Akash summer internship.pdf

A
DISSERTATION REPORT
ON
“EVALUATION OF TRAINING &
DEVELOPMENT IN AMBUJA
CEMENTS LTD AND ACC CEMENT
LTD”
IN THE PARTIAL FULLFILMENT FOR THE
DEGREE OF
BACHLER OF BUSINESS ADMINISTRATION
(2O19- 2022)
Under the Guidance Of:- Submitted By:-
MR. ANIL PUNDIR SIR Akash Pandita
HOD Roll No:-19210510003
BBA Deptt. BBA 4th
Sem.
Doon Group Of College Camp
Road selaquie, Dehradoon.
(Affiliated to HNBG University, Shrinagar.

DECLARATION
I, Akash Pandita, a student of BBA 4th
Sem. of Doon Group Of College hereby declare that
research project entitled “EVALUATION OF TRAINING AND DEVELOPMENT IN
AMBUJA CEMENTS LIMITED AND ACC CEMENT LIMITED” is the outcome of my own
work. And the same has not been submitted to any University/Institute for the award of any degree
or any professional diploma. The suggestions as approved by the faculty were duly incorporated.
Akash Pandita
(BBA 4th
Sem.)

ACKNOWLEDGEMENT
Preservation, inspiration and motivation have always played a key role in the success of any
venture. In the present world of competition and success, research is like a bridge between
theoretical and practical working. Willingly, I have prepared this particular research report. First
of all I would like to thank the supreme power, the almighty god, who is obviously the one who
has always guided me to work on the right path of my life.
Every mission demands dedication and hard work to achieve it but proper guidance is all
the more important. I gratefully acknowledge the gracious attitude, sympathetic understanding,
constructive suggestions and ever ending guidance of Mr Anil Pundir, HOD., DGC whose broad
vision, able guidance and valuable suggestions helped me to complete this arduous work. I am
indebted to her for lending me support and constructive feedback throughout the course of this
work. It was due to her sincere efforts that I could formulate different aspects of the study and
apply them to the data collected in a scientific way to attain the results. Her constant words of
encouragement and inspiration led me to complete this task. I cherish with reverence the valuable
suggestion given to me by her.
My family stood by me through thick and thin and let me dream, experiment and spread
my wings to gain new height, learn new insight for this immense project. I am indeed grateful to
them forever.
Akash Pandita

CERTIFICATE
It is certified that the research project entitled “EVALUATION Of TRAINING AND
DEVELOPMENT IN AMBUJA CEMENTS LTD AND ACC CEMENT LTD.” is done by
MR Abhay Kumar during the period of his study under my guidance, and that the research project
has not previously formed the basis for the award of any degree, diploma, associate ship,
fellowship or similar other titles and that it is independent work done by him.
Mr. Anil Pundir
H.O.D (BBA Dept )
(Project Guide)
PREFACE

For management career, it is important to develop managerial skills. In order to achieve positive
and concrete results, along with theoretical concepts, the exposure of real life situation existing in
corporate world is very much needed. To fulfill this need, this practical training is required.
As we know that today’s business dynamics is very fast; environment is changing. To understand
the changing market behavior the organization has to do a systematic study. A project work is a
scientific and systematic study intended to catch the nerves of the problem or issue with the
application of management concept and skills. This report has been complied preliminary in partial
fulfillment of the requirement for the award of the degree of management studies programmed.
I am interested in Human Resource Management so I have done my final project on the topic -
“EVALUATION Of TRAINING AND DEVELOPMENT IN AMBUJA CEMENTS LTD
AND ACC CEMENT LTD.”
Akash Pandita
CONTENTS
S .no CHAPTER
1 COMPANY HISTORY
2 MISSION
3 VISION

4 OBJECTIVES
5 PRODUCT PORTFOLIO
6 PRODUCT &COMPETITOR ANALYSIS
7 MARKETING STRATEGIES
8 HRA POLICY
9 INDUSTRIES GROWTH
10 LIMITATION
11 SUGGESTION
12 CONCLUSION
13 BIBLOGRAPHY
1.Company History
Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing companies in India. The
Company, initially called Gujarat Ambuja Cements Ltd., was founded by Narotam
Sekhsaria in 1983 with a partner, Suresh Neotia. Sekhsaria’s business acumen and leadership skills
put the company on a fast track to growth.

The Company commenced cement production in 1986. The global cement major Holcim acquired
management control of ACL in 2006. Holcim today holds little over 46% equity in ACL. The
Company is currently known as Ambuja Cements Ltd.
ACL has grown dynamically over the past decade. Its current cement capacity is about 25 million
tones. The Company has five integrated cement manufacturing plants and eight cement grinding
units across the country.
Ambuja believes that its valuable assets are not cements plants. They are the people who runs the
plants. This unique vision is encapsulated in the company’s home grown philosophy of giving
people in authority to set their own targets and the freedom to achieve their goals. It is called “I
Can”.
First Plant in Record Time:-
Ambuja set up first plant in the record time when it started establishing its first plant in 1986. it
was set in less than two years.
A Whole New way of Transporting cement:-
In the early 90s almost all cement in India traveled by rail or road and in bags. A made that involves
deterioration of both, the volume and quality of cement. In 1993, Ambuja cement set up complete
system of transporting bulk cement via sea route.
Branding a Commodity:-
Cement is a commodity , sold largely on price. Ambuja cement was the first company to create a
brand out of cement and command a premium. The trick of course was to provide a consistency
high quality of cement, backed by excellent service. Ambuja cement is the top brand in western,
Northern, central and eastern India.
Exports:-

Ambuja cement exports almost 17% of its production in a very competitive international
environment. For the last ten years, the Ambuja cement limited remains India’s highest exporter
of cement.
2.Mission

Delivering on our promises to each other and to our
Stakeholders. Always ensuring excellence.
Working together and striving to delight customers
with best solutions.
Mission chart:-
Our mission is to be the world’s most
Respected and successful company in our industry-
Creating value for all our stakeholders.
MISSION

My actions speak more about my company than a mere advertisement. My function, however
remote to the customer, ultimately leads to satisfying him. My connection to him is like God.
I may not see it. But, it exists.
2. Inspired Employees
I don't need orders to trust my colleagues. I don't need orders to seek challenges. Or to meet them
either. That, I know, is I CAN.
3. Enlightened partners
I will build enduring relationships with my dealers and suppliers.
The full benefit of our engagement with dealers and suppliers will only come when they act as
partners in satisfying the customer. I will, therefore, create win-win associations between my
dealers, suppliers, my company and my customers.
4. Energized Society
I will energies, involve and enable people around me to realize their potential.
The communities around me are a part of my support system.
A small improvement in their life will have a multiplier effect for everyone.
5. Cleaner Environment - Pollution control
I will leave a cleaner planet for my children. For this, I don’t need the rule book.
6. Cleaner Environment – natural resources
I will use Nature responsibly and conserve its resources. I allow Nature to replenish itself, it will
provide me with a permanent livelihood. And, the benefit will extend even to my children’s
children.
7. Cleaner Environment – natural resources

I will use Nature responsibly and conserve its resources.
If I allow Nature to replenish itself, it will provide me with a permanent livelihood. And, the benefit
will extend even to my children’s children.
8. Safety
I will adopt zero harm practices – at work and everywhere. I never forget that my family’s future
depends on my safety.
Personnel Department
This department is headed by Mr. S.S.Sodhi. This department deals with the recruitment and
selection of the candidates, orientation and training of candidates to enhance their skills. This
department also deals with the attendance and leave records of employees, wages and salary
distribution, performance appraisal of employees, provident funds, issues of employee code, issue
of attendance card, contract labour management any many other matters performed by this
department.
4. OBJECTIVES
Primary objectives:
To study on the effectiveness of training and development.
Secondary objectives:

• To study about the employees perception on training programs.
• To study on the training needs and satisfaction of the employees and to find the best
method of training.
5.Product Portfolio
 TYPES OF PRODUCT AMBUJA CEMENT:-
o Ambuja Cement

2.Ambuja Roof Special-
IT'S THE BEST FOR YOUR ROOF!
It takes years to dream a home and many more to build your dream. Hence, it’s important only to use the
best for your home. Ambuja Roof Special is a special quality PPC cement with advanced SPE technology.
It extracts 100% of silicate gel from cement that helps in making the concrete stronger, denser and leak
proof, resulting in strengthening of the roof.
3.Ambuja Cool Walls-
Can Cement keep your house cool?
Of course, with Ambuja's temperature resistant concrete blocks, which can replace ordinary brick walls.

4.Ambuja Powercem-
Ordinary Portland cement is the most common type of cement and is a basic ingredient of concrete &
mortar. Ambuja branded it as Powercem.
Raw materials used in the manufacture of Powercem consist mainly of lime, silca, alumina and iron
oxide. Ambuja OPC meets all applicable Chemical & Physical requirements as per the IS specifications
IS 269:2015. Ambuja Powercem is available in grades 43 & 53 in Bag & Bulk.
Product Benefits:
1

Higher Consistency Standards
2
Resistance towards the attack of alkalies, chlorides, chemicals
3
High early strength - Higher work efficiency
4
High Compressive Strength
5
Strong & Durable Construction
Uses:
•
Bridges
•
Power plants
•
Roads
•
Metro rail construction
•
Multi-storied buildings
•
6.Product & Competitor Analysis
1. Does your organization consider training as a part of organization strategy ?

Response % of Respondents
Yes 80%
No 20%
INTERPRETATION: Out of 100, only 20% think that organization does not consider training
as part of organization strategy
2. How many training programmes do you attend in a year?
Less than 10 25%
10 0%
20 0%
More than 20 75%

INTERPRETATION: Only 25% respondents attend less than 10 programmes. The remaining
75% has attended more than 20 training programmes.
3. To whom the training is given to more in your organization?
Senior staff 40%
Junior staff 30%
New staff 20%
Based on requirement 10%

INTERPRETATION: 40% respondents say that training is more given to senior staff, 30%
say to junior staff, 20% to new staff and 10% say that it iss based on requirement.
4. What are all the important barriers to the training and development in your organization?
Time & Money for better of skills 80%
Lack of Interest by Staff 20%
INTERPRETATION: 80% respondents say that organization lacks in time and money for
training whereas 20% say that the barrier is the lack of interest by staff.
1. What is the mode of training method normally used in organization?
Response % of respondent
Job rotation 25%
Internal and external training 55%
Programme structure 8%

Conference/discussion 12%
INTERPRETATION: 55% say that external training and internal training mode of
training method normally used in organization,25% say job rotation,8% say programme
structure and 12% say conference and discussions.
2. How long will it take to implement the training process?
Less than 4 months 2%
One to two months 18%
Two to four months 15%
Less than one month 65%

INTERPRETATION: 65% say it takes less than one month in imparting the trained
process,15% say two-four months,18% say one-two month, less than four months.
3. What type of training is being imparted for recruitment in your organization?
Management & presentation skill
training
10%
Technical training 40%
Common industries training 50%

INTERPRETATION: 50% say that common industries training is imparted to new
recruitments,40% say technical training is imparted whereas 10% say management and
presentation skill training.
4. How the work place of the training is physically organized?
Satisfactory 10%
Good 10%
Very good 15%
Excellent 60%
Not satisfied 5%
INTERPRETATION: 60% of respondents say that work place of the training is physically
organized excellently, whereas 15% say very good,10% say good,10% say satisfactory and 5% are
not satisfied.
5. Do you agree organization measures return on investment in training?

Yes 80%
No 20%
INTERPRETATION: 20% of respondents say that organization does not measure
returns on investment in training whereas remaining 80% says that organization measures
return on investment in training.
6. How are training resources are identify?
Internally 85%
Externally 15%

INTERPRETATION: 15% of respondents say that training resources are identified
externally whereas remaining 85% say that resources are identified internally.
11.What is your preferred location for training?
Inside plant 80%
Out side 20%
INTERPRETATION: 20% respondents says that they would like to go outside plant for
training and remaining 80% like training programmes to be conducted within plant.

7.Marketing strategies
Marketing Strategy of Ambuja Cements –
Ambuja Cements Marketing Strategy
March 6, 2018 By Hitesh Bhasin Tagged With: Strategic Marketing Articles
Founded by Narotam Sekhsaria and Suresh Neotia in the year 1983, the company had become
part of the global Conglomerate Holcim with its operations in more than 90 countries.
It has 30 unique platforms called Ambuja Knowledge Centres (AKCs) across India which serves
as a knowledge sharing platform for construction professionals that includes practical workshops
on mix design and quality supervision.
Table of Contents
Segmentation, targeting, positioning in the Marketing strategy of Ambuja Cements –

Ambuja Cements uses segmentation variables such as income group, number of members in the
family, region, and others. It uses a mix of geographic and psychographic segmentation variables
to understand the changing needs of the industry & end customers.
Since offerings of Ambuja cement are meant for varied uses in the meta-market, therefore, it uses
differentiating targeting.
Most In-depth Marketing and Digital Marketing Courses
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Customer benefit based positioning strategies is used by the company to highlight the features
and value of money to the customers.
Marketing mix – Here is the Marketing mix of Ambuja Cements.
SWOT analysis – Here is the SWOT analysis of Ambuja cements.
Ad by Valueimpression
Mission – “To create value for all……customers, Enlightened Partners, inspired employees,
Energised Society, Loyal Shareholders, and Healthy environment”
Vision – “To be the most sustainable and competitive company in our industry”
Tagline –“Giant Comprehensive Strength”.
Also Read Marketing Strategy of SHELL - SHELL Marketing Strategy
Marketing Strategy of Ambuja Cements - 1
 Competitive advantage in the Marketing strategy of Ambuja Cements –
Cost Leadership: With wide scale of operations, company has achieved cost leadership in
activities such as Manufacturing, Logistic, procurement, Supply chain management etc. which is
helping the company in being competitively ahead of its competitors.
Use of Low Cost-Pet Coke: In the manufacturing facilities fuel mix plays a critical role in overall
operational cost, a well-balanced fuel mix with 65-70% Petcoke & domestic/imported coal is
helping the company in the same.

Strong Group: The Ambuja Cements is the part of the reputed Holcim group of Switzerland, the
company which later on merged in equal proportion with Lafarge SA to form LafargeHolcim- the
world leader in building materials. The company has been transformed from having a single plant
with a capacity of 700,000 tonnes per annum in 1986 to cement giant with five integrated cement
manufacturing plants and eight cement grinding units.
BCG Matrix in the Marketing strategy of Ambuja Cements –
Ambuja Cement operates in business segments such as base product, Premium product segment
for the specialized industry and other related solution & services.
Since the company is the leader in most of the product segments it operates into & has bagged
many public & private company’s big-ticket tenders based on the products, therefore all its
segments are Stars in the BCG matrix.
 Distribution strategy in the Marketing strategy of Ambuja Cements –
It has coverage of more than 48000 distributors, retailers, wholesalers, resellers across the kith &
kin of the country.
It covers key locations across the different regions with its physical infrastructure such as 5
integrated plants, 9 Kilns, 17.7 Clinkerisation Capacity (MTPA), 8 Grinding Units, 3 Bulk
Cement Terminals, 1 Loading Port, 1 Cement Grinding Capacity (MTPA) 29.7 Ships 10
 Brand equity in the Marketing strategy of Ambuja Cements –
Ambuja Cements has won various prestigious awards for its operational efficiency and social
initiatives such as National Mineral Development Corporation (NMDC) Social awareness award
2016-17 by Federation of Indian Mineral Industries (FMI), YES Bank natural capital award -
2017, CII National Award for excellence in water management 2017.
Also Read Sales Channel Strategies: Meaning, Strategy, Types, and Advantages
Its innovative and simple advertisements have helped the company in increasing in TOMA (top
of mind awareness) thereby increasing the share of wallet and share of heart.
Marketing Strategy of Ambuja Cements - 2
 Competitive analysis in the Marketing strategy of Ambuja Cements –

Capacity utilization plays a major role in the industry in which Ambuja Cements operates. With
Pan India Footprint of 63 million tonnes and capacity utilization of more than 70%, the company
is giving head-on competition to other players in the market.
The companies operating in the industry compete based on the factors such as reach in the market,
production capacity, brand image, price range and product portfolio.
Some of the competitors of Ambuja Cement are Prism Cements Limited, Shree Cement, The
Indian Cement and Ultratech Cement.
Market analysis in the Marketing strategy of Ambuja Cements –
Rapid urbanisation, Infrastructure development, affordable housing, RERA (Real Estate
Regulatory Authority) for protecting rights of homebuyers, GST (Goods & services tax),
Remonetization are some of the demand drivers for the Cement industry while the factors such as
labour cost, unsold inventory, seasonal demand pattern, Government regulations are some of the
factors affecting the companies operating in the industry.
Customer analysis in the Marketing strategy of Ambuja Cements –
Customers of Ambuja Cements consist of Retail as well as B2B customers such as Resellers,
distributors, architects, government bodies, and wholesalers.
Although there are channels through which customer can purchase the cement but the selection
of the right cement mostly depends on the suggestions of builders or the Masons.

8.HRA Policy
Ambuja Cements Limited (hereinafter referred to as the ‘Company’) is committed to respect privacy
of every person, including employees of the Company, business partners as well as vendors, dealers
and all others who share their sensitive personal data or information (‘Sensitive Personal
Information’) with the Company.
This privacy policy (‘Policy’) is applicable to employees, businesses partners/associates, vendors,
dealers, customers etc. (‘Information Providers’), who disclose Sensitive Personal Information to the
Company for lawful business requirements of the Company.
The purpose of this Policy, as amended from time to time, is to give the Information Providers an
understanding on how the Company intends to collect, receive, possess, store, transfer, handle, deal
with and use the Sensitive Personal Information provided.
Sensitive Personal Information of the Information Providers may be required to be collected,
maintained and transferred for business and official purposes with the express consent of the
Information Providers. Such Sensitive Personal Information may have to be shared with other Group
Companies or third party, within and outside the country, as per lawful business requirements of the
Company.

The Company shall ensure confidentiality of such Sensitive Personal Information and grievances, if
any, related to such issues shall be resolved by the grievance officer appointed by the Company for this
purpose (‘Grievance Officer’).
By executing a consent letter provided by the Company, the Information Providers shall consent to the
collection, storage, usage, disclosure, processing and transfer of their Sensitive Personal Information
provided to the Company for the purposes mentioned in this Policy.
The Information Providers have the option of not providing their Sensitive Personal Information sought
to be collected if they do not agree with this Policy or even otherwise. Further, the Information
Providers also have the option to withdraw their consent given earlier, provided such withdrawal of
consent is intimated in writing.
What information Company may collect?
The Company may collect the following types of Sensitive Personal Information, including but not
limited to:
• Name, contact details, details of past employment (in the case of employees, wherever relevant);
• Financial details such as bank account, pan card, salary, provident fund details;
• Password used for company provided systems, websites/web pages;
• Sexual orientation;
• Physical, physiological and mental health condition; • Medical records and history;
• Biometric information.
Purpose of collection:
The Company may collect, use, receive, possess store, disclose, process and transfer the Sensitive
Personal Information for various purposes, including but not limited to, the following:
• To enable functioning of the Company’s business,
• In connection with a variety of purposes relating to employment or engagement of employees,
including but not limited to, general HR administration; organization planning and management;
• Compliance with company policies, code of conduct and internal regulations;
• Business mergers and acquisitions; business transfers, etc.;
• Legal, judicial, governmental and regulatory compliance;
• Tax administration and compliance;
• Overseas affiliates’ compliance with foreign laws and cooperation with overseas regulators;
• To transfer to IT services providers;
• To administer or otherwise carry out obligations in relation to any agreement the Information Providers
have with the Company; and
• To investigate, prevent, or take action regarding illegal activities, suspected fraud, violations of the law
or as otherwise required by law.
The Information Providers consent that the collection, usage, storage, disclosure, processing and
transfer of any Sensitive Personal Information or any other information as disclosed under this Policy

shall not cause any loss or wrongful gain to the Information Providers if the same is used for the above-
mentioned lawful purposes.
Sharing and transferring of Sensitive Personal Information:
The Company may need to share the Sensitive Personal Information with group companies within and
outside India, business associates and/ or third parties within and outside India in connection with the
lawful purposes, as mentioned above.
The Information Providers authorize the Company to exchange, disclose, transfer, share, part with the
Sensitive Personal Information and/or any information provided, within or outside India for the above
purposes.
Security:
The Company has adopted reasonable security practices and procedure to ensure that the Sensitive
Personal Information is collected and preserved in a secured manner. In case the Information Providers
wish to know more details about the adopted reasonable security practices and procedures, they may
contact the designated person for the same.
While the Company will endeavour to take all reasonable and appropriate steps to keep secure any
information and prevent its unauthorized access, the information providers agree and acknowledge that
the Company cannot provide any absolute assurance regarding the security of the Sensitive Personal
Information. To the fullest extent permissible under applicable laws, the Company disclaims any
liability in relation to any breach of security or loss or disclosure of information in relation to the
Personal Information.
If the Information Provider needs to access update or correct the Sensitive Personal Information, he/she
may contact the designated person for the same.
Data Retention:
It is the Company’s policy to retain Sensitive Personal Information of the Information Providers only
for as long as the Company believes it to be necessary for the purposes for which such Sensitive
Personal Information was collected, subject to any legal requirements for the information to be retained
for longer period, if any.
Changes to this Privacy Policy:
The Company reserves the right to revise and update this Privacy Policy at any time without expressly
informing the Information Providers. Any such revisions will be effective on and from the date of
posting the same to the intranet/internet website of the Company, and will apply to all information
collected both prior to and following the effective date. You should visit the website and intranet
periodically to review the current policies with regard to Sensitive Personal Information.
Grievance:

The Company has nominated Ms. Aashita Kalra as the Grievance Officer of the Company. The
Information Providers may approach the Grievance Officer if they have any grievance, questions or
concerns with respect to the processing and use of their Sensitive Personal Information.
9.Industry Growth
Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing companies in India and
commenced cement production in 1986. Initially called Gujarat Ambuja Cements Ltd, the
Company later became Ambuja Cements Ltd. In 2006, global cement major Holcim, acquired
management control of the Company. Today, Holcim holds a little over 50% equity in ACL.
ACL has grown manifold over the past decade. Its current cement capacity is 27.25 million
tonnes. The Company has 5 integrated cement manufacturing plants and 8 cement grinding
units across the country. ACL enjoys a reputation of being one of the most efficient cement
manufacturers in the world. Its environment protection measures are considered to be on par
with the finest in the country. It is also one of the most profitable and innovative cement
companies in India.
ACL is the first Indian cement manufacturer to build a captive port with three terminals along the
country's western coastline to facilitate timely, cost effective and environmentally cleaner
shipments of bulk cement to its customers. The Company has its own fleet of ships. ACL has
also pioneered the development of the multiple, bio-mass, co-fired technology for generating
greener power in its captive plants.
Milesontes:
1981
- The Company was Incorporated on 20th October, as Ambuja Cements Pvt. Ltd. It was jointly
promoted by Gujarat Industrial Investment Corporation Ltd. (GIIC) and N.S. Sekhsaria and his
associates, Vinod K. Neotia and Suresh Mulani, for setting up a cement project in the joint
sector. The Company was converted into a public limited company on 19th March, 1983 and
its name was changed to Gujarat Ambuja Cements, Ltd., on 19th May, 1983.
- The Company's object is to manufacture cement.
- The Company adopted the latest dry process precalcination technology incorporating five
stage preheater for the main pyro processing system of the cement plant. For grinding the raw
material, the Company undertook to instal the latest air swept roller mills of polysius design
which were extremely energy efficient.

- A computerised process control system with field instruments supplied by Larsen & Tourbo
was also being installed to give consistently high quality cement with maximum productivity.
- In addition, electronic packing machines were being obtained from Haver & Boecker, West
Germany, and reverse air baghouse equipment from Zurn Industries, USA.
- The company entered into an agreement with Krupp Polysius AG, (KP) West Germany, for
supply of plant, equipment and service for the project, KP agreed to supply raw material and
coal grinding vertical roller mills, homogenising and kiln feed, burning, cooling and coal firing
equipment and pneumatic transport pumps.
- KP have a collaboration agreement with Buckau Wolf India, Ltd. who are supplying the
balance items of the main plant as per KP design. The scope of the agreement with KP
provides for complete engineering of the plant, technical documentation and information and
supervision of erection and commissioning of the project.
1983
- All shares subscribed for by signatories to the Memorandum of Association, promoters, etc.
1985
- A letter of intent was received to increase the installed capacity from 7,00,000 tonnes to
14,00,000 tonnes per annum.
- 146,44,500 No. of equity shares issued at par out of which the following shares were reserved
for firm allotment: 38,24,448 shares to GIIC; 21,20,000 shares to overseas companies of
nonresident Indian promoters on repatriation basis and 15,50,052 shares to N.S. Sekhsaria,
Vinod K. Neotia and their associates.
- Out of the balance 71,50,000 shares, 28,60,000 shares to non-resident Indians with
repatriation rights and 8,75,500 shares to employees (including Indian working
directors)/workers and business associates of the Company were reserved for preferential
allotment. The remaining
34,14,500 shares were offered for public subscription during November. Out of the
oversubscription, 33,50,000 shares were retained and allotted to the public.
1986
- 20,00,000 No. of equity shares issued at par of which 2,00,000 shares allotted to private
promoters and their associates and the balance of 18,00,000 shares offered and allotted to the
equity shareholders as rights in prop. 1:1.
1988

- Production declined marginally to 8,02,301 tonnes due to heavy rains in July-August 1989
coupled with flash floods on 16th July.
1989
- The 12.6 MW diesel generating sets which were imported during 1988-89 were commissioned
during the year.
1990
- Necessary approvals were received for setting up another cement plant with 1 million tonne
capacity per annum at village Suli, Tehsil Arki, District Solan of Himachal Pradesh.
1991
- In order to meet long-term working capital requirements, the Company issued 10,00,000 -
17.5% secured redeemable non-convertible debentures on private placement basis. These
debentures would be redeemed in three equal annual instalments commencing at the end of
the 6th year from the date of issue of the debentures, at a prem. of 5% of the face value of the
debentures.
- In order to part finance its expansion projects, the Company proposed to issue 52,62,500 No.
of equity shares of Rs.10 each at a prem. of Rs.190 per share. Out of the total issue,
50,00,000 shares were to be offered to the existing equity shareholders of the Company as
rights in the prop. of 1:4 and the balance of 2,62,500 shares were to be offered to the
employees, directors and the business associates of the company.
- In order to part finance its expansion projects, the Company also proposed to issue 52,62,500
- 17.5% secured redeemable non-convertible debentures aggregating to Rs.210.50 crores.
Out of the total issue, 50,00,000 debentures were to be offered to the equity shareholders of
the Company on rights basis in the prop. of 1 debenture for every 4 equity shares held and the
balance of 2,62,500 debentures were to be offered to the employees, directors and business
associates of the Company.
- Each non-convertible debenture would be attached with a detachable warrant and the holder
of one such warrant would be entitled to apply for and be allotted one equity share of the
Company at a price of Rs.300 per equity share (Rs.10 towards face value and Rs.290 as
prem.).
- The warrant holders at the time of exercising their right/option to subscribe for their equity
shares entitlement would have further option either to pay a price of Rs.300 per share of the
Company or to surrender the equivalent number of debentures as subscription for allotment of
equity shares.

- GACL Finance Ltd., Concrete Investments, Ltd., and Indo Nippon Special Cements, Ltd. are
the subsidiaries of the company.
1992
- The Company undertook bulk cement transportation, by sea, to the major markets of Mumbai,
Surat and other deficit zones on the West Coast. Transportation was to be carried out by three
specially designed ships. The units bulk terminal at Kodinar and one at New Mumbai was
completed and work on the third terminal near Surat began.
1993
- 51,60,165 rights equity shares allotted at a prem. of Rs.190 per share (49,66,815 shares, prop.
1:4; 90,850 shares to employees and 1,02,500 shares to Associates); 1,10,281 shares of
Rs.10 each allotted at a prem. of Rs.215 per share on exercise of warrants by warrant holders.
1994
- The Company's muller location 1.5 million tonne cement project with clinkeriation facility at site
in H.P and grinding facility both at Suli & Ropar in Punjab was commissioned. Land was
acquired at Sahranpur to serve as another site for grinding cement.
- The Company also undertook to set up a new unit, `Gajambuja Cement' with an installed
capacity of 9.4 lakh tonnes, at the existing premises. The kiln was fired on 1st March 1993 and
the unit produced its first batch of clinker on 4th March, 1993.
- The Company undertook to set up the third 1 million tonne cement plant at Ambujanagar.
Orders for plant and machinery were placed and the plant was expected to be commissioned
by December 1996. This will increase the company's total cement capacity to 4.5 million
tonnes.
- 45,65,044 shares allotted on conversion of warrants. 12,21,994 allotted on conversion of
aurobonds. 375 rights shares kept in abeyance allotted. 3,02,19,749 bonus shares issued in
prop. 1:1 10,00,000 shares allotted to IFC Washington. 4,404 rights shares kept in abeyance
allotted.
1995
- The Company proposed to install one more cement mill at Himachal plant.
- 11,251,829 shares allotted on optional conversion of FCCBs. 7,724 Rights shares kept in
abeyance allotted. 7,350 shares allotted on conversion of tradeable warrants.
1996

- Two more ships `Ambuja Keerti' and `Ambuja Shakti' were added to the Fleet. The Company
has submitted a proposal to revive Modi Cements Ltd. to IDBI during the year.
- Another 19724 No. of equity shares allotted on conversion of warrants.
1997
- 100,000,000-10% non-convertible redeemable pref. shares of Rs. 10 each allotted and
30,000,000-12.75% non-convertible redeemable pref. shares of Rs. 10 each redeemed.
- Gujarat Ambuja Cements Ltd's (GACL) Kodinar plant is set to commence commercial
production with an enhanced capacity by mid-April.
- Gujarat Ambuja Cement Ltd. has offered to set up a multi-crore cement plant in Jammu and
Kashmir.
- Gujarat Ambuja Cement Ltd. (GACL) was set up in 1981 as a joint sector company, promoted
by Narottam Sekhsaria and Gujarat Industrial Investment Company (GIIC). Its cement plant
which was commissioned in 1985 was set up in technical collaboration with Krupp Polysius,
Germany, Bakau Wolf and Fuller KCP.
- Gujarat Ambuja Cement Ltd. (GACL) is setting up two new units with a capacity of 1.5 m.t.
each through its subsidiaries.
- The company has signed a memorandum of understanding (MoU), with the promoters of Modi
Cement to take control of the sick company and has prepared a revival proposal to be
submitted to the Board for Industrial and Financial Reconstruction (BIFR).
1998
- Gujarat Ambuja Cements to set up a $20 million clinker Grinding unit in Sri Lanka.
1999
- Gujarat Ambuja is proposing to set up a greenfield cement plant with a six million tonne
capacity in phases in Andhra Pradesh.
- Gujarat Ambuja is setting up a 0.50 MT bulk terminal and a packaging facility at Tuticorin for
Rs 16 crore to increase its presence in the south, especially Tamil Nadu.
- Maratha Cements Ltd, a wholly-owned subsidiary of Gujarat Ambuja Cements is to be
amalgamated with the latter.

- The company has proposed a bonus shares in the ratio of 1:1.
2000
- Cement giants Larsen & Tubro (L&T) and Gujarat Ambuja Cements have entered a unique
agreement to reduce transportation costs in despatching bulk cement in Gujarat.
- The Company has entered the fray for setting up a slag cement unit near the integrated steel
complex of Jindal Vijayanagar Steel Ltd. in Karnataka.
- The Company has entered into a contract with a Soinhalese firm, Mahaveli Marine Cement, to
supply around 2.5 lakh tonnes of cement annually.
- Eastern Ambuja Cement, a 92-per cent subsidiary of Gujarat Ambuja Cement, is in talks with
Orissa-based Shiva Cement for a possible joint venture.
- The Company has kickstarted its operations in Sri Lanka with the setting up of a cement
terminal in the port of Galle, in the south of the island country.
- Ambuja Cement Eastern, a subsidiary of Gujarat Ambuja Cements is making a preferential
allotment of equity to its promoters to mop up Rs 30 crore to part-finance its Rs 130-crore
expansion project.
- ICRA has downgraded the non-convertible debenture (NCD) programmes of the company.
- Fitch India has assigned a rating of Ind AAA to the Rs 50 crore NCD programme of the
company.
2001
- The Company has completed the issue of FCCBs of about $100 million issued in the
international markets.
- Gujarat Ambuja Cements Ltd., the fourth largest cement maker in the country, has closed its
issue of secured non-convertible debentures after raising the targeted Rs 200 crore.
- Gujarat Ambuja Cements Ltd is planning to issue fresh equity shares on a prefrential basis to
non-promoter groups.
- Gujarat Ambuja Cements Ltd (GACL) has received Rs 200 crore from foreign equity investor,
Warburg Pincus, as part of its proposed Rs 360-crore investment in the form of equity shares
and convertible ants.

- The company will buy back shares worth Rs 50 crore at a maximum share price of Rs 170 per
share through the open market route, it said. Gujarat Ambuja Cements has clocked a 112 per
cent rise in net profit at Rs 53.23 crore during the first quarter of the financial year 2001-02.
2002
-Commercial production commences at Gujarat Ambuja Cements Maratha Cement Works plant
-Board approves merger of Ambuja Cement Rajasthan with the company
-Mops up Rs 50 cr by issuing non-Convertible Debentures (NCD)
-Allots 80 lacs warrants to Affinity Investments, an Affiliate of Warburg Pincus Equity Partners
L.P
-Securities Appellate Tribunal (SAT) directs Sebi to examine Guj Ambuja deal for ACC stake
2003
-SEBI finds no violation of Regulation 12 of the SEBI (Substantial Acquisition of Shares and
Takeovers) Regulation, 1997 by Gujarat Ambuja Cements Ltd. with regard to the ACC deal
-Raises $80 million through External Commercial Borrowings (ECB)
2004
-BIFR sanctions the rehabilitation scheme for merger of Ambuja Cement Rajasthan with Gujarat
Ambuja Cements Ltd.
-Gujarat Ambuja Cements Ltd has informed that Shri NP Ghuwalewala has been appointed as
the Wholetime Director of the Company at the Board meeting held today on June 28, 2004
2005
- Gujarat Ambuja Cement Ltd - Issue of Bonus shares
- Gujarat Ambuja gives Rs 25 lakh aid for quake victims
-Ambuja Cements has given the Bonus in the Ratio of 1:2
-Company has splits its Face value of Shares from Rs 10 to Rs 2
2006
- Holcim raises stake in Gujarat Ambuja Cements

- Gujarat Ambuja - Change in Accounting Year
2007
- Company name has been changed from Gujarat Ambuja Cements Ltd to Ambuja Cements
Ltd.
2008
- Ambuja Cements Ltd has appointed Mr. Naresh Chandra as an additional director.
2009
- The Company launched its knowledge initiative i.e. Ambuja Knowledge Center,to enable
industry professionals get a first-hand feel of the world of cement and concrete. During the
year, three centers became operational in the cities of Jaipur, Ahmedabad and Kolkata.
-Ambuja Cements - Grant of Stock Option under ESOS
2010
- On 24th February 2010, Ambuja Cements Ltd (ACL) inaugurated its cement plant (grinding
unit) at Dadri, Uttar Pradesh. Capacity: 1.5 million tonnes.
- On 27 March, 2010, Ambuja Cements Ltd (ACL) inaugurated its cement plant (grinding unit) at
Nalagarh, Himachal Pradesh. Capacity: 1.5 million tonnes.
- In December 2010, the Dadri Grinding Unit in its very first year of operation received the
Integrated Management System (IMS) Certification, including ISO 9001:2008, ISO
14001:2004, and OHSAS 18001:2007 by BSI (U.K.).
2011
-Completes 25 years of operation. Celebrates silver jubilee at all integrated plants.
- Achieves water-positive status, as certified by an independent foundation, Det Norske Veritas.
Ambuja Cements gives back to the community double the amount of water the Company
consumes at its facilities.
- Ambuja Cements Ltd has acquired 85% equity shares of Dang Cement Industries Pvt. Ltd.,
Nepal
- Ambuja Cements Ltd has acquired 60% equity shares from the existing promoters of Dirk India
Pvt. Ltd.

2012
- Ambuja Cements announces Allotment of Shares under ESOS category.
- Ambuja presented 2 awards at the CII Sustainability Awards 2012 by Honorable President of
India.
- Ambuja Cements LimitedÂ’s (ACL) integrated plant unit at Chandrapur, (Maharashtra), the
Maratha Cement Works (MCW) bagged the gold award for the best safety systems under the
Large size category of the FICCI Safety Excellence System Awards 2012
2013
-Ambuja Cement bagged the Asia's Most Promising Brand & Leader Award at the Asian Brand
and Leadership Summit 2013
-ACL Rabriyawas was awarded "Energy Efficient Unit" during the 14th National Award for
Excellencein Energy Management 2013
-Ambuja Cements has unanimously approved a proposal to first acquire a 24% stake Holcim
2014
-Ambuja Cement Foundation - Chirawa has won the UNESCO supported Water Digest Water
Award 2013-14
-Ambuja Cement Foundation - Bathinda won the NABARD 'Partnership Excellence Award' in the
category of "Improving productivity of crops"
-Ambuja launched a premium quality cement product, AMBUJA PLUS in the state of Rajasthan.
-Ambuja launches AMBUJA PLUS in Gujarat
-Ambuja Cement has launched a new TV campaign after four years, focusing on social
awareness.
2015
-Ambuja Cement created another benchmark among cement industries in India, it obtained a
whopping 4.03 times water positive factor
2016
-Ambuja Cement won FICCI CSR award 2016 under 'Category 5 - Any Other' for its exemplary
Water Resource Management Program
-Ambuja Cement conferred with the Bombay Chamber Civic Award for social development -
Ambuja Cement & ACC win prestigious accolades at CII-ITC Sustainability Awards 2016
2017
- Ambuja notches up a perfect score bags six prestigious accolades @ CII-ITC Sustainability
Awards 2017
- Ambuja Cement wins two prestigious awards at NCB International seminar
- Ambuja Cement launches Â‘Ambuja Plus Cool WallsÂ’ in Surat
- Â‘Ambuja Plus Cool WallsÂ’ launched in Punjab

- Ambuja Manovikas Kendra bags Â‘Overall Championship TrophyÂ’ at Punjab State Special
Olympic Games
- Ambuja Cement wins CII National Award for Excellence in Water Management
- Ambuja Cement bags Yes BankÂ’s prestigious Natural Capital Award 2017
- Ambuja Compocem launched a superior composite cement product for better sustainability a
first in the Indian cement industry
- Ambuja Cement a key partner in IndiaÂ’s longest highway tunnel in Jammu & Kashmi
10.Limitation
1. : Out of 100, only 80% think that organization is consider training as part of
organization strategy.
2. Only 25% respondents attend less than 10 programmes. The remaining 75% has
attended more than 20 training programmes.
3. 40% respondents say that training is more given to senior staff, 30% say to junior
staff, 20% to new staff and 10% say tha999t it iss based on requirement.
4. 80% respondents say that organization lacks in time and money for training
whereas 20% say that the barrier is the lack of interest by staff.
5. 55% say that external training and internal training mode of training method
normally used in organization,25% say job rotation,8% say programme structure
and 12% say conference and discussions.
6. 65% say it takes less than one month in imparting the trained process,15% say
two-four months,18% say one-two month, less than four months.
7. 50% say that common industries training is imparted to new recruitments,40% say
technical training is imparted whereas 10% say management and presentation skill
training.
8. 60% of respondents say that work place of the training is physically organized
excellently, whereas 15% say very good,10% say good,10% say satisfactory and
5% are not satisfied.
9. 20% of respondents say that organization does not measure returns on investment
in training whereas remaining 80% says that organization measures return on
investment in training.

10.15% of respondents say that training resources are identified externally whereas
remaining 85% say that resources are identified internally.
11.20% respondents says that they would like to go outside plant for training and
remaining 80% like training programmes to be conducted within plant.
11.SUGGESTIONS
The Human Resource Development Department for the first time made an effort to check
for "on the job" effectiveness of the training programmes which they conduct throughout
the year. Evaluating effectiveness of training programmes, how effectively has it helped
the trainees in various practical areas is as important an activity as conducting the
programme itself .In order to know how the employee has benefited over a period
controlling officers were asked of time.
Also in order to make the present study useful for the future use of HRD in continuing with
the practice of evaluating on the job effectiveness, following suggestions regarding the
findings and conduction of the study are given .While collecting the data it was observed
that many people were enthusiastic about HRD conducting a survey. This shows that the
employees were acknowledging the efforts made by the organization for growth of their
employees. To keep building positive image of the organization in front of its employees
HRD must take initiative of conducting surveys and taking an action on their results in
other areas as well .Any survey provides for indirect communication channel for
employees to keep their words in front of the management. One such finding was from
Finance Depts. that asked for Any survey provides for indirect communication channel for
employees to keep their words in front of the management. One such finding was from
Finance Deptt. That asked for advanced MS Excel programmes but due to certain
limitations of the deptt. was provided with basic Excel training Programmes. So that these
issues find a way to the management more qualitative survey where people find source
of expression should be thought over. The present study used the same criteria for judging

all the programmes. However, technically, every programmes must have its own
evaluation criteria depending on the contents of the programmes. While compiling and
analyzing the data, it was observed that most of the people have responded in a similar
way to all the questions. Thus the error of central tendency was observed. Despite of the
fact that most people replied promptly to the questionnaire, a few filled it without actually
meaning it. This has marred the credibility of the results considerably. So that people take
the questionnaire seriously, management must brief the people about the ongoing
surveys officially.
Only the controlling officers judged the effectiveness of the training programmes, however
in order to get a complete overview views of the co-workers and the person himself must
be taken. A few programmes in the present study were being evaluated after 11 months.
Effort should be made while imparting the training programmes itself that people are
informed of it effectives evaluation scheme. All the people who attended the programmes
could not be tracked. While using the results it should be kept in mind that the sample
does not adequately represent the population.

12.CONCLUSION
It is found after conducting the study that employees are satisfied with the training
programmes imparted to them by the organization.
As employees are satisfied, the company need not to change the mode of training method.
Training & HRD activities are important function of the personnel Department. These
activities are continuous process in integrating organization and individual needs for
growth and development of the employees. The HRD efforts re oriented towards artisans,
supervisors, apprentices, engineers, trainers and such other categories of the employees
which increase managerial effectiveness, development of skills and trust, nourishing a
value system, co-ordination of training efforts.

13.BIBLIOGRAPHY
Books
1) Chhabra, TN, Ahuja, KK, and Jain,SP, “Managing people at work”,
2) Dhanpat Rai& Sons, Delhi, 1977.2)Chopra, Rakesh K, “Management of HR”, V K
Publishing House, bareilly 1989 pp212-13.
3) Abma,John S,”Programmed Instruction past, present,future in studies inpersonnel
and industrial psycholo gy”, Edwin A Flushman, Doissypress,Homewood 1967,pg
198.
4) Eric,Berne, Transactional Analysis in Psychotherapy, New York Group press,1961.
5) Su Singh, BP and Chhabra TN, “Organization theory & behaviour”,Dhanpat Rai& co,
Delhi,2005, pg 341-48.
Links
1. http://www.bookshopofindia.com
2. http://www.dhanpatraibooks.com/BookDetail.asp?Book_Code=1008
3. http://books.google.co.in/books/about/Theory_and_Research_in_Programmed_In
stru.html?
4. http://www.wikipedia.org/

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