SYNOPSIS

For the Proposed Summer Internship Project

TOPIC

“Effectiveness of Training and Development and in Asahi Glass Ltd.”

Submitted to: Submitted by:

Prof. Abdul Qadir Shreya Ahuja
( Assistant Professor & HR/OB Area Chair) (PGFB1949)

JAIPURIA INSTITUTE OF MANAGEMENT, NOIDA

A-32 A, Sector 62, Institutional Area, Noida- 201309 (U.P.)
SUMMER INTERNSHIP PROJECT

ASAHI INDIA GLASS LTD.

1. SIP TYPE: Job/Desk Based

2. TITLE: Effectiveness of Training and Development and in Asahi Glass Ltd.

3. BACKGROUND OF THE COMPANY:

Asahi India Glass Limited, known as AIS, is a glass solutions and manufacturing company
in India. It was established in 1984. It manufactures automotive safety glass, float glass,
architectural processed glass, and glass products. It also provides consumer glass offerings in
the form of Glass experts and Windshield Experts. AIS was established as a Joint Venture
agreement between the Labroo family, Asahi Glass Co. Ltd. (AGC Inc.), Japan, and Maruti
Suzuki India Ltd. In the Indian passenger car glass segment, AIS has 77.1% market share as of
2017. AIS also holds 20% market share in India’s architectural glass segment as of 2017.
Their product Portfolio includes:
• Automotive glass products: The various types of glass range from laminated windshields,
tempered glass for sidelites and backlites to a range of value-added glasses like Solar
control, Acoustic, De-fogger, Head-up display, etc.

• Architectural glass products: Our architectural product range includes clear, tinted, solar
control & heat reflective glass, mirrors, frosted and back painted glass, along with a range
of value added solutions in privacy, safety and acoustics.

• AIS Windshield Experts: India’s first and largest car windscreen repair & replacement
network in India with presence across 42 cities with 88 conveniently located service
centers. It is the preferred destination for discerning customers who want their car
windscreen replaced or repaired.
• AIS Glasxperts: India's only provider of lifestyle solutions in glass whose offerings span
privacy, aesthetics, security, acoustic, energy-efficiency and door and window solutions.

• AIS Windows: A range of High Performance uPVC, wood and aluminium door and
window solutions that include Acoustic, Privacy, Energy efficiency and Safety & Security
solutions.

Offices

Asahi India Glass Ltd.’s registered office is situated in New Delhi. Their corporate office is
located in Gurgaon, Haryana. They have zonal offices in Delhi, Mumbai, Kolkata and Chennai
and one regional office in Pune.

Manufacturing plants

AIS has 13 manufacturing plants and sub-assembly units across India. In May 2017, AIS
announced its plan to invest in a Greenfield Automotive Glass Plant near Mehsana, Gujarat, in
order to primarily supply the new Maruti Suzuki India Limited plant in Gujarat. In November
2017, AIS commenced float glass manufacturing at its new Taloja plant at MIDC Industrial
Area, Raigad District, Maharashtra.

Strategic business units

AIS has three strategic business units. These are Automotive Glass, Architectural Glass and
Consumer Glass.

Automotive glass

AIS Auto Glass is the automotive glass SBU of AIS. It provides glass to automobile
manufacturers including Maruti Udyog, Tata Motors, Hyundai Motors, Mahindra & Mahindra,
General Motors Ford India, Fiat India, Honda, Eicher, Volvo, Hindustan Motors, Skoda Auto,
Volkswagen India, Toyota Kirloskar, and Piaggio. AIS Auto Glass has four production
facilities at Bawal (Haryana), Roorkee (Uttarakhand), Chennai (Tamil Nadu), and Taloja
(Maharashtra). They also have five automotive glass manufacturing plants in India.
Asahi India Glass Ltd.’s registered office is situated in New Delhi. Their corporate office is
located in Gurgaon, Haryana. They have zonal offices in Delhi, Mumbai, Kolkata and Chennai
and one regional office in Pune.

4. BUSINESS PERFORMANCE IN LAST 5 YEARS

YEARLY RESULTS OF MAR MAR MAR MAR MAR

ASAHI INDIA GLASS (in Rs. '19 '18 '17 '16 '15
Cr.)
Net Sales/Income from 2,852.5 2,587.5 2,387.59 2,167.9 2,057.2
operations 1 0 9 1
Other Operating Income 6.47 7.23 18.49 2.85 0.82
Total Income From Operations 2,858.9 2,594.7 2,406.08 2,170.8 2,058.0
8 3 4 3
EXPENDITURE
Consumption of Raw Materials 955.58 875.25 815.24 746.40 684.37
Purchase of Traded Goods 11.47 33.93 45.28 31.99 27.01
Increase/Decrease in Stocks -58.14 6.07 -31.86 3.70 19.20
Power & Fuel 454.24 326.55 194.26 258.66 351.92
Employees Cost 260.89 252.45 224.93 189.97 170.76
Depreciation 115.26 91.78 105.12 105.32 107.18
Excise Duty -- -- -- -- --
Admin. And Selling Expenses -- -- -- -- --
R & D Expenses -- -- -- -- --
Provisions And Contingencies -- -- -- -- --
Exp. Capitalised -- -- -- -- --
Other Expenses 714.19 619.80 712.94 534.73 487.10
P/L Before Other Inc. , Int., 405.49 388.90 340.17 300.07 210.49
Except. Items & Tax
Other Income 20.03 21.50 10.88 3.22 16.81
P/L Before Int., Except. Items & 425.52 410.40 351.05 303.29 227.30
Tax
Interest 134.54 123.08 138.85 143.40 159.33
P/L Before Exceptional Items & 290.98 287.32 212.20 159.89 67.97
Tax
Exceptional Items -2.64 -4.88 -1.58 -2.04 -4.29
P/L Before Tax 288.34 282.44 210.62 157.85 63.68
Tax 98.27 97.09 72.81 60.58 13.47
P/L After Tax from Ordinary 190.07 185.35 137.81 97.27 50.21
Activities
Prior Year Adjustments -- -- -7.13 -- --
Extra Ordinary Items -- -- -- -- --
Net Profit/(Loss) For the Period 190.07 185.35 130.68 97.27 50.21
Equity Share Capital 24.31 24.31 24.31 24.31 24.31
Reserves Excluding Revaluation 1,225.3 1,085.3 928.66 369.80 286.68
Reserves 8 1
Equity Dividend Rate (%) 100.00 150.00 100.00 60.00 --
EPS BEFORE EXTRA
ORDINARY
Basic EPS 7.82 7.62 5.38 4.00 2.07
Diluted EPS 7.82 7.62 5.38 4.00 2.07
EPS AFTER EXTRA
ORDINARY
Basic EPS. 7.82 7.62 5.38 4.00 2.07
Diluted EPS. 7.82 7.62 5.38 4.00 2.07
PUBLIC SHARE HOLDING
No Of Shares (Crores) -- -- -- 11.08 11.08
Share Holding (%) -- -- -- 45.59 45.59
PROMOTERS AND
PROMOTER GROUP
SHAREHOLDING
A)
PLEDGED/ENCUMBERED
 - Number of shares (Crores) -- -- -- 0.86 1.25
- Per. of shares (as a % of the total -- -- -- 6.52 9.42
sh. of prom. and promoter group)
- Per. of shares (as a % of the total -- -- -- 3.55 5.13
Share Cap. of the company)
B) NON-ENCUMBERED
- Number of shares (Crores). -- -- -- 12.36 11.98
- Per. of shares (as a % of the total -- -- -- 93.48 90.58
sh. of prom. and promoter group).
- Per. of shares (as a % of the total -- -- -- 50.86 49.28
Share Cap. of the company).

ANALYSIS

During FY 2018-19, AIS continued to post enhanced performance result despite a challenging
environment.

• Net sales increased to Rs. 2587.1cr. in FY2018-19 from FY2017-18, posting 8.45%
growth.
• Operating profit EBIDTA (after extraordinary and exceptional items) increased to Rs.
534.12 cr. In FY18-19 FROM 487.17 cr. In FY2017-18, posing 9.63% growth.
• Strong growth in top line flowed through P&L increasing to 28.39 cr. In FY 2018-19,
from 268.66 in FY 2017-18 posing 4.37% growth.
• Net profit after tax stood at Rs. 190.18 cr. In FY2018-19 from Rs. 177.38cr. in FY
2017-18, recording 7.22% growth.
• Earnings per share increased to 7.82 in FY 2018-19 from 7.3 cr. In FY2017-18
5. ORGANIZATION STRUCTURE

BOARD OF
DIRECTORS
COMPANY CORPORATE
MANAGING SECRATARY & CLO PLANNING
DIRECTOR
CHEIF RISK CORPORATE
OFFICER COMMUNICATION

CSR

Under the Managing Director the other hierarchies that the organization operates in are as
follows:
 MANUFACTURING

FACILITIES
PRODUCTION PLANNING

PRODUCTION
SERVICES

COMPONENET
SOURCES
SUPPLY CHAIN

CONSUMERABLES

R&D

QUALITY
ENGINEERING
ASSURANCE
MANAGING
DIRECTOR
SERVICE

FINANCE

ADMINISTRATION IT

HR

SALES DOMESTIC
AND EXPORTS

MARKETING
MARKETING AND
STRATEGY &
SALES
DEVELOPMENT

MARKETING
6. CONTEXT OF THE JOB:

YKEY RESPONSIBILITY AREAS.17 crores in FY 2017-18, posting 9.63% growth

• Map out annual training plans for management, HR, customer support and more.
• Design and develop training programs (outsourced and/or in-house).
• Select appropriate training methods or activities (e.g. simulations, mentoring, on-the-job
training, professional development classes).
• Market available training to employees and provide necessary information about sessions.
• Conduct organization-wide training needs assessment and identify skills or knowledge
gaps that need to be addressed.
• Use known education principles and stay up to date on new training methods and
techniques.
• Design, prepare and order educational aids and material.
• Assess instructional effectiveness and determine the impact of training on employee skills
and KPIs.
• Gather feedback from trainers and trainees after each educational session.
• Partner with internal stakeholders and liaise with experts regarding instructional design.
• Maintain updated curriculum database and training records.
• Host train-the-trainer sessions for internal subject matter experts.
• Manage and maintain in-house training facilities and equipment.
• Research and recommend new training methods, like gamification.

IMPORTANCE OF TRAINING AND DEVELOPMENT IN AN ORGANIZATION

In this competitive world, where nothing is static, every day an innovation comes into the
market. This made the organization to be dynamic in their business process and keep on
implementing the changes so that they will be competitive in the market. But how can you be
competitive and win in the market? It’s your employees, who will help you to be competitive
in the market. The business owner or HR manager must needs be active and look out for the
various strategies which help the organization to grow in the future.
Large organizations generally provide training to their employees for better utilization of their
skills. Also, they know the importance of training and development impact on the organization.
While in case of SME’s they don’t feel much benefit because they concentrate on every single
amount spend on the business.

In training and development process the employees don’t concentrate much on projects in order
to attend the training sessions. That may delay the deadline for the projects. Despite this fact,
a large organization employer doesn’t feel for that, because as employees get highly skilled the
process would be much faster and they can be competitive in the market. With lack of skilled
employees, the process and strategies utilized will make the overall process slow and the
quality may also get affected.

What are the primary reasons for training in an organization?

• Increased productivity and adherence to quality standards

• Increasing organizational stability and flexibility
• Reduced supervision and direction
• Economical use of resources & Heightened morale
• Increase in productivity & Better industrial relations
• Role & career flexibility & Reduced learning time
• Future manpower needs
• Reduced accidents at workplace
• Globalization & speed of change
• New appraisal techniques
• Reduction of errors & accidents
• Reduction of turnover and absenteeism

What are the effects of ongoing training on the organization?

• It helps the employee to feel confident in delivering from their end, even
when technology changes.
• It helps the employees to actively respond to the changes that created out of organizational
restructuring.
• Work to facilitate career development.
• Provide the employees with an ability to respond to changes occurred due to diversity in
the manpower.
• Help to meet your employee’s need for continued growth.

CONCEPTS OF MANAGEMENT INVOLVED IN THE JOB ARE AS FOLLOWS:

1. Training and development process.

2. Different types of on the job and off the job training methods.
3. Performance appraisal systems.
4. Career path model.

7. METHODOLOGY OF THE STUDY:

The essential skills for trainers

Every trainer needs to have a number of skills as well as training development tools to be
effective. Let’s look at this training skills list that includes soft and hard skills.

1. Advanced research skills

One of the most important hard skills a trainer should master is internet research.

For example, do you know how to use Boolean operators and symbols in your searches? If not,
start honing this training skill by making a habit of using “and” & “or” & “not”. Or use
quotation marks “-” to tell your favourite search engine to ignore a term before it. This type of
advanced searching can narrow or broaden your results so you can get the most relevant. The
key is to find relevant and reliable content for your training..

2. Strong communication skills

To be an inspiring and engaging trainer, you should be adept at listening, questioning,

explaining, and giving feedback. These training skills can be practiced over the course of a
career – as long as you know they’re important. And keep improving them as often as you can.

3. Flexible organization skills

Strong organizational skills will get you far. Skills like managing your stress and time will help
you stay calm and on track. As will organizing tasks in such a way that they’ll save you both
time and effort. Another effective training skill that’ll keep you organized is problem-
solving. If you’re able to come up with workarounds without getting caught up in the problem,
you’ll be a great trainer!

4. Enthusiasm for lifelong learning

Learning never stops for a trainer. As a part of the training industry, you are essentially
required to develop lifelong learning habits.

Part of the reason is to keep up to date with changing trends and best practices in learning.
Another reason is to be able to empathize with your learners and put yourself in their shoes.

Sometimes the trappings of daily work make it easy to forget what it’s like to be learning
something new. There’s fear, there’s trepidation, frustration, excitement, and indifference. And
to be an effective trainer demands that you take a learner’s perspective.

Here are a few tools:

1. Content authoring tool

One of the most essential tools for training and development is an eLearning content authoring
tool. Authoring tools are software platforms that let trainers incorporate a variety of media
(including video) to create engaging and interactive courses. Some tools even have built-in
lesson types to speed up the process..

2. Video editing software

One of the most overlooked training tools for trainers is video editing software. Videos
combine image and sound, offering a vivid and engaging learning experience.

And with video creation and editing tools like the ones on YouTube and your smartphone, it’s
never been easier to create and add videos to your courses.

3. Social media
This might sound a bit odd but social media can prove to be really powerful training and
development tools.

The overwhelming surge in popular social media hangouts like Twitter, Instagram, Pinterest,
Facebook, Snapchat, Google+, YouTube, and blogs, tell you where learners like to go. As a
trainer, connecting with learners using their preferred social media is a terrific way to
personalize the learning experience.

Using a social media tool in a learning management system will encourage learners to connect
with other learners who are in the same training course. You should also capitalize on the
characteristics of the social media you’ve chosen. For example, a private Facebook group is an
effective way for learners to share ideas and open discussions.

Social media is also a great course marketing tool, as announcements for updates or new
courses reach learners faster than email.

4. Learning Management System

The best training tool for any trainer is a Learning Management System (LMS). An LMS is a
platform from where you can create courses, manage users and track performance of online
training. Every trainer should not only know how to use an LMS, but should master it. This
gets much easier if you or your organization choose a well-engineered and intuitive LMS.
Take Talent LMS, for example – it’s so easy to use that most trainers have a course up and
running in minutes because the learning curve is minimal.

One of the best ways to become proficient in an LMS and master this tool is to take advantage
of demos, the LMS’s knowledge base and customer support.

project you set your mind to. And remember: a good trainer never stops learning. So, what tool
and skill did we miss? We want to learn too.

8. TIME FRAME
 S.N.O CHAPTERS DATE
START END DATE
DATE
1 INTRODUCTION 20.04.20 25.04.20
1.1 INTRO OF THE TASK
1.2 RATIONAL OF THE TOPIC
1.3 COMPANY PROFILE
1.4 PROBLEMS FACED BY THE COMPANY
2 JOB DESCRIPTION 26.04.20 10.05.20
2.1 SUMMARY OF JOB
2.2 JOB DESCRIPTION/ KRA’S
2.3BRIEF ABOUT KRA’S
3 ANALYSIS OF THE JOB DONE 11.05.20 29.05.20
3.1 HOW EACH KRA WAS PERFORMED
3.2 CHALLENGES FACED IN EACH TASK
4 LEARNING OUTCOME 07.06.20 10.06.20
4.1 OVERALL SUMMARY OF LEARNING
4.2 KRA WISE LEARNING
5 SUGGESTIONS AND CONCLUSION 12.06.20 14.06.20
5.1 SPECIFIC SUGGESTIONS FOR
IMPROVEMENT IN THE TASK PERFORMED
5.2 CONCLUSION WITH OVERALL SIP
EXPERIENCE
6 APPENDIX 14.06.20 15.06.20
7 REFERENCES 15.06.20 16.06.20

9. EXPECTED OUTCOMES OF THE STUDY:

1. Gain valuable work experience

2. Explore a career path.
3. Give yourself an edge in the job market
4. Develop and refine skills.
5. Receive financial compensation.
6. Network with professionals in the field.
7. Gain confidence.
8.Transition into a job (PPO).
Net sales increased to ` 2,931.91 crores in FY 2018-19 from ` 2,703.35 crores in FY 2017-18,
posting 8.45% growth

Operating Pro t (EBIDTA after extraordinary & exceptional items) increased to ` 534.12 crores
in FY 2018-19 from ` 487.17 crores in FY 2017-18, posting 9.63% growth

280.39 crores in FY 2018-19, from ` 268.66 crores in FY 2017-18, posting 4.37% growth

Net pro t after tax stood at ` 190.18 crores in FY 2018-19 from ` 177.38 crores in FY 2017-18,
recording 7.22% growth

8, posting 8.45% growth

Operating Pro t (EBIDTA after extraordinary & exceptional items) increased to ` 534.12

Strong growth crores in FY 2018-19 from ` 487.17 crores in FY 2017-18, posting 9.63%
growth in top line, owed through the P&L to Pro t Before Tax (PBT) increasing to ` 280.39

growth