This is the defense presentation based on my project work/thesis report entitled "Training, Development & Conflict Management of BEXIMCO Textiles Limited". I want to thank my honorable supervisor, coordinator, some teachers, seniors and my dearest friends for supporting me in this regard. If you need any sort of help or preparation for your defense presentation, then you can take assistance from this presentation. Good Luck !!

3. Supervised by:
Md. Ashraful Haq Chowdhury
Registrar
ASA University Bangladesh
Prepared by:
Mohammad Faheem Hasan
ID: 17-1-12-0011
Batch: HRM-30th (A)
Program: BBA
ASA University Bangladesh

4. BEXIMCO Textiles Ltd. was assimilated in Bangladesh as a Public Limited Company (PLC)
on 8th March 1994 with indebtedness and began commercial operations in 1995. The shares of
the corporate are listed within the Dhaka and Chittagong Stock Exchanges of Bangladesh.
BEXIMCO Textiles Ltd. is the most recent composite mill within the region.
In the Human Resources Management (HRM) cycle of BEXIMCO Textiles Ltd., the training
and development department plays a vital role in achieving its mission, vision, goals, and
objectives. Organizations today consider the HR department as the critical source of making
development among the employees to lead the organization to success.
Conflict is a fact of life. Although several people think only of its unfortunate results, some
conflict is actually necessary and good, such as the positive conflict. It all depends on how a
particular conflict is handled. It is usually found in an individualistic culture, in which
competition and individual achievement is stressed over interdependence.

5. Objectives of the Study
General Objectives:
 To find out the training and development process and conflict management
procedures of BEXIMCO Textiles Ltd.
Specific Objectives:
 To get an idea of the training and development process of BEXIMCO Textiles
Ltd.
 To evaluate the philosophy of the organization’s training and development.
 To know the procedures of the training certifications.
 To study various conflict management among the employees in the company.
 To find a solution for disputes in conflict management via negotiation.

6. Methodology of the Study
Primary Data Sources:
Primary data sources are mainly conducted based on the sources
of the secondary data.
Secondary Data Sources:
Secondary data sources that I have used to collect information are:
Training Manual of BEXIMCO Textiles Ltd.
Annual Report of BEXIMCO Textiles Ltd. (2018-2019).
Relevant news, books, and journals.
Websites.

7. Vision
 To gain the market leadership in high value-added apparels in the U.S. &
Europe.
 To use the “Innovation” & “Speed” as a primary driver, rather than cheap
labor.
 To dominate the markets in top quality clothing, such as Men's, Women's and
Children, Knitted Tops & Bottoms, Jeans & Denims, etc.
 To achieve world recognition through product quality and customer
satisfaction.
Mission
“BEXIMCO Textiles Ltd. is a full-service vendor with a robust vertically
integrated manufacturing capacity as well as other creative and analytical
capabilities which clearly set us aside from most other South Asian vendors.”

8. Name Designation
A. S. F. Rahman Chairman & Managing Director
Salman F. Rahman Vice-Chairman
M. A. Qasem Director (Nominated by Investment Corporation of Bangladesh)
A. B. Siddiqur Rahman Director (Nominated by New Decca Industries Limited)
The Owners of the BEXIMCO Textiles Ltd.
Name Designation
Syed Naved Husain Chief Executive Officer (Textiles)
Raziur Rahman Khan Senior General Manager
Head of Human Resources & Training & Development
Ahmed Shah Alam Assistant Manager
Human Resources & Training & Development
M. S. Alam Junior Executive
Training & Development
Training & Development Management Team of BEXIMCO Textiles Ltd.

10. Training Plan
Objectives of the Training Plan have two folds:
 To ensure the training program is implemented in all the units under
BEXIMCO Textiles Division as and when required.
 To optimize the utilization of training resources which, in turn, reduces
costs and increases operational efficiency.
Training Materials
 Training Videos.
 Oral or Written Test Materials.
 The Process Technology Handbook.
 Equipment Manual.

11. Training Methods
 Safety Tour & Guidelines.
 Factory Overview & Tour.
 Job Knowledge Transfers.
 Job Observations.
 Job Skills Practice.
 Proficiency.
 Ad Hoc Training.
Training Needs Assessment
 Gap Analysis.
 Behavioral Analysis.
 Functional Analysis.
 Organizational Requirements.

12. Training Certification
For full certification, the Training Program Coordinator (TPC) performs the following
functions:
1. Training department's documents are regularly updated.
2. A certificate is issued to the Section Head for the fulfillment of the department.
3. Trainee is informed of the effective certification date.
The TPC performs the following tasks for the conditional certification:
1. Training department's documents are regularly updated.
2. The area in-charge is issued a document to support the conditional certification.
3. Trainee is informed about the conditional certification.

13. Area Decertified, if
All Operations Certification
Performance is poor. Area in-charge
discretion or
Job break > 3 months.
All Maintenance Certification
Performance is poor. Area in-charge
discretion or
Job break > 6 months.

14. Objectives of Conflict & Negotiation
 To achieve the organizational objectives.
 To create a long-term relationship between the parties.
 To remove the obstacles which may be there in the future.
 To hold authority over how the contract is being executed.
 Motivation and commitment to work together.
 Describe the problem in a way that is mutually acceptable to both parties.
 Formulate the problem as a goal and identify the obstacles achieving this goal.
 Contrast the problem.
 Separate the definition of the problem from the search for the solution.
Identify & Define the Problem

15. Evaluate and Select the Alternatives
 Narrow the range of solution options.
 Evaluate the solutions based on standards and acceptability.
 Agree to the criteria for evaluating options.
 Be willing to justify personal preferences.
 Use subgroups to evaluate complex options.
 Take some time out to cool off.
Factors that facilitate a Successful Negotiation
 Some common objectives or goals.
 Faith in one’s problem-solving ability.
 Faith in the sustainability of one’s position and the other’s viewpoint.
 Motivation and commitment to work together.
 Trust between the parties.
 Clear and accurate communication between parties.

16. 35%
20%
16%
29%
Market Share of Textile Industries in Bangladesh (%)
BEXTEX
Partex
SQUARETEXT
Others

17. Parameters
Year
2016
2021
(Conventional Practice)
2021
(Improved Practice)
Export of RMG (M/kg) 1806 2909 (projected)
Export Value
(Billion US$)
28 50
Volume (M m3) 217 349 270
28
31.14
36.4
42.55
49.75
0
10
20
30
40
50
60
2016-2017 2017-2018 2018-2019 2019-2020 2020-2021
Target Export Value of RMG Sector (Billion US$)
Target Export Value of RMG Sector (Billion US$)

18. Year 2016 2017 2018 2019 2020
Number of
Employees
3,515 3,833 4,256 4,523 5,181
3515
3833
4256
4523
5181
0
1000
2000
3000
4000
5000
6000
2016 2017 2018 2019 2020
Number of employees working in BEXIMCO Textiles Ltd. from the
fiscal year 2016 to 2020

19. Findings of the Study
 A written examination is not a scale that can measure the working
capabilities of an employee. And also, based on his or her practical
knowledge.
 On-the-job training is applied to the non-managers only.
 Lack of employees’ consciousness about the performance appraisal system.
 They do not follow the 360-degree performance appraisal system regularly.
 Evaluation criteria do not match with the goal and strategy of the
organization.
 The conflict between trainees rises due to the scarcity of resources.
 When more than two trainees have different opinions regarding one matter, a
negative conflict occurs.

20. Recommendations
 Besides written examination, the trainees should be taken some standardized
performance tests which monitor their training and practical knowledge on the
field. It should also be maintained according to the Job Analysis report.
 On-the-job training is not just for non-managers. In technical fields, any error
can be proved dangerous.
 Trainees need to be regularly informed about the performance appraisal
system.
 360-degree Performance Appraisal should be regularly followed in the T&D
department because it builds employees’ confidence and boosts employees’
morale; it increases continuous job improvement.
 To make the training meaningful, the company should use familiar terms,
examples, concepts, and must provide a bird’s eye view.
 Scarcity of resources needs to be under control as it creates conflicts.
 Every trainee’s point of view needs to be taken into consideration and so;
special treatment should not be given to a specific trainee. It creates partiality.

21. In this modern era, a business does not mean only selling and purchasing
products or services. It is very important to conduct the business in an organized,
effective, and efficient manner. A well-organized business needs a strong,
skilled, efficient, talented and loyal workforce who requires being satisfied with
their respective jobs. As we all know, in the business world, things move through
the will of impression.
BEXIMCO is now the largest multinational conglomerate holding company
headquartered in Dhaka, Bangladesh, and this company must continue the
business holding that image. Behind the successful journey of BEXIMCO
Textiles Ltd., their training, and development system and conflict management
have a large contribution in the economy of Bangladesh. BEXIMCO Textiles
Ltd. features good training, development, and conflict management system, and
to take care of this scenario more efficiently and prospectively, the corporate can
surely accept this project cordially.