Nalco 7 Deepak

A
PROJECT REPORT ON
“TRAINING AND DEVELOPMENT DONE BY THE ORGANIATION AT VARIOUS LEVELS”

AT
National Aluminium Company Limited
SUBMITTED BY
DEEPAK KUMAR NAYAK

DDCE, UTKAL UNIVERSITY
REG. NO: 2103030290900363
UNDER THE GUIDANcE Of
cOMPANY GUIDE fAcULTY GUIDE

MR. AJIT PRADHAN Dr. SUJIT KUMAR ACHARYA
HUMAN RESOURCE DEPARTMENT HOD
NALCO, BHUBANESWAR DDCE, UTKAL UNIVERSITY
BHUBANESWAR
SIGNATURE SIGNATURE
Page 1 of 74
CERTIFICATE FROM INTERNSHIP PROJECT GUIDES
This is to certify that Deepak Kumar Nayak, a student of the

Master of Business Administration has worked under our guidance and supervision.
This INTERNSHIP Project Report has the requisite standard and to the best of our
knowledge no part of it has been reproduced from any other summer project,
monograph, report, or book.
MR. AJIT PRADHAN,

Human resource development
National Aluminium Company Ltd. Bhubaneswar
Date: July 07, 2023
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DECLARATION
I hereby declare that this project work entitled

“
A STUDY ON TRAINING PROGRAM DONE
BY NALCO AT VARIOUS LEVELS “
Is
My work, carried out under the guidance of my faculty guide
Dr. Sujit kumar Acharya
And my company guide
Mr. Ajit kumar Pradhan
This report is neither full nor any part has ever been submitted
for award of any other degree of either this university or
any other university.
Deepak Kumar Nayak

DDCE, UTKAL UNIVERSITY
Roll No/ REG. NO: 2103030290900363
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TABLE OF CONTENTS
CHAPTER DESCRIPTION PAGE NO.

1 ACKNOWLEDGEMENT 5
2 EXECUTIVE SUMMARY 6
3 INTRODUCTION 7-15
4 COMPANY PROFILE 16-43
5 RESEARCH METHODOLOGY 44
6 DATA ANALYSIS & INTERPRETATION 45-59
7 FINDING, SUGGESTIONS & 60-64

CONCLUSION
8 ANNEXURE 65
9 BIBLIOGRAPHY 66
10 QUESTIONAIRE 67-74
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ACKNOWLEDGEMENT
It gives me immense pleasure to express my deep sense of gratitude to

Dr. Sujit Kumar Acharya Sir , UTKAL UNIVERSITY, DDCE Management, and
Bhubaneswar for her valuable guidance and consistent supervision
throughout the course.
I am also thankful to Mr. Ajit kumar Pradhan , my Company Guide of NALCO

for his valuable guidance for preparing the Final Report and also for providing
the necessary facilities.
Finally I am indebted to our other faculty members, my friends and my

parents who gave their full-fledged co-operation for successful completion of
my project.
It was an indeed learning experience for me.
NAME OF THE STUDENT: DEEPAK KUMAR NAYAK

ROLL No./Regd No : 2103030290900363
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EXECUTIVE SUMMARY
The research project entitled ‘Training and Development done by the

Organization at Various Levels ‘is an attempt to understand the opinion and
attitudes of the various categories of employees Of the NALCO towards the
maintenance of effectiveness of Training services provided by the Company. It
also aims to know and study obstacles in the proper utilization and increase the
Effectiveness of Training programs and tries to suggest remedial measures
wherever Possible. The data was collected through well-structured
questionnaires. About 50 employees were considered for the sample size. This
survey was carried out in both executive and non-executive of concerned
department. In the course of study, it was found that the training programmers
analyzed were provided to all the employees of NALCO and was not specific to
particular category of employees. The in depth study of the welfare measures
adopted by the company revealed that majority of the employees were fairly
satisfied with the training and development programmers. Finally, creating
awareness of organization structure and its products to the employee is very
important to have individual as well as organizational growth. So it can be
possible only when the employees go through the training program.
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INTRODUCTION
An organization either Business or Industrial Enterprises needs many factors for

its growth, further development and for its very survival. The most important
factors are Capital, Materials, Machineries and Human Resources as the success
or failure of any organization depends on the effective combination of these
factors.
Managing all other factors is comparatively easier than managing Human
Resources. The Human Resources are most important and need to be handled
carefully. Since all the others factors are handled by the human resources, they
have to be trained in an effective manner to utilize the resources at optimal level
to get the desired output and thereby to reach the organization goals.
The effective combination of all these factors results to way for success. Training
is defined as learning that is provided in order to improve performance on the,
present job. A person's performance is improved by showing her how to master a
new or established technology. The technology may be a piece of heavy
machinery, a computer, a procedure for creating a product, or method of
providing a service. Oliver Sheldon says ‘No industry can rendered efficient so
long as the fact remains unrecognized that the in principally human – not a mass
of machines and technical process but a body of men. If manpower is properly
utilized it causes the industry to run at its maximum optimization getting results
and also work for as an climax for industrial and group satisfaction in the relation
to the work formed.
Competitive advantage is therefore depending on the knowledge and skill
possessed by employee more than the finance or market structure by
organization. The employee training not only serves the purpose to develop their
employers but also safeguard organizational objectives of survival and success
through competitive advantages. The training function now popularly called as
Human Resource Development, coordinates the provision of training and
development experiences in organization. In recent years, the scope of Training
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and Development has broadened from simply providing training programs to
facilitating learning throughout the organization in a wide variety of ways. There
is increasing recognition that employees can and should learn continuously, and
that they can learn from experience and from each other as well as from formally
structured training programs.
Nevertheless, formal training is still essential for most organizations or teaches
them how to perform in their initial assignment, to improve the current
performance of employees who may not be working as effectively as desired, to
prepare employees for future promotions and increased responsibilities.
The Computer Application Training and New Employee Training are most
popular training topics. Various Management and supervisory skills such as
leadership, performance appraisal, interviewing, and problem solving were also
commonly taught. Many organization provide ‘Train-the trainer’ courses for
superiors or peers who will in turn provide on-the-job training to others.
Besides, being one of the most important HRM functions, Training and
Development is also one of the most expensive.
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Meaning and Definition:
Definition of Training :
Staimez: Defines ‘Training is a short term process utilizing a systematic and

organized procedure by which non-managerial personnel to learn technical
knowledge and skill”
S. P. Robbin: Defines “Training is a learning process which seeks a

relatively permanent change in behavior that occurs as a result of experience”.
Meaning:
Training refers to a planned effort by a company to facilitate employees’ learning
of job-related competencies. Training design is effective only if it helps
employees reach instruction or training goals and objectives. It is attempt to
improve current or future employee performance by increasing an employee’s
ability to perform through learning, usually by changing the employee’s attitude
or increasing his or her skills and knowledge. Training is essential for job
success. It can lead to:
 higher production
 fewer mistakes
 greater job satisfaction
 Lower turnover .
When an employee is selected, placed and introduced, he or she needs to be

provided with training facilities. The training is the act of increasing the
knowledge and skill of an employee for doing the particular job. Training is a
short term educational process and utilizing systematic and organized procedure
by which an employee learns the technical knowledge. Training is part of
Human Resource Development. It is concerned with concerned with training,
development, and education. Training has been defined as an organized learning
experience, conducted in a definite time period, to increase the possibility of
improving job performance and growth. Organized means that is conducted in a
systematic way. Although learning can be incidental, training is concerned with
the worker learning clear and concise standards of performance or objectives.
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Training is the acquisition of technology which permits employees to perform
their present job to standards. It improves human performance on the job the
employee is presently doing or is being hired to do. Also, it is given when new
technology in introduced into the workplace.
Definition of development:
Mamoria:
DEFINES “DEVELOPMENT COVERS NOT ONLY THE ACTIVITIES WHICH IMPROVE JOB
PERFORMANCE, BUT ALSO THOSE WHICH B RING ABOUT GROWTH OF PERSONALITY, HELPS
INDIVIDUAL IN THE PROCESS TOWARDS MATURITY AND ACTUALIZATION OF THIS POTENTIALCAPACIT
IES SO THAT THEY BECOME NOT ONLY GOOD EMPLOYEES BUT ALSO BOTH GOOD MEN AND WOMEN.
Meaning:
DEVELOPMENT is training people to acquire new horizons,

technologies, or viewpoints. It enables leaders to guide their organizations
onto new expectations by being proactive rather than reactive. It enables workers
to create better products, faster services, and more competitive organizations. It is
learning for growth of the individual, but not related to a specific present
or future job. Unlike training, which can be completely evaluated,
development cannot always be fully evaluated. This does not mean that we
should abandon development programs, as helping people to grow and develop is
what keeps an organization in the cutting edge of competitive environments.
Development can be considered the forefront of what many now call the
Learning Organization. Development involves changes in an organism that are
systematic, organized, and successive…and are thought to serve an adaptive
function. Training could be compared this metaphor - if I miss one mea l in a
day, then I will not be able to work as effectively due to a la ck of
nutrition. While development would be compared to this metaphor - if I do
not eat, then I will starve to death. The survival of the organization requires
development throughout the ranks in order to survive, while training makes the
organization more effective and efficient in its day-to-day operations.
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STATEMENT OF THE PROBLEM
Training plays an important role in human resource development. It is necessary,

useful and productive for all categories of workers and supervisory staff.
It is very important in the present age as development in science and technology

are introducing radical changes in the industrial field. Training is important as it
gives various benefits to employers and workers. The basic purpose of training is
to develop skills and efficiency.
Every organization has to introduce systematic training programme for its

employees. This is because trained personnel are likely valuable assets of an
organization. Expenditure on training is profitable investment. Training is
valuable as it constitutes vital part of managerial control.
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NEED AND IMPORTANCE OF THE STUDY
Need:
Training must be tailored to fit the organization’s strategy and structure. It is seen
as pivotal in implementing organization-wide culture- change efforts, such as
developing a commitment to customer service, adopting total quality
management, or making a transition to self-directed work teams. Pace-setting
Human Resource Development departments have moved from simply providing
training on demand to solving organizational problems. Trainers see themselves a
s internalconsultants or performance improvement specialists rather than just inst
ructional designers or classroom presenters. Training is only one of the remedies
that may be applied by the new breed of Human Resource Development
practitioners.
Training is required to serve the following purposes:-
 For growing the individual and organization at a rapid pace.
 Helps in job rotation.
 To bridge the gap between what employees has in terms of knowledge &
skills and what his/her job demands.
 Helps for newly recruited employees to perform their task effectively.
 To face the challenges of global competition
THE NEED FOR TRAINING AND DEVELOPMENT IS DETERMINED BT THE EMPLOYEES’S

PERFORMANCE DEFICIENCY, COMPUTED AS FOLLOWS:-
TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE – ACTUAL PERFORMANCE
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Importance:
 Training makes employees more efficient and effective.
 Training enables employees to secure promotions easily.
 Employee can avoid mistakes and accidents on the job.
 Training can contribute to higher production fewer mistakes, greater job
satisfaction.
Whom to Train?
Top/strategiclevel.
Management
Supervisory Level
Operational Level
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OBJECTIVES OF THE RESEARCH
OBJECTIVES AND GOALS OF TRAINING:
 Training and Development can help an organization in a number of ways.
Ultimately, it is employee knowledge and skill that produce the organization’s
product or service. Training facilitates the implementation of strategy by
providing employees with the capability to perform their jobs in the manner
dictated by the strategy. Training also assists in solving immediate business
problems, such as when a team of Manager in an action learning programmes
studies a real problem and recommends a solution.
 Finally to keep ahead in a highly competitive the turbulent environment, it has
been suggested that the training function must foster a continuous learning
culture and stimulate managers to reinvent their corporation. Training enables
employees to develop within the organization and increase the market value,
earning power and job security. It molds the employee’s attitude and also helps
them to achieve better co-operation with the company and greater loyalty to it.
The management is benefited in the sense that higher standard of quality are
achieved, a satisfactory organization structure is built up, authority can be
delegated and stimulus for progress applied to employees.
 To increase productivity of employees or workers

 To improve quality of work and product
 To enhance and update knowledge and skill level of employee in the
organization
 To promote better opportunity for the growth
and promotion chances of employees and thereby the employability
 To secure better health and safety standard
 To improve quality of life of employees
 To sustain competitive advantage
 To impart new entrants of knowledge and skill
 To build up a sound line of competent efficiency and prepare them as a part of
their career progress to occupy more responsible positions
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ORGANIZATION STUDY
 PROFILE OF THE ORGANIZATION
 VISION,MISSION & OBJECTIVES OF THE ORGANIZATION
 PRODUCT PROFILE
 SWOT ANALYSIS
 ORGANIZATION STRUCTURE
 TRAINING & DEVELOPMENT AT NALCO
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ABOUT THE ORGANISATION
After the discovery of large reserve bauxite ore in the East Cost in 1975, the
Government of India during the year 1979 prepared the feasibility report and
considered to establish an integrated Bauxite Aluminium complex in the state of
Orissa. In January 1980, the visit of president of France to India saw the sight of
a memorandum of understanding for initiating discussion on technological
collaboration and financing for the project. In November 1980 the Govt. of India
sanctioned the establishment of Orissa Aluminum Complex. Finally the project was
christened and registered as the National Aluminium Company Ltd. On 7th January
1981 in collaboration with Aluminium Pechiney of France to impotent one of the
largest multi-location integrated Aluminum project of the world with its own
Captive Power Plant and Port facilities. The prime minister of India late Smt.
Indira Gandhi laid the foundation stone of Nalco at Damon Jodi of Koraput on
29th March 1981, which shows new path to the history of India’s Aluminium
industry as well as to Nalco.
NALCO’S original project cost of Rs2408 corers was partly financed by 980 US
Milliondollars, extended by a constitution of international Banks. The company had paid
back overseas loans by 1988 .There after the company is going steady with
major expansion plan with an internal fund involving an investment of over Rs3700
corers. Different segments of NALCO states its production in a phased manner
commencing from November 1985 .With in a short span of time Nalco has
emerged as a leader in the field of Aluminium production in India and has also
made significant impact abroad ,with its consistent track record on quality
assurance excellent thrust on customer services , export performance and posting
of profits ,not only the company has earned a substantial foreign exchange but
also earned many laurels in the form of rewards and awards ,the details of which
are depicted as the largest integrated Bauxite-Alumina-Aluminum complex in
Asia .Nalco are dedicated to the nation by the then Prime minister of India Late
Sir Rajiv Gandhi in June ,1989 .Now Nalco is dealing with its product in more
than 30countries worldwide including the UK ,the USA ,France ,Norway ,Italy
,Switzerland ,Brazil ,Belgium, Russia ,Australia ,China ,and Japan.
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National Aluminium Company Ltd. (Nalco)
It is considered to be a turning point in the history of Indian Aluminum Industry. Nalco
was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of
bauxite discovered in the East Coast.
As a public sector enterprise of the Government of India, National Aluminum
Company Limited (Nalco) is Asia's largest integrated aluminum Complex,
encompassing bauxite mining, alumina refining, aluminum smelting and casting,
power generation, rail and port operations. And Captive Power Plant situated in the
state of Orissa along with Port Facilities at Vishakhapatnam, all in India.
The initial capacity of Bauxite Mines was 2.4 million ton/year, Alumina Refinery of
0.8 million ton/year, Aluminum Smelter of 0.23 million ton/year and Captive Power
Plant of 720 MW. The commencement of aluminum sale took Off in May, 1987 and
Export of Alumina started in January, 1988. NALCO took up 1st Phase of Expansion
Project of US $ 1 billion in 1996 Funded mainly through internal resources. In the 1st
Phase of Expansion, Bauxite Mines capacity was enhanced to 4.8 million ton, Alumina
Refinery to 1.575 million ton, Aluminum Smelter to 0.345 million ton and Captive
Power Plant to 960 MW.
Alumina produced by NALCO is partly used for Aluminum production and partly
exported to various countries because of its world class quality and competitive price.
Similarly, Aluminum produced by NALCO has different end products like wire rod,
ingots, sow ingots, Rolled products etc. which are sold both in domestic as well as
international markets. Price and quality wise NALCO products are internationally
acclaimed and competitive.
NALCO is engaged in its own R&D activities as well and has the pride to have few
patents also. In recognition of the interest of the society, NALCO assigns high
importance to protection, maintenance and promotion of environment. NALCO has the
rare privilege of getting award from Govt. of India for export for Consecutive 19
years.
Consumption participation in innovative farming, pisciculture, social forestry and
sanitation programmes apart, encouragement to sports, art, culture and literature are all
a part of Nalco’s involvement with the life of the community. Successful operations of
the company have led to employment and income generation for the local people in
many significant ways.
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BRIEF HISTORY:-
After the discovery of 1000 million tons of bauxite reserves in the Eastern Ghats,
the Govt. of India on 28th March 1978, authorized Aluminum Pechiney of France
to prepare a feasibility report on the industrial exploration of bauxite for the
establishment of an integrated Aluminum Complex.
The result of this study led to shifting of focus of attention to Panchpatmali,
30km. east of Koraput District of Orissa, Nalco was incorporated in 1981 as a
public sector unit. The newly founded NALCO signed an agreement of
collaboration with Aluminum Pechiney, the world leader in this field for
incorporated o technical know-how to sat up Asia’s Largest integrated
Aluminum Complex.
LOCATION:-
Registered Office …………………………………………………….Bhubaneswar
Bauxite Mine………………………………………………………….Panchpatmali
Aluminum Refinery………………………………………………….. Damanjodi
Captive Power Plant…………………………………………………..Angul
Aluminum Smelter…………………………………………………….Angul
Port Facility…………………………………………………………….Visakhapatnam
Rolled product unit……………………………………………………...Angul
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QUANTITATIVE DETAILS
Achievement’s of NALCO
1980
A Memorandum of Understanding was signed in January, by the Government of
India for technical collaboration and financing of an integrated alumina-
aluminum complex with Aluminum Pechiney of France. NALCO presently has
its units of captive power plants (each of 120 MW capacities). To meet the
increased demand for power, a 6th plant of 120 MW was undertaken.
1981
The Company was Incorporated on 7th January, as a wholly owned enterprise of
Government of India. The Company Manufacture aluminum hydrate, calcinated
alumina, aluminum ingots and aluminum wire rods.
1993
NALCO signed a project co-operation agreement with Hydro Aluminum AG,
Norway to carry out a joint study for feasibility of setting up a 100% export
oriented aluminum plant of 0.9 million tonnes per annum capacity.1,28,86,19,200
No. of shares allotted.
1994
The Company proposed to undertake expansion of bauxite mine from 2.4 million
tpa. to 4.8 million tpa. and alumina refinery from 8,00,000 tpa. to 13,50,000 t.p.a.
This was subject to necessary clearances. It was proposed to undertake expansion
of aluminum smelter capacity from 2,30,000 t.p.a. and that of captive power
plant from 6 x 120 MW to 8 x 120 MW. To augment the smelting capacity,
debottlenecking of smelter by addition of balancing equipment was under
implementation. The debottlenecking programme was to enhance the smelter
capacity of 2,30,000 tpa. The Company in collaboration with various government
agencies was setting up facilities for extraction of gallium metal with an annual
capacity of 950 kg. at Damanjodi unit.
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1995
A Smelter plant at Angul was undertaken with a capacity of 26000 TPY of strip
casting facility. A special Alumina plant at Damanjodi was undertaken with a
capacity of 20,000 TPY. The Company is planning to set up a 100% Export
Oriented Unit for aluminum rolled products based on its own liquid metal in
equity participation with International Aluminum Products Ltd. (IAPL).
1996
The proposal to expand the capacities of bauxite mine at Panchpatmali from 24
lakh tones to 48 lakh tones and alumina refinery at Damanjodi from 8 lakh tones
to 15.75 lakh tones was approved by the Government on 18.12.1996. The
Company's proposed to expand its smelting capacity to 3.45 lakh tones and
power generation from 720 MW to 840 MW was cleared by PIB. Also, a market
development cell was set up to explore and define marketing strategies for
special products like Zeolite, gallium, special alumina etc.
1997
Subject to necessary approvals being obtained the company proposed to convert
50% of its existing equity capital into debt. The public sector aluminum giant,
National Aluminum Company (NALCO) set up in technical collaboration with
Pechiney, France is the largest integrated aluminum company in Asia. National
Aluminum Company (Nalco), India's largest producer and exporter, got the ISO
14001 certification for environmental excellence. The National Aluminum
Company, Bhubaneswar, signed an agreement of national importance with the
NRDC for licensing from the NRDC the knowhow to manufacture gallium from
the sodium alumina plant.
1998
The company has been forced to curtail its power generation capacity due to a
drastic reduction in intake by Gridco - the nodal power transmission and
distribution agency in Orissa.National Aluminum Company, the country's leading
manufacturer, exporter of alumina and aluminum, has bagged the top export
award of Chemical and Allied Products Export Promotion Council (Capexil) for
1997-98. This is the 11th time in succession that Nalco has won this award.
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1999
The rating indicates highest safety. The National Aluminum Company Ltd
(NALCO) a Government of India undertaking is setting up a plant for extraction
of gallium at its aluminums refinery complex at Damanjodi. The National
Aluminum Company (Nalco) will take over International Aluminum Products
(IAPL), a joint venture company set up with Mukand Steel, by buying out stakes
of all other investors including Mukand Steel. The company established new
records in bauxite mining, alumina production and exports, metal production
witnessed a downtrend due to the pot failures at Angul.
2000
The Company will commission the plant of its recently-acquired Indian
Aluminum Products Ltd. by March 2001 and produce value-added aluminum
products like sheets and rolls.
The Officers went on an indefinite hunger strike from November 17. NCD
programme of National Aluminum Company Ltd.
2001
A public sector aluminum company making a foray into detergent business
sounds out of place. But if senior officials of National Aluminum Company
(Nalco) are to be believed, the country’s second largest aluminum company will
be doing that at its zeolite plant scheduled to start operations in July end.
2002
Nalco's alumina refinery capacity increased to 15.75 lakh tone. Department of
Company Affairs (DCA) approves the merger of International Aluminum
Products Ltd (IAPL) with National Aluminum Company Ltd (Nalco). Cabinet
panel approves Nalco disinvestment roadmap. Hindalco acquires 4% stake in
Nalco. Govt. decides to postpone Nalco divestment
Page 21 of 74
2003
Commissions one unit of Captive Power Plant with a capacity of 120 MW and
120 pots of Smelter with a capacity to produce 57,500 MT of Aluminum per year.
Nalco members okay delisting of securities from stock exchanges of
Bhubaneshwar, Delhi, Calcutta & Madras. National Aluminum Company (Nalco)
awarded the Niryat Shree award for two straight years, 2000-01 and 2001-02.
The award has been awarded by the Federation of Indian Export Organization
(FIEO) for excellence in exports
2004
National Aluminum Company Limited (NALCO) has informed that Madras
Stock Exchange Limited vide its letter dated December 22, 2003 have withdrawn
the admission granted to dealings on their exchange for the securities of NALCO
. National Aluminum Company Ltd has informed that the Delhi Stock Exchange
vide their letter dated February 10, 2004 have approved the delisting of the
securities of the company from their exchange.
2005
Nalco inks agreement with NMDC. Nalco gets five-star export house status.
Nalco gets Capexil award. Nalco, Jindal cleared to set up aluminum plants in
Vizag. Nalco to build coal block in Orissa
2006
Nalco gets EEPC award
2008
National Aluminum Company Ltd (NALCO) has appointed Shri. S Vijay Kumar
appointed as Part-time Official Director of the Company with immediate effect
vide Order dated January 23, 2008 of Ministry of Mines, Government of India.
Page 22 of 74
2009
National Aluminum Company Ltd (NALCO) has informed that Shri. A K Sharma
has been appointed as Director (Production) of the Company with effect from
May 01, 2009 vide Order dated February 11, 2009 of Ministry of Mines,
Government of India. National Aluminum Company Ltd (NALCO) has
appointed Shri Ansuman Das as Director (Commercial) of the Company with
effect from October 28, 2009 vide Order dated October 27, 2009 of Ministry of
Mines, Government of India.
2010
National Aluminum Company Ltd (NALCO) has informed that Shri Sundeep
Kumar Nayak, Joint Secretary, Ministry of Mines has been appointed, with
immediate effect, as Part-time Official Director of the Company vice Shri V. K.
Thakral, former Joint Secretary, Ministry of Mines vide Order dated January 07,
2010 of Ministry of Mines, Government of India.
Page 23 of 74
NALCO TODAY
Today Nalco is considered to be during point in the 50 years old history of Indian
Aluminium Industry. In a major leap forward, Nalco has not only addressed itself
to the country’s need for self-sufficiently in Aluminium but has also given the
country, the technology edge in making this strategic metal on the best of the
world standards. With its consistent track record in capacity utilization,
technology absorption, quality assurance, export performance, serving of loans,
internal resource generation & posting of profits.
Now Nalco has emerged as the largest integrated Bauxite Alumina Aluminium c
omplex inAsia, evading India to witness a quantum jump in Aluminium &
Alumina production. Nalco for the first time created exportable surplus in
Alumina & helped India to focus on its massive Bauxite resources in the
East Coast estimated at 1600 million tones for setting up export oriented Alumna
Plants. Today Nalco is created with best Technology base self-sufficiency
international orientation, regional development and environmental care, accent
on future growth and above all a committed work force.
Page 24 of 74
DIFFERENT UNITS OF THE COMPANY
BAUXITE MINES:
On Panchpatmali hills of Koraput district on Orissa, a fully mechanized opencast

mine of 2.4 million tpa capacities is in operation since November 1985, serving
feedback to Alumina Refinery at Damanjodi located on the foot-hills. Presently,
the capacity is being expanded to 4.8 million tpa.
The Salient Features are:

 Area of deposit - 16 sq. km.
 Resources – 310 million tones.
 Ore quality – Alumina 45%, Silica 2%.
 Mineralogy – Over 90% Gibbs tic.
 Over burden – 3 meters (Average).
 Over thickness 14 meters (Average)
 Transport – 14.6 km long single flight multi0curve cable belt conveyor 0f 1800
tph.
Page 25 of 74
ALUMINIUM REFINERY
The 8,07,000 tpa Aluminum Refinery, having three parallel streams of equal
capacity is located in the picturesque valley of Damanjodi in Koraput district. In
operation since 1986 the refinery is designated to;
 Provide Alumina to Companies Smelter Plant at Angul.
 Export balance Alumina to overseas markets through Vishakhapatnam port.
Presently, the capacity is being expanded to 15, 75,000 tpa.

 Atmospheric pressure digestion process.
 Pre-desolation and inner-stage cooling for higher productivity.
 Energy efficient fluidized bed calciners.
 Co-generation of 3* 18.5 mw power by power by use of back pressure to
turbine in steam generation plant.
Page 26 of 74
Aluminum Smelter Plant
The aluminum smelter plant is located at Angul, Orissa, which is approximately

699 kms. From the refinery plant, 5 kms. From the captive thermal power plant
The aluminum smelter entered into production progressively from 1987.
Presently, the aluminum smelter is producing about 2,30,800 tones per annum.
Alumina is converted into primary aluminum through a smelting process using
electrolytic reduction. Presently, the capacity is being expanded to 3, 45,000 tpa.
The salient features are:
 Advanced 180 KA cell technology.

 Micro-processor based pot regulation system.
 Fume treatment plant with dry-scrubbing system for pollution control
and fluoride salt recovery.
 Integrated facility for manufacturing carbon anodes, bus bars, anode
terms etc.
 4 x 35 tone and 4 x 45 tone furnaces and 2 x 15 tph and 2 x 20 tph
ingot casting machines.
 26,000 tpa strip casting machines
With the acquisition and subsequent merger of International Aluminum

Products Limited (IAPL) with Nalco, the 50,000 tpa export-oriented Rolled
Products Unit is all set to produce foil stock, fin stock, can stock, circles, coil
stock, cable wraps, standard sheets and coil.
Page 27 of 74
CAPTIVE POWER PLANT
Aluminum smelter plant and coal
based captive thermal power plant at
Angul are strategically located.
Captive thermal power plant is
located approximately 5 kms. Away
from aluminum smelter plant. The
Company has constructed captive
thermal power plant adjacent to
smelter plant to enable it to access
to low cost electric power and minimize transmission losses.
The captive thermal power plant commenced operations in 1986. Presently, the captive
thermal power plant has an electric power generation capacity of 1,080 MW by way of nine
turbo-generators, each rated at 120 MW While the captive thermal power plant provides
entire electric power requirement of aluminum smelter approximately 15 kms. from Angul.
The 18.5 kms. Captive railway system links captive thermal power.
Close to the Aluminum Smelter at Angul, a Captive Power Plant of 600 MW capacity,
comprising 5 x 120 MW clusters, has been established for firm supply of power to the
Smelter. Presently, the capacity is being expanded to 960 MW.
 Reduction in De-mineralized water consumption due to improved

operation & maintenance.
 Replacement of HPMV lamp with high pressure HPSV lamp.
 Micro-processor based burner management system for optimum thermal efficiency.
 Computer controlled data acquisition system for on-line monitoring
 Automatic turbine run-up system.
 Specially designed barrel type high pressure turbine.
 Electrostatic precipitators with advanced intelligent controllers.
 The water for the Plant is drawn from River Brahmani through a 7 km long double
circuit pipeline.
 The coal demand is met from a mine of 3.5 million TPA capacity opened up for Nalco
at Bharatpur in Talcher by Mahanadi Coalfields Limited.
 The Power Plant is inter-connected with the State Grid.
Page 28 of 74
PORT FACILITIES:
On the Northern Arm of Inner Harbour of Vishakhapatnam port on the Bay of

Bengal, NALCO has established mechanized and ship handling facilities for
exporting Alumina in bulk and importing Caustic soda.
The Salient Features are:-

 Maximum ship size – 35000 DWT.
 Alumina reception – 48 * 53 ton pay-load Wagons.
 Alumina storage – 3 * 25000 ton RCC silos.
 Ship loading rate – 2200 tph.
Page 29 of 74
ROLLED PRODUCT UNIT:
Nalco has get up a 50,000 MT per annum Rolled Product Unit, integrated with
the Smelter Plant at Angul, for the production of Aluminum cold sheets and coils
from continuous caster route on the advanced technology of FATA hunter, Italy.
100% Export Oriented Unit
Capacity: 50,000tpy
Product Mix: Aluminum Alloy Coils & Sheets
Rolling Mills Completed: April 2002
Product Launched: November 2002
Caster Commissioning: Approval of revised cost of Rs398.36 crore
awaited
o Located close to the Smelter Plant at Angul

o Acquired from IAPL in March 2000.
Page 30 of 74
ALUMINUM INPUTS:
The aluminum industry in India can be classified as: Captive power, ample bauxite
reserves, coupled with cheap labour costs makes Indian Companies amongst the most
competitive Aluminum producers globally.
 The main raw material for the manufacture of Aluminum includes bauxite,
caustic soda, calcinated petroleum coke, coal tar pitch and LS/FS furnace oil.
The production process for manufacture of aluminum is briefly outlined
below.
 The mined bauxite are mixed with caustic liquor and is refined to produce
alumina, this is then smelter (through electrolysis in a smelter) to obtain
aluminum. Depending on the quality of bauxite, 2.5-3 tones are required for
manufacture of 1 tonne of alumina. In turn, 2 tons of alumina are requires for
manufacture of 1 tonne of aluminum.
BAUXITE:
 Indian bauxite reserves at 3 ban tones are the 5 th largest in the world
reserves. Most aluminum refineries are designed around the bauxite
reserves to reduce transportation costs. Cost per ton of bauxite varies for
players depending on the location of refinery and bauxite mines.
 For example, Nalco has estimated 1600 million tonnes of bauxite reserves
only 20km from alumina refinery, enabling it to become one of the most
economical bauxite producers in the world.
POWER:
 Power constitutes the single largest cost component for aluminum manufacturers
(35-40% of operating costs). Almost all the major Indian companies have
Captive Power Plants thus giving them access to cheap power. This makes India
one of the most competitive low cost Aluminum producers in the world.
 Hindalco & Nalco’s production costs are amongst the lowest in the world. Both
companies have the advantage of 100% Captive Power, vital in a power
intensive Industry and in a power deficit country like India.
Bauxite and calcinated petroleum coke are primary raw materials for this industry.
However, alumina is raw materials for smelter and aluminum metal is raw material for
fabrication.
Page 31 of 74
FUEL USAGE:
Coal, furnace oil and electricity are primary energy inputs in Aluminum
Production. Coal is primarily used to generate steam which is used in the process
while fuel oil is mainly used in calcinations of Alumina and various furnaces in
fabrication plants. Electricity is the major energy input in Aluminum production
and is considered to be prime factor in determining economics of Aluminum
Production. Hence, all primary metal producers have installed their own captive
Power Plant to supply cheaper and uninterrupted is supplied for their use.
Majority of electricity consumed in this industry is supplied by their Captive
Power Plant.
TECHNOLOGICAL STATUS
Invented over 100 years, Bayer Hall-Heroult is the only available commercial
technology, even today, for the production of Alumina is the basic raw material
for the production of Alumina obtained from bauxite, a mineral the Bayer route,
which is an extractive hydro-metallurgical process.
1. First Mines Safety Award 1988
2. First Capital Export Award 1988
3 London Metal Exchange Reorganization May,1989
4 Star Trading House Status Jan,1992
5 Indira Gandhi Raja Bhasa Award ISO 9002 1993&1995
Certification
6 Alumina Refinary Nov, 1994
7 Smelter Plant Feb, 1995
8 Boxine Mine Jan 1996
9 Capture Power Plant Dec , 1995
10 Indira Priyadarshini
Page 32 of 74
GLOBAL LINKAGES
Nalco has a strong global presence. The company today boasts of customers in more
than thirty countries worldwide. Nalco has its contacts with regard to the technological
association with the country named USA ,France ,UK ,Germany ,Hong Kong etc. with
regard to Aluminium export the countries are Belgium, UK, Switzerland, Bangladesh,
Singapore, Srilanka, Italy, Saudi Arabia, Pakistan ,Thailand , Indonesia, Dubai, Myanmar, Nepal,
with regard to Alumina export the countries are USA, brazil, Norway, France, UK, Egypt,
Bahrain, Switzerland, Indonesia, Hong Kong, Australia, Japan, North Korea, Russia,
china, Dubai, Finland, Philippines, Iran .
LOCATIONAL ADVANTAGE
The Aluminium refinery is close to the bauxite mines at Damanjodi whereas the
smelter and CPP at Angul are in proximity to the Talcher coalmines in Orissa.
This spilt location gives atremendous advantage. This ensures minimum movement
of bulk materials like coal and bauxite as well as transmission of power thereby cutting costs.
Angul today is a fairly big and bustling town on the NH No. 42 which is the main
highway connecting BBSR with Raipur , Sambalpur , Sundargarh and Rourkela. Nalco
has established its smelter plant CCP and its town ship close to the NH. The place is easily
accessible from Cuttack and BBSR by road and rail.
VOLUME OF WORK:
 Earth work: 113 lakh cubic meter.
 Concrete: 7.5 lakh cubic meter
 Structured steel work: 11,01,000 tones.
 Tankages: 24,000 tones.
 Piping:400 kms.
 Railway tracks:90 kms.
 Rolling stock: 326 Alumina wagons
40 caustic soda wagons
37 Bottom discharge coal wagons
9 shunting locomotives
Page 33 of 74
VISION :- To be a reputed global company in metals and energy sectors.
MISSION :- To be achieve growth in business with global competitive edge providing
satisfaction to the customers, employees shareholders and community at large.
OBJECTIVE
1. To maximize capacity utilization
2. To place leadership values in action
3. To have global presence and earn foreign exchange.
4. To have a positive environment in the organization to attain success.
5. To optimize efficiency and productivity.
6. To scale new heights & and achieve the desired position among competitors.
7. To instill financial discipline at all levels.
8. To be a leader in customer satisfaction and cost efficiency.
9. To provide a steady growth in business.
10. To promote a result oriented organizational ethos and work culture.

PRODUCT PROFILE
Alumina Aluminum Metal
Calcined Alumina Standard Ingots
Alumina Hydrate Wire Rods
Specialty Alumina & Hydrates Billets
Detergent Grade Zeolite Cast Strip
Flat Rolled Products
Alloy Ingo
Page 34 of 74
Organization structure
CMD
D/R D/R Project D/R D/R D/R D/R CBU

PRODUCTIO & personal
Finance
N Technologyy administrati Commercial
on
ED HRD &
ED ED ED
materials Marketing
ED ED Administration
Smelte Mines
r& &
power
Refine
ries
ED Mines &Refineries
GM
DGM
Chief manager
Senior manager
Manager
DY manager
Asst. Manager
Jr manager- Asst
Officer
Page 35 of 74
SWOT ANALYSIS
It is a powerful tool for analyzing both complex qualitative and quantitative
facets of an investment decision. The results of this analysis have been fed into
marketing and organizational strategic plans and have been highly successful in
strategy formulation.
NALCO Presents enigma enviable strength, weakness, wide opportunities and
many threats in the horizon.
STRENGTHS
 Planning and organizing
 Crisis management
 Leadership & subordinate development
 Advanced technology
 Captive recourses
 Interpersonal skills & management of HR
 Integrated operations
 World class products
 Operation management
 Integrated operation
 International linkages in technology & Market
 Care of ecology & environment
 Coordination ability
 Cost conscious
Page 36 of 74
WEAKNESS
 Limited number of skilled manpower
 Over dependent on Mahanadi coalfield
 Red tapiesim
 Work culture
 Inert to new development in the area of specialization.
 No diversification of products
OPPORTUNITIES
 Abundance of ore- providing mines
 Availability of suitable labor
 Uninterrupted power supply
 Asia’s largest Aluminum plant (Damanjodi)
 Better transportation (port) facility
 Supportive Government policies
THREATS
 Competition from upcoming alumina company in Orissa
 Privatization
 Environmental threat like super cyclone
 High age factors (most of the employee are more than 45 years ) so more number
of superannuation in coming 5 years which may lead to create vacuum in middle
level management
 Achieved a great reputed heights, so that should be maintained and even more
excelled
Page 37 of 74
FUNCTIONAL AREAS
Industrial and institutional services:
 The division handles the water and waste treatment needs of industrial and
institutional customers. It is organized around eight key industry segments:
Food, Beverages, Power, chemical/ pharmaceuticals, institutional
manufacturing, primary metals, transportation, and mining. In addition
environmental hygiene services serve all NALCO customers with global
water and air hygiene programs that protect against health risks like
legionnaire disease
 The industrial and institutional services division’s areas of expertise include:
 Programs for clarification of water in industrial and municipal processes
 Program to control scale, corrosion, fouling and micro-organisms in

industrial and utility boiler and cooling systems
 Advanced recycle technology for water minimization and reuse
 Specialty maintenance chemical including water treatment , odor

control and facility maintenance chemical s, lubricant and functional fluids
 Process chemical and service for metal working operation, paint

finishing operation and related post treatment processes
 Polishing of wafers and memory disks used by the electronics

industry
 Specialty additives for use in water-

based systems such as coating , paint,adhesives, emulsions slurries,
plastics, and building products procedures.
Page 38 of 74
PAPER SERVICE DIVISION
Today’s pulp and paper makers face an increasing pressure to produce products
with improved performance for less cost. Their customer demand that end
product properties such as pulp brightness, tissue softness, or paper strength – to
perform increasingly challenging specifications and for less cost than in past. To
help the customers NALCO developed a smart solution, a grade focused
approach for improving our customers end product quality and performance
while reducing manufacturing, production and mill operation cost. NALCO
paper service division’s grade specific solution help paper mills balance
mechanical, operational and chemical variables to optimize machine
performance, improve sheet properties and enhance customer profitability.
ENERGY SERVICES DIVISION

Headquartered in sugar land, the energy service division is the global leader
in providing onsite problem solving innovations through our extensive network
of technical field specialists in more than 130 countries. By listening,
understanding the market place and identifying technology and business
model opportunities, we offer an integrated approach to chemical programs
unsurpassed in the industry. With a continued emphasis on environmental
leadership, NALCO is the principal supplier of specialty chemicals and
applications for oil exploration, production, refining and chemical process
industries. Over 75 years NALCO has offered value driven solution for
both upstream and downstream markets within the hydrocarbon industry.
UPSTREAM
Beginning with drilling and exploration, NALCO supports the oil well service in
dustry bydeveloping and supplying chemicals for drilling activities at the
formation level. NALCO work with the leading well service to continually
improve their offerings. The area of expertise are supplying chemicals for
cementing , completion , drilling, fracturing and acidizing phase of oil and
gas exploration. NALCO also addresses critical issues facing today’s oil and gas
producersthroughout the entire life cycle of the well. The portfolio of successes
includes technology that delivers high- shear, deep water and ultra-deep water
environments, and business structure that reduce lifting cost in emerging
marketplaces, and chemistries designed to treat the heaviest crudes and gasses
with high sulfur properties.
Page 39 of 74
DOWNSTREAM
NALCO provides the world class products and services to the petroleum refining
and fuelsindustry, enabling its customers to profitably refine fuel and
move hydrocarbons. It work closely with customer to ensure that oil shipment
arrive on time and on spec. NALCO has focused on ethylene and butadiene plant
optimization through proprietary fouling, corrosion and coking control
technology, acid gas removal optimization, cooling tower and boiler treatment,
and antifoams. We guide chemical plants through obstacles that arise during
operations and helps maximize return on investment through products and
services to each customer’s requirements, climate and logistics.
SAFTEY HEALTH & ENVIRONMENT
Protecting the environment, health and safety of the employees is amongst the
main here plays an important role in identifying and successfully managing
SH&E issue, including process for measuring reviewing and improving our
performance. Implementation of SH&E management system at numerous field
and manufacturing locations, as well as corporate headquarters, has been certified
by responsible CARE and ISO standards.
ROLE OF TRAINING AND DEVELOPMENT DEPARTMENT IN NALCO:-
Nalco believes that training is a continuous process throughout the career of

every employee with the view to develop its technical, human and conceptual
skills as required for its current job his future career growth. While knowledge in
these areas can be imparted through well-conceived training programmes
conducted by in house or external agencies, skills and attitude can be developed
and strengthen mostly on the job. Real development of the employees, therefore
takes place on the job provided there is a continuous challenge and demand for
superior performance.
The Training Set-UP In NALCO :
Infrastructure
Training Institutions in NALCO INCLUDE-
1. Human Resources Development Centre, S&P complex Angul.
2. Human Resources development centre, M&R Complex, Damonjodi.
3. HRD Centre of Excellence, Bhubaneswar.
4. Mines Vocational Training Centre, Panchpatmali mines, Damanjodi.
Page 40 of 74
1. Human Resources development Centre Angul:-
Headed by a Chief Manager (Training), the centre caters to the training need of the
Aluminium Smelter Plant and Captive Power Plant, located at Angul main functions are:
 To provide statutory training to st.operative Trainees(SOT’s)& Jr. Oper

ative Trainees(JOT’s)- the two entry level for non-executive technical employees.
 Technical training to SOT’S & SOT’s
 To conduct Supervisory Development Programmes & Workers Education Programmes.

 To provide Technical Training to graduate Engineer Trainees(GET’s)
Beside these, the Centre provides specialized training in the following fields:
 Technical of aluminium making.

 Power plant operation, maintenance, power generation, transmission and distribution.
 Mechanical & Electrical maintenance of Aluminium sjpelter.
 Electronics & Instrumentation.
 Computer-related packages
 TOTAL QUALITY MANAGEMENT
 Safety, health & Environment
2. Human Resource Development Centre, R Complex Damanjodi :-

Headed by a Chief Manager (Training), the centre caters to the requirements of the
employees of the mines & Aluminium at Damanjodi. The functions are similar to that of
Angul HRD centre for the following specialized. Training’s –
(a) Technology of Alumina making process.

(b) Mechanical & Electrical maintenance and automobile engineering.
(c) Mining & Geology
3.HRD Centre of Excellence, Bhubaneswar:-
Headed by General Manager (HRD), the HRD Centre of Excellence caters tothe following
requirements –
(a)To plan and coordinate implemention of the appropriate training and

development strategies for the employees of the Organizational level.
(b) To plan and coordinate implemention of the appropriate training anddevelopment

strategies for the employees on the Organisational level
(c)To prepare and update curriculum training materials.

Page 41 of 74
(d)To organize nomination of executives to outstation training programmes,
seminars and conferences on annual training plans.
(e)To coordinate updating of the technical literature relevant to NALCO and

maintain an achieve of all technical literature. Concerning the organization, apart from
maintaining a well-equipped library.
(f)To conduct action oriented research and surveys on the emplyoyees’morale,

motivation and other organizational issues.
To consolidate training needs of employees based on their performance appraisal reports and
make it a basis for organizational training need analysis.
Mine under the statutory requirement of Mine Vocational Rule, 1996, with a view to develop
the personnel working in the Bauxite Mine ,the centre in headed by mining Engineer
(equivalent to the rank of a Dy. Manager) having a first class mines Manager certificate of
competency. The centre provides training in – a) Mines Safety b) Mines Fire Hazardsc)
Statutory Mining Requirements.
Function Of The Training Department

 Necessity of Training
 Principles of Training
 Training Method
 Training Aids and Equipment
Necessity Of Training:- The need for training of the employees could be clear from the
following observations.
(1) The Increase Productivity: Instructions can help employees to increase
their level of performance on their present assignment increased human performance o
ften directly leads tocompany’s profits. Training is required for new employees
because they are not aware to most efficient and effective ways of performing their
jobs.
(2) To Improve Quality: Better – informed workers are less likely to make less
operational mistakes. Quality increases the company’s productivity.
(3) To Help Company Fulfill Its Future Personal Needs: Organizations have 2 good
internal educational programmes, which helps in making less drastic manpower
changes and adjustments in the event of sudden personal vacancies can more easily be
staffed from internal sources programme for both its non-supervisory and managerial
employees.
Page 42 of 74
(4). To Improve Organizational Climate: Due to training the quality of any product
may improve, financial incentives may increase internal promotion become stress and
in result basic pay rate but the most important thing is the current
state of an organization’s educational Endeavour.
(5).Obsolescence Prevention: Training and Development programme faster the
initiative and creativity of employees and help to prevent manpower obsolesce,
which may be due to the permanent or motivation, or the inability of a person to
adapt him to technological changes.
(6 ) Personal Growth: Employees on a personal basis gain individuality from their

exposure to educational experiences. Training and development programme give
participants a wider awareness, an enlarged skill and enhances personal growth.
(7) To Improve health and Safety: Proper training can help in preventing industrial
accidents. A safer work environment ensures stable mental attitude on the part of the
employee.
Training Aids And Equipments:-

A well- maintained store having all types of materials which are required at the time of
training are present in the training centre. And they are:
1. Television ( 29’’ size)
2. One 25mm projector
3 . A u d io a n d v id e o c a s s e t te s ( 2 0 0 n o s )
4. Movable blackboards
5. Screen ( 6 nos)
6. VCR
7. Printer
8. Slide projector
9. Conference Hall ( 2 nos)
10. Open forum hall
11. Syndicate room ( seating capacity)
12. Computer room with latest facility
13. Technical library
Organization Chart Of Training Department:
Chief of (H & A)
HOD (HRD)
Training
Training Facilitator – 1 & Training Facilitator – 2
Page 43 of 74
RESEARCH METHODOLOGY
RESEARCH
 Types of research
 Sampling technique
 Sample size
 Sample description
DATA COLLECTION
 Instrumentation Technique
 Collection of data
RESEARCH DESIGN
 Type of Research: Descriptive Research Design
 Sampling Technique: A random Sampling is taken. •
 Sample Size: To cover all the variability I’ve taken 52 employees
 Sample Description: The sample consists of 52 respondents i.e. both
executive and non-executives of concerned department.
Page 44 of 74
Data Collection
Data is collected from this research are primary and secondary data.
Primary & Secondary Data
1. Primary Data: The primary data has been collected fresh and for the first
time. In the research the researcher has used questionnaire method to collect
primary data. The respondents were given questionnaire containing twenty
questions and they were asked to fill it up.
2. Secondary Data: The secondary data on the other hand were collected from
published and unpublished materials available in NALCO like
 Training Document
 Journals
 Manual
 Instrumentation Technique: Based on descriptive research design method for
achieving the objectives the study, the researcher was adopting instrument or
tool for the questionnaire according to the objectives.
 Software Used for the Data Analysis: First of all researchers collect the data
using the questionnaire and analysis the data by using the Window
Excel. By which researcher can analysis the whole data to get the
effectiveness of training and development in the organization.
Page 45 of 74
PRESENTATION AND ANALYSIS OF DATA
 PRESENTATION OF DATA
 CONCLUSION FROM ANALYSIS
1] Employees going for training go with a clear understanding of the knowledge and
skills they are expected to acquire.
Types of Strongly agree Agree Somewhat Disagree Total

respondents agree
Number of 24 28 0 0 52
respondents
Percentage 46.15 53.85 0 0 100
Somewhat
agree Number of respondents Disagree
0%
0%
Strongly
agree
Agree
46%
54%
Inference:
In the above pie chart 46.15% respondents strongly agree going with employee for training
go with a clear understanding of the knowledge and skills they are expected to acquire and
53.8% agree with it. None of the respondents somewhat agree and disagree with it.
Page 46 of 74
2) Training is being given adequate importance in your organization
respondents agree
Number of 12 28 12 0 52
respondents
Percentage 23.08 53.84 23.08 0 100
Number of respondents
Disagree
Somewhat 0%
agree Strongly
23% agree
23%
Agree
54%
Inference:
In the above pie chart 54% respondents agree with training is being given adequate
importance in your organization and 23% strongly agree also23% somewhat agree and none
of the respondents disagree with it
3] The norms and values of the company are clearly explained to the new employees
during induction.
respondents agree
Number of 8 28 8 8 52
respondents
Percentage 15.39 53.83 15.39 15.59 100
Disagree
15% Strongly
Somewhat agree
agree 16%
15%
Agree
54%
Inference:
In the above pie chart 54% respondents agree with the norms and values of the company
Page 47 of 74
are clearly explained to the new employees during induction, 16% strongly agree,
15% somewhat agree and15%disagree with it.
4] Employees in your organization are sponsored for training based on need

identification.
respondents agree
Number of 4 28 20 0 52
respondents
Percentage 7.70 53.84 38.46 0 100
Number of respondents Strongly

Disagree
agree
0%
8%
Somewhat
agree
38%
Agree
54%
Inference
In the above pie chart 54%respondents agree with employees in your organization are
sponsored for training based on need identification, 38% somewhat agree,8% strongly agree
and none of the respondents disagree with it.
5]The recent training you attended was a good learning experience.

respondents agree
Number of 20 28 0 4 52
respondents
Percentage 38.46 53.84 0 7.70 100
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Disagree
8%
Somewhat
agree
0% Strongly agree
38%
Agree
54%
Inference
In the above pie chart 54% respondents agree with the recent training you attended was a
good learning experience, 38% strongly agree, 8% disagree and none of the respondents
somewhat agree with it.
Q6. Whether the location of training is suitable for you ?

respondents agree
Number of 4 36 24 52 52
respondents
Percentage 7.70 69.23 46.15 7.70 100
Strongly
agree
Disagree Agree
Somewhat
agree
Inference
In the above pie chart 53% respondents agree whether the location of training is suitable for
you,35%somewhat agree ,6% strongly agree and 6%disagree with.
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Q7. Are you satisfied with the facilities given in the training center?

respondents agree
Number of 0 12 24 16 52
respondents
Percentage 0 23.08 46.15 30.77 100
Inference:
In the above pie chart 46% respondents somewhat agree, 23% agree, 31% disagree and none of
therespondents strongly agree with it.
Q8 . Supervisor’s effort to identify your Strength and weakness?

respondents agree
Number of 0 28 16 8 52
respondents
Percentage 0 53.85 30.76 15.36 100
Inference:
Here 54% of respondents are agree, 15% are disagree, 31% are somewhat agree to identify theemployee
strength and weakness.
Page 50 of 74
9) Training was planned according to your pre-assessed training needs.

respondents agree
Number of 8 28 12 4 52
respondents
Percentage 46.38 53.84 23.09 7.69 100
Disagree Strongly
agree
Somewhat
agree
Agree
Inference:
15% of employee are strongly agree, 54% of respondents are agree, 23% are somewhat agree, 8%
of respondents are disagree with training what has been planned according to pre- assets training needs.
10. Training was relevant to the job employees attend

respondents agree
Number of 24 20 04 04 52
respondents
Percentage 46.16 38.46 7.69 7.69 100
Inference:
Here 46% respondents are strongly agree, 38% are agree, 8% are both somewhat agree and disagree that
training is relevant to the job employee attained.
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11. Are the employees are satisfied with the amount of time spent in the training programme

respondents agree
Number of 24 20 4 4 52
respondents
Percentage 46.16 38.46 7.69 7.69 100
Inference:
Here 46% are strongly agree, 38% are agree, and 8% are somewhat and disagree are respondents satisfied
and not satisfied with the amount of time spent in training.
12. Seniors provide the right kind of climate to implement new ideas and methods acquired through
training.

respondents agree
Number of 4 20 20 8 52
respondents
Percentage 7.69 38.46 38.46 15.39 100
Inference:
39% of respondents are agree, 38% are somewhat agree, 15% disagree and 8% strongly agree with the
seniors provides the right kind of climate to implement new ideas and methods acquired through training.
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13. Employees are doing the job more effectively after the training is imparted.

respondents agree
Number of 0 36 16 0 52
respondents
Percentage 0 69.24 30.76 0 100
Inference:
69% of respondents are agree and 31% of respondents are somewhat agree that they are able to do their job
more effectively after attending the training programme.
14. Is it easy for you to apply the training you received?

respondents agree
Number of 8 32 8 4 52
respondents
Percentage 15.39 61.80 15.39 7.69 100
Inference:
Here 62% of employees are agree, 15% of employee are somewhat agree and strongly agree and 8%are
disagree that it is easy for the employees to apply the training that employees have received.
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15. Bonus and incentive programmes are there?

respondents agree
Number of 0 24 28 0 52
respondents
Percentage 0 46.84 53.84 0 100
Inference: 46% of respondents are agree and 54% of respondents are somewhat agree about bonus and
incentivesissue to them after training.
16. Could the employees make any significant contribution because of training?

respondents agree
Number of 4 28 20 0 52
respondents
Percentage 7.69 53.85 38.46 0 100
Inference:
54% of respondents are agree, 38% of respondents are agree with make any significant
contribution because of training.
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17. The quality of in-company programmes in the organization is excellent.

respondents agree
Number of 4 36 4 8 52
respondents
Percentage 7.69 69.24 7.69 15.38 100
Inference:
69% of respondents are agree and 8% are strongly agree and somewhat agree about the quality of in-
company programmes in the organization is excellent. 15% are disagreeing about it.
18. The HR department conducts briefing and debriefing session for employees sponsored for
training.

respondents agree
Number of 0 4 20 28 52
respondents
Percentage 0 7.69 38.47 53.84 100
Inference:
54% of respondents are disagreeing on the HR department that it conducts briefing and debriefing sessions
for employees sponsored for training. 8% are agree and 38% are somewhat agree on this matter.
Page 55 of 74
19. Are you satisfied with the present method of selection of candidates for the training programs?

respondents agree
Number of 4 20 20 8 52
respondents
Percentage 7.69 38.46 38.46 15.39 100
Inference:
8%, 39% and 38% of respondents are strongly agree, agree and somewhat agree that they are satisfied with
the present method of selection of candidates for the training programs.
20. Weather the motivational level enhances after training programme.

respondents agree
Number of 0 24 24 4 52
respondents
Percentage 0 46.16 46.16 7.68 100
Inference:
46% of respondents agree and somewhat agree about the motivational level enhances after
training programme. 8% are disagreeing about it.
Page 56 of 74
21. Can employees efficiently and effectively handle any problem after attending the training
programme?

respondents agree
Number of 4 20 24 4 52
respondents
Percentage 7.69 38.46 46.16 7.69 100
Inference:
46%, 38% and 8% employees are somewhat agree, agree, and strongly agree respectively about the
employees efficiently and effectively handle any problem after attending the training programme. 8%are
disagreeing about it.
22. Whether the time taken for completing the work reduced after training programme?

respondents agree
Number of 0 20 32 0 52
respondents
Percentage 0 38.47 61.53 0 100
0% 0%
38%
Strongly agree
Agree
62%
Somewhat agree
Disagree
Inference:
38%, 62% of respondents are agree and somewhat agree on the time taken for completing the
work reduced after training programme
Page 57 of 74
23. The induction training is periodically evaluated and improved.

respondents agree
Number of 0 20 20 12 52
respondents
Percentage 0 38.47 38.47 23.06 100
Inference:
39%, and 38% of respondents are agree and somewhat agree about the induction training is periodically
evaluated and improved. 23% are totally disagreeing about it.
24. Would you recommend this company’s training services to your colleagues or contacts within
your industry?

respondents agree
Number of 4 32 8 8 52
respondents
Percentage 7.71 61.53 15.38 15.38 100
Inference:
62% of respondents are agree, 15% are both disagree and somewhat agree and 8% are strongly agree that
company’s training services to your colleagues or contacts within the industry.
Page 58 of 74
25. Are satisfied with the overall rating of this programme?

respondents agree
Number of 4 20 20 8 52
respondents
Percentage 7.68 38.47 38.47 15.38 100
Inference:
39% of respondents are agree, 8%are strongly agree, 38% are somewhat agree and 15% are disagree
that satisfied with the overall rating of this programmes.
Page 59 of 74
Findings
 It is found that employee going for training goes with a clear understanding
of the knowledge and skills they are expected to acquire.
 It is ascertained that the training needs are properly identified.
 The researcher find that employees prefer external training mode.
 It is found that employee’s feels satisfied with the type of training imparted
at NALCO.
 It is evident that after training is imparted that the trained
employee performance satisfactory.
 The employee makes significant contribution because of training.
 The employee satisfied with the present session method of selection
of candidates for the training programme.
Page 60 of 74
SUGGESTIONS
After a detail study and analysis on the training and development of employees I
got to know that all efforts have been taken by NALCO to train employees in the
areas of their need but there is still some scope of improvement in some areas. I
would like to provide suggestion to HR department like this:
 Improvement is needed particularly in the field of behavioral, safety,

motivational, leadership, and inter-personal training so that work culture will
change.
 There is a need of training for contract labor in aspect of labor laws, safety,
Govt. policies so that the contractors cannot exploit illiterate labors.
 There is also requirement of adult education to illiterate labors through adult
education system of govt. of Odisha so that the workers will be aware of their
rights and responsibility.
 The training program should be made more need based and for this, proper
assessment of the training needs of the executives and non-executive should
be sent, according to the identification needs.
 The company has to develop strategic training policy and programs to enhance
skill among employees.
 Care should be taken to see the non-executives are exposed to development
programs
 The executives should try their level best to motivate the workers to
participate in seminars, conferences and meetings.
 Selection of candidates for various development programs should be un-biased
and everybody should be given a chance to attend the development programs
according to their needs.
 Proper feedback on training should be provided.
 The training programs should be for a maximum period of time.
 A proper appraisal system should be formulated in order to make the
employees aware of the strengths and weaknesses.
 The organization should provide opportunity to the employees to discuss their
problems with the HOD so that those issues can be taken care of training
department of the organization. In this way the employees can be made more
self-confident to meet the future challenge.
 Training need identification should be done in a proper manner for the
relevant work or job.
 Training needs to cover as much as employees possible in a regular interval.
 Work related training program is to be necessary
Page 61 of 74
 Increase the days of training to acquire at least 7days for the training program.
 There is a need to supervise the implantation of acquired skill through trainee
on ground level in the organization to make it more effective and efficient.
 Training should primarily be focused on technical skills and soft skills come
after technical expertise.
 Training program should organize on regular basis as per training requirement.
 Employee should be intimated with the subject matter before attending the
training.
 Training and development should maintain an individual profile of employees
as to what all training they have attended and whether they are imparted
training in accordance to their area of work.
 Post training evaluation should be done strictly by taking PowerPoint
presentation from the trainee and reports on their learning’s should be
collected.
 Training on new technology advancement in the current scenario field of
work.
 Training program should be designed in such a manner that it will enhance
knowledge and skill of the individual concerned as well as to meet the current
job assignments in an effective manner.
 There should be more practical experience in other industries and this will
help us to acquire advanced and versatile technologies.
 Venue must be good enough to conduct training programs.
 It must spacious, rave all necessary equipment (HW+SW) and will be
upgraded with new technology.
 Soft copy should be provided to all concerned trainees. And they should be
intimated about the subject matter before attending the training program.
 Identification of need should be based on feedback report of the concerned
HOD.
 Proper competency assessment is required to make the training program
effective and fruitful.
 Including case study-based training modules will make training modules will
make training program more effective.
Page 62 of 74
CONCLUSION
Training is an organized process by which people learn knowledge and skill for
particular purpose. The Objective of the organization is education and training
policy is to enable all its employees to make their maximum contribution towards
achieving business objectives.
Measuring training effectiveness or evaluation of training is the means used to

determine the worth or value of training. A comprehensive and effective
evaluation plan is a critical component of any successful training program. It
should be well structured to generate information impact training on the reactions
on the amount of learning that has taken place on the trainee’s behavior
and its contribution to the job/organization.
Therefore, training and development is necessary among other things to improve

quality and quantity of work, to increase productivity and to induce certain
behavioral changes in the employees. Every organization should therefore try to
incorporate effective and efficient training and development of their employees
(man power) in order to achieve their aim and objective with ease.
At Nalco training has been given priority to various technological processes over
the years. Training of thousands of new entrants has been designed specifically to
impart awareness and skills in various processes involved in an integrated steel
inside the plant, the training is being imparted to nearly 6,000 employees every
year and spending lot of money, time and effort hence it is very much essential to
evaluate the training to find out whether it resulted not only in acquisition
learning but also its subsequent transfer to the job situation.
The development programs are being designed the programmers, view of the
concerned heads of the department's views are also taken into consideration for
continuous improvement of training programs. Training is also monitored by
junior manager of NALCO through training advisory committee (TAC).
The essence of training and development in manufacturing organization should

be more emphasized. It has been observed that training is very important factor
of an organization. It enhances the efficiency of staff, increases output and
motivates employees for better performance. It has been discovered that training
and human development are not isolated from human resources. Even in the
Page 63 of 74
advanced countries and in most computerized organization, training and
development cannot be overlooked because; human are the ones to operate this
equipment. Because of the fact that ours is a world that is currently undergoing
rapid change particularly in the area of skill obsolescence and technological
capability, training is not exclusively reserved for newly employed staff but also
for the old employees as well. It is therefore important for the purpose of
enhancing individual performance that training and development should be made
a continuous process that should last through an employee’s entire working life.
This is because low and middle level employees need to adapt to new skills and
technologies while manager and top management personnel need deeper
knowledge and understanding of their jobs, the jobs of others, a good
understanding of their jobs, the jobs of others, a good understanding of where
and how their jobs fit in to the wider organizational pattern, an understanding of
Government and societal constraints, and a sensitive social awareness of the
environment within which the organization operates.
The study carried out with the objectives listed earlier is expected to be useful in
understanding effectiveness of development programs and enable the
organization to identify the measure for making development programs more
effective.
Page 64 of 74
Annexure
 BIBLIOGRAPHY
 QUESTIONNAIRE
Page 65 of 74
BIBLIOGRAPHY
To give a complete shape of summer project report, the researcher has gone
through the followings books, journals and websites.
1. I -Book Name:-Human Resource Management
2. Author:-V.S.P Rao
Findings:-Introduction, definition
3. 2-Book Name:-Human resource management
4. Author:-S.S Khanaka
Findings:-Meaning Of Training & Development
5. Importance of Training & Development
6. 3-Company Broucher
7. V. S. P. Rao: Human Resource Management.
8 .S. S. Khanka: Human Resource Management.
9. K. Ashwathapa: Human Resource Management.
10. www.google.com
11. www.hr.com
12. www.nalcoindia.com
13. Journals
14. Human Resource Magazines.
15. Internet website:-www.NALCO.COM
Findings:-
It helps to get company background, company profile, company history etc
Page 66 of 74
QUESTIONNAIRE
Dear Respondent,
I Deepak Kumar Nayak Student of Utkal University, DDCE pursuing MBA in the field
of Human Resources. Currently I’m doing my Summer Internship in National
Aluminium Company Ltd (NALCO).
This is purely an academic exercise and is meant to upgrade the knowledge in the field
of Marketing. The information obtained through this study will be kept strictly
confidential. The research and summary report will be prepared using aggregate data,
but all individual responses will be kept confidential.
I request you to be a part of this study and help us collect and document the necessary
information as per the enclosed questionnaire. I’m thanking you for your time, effort,
and support.
For any clarification, please feel free to contact us at the email address or cell numbers
given below. We will be thankful if you will send us feedback.
Thank you.
Deepak Kumar Nayak,
1. Employees going for training go with a clear understanding of the knowledge
and skills they are expected to acquire.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
2. Training is being given adequate importance in your organization.

 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 67 of 74
3. The norms and values of the company are clearly explained to the new
employee during induction.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
4. Employees in your organization are sponsored for training based on need

identification.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
5. Employees going for training go with a clear understanding of the knowledge

and skills they are expected to acquire.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 68 of 74
6. Training is being given adequate importance in your organisation.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
7. The norms and values of the company are clearly explained to the new
employee during induction.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
8. Employees in your organization are sponsored for training based on need

identification.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
9. The recent training you attended was a good learning experience.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 69 of 74
10. Whether the location of training is suitable for you?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
11. Are you satisfied with the facilities given in the training centre?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
12. Supervisor’s effort to identify your strength and weakness?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
13. Training was planned according to your pre-assessed training needs.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 70 of 74
14. Training was relevant to the job you attend.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
15. Are you satisfied with the amount of time spent in the training programme.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
16. Your seniors provide the right kind of climate to implement new ideas and
methods acquired through training.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
17. Are you able to do your job more effectively after attending the training
programme?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 71 of 74
18. Is it easy for you to apply the training you received?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
19. Bonus and incentives programmes.

 Strongly agree
 Agree
 Somewhat agree
 Disagree
20. Could you make any significant contribution because of training ?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
21. The quality of in-company programmes in your organization is excellent.

 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 72 of 74
22. The HR department conducts briefing and debriefing sessions for employees
sponsored for training.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
23. Are you satisfied with the present method of selection of candidates for the
training programs?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
24. Whether the motivational level enhances after training programme

.
 Strongly agree
 Agree
 Somewhat agree
 Disagree
25. Can you efficiently and effectively handle any problem after attending the
training programs?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Page 73 of 74
26. Whether the time taken for completing the work reduced after training
programs?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
27. The induction training is periodically evaluated and improved.

 Strongly agree
 Agree
 Somewhat agree
 Disagree
28. Would you recommend this company’s training services

to your colleagues or contacts within your industry?
 • Strongly agree
 Agree
 Somewhat agree
 Disagree
29. Are you satisfied with the training programme?
 Strongly agree
 Agree
 Somewhat agree
 Disagree
Your valuable suggestion is important for us to improve the efficiency Of Training

and Development activity. Please suggest liberally.
Page 74 of 74

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A

“TRAINING AND DEVELOPMENT DONE BY THE ORGANIATION AT VARIOUS LEVELS”

National Aluminium Company Limited

DEEPAK KUMAR NAYAK

UNDER THE GUIDANcE Of

cOMPANY GUIDE fAcULTY GUIDE

This is to certify that Deepak Kumar Nayak, a student of the

MR. AJIT PRADHAN,

I hereby declare that this project work entitled

Deepak Kumar Nayak

CHAPTER DESCRIPTION PAGE NO.

6 DATA ANALYSIS & INTERPRETATION 45-59

7 FINDING, SUGGESTIONS & 60-64

It gives me immense pleasure to express my deep sense of gratitude to

I am also thankful to Mr. Ajit kumar Pradhan , my Company Guide of NALCO

Finally I am indebted to our other faculty members, my friends and my

It was an indeed learning experience for me.

NAME OF THE STUDENT: DEEPAK KUMAR NAYAK

The research project entitled ‘Training and Development done by the

An organization either Business or Industrial Enterprises needs many factors for

Staimez: Defines ‘Training is a short term process utilizing a systematic and

S. P. Robbin: Defines “Training is a learning process which seeks a

When an employee is selected, placed and introduced, he or she needs to be

DEVELOPMENT is training people to acquire new horizons,

Training plays an important role in human resource development. It is necessary,

It is very important in the present age as development in science and technology

Every organization has to introduce systematic training programme for its

Training is required to serve the following purposes:-

 For growing the individual and organization at a rapid pace.

 Helps in job rotation.

skills and what his/her job demands.

 Helps for newly recruited employees to perform their task effectively.

 To face the challenges of global competition

THE NEED FOR TRAINING AND DEVELOPMENT IS DETERMINED BT THE EMPLOYEES’S

TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE – ACTUAL PERFORMANCE

 To increase productivity of employees or workers

 PROFILE OF THE ORGANIZATION

 VISION,MISSION & OBJECTIVES OF THE ORGANIZATION

 TRAINING & DEVELOPMENT AT NALCO

On Panchpatmali hills of Koraput district on Orissa, a fully mechanized opencast

The Salient Features are:

The Salient Features are:

The aluminum smelter plant is located at Angul, Orissa, which is approximately

 Advanced 180 KA cell technology.

With the acquisition and subsequent merger of International Aluminum

The Salient Features are:

 Reduction in De-mineralized water consumption due to improved

On the Northern Arm of Inner Harbour of Vishakhapatnam port on the Bay of

The Salient Features are:-

100% Export Oriented Unit

o Located close to the Smelter Plant at Angul

2. First Capital Export Award 1988

3 London Metal Exchange Reorganization May,1989

4 Star Trading House Status Jan,1992

5 Indira Gandhi Raja Bhasa Award ISO 9002 1993&1995

6 Alumina Refinary Nov, 1994

7 Smelter Plant Feb, 1995

8 Boxine Mine Jan 1996

9 Capture Power Plant Dec , 1995