A Report Submitted in Partial Fulfillment of the Requirement of MBA Program

IN GUIDANCE WITHMR. MAHENDRA ROUTK. PALANI(COMPANY GUIDE)INTERNAL GUIDEASSOCIATE MANAGER HRFACULTY IN HRVAL, LANJIGARHNICE, ANGUL

Submitted By:JAGABANDHU PRADHANRegd. No : 261/09Roll No : 10MBA015

DDCE, SAMBALPUR UNIVERSITY

CERTIFICATE

This is to certify that the project work entitled TRAINING & DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH submitted by Jagabandhu Pradhan as Dissertation Project for fulfillment of the requirement for the award of MBA from DDCE, Sambalpur University, is a record of students own work carried out by him under my supervision & guidance.

Mr. MAHENDRA ROUTAssociate Manager HRVAL, Lanjigarh. Orissa

CERTIFICATE OF GUIDE

This is to certify that the project work entitled TRAINING & DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH submitted by Jagabandhu Pradhan as Dissertation Project for fulfillment of the requirement for the award of MBA (HR) from DDCE, Sambalpur University, is a record of students own work carried out by him under my supervision & guidance.

K. PALANI Faculty in HRNICE, ANGUL

DECLARATION

I, Jagabandhu Pradhan, do hereby declare that the project report has been prepared by me under Vedanta Aluminium Ltd, LANJIGARH. This report being the result of original and authentic work, have not been submitted anywhere earlier to this for publication from any resources. This is a complete and genuine work to the best of our knowledge and belief. The data collected during the survey is supposed to be kept confidential and not to be used for any commercial purpose. The facts and findings presented in this project are true to the best of my belief.

Jagabandhu Pradhan

ACKNOWLEDGEMENT

Completing a project is never one mans effort. It is often the result of invaluable contribution of individuals in a direct or indirect manner.I express my sincere thanks & profound sense of gratitude to Mahendra Rout (Associate Manager HR) for his relentless effort & support which helped me to complete this project in due time & without whose initiations I may not have started this project.I express my indebtedness to all VAL HR faculties, top Management & Supporting Staff for their cooperation at various stages of my project & for providing all possible facilities of the institute.

Jagabandhu PradhanRegd. No. : 261/09Roll No : 10MBA015

EXAMINERS CERTIFICATE

This project is submitted by Jagabandhu Pradhan of MBA bearing the Roll No. 10MBA015 under DDCE, Sambalpur University and forwarded for evaluation.

Internal ExaminerExternal Examiner

CERTIFICATE OF APPROVAL

This is to Certify that the Project Entitled:TRAINING & DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH

Submitted by Jagabandhu Pradhan (Enr. No 261/09), Sambalpur University, Burla towards partial fulfillment of the requirements for the award of the degree of Master of Business Administration (MBA) is a bona fide record of the work carried out by him under the able guidance of K. Palani, Faculty, NICE, Angul.

(Approval of the Center Director)

CONTENTS

Vedanta A Snap ShotOrissa Projects (An Overview)Human Resources Hr Philosophy Of Vedanta Human Resources (A Brief Idea) Human Resources Development Training & Development Trainings Undertaken At Vedanta Aluminium Lanjigarh

Summary

VEDANTA A SNAPSHOTVedanta Resources Plc is a diversified and integrated London Stock Exchange listed and FTSE 100 metals and mining group with principal operations located in India. In India Vedanta has its extensive interests and operations in aluminum, copper, zinc, silver and lead. It also has substantial copper operations in Zambia and copper mining interests in Australia & interest in gold in Armenia. With a talent pool of more than 25000 employees globally, the group has a clear and committed focus on achieving and sustaining a global leadership in the non ferrous metals business. Today our stocks trade actively on the LSE, with a current market capitalization of over $6.6 billion.Vedanta has a vision to become a million ton per annum producer at the lowest decile cost in each of its metals, thereby consolidating Indias position on the global metals & mining map. To achieve this vision, we have undertaken several Greenfield & brown-field expansion projects. The capital expansions completed under the first phase of our expansion strategy with investment of $2.2 billion, were commissioned on time & well within their stated budgets. The next phase of our expansion in pipeline has investment of approximately $3.1 billion.

The Top Management Executive Chairman - Mr Anil Agarwal Deputy Executive Chairman1 - Mr Navin Agarwal Chief Executive Officer - Mr M S Mehta

Vedanta Aluminium Limited (VAL) has set up a Greenfield Alumina Refinery in Orissa with a capacity of 1 Million tons per annum. It is also setting up a 0.5 MTPA Aluminum Smelter, 1215 MW Captive Power Plant (CPP). The Group Company Sterlite Energy Limited is also setting up a 2400 MW Independent Power Plant (IPP) at LANJIGARH. VAL is one of the worlds premier alumina refining complex in terms of its technology, human resources and high quality infrastructure. VAL has built a high caliber team who are passionately contributing to the growth and efficiency of the organization.National PresenceOur Principal operating companies in India are: Hindustan Zinc Limited (HZL) Sterlite Industries India Ltd. (SIIL) Bharat Aluminium Company Ltd (MALCO) Vedanta Aluminium Ltd. (VAL) Corporate PurposeHarnessing natural resources in harmony with nature to enhance economic well being and quality of life

Mission To put India on the world metals and mining map by becoming a fortune 500 company To be in the top deciles in terms of cost of production across all our businesses To double per capita consumption of copper, aluminum and zinc through application, development and marketing efforts by 2009 To produce one million tons of metal in each of the business To build an organization having world class capabilities and high performance culture by attracting, developing and retaining talented employees.

Executive Chairman - Mr Anil Agarwal

Mr Agarwal, who founded the Group in1976, is also Chairman of Sterlite and is a Director of BALCO, HZL and Vedanta Alumina Ltd. Since 1976 the Group has grown under his leadership, vision and strategy. Mr Agarwal has over 30 years experience as an industrialist.

NAVIN AGARWAL, 47Deputy Executive Chairman

Core Values Trustworthy Entrepreneurial and Innovative Concern for the Environment Respect and Care for people Passion to excel

VEDANTA DNA: HUMBLE, SMART and HUNGRYORISSA PROJECTS Vedanta Aluminium Limited Lanjigarh Project LANJIGARH Project Sterlite Energy Limited, LANJIGARH Sterlite Iron and Steel Company Limited, Keonjhar Anil Agarwal Foundation, Vedanta University, PuriVedanta Aluminium Limited, LANJIGARHA view of 9x135 MW CPP plant Final products in dispatched conditionA birds eye view of 4x600 MW IPP plantA view of Aluminium Smelter 1 plant

HUMANRESOURCES

HR Philosophies of Vedanta.The quality of an organisation depends on the quality of its people and their professionalism. One of the best practices of winning organisations is developing the most professional employees through continuous training and development.We nurture our leaders from within and provide opportunities for growth across levels and geographies. A well-defined process for career development with challenging assignments and responsibilities at a young age, attractive working environments with highly competitive incentives, and a pool of high quality professionals ensure our position amongst the preferred employers in the regions in which we operate. Our ambitious growth initiatives coupled with the competitive markets in which we operate mean that it is important for us to recruit, develop and retain talented and motivated employees that share Vedantas vision and values. We believe that our success is due to the commitment, passion and contribution of our employees.

Employee Strength at VAL, JSG Total Manpower is 1700. (1442 - Male & 258 - Female)Human Resource (HR)Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally administrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. Development Management Key functions Modern analysis Controversy Labor mobility Perceptions Corporate management Human resources development Major trends Individual responses Recruitment methods Framework Structure Training Modern concept of human resources References DevelopmentThe objective of human resource development is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels, from corporate to national Management. Human resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner.ManagementHuman resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent mannerKey functionsHuman resource management serves these key functions: Recruitment & Selection Training and Development (People & Organization) Performance Evaluation and Management Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Compensation, pensions, bonuses etc in liaison with Payroll Confidential advice to internal 'customers' in relation to problems at work Career development

Modern analysisModern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires identifying the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions especially within trade unions. Controversy Labor mobilityAn important controversy regarding labor mobility illustrates the broader philosophical issue with usage of the phrase "human resources": governments of developing nations often regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is rightfully part of the developing nation and required to further its growth as a civilization. The debate regarding "human resources" versus human capital thus in many ways echoes the debate regarding natural resources versus natural capital. Over time the United Nations have come to more generally support the developing nations' point of view, and have requested significant offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades, professions, and the arts. Terms like "human resources" and "human capital" may be perceived as insulting to people. They create the impression that people are merely commodities, like office machines or vehicles, despite assurances to the contrary. Corporate managementIn the very narrow context of corporate "human resources" management, there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base. Foreign language and culture skills, ingenuity, humor, and careful listening, are examples of traits that such programs typically require. It would appear that these evidence a general shift through the human capital point of view to an acknowledgment that human beings do contribute much more to a productive enterprise than "work": they bring their character, their ethics, their creativity, their social connections, and in some cases even their pets and children, and alter the character of a workplace. The term corporate culture is used to characterize such processes at the organizational level.The traditional but extremely narrow context of hiring, firing, and job description is considered a 20th century anachronism. Most corporate organizations that compete in the modern global economy have adopted a view of human capital that mirrors the modern consensus as above. Some of these, in turn, deprecate the term "human resources" as useless. Yet the term survives, and if related to `resourcefulness', has continued and emerging relevance to public policy.In general the abstractions of macro-economics treat it this way - as it characterizes no mechanisms to represent choice or ingenuity. So one interpretation is that, "firm-specific human capital" as defined in macro-economics is the modern and correct definition of "human resources" and that this is inadequate to represent the contributions of "human resources" in any modern theory of political economy.Human resources developmentIn organizations, in terms of sex and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are that out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture. MODERN TRENDS: In order to know the business environment in which any organization operates, three major trends should be considered: Demographics the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. Diversity the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc. Skills and qualifications as industries move from manual to a more managerial profession so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc. Individual responsesIn regard to how individuals respond to the changes in a labor market the following should be understood: Geographical spread how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. Occupational structure the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). Generational difference different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization. Recruitment methodsWhile recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centers, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.FrameworkHuman Resources Development is a framework for the expansion of human capital within an organization. Human Resources Development is a combination of Training and Education, in a broad context of adequate health and employment policies that ensures the continual improvement and growth of the individual, the organisation, and national human resourcefulness. The capacities of individuals depended on their access to education. Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organized processes. StructureHuman Resources Development is the structure that allows for individual development, potentially satisfying organizations, or the nation's goal. The development of individual will benefit the individual, the organization, or the nation and its citizens. In the corporate vision, the Human Resources Development framework views employees, as an asset to the enterprise whose value will be enhanced by development, Its primary focus is on growth and employee development. At the level of a national strategy, it can be a broad intersectoral approach to fostering creative contributions to national productivity.TrainingAt the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, organized learning over a given period of time, to provide the possibility of performance change. In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise.

Modern concept of human resourcesThough human resources have been part of business and organizations, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success.

Human Resource DevelopmentHuman Resource development is a subsystem of a larger system (Organization).It is an organic whole and al parts are interlinked.Training, coaching, mentoring & learning design - developing people The concept of individual and organizational development or Human Resource Development is the mother concept which embraces several concepts of human resource development.Characteristic feature of HRD It is the top management driven activity. Its performance is the prime responsibility of line managers. Rewards are differential according to performance, competence or skill. It involves the adaptation of a comprehensive and coherent approach to employment policies and practices.

Benefits of Human Resource Development

Provide Physical Support Cultivate New behaviorSpread the vision

VisionMission and goalsStrategyImplementation

Supply nourishing systemProvide opportunities for growth

Key HRD Activities HRD Strategy Directions for long term development of management and provide the basis for building a coherent approach to personnel management. Organization Helping with the restructuring of organizations and redesign of jobs. Culture Management Using knowledge of the factors which influence commitment to change. Flexibility Developing and implanting flexibility strategies to make the best use of HR. Team Working - Enhancing the ability of the people to work well together. Quality Management Involving people in the quality improvement programmers and introduce them to quality management through education & training process. Resource Matching human resource to the changing requirements of the organizations. Performance Management Employee RelationsHRD in Industrial SectorHRD has its wings in all areas and all sectors.The integrated HRM system includes 12 major components. They are Manpower Planning, Selection and Placement, Reinforcement and advancement, Data Storage and processing, Critical Attributes Analysis, Feedback & Counseling, Performance Appraisal, Industrial Relations & Labor Welfare, Training, Organization Development, Career Development and Career Planning.

We do not employee people, we only Reemploy them.

An approach to Training at VAL-J Induction The first stint towards the corporate worldA welcome to the new joinees at Vedanta Aluminium Ltd!! Its the first step that both we and the employees take towards each other in order to know each other better. A six day process in which the new joinee is made to feel at ease to the new environment he steps into. Here the new joinees are acquainted with the organization by explaining them what the organization is all about, what we do & how we do it. It is a combination of technical & behavioral aspects what we acquaint our new members with special focus on Occupational Health, Safety & Fire. Basic EngineeringImmediately following the induction program, we organize Training on Basic Engineering for our graduates (GTs). Its a three weeks program covering the basics of engineering (electrical+ mechanical). We have partnered with two best in class institutes for such training, namely, IIPM Kansbhal & CRISP Bhopal. As on date, we have already covered 396 graduates.Other than the above mentioned institutes, we had the privilege of getting our graduates trained on Training on Pot Technology by Mr. S D Chouharia, Ex- Executive Director, NALCO.Similarly, for our graduate engineers (GETs), we have collaborated with San Techno Motors, Pune for training at a little higher level for carrying out operation & maintenance activities in the plant.With special focus, we would like to mention a rigorous three months Power Plant Familiarization Training for our power plant engineers (Non NPTI). We also provide special Simulator Training to our power engineers. Other Training Programs Other training programs include trainings both on Technical & Behavioral aspects as per the training need identification of each and every employee as per HODs recommendation.

Trainings in October 2010-December 2010

No. of Training programs :61Employees Covered:1129Technical Trainings :40Behavioral Trainings:3In House Trainings :12Seminars/ Conferences:4MDP Programs:3Total Man days covered:4665

Trainings in October 2010

Training Report for the month of October 2010

Training programNo. of employeesManhoursTotal MandaysExpertize

SMELTER

Induction of GETs381140190Inhouse

Basic Maintenance Training CRISP Bhopal202880480CRISP Bhopal

Basic Maintenance Training IIPM Kasbahal253150525IIPM Kansbahal

Training at Hardwar Unit201680280SOTL,Hardwar

Safety Training2833656Chilworth

41984164

Training on 5 S1662988498Out Source

Training on First Aid105630105St. John's Ambulance

Training on GRI2366HZL

Training on Project Management1244IIT Kharagpur

Electrical Safety Training47212NSCI Mumbai

PLC 1152888Rockwell Automation

TOTAL461144482408

POWER

Steam Turbine Governing System47212NPTI

Burner Management/FSSS49616NPTI

Coal Mills, Milling System and Case Studies310818NPTI

Protection and Relay setting Combined-APPS26010NPTI

Welding Distortion & Control 1183NPTI

Simulator training162016336WBPDCL

TOTAL302370395

Trainings in November2010

Training Report for the month of November 2010

Training programNo. of employeesMan-hoursTotal MandaysExpertize

SMELTER

Condition Monitoring512020SPM,Hyderabad

Treasury Risk Mgt.2244Princeton Academy,Mumbai

Training on Ergonomics3018030Dr. Prayash Rath

Condition Monitoring2244Emerson,New Delhi

3500 operation and maintenance2366Delhi(Gurgaon)GE energy

Foreign Trade Policy & Procedures56010CII, Mumbai

Human Rights Training for security Personnel60720120Inhouse

Electrical & Mechanical Engineering4000San Techno Motors, Pune

Safety Training381140190Chillworth

First Aid Training601440240St.John's Ambulance

Training on Six Sigma22660110Wipro

1751085

TOTAL2834914819

POWER

PLC-SIMATIC S72001305SIEMENS(Mumbai)

Shock Pulse Spectrum analysis1244SPM,Hyderabad

workshop on generator excitation system59015PMI,NOIDA

power plant chemistry for engineers26010NPTI,Nagpur

3500 operation and maint1183Delhi(Gurgaon)GE energy

Certified welding inspectors16010WRI,Tiruchirapalli

Thermal power station operation213222NPTI,Durgapur

Power System Protection412020PMI,NOIDA

Pumps operation, maint and performance monitoring515025NPTI,Nagpur

Coal mills and milling system and case studies2366NPTI,Neyvelli

ESP & Bag Filter 3366Thermax

Welding & Inspection1305WRI,Tiruchirapalli

Leadership and team building26010IIMC

TOTAL30846141

Trainings in December 2010Training Report for the month of December 2010

Training programNo. of employeesManhoursTotal MandaysExpertize

SMELTER

Induction of GETs1751085Inhouse

Basic Maintenance Training IIPM Kasbahal253150525IIPM Kansbahal

Training on Six Sigma 1236060WIPRO CONSULTANCY SERVICES

1030050

22660110

1854090

Training on 5 S3714825CII Kolkata

3614424

12488

Training on Business Proficiency & Excellence4488CII Kolkata

Training on Cost Congress 20093366CII Chennai

Behavioral Training for Pot room1183Vriksh Consulting, Delhi

Training on Centrifugal Compressors49616KPCL Pune

TOTAL20160581010

POWER

Super Critical Technology2366NTPC Noida

HV Circuit Breaker2244Areva, Chennai

Machinery Diagnostics26010GE, Mumbai

Generator and auxillaries including excitation system1305NPTI,Neyvelli

Protection and Relay setting Combined-APPS39015Areva, Chennai

Sinamic SG17026010Siemens Kolkata

Simulator Training10720120WBPDCL

Valve Maintenance1305NPTI Badarpur

Digital Distributed Controls & System Integration2244NTPC Noida

Leadership Excellence47212IIMC

Project Management614424IIMC

TOTAL331110185

New Initiatives at VAL J1) 5 S A Strategy for Performance ExcellenceAn initiative at VAL-J in collaboration with CII is going on in its full swing at our site.

With the objective of increasing efficiency at the micro level by keeping workplace neat, orderly and accessible, 300 Employees have been covered in this quarter from Oct-Dec09. Around 80 contract supervisors & members have been covered in November for CPP, Utilities, Rectifier & GAP. The teams have been developed into Zonal Champions, Zonal Leaders & members therewith.

5 S Consultant: Mr. Sibashish Basu, CIIWe are in the process of conducting the audits for 5S.The results would be published in our next issue.

2) Six Sigma

Continuous Improvement!!

106 Employees have been covered in this quarter. Occurring at a huge pace in collaboration with Wipro Consulting Services, Six Sigma Capability Development is covering the following activities: Black belt Training Green Belt Training Mentoring & Project Handholding3) Visit to Kogan Power Plant, AustraliaIt was a great opportunity for two of our colleagues who got to visit Kogan Power plant in Australia. Mr. Deepak Sharma & Mr. Sanjay Rathore were amongst the selected ones for this visit. The main purpose of this visit was for capability enhancement in Overhaul management & implementation of IFOT Process. This visit would definitely help us in understanding and implementing best practices in overhauling, inventory & spare budgeting.4) Online KRAWe are pleased to announce the launch of online KRA at our site in VAL LANJIGARH. 5) Mentor Mentee at VAL-JMentoring Process - Together we can make it

To enable the new graduate trainees, graduate engineer trainees & management trainees to understand the work culture and settle into the system quickly, the HR leadership at Vedanta LANJIGARH wants to Create an appropriate Mentoring System, identify a group of managers as Mentors and develop their mentoring skills as well as provide them with a structured process & tools. The objectives of such an initiative include:a) The Mentors should be able to internalize & manifest high level of effectiveness in developing their mentees, so that the rest of the group is influenced to be it.b) The Mentoring process developed should be sustainable and provide for objective measurement of effectiveness of the Mentors.This approach will include: A detailed mentoring manual- Process, Tools & Monitoring mechanism A kit for Mentor & Mentee Skill building & certification program for mentors Sensitization program for Mentees Learning Application Projects Communication strategy for creating momentum for this initiative Online Mentor ForumFIRST AID TRAINING- By St. Johns Ambulance SIX SIGMA AT VAL J, By Wipro Consultancy ServicesCRISP BHOPALIIPM KANSBHALSpecial Feature!!

VICE CHAIRMANS WORKSHOPVice Chairman Mr. Navin Agarwal visited VAL-LANJIGARH on 4th Dec09. A workshop was conducted during the visit with discussions by various departments with focus on key areas & success factors. Some glimpses of our HR workshop!!

THREE DAYS TRAINING PROGRAMME ON SUSTAINABILITY REPORTING AS PER GRI G3 GUIDELINES

At HZL, Debari, Udaipur from 27-10-09 to 29-10-09By Sanghita ChandAssistant Manager, Env(O)

GRI (Global Reporting Initiative), the worlds most widely used sustainability reporting framework. This program provides attendees with a comprehensive overview of reporting their environmental, social and economic policiesa practice which often establishes or enhances a companys sustainability strategy.VisionThe Global Reporting Initiative's (GRI) vision is thatdisclosure on economic, environmental, and social performancebecomes as commonplace and comparable as financial reporting, and as important to organizational success.Mission

GRI's mission is to create conditions for the transparent and reliable exchange of sustainability information through the development and continuous improvement of the GRI Sustainability Reporting Framework.Objective of the TrainingThe objective of the GRI is to determine what sustainability report users worldwide think of sustainability reporting today and also to establish which sustainability reports deserve recognition.Sustainability reports allow businesses and other organizations to disclose their performance on a range of economic, environmental, and social issues. This information is increasingly sought by investors, employees, consumers, regulators and others who are looking for information on how an organization is responding to critical sustainability issues including climate change, resource use, human rights and product responsibility.

Content of the Training:Part 1 Reporting Principles andGuidance Part 2 Standard Disclosures Note: Vedantas sustainability report is A+ & we have committed to report on total 79 indicators.Benefits of the GRI TrainingThe GRI training provides attendees with a comprehensive overview of: Reporting an organizations environmental, social and economic policies often establishing or enhancing a companys sustainability strategy. The synergies between the 3Ps (people, planet and profit) and how to identify an organizations major impacts in each category How those synergies can inform daily behavior and decision-making for sustainability How to establish meaningful and measurable sustainability goals consistent with global best practice How to collect data in order to measure progress, creating a repository of information affecting future goal-setting and sustainability reporting How to create a transparent and effective sustainability report according to GRI standards How to develop a report following both GRI Guidelines and the United Nations Global Compacts (UNGC) Communication on Progress requirement The Purpose of a Sustainability ReportSustainability reporting is the practice of measuring, disclosing, and being accountable to internal and external stakeholders for organizational performance towards the goal of sustainable development. Sustainability reporting is a broad term considered synonymous with others used to describe reporting on economic, environmental, and social impacts (e.g., triple bottom line, corporate responsibility reporting, etc.).A sustainability report should provide a balanced and reasonable representation of the sustainability performance of a reporting organization including both positive and negative contributions.Sustainability reports based on the GRI Reporting Framework disclose outcomes and results that occurred within the reporting period in the context of the organizations commitments, strategy, and management approach. Reports can be used for the followingpurposes, among others:

Benchmarking and assessing sustainability performance with respect to laws, norms, codes, performance standards, and voluntary initiatives;

Demonstrating how the organization influences and is influenced by expectations aboutSustainable development; and

Comparing performance within an organization and between different organizations over time.

Project Management at IIT KharagpurBy V AnuradhaCentral EngineeringUnique, one time operations designed to accomplish a specific set of objectives in a limited time frame are called Projects.

Project Life Cycle:This consists of1. Initiating Process2. Planning Process3. Executing Process4. Controlling and monitoring5. Closing Process.Risk Management:1. Identifying Risks.2. Assess the likelihood and impact of identified risks to determine their magnitude and priority.3. Risk quantification tools and techniques includesi) Probability and impact matrixesIi) Prioritize risksiii) After prioritized, plan your responses to risksa) Accept riskb) Avoid riskc) Mitigate and manage risksd) Transfer the risk.

Earned Value Management is a programmed management technique that integrates technical performance requirements, resources planning, with schedules, while taking risk into consideration.Earned value analysis addresses the issue of tracking and control.Critical Chain Method:1. Theory of constraints is the basis.2. The critical chain is the longest path through the resource constrained network.2. Critical chain guides schedules and control.

It helps me in understanding how MS Project software works and how can we utilize the same for planning the project and identifying mile stones through CPM/PERT method. And expediting the job accordingly and completing the assigned job within schedule time.

Experience at IIT Kharagpur:I am really very grateful to attend the program at Indian Institute of Technology Kharagpur. As IIT is a dream for each and every student and finally I got such an opportunity to be there and completed one course successfully in IIT.

Thank you for giving me such an opportunity to attend a very useful course in IIT Kharagpur.

NATIONAL SAFETY COUNCILELECTRICAL SAFETY TRAINING

By Pratip Karmakar

Life without Electricity is unthinkable. There are no two opinions about the fact that the quality of human life has improved vastly with the advent of electricity. It is always said that Electricity is a good servant but a bad master. Electrical energy can prove to be very dangerous if the circuits are not properly protected. Failure to take proper precautions in its use creates conditions which can result injury, fatality or danger to property. Elimination of most of these hazards is neither difficult nor expensive but ignoring them lead to serious accidents.Contents of training:

1. Electrical Safety Overview.2. Electrical Equipments in Hazardous Locations.3. Electrical Safety in Power Generation, Transmission and Distribution.4. Safety Features of Electrical Control and Switchgears.5. Selection and Installation of Electrical Equipments.6. Static Electricity.7. Electrical Shock and Burns Treatment.8. First Aid and Artificial respiration for Electrical Shock CPR.9. List of Standards.10. Selected list of Websites on HSE.

My Experience at NSC, Mumbai

The training, I have gone through will be very beneficial for my future in any department where I have to deal with Electrical Energy. This will also help me to implement in my company for the safety of those who are working with electrical equipments.Everyone dealing with electrical energy must know about the hazards of electricity and they should know the safety precautions. Each person after joining the company must be given training on electrical safety as everyone has to work with electrical energy.

The faculties were full of knowledge and experience. They also shared their experiences with us. The most effective part of the training was that the trainees got to share their experiences about hazards faced in their company.

SNAPSHOTS Safety Training: CHILWORTH

PLC TRAINING: ROCKWELL

FIRST AID TRAINING- By St. Johns Ambulance

SIX SIGMA AT VAL J, By Wipro Consultancy Services

Other Training Programmes at VAL LANJIGARH1. SAP Training Program at VAL, LANJIGARH

1. A.ORGANISATIONAL MANAGEMENT MODULE (OM Module)This module is used to create and maintain the structure of an organisation. TerminologyObject An object is an element of information. Ex. Education qualification, percentage, name of school/ college, etc.Important Objects used in OM module: organisation unit, position, person, jobInfotype An infotype is a cluster of related objects Ex. Education qualification, percentage, name of school/ college together form the infotype education detailsImportant Info types used in OM module: object, relationshipOrganizational unit It is a functional division. All organizational units have a unique eight digit number generated by the system which starts with 5. Organizational units are denoted by O.Job It is a general classification of tasks. Ex. ManagerPosition It is a specific classification of tasks. Ex. Manager HR. Every position has a unique eight digit number generated by the system which starts with 6. Positions are denoted by S.Person A person is the employee who would hold a particular position. No two persons can occupy the same position. Every person is given a unique eight digit employee number generated by the system. Persons are denoted by P.Relationship It is the connectivity that exists between two objects. In the OM module relationships exist between O and O, S and S, and S and P. Relationships are of two types: Direct relationship denoted by A and Indirect relationship denoted by B.

Creating Organisation StructuresOrganizational units, positions and relationships can be created using the OM module. There are five modes of creating organisation structures:1. Simple Maintenance Mode2. Expert Mode3. Organisation and Staffing Mode4. General Structures5. Matrix ModeIn all the above five modes org units and positions can be created, changed and displayed. The following screenshot shows the T codes for these three options in the Simple Maintenance mode, Expert mode and Organisation and Staffing Mode.

Create is for creating a new org structure from scratch.Change is used to edit an existing org unitDisplay is used to only view an org structure

1. B.PA ModuleThe main part in PA module is the Master Data Maintenance. This is where all the employee details are maintained. There are 3 main structures in PA module viz.EnterprisePersonnelPayrollThe enterprise structure is where the personnel area and personnel sub area are given. It also has a company code. A company code is given for a company which has its own B/S. Personnel area is where the geographical classification of the employees is given. The Personnel structure deals with the administrative part as well as the organization part. Details like Employee group, employee subgroup and payroll area are given in administrative part and details like organization unit, position, job key etc are given in the organization part. Payroll area is the set of employees for whom salary is processed at a period of time.Any bit of information is called as an info set and a group of info set constitute an info group. Set of info types put in a logical sequence is called as an info group.Action is the movement of an employee from one level to another. Actions include Transfer, Organization reassignment, Promotion, Hiring, Exit, Extension of Training, Extension of probation, Hiring-Fresher, Hiring-Retainer etc.Time Constraints:Time constraints have 2 main concepts namely Gaps and Overlapping. TC1 states that No gaps and no overlapping TC2 states that gaps allowed and no overlapping TC3 states that gaps allowed and overlapping allowed TCA states that a record can exist from 01.01.1800 to 31.12.9999 but a record cannot be deleted once created. TCB states that can exist from 01.01.1800 to 31.12.9999 but the record can be deleted. TCT states that the time constraint of a particular info type depends on a sub type and not the info type. TCZ concept of collision

For the info types 0, 1 & 2 TC is 1.Important t codes:PA30-Maintain Master DataPA40-Create ActionsPA20-Display master dataPA10-Display Personal File

1. CRecruitment ModuleWhat is recruitment?It is the process of stimulating potential applicant in existing vacant position in the company.The important concepts:Candidate A person who attends the interviewApplicant Who applies for a post in the companyEmployee One who joins the companyThere are so many ways of recruitment like reference, internal job posting, head hunting, advertisements, campus etcThe recruitment module is very similar to the PA module. Just as PA module has employee master data recruitment will contain applicant master data.

1. D. Time Management Module

Time management is basically used to maintain the shift schedule & leave quota.The two main concepts in Time management is:Record actual times to record the exact time an employee comes and starts his work and leavesthe company.Accruals & Entitlements Accruals is what a person is supposed to get but not yet got. (eg.PL) Entitlement is the privilege given to an employee. (esc. CL & SL)A PL is accrued once in 20 days for an employee. For an employee who is in probation the PL stats accruing but he can avail PL only after he gets confirmed.In our company per year an employee is eligible for 7 days of Sick Leave, 7 days of casual leave and 25 days of PL (only after confirmation). PL cannot be accumulated for more than 90 days. In such a case the employee can encash the available leave that he has. Sick leave can be accumulated for a period of 3 years, after which it can be encashed. CL cannot be encashed or accumulated per say. In a year if there is unaveiled CL then by the end of the year it will be added to the PL of the employee.

The shift schedule for each employee can be recorded in the infotype 0007 (planned working time). By default it is given as General shift for all employees.Break schedule is nothing but the breaks employee takes. The three main concepts with regards to Time management is Generation of leave quote, Viewing the leave quota and recording absences.To generate leave quota for an employee, the following steps are followed:In SAP easy access type the T-Code PT_QTA00

2. Time ManagementWhy Time Management is Important? The Time Famine Bad time management = stress This is life adviceBeing successful doesnt make you manage your time well.Managing your time well makes you successful.Goals, Priorities, and Planning Why am I doing this? What is the goal? Why will I succeed? What happens if I chose not to do it?

TO Do Lists Break things down into small steps

Paperwork Clutter is death; it leads to thrashing. Keep desk clear: focus on one thing at a time A good file system is essential Touch each piece of paper once Touch each piece of email once; your inbox is not your TODO listScheduling Yourself You dont find time for important things, you make it Everything you do is an opportunity cost

Learn to say NoGentle Nos Ill do it if nobody else steps forward or Ill be your deep fall back, but you have to keep searching.

ProcrastinationProcrastination is the thief of time

Avoiding Procrastination Doing things at the last minute is much more expensive than just before the last minute Deadlines are really important: establish them yourself.

Comfort Zones Identify why you arent enthusiastic Fear of embarrassment Fear of failure?

3.FIVE S

Meaning of 5 SIt is a series of steps taken for ensuring proper organization, neatness, cleanliness, standardization and discipline in companys housekeeping and workplace management practices.Why the name 5 S ?Because the Japanese terms of organisation, neatness, cleanliness, standardization and discipline start with a letter S, which areSeiri

Seiton,

Seiso,

Seiketsu

ShitsukeSeiriThe literal meaning of the Japanese word SEIRI is to straighten and contain. It can be understood as discard of unnecessary things. It sorts between unwanted and wanted things in a selected area, region or domain.SeitonWhile SEIRI helps us to decide what are the items needed, SEITON helps to decide the way they are to be placed so that our working is smooth Practicing Seiton ensures that there is an assigned place for every wanted thing and that a particular thing is always kept in its assigned place i.e A place for everything and everything in its place.SEISO means clean up, i.e. take up the job of cleaning all places Seiso deals with the job of completely cleaning the workplace. The cleaning operation should encompass the entire surroundings, and should not be restricted to machines, equipments, tables etc.SeiketsuSeiri, Seiton and Seiso are easy to be done once, but difficult to maintain. To maintain, we have to standardise the system. Seiketsu is nothing but standardisation. As said, it aims at systemising the practices of Seiri, Seiton and Seiso by making them an integral part of the working system of an organisation. So Seiketsu ensures cleanliness on a permanent basis.Shitsuke means discipline. Discipline calls for strict adherence to a system by changing from our present unsystematic way. It aims at setting up standards in order to ensure that 5S becomes a discipline and a way of life for everyone in an organisation

The immense advantages of 5S encompass individuals day-to-day workImproves efficiencyEnables better acceptability of othersHelps in time managementHelps in ensuring individual safetyHelps in avoidance of errorsDevelops individuals ability to think and analyzeEnables easy access to important papers/files when they are neededMore work place is available

SUMMARY:VEDANTA is in the way to develop greater confidence, initiative, solutions-finding, & problem-solving capabilities among their people. It needs staff at all levels to be more self-sufficient, resourceful, creative and autonomous. This behavior enables staff can operate at higher strategic level, which makes the organization more productive and competitive. People's efforts produce bigger results. It's what VEDANTA strives to achieve. However, while conventional skills training give people new techniques and methods, it won't develop their maturity, belief, or courage, which is so essential for the development of managerial and strategic capabilities.For that reason VEDANTA focus on developing the person, as well as the skills. When people develop confidence, integrity, emotionally, they automatically become more proactive, solutions-focused, responsive, etc., which across a whole team has a cumulative effect. So many people at work are simply 'going through the motions', acting in a 'conforming' state, often because they feel insecure, lack confidence to do what they think is right, or are nervous about being bold, whereas boldness is absolutely required for self-sufficiency, initiative, greater responsibility; in fact all of the behaviors that VEDANTA strives to encourage.

MBA-0918