Jubilant organosys

Presentation on Industrial Training

Study on perception of employees regarding the training and development programmesConducted at

JUBILANT ORGANOSYS Ltd. Gajraula.

Presented By Kavita Rani

MBA-2C

Jubilant Group Profile

E2

Jubilant Organosys

Jubilant Food Works• Dominos

Jubilant Retail• TOTAL

Jubilant Energy

Jubilant ENPRO

JUBILANT

Pharmaceuticals Life Sciences &

Healthcare

Oil & Gas

Exploratory drilling in 4 blocks

Food & Retail • Dominos –the largest

Pizza Chain with 274 stores in India covering 54cities

• Total Hypermarkets: Largest retailer in Bangalore with 4 hypermarket cum malls

Services • Aerospace – Bell

Helicopters• Automobile –

Audi

Our Vision

2008

Acquires DRAXIS

Specialty Pharmaceutical Inc. Canada

2007

Acquires Hollister

Stier Laboratories in USA

2005

Enters Clinsys Clinical

Research business by setting up Jubilant Clinsys

2004

Enters the medicinal chemistry arena by

setting up Jubilant Chemsys

2001

New corporate identity: Jubilant

Organosys Ltd

2000

Enters the Bio /

chemo informatics arena by setting up Jubilant

Biosys

Journey So Far ….

1978

Incorporated as Vam

Organic Chemicals

Ltd.

Our Values

By sharing our knowledge and learning from each other and and from the markets we serve, we will continue to surprise our customers with innovative solutions.

With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services.

We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork.

We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our customers.

Global Manufacturing

Gajraula, Uttar Pradesh, IndiaNanjangud, Karnataka, IndiaRoorkee, Uttarakhand, IndiaSamlaya, Gujarat, IndiaNira, Maharashtra, IndiaAmbarnath, Maharashtra,

IndiaChittorgarh, Rajasthan, IndiaBharuch, Gujarat – SEZ

Kirkland, Quebec, Canada Salisbury, Maryland, USA Spokane, Washington, USA

India(8 Locations)

North America (3 Locations)

11 MANUFACTURING

LOCATIONS

Global Footprint

Europe

North America

China

India

USA

Canada

Global Headquarters: Noida, India

R&D Centre – Noida

World class Discovery Centre Bangalore

8 World class Manufacturing LocationsGeneric Formulations- Salisbury

CMO---Sterile Injectables and non sterile-Ointments, creams, liquids

Jubilant Organosys (USA)

Clinsys Clinical Research

CMO---Sterile Injectables and non sterile products

Specialty Pharma: Radiopharma

BelgiumDosage form developmentSupply of medical products

ShanghaiMarketing officeIntermediates for life sciences IndustrySourcing hub for Raw materials

Largest integrated pyridine & its derivatives facility in the world

Zero discharge,ISO 18001, ISO 9001 certified facility & cGMP compliant

Facility -

Gajraula,

(near Delhi), India

Proprietary Products & Exclusive Synthesis : Assets at Work

SWOT analysis of JOL Gajraula

Strength• Globally No. 1 in Pyridine and

its derivatives.

Strength • Strong customer relationships.

Strength• Presence across the value

chain.

Weakness• Safety of Production plant

against accidents.

Weakness • Source of Air pollution

Opportunity

• Expansion of Business to unexplored areas of U.S.A, Europe, China & other locations worldwide.

Opportunity• Outsourcing drug discovery

services to Life Sciences Industry.

Threat • Competitors.

Threat • Government policies.

Ratio Analysis

• Current Ratio = Current assets

Current Liabilities

Particulars 2007 2008 2009Total current

assets875.49 1094.99 1508.62

Total current liabilities

388.90 396.22 597.55

Current ratios2.25 2.76 2.52

• Quick Ratio= Quick assets

Current Liabilities

Particulars 2007 2008 2009

Quick assets564.02 773.43 1175.19

Total current liabilities

388.90 396.22 597.55

Quick ratio1.45 1.95 1.96

• A.L.R= Absolute Liquid Assets

Current Liabilities

Particulars 2007 2008 2009

Absolute liquid

assets13.04 7.67 9.56

Total current liabilities

388.90 396.22 597.55

Absolute liquid

ratio

0.033 0.019 0.016

• Debt-Equity Ratio = Long term debt

Shareholders fund

Type of Ratio 2007 2008 2009

Debt Equity Ratio

1.66 1.21 1.89

• Inventory turnover ratio = Cost of goods sold

Average Inventory

Type of Ratio 2007 2008 2009

Inventory Turnover Ratio

5.87 6.68 7.79

Inventory

holding period

62.18 54.64 46.85

Debtors Turnover Ratio= Net credit Annual sales

Average Trade debtors Type of Ratio 2007 2008 2009

Debtors Turnover Ratio

6.50 6.52 7.14

Debtors

collection

period

56.15 55.98 51.12

Creditors turnover ratio = Net credit annual purchase

Average trade creditors

Type of Ratio 2007 2008 2009

Creditors Turnover Ratio

7.26 6.78 6.02

Creditors

collection

period

50.27 53.83 60.63

• Gross Profit Ratio = G.P *100

Net Sales

Type of Ratio 2007 2008 2009

Gross profit

ratio(%)

17.98 19.09 18.95

• Net Profit Ratio = N.P *100

Net sales

Type of Ratio 2007 2008 2009

Net profit ratio

(%)

14.11 19.69 10.60

Trend Analysis

• Trend analysis of Revenue

Trend of Net Profit

Trend of Earning per Share

Introduction to the Project

Introduction to the Project

FOCUS AREAS EXECUTIVES & WORKERS

EXECUTIVES WORKERS

Presentation Skills Productivity & Personality Development

Communication Skills Positive Thinking & Culture Building

Supply Chain Management Work Ethics & New Culture in Industry

Time ManagementEmployees Role in Current Business Scenario

Creating a Motivational Climate in the Organization

World Class Manufacturing

% Breakup of Training Programmes

Quality52%

Behavior19%

Safety14%

Induction8%

Core Function7%

Quality

Behavior

Safety

Induction

Core Function

Need of Study

• According to the training schedule

Target of 4000 “Mandays” per year.

1 Manday = 8 hrs of training

4000 Mandays = 32000 hrs of training per year

= 333 Mandays per month

Mandays achieved in last three months at JOL Gajraula.

Title

• Study on perception of employees regarding the training and development programmes conducted at JUBILANT ORGANOSYS Ltd. Gajraula.

Objectives

• To study the awareness and satisfaction level of employees regarding different training & development programmes.

 • To study the participation level of employees in the

training & development programmes.

• To identify the different problems faced by employees regarding the training & development programmes.

Research Methodology

Research Design • Descriptive

Datacollection

• Primary• Secondary

Universe

• All employees currently working in Jubilant Organosys Ltd worldwide.

Population •Detailed list of all employees of JOL Gajraula(only from six departments namely Q.C, Q.A, R&D, Administration, Accounts, Purchase).

Sampling Unit• Every single employee currently

working at JOL Gajraula.

Sampling Frame •All employees currently working in Jubilant Organosys Ltd. Gajraula.

Sample Size • 50

Sampling Technique• Convenience of time,

availability of employees.

Limitations of study

• Company’s restrictive policies.

• Quality of information is highly dependent on the knowledge and mindset of the respondents.

• Research is based on only internal information available.

Data Analysis & Interpretation

• Awareness regarding training & development programmes. (N= 50, n=50)

Figure 4.1Awareness regarding Traning Programs

YES100%

NO0%

YES

NO

Source of information regarding details of training & development programmes (N= 50, n=67)

Figure 4.2

37.31%34.30%

1.49%

26.80%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Sources Of information

Percentage

Percentage 37.31% 34.30% 1.49% 26.80%

E-mail NoticesPersonal

callsAll of the

above

Frequency of conducting training and development programmes. (N=50, n= 50)

Figure 4.3

Frequency of attending training and development programmes

( N=50, n=50) Figure 4.4

Interaction of trainees with trainer during training sessions (N=50, n=50)

Figure 4.5

24%

66%

4% 6%0%

0%

10%

20%

30%

40%

50%

60%

70%

Trainees freely interact with trainer

Percentage

Percentage 24% 66% 4% 6% 0%

Strongly agree(+2)

Agree(+1) Neutral(0)Disagree(-

1)Strongly

disagree(-

Mean Value(1.08)

Interaction Of Trainees

1.08

0

0.2

0.4

0.6

0.8

1

1.2

1

Series1

Reasons for not attending the training & development programmes. (N=41, n= 47)

Figure 4.6

Reasons for not attending T & D Programmes

44.68%

2.12%

12.76%

21.27%

6.38%

12.76%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

Inappro

priate

tim

ing

Outd

ate

d t

rain

ing

meth

ods

Irre

levant

topic

s

Recom

mendations

Dis

satisfa

ction

from

pre

vio

us

sessio

ns

Lack o

fin

frastr

uctu

re

Percentage

Reasons which create a negative impact during training sessions.( N=45, n= 51)

Figure 4.7

Reasons creating a negative impact

19.60%

49%

5.88%

25.49%

0%0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

CommunicationGap

No Practicalexposure

LanguagaProblem

Trainers attitude Training Venue

Percentage

Satisfaction level of employees. (N=50, n=50)

Figure 4.8

8%

78%

8% 6%0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Satisfaction level of Employees

Percentage

Percentage 8% 78% 8% 6% 0%

Highly satisfied

Satisfied neutral DissatisfiedHighly

dissatisfied

Mean Value (0.88)

Satisfaction level

0.88

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

1

Series1

Importance of location in deciding the effectiveness of training programmes. (N= 50, n=50)

Figure 4.9.1

8%

12%

34%

20%

26%

0%

5%

10%

15%

20%

25%

30%

35%

Importance of location

Percentage

Percentage 8% 12% 34% 20% 26%

1(Least Imp) 2(Less Imp) 3(Neutral) 4 (Imp) 5(Most Imp)

Importance of training techniques in deciding effectiveness of training

programmes. (N=50, n=50)

Figure 4.9.2

0%4%

16%

34%

46%

0%

10%

20%

30%

40%

50%

Importance of Training techniques

Percentage

Percentage 0% 4% 16% 34% 46%

1(Least Imp)

2(Less Imp)

3(Neutral) 4 (Imp)5(Most

Imp)

Importance of practical exposure. (N=50, n=50)

Figure 4.9.3

2% 2%

14%

32%

50%

0%

10%

20%

30%

40%

50%

Importance of Practical exposure

Percentage

Percentage 2% 2% 14% 32% 50%

1(Least Imp)

2(Less Imp)

3(Neutral) 4 (Imp)5(Most

Imp)

Importance of Areas covered. (N=50, n=50)

Figure 4.9.4

2%0%

24%

42%

32%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Importance of areas covered

Percentage

Percentage 2% 0% 24% 42% 32%

1(Least Imp)

2(Less Imp)

3(Neutral) 4 (Imp)5(Most

Imp)

Importance of Trainer’s skills. (N=50, n=50)

Figure 4.9.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

Importance of Trainers Skills

Percentage

Percentage 0% 0% 2% 24% 74%

1(Least Imp)

2(Less Imp)

3(Neutral) 4 (Imp)5(Most

Imp)

Relative Importance of factors in deciding the effectiveness of Training programmes.

Factors deciding effectiveness of training

programmes

Mean Value Rank

Location(Inhouse/Outhouse)

3.44 1(least Imp)

Training techniques 4.22 3

Practical exposure 4.26 4

Areas covered 4.02 2

Trainer’s Skills 4.72 5(Most Imp)

Relative Importance of factors in deciding the effectiveness of Training programmes.

Result & Findings

• Most of the employees receive information regarding T& D programmes through E-mails & notices but very less of them receive personal calls.

• The frequency of conducting T&D programmes is quite variable but for majority of employees it is once in 90 days.

• Four employees( Purchase department) responded that the frequency of conducting T & D programmes is once in 6 months.

Contd….

• Inappropriate timings and recommendations by colleagues were the two main reasons for not attending T&D programmes.

• Lack of practical exposure during training sessions has created a negative impact on employees.

Contd….

• Most of the employees are satisfied with T&D programmes being conducted at JOL.

• Many times the HOD’s didn’t allowed the employees to attend training programmes as there was no staff present in reserve to continue with the operations in the plant.

Suggestions

• To cover all the employees in training programmes as some of the employees complained that , they are very rarely called for training sessions.

 • There should be manpower available in reserve to

handle the plant if any employees goes for a training programme.

• The training programmes must be more practically oriented.

Contd….

•  More training programmes must be conducted annually.

• Trainees must be informed well in advance so that they can make arrangements for their appointments or work in the plant or office.

• Planned training schedule must be made, and the same must be forwarded to all the employees.

Conclusion

• The employees are quite satisfied with the training & development programmes conducted at JOL.

• More training programmes must be conducted, and efforts must be made to have maximum participation.

• There should be training programmes for all without any preference for anybody on any grounds.

QuestionsAny Questions ??

Thank You