A STUDY ON COMPETENCY GAP ANALYSIS INTRODUCTION

Competency Gap Analysis is a strategic tool used by organizations to identify gaps between the
current competencies of their workforce and the competencies required to achieve organizational
objectives. It involves assessing the skills, knowledge, and abilities (competencies) of employees
against the desired or required competencies for their roles or the organization as a whole. Here's an
introduction to the process:

Identifying Competencies: The first step is to define the competencies required for each role or job
function within the organization. These competencies could include technical skills, soft skills,
knowledge, and abilities necessary for effective performance.

Assessment Tools: Various assessment tools can be used to evaluate the current competencies of
employees. This could include self-assessments, manager assessments, 360-degree feedback, skill
tests, performance reviews, etc.

Identifying the Current State: Assessments are conducted to determine the existing competencies of
employees. This involves comparing the actual skills and capabilities of employees against the
defined competencies for their roles.

Identifying the Desired State: Organizations need to clearly articulate the competencies required to
achieve their strategic goals and objectives. This involves identifying the ideal or desired
competencies for each role or the organization as a whole.

Analyzing the Gap: Once the current and desired competencies are identified, the next step is to
analyze the gap between them. This gap analysis highlights areas where employees lack the
necessary skills or knowledge to perform effectively in their roles or contribute to organizational
success.

Developing Action Plans: Based on the identified competency gaps, organizations can develop
targeted action plans to address these gaps. This could include training and development programs,
coaching and mentoring, job rotations, hiring new talent, or restructuring roles and responsibilities.

Implementation: The action plans are put into action, and employees are provided with the necessary
resources and support to develop the required competencies.
Monitoring and Evaluation: Progress towards closing the competency gaps is monitored and
evaluated regularly. This involves tracking employee development, assessing the effectiveness of
training programs, and making adjustments to the action plans as needed.

Continuous Improvement: Competency Gap Analysis is an ongoing process. Organizations

continuously review and update their competency frameworks and strategies to ensure alignment
with changing business needs and objectives.

By conducting Competency Gap Analysis, organizations can better align their workforce with their
strategic objectives, improve employee performance and engagement, and ultimately drive
organizational success.
NEED FOR THE STUDY

Heritage lays emphasis on working with competent people to achieve results efficiently
and effectively. With this view from the inception, the company has formulated its own
competency matrix. Heritage is interested to know the current competency level of its
departments with respect to the managers and to know the importance of various competencies
in performing their job.

STATEMENT OF THE PROBLEM

To determine the current competency level of its departments with respect to the
managers and to know the importance of various competencies in performing their job.

OBJECTIVES

▪ To identify the core competencies required to perform a job successfully.

▪ To identify the existing competency level of the employees.
▪ To find out the gap between required competency level(RCL) and
current competency level (CCL)
▪ To identify the importance of various competencies in performing the
job at different departments.

SCOPE OF THE STUDY:

This research was carried out to identify the current competency level in all departments
and to know the importance of various competencies in performing their job. The study of
competency mapping and assessment covers all L5 level employees i.e. managers in all
departments. The study currently focuses on 31 managers present in Corporate Office. The
study serves a number of purposes. It is done for the following functions:
 Gap Analysis
 Role Clarity
 Selection, Potential Identification, Growth Plans.
  Succession Planning.
 Restructuring
 Inventory of competencies for future planning

RESEARCH METHODOLOGY

This chapter deals with the methodology in which the study is conducted to find out
the effectiveness of the competency mapping and competency assessment.

RESEARCH DESIGN

The type of the research study is a descriptive study .Descriptive study is a

description of a phenomenon or characteristics associated with the population i.e.
who, what, when, where and sometimes how.

POPULATION SIZE AND TYPE OF STUDY

The study is census study. The population consists of all managers in

different departments at Heritage. There are 31 managers and they all are the
respondents of the study.

DATA COLLECTION METHOD

Primary data

Structured questionnaire was used to collect the required details for

the research .A pilot test was conducted on HR executives alone to test the validity of
the questionnaire and to check the feasibility of statistical tools. The questionnaire
consists of two parts. The first part deals with assessment of self and the second part
deals with the assessment of importance of each competency to perform their job
effectively.

Secondary Data

The secondary data was collected using organization manuals, portal

and websites.
DATA ANALYSIS

The statistical tools used for analysis are

 Percentage analysis
 Arithmetic Mean
 Weighted Arithmetic Mean
 Correlation
 Chi-square test

ANALYSIS AND INTERPRETATION

After collection of primary data the questionnaire were scrutinized

and transcribed before actual commencement of tabulation procedure.

LIMITATIONS OF THE STUDY

 Employees view may be biased.

 The study was confined only to the managers and not all.
 The primary data collected is from questionnaire and hence the result would bear all the
limitations of the primary data.
 REVIEW OF LITERATURE
(Farah 2009) has discussed about the performance of companies depends mostly on the quality of
their human resource. For obvious economic and business reasons, organizations have always been
concerned about the competence of its people. This paper seeks to deliver deeper into the concept of
competency, tracing its history and its role in the present context. It explains how the concept has
constantly evolved over the years, its applications in human resource management, and development
in the present scenario. It also aims to study its future prospects in the light of other emerging areas
like talent management. The paper proceeds with the examples of companies, which have
successfully integrated.

(Kodwani, Amitabh Deo 2009) has focused on the Performance is the mantra of today’s business
organization. People with right abilities are able to perform better. Competencies are the set of such
skills and abilities (technical as well as behavioral) which are required for desired level of
performance. Right competencies are the key to superior performance. These days most of the
business organizations are dealing with a problem of competency mapping, which is basically
attaching of capacity of an individual that leads to behaviour and the organizational/job requirement.

(Rice 2006) the author reflects on the leadership development among healthcare executives in the
U.S. According to the author, competency-based leadership development does not just drift, however
it is intentionally focuses on clear career aspirations. Meanwhile, he stressed that disciplined
approach to career growth will enhance the organization's performance. Along with these growths is
career planning for health leaders that would set as innovative strategies for development, the author
believes.

Craft (2000) A critical literature review of on the definition of the concept “professional
development” show different perspectives from authors. Some of the common definitions refer to
professional development as continuing education, professional learning, in-service training,
continuous professional development, career-related continuous learning, professional advancement,
and personnel development. In general, Professional development, in a broad sense, refers to the
development of a person in his or her professional role. According to Craft (2000) professional
development from several angles including “purposes”, “location”, “length”, “methods”, and “levels
of impact”. Evidence based on literature review shows that professional development courses should
be organized in terms of objectives, content, methods and duration of study and evaluation strategies.
(Yılmaz & Sever, 2021) An effective professional development course should be objective and
relevant to the employer needs in the labour market. This is illustrated the findings of a study
conducted on a car engine factory in Malaysia that show skill formation is a planned and gradual
process put in place to serve as both a career track and a learning track for workers. In the study it
was observed that the factory professional development course for the workers ensures that: 1)
workers have sufficient mathematical skill, 2) syllabus and training modules are used for training, 3)
training is designed to maximize opportunities for practice, and 4) workers’ skills are continuously
assessed. The study findings can provide important insight to the creators of professional
development courses in Kenya.

(Sectoral and Skill Gap Anlaysis Report, 2009), this report outlines a baseline for labour market and
associated skills in eleven selected sectors in Bahrain. It forecasts the labor and skill needs for each
sector for future and identify skill gaps within each sector. It also identifies the strengths, weakness,
opportunities and threats in terms of the labor market in each sector and associated skill gaps. The
study identifies the core skill gaps in areas like investments, dealers, operations, credit analysis,
derivatives, traders, asset management and also in support functional skill gaps in financial controls,
internal audit, IT, compliance etc.. Banking and finance sector respondents identified the top five
skills required in the sector, which include risk management skills, customer service skills, human
resource skills and treasury and investment skills.

(Prastacos, 2012), the study provided a detailed analysis of application of competencies in banking
sector and its impact on it. The study also identified the competencies needed for the sector and the
developed competency areas like interpersonal excellence, decision making, sales management
people management etc. It concluded that the competencies instill a culture of transparency, thus
significantly motivating the human capital of the bank.

(Survey for the Indian Banking, Financial Services, and Insurance Sector, 2010) , This survey was
conducted to systematically evaluate if there are gaps in the expectations and performance of newly
hired MBAs in the Indian Banking, Financial Services, and Insurance (BFSI) sector. The Skills Gap
Survey found that gaps do exist, particularly in Skills such as listening, and team work and
collaboration; Attitudes such as self-motivation, self-discipline, and commitment and dedication; and
Knowledge such as understanding organisation and process; product, solutions, and services; and
consumer behaviour.
(K Nithyavathi, 2014), This study aims to analyze with an introspective view on the various
measures initiated by the scheduled commercial banks for enhancing their employees’ job
competency levels and the competency level of employees in selected commercial banks operating in
Coimbatore district. The empirical data analysis found that there exists difference in the competency
level of employee’s working in one bank to the other. The report suggests that in today’s competitive
banking environment the bank cannot effect to recruit employees from non-financial discipline and
train them frequently to adapt in their work nature. Instead bank must prefer to employees, those
candidates who are specialized in banking operations and financial operations. It is also suggested to
both public and private sector banks to enhance their employees’ communication skills through
effective training.

(Dr. Suman Nayyar, 2010), discussed the effectiveness of competency mapping for the growth and
performance of organization. The analysis of the study reveals that core competencies like Customer
focus, Communication, Team Orientation, Technical Expertise, Result Orientation, Leadership,
Adaptability, and Innovation these are relevant and necessary for managerial levels of the bank. It is
found from the analysis of the study that maximum of the respondent employees give their consent
that training program is required to enhance the performance of the employee and training should be
based on scientific or at least systematic identification of competency gaps and competency needs.

(Human Resource and Skill Requirements in Banking, Financial Services and Insurance Sector, 2010) , this
report analyses the skill requirements and gaps across various functions and levels in the banking
sector. The report examined and identified the skill requirement and skill gap areas in different levels
like executive-sales, executive-operations, branch manager and field executive. The study discussed
the skill requirements and skill gaps in corporate banking as well as retail banking. The report
identifies the major skill gaps in selling skills, communication skills, people management etc. which
are essential for the banking organization.
 CHAPTER III

INDUSTRY PROFILE

INTRODUCTION
The FMCG sector in India expanded due to consumer-driven growth and higher product prices,
especially for essential goods. FMCG sector provides employment to around 3 million people
accounting for approximately 5% of the total factory employment in India. FMCG sales in the
country was expected to grow 7-9% by revenues in 2022-23. The key growth drivers for the sector
includes favourable Government initiatives & policies, growing rural market and youth population,
new branded products, and growth of e-commerce platforms. Resilience needs to be the key factor in
the manufacturing process, daily operations, retail and logistic channels, consumer insights and
communication that will help FMCG companies to withstand the test of time and create more value
for consumers in the long run.

Fast-moving consumer goods (FMCG) sector is India’s fourth-largest sector and has been expanding
at a healthy rate over the years as a result of rising disposable income, a rising youth population, and
rising brand awareness among consumers. With household and personal care accounting for 50% of
FMCG sales in India, the industry is an important contributor to India’s GDP.

India is a country that no FMCG player can afford to ignore due to its middle class population which
is larger than the total population of USA. The Indian FMCG market continues to rise as more
people start to move up the economic ladder and the benefits of economic progress become
accessible to the general public. More crucially, with a median age of just 27, India's population is
becoming more consumerist due to rising ambitions. This has been further aided by government
initiatives to increase financial inclusion and establish social safety nets.

Growing awareness, easier access and changing lifestyles have been the key growth drivers for the
sector. The urban segment (accounts for a revenue share of around 55%) is the largest contributor to
the overall revenue generated by the FMCG sector in India. However, in the last few years, the
FMCG market has grown at a faster pace in rural India compared to urban India. Semi-urban and
rural segments are growing at a rapid pace and FMCG products account for 50% of the total rural
spending.

MARKET SIZE

FMCG market reached US$ 56.8 billion as of December 2022. Total revenue of FMCG market is
expected to grow at a CAGR of 27.9% through 2021 to 2027, reaching nearly US$ 615.87 billion. In
2022, urban segment contributed 65% whereas rural India contributed more than 35% to the overall
annual FMCG sales. Good harvest, government spending expected to aid rural demand recovery in
FY24. The sector had grown 8.5% in revenues and 2.5% in volumes last fiscal year. In the January-
June period of 2022, the sector witnessed value growth of about 8.4% on account of price hikes due
to inflationary pressures. In Q2, CY22, the FMCG sector clocked a value growth of 10.9% Y-o-Y —
higher than the 6% Y-o-Y value growth seen in Q1.

Indian food processing market size reached US$ 307.2 trillion in 2022 and is expected to reach US$
547.3 trillion by 2028, exhibiting a growth rate (CAGR) of 9.5% during 2023-2028.

Digital advertising will grow at 14.75% CAGR to reach Rs. 35,809 crore (US$ 4.3 billion) by 2023,
with FMCG industry being the biggest contributor at 42% share of the total digital spend.

India includes 780 million internet users, where an average Indian person spends around 7.3 hours
per day on their smartphone, one of the highest in the world. Number of active internet users in India
will increase to 900 million by 2025 from 622 million in 2020. In 2021, India’s consumer spending
was US$ 1,891.90 billion. Indian villages, which contribute more than 35% to overall annual FMCG
sales, are crucial for overall revival of the sector. E-commerce now accounts for 17% of the overall
FMCG consumption among evolved buyers, who are affluent and make average spends of about Rs.
5,620 (US$ 68).
India’s e-commerce industry recorded a 36.8% year-on-year growth in 2022. Indian e-commerce
market is anticipated to reach a value of Rs. 26,459.18 billion (US$ 319.3 trillion) by the end of
2027, expanding at a CAGR of ~26.71% during the 2022 - 2027 period. The market has grown
exponentially over the past five years due to the surge in internet and smartphone users, improved
policy reforms, and increase in disposable income. Mobile wallets, Internet banking, and debit/credit
cards have become popular among customers for making transactions on e-commerce platforms. As
of 2021, there were 1.2 million daily e-commerce transactions. The total value of digital transactions
stood at US$ 300 billion in 2021 and is projected to reach US$ 1 trillion by 2026.

The India online grocery market size has been projected to grow from US$ 4,540 million in 2022 to
US$ 76,761.0 million by 2032, at a CAGR of 32.7% through 2032.

The retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 840 billion in
2017, with modern trade expected to grow at 20-25% per annum, which is likely to boost revenue of
FMCG companies. The FMCG market in India is expected to increase at a CAGR of 14.9% to reach
US$ 220 billion by 2025, from US$ 110 billion in 2020. The Indian FMCG industry grew by 16% in
CY21 a 9- year high, despite nationwide lockdowns, supported by consumption-led growth and
value expansion from higher product prices, particularly for staples. The Indian processed food
market is projected to expand to US$ 470 billion by 2025, up from US$ 263 billion in 2019-20.

FMCG giants such as Johnson & Johnson, Himalaya, Hindustan Unilever, ITC, Lakmé and other
companies (that have dominated the Indian market for decades) are now competing with D2C-
focused start-ups such as Mamaearth, The Moms Co., Bey Bee, Azah, Nua and Pee Safe. Market
giants such as Revlon and Lotus took ~20 years to reach the Rs. 100 crore (US$ 13.4 million)
revenue mark, while new-age D2C brands such as Mamaearth and Sugar took four and eight years,
respectively, to achieve that milestone.

Advertising volumes on television recorded healthy growth in the July-September quarter,

registering 461 million seconds of advertising, which is the highest in 2021. FMCG continued to
maintain its leadership position with 29% growth in ad volumes against the same period in 2019.
Even the e-commerce sector showed a healthy 26% jump over 2020.

ROAD AHEAD

Rural consumption has increased, led by a combination of increasing income and higher aspiration levels.
There is an increased demand for branded products in rural India. On the other hand, with the share of
unorganised market in the FMCG sector falling, the organised sector growth is expected to rise with increased
level of brand consciousness, augmented by the growth in modern retail. Another major factor propelling the
demand for food services in India is the growing youth population, primarily in urban regions. India has a
large base of young consumers who form majority of the workforce, and due to time constraints, barely get
time for cooking. Online portals are expected to play a key role for companies trying to enter the hinterlands.
Internet has contributed in a big way, facilitating a cheaper and more convenient mode to increase a
company’s reach. The number of internet users in India is likely to reach 1 billion by 2025. It is estimated that
40% of all FMCG consumption in India will be made online by 2020. E-commerce share of total FMCG sales
is expected to increase by 11% by 2030. It is estimated that India will gain US$ 15 billion a year by
implementing GST. GST and demonetisation are expected to drive demand, both in the rural and urban areas,
and economic growth in a structured manner in the long term and improved performance of companies within
the sector.

References: Media Reports, Press Information Bureau (PIB), Union Budget 2023-24, Union Budget 2022-23
References: Media Reports, Press Information Bureau (PIB), Union Budget 2023-24, Union Budget 2022-23
 COMPANY PROFILE

Heritage Foods

Heritage Foods Limited

Type Public limited company (BSE)

Industry Dairy and Agribusiness

Founded 1992

Founder Nara Chandrababu Naidu

Headquarters Hyderabad, India

Key people Nara Brahmani (Executive

Director)
Sambasiva Rao (President)

Revenue US$500 million (in 2018 -19)

Owner Nara family

Number of 3000+
employees

Website www.heritagefoods.in

Heritage Foods Limited (commonly known as Heritage Foods) is one of the largest private
sector dairy enterprises in Southern India.

History

The Heritage Group was founded in 1992 by Telugu Desam Party Chief and former Chief Minister of Andhra
Pradesh Shri Nara Chandrababu Naidu, with three-business divisions viz., Dairy, Retail and Agri under its
flagship Company Heritage Foods Limited (HFL), one infrastructure subsidiary - Heritage Infra Developers
Limited and other associate Companies viz., Heritage Finlease Limited, Heritage International Limited and
Heritage Agro Merine Private Limited. The annual turnover has crossed $200 million USD during FY
2008'09.[1][2]

Heritage’s milk products have market presence in Telangana, Andhra Pradesh, Karnataka, Kerala, Tamil Nadu
,Maharashtra,Delhi, Rajasthan and Punjab its retail stores across Bangalore, Chennai,Hyderabad and
Visakhapatnam. Integrated agri operations are in Chittoor and Medak s and these are backbone to retail
operations.

In the year 1994, HFL went to Public Issue to raise resources, which was oversubscribed 54 times and its
shares are listed on BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD).[3]

Heritage Foods has its headquarters in Hyderabad, Telangana, India.

The Dairy Brand - Heritage

Heritage by choosing Chittoor of Andhra Pradesh as its primary procurement base of milk, had taken full
advantage of the large, high yielding and cross-bred cow population found in the area.

Today Heritage has network in the states of Telangana, Andhra Pradesh, Karnataka, Tamil
Nadu, Maharashtra and Delhi for procurement and distribution of quality milk and milk products. Heritage
products are also distributed in the state of Kerala. Heritage has drawn plans to be a pan-India player in
the dairy.

Products

A pouch of Heritage Toned Milk

Heritage's dairy range of products among others include milk, curd, ice cream, buttermilk, flavored milk, dairy
whitener, skim milk powder. The Fresh range of products include 177 sku's of fresh fruits and vegetables, 150
sku's of in house bakery products and the private labels Farmers' Pride like cereals, pulses, staples, and spices.

Controversy

Motaparti Siva Rama Vara Prasad, who was a director of the company and was also Chairperson of a number
of committees like Audit, Remuneration and Risk Management. On 3 April 2016, his name featured in the list
of high-profile names released in the Panama Papers, a set of 11.5 million confidential documents created by
the Panamanian corporate service provider Mossack Fonseca.

When questioned by journalists whether his holdings were the proceeds of political corruption or tax evasion,
he replied that he was an international businessman with companies in three continents established over the
last 30 years. But the article also highlighted his ignorance on the fact that he didn't know who his agents were
when setting up these off-shore Shell companies or why he decided to use nominees to hide his name from the
true ownership.

Since he is a very close confidant of N. Chandrababu Naidu and the distinct possibilities of linking these
companies to money laundered through corruption in politics, he was asked to resign from his post as Director
to try and reduce the exposure of the Chief Minister and the Panama Papers .

Heritage Foods Limited

The Heritage Foods Limited was founded by Mr. Nara Chandrababu Naidu in the year 1992, which is one of
the fastest growing Public Listed Companies in India, with two business divisions - Dairy and Renewable
Energy. The annual turnover of Heritage Foods crossed INR 2482 crores in the financial year 2018-19.

Currently, Heritage's milk and milk products have a market presence in Andhra Pradesh, Telangana,
Karnataka, Kerala, Tamil Nadu, Maharastra, Odisha, NCR Delhi, Haryana, Rajasthan, Punjab, Uttarakhand,
Himachal Pradesh, Uttar Pradesh & Madhya Pradesh.

In the year 1994, HFL went public and was oversubscribed 54 times. HFL shares are listed on BSE (Stock
Code: 519552) and NSE (Stock Code: HERITGFOOD).

Vision

VISION

Delighting every home with Fresh & Healthy products and empowering the Farmer

Mission

 To be a nationally recognized brand for Healthy and Fresh products with a revenue of INR 6000 Crore
by 2024

 To anticipate, understand and respond to our Customers' needs by creating high-quality products and
making them available through innovative and convenient channels

 To embrace the right technology to delight our Customers

 Advocating the balancing of economic, social and environmental aspects to create a better tomorrow

 Empowering the farmer community through our unique 'Relationship Farming' Model

 Be the Employer of Choice by nurturing entrepreneurship and promoting empowerment, alongside

transparency

Mrs. Bhuvaneswari NaraVice-Chairperson & Managing Director

A B.A. Graduate and a Director for several companies. Is a dynamic leader who has extensive experience in
business and has been successfully steering Heritage Foods Limited towards growth and better prospects.
Joined Heritage in 1994 as whole-time Director and is now serving as Vice Chairperson & Managing
Director. Is guiding and monitoring the overall workflow of the organization.
 Mrs. Brahmani NaraExecutive Director

Holds a Master's in Business Administration from Stanford University, Bachelor’s in Electrical Engineering
from Santa Clara University, California, USA and Communication Engineering from Chaitanya Bharathi
Institute of Technology, Hyderabad, India. Investment Associate in Vertex Venture Management Pvt Ltd
between 2009-2011 in Singapore. Joined Heritage in 2011 as Vice President Business Development and is
now serving as Executive Director. Takes care of such vital functions as design, development and
implementation of strategic plans for the organization in a cost-effective and time-efficient manner.

Dr. M. Sambasiva RaoPresident,

Post Graduate and Doctorate in Zoology. Served the state and central governments for about two decades as a
member of the Indian Administrative Services (IAS). Dr Rao was the Joint Secretary in the Department of
Commerce under the Ministry of Commerce and Industry, Government of India.

CA A. Prabhakara NaiduVice President - Finance & Accounts,

Fellow Member of the Institute of Chartered Accountants of India and graduated from Sri Venkateswara
University with a university rank in science. Has 26 years of experience in finance and accounts. Has been
associated with the Heritage group since its inception.

Mr. Umakanta BarikCompany Secretary,

Has a Master’s in Economics, LLB, FCS, and LIII. Is a Fellow Member of the Institute of Company
Secretaries of India, New Delhi and a Licentiate from Insurance Institute of India, Mumbai. Has over 19 years
of experience in the domains of Secretarial, Legal, Insurance & Intellectual Property Rights.

Mr. J. Samba MurthyHead - Dairy Division,

Holds an MBA in Marketing and a Bachelor's in Science. Is the Senior Vice President at Heritage and has
been associated with the Company since 2007. Has worked previously in APDDCF Limited, Visakha Dairy
NDDB, and Reliance in various positions in the field of Sales & Marketing.

Heritage Renewable Energy

We at Heritage have recognized our responsibilities to protect the environment. With this, we are
dedicated to expand our green footprint and thus we have started our clean energy journey by
entering into renewable energy projects for captive consumption.
PRODUCT PROFILE

Heritage Milk a naturally nutritive, rich, fresh, wholesome food par excellence which self-contained
protective food characteristic. Hygienically procured, pasteurized and poly packed under PEA standards,
Heritage milk is a complete food for any age be it children Teenages, adults, expecting mother as older
citizens, rich with just about all essential nutrients.
Heritage Milk is full of strength building calcium and phosphorus,. And the essential life giving
vitamins. The milk products of heritage dairy.
The milk products of dairy are as follows;
 Ghee
 Skimmed milk powder
 Butter milk
 Curd
 Toned milk
 Double toned milk
 Whole milk

Marketing of milk and it’s by products:

One of the most crucial links in the marketing of milk and products is that it is highly perishable
commodity. It cannot be stored in its original state for more than four hours and therefore drilling and packing
is required for increasing its keeping quality. Further it is chemical saving gat solids and also essentially
proteins minerals vitamins and water ans its main ingredients; therefore it can be suitably converted into
butter, ghee and milk powder and reconverted into milk, when required. Thus these things will be kept in
main while planning effective marketing linkage.

Milk:
Heritage Milk…naturally nutritive, rich, fresh, wholesome food par excellence with self contained
protective food characteristics. Hygienically procured, pasteurized and poly packed under PFA standards,
Heritage Milk is a complete food for any age, be it children, teenagers, adults, expecting mothers or older
citizens. Rich with just about all essential nutrients… Heritage Milk is full with strength building protein,
energy giving carbohydrates &fats, bone & teeth building calcium & phosphorus and the essential life giving
vitamins.

Curd:
Aroma, freshness ‘n’ purity kept intact!!
Robotics natural Dairy Food Preparation from double toned milk:
A new generation health promoting food with improved nutritional benefits due to the presence of viable
eitidobacterium tactics & lactobacillus acidophilus.

Ghee:
Agmark special grade Heritage Ghee is pure clarified fat made from fresh cream, with no colors or
preservatives, tantalizing the human senses with its envigoring taste, fragrant aroma, rich texture. And
vitamins A, D, E and K as bonus

Butter Milk:
Aroma, freshness ‘n’ purity kept intact!!
High quality butter milk with natural taste.

Flavored Milk:
Nutritional Information
200ml Contains Approx
Fat 3.0g
Proteins 6.6g
Carbohydrates 26.0g
Minerals 1.5g
Energy 157k.cal

Skim milk powder:

Heritage Skim milk Powder is a low fat & calorie, high protein spray dried milk powder made from
fresh skimmed milk that instantly dissolves in lukewarm water, And tastes just like milk!! With clean, rich,
sweet and very pleasant natural milk flavor, it flows fine and smooth and is homogeneous in texture.

Variety and composition

Variety Pack size
Whole milk 500ml
Homogenized Toned Milk 200ml,500ml,1000k
Standard milk 500ml
Double Toned Milk 500ml
Golden cow milk 500ml
Each 500ml of Heritage Milk Contains
Fat -- 3.0%
SNF -- 8.5%
Each 200ml of Heritage Milk Contains
Fat -- 7.5gms
Lactose -- 12.0gms
Proteins -- 8.25gms
Calcium -- 312.5mg
Energy -- 148.5k.cal
 A Study on Competency Mapping and Competency Assessment at

Department: Designation:
Gender: Experience:
Age: ( ) 20-25; ( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;
Heritage Foods

Column A- To assess the actual competency and skills

5 – Strongly agree ; 4 - Agree; 3- Neutral; 2- Disagree; 1-Strongly Disagree
Column B – To assess the importance of each competency to perform your job
5-Very Important; 4-Important; 3-Neutral; 2- Not Important; 1-Least Important

Kindly answer the following question so as to assess the competencies at Heritage Foods.

COMPETENCY A-self B-job

ACHIEVEMENT DRIVE
1 I Formulate challenging tasks for myself and to my team

2 Consistency in results gives me satisfaction

3 Getting support and recognition is important to me
INITIATIVE AND CREATIVITY
4 Developing new proposal is given high importance
5 Sees new possibilities to take the organization to a higher position
DEVELOPING OTHERS
6 I am able to Empower and train people
7 I encourage my team to come up with unique ideas
TECHNICAL SKILLS AND KNOWLEDGE
There is a clear understanding of the business and the basic facts of
8 business
Knowledge sharing of the functions of other departments are important to
9 me
ANALYTICAL AND PROBLEM SOLVING
10 I Break down the issues into logical steps and solve problems
11 I Set priorities in my tasks and execute them accordingly
TRUSTWORTHINESS
12 I Deliver the best results on my commitment
13 The Organisation trusts the employees widely and equally
SERVICE ORIENTATION AND RESPONSIBILITY
14 Quality of work is given high importance
15 I take ownership of the all assigned responsibilities
LEADERSHIP
16 My team is able to complete job tasks within the schedule
Awareness of my team’s values play an important part in responding to
17 them

Thanks for your valuable inputs