Summer Training report on GNFC

8/19/2019 Summer Training report on GNFC

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A Summer Training Project Report on

Gujarat Narmada Valley Fertilizers and Chemicals

Company Pvt !td

Submitted to:

SG" #nglish medium

college o$ commerce and

"anagement %S#"C&"'

Valla(h Vidyanagar

Submitted by:

)ormaz " *avina

Class+ ,,A %General'Sem

SG" #nglish "edium

College o$ Commerce and

"anagement %S#"C&"'-

Valla(h Vidyanagar

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PR#FAC#

A student of management has at this level having only theoretical knowledge is not enough as

there is difference between bookish knowledge and actual practical knowledge. For this

purpose practical training has been incorporated as a part of B.B.A(general) course. o

survive in this highly competitive world practical studies are given much more importance as

compared to theoretical knowledge to certain e!tent.

" did my summer internship at the #.$.F.% unit at Bharuch and " am very thankful to them as

they gave me practical training which was very challenging for me to understand and ac&uire

practical knowledge.

his training was provided to me spas to have the lucrative e!perience to fill up the gap

between theory and practice of different field. his pro'ect is carried out on the topic

employee training and development in the #.$.F.%.

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AC*N&.!#/G#"#NT

Nothing is ever complete 0ithout the help o$ others1

y training e!perience at #*+A,A $A,A-A A//01 F0,"/"20,S A$-

%30"%A/S /""0- (#$F% /-.)4 B3A,*%34 #*+A,A has been truly a fulfillingand rewarding one. any people have contributed towards making this summer internship

pro'ect a success. herefore it is my humble and heartfelt e!pression of gratitude to all those

who have contributed to this pro'ect by their valuable suggestions4 inspiration4 support and

co5operation.

" e!press my deep sense of gratitude to my %ollege and our 6rincipal -r. $ikhil 2averi Sir as

well as my class counsellors ,enil homas Sir and 7omal 6arikh adam for giving me such

an opportunity to flourish. " would like to thank Shri. ".6 Bhatt4 %hief anager (3,) 8 Shri.

#.Amin4 anager (3,)4 without whose encouraging guidance and co5operation this pro'ect

would not have been possible.

" also thank Shri . . *padhyaya4 %hief anager4 (arketing ".6)4 Shri ,a'u 6atel4

anager (arketing ".6)4 Shri 1.$ angrola4 Sr. anager (arketing ".6) 8 Shri. 7.7.

Shah4 Addl. #eneral anager4 (arketing). All of them proved to be an e!cellent source of

knowledge and gave their precious time to make me understand the working of their

department and the %ompany.

/astly4 it would be unfair on my part if " fail to thank all the respondents for their cooperation

despite the time constraints. " owe more than what " can e!press.

3orma9 7avina

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TA,!# &F C&NT#NTS

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%3

$o.%hapter $ame Pag

e

No.

Cover Page 1

Pre$ace 2Certi$icate 3

Ac2no0ledgement 4

Ta(le o$ content 5

1. Company Pro$ile 6

1.

1

)istory o$ the Company

1.2 &rganisational structure o$ the company

1.

3

Products o$ the company

2 "ar2eting /epartment 16

2.

1

Regional mar2eting areas

2.

2

"ar2eting ,rie$

3 )uman Resource /epartment 18

3.

1

)R 3ntroduction

3.

2

Total no o$ employees

3.

3

Total no o$ !eaves

3.

4

Avg Salary

3.

5 Time *eeping System

4 Finance /epartment 22

4.

1

3ntroduction to Finance department

4.

2

Functions o$ Finance /epartment

4.

3

,alance Sheet o$ !ast year

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Conclusions 26

,i(liography 27

C&"PAN4 PR&F3!# $ame of the company: #u'arat $armada Fertili9er and %hemical %ompany 6vt. /td.

/ogo:

Address: #u'arat $armada valley Fertili9ers 8 %hemicals /imited6..: $armadanagar ; ?@-istrict: Bharuch4 #u'arat4 "$-"A

6hone =@ 5 >CD> 5 >DE??@4 >DE??>

05mail

industrialproductsgnfc.com

ype of %ompany +oint5sector company promoted by #ovt of #u'arat

Scale of peration $ational and "nternational

ype of "ndustry "ndustrial 6roducts4 Fertili9ers4 "nformation echnology

,oard o$ /irector -5 -r ,a'iv 7umar #upta

Board of director5 @)Atanu %hakrobarty

>) -.+ 6andian


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% ; %leaner place is safer place.

)3ST&R4 &F GNFC

@=EC

• he %ompany was "ncorporated on @?th ay4 in Bharuch4 #u'arat. he %ompany was

promoted by #overnment of #u'arat and #u'arat State Fertilisers %o.4 /td. (#SF%).he %ompany anufacture chemical fertilisers4 particularly ammonia and urea and

petrochemicals.

5 %ontracts were entered into by #SF% and were transferred in the name of the%ompanyG (i) with e!aco -evelopment %orporation4 *.S.A. (e!aco) for synthesisgas generation processG (ii) with 3aldor opsoe4 -enmark (opsoe) for ammoniasynthesis processG (iii) with /inde Aktiengesellschaft4 Hest #ermany (/inde) for ,actisol wash process and (iv) with Snamprogetti4 "taly for know5how and licenceagreement with /inde which was subse&uently transferred in the name of the%ompany.

5 #SF% entered into a supply and engineering contract with /inde which wassubse&uently transferred in the name of the %ompany. *nder this agreement4 /inde

was to supply all the imported e&uipments to the %ompany for its ammonia plant.

5 #SF% entered into know5how agreement4 supply agreement and engineeringagreement with Snamprogetti4 "taly for the urea plant. hese agreements weresubse&uently transferred in the name of the %ompany.

@=I@

5 >4


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@=ID

5? shares forfeited.

@=I

5 A letter of intent was received for the establishment of a nitrophosphate plant with acapacity of @4D>4?? tonnes per annum4 a calcium ammonium nitrate plant with a capacity of @4D>4?? tonnes per annum and a concentrated nitric acid plant with a capacity of


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certain imported e&uipments. he %ompany also selected Ms. "%" for the supply of processknow5how and ata %onsulting 0ngineers of umbai for detailed engineering.

5 he licensed capacity of methanol was re5endorsed from >?4??? tonnes to @4??4??? tonnes per annum.

5 #$A/ was declared a Ksick unitL by B"F,. A rehabilitation package was being prepared inconsultation with financial institutionsMbanks.

5 Forfeiture on >?? $o. of e&uity shares annualled.

5 he %ompany undertook to implement a captive power pro'ect of ? H in two phases.

5 he %ompany undertook a pro'ect to manufacture


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5 K#u'arat $armada Auto /td.L (#$A/) is a wholly owned subsidiary of the %ompany whichis manufacturing two5wheelers three5whellers.

5 As at ?E $o. of e&uity shares of ,s @? each were held by the

holding company4 i.e. #u'arat $armada alley Fertili9ers %o.4 /td.

@==D

5 he %ompany offered DE4=.E per #-, i.e. (@ #-, Q e&uity shares).

5 >< $o. of e&uity shares of ,s @? each (prem. ,s > per shares)allotted on e!ercise of option attached to -etachable warrants.

@==C

5 he %ompany was planning to set up a @?4??? 6A of the polyhacetal pro'ect with anestimated investment of ,s. >D? crores.

5 D== $o. of e&uity shares on e!ercise of warrants issued.

@==E

5 he %ompany undertook to e!pand the plantLs capacity by putting up a new plant of @??million tonnes per day capacity with an investment of ,s crores.

5 he %ompany undertook to set up a third gasifier train to augment ammonia capacity byaddition of >?4??? A of additional ammonia at a cost of ,s ? crores.

5 he #u'arat $armada alley Fertilisers %ompany (#$F%) is seriously contemplatingwithdrawal from ideocon $armada 0lectronics /imited4 #$F%Ls 'oint venture with theideocon group.

5 he company has an installed capacity of @E lakh glass shells for colour picture tubes. %,displays and monitors and >. lakh glass parts (panels and funnels) and glass bulbs for black

and white television picture tubes and monochrome monitor tubes.

5 he 'oint venture between ideocon and #$F% manufactured only >.= lakh glass shells(panels and funnels) for colour picture tubes during the last financial year (@==D5=) asagainst the installed capacity of @E lakh shells and there was no production of glass parts(panels and funnels) for black and white television picture tubes.

5 #u'arat $armada alley Fertilisers %ompany /td (#$F%)4 Bharuch4 engaged in themanufacture of chemical fertilisers vi9 $armada *rea4 6hos and %A$4 chemicals of likeacetic acid4 formic acid4 methanol4 nitric acid and electronics products such as printed circuit

boards and digital switching systems4 has reported encouraging performance for the year

@==C5=E.

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5 #$F% has signed an agreement with 6linke for technology and supply of e&uipment.

5 #u'arat $armada alley Fertili9ers %ompany (#$F%) has entered into an agreement with6linke of #ermany to set up a


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5 #u'arat $armada alley Fertili9ers %o /td (#$F%)4 will offer about four per cent of e&uity to foreign companies and non5resident "ndians ($,"s) in its e!isting company for thevery small aperture terminals (sat) business.

>???

5 "deal -ata 0lectronic Applications has signed a emorandum of *nderstanding with#u'arat $armada alley Fertiliser %ompany for the purpose of setting up a @?? per cent0!port riented *nit at the #$F% "nfortower.

5 he %ompany has entered into a business alliance with 3yderabad5based global softwareand systems integration ma'or %ybermate "nfotek /td. to set up digital certificate basedsystem and security management.

5 A- -esai has been appointed as the - of the Broach5based #u'arat $armada alley

Fertilisers %ompany /td.

5 he %ompany proposed to double the capacity of the acetic acid plant to @4??4??? tonnes per annum4 commission the third gasifier plant and install the wet scrubbing system all by-ecember >??@.

5 r. Sudhir ankad has been appointed as -irector on the board effective from ctober >D.

5 he %ompany has commissioned its international private leased circuit ("6/%) at its #$F%"nfotower in Ahmedabad.

>??>

5 #u'arat $armada alley Fertili9er %ompany /td (#$F%) has informed that Shri , %Sharma has ceased to be a -irector of the %ompany wef +anuary @C4 >??> vide hisresignation.

5#u'arat $armada alley Fertili9ers %ompany /td has informed that conse&uent upon theretirement of Shri A - -esai from the services of #overnment of #u'arat (##) uponattaining the age of superannuation4 ## has withdrawn his nomination from the Board of the company. As such he ceased to be the -irector and anaging -irector of the company.

Shri Balwant Singh4 -irector of the company has assumed the additional charge of anaging-irector with effect from ctober ??>. 3e will be formally appointed anaging-irector of the company in due course.

5#u'arat $armada alley Fertili9ers /td has informed that conse&uent upon the withdrawal of $omination by #overnment of #u'arat4 Shri 6radipsinh +ade'a ceased to be a $on5rotational-irector as also the %hairman of the company with effect from $ovember >@4 >??>. Further4Shri # Subbarao has been nominated by #overnment of #u'arat as $on5rotational -irector on the Board of the company with effect from $ovember >>4 >??>.

>??<

5 #u'arat $armada alley Fertili9ers %ompany /td has informed BS0 that conse&uent upon

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the withdrawal of $omination by #ovt of #u'arat Shri # Subba ,ao ceased to be a -irector as also the %hairman of the company. Shri 6 7 /aheri has been nominated by #ovt of #u'aratas -irector on the Board of the company.

5Shri Shrirish Bengali has ceased to be the $on5,otational -irector of the company.

5Shri 7oshi has been appointed as the director on the board of the company in the casualvacancy.

5#overnment has withdrawn the nomination of Shri Subba ,ao4 ceased to the director as alsothe chairman of the company and Shri 6 7 /aheri has been nominated by the government onthe board of the company.

5#$F% has witnessed a turnover of @DCD cr and profit before ta! of ,s.@


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5 #u'arat $armada alley Fertili9ers %ompany /td (#$F%) has informed BS0 about thechange taken place in the %ompanyLs -irectorate:

5 $ame of -irector : Shri. - ,a'agopalan4 "AS

5 -ate of Appointment or %hange : +anuary >@4 >??=

5 Brief 6articulars of change : %eased to be a -irector vide resignation.

5#u'arat $armada alley Fertili9ers %ompany /td (#$F%) has informed BS0 about thechange taken place in the %ompanyLs -irectorate as mentioned hereunder :

5 $ame of -irector : Shri. #uruprasad ohapatra4 "AS5 -ate of Appointment: +uly >I4 >??=.5 Brief 6articulars of %hange : he Board has at its meeting held on +uly >I4 >??= taken noteof the nomination of Shri #uruprasad ohapatra4 "AS4 anaging -irector4 #u'arat Alkalies

8 %hemicals /td as #overnment -irector and has appointed him to hold additionalcharge of the post of anaging -irector of the %ompany effective +uly ?@4 >??=.

>?@@

5#u'arat $armada alley Fertili9ers %ompany /td has


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PR&/5CTS &F T)# C&"PAN4

3ere is the information of the products of #.$.F.% along with its installed capacity and its

technical colloborator

Plant Installed Capacity Technical Collaborator

Ammonia 4,45,500 MTA

Air separation, Rectisol and Nitrogen wash units as well as total engineering of the integrated plant- Linde AG, German

- !uel "il Gasification - G#, $%A- &" %hift &on'ersion-(A%!, German)

- Ammonia %nthesis - *aldor Topsoe, +enmar)

$rea ,.,/00 MTA %aipem, tal

Ammonium Nitrophosphate 1,42,500 MTA (A%! - German

&alcium-Ammonium Nitrate 1,42,500 MTA $*+#, German

Methanol- 50,000 MTA &, $3 Linde AG, German

!ormic Acid 10,000 MTA 3emira ", !inland

Methanol- 1,66,100 MTA &, $3 Too #ngg), 7apan

M%$ .0,00 MTA n-*ouse

8ea Nitric Acid 9 : .,4;,500 MTA $*+#, German

&oncentrated-Nitric Acid 9 : 1,1,000 MTA


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#thl Acetate 50,000 MTA 3(3, ndia

A%G< ./,00 MTA #?) Ammonia *aldor Topsoe, +enmar

T+- +ahe@ ??=4 with the latest

work born from the last economic crisis: %haotic.

,ecent approaches in marketing include relationship marketing with focus on the

customer4 business marketing or industrial marketing with focus on an organi9ation or

institution and social marketing with focus on benefits to society. $ew forms of marketing

also use the internet and are therefore called internet marketing or more generally e5

marketing4 online marketing4 Odigital marketingO4 search engine marketing4 or desktop

advertising. "t attempts to perfect the segmentation strategy used in traditional marketing. "t

targets its audience more precisely4 and is sometimes called personali9ed marketing or one5to5

one marketing. "nternet marketing is sometimes considered to be broad in scope4 because it

not only refers to marketing on the "nternet4 but also includes marketing done via e5mail4

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http://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/Customershttp://en.wikipedia.org/wiki/Customershttp://en.wikipedia.org/wiki/Organizationalhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Sciencehttp://en.wikipedia.org/wiki/Sciencehttp://en.wikipedia.org/wiki/Target_marketshttp://en.wikipedia.org/wiki/Target_marketshttp://en.wikipedia.org/wiki/Market_segmentationhttp://en.wikipedia.org/wiki/Market_segmentationhttp://en.wikipedia.org/wiki/Consumer_behaviorhttp://en.wikipedia.org/wiki/Economichttp://en.wikipedia.org/wiki/Economichttp://en.wikipedia.org/wiki/Philip_Kotlerhttp://en.wikipedia.org/wiki/Relationship_marketinghttp://en.wikipedia.org/wiki/Relationship_marketinghttp://en.wikipedia.org/wiki/Business_marketinghttp://en.wikipedia.org/wiki/Business_marketinghttp://en.wikipedia.org/wiki/Business_marketinghttp://en.wikipedia.org/wiki/Industrial_marketinghttp://en.wikipedia.org/wiki/Social_marketinghttp://en.wikipedia.org/wiki/Social_marketinghttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Internet_marketinghttp://en.wikipedia.org/wiki/Internet_marketinghttp://en.wikipedia.org/wiki/Search_engine_marketinghttp://en.wikipedia.org/wiki/Market_segmenthttp://en.wikipedia.org/wiki/Personalized_marketinghttp://en.wikipedia.org/wiki/Personalized_marketinghttp://en.wikipedia.org/wiki/Internet_marketinghttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/Customershttp://en.wikipedia.org/wiki/Organizationalhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Sciencehttp://en.wikipedia.org/wiki/Target_marketshttp://en.wikipedia.org/wiki/Target_marketshttp://en.wikipedia.org/wiki/Market_segmentationhttp://en.wikipedia.org/wiki/Consumer_behaviorhttp://en.wikipedia.org/wiki/Economichttp://en.wikipedia.org/wiki/Philip_Kotlerhttp://en.wikipedia.org/wiki/Relationship_marketinghttp://en.wikipedia.org/wiki/Business_marketinghttp://en.wikipedia.org/wiki/Industrial_marketinghttp://en.wikipedia.org/wiki/Social_marketinghttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Internet_marketinghttp://en.wikipedia.org/wiki/Search_engine_marketinghttp://en.wikipedia.org/wiki/Market_segmenthttp://en.wikipedia.org/wiki/Personalized_marketinghttp://en.wikipedia.org/wiki/Internet_marketing


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wireless media as well as driving audience from traditional marketing methods like radio and

billboard to internet properties or landing page.

A firm in the market economy survives by producing goods that persons are willing and able

to buy. %onse&uently4 ascertaining consumer demand is vital for a firmLs future viability andeven e!istence as a going concern. any companies today have a customer focus (or market

orientation). his implies that the company focuses its activities and products on consumer

demands. #enerally4 there are three ways of doing this: the customer5driven approach4 the

market change identification approach and the product innovation approach.

"n the consumer5driven approach4 consumer wants are the drivers of all strategic marketing

decisions. $o strategy is pursued until it passes the test of consumer research. 0very aspect of

a market offering4 including the nature of the product itself4 is driven by the needs of potential

consumers. he starting point is always the consumer. he rationale for this approach is thatthere is no reason to spend ,8- (research and development) funds developing products that

people will not buy. 3istory attests to many products that were commercial failures in spite of

being technological breakthroughs.

A formal approach to this customer5focused marketing is known as S"A (Solution4

"nformation4 alue4 and Access). his system is basically the four 6s renamed and reworded

to provide a customer focus. he S"A odel provides a demandMcustomer5centric

alternative to the well5known D6s supply side model (product4 price4 placement4 promotion)

of marketing management.

"f any of the D6s were problematic or were not in the marketing factor of the business4 the

business could be in trouble and so other companies may appear in the surroundings of the

company4 so the consumer demand on its products will decrease. 3owever4 in recent years

service marketing has widened the domains to be considered4 contributing to theE6Ls of

marketing in total. he other


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)5"AN R#S&5RC# /#PART"#NT

rganisation is made up of people and function of people. Hithout manpower4 organisation

cannot e!ist. he resources of man4 money4 material and machinery are collected4

coordinated4 and utilised through people. here resources are effectively utilised for the

attainment of common ob'ective.

ne of the most useful definitions of 3uman ,esource -epartment (3,) is provided by

fisher4 Schoenfelt and show in their book 3uman resource management involves all

management decisions and practices that directly affect or influence the people or 3uman

resources who work for the organisation.

3, is clearly based on the foundation of behavioural science knowledge relating to the

handling of employees to motivate organisational goals.

he role of human resource management is to plan4 develop4 and administer policies and

programmes designed to make e!peditious use of an organisationRs human resources. "t is that part of management which is concerned with the people at work and with their relationship

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within an enterprise.

3ts o(jectives are+

@. 0ffective utilisation of human resourcesG

>. -esirable working relationships among all members of the organisationG and


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given 'obs.

&rientation+ rientation is the first step toward helping a new employee ad'ust himself tothe new 'ob and the employer. "t is a method to ac&uaint new employees with particularaspects of their new 'ob4 including pay and benefit programmes4 working hours4 and company

rules and e!pectations.

Training and /evelopment+ he training and development function gives employees theskills and knowledge to perform their 'obs effectively. "n addition to providing training fornew or ine!perienced employees4 organisations often provide training programmes fore!perienced employees whose 'obs are undergoing change. /arge organisations often havedevelopment programmes which prepare employees for higher level responsibilities withinthe organisation. raining and development programmes provide useful means of assuringthat employees are capable of performing their 'obs at acceptable levels.

Per$ormance Appraisal+ 6erformance appraisal function monitors employee performance to

ensure that it is at acceptable levels. 3uman resource professionals are usually responsible for developing and administering performance appraisal systems4 although the actual appraisal of employee performance is the responsibility of supervisors and managers. Besides providing a

basis for pay4 promotion4 and disciplinary action4 performance appraisal information isessential for employee development since knowledge of results (feedback) is necessary tomotivate and guide performance improvements.

Career Planning+ %areer planning has developed partly as a result of the desire of manyemployees to grow in their 'obs and to advance in their career. %areer planning activitiesinclude assessing an individual employeeRs potential for growth and advancement in theorganisation.

Compensation+ 3uman resource personnel provide a rational method for determining howmuch employees should be paid for performing certain 'obs. 6ay is obviously related to themaintenance of human resources. Since compensation is a ma'or cost to many organisations4it is a ma'or consideration in human resource planning. %ompensation affects staffing in that

people are generally attracted to organisations offering a higher level of pay in e!change forthe work performed. "t is related to employee development in that it provides an importantincentive in motivating employees to higher levels of 'ob performance and to higher paying

'obs in the organisation.

,ene$its+ Benefits are another form of compensation to employees other than direct pay forwork performed. As such4 the human resource function of administering employee benefitsshares many characteristics of the compensation function. Benefits include both the legallyre&uired items and those offered at employerRs discretion. he cost of benefits has risen tosuch a point that they have become a ma'or consideration in human resources planning.3owever4 benefits are primarily related to the maintenance area4 since they provide for many

basic employee needs.

!a(our Relations+ he term labour relations refers to interaction with employees who arerepresented by a trade union. *nions are organisation of employees who 'oin together toobtain more voice in decisions affecting wages4 benefits4 working conditions4 and other

aspects of employment. Hith regard to labour relations4 the personnel responsibility primarily

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http://www.whatishumanresource.com/orientation-of-employeehttp://www.whatishumanresource.com/performance-appraisalhttp://www.whatishumanresource.com/performance-appraisalhttp://www.whatishumanresource.com/career-planninghttp://www.whatishumanresource.com/career-planninghttp://www.whatishumanresource.com/compensation-managementhttp://www.whatishumanresource.com/human-resource-planninghttp://www.whatishumanresource.com/human-resource-planninghttp://www.whatishumanresource.com/employee-motivation-introductionhttp://www.whatishumanresource.com/employee-benefits-introductionhttp://www.whatishumanresource.com/employee-benefits-introductionhttp://www.whatishumanresource.com/introduction-to-trade-unionshttp://www.whatishumanresource.com/orientation-of-employeehttp://www.whatishumanresource.com/performance-appraisalhttp://www.whatishumanresource.com/career-planninghttp://www.whatishumanresource.com/compensation-managementhttp://www.whatishumanresource.com/human-resource-planninghttp://www.whatishumanresource.com/employee-motivation-introductionhttp://www.whatishumanresource.com/employee-benefits-introductionhttp://www.whatishumanresource.com/introduction-to-trade-unions


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involves negotiating with the unions regarding wages4 service conditions4 and resolvingdisputes and grievances.

Record72eeping+ he oldest and most basic personnel function is employee record5keeping.his function involves recording4 maintaining4 and retrieving employee related information

for a variety of purposes. ,ecords which must be maintained include application forms4health and medical records4 employment history ('obs held4 promotions4 transfers4 lay5offs)4seniority lists4 earnings and hours of work4 absences4 turnover4 tardiness4 and other employeedata. %omplete and up5to5date employee records are essential for most personnel functions.ore than ever employees today have a great interest in their personnel records. hey want toknow what is in them4 why certain statements have been made4 and why records may or maynot have been updated.

Personnel records provide the $ollo0ing+

@. A store of up5to5date and accurate information about the companyRs employees.

>. A guide to the action to be taken regarding an employee4 particularly by comparinghim with other employees.


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keynote is a cross5fertilisation of ideas from different organisations. 6eriodic social audits of3, functions are considered essential.

3, professionals have an all5encompassing role. hey are re&uired to have a thoroughknowledge of the organisation and its intricacies and comple!ities. he ultimate goal of every

3, person should be to develop a linkage between the employee and the organisation because the employeeRs commitment to the organisation is crucial. he first and foremost roleof 3, functionary is to impart continuous education to employees about the changes andchallenges facing the country in general4 and their organisation in particular. he employeesshould know about their balance sheet4 sales progress4 diversification plans4 restructuring

plans4 sharp price movements4 turnover and all such details. he 3, professionals shouldimpart education to all employees through small booklets4 video films4 and lectures.

The primary responsi(ilities o$ a human resource manager are+

@. o develop a thorough knowledge of corporate culture4 plans and policies.

>. o act as an internal change agent and consultant.


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Average salary given to each employee is appro!imately


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• "dentify relevant ob'ectives and constraints: institution or individual goals4 time

hori9on4 risk aversion and ta! considerationsG

• "dentify the appropriate strategy: active versus passive hedging strategy

• easure the portfolio performance

Financial management overlaps with the financial function of the Accounting profession.

3owever4 financial accounting is the reporting of historical financial information4 while

financial management is concerned with the allocation of capital resources to increase a

firmLs value to the shareholders.

Financial risk management4 an element of corporate finance4 is the practice of creating and

protecting economic value in a firm by using financial instruments to manage e!posure

to risk 4 particularly credit risk and market risk . (ther risk types include Foreign e!change4

Shape4 olatility4 Sector4 li&uidity4 "nflation risks4 etc.) "t focuses on when and how to

hedge using financial instrumentsG in this sense it overlaps with financial engineering. Similar

to general risk management4 financial risk management re&uires identifying its sources4

measuring it (see: ,isk measure: Hell known risk measures)4 and formulating plans to

address these4 and can be &ualitative and &uantitative. "n the banking sector worldwide4

the Basel Accords are generally adopted by internationally active banks for tracking4

reporting and e!posing operational4 credit and market risks.

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http://en.wikipedia.org/wiki/Accounting_professionhttp://en.wikipedia.org/wiki/Accounting_professionhttp://en.wikipedia.org/wiki/Financial_accountinghttp://en.wikipedia.org/wiki/Financial_accountinghttp://en.wikipedia.org/wiki/Financial_risk_managementhttp://en.wikipedia.org/wiki/Economic_valuehttp://en.wikipedia.org/wiki/Economic_valuehttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Financial_instrumenthttp://en.wikipedia.org/wiki/Financial_instrumenthttp://en.wikipedia.org/wiki/Financial_riskhttp://en.wikipedia.org/wiki/Financial_riskhttp://en.wikipedia.org/wiki/Credit_riskhttp://en.wikipedia.org/wiki/Market_riskhttp://en.wikipedia.org/wiki/Foreign_exchange_riskhttp://en.wikipedia.org/wiki/Foreign_exchange_riskhttp://en.wikipedia.org/wiki/Foreign_exchange_riskhttp://en.wikipedia.org/wiki/Volatility_(finance)http://en.wikipedia.org/wiki/Volatility_(finance)http://en.wikipedia.org/wiki/Liquidity_riskhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Financial_engineeringhttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Risk_measure#Well_known_risk_measureshttp://en.wikipedia.org/wiki/Basel_Accordshttp://en.wikipedia.org/wiki/Accounting_professionhttp://en.wikipedia.org/wiki/Financial_accountinghttp://en.wikipedia.org/wiki/Financial_risk_managementhttp://en.wikipedia.org/wiki/Economic_valuehttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Financial_instrumenthttp://en.wikipedia.org/wiki/Financial_riskhttp://en.wikipedia.org/wiki/Credit_riskhttp://en.wikipedia.org/wiki/Market_riskhttp://en.wikipedia.org/wiki/Foreign_exchange_riskhttp://en.wikipedia.org/wiki/Volatility_(finance)http://en.wikipedia.org/wiki/Liquidity_riskhttp://en.wikipedia.org/wiki/Inflationhttp://en.wikipedia.org/wiki/Financial_engineeringhttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Risk_measure#Well_known_risk_measureshttp://en.wikipedia.org/wiki/Basel_Accords


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,A!ANC#7S)##T &F GNFC

Standalone Balance Sheet ------------------- in Rs. Cr. -------------------

Mar '13 Mar '12 Mar '11 Mar '10 Mar '09

12 mths 12 mths 12 mths 12 mths 12 mths

Sources Of Funds

Total %hare &apital 155)42 155)42 155)42 155)42 155)44

#?uit %hare &apital 155)42 155)42 155)42 155)42 155)44

%hare Application Mone 0)00 0)00 0)00 0)00 0)00


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Gross (loc 4,0;/)51 .,;24).. .,24;)2; .,064)25 .,026)00

Less Accum) +epreciation 2,2;2)0. 2,11/)16 2,0.4).. 1,/14)/0 1,;/6)51

Net Bloc 1!&0".$& 1!#0%.1% 1!212.9$ 1!1#9.3% 1!229.$9

&apital 8or in


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C&NC!5S3&N

he Stress levels at #$F% are not very high.

A decent work life balance is witnessed at #$F% and is acknowledged by employees.

here are numerous steps taken by #$F% to ensure that employees are satisfied and

motivated to work at their peak performance. #$F% is a healthy organi9ation with a good worker management balancing ratio.

#$F% is determined for optimising productivity and grow into a world class

organisation he personnel of the company is its most valuable asset till date.

he brand image of the company is spreaded far 8 wide.

Page 28


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,3,!3&GRAP)4

• "$0,$0 H0BS"0S

www.google.comMimages

www.gnfc.org

www.moneycontrol.com

www.wikipedia.com

http://www.google.com/imageshttp://www.gnfc.org/http://www.moneycontrol.com/http://www.wikipedia.com/http://www.google.com/imageshttp://www.gnfc.org/http://www.moneycontrol.com/http://www.wikipedia.com/

Documents

Summer Training report on GNFC