A STUDY ON

TRAINING & DEVELOPMENT

(WITH SPECIAL REFRENCE TO HRD,KALYAN BHAWAN)

A Summer Internship project submitted in partial fulfillment of

the requirement for the degree of Masters of Business
Administration at Central University of Jharkhand.

Submitted By:
PIYUSH RAJ
Reg. no: 21100402036
Department of Business Administration
Central University of Jharkhand
 Acknowledgement

A survey project report is not an effort of a single person but it is a contributory effort of many
hands and brains. So, I would like to thank all those who have helped me directly and indirectly
during my survey project. The internship opportunity I had with EMTI,HRD,KALYAN

BHAWAN(BCCL),DHANBAD was a great chance for learning and professional

development. Therefore, I consider myself as a very lucky individual as I was provided with an
opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful
people and professionals who led me though this internship period.

I would like to thank and express my deep sense of gratitude to Prof. (Dr.) Bhagwan Singh, Head
of Department, (Department of Business Administration) for providing me with such an
opportunity.

I would like to thanks Mr. Avinash Sir,Voccational Training Department for giving
me the opportunity to do an internship within the organization and also express my
gratitude towards Mr SANJAY RANA Sir; Chief Manager (exavaction); EMTD, DEEPANSHI mam,
Personal Department, who in spite of being extraordinarily busy with his duties, took time out to
hear, guide and keep me on the correct path and allowing me to carry out my project at
their esteemed organization. It is a great privilege and matter of honour for me to complete
this project on “A STUDY ON TRAINING & DEVELOPMENT” under his able guidance.

I am highly indebted to P.K Sinha sir; EMTD, Mantu Mahto sir; EMTD and
Subhangini Mam for the facilities provided to accomplish this internship.
I would also like to thank all the employees of BCCL HRD,KALYAN BHAWAN
who were the respondents and provided their precious time and shared their
information for this study. Finally, my sincere gratitude goes to my family and
friends for supporting me, sharing their thoughts, enriching me with

vital information regarding the topic and giving me the moral support during the
preparation of this report.

I am extremely great full to my department faculty and friends who helped me in

successful completion of this internship.
 CONTENTS

S.NO PARTICULARS PAGE

NO.

1. FORMATION OF COAL INDIA 5

2. INTRODUCTION 6-8

3. ORGANISATION STRATEGY,MISSION AND VISION 9

OF BCCL
4. COMPANY PROFILE 10-12

5. SERVICES IN BCCL 13

6. HUMAN RESOURCES DEVELOPMENT 15-17

7. EXCAVATION DEPARTMENT 18-19

8. TITLE OF STUDY 20-21

9. LEARNINGS 22-28
 TRAININGS
 SWOT ANALYSIS
 FINDINGS
 RECOMENDATION
10. CONCLUSIONS 29-30

11. BIBLIOGRAPHY 31
 FORMATION OF COAL INDIA

With dawn of the Indian independence a greater need for coal production was felt
in the First Five Year Plan. In 1951 the Working Party for the coal Industry was set
up which included representatives of coal industry, labour unions and government
which suggested the amalgamation of small and fragmented producing units. Thus
the idea for a nationalized unified coal sector was born. Integrated overall planning
in coal mining is a post-independence phenomenon. National Coal Development
Corporation was formed with 11 collieries with the task of exploring new coalfields
and expediting development of new coal mines.

Nationalization of coal industry in India in the early seventies was a fall out of two
related events. In the first instance it was the oil price shock, which led the country
to take up a close scrutiny of its energy options. A Fuel Policy Committee set up for
this purpose identified coal as the primary source of commercial energy. Secondly,
the much needed investment needed for growth of this sector was not
forthcoming with coal mining largely in the hands of private sector. The objectives
of Nationalization as conceived by late Mohan Kumara mangalam were;
Conservation of the scarce coal resource, particularly coking coal, of the country.

CIL has ten fully owned Indian subsidiary companies, Eastern Coalfields Limited
(ECL), Bharat Coking Coal Limited (BCCL), Central Coalfields Limited (CCL), Western
Coalfields Limited (WCL), South Eastern Coalfields Limited (SECL), Northern
Coalfields Limited (NCL), Mahanadi Coalfields Limited (MCL), Central Mine Planning
& Design Institute Limited (CMPDIL), CIL Navi Karniya Urja Limited for development
of non-conventional/clean & renewable energy and CIL Solar PV Limited for
development of solar photovoltaic module. In addition, CIL has a foreign subsidiary
in Mozambique namely Coal India Africana Limitada (CIAL). Further CIL has four
Joint Venture companies- Hindustan Urvarak & Rasayan Limited, Talcher Fertilizers
Ltd., CIL NTPC Urja Pvt. Ltd. and Coal Lignite Urja Vikas Private Limited.

The mines in Assam i.e. North Eastern Coalfields (NEC) are managed directly by CIL.

Mahanadi Coalfields Limited, a subsidiary of Coal India Ltd is having four (4)
Subsidiaries, SECL has two (2) Subsidiaries and CCL has one (1) subsidiary.
 INTRODUCTION
Mining activities in Jharia Coalfield (JCF) started more than 100 years back and it
has been extensively exploited. Unscientific exploitation by the erstwhile private
entrepreneurs of coal resources in the past resulted in large scale degradation of
the coalfield which has manifested in haphazard infrastructure development,
depletion of green belt and overall ecological and environmental imbalances. Land,
air, water and soil had been severely affected & resulted in outbreak of coal mine
fire as early as 1916. When BCCL took over the region was highly degraded and
affected with fire and unstable areas, prone to subsidence. After nationalization of
the coal mines in 1972-73, BCCL has been making all efforts to mine the coal
resource under all possible means compatible to a clean and safe environment in
the region. On account of multi-seam regime of the coalfield the reclamation
process has become a challenge.

BCCL recognizes importance of environment management and has taken corrective

steps since nationalization and developing superior environment management
system. In mining sector, BCCL contribution in introduction of Ecological
restoration and Cluster concept for obtaining Environmental clearance is well
recognized. For the first time ,cluster concept was formulated by BCCL for
preparation of EIA-EMPs for grant of Environmental Clearances of its mines. Mines
of BCCL were grouped into clusters based on Geo-Environmental rationale for
environmental benefits. BCCL is pioneer in introduction of ecological restoration in
mined out areas.

Ecological restoration replicates natural forest for which BCCL prepared a Road
map for ecological restoration through Forest Research Institute (FRI), Dehradun
and constituted a dedicated team for successful implementation. BCCL is operating
its mines & washeries as per Environment Clearances granted by MOEFCC and
submitting compliances regularly to regulatory authorities.

Bharat Coking Coal Limited (BCCL) is a subsidiary of Coal India Limited with its
headquarters in Dhanbad and Kolkata, India. It was incorporated in on 16th
Oct,1971 to ensure planned development of the scarce coking coal resources in the
country.It is a Public Sector Undertaking engaged in mining of coal and allied
activities. It occupies an important place in as much as it produces bulk of the
coking coal mined in the country.It has coking coal mines (214 in number)
operating in the Jharia and Raniganj. BCCL contributes 50% of total prime coking
coal requirement of steel sector. Company operates 36 coal mines, which include
eleven underground, sixteen open cast & nine mixed mines in year 2020. Company
runs eight coal washeries and four are under construction. Mines are grouped into
thirteen area for administration.

BCCL is the major producer of prime coking coal (raw and washed) in India.
Medium coking coal is produced in its mines in Mohuda and Barakar areas. In
addition to production of hard coke, BCCL operates washeries, sand gathering
plants, a network of aerial ropeways for transport of sand, and a coal bed
methane-based power plant in Moonidih.

MINE CLOSURE

As per guidelines, Mine closure Plans of most of mines are approved and funds are
being deposited in escrow account.

ISO CERTIFICATION

For confirming to international standards and adopting best practices, BCCL has
taken up ISO certification of its mines and workshops. Till date it has obtained ISO
9001:2008 (Quality Management Systems), ISO 14001:2004 (Environment
Management Systems) and OHSAS 18001:2007 (OH & Safety Management
Systems) for 02 OC mines (Muraidih & Block-II), 01 UG mine (Moonidih UG), and
one mixed mine AKWMC. In addition ISO 9001:2008 &ISO 14001:2004 obtained for
Excavation workshop, Sinidih. Now it is decided to obtain ISO certification at
company level for which Policy document is prepared & under approval and
manual is being prepared.

FORESTRY CLEARANCE

Forestry Clearance for 234.08 ha to Ghanoodih, Bera and Dobari colliery is granted
& land handed over to BCCL. Stage-I Forest clearance for 6.41 ha. In Murulidih
colliery obtained and for Stage-II FC-under process.
 Bharat Coking Coal Limited

TyPE PUbLIC SECTOR UNdERTAkING

GOvERNmENT-OwNEd

INdUSTRy COAL

FOUNdEd 1972

HEAdqUARTERS dHANbAd, INdIA

AREA SERvEd JHARkHANd, wEST bENGALL

kEy PEOPLE SRI P. m. PRASAd, Cmd

PROdUCTS COAL

NUmbER OF EmPLOyEES 36,618

ORGANISATION STRATEGY
Vision and mission statements play an important role in
strategy development by providing vehicles to generate
and screen strategic options. They also provide
organizational identity and understanding of business
directions.

MISSION
To produce and market the planned quantity of coal
and coal products efficiently and economically in an
eco-friendly manner with due regard to
safety,conservation and quality .
VISION

To emerge as a global player in the primary

energy sector committed to provide energy
security to the country by attaining
environmentally & socially sustainable growth
through best practices from mine to market.
 FUNCTIONAL DIRECTORS

SHRI SAMIRAN DUTTA

Chairman cum Managing Director and Director(Finance)- Addl. Charge

SHRI SANJAY KUMAR SINGH SHRI P V K R MALLIKARJUNA RAO

DIRECTOR(T) P&P and OP DIRECTOR (P)

PART-TIME DIRECTORS

SHRI ANANDJI PRASAD SHRI B. VEERA REDDY

PROJECT ADVISOR , Ministry of Coal Director (T) CIL

INDEPENDENT DIRECTORS

SHRI ALOK KUMAR AGRAWAL SMT. SHASHI SINGH SHRI SATYABRATA PANDA SHRI RAM KUMAR ROY

SHRI B. K. PARUI
Company Secretary
 STATUS OF MANPOWER, BCCL

Description 01.04.2022 31.05.2022

EXECUTIVE 1905 1953

MONTHLY 5781 5680

RATED
DAILY RATED 30630 30388

PIECE RATED 3 3

TRAINEE 596 594

TOTAL 38915 38618

 BCCL SERVICES

BUSINESS PROJECT

PERSONNEL FINANCE

OPERATIONS VIGILANCE
Working hours and weekly off’s in BCCL,HRD

Total working hours: 44 hours per week.

Working hours: 8 hours per day.
Weekly off: Sunday Off & Saturday half day.
Lunch time: 40 minutes.
 HUMAN RESOURCE DEVELOPMENT
Human Resource Development Department in BCCL has been set up for
the development of existing Human Resources as well as future
requirements with reference to technological advances and gainful
deployment of existing manpower to fulfill demand of production vis-à-
vis technology.

The existing human resources includes Managers, Supervisors and

Workers at all levels of the company. The company is strongly
committed to the development and growth of all its employees. This is
being achieved through refresher, basic training and retraining and
intensive institutional and on-the-job training.

The HRD Department of BCCL is under the control of Director

(Personnel).

To cope up with the task emerging from strategic plan, Annual HRD
Plan is worked out every year to integrate HRD efforts. The action plan
is implemented primarily through the following Five Training Institutes
under the direct administrative control of HRD Department.
HUMAN RESOURCE DEVELOPMENT DEPARTMENT

ANNUAL REPORT FOR FY 2021-22

Training Vision and Strategy followed by HRD Department,

BCCL has been to optimally utilize the human capital including
employee skills, competencies, commitment, motivation and
loyalty by continuously enhancing their existing knowledge
and capabilities and creating new ones by training and
retraining them in response to changing market conditions to
gain sustainable competitive advantage over others.

It aims to provide continuous training for all categories of

employees throughout the year through in-house training
Center at HRD Complex, Kalyan Bhawan and 11 Group
Vocational Training centers located in Areas.

In addition, the company has arranged for a significant

number of executives to attend out company training
programmes at reputed training institutes within the country
which includes IICM, Ranchi.

Management Trainees of all disciplines are also exposed to

Induction Training, Technical/Functional and Managerial Skill
Development Programmes at IICM, Ranchi.

The Department also exposes students of various Institutes to

corporate world by arranging industrial/vocational training. In
FY 2021-22, it had imparted industrial/vocational training to
880 students.
 Besides, BCCL is engaging apprentices of various
disciplines/trades in compliance to Apprenticeship Act, 1961
and guidelines issued by Ministry of Skill Development and
Entrepreneurship, Govt. of India & Ministry of Education,
Govt. of India. 1144 Apprentices (i.e. 2.54% of the Workforce
including Contractor workers) were provided Apprenticeship
Training in FY 2021-22.
 EXCAVATION DEPARTMENT

1. Monitoring cell for performance of HEMM and providing

Technical assistance.

2. Monitoring cell for performance & warranty of Spare parts.

3. Monitoring cell for breakdown HEMM more than 3 months.

4. Capital item Procurement Cell.

5. MIS, survey off and grounding cell.

6. Spare Part Management Cell.

7. Truck Performance Monitoring System(TPMS)/ Pay Load

Monitoring System(PLMS).

8. Monitoring of Implementation of Automation of Diesel

Dispensing Units at BCCL.

9. Central Workshop, Sinidih

10. Payloader Workshop, Golukdih.

Major Activities:-
➢ Monitoring the performance of HEMM’s of BCCL to meet the
targeted production of Coal & OB.

➢ Monitoring the performance of HEMM’s of BCCL to control

breakdown of equipment more than 3 Months and providing technical
assistance.

➢ Monitoring the performance of spare parts to keep a check on

warranty failures and augmenting the life there after.

➢ To plan and procure the capital items to support budgeted/targeted

production targets.

➢ Budgeting and indenting of Materials required for upkeep &

maintenance of HEMM’s of BCCL.

➢ Managing spares against Depot Agreement from different

OEM/OPM’s.

➢ Finalization of Rate Contracts for fast moving & bulk quantity of

spares required for HEMM.

➢ Revamping the equipments with the help of rehab/ERP for improved

availability.

➢ Providing workshop support to various areas of BCCL for upkeep &

maintenance of HEMM with respect to Engine, Transmission, Torque
Convertor etc.

➢ Providing workshop support to various areas of BCCL for upkeep &

maintenance of HEMM with respect to Electrical Motors , Generators,
Transformers etc.
 Title of the Study
A Study on Employees Training and Development at BCCL.

Need for the Study:

Training is the act of increasing the knowledge and skills of an employee

for doing a particular job. It utilizes a systematic and organized procedure
by which employee learns technical knowledge and skills. Training refers
to the teaching and learning activities carried on for the primary purpose of
helping members of an organization.

Training is closely related with education and development but needs to

be differentiated from these terms. It is aimed at improving the behavior
and performance of a person.

Training is a continuous and life long process. Training provides an

atmosphere of sharing synthesizing with the help of the trainers, the
information already available on the subject.

Significance of the Study:

The development of any organization depends on its employees. For

organizational productivity training and development assumes great
significance. Training aims at increasing the knowledge and skills of the
employee whereas organizational development on the other hand refers to
overall improvement of the organization such as its structure, objectives,
policies and procedures including managers and employees.
Organizational development can be achieved by hiring the services of the
professional’s consultants. Training and development programs are often
viewed as part of organizational development.

A better knowledge about these things can facilitate the trainer as well as
the trainee in conducting and benefiting from the training. But training
being a very complex process makes it a bit difficult. So the best way to
achieve it is by studying and analyzing the feedback of employees as well
as managers. The project includes collecting information from staffs of
Vision Plus Private Limited, analyzing it, interpreting it, and concluding
useful suggestions from it.

Objectives of the Study:-

1. To recognize the meaning, nature, scope and features of the training and
development.

2. To know how the training and development program effects on the employee
productivity.

3. To study the employees perception towards organisational training and

development.

4. To study the methods used in training the employees.

5. To determine which kind of training and development programs are effective in

motivation.

6. To study the effectiveness of training and development programs in vision plus.

7. To give the suggestion for the growth and perspective of the company.
Training Facilities:-

The Excavation Department plays a key role in training and skill

development of different operators for heavy vhiecles maintaince used in
excavation. To make the training effective, a good infrastructure of well-
equipped classroom with experienced teaching staff has been provided.
The equipment’s are in live condition and the trainees are free to handle
the same to have clear concepts about the working of the system. It is
always endeavored that the personnel trained should gain such knowledge
and skill that they are in a position to install, operate and maintain the
operations of required maintenance without any difficulty after completion
of the training.

Training Planning:

The training opportunities outlined in Excavation department allow

different operators like Shovel operators, Dumper operators, Dragline
operators to develop knowledge and skills which are consistent with
departmental goals and career plans. As individual training needs are
identified, the subordinate should be an integral part of the planning
process.

As part of the planning process,

Department should perform the following activities:

Step 1: Identify the areas in which training is needed before starting of FY.

Step 2: Determine which programme will be required.

Step 3: Determine pre-requisites and ensure that they are met.

Step 4: Map out the appropriate sequence of programme to be taken.

Step 5: Document training planned and scheduled.

Step 6: Schedule of training.

Step 7: Operators will be selected for the training.

Step 8: Letter is entertained to concern Area Safety Officer(ASO) for

releasing of their operators.

Step 9: Guest Faculty is also entertained with department letter for

assurance of their presence.

Step 10: Training will be conducted in HRD,Kalyan Bhavan & at diffent

location regarding training needs.
SWOT Analysis:

1. Strengths:
 Committed toward work, positive and logical in approach.

 Quick learner skills.

 Confidentiality keeper.

 Self-motivated.

 Always discuss soft skills like positive, friendly, approachable,

excellent team member, work well under all enivronment.

 It is doing very well towards their target.

 Experience operators.
2. Weaknesses:

 It has a lack of cooperation from other department.

 Not getting proper infrastructure for Training.

 Large number of operators are non-matric.

3.Opportunities:

 Opportunity to face the problems in coalmines.

 Opportunity to prepare for any technical problem in heavy

vehicles

 Opportunity to establish technical knowledge.

 Opportunity to acquire good operators.

4. Threats:

 Unsatisfied towards different problems in the organization.

 Many operators are lack of co-ordination & biasness.

Findings:
 Many of the operators like to attend training program.

 Training means it is knowledge and skills.

 Training program is essential for both new employees and operators.

 Training is a one of the essential part of organizational strategy.

 Training is well planned in that organization.

 Every month training programs are conducted in that department.

 Training program is compulsory for the employees to work better.

 Training is helpful in enhancing productivity and performance of an employee.

 Theoratical & Practical is the method to trained the operators.

 There is lack of interest in some operators is the barrier for training and
development in their organization.

 Training is relevant to needs of the organization.

 Training helps in coordination between each other.

 Training program enable the employees to be accountable and authoritative in

their work.

 Training method also focus on developing team work and leadership skills.

 Instructor response to trainees doubts.

 After Training, operators given preference for new assignments.

  There are great effectiveness of training program.

 Feedback can evaluate the effectiveness of training program.

Findings from the Organisation:

 The environment of the organisation is very friendly which will help
employees in satisfaction of the work.

 The organisation has many at the age of retirement and also fresher’s from
which they work very enthusiastically and there can be more productivity.

 The relationship between the superior and subordinate is very good and this
will bring the organisation and employees to work in a good environment.

 Organisation provides employee opportunity to the people who are not

properly educated or highly qualified.

 The organisation gives them proper training and improve them.

Suggestions:
 Employees should decide and determine the training programs that they need
so that they can work more effectively and efficiently, employees should
decide some of the training they would like to undergo.

 The HR department should conduct briefing and debriefing sessions for

employees for training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and
also after training completion they should take a feedback as to how effective
was the training so that the necessary improvements in training programs can
be considered and implemented.
 Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, grievance redressal; these will help to
add value and is also essential in today’s business scenario.

 Performance of every employee undergone training should be evaluated so as

to get Improved quality of training activities, Improve ability of the trainers to
relate inputs to output know their understanding about the training programme
conducted

 Training program should evaluate the abilities, competencies and potentials of

the trainees for a particular job or work skills.

 It should aim to narrow down the gap between expected level of performance
and the actual level of performance.

 It should provide new recruits or trainees a scientific pace for imbibing the
knowledge and skills required to discharge their duties and responsibilities
meaningfully and purposefully.

 The company should conduct training programs at regular intervals, which

helps the employees to enhance their knowledge for their current jobs.

 The company should design the training program based on the current
requirement, which includes development of technical skills, personality
development, time management, computer knowledge etc.

 The training session should be made more interactive and participative so that
trainees and trainer are in constant interaction.
Conclusion:
HRM is nothing but managing the human resource, from the date of
recruitment till the retirement and each employee needs some training
program to develop their skills and ability. Today we are living in a
competitive world in order to survive among other factors, it is the
employees who make the organisation reach their desired goal.

Identification the training and development needs in the employees which is

very important in the organisation .it will help to achieve individual goals
has well has organisation goals it also help in productivity of the present
employees.
When proper training and development is provided from the organisation to
the employees, it helps increase the employee’s interest towards the work
and also the organisation, when training and development is done by the
organisation, it helps to recognize the present level of the employees and
what changes are needed to improve their skills, attitude knowledge,
experience.

There are lot of problems which are faced by the organisation because of the
lack of training they can be like accidents, injuries fights, work environment.

Machineries can also be a major part of failure so training on all this teams
is to be given properly and the organisation should understand the problems
of the employees.

Training must be given in factors which are mostly affected on the

employees such has on-the-job programs.

According to the study conducted we can conclude that the overall

satisfaction level of employees in relation to the training programs is
moderate.

The employees said that the training programs in the organization are well
planned but they are not satisfied with the duration of the training program
and they are also not satisfied with the evaluation process of training
program, they are not evaluated periodically.
The training programs in the organization strongly focus on the technical but
these programs are not given adequate importance sometimes because of the
work pressure.

The employees do not take the training programs seriously, as there are no
strict rules and regulations to attend the training programs.

The quality of the training programs is excellent but the employees are not
making the best use of it.

Therefore we can conclude that the training programs in the organization are
excellent but they have been not utilized properly. There is a broader scope
to develop and improve its training programs in future in order to meet the
requirements.
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