund. The Board of Directors of IFFCO has also contributed their one-

day’s sitting fee to the Fund. On a long-term basis, IFFCO has decided to

contribute Rs. 1 crore every year by making appropriation out of its profits.

Other cooperatives including KRIBHCO, NCUI, NAFED, Federations and

39


Primary Cooperative Societies have also been invited to make voluntary

contributions to Fund and for being associated with the charitable activities

of the Fund.

IFFCO KISAN SEWA TRUST

IFFCO KISAN BAZAAR LIMITED

40

• IFFCO promoted a charitable trust known as “IFFCO KISAN SEWA

TRUST” to provide relief and rehabilitation to victims in event of natural

calamities.

• Provided assistance to earthquake victims in Gujarat and

constructed/repaired the houses for them.

• Contributed Rs. 10 million to Prime Minister’s Relief Fund towards

Tsunami Disaster Relief Fund Operations and donated USD 35,000 to

Tsunami affected people in Indonesia, Sri Lanka and Thailand.

IFFCO Kisan Bazar Ltd. was incorporated on 26.02.2004 with an

Authorized Equity Capital of Rs. 1 Crore with the objective to set up a

chain of Super Stores across the Country.

Negotiations are in progress for strategic alliance with the prospective

Foreign partner for operations of large format Retail Outlets in India.


BIMA YOGNA FOR FARMERS

IFFCO has launched unique rural products called 'Sankat Haran Bima

Yojana' popularly known as 'Khad To Khad Bima Sath'. The scheme

entitles the farmers as free insurance policy of Rs. 4000/- on each bag of

IFFCO, KRIBHCO and IPL farmers purchased from any cooperative society

or Farmers’ Service Centre, upto a maximum limit of Rs. 1.00 lakh in a year

to compensate him in the event of total/partial disability or death as a result

of accident.

BENEFITS TO THE FARMERS

Farmers cannot keep pace with the rapidly developing technology, there

exists tremendous gap between the innovations available from the research

centres and their adoption by the farmers. IFFCO is forming a consortium

with Indian Space Research Organization (ISRO), Indian Council of

Agriculture Research (ICAR), Indira Gandhi National Open University

(IGNOU) and the Ministry of Non-Conventional Energy to invest Rs. 500/-

crore in an IT related agriculture company called IFFCO-Agri Tech. The

objective of this company will be to bring a wealth of data on crop yields,

wealth forecast, expected crop prices and the satellite images of crop growth

at the doorstep of farmers. The company would provide on-line information

to farmers on agricultural products, commodities, prices and wealth

conditions in their native languages.

41


IFFCO pays special attention on increasing interface with the farmers, create

difference thorough services and create farmer loyalty. Continuous efforts

are made to pull through high quality of product, consistency in product

quality and performance, creating value perception about the product, high

aesthetic (granule, packing, proper upkeep, printing etc.), technical service

support etc. Besides this, efforts are underway to control cost, effective

Credit Control and Management of Cash flow, ability to generate quality

data in time, communicate effectively with farmers/customers, new product,

product modification - niche marketing, improve effectiveness through

innovations - doing things differently.

IFFCO has undertaken development of model villages through village

adoption programme. Many of the 465 villages adopted are economically

backward. Development of dryland farming, reclamation of problem soils,

production of quality seeds and increasing rice productivity in potential

areas and developing tribal and backward belts are also being undertaken.

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SERVICE TO FARMERS

43

IFFCO has taken up following programme to support farmers by providing

financial assistance, infrastructure facilities, information on latest developments

in agriculture etc.:

• Integrated Rural Development Programme.

• Village Adoption Programme.

• Sankat Haran Bima Yojana.

• Drought Relief Measure in Rajasthan.

• Static/Mobile Soil Testing Laboratories.

• Farmers Meeting, Field Days and Crop Seminars.

• Information Kiosks for Farmers.


IFFCO'sProfessional contributions made to other societies,

Voluntary agencies, community etc.

IFFCO has promoted the Cooperative Rural Development Trust

(CORDET) for providing practical training to farmers with a view to

improve their skills in agricultural production, dairy, horticulture,

poultry, fisheries and developing professional leadership at village

level. The Trust has two establishments - one each at Phulpur in U.P.

and Kalol in Gujarat. The trust organizes training programmes for

farmers and farm women on different aspects of crop production,

energy conservation, farm management, dairy management, rain-fed

and canning of fruits and vegetables, farm yard manure/bio-fertilisers

etc. CORDET extends soil-testing facilities to farmers from its Soil

Testing Laboratories.

IFFCO has sponsored a special 'Cooperative Development

Programmes' under which it has been planned to adopt 1500 village-

level cooperative societies and to construct 150 storage-cum-

community centres in a phased manner.

IFFCO has undertaken the seed multiplication programme with a view

to supplementing the availability of quality seeds to farmers. Under

this programme, quality seeds of wheat, rice, sorghum, ragi, pigeon

pea, blackgram, greengram, chillies, groundnut, sunflower are grown

on the farmer’s fields. During 2001-2002 an area of 2297 hectares

was covered under this programme.44


IFFCO has promoted a multi-state cooperative society named as

Indian Farm Forestry Development Cooperative Ltd. (IFFDC).

IFFDC has implemented afforestation projects in the States of U.P.,

Rajasthan and M.P. Under the contribution agreement signed between

IFFCO and the India-Canada Environment Facility (ICEF) since April

1995.

IFFCO has developed some of the adopted societies as 'IFFCO

Franchisee' by giving them the business of rake handling,

transportation and warehousing of IFFCO fertilisers besides providing

them guidance to undertake educational and promotional activities.

IFFCO has made available fertilisers and other agro-inputs to farmers

through the network of its 165 IFFCO Farmers Service Centres spread

over thirteen States and one Union Territory. Besides fertilisers, these

centres provide quality seeds, agro-chemicals, implements and

modern agricultural technology to the farmers under one roof.

IFFCO's activities on Rural and Agricultural Development

Programmes continue to focus primarily on restoring the imbalance in

the NPK consumption ratio to preserve soil health, increase crop

productivity and for promoting sustainable agriculture. Special

emphasis is given towards area development to meet the local needs

of soil and water conservation, horticulture, integrated plant nutrient

supply etc. with the objective of efficient resource utilization.

45


IFFCO has initiated the village adoption programme in order to bring

about overall development in living standards of rural community

through integrated rural development with particular emphasis on

agricultural development. Other aspects of village development like

creation of drinking water facilities; medical and veterinary check-

ups, conservation of energy and use of alternative fuel sources are also

undertaken in the adopted villages.

IFFCO has established Professor's Chair in Agricultural Universities

and Cooperative Institutions with a view to strengthening the

agriculture research activities and cooperative education in the

country. 15 such Chairs are in operation out of which 13 Chairs are

instituted in the discipline of Agronomy, Soil science and Agricultural

Extension at Agricultural Universities. One Chair each in the

discipline of Cooperation and Fertiliser Technology at VAMNICOM,

Pune, and College of Engineering at Banaras Hindu University,

Varanasi, are also in operation.

IFFCO continues to put special efforts to spread the concept of

balanced fertilization among the farmers through various field

programmes such as farmer's meeting, field days, crop seminars, sale-

point personnel training, farmers’ training, crop demonstrations, soil

testing etc.

IFFCO has launched special projects on different aspects of hi-tech

agriculture such as drip irrigation, bio-pesticides, bio-fertilisers, use of

46


plastics in agriculture, agriculture implements, watershed

management, wasteland development, micro-irrigation etc.

IFFCO is exploring the alternatives for effectively taking the benefits

of Information Technology to the doorsteps of farmers with specific

focus on meeting the requirement of agriculture and cooperative

sector. IFFCO has initiated an ambitious Agro-Climatic Geographical

Information System in association with ISRO for developing data on

IFFCO's logistics and infrastructure for efficient decision making in

the area of marketing and distribution. IFFCO has also established

cyber dhabas at feasible locations in the rural areas.

IFFCO has initiated Training and Visit (T & V) programme with the

objective of imparting training to the farmers on various aspects of

crop production, animal husbandry, pisciculture etc. In this

programme practicing farmers, in groups of 40, from the States are

taken to nearby Agriculture University and Research Institute for a

period of 5 days. Field visits are also organised for the benefit of

farmers.

Members of a cooperative are the real resource for they contribute to

the capital and business of the enterprise. It is therefore, necessary

that a cooperative is required to gear up its efforts to educate the

members in the interest of the growth of its business.

47


In addition to the effective pollution control measures in the Plants,

IFFCO has also provided facilities for the treatment of domestic

sewerage in its factory/township, plantation of trees and green belt

development etc. in pursuit of its concern for cleaner environment.

The township of IFFCO Kalol Unit is the first in India, which has

been selected by USAID for ISO-14001 certification.

48


AWARDS & ACHIEVEMENTS:

IFFCO has been ranked 1st in Sales Turnover and 2nd in terms of

Networth and Profitability amongst unlisted enterprises by Economic

Times Intelligence Group for the year 2007-08

IFFCO has also got Prestigious CIO 100 Award by International Data

Group (IDGI India), the world’s leading Technology Media Event and

Research Group

Best managed Workforce Award for the year 2004 from Hewitt

Associates and CNBC TV-18

Two Awards for Highly Commendable Accounts

49

MAJOR AWARDS RECEIVED

Prestigious Economic Times Acer and Intel Smart Workplace Award in

the Manufacturing and Industrial Segment

“Best Content Service” as well as the “Best Project Management” in

respect of IFFCO Kisan Sanchar Limited (IKSL) at the World

Communications Award held at London

Institute of Chartered Accountants of India (ICAI) Award for

Excellence in Financial Reporting for IFFCO’s Annual Report and

Accounts for the year 2007-08


National HRD Award from National HRD Network for outstanding

contribution in HR Development

IFFCO Annual Report bagged the third prize, instituted by Public

Relations Society of India (PRSI)

FAI Golden Jubilee Award on “Transfer of improved Farm Technologies”

1st Prize for Best Corporate Film from NCUI

Three awards for Best Display in FAI Exhibitions

IFFCO Corporate film was adjudged the best by Public Relations Society

of India (PRSI)

IFFCO has bagged FAI “Best Video Film Award 2006-07” for film on

“Water Harvesting”.

50


51


INTRODUCTION

Every organization needs to have well-trained and experienced people to

perform the activities that have to be done. If the current or potential job

occupant can meet this requirement, training is not important. But when

this is not the case, it is necessary to raise the skill levels and increase the

versatility and adaptability of employees. Inadequate job performance or

a decline in productivity or changes resulting out of job redesigning or a

technological breakthrough require some type of training and

development also increase. In a rapidly changing society, employee

training and development are not only an activity that is desirable but

also an activity that an organization must commit resources to if it is to

maintain a viable and knowledgeable work force.

Training is a process of learning a sequence of programmed behaviour. It

is application of knowledge. It gives people an awareness of the rules and

procedures to guide their behaviour. It attempts to improve their

performance on the current job or prepare them for an intended job.

Development is a related process. It covers not only those activities

which improve job performance but also those which bring about growth

of the personality; help individual in the progress towards maturity and

actualization of their potential capacities so that they become not only

good employees but better men & women. In organizational terms, it is

52


intended to equip persons to earn promotion and hold greater

responsibility. Training a person for a bigger and higher job is

development. And this may well include not only imparting specific

skills and knowledge but also inculcating certain personality and mental

attitudes.

53


NEED OR BASIC PURPOSES

OF

TRAINING AND DEVELOPMENT

The need for the training of employees would be clear from the

observations made by the different authorities.

To increase productivity: “instruction can help employees increase

their level of performance on their present assignment. Increased

human performance often directly leads to increased operational

productivity an increased company profits.” Again, “increased

performance and productivity, because of training, are most evident

on the part of new employees who are not yet fully aware of the most

efficient and effective ways of performing their jobs.”

To improve quality: “better informed workers are less likely to make

operational mistakes. Quality increases may be in relationship to a

company product or service, or in reference to the intangible

organizational employment atmosphere.”

To help a company fulfill its future personnel needs: organizations

that have a good internal educational programme will have to make

less drastic manpower change and adjustments in the event of sudden

personnel alternations. When the need arises, organizational vacancies 54


can more easily be staffed from internal sources if a company initiates

and maintains an adequate instructional programmes for both its non-

supervisory and managerial employees.”

To improve organizational climate : “an endless chain of positive

reactions results from a well planned training programmes. Production

and product quality may improve, financial incentives may be

increased, internal promotions become stressed, less supervisory

pressure ensure and base pay rate increases result. Increased morale

may be due to many factors, but one of the most important of these is

the current state of an organization’s educational endeavour.”

Personal growth : “employees on a personal basis gain individually

from their exposure to educational experiences.” Again,” management

development programmes seem to give participants a wider

awareness, an enlarged skill and enlightened altruistic philosophy, and

make enhanced personal growth possible.”

It may be observed that the need for training arises from more than

one reason.

An increased use of technology in production.

Labour turnover arising from normal separation due to death or

physical incapacity, for accidents, disease, superannuation, voluntary

55


retirement, promotion within the organization and change of

occupation or job.

Need for additional hands to cope with an increased production of

good and services.

Employment to inexperienced, new or badli labour requires detailed

instruction for an effective performance of a job.

Old employees need refresher training to enable them to keep abreast

of the changing methods, techniques and use of sophisticated tools

and equipment;

Need for enabling employees to do the work in more effective way, to

reduce learning time, reduce supervision time, reduce waste spoilage

of raw material and produce quality goods and develop their potential.

Need for reducing grievances and minimizing accidents rates.

Need for maintaining the validity of an organization as whole and

raising the morale of its employees.

56


METHODS/TECHNIQUES OF TRAINING

The forms and types of employee training methods are inter-related. It is

difficult, if not impossible, to say which of the methods or combination of

methods is more useful then the other. In fact, methods are multifaceted in

scope and dimension, and each is suitable for a particular situation. The best

techniques for one situation may not be best for different groups or tasks.

Methods/techniques are following types.

1. On-the-job-training (OJT) methods.

2. Off-the-job-training or class-room methods .

A. On-the-job-training:

Virtually every employee, from the junior most to the senior executive, gets

some “on-the-job-training,” when he joins a firm. That is why William

Tracly calls it,” the most common, the most widely used and accepted, and

the most necessary method of training employees in the skills essential for

acceptable for job performance.”

There are a variety of OJT methods, such as “coaching” or “understudy”; job

rotation; and special assignment. Under coaching or understudy method

(which is also known as ‘internship’ and ‘apprenticeship’ method) the

employees is trained on the job by his immediate superior. ‘Internship’ is

usually applied to managerial personnel and provide wide variety of job

experience, often involving job rotation or” assistant to” type of position.

57


‘Apprenticeship’ is generally used to impart skills requiring long periods of

practice as found in trade, crafts and other technical fields

In job rotation, a management trainee is made to move from job to job at

certain intervals. The jobs vary in content.

Special assignment or committees are other methods used to provide lower-

level executives with first time hand experience in working on actual

problems. On-the-job training is made more effective by the use of a variety

of training aids and techniques, such as procedure charts, lecture manuals,

sample problems, demonstrations, oral and written explanations, tape-

recorders and other aids.

58


B. Off-the-job methods:

“Off-the-job training” simply means that training is not a part of everyday job activity. The actual location may be in the company classroom or in place, which are owned by the company, or in universities, or associations, which have no connection with the company.

These methods consist of :

Lecture

Conferences

Group discussions

Case studies

Role playing

LECTURES : The lecture method can be used for very large groups,

which are to be trained within a short time, thus reducing the cost per

trainee. It can be organized rigorously so that ideas and principles relate

properly. Lectures are essential when it is a question of imparting technical

or special information of a complex nature. They are usually enlivened with

discussion, film show, case studies, role-playing and demonstrations. Audio-

visual aids enhance their value.

THE CONFERENCE METHOD: In this method, the

participating individuals ‘confer’ to discuss points of common interest to

each other. A conference is based to most participative group-centered

method.

59


SEMINAR OR TEAM DISCUSSION: This is an established

method for training. The seminar is conducted in many ways:

It may be based on a paper prepared by one or more trainees on a subject

selected in consultation with the person in charge of the seminar it may be a

part of a study of related to theoretical studies or practical problems. The

trainees read their papers, and this followed by a critical discussion. The

chairman of seminar summarizes the content of papers and the discussions,

which follow their reading.

It may be based on the statement made by the person in charge of seminar or

on a document prepared by an expert, who is invited to participate in the

discussion.

CASE STUDIES : The case study is based upon the belief that

managerial competence can best be attained through the study,

contemplation, and discussion of concrete case.

ROLE-PLAYING: In role-playing, trainees act out a given role as

they would in a stage play. Two or more trainees are assigned parts to play

before the rest of the class. These parts do not involve any memorization of

lines or any rehearsals. The role-players are simple informed of a situation

and of respective roles they have to play. Sometimes after the preliminary

planning, the situation is acted out by the role-players.60


HRD PHILOSOPHY OF IFFCO

To make people a valuable resource, not only should the individuals be

enthused to enrich themselves, the organization should also be prepared to

be supportive and empowering at various stages of the individual's career.

Recognizing that human talent is a symbiosis of knowledge and skill it is the

most important than any other resource under the sun. The basic HRD

philosophy of IFFCO’s approach to HRD as approved by the Board is based

on the following objectives with a view to create and sustain a high level of

motivation among the employees, encouraging a sense of belongingness and

productive work culture in the organization:

1. Creating an ambience of excellence in every sphere of organizational

activities.

2. Generating a feeling of confidence, dignity and self-esteem for

spurring people to greater endeavours.

3. Conferring recognition and rewards, both tangible and non-tangible

commensurate with accomplishment of tasks.

4. Evolving an organizational milieu, where there is free flow of ideas

and openness and authenticity in interpersonal relations.

5. Enabling the employee to realize his potential to the maximum extend

possible, through sharpening of skills and harnessing of expertise in

the right direction to yield optimal results. 61


In order to implement these objectives, IFFCO has been moving towards

continuous improvement in quality of work - life as a whole and as trustees

of their people. The philosophy stresses the need to develop capabilities

among the employees for individual and organizational development

Over the years, IFFCO has enjoyed the reputation for its corporate

excellence based on a positive belief in people. Our human resource is our

greatest strength in transformation. It is one of the few organizations in the

country that has a distinct human resource development philosophy

approved by the Board of Directors. In the wake of rapid pace of changes

and obsolescence, the competency development plans have been initiated

through two imperatives – Learning and Innovations. The HRD

interventions have been able to nurture excellence in the organization,

keeping the employees expertise updated and finely honed. Continuous

training and development efforts have not only lead to the development of a

committed and motivated work force but enhanced productivity and quality

level which is evident in the record breaking performance of the Society.

During the year under report, 284 need based training programmes were

organized for executives, workmen, employees unions as well as officers

associations covering the subjects on leadership styles, motivation,

communication skills, transactional analysis, team building, conflict

resolution, performance counseling, disciplinary procedure, problems

solving and decision making, creativity, change management and time

management. These programmes included 116 in-house training

62


programmes on fertilizer marketing management, cooperative development,

and agro technology and community development.

Continuing its efforts to strengthen the computer awareness to ensure that

every employee becomes a computer literate, 72 training programmes on

computer awareness including hands-on-experience on the use of software

packages namely VIKAS, FAS, IMS, HRMS, ORACLE and Applications

like MS OFFICE were organized for SMMs/AMs/DMs and the other field

staff.

Special training programmes were conducted for making all the employee

aware about the salient feature of purchase procedure, powers of officers,

service rules etc. with a view to create awareness among the employees

working in the plants, 26 programmes on fire and safety environment

awareness, first aid disaster management have been conducted. Public

Relations Department IFFCO organized a workshop on “Emerging Rural

Marketing Communication-Key to IFFCO’s Development” in September,

2003 in which marketing field staff were imparted knowledge on “Rural

Communications Strategy,” “Distribution Channel Strategy for Rural

Market, Creating, Building and Sustaining Brand Image.”

A total of 750 employees were sponsored in various need based eternal

training programmes, seminars, workshops organized by prestigious

management schools and professional institutions within the country and

abroad including FAI, XLRI, AIMA, ASCI, TOQ international, ICWAI,

VAMNICOM, IFA, IDACA etc.

63


Three international Training and Visit programmes were organized at FMDI,

Gurgaon including the 18th ICA-IFFCO Training course on “Strengthening

Management of Cooperatives in South-East-Asia,” a programme on

“fertilizers marketing through cooperatives” for the members from the

Cooperatives Agriculture Federation, Mauritius, and “Management

Development Programme” for the student from the Management University,

Thailand. IFFCO continued the programme “VICHAR MANCH” for

improving the spiritual quotient among the employees.

VICHAR MANCH:

IFFCO has embarked upon an ambitious development plan to harness the

latent potentials of its human resources by trying to inculcate the value-

based culture, ethics, leadership, creativity, devotion, dedication, etc. for

their holistic well-being in personal and professional life. For this purpose a

forum called “Vichar Manch” in which we have been inviting eminent

personalities dedicated to the upliftment of the mankind to address our

employees on every Thursday for two hours. Eminent personalities are

called to deliberate on various management, religious and spiritual subjects.

Employees were also enlightened about the various religions like Islam,

Sikhism, Jainism, Hinduism and Christianity etc.

The member education and training programmes designed by IFFCO

include:

64


Sale Point Personnel Training Programmes (SPPT) organized at grass

root level.

Seminars on fertilisers marketing for cooperative personnel.

Leadership development programmes for member-cooperatives.

Specialized training programmes organized at Cooperative Rural

Development Trust (CORDET) at Allahabad (UP) and Kalol (Gujarat)

Workshops/Seminars/Conferences organized in collaboration with

National Cooperative Union of India (NCUI), National Council for

Cooperative Training (NCI), Vaikunth Mehta National Institute of

Cooperative Management (VAMNICOM) at their training centres and

institutions; Indian Institute of Management (IIM), Ahmadabad etc.

Workshops on enhancing cooperative share in fertiliser marketing of

different states organized at IFFCO's Fertiliser Marketing

Development Institute, (FMDI) Gurgaon and also all over the country.

HRD PRACTICES:65


In order to attain the corporate objectives and goals, IFFCO has been giving

a strategic place to Human Resource Development in the organization

structure for bringing improvement in quality of work of its personnel as

well as its members. HRD initiatives undertaken by IFFCO include:

1) Develop the individual to realize his potential as an individual to the maximum extent.

2) Develop the individual's capabilities to perform his present job better.

3) Develop the capabilities to handle future likely roles.

4) Develop and maintain a high motivation level of employees.

5) Strengthen superior - subordinate relationships.

6) Strengthen team spirit among different teams.

7) Promote inter-team collaboration, and

8) Promote climate development and organizational health development.

As HRD is an on going and continuous process, IFFCO continues to focus

on developing competence of its personnel at different levels through

imparting specialized knowledge and skills with emphasis on overall

personality development, positive attitude and values of honesty, dedication

and commitment. HRD group at IFFCO looks back with a sense of pride and

achievement and looks forward to continuing the process of individual and

organizational building.

66HUMAN RESOURCES


(Marketing Division)

67

PRODUCTIVITY PER EMPLOYEE (MT)

(Production Units)


ROLE ANALYSIS:

Role analysis is conducted to bring clarity across functions and aimed at role

clarification based on the expectations and key functions. This has helped in

putting right person in the right job and better accountability, empowerment

and enrichment of roles, which together has resulted in the performance

improvement. It has also helped in building trust, collaboration, and team

spirit apart from setting clear objectives. Role analysis has also helped in the

training and development which shall improve the communication skills,

knowledge of the employees.

MANPOWER PLANNING:

The manpower planning in IFFCO is based on the objective of optimum

utilization of manpower resources and to obtain 'right' people at ‘right’ place

in required number, in time and at optimum cost. To make manpower

planning more qualitative and realistic, IFFCO has adopted modern

techniques and has developed short term and long-term manpower planning

processes to suit its requirements.

MANPOWER RATIONALISATION:

IFFCO has embarked upon the large-scale workforce rationalization exercise

as a part of cost cutting initiative to counter the global challenges. The

process of rationalizing and optimizing staff strength is based not only on

performance, but also on matching skills with targets. IFFCO is ironing out

over manning wherever existing, within the organization by suitable

redeployment/retraining packages. We are also constantly reviewing our

68


organizational structure wherever necessary to create self-sustaining and

self-renewing capabilities within the organization to cope with the changing

scenario within and outside.

TRAINING AND DEVELOPMENT:

Training in IFFCO is extremely systematic, continuous and versatile. It is

the intensity and depth of training that allows people to function effectively

under any circumstances. Perhaps the biggest strength next to dedication is

comprehensive training and therefore everyone is always ready for whatever

tasks they are called to perform. The in-house programmes are the backbone

of HRD activities in IFFCO. In-house programmes on various topics such

as Motivation, team building, communication skills, group dynamics, energy

conservation, environment protection, finance, leadership, change

management, conflict management, marketing strategy, computer skills etc.

are conducted through the eminent faculties from all over the country. Apart

from this the employees are also nominated in external training programmes

within India and abroad. IFFCO has its own training infrastructure within

the Units and corporate office.

69


TRAINING AND DEVELOPMENT IN IFFCO

TECHNICAL DEVELOPMENT.

MARKETING MANAGEMENT.

AGRICULTURE SERVICES.

PERSONNEL AND INDUSTRIAL RELATIONS.

FINANCE AND ACCOUNTS.

CO-OPERATIVE DEVELOPMENT.

INFORMATION TECHNOLOGY.

GENERAL MANAGEMENT.

HOLISTIC DEVELOPMENT.

FAMILY ENRICHMENT.

TRAINING COVERAGE AREA

70


TRAINING NEED ASSESSMENT:

71

NATIONAL AND INTERNATIONA

LLEVEL

COMMUNITY DEVELOPMEN

T

CO-OPERATIVES FARMERS

FAMILY ENRICHMEN

TCORPORAT

E

UNIT


The training need identification exercise is undertaken to fill the gap existing

between the required and actual standards of performance of a person in a

task that can be bridged by training. The assessment of training need is a

very crucial step in designing a training programme, and has to be an

integral component of training system design. It is mandatory for all

employees of IFFCO to assess their training need annually and submit the

information to the HRD Section. The annual training calendar is drawn and

batches constituted on the basis of TNA.

DEVELOPMENT OF INTERNAL FACULTY:

IFFCO emphasis on development of internal faculty so that they become

effective trainer. The potential trainers are exposed to various training

methodologies such as case studies, role plays, business games, syndicate

discussions and so on. The greatest advantage with internal trainers is that

they know the organization well and hence are able to discuss specific issues

beyond the general ones.

IN-HOUSETRAINING AND DEVELOPMENT

72


PROGRAMMES

TECHNICAL PROGRAMMES:

ENVIRONMENT MANAGEMENT.

SAFETY OF AMMONIA STORAGE & HANDLING.

INDUSTRIAL AND PROCESS SAFETY.

POLLUTION CONTROL.

CHEMICAL SAFETY.

PUMPS AND COMPRESSORS.

CORROSION CONTROL.

SPARE PARTS MANAGEMENT.

BEARING MAINTENANCE.

ELECTRICAL MAINTENANCE.

COOLING WATER TREATMENT.

VIBRATION MONITORING.

INFORMATION TECHNOLOGY

73


A.FOR EMPLOYEES.

HUMAN RESOURCE MANAGEMENT SYSTEM (HRMS).

EMPLOYEES INFORMATION SYSTEM.

MARKETING MANAGEMRNT INFORMATION SYSTEM.

VIKAS (VIPANAN KAMPUTARIKARAN SOFTWARE).

E-PROCUREMENT.

E-MAIL, INTRANET, INTERNET.

E-LEARNING.

B.FOR CUSTOMERS.

WEBSITE.

AGRO PORTAL.

GIS BASED DECISION SUPPORT SYSTEM.

COMPUTER KIOSKS WITH TOUCH SCREEN MONITORS IN VILLAGE.

PERSONNEL AND INDUSTRIAL RELATIONS

74


WORKSHOPS ON ANNUAL APPRAISAL SYSTEMS.

ARBITRATION LAW.

CONTRACT LABOUR LAW.

DISCIPLINE AND INDUSTRIAL HARMONY.

MANPOWER PLANNING.

IMPROVING PRODUCTIVITY.

DOMESTIC ENQUIRY.

MARKETING MANAGEMENT

STRATEGIC MARKETING.

CUSTOMER SATISFACTION.

RAKE HANDLING AND RAILWAYS.

MARKETING MANAGEMENT DEVELOPMENT PROGRAMMES. (MMDP)

INSERVICE TRAINING.

INDUCTION PROGRAMMES.

PUBLICITY AND ADVERTISING.

FERTILISER QUALITY CONTROL.

TRANSPORTATION AND LOGISTICS WORKSHOPS.

75


FERTILISER DISTRIBUTION SYSTEMS.

SUPPLY CHAIN MANAGEMENT.

FERTILISER CONTROL ORDER.

INVENTORY MANAGEMENT.

ISO WORKSHOPS.

PERSONNEL AND CO OPREATIVE DEVELOPMENT

CO-OPREATION AND COOPERATIVE MANAGEMENT.

CO-OPERATIVE ACTS AND LEGISLATIONS.

STRENGTHENING CO-OPERATIVES.

BUSINESS DEVELOPMENT PLANS.

FERTILISERS MARKETING PLANS.

CO-OPERATIVE SEMINARS AND MARKETING WORKSHOPS.

ANNUAL LECTURES BY EMINENT PERSONALITIES.

AWARDS AND FACILITAION TO CO-OPERATIVE INSTITUTIONS.

BEST CO-OPERATIVE AWARD.

LEADERSHIP DEVELOPMENT WORKSHOPS.

STUDY VISITS.

BUSINESS DEVELOPMENT WORKSHOPS.

76


SEMINARS ON MARKETING DEVELOPMENT.

STORAGE-CUM-COMMUNITY CENTRES.

DEVELOPMENT AT FARMERS LEVEL

MICRO ENTERPRISE DEVELOPMENT AT INDIVIDUAL LEVEL.

SELF HELP GROUPS.

PARTICIPATORY RURAL APPRAISAL (PRA).

GRAIN & FODDER BANKS.

WATER RESOURCE DEVELOPMENT.

REVOLVING FUND.

EXPOSURE VISITS.

CREATIVITY DEVELOPMENT:

77


Today the cutting edge is provided by the creativity and innovativeness of its

employees. When there is a high level of competitive pressure as it is

obtaining now, only creative and innovative organizations can survive and

prosper. Lots of knowledge, expertise and experiences that employees gather

reside in their mind and the organizations stand to lose all that knowledge

when the employee leaves. IFFCO has realised the need to unleash and

leverage all that knowledge to meet the organizational objectives. They

reward those who share the knowledge. IFFCO is committed to encourage

productivity and excellence in decision making of employees through

mechanisms like Suggestion Scheme, Quality Circle, Productivity Group

and value management activities. The Scheme is basically a mind-crossing

knowledge exchange programme for tapping the latent to help the

organization capture both explicit and implicit knowledge from within the

organization. Opportunities are provided to the individuals at various levels

for fuller expression of their creative energies. The IFFCO management has

always encouraged innovations, novel ideas and creative thinking on the part

of employees. This has enabled IFFCO to recognize positive insights to

help track, and steer the knowledge management endeavour.

MANAGERIAL HABITAT PROGRAMME:

78


IFFCO, like many other organizations, operating in the frontline areas of

technology is a complex organization wherein specialists of various kinds

perform the crucial tasks through more or less prescribed roles. The extent

of specialization, entailed by the use of sophisticated technology, leads to

the phenomenon of managers getting entrenched in their own narrow,

functional speciality-based perspective, often losing the capability to

appreciate the parameters and constraints of other managers working in

various functions, such specialist managers tend to become insensitive to the

context of each other's intentions and actions, spawning isolation,

fragmentation, insularity and alienation and thereby lose negotiability. The

existence of narrow, function-specific, restrictive identities to the exclusion

of a corporate, organization-wide perspective was reported in the course of

introspective survey conducted by us. It was felt that if the prevailing

situation is allowed to continue, wherein each specialist manager is

increasingly becoming impervious to other's view points, evolution of a

corporate identity and perspective for IFFCO which is so vitally important in

the light of the organization’s ambitious plans for growth and diversification,

would become difficult. Hence, after due consideration of all relevant

factors, IFFCO had decided to initiate the process of designing a scheme for

establishing the corporate perspective through the Managerial Habitat

Programme. The objective of the programme is to:

1. Expose the specialist-managers of one function to the conditions,

constraints and process of work of managers in other function by

direct participative interactions.

79


2. Create an open, uninhibited dialogue between different functional

specialists about mutuality of their goals, tasks and concerns.

3. Evolve a forum for exchange of experiences and sharing of

information with respect to the limitations and possibilities, with

which each specialist manager operates.

4. Encourage understanding, negotiability, tolerance and collaboration in

furthering organizational goals.

5. Open up 'blind spots' of each specialist manger with a view to let fresh

insights bring to bear on the normal organizational functioning, a

novel approach and to develop mutuality and commodity of outlook

on organizational issues.

The MHP have afforded specialist-managers an opportunity to become a

party to educate and enlighten other managers on the qualitative and

managerial aspects of their jobs and to learn from others about similar

aspects, so that a more collaborative ambience emerges. The MHP imparts

living experiences; reinforce the common bondage among all functions for

pursuing organizational goals and objectives.

HUMAN VALUES:

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IFFCO has embark upon a series of intervention workshops on human

values and self-management. When the individual is able to manage

himself, 'management' becomes more productive, more harmonious. Their

programme on self-awareness and self-management gives the employee a

unique opportunity to learn about himself. It trains them in the prevention of

the dissipation of energy, in channelising energy to productive goals. It

brings about the understanding that the interest of the individual is in the

growth of the company. Moreover, the intervention lays the pathway for

holistic development giving inputs on health, actions, emotions and thought.

In every in-house programme, the component on ‘self management’ is an

integral part of training input and institutions like MCHV-IIM(C)

Brahmakumaris, Ramakrishna Mission, Arvind Chetna Samaj, Aurobindo

Ashram, Chinmaya Mission etc. are regularly involved for exploration.

MANAGEMENT DEVELOPMENT PROGRMAMES:

Managers need new knowledge, concepts and business skills on how the

organization functions and how to lead people in this era of rapid change due

to drivers of techno and globalization. IFFCO’s MDP programmes in the

discipline of general management, marketing management etc. are well

designed to increase the managerial competence of the managers by

providing excellent opportunities of learning modern management concepts

and business skills. These are flagship programmes and widely

acclaimed throughout IFFCO. The programme focuses attention on those

concepts and techniques that are of value in improving the quality of long-

term planning and managerial effectiveness. Regardless of what a person’s

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specific responsibilities include-the level of production one obtains depends

on personal performance. This programme aims to provide a management

package to middle level officers belonging to diverse functions. It has

improved their ability to function as effective members of management

teams. The participants would learn to apply modern management concepts,

develop managerial skills, capabilities, & attitudes necessary to perform

effectively in the contemporary managerial situations. Teaching on human

values & integrated health would also be introduced in order to facilitate

their holistic development.

YOGA & MEDITATION:

According to the recent WHO report, almost 85% of the people in the world

lead sedentary lifestyle. The incidence of physical inactivity is increasing

day by day. In India, fast paced movement, high level of stress and

improper diet, characterizes life. Therefore IFFCO has made the yoga and

meditation is an integral part of all our training programmes. Many

executives are finding relief by spending some time in Meditation and

practice yoga to unwind. It has lowered their stress level and rejuvenated

them to face the coming challenges in a cool and rational frame of mind.

EMPLOYEES EMPOWERMENT:82


Empowerment is the process of giving employees more power to exercise

control over and take responsibility for their work. It provides greater space

for individuals to use their abilities by enabling and encouraging them to

take decisions close to the point of the impact. The empowerment is about

engaging both the hearts and minds of people so that they can take the

opportunities available to them for greater responsibility. In IFFCO, the

jobs are so structured so that individuals can plan, execute and evaluate a

complete operation in the total process personally. The empowerment has

speeded up the decision making processes and accelerated the response time

to meet the changing needs of the customers, release creativity of

employees, provide for greater job satisfaction, motivation and commitment,

give people more responsibility. IFFCO’s policies and procedures have

been documented and are available to the employees for clear perception of

their role.

IFFCO is also making definite headway in the development of women

employees by imbibing requisite competence, abilities and aspirations to

reach the higher echelons of management. With a view to help them

discharge their dual responsibilities at workplace and at home in a proper

manner, several in-house programmes are organized so that they can keep

balance between work life and the family life.

SPORTS, RECREATION & CULTURAL ACTIVITIES:

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IFFCO continues to pay special attention to the development of employees

spouses and their children also. IFFCO seeks to enhance the academic

accomplishment of the children of employees as well as foster artistic,

aesthetic and similar inclinations and talents among the children.

Developmental programmes for spouse of the employees are being

organized giving focus on self-awareness and development, upbringing of

children and better communication abilities. Yoga training programmes are

also organized for maintaining a sound, physical and mental health of the

employees, spouses and children to enrich the quality of life in the

community. The Inter-Unit Quiz Contest takes pride of place in the calendar

of activities for children of employees. The wives of employees are also

made aware of the potential for self-development and self-management. In

order to inculcate a healthy mind in a healthy body, yoga training is made

available for all the residents of the IFFCO township at different units.The

employees and their family members are taken for excursion trips to

outstations. The sports and cultural activities are organized regularly at all

the Units. All the IFFCO Units have been equipped with the sports facilities

which are open to all IFFCO employees and their dependent family

members. There has been a regular family picnic and get-together. IFFCO

Ladies Club and Manoranjan Kendra undertake various developmental

programmes for the employees and their family members.

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NATIONAL INTEGRATION PROGRAMMES:

With a view to imbibe the spirit of patriotism, communal harmony and

national integration the various occasions such as Quami Ekta Day,

Sadbhavna Diwas, National Integration, are invariably celebrated throughout

IFFCO through pledges. Republic Day and the Independence Day are also

celebrated in our townships all over the country.

INTERNATIONAL COLLABORATIVE PROGRMAMES:

IFFCO has the honour to host various International Programmes in

collaboration with International Cooperative Alliance (ICA). ICA-IFFCO

training and development module on 'Management Practices in Agricultural

Cooperatives in Asia’, which is a part of ICA-Japan international course on

‘Strengthening Management of Agricultural Cooperatives in Asia’ is held in

our training, centre at FMDI, Gurgaon. IFFCO had also the privilege to

organize seminars for the cooperative officials of Nepal.

FAMILY ENRICHMENT85


ANNUAL INTER-UNIT QUIZ CONTEST FOR CHILDERN.

POSITIVE PARENTING.

CAREER COUNSELLING.

EMPOWERING HOUSEWIFES.

JAGRITI LADIES CLUB.

SAMPURNA SWASTHA & FIRST AID.

TALENT HUNTING AND GROOMING IN FINE ARTS.

SCHOLARSHIP TO CHILDERN.

MANORANJAN KENDRAS.

PROGRAMMES FOR HOLISTIC DEVELOPMENT

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CONDUCTED AT:

BRAHMAKUMARIS, MT.ABU.

MCHV-IIM-C.

GAYATRI PARIVAR, SHANTI KUNJ, HARIDWAR.

DAYANAND ASHRAM, RISHIKESH.

CHINMAYA MISSION.

RAMAKRISHNA MISSION.

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OUTCOME OF HRD AND TRAINING INTERVENTIONS

ENHANCED CREATIVITY.

CHANGED READINESS.

PERSONAL EFFECTIVENESS.

HONESTY.

PROFESSIONALISM.

ACHIEVE AND EXCEL TARGETS.

IT CULTURE.

HIGH MOTIVATION AND MORALE.

HOLISTIC DEVELOPMENT.

FAMILY CULTURE.

TEAM SPIRIT.

LEADERSHIP QUALITIES.

COMMITMENT AND DEDICATION.

IMPROVED RELATIONS.

CONCLUSION88


Through this training I have been able to learn about the corporate world, its

working in the different conditions, analysing different strengths and

weaknesses, opportunities and threats which an organisation has to face.

During the course of the study, I was able to learn how the theoretical

knowledge is applied in real world.

The main topic of my study was “ TRAINING AND DEVELOPMENT IN

IFFCO” which provided me with different ways to learn about the various

policies, guidelines, rules and regulations which have to be followed durimg

training and development of an employee in IFFCO and in general as well.

In training and development, different methods are followed (ON AND OFF

THE JOB TECHNIQUES), various HRD philosophies are studied and

followed in order to train the employees. Today’s organisations want their

employees to be fully trained in whichever field they are working.

Organisations are adopting latest techniques and methods so that they can

provide their employees with best of the training ways. Training process is

followed and step-by-step progress is made in grooming the skills of the

employees.

IFFCO is providing training to its employees and is also working socially

and for the benefit of the society by providing platform like ”FAMILY

ENRICHMENT PROGRAMMES, PROGRAMMES FOR HOLISTIC

DEVELOPMENT, SPORTS RECREATION AND CULTURAL

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FACILITIES, YOGA AND MEDITATION PROGRAMMES, VICHAR

MANCH ETC.

Conclusively, I am very sure that my training in IFFCO shall be very much fruitful and useful in my future professional career.

BIBLIOGRAPHY

REFERENCES:

IFFCO NEWS LETTER, EDITION JULY-DECEMBER, 2006-07.

IFFCO 39th ANNUAL REPORT, 2006-07.

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IFFCO AT A GLANCE BOOKLET, 2006-07.

IFFCO BROCHURES and MAGZINES.

WEBSITES:

WWW.IFFCO.NIC.IN.

WWW.GOOGLE.COM

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http://WWW.GOOGLE.COM/

Study Paper by Dimple

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