CONTENTS

CHAPTER-I
Introduction
Objectives of training and
development
Scope of the study
Research methodology
Period of study
Limitations of the study
Importance of training
Purpose of training
CHAPTER-II
Industry profile
The Electricity Regulatory
Commission
Genting Lanco company profile
CHAPTER-III
Introduction to Human Resource
Management
Training and development -an overview
1

Training policy of Lanco Company

CHAPTER-IV
Data analysis and interpretation
Findings
Observations

CHAPTER-V
Appendix
Questionnaires
Bibliographies

CHAPTER-I: INTRODUCTION

INTRODUCTION TO TRAINING &

DEVELOPMENT
An individual is considered as basic unit of society who
cannot satisfy all the desire by himself. In order to
accomplish the goals that are too large and complex, and
individual works in an organized group. Organizations are
social and technological devices that enable and
accomplishment of goals to be executed by a single person
as a unit. These units can be viewed as the units that
process certain inputs from the events for the purpose of
creating certain specified outputs valued by society like
products and services. Human beings are of central
importance with the processing of transforming unit i.e., the
organization, and also consume their outputs. Its the task of
Human Resource Management to study and develop ways in
which human beings can be effectively and efficiently
integrated into various organizations needed by our society.
Placing employees in the jobs does not ensure their
success. New employees are uncertain about their roles,
functions and responsibilities. Job demands and employee
capabilities must be balanced through orientation and
training programs. Once the employees have been trained
and have mastered their jobs. And with ongoing trends with
toward greater workforce diversity, flatter organizations and
increased global competition, training and development
efforts enable employees to assume expanded duties and
greater responsibilities.

Definition:

Training and Development concerns the means by

which a person cultivates those skills application will improve
the efficiency and effectiveness with which the anticipated
results of a particular organization segment was achieve.
Learning about the skills takes place in training situations.
Whether in the classroom, in a conference or in managing
experience. As stated by Harold Knootz & O. Donnel.
Training may be defined as A process by which a
person knows about learning, understanding, physical
capacities or mental outlook or attitude of employees are so
increased as to bring about their better adjustment with
their environment.
According to Dunn and Stephens training refers to the
organization effort to improve an individuals ability to
perform a job or organization role, where as development
refers to enhance an individuals ability to advance his
organization to perform additional job duties. Thus training
provides knowledge and skills required to perform the job.
Training can be viewed as job oriented an leading to an
observable change in the behavior of the trainee in the form
of increased ability to perform a job. One the other hand,
development is still job related is much broad in scope. This
is implied in management development programmes
purposing to prepare managers for higher level positions it
enhances general knowledge related to a job as well as the
ability to adapt to change.
According to Bernard M. Bass & A. Vanghan,
Development broadly implies the nature and direction of
change induced among employees though process of
education and training.

As observed by T.P.Campbell, Training courses are

typically designed for a short term set purpose such as the
operation of some piece of machinery. While development
involves a broader education for long term purposes.
Dale Yoder put this way Training is a means of
preparing rank and file workers for promotion to supervisory
positions and for improving their competence and capacity
while they hold leadership assignments professions, middle
managers, top managers and executives need continued
opportunities for self improvement to avoid otherwise
relentless pressures towards personal obsolescence. Humans
at all levels need frequent refresher training.

NEED OF THE STUDY

Training has become an integral component of individual
professional evolution by
Updating knowledge to avoid obsolescence
Enhancing professional creativity
Enabling employees to shoulder higher
responsibility
To learn new technologies and innovations
Improving skills and capabilities of the individuals
To create a business bias and strategic thinking to
take up new business challenges

OBECTIVES OF THE STUDY

The main objectives underlying the study are:

To understand the concept of training and
development
To compare the actual training and development
proactive with the theoretical one
To analyze the training and development in GENTING
LANCO company
To know the merits and demerits of the system, so that
suitable suggestions could be delivered which would
help the organization to make the process more
effective a useful
To analyze the importance of training and development
in day to day activates
To find out the extent to which the training programmes
are helpful in enhancing the employee skills thus
helping in their career development
To avail the opportunity of expediting the real work
atmosphere in the organization study its functional
departments, nature of jobs associated with each
functional department

SCOPE OF THE STUDY

The study is about the employees opinion on the
training and development
administration in the
company it includes
various aspects of training
and
development.
The study is made in the organization of
GENTING LANCO PVT LTD
7

The scope of study is done in LANCO POWER

PLANT
Its head quarters are located at the place in
Hyderabad.
RESEARCH METHODOLOGY OF PROJECT
Type of research
Descriptive and analytical research
The methodology adopted is as follows
A detailed study of various books on training and
development was undertaken to design the
questionnaire for evaluating the methods of
training and
employee response.
The study on training and development was intimated
with the help of one type of questionnaire schedule.
The questionnaire schedule consists of 25 questions.
This questionnaire is prepared on the basis of entire
report as it provides the complete overview of the
process using the random sampling techniques.
The sample size taken 100 and the sample respondents
constitute oral technical staff and managerial
staff
who had undergone job related training in Lanco pvt ltd.
Open-ended questions and questions with rating scale
are used to frame the questions of the questionnaire.

SOURCE OF THE DATA

The whole analysis is based on both primary and secondary
date. The secondary data has been collected from the
records and annual reports of the organization. Relevant
8

information has been collected from periodicals and website.

The information relating to the project and profile of the
Organization has been collected through personal interaction
with the officials of the organization.

Primary data
The main source of primary data comprises of
Structured questionnaire
Formal and informal interviews
Feedback obtained from the employees
Personal interaction with the officials

Secondary data
The main source of Secondary data generated within the
organization especially from records magazines published by
the organization
Information on website
Manuals of the organization
Books published by different agencies reports published
Other relevant books magazines periodicals and
journals etc.,

PERIOD OF THE STUDY

The time for the study of project is two months (60
days)
LIMITATIONS OF THE STUDY
Training & Development is wide concept, though it has many
benefits, the limitations of the study is as follows.
9

The time period of 60 days is not enough to study the

concept of training and development in Lanco Power
Pvt .Ltd.
Though the organizations are based on considered
some of the management staff.
Most of the data is taken by the staff who already
trained, no data is taken form the staff who have not
taken the training.
The sample size is also not sufficient to know the
overall concept of training and development in Lanco
power pvt ltd.

IMPORTANCE OF TRAINING
In every organization the Technical & Management people
give so much importance to Training & Development as it
improves the performance, knowledge and skills of
employees.
Makes learning of the fundamental values of the
organization easier.
Helps in maximum utilization of the available resources
with minimum cost.
Bridges the gap between external worlds.
It is the development tool for every individuals as well
as
organization.
It is used to link organizational, operational and
individual needs.
Training is a learning experience, in that it seeks a relatively
permanent change in an individual that will improve his
ability to perform on the job.

10

There are two factors, which help to explain he importance

of the Training and Development area.
The rapid rate of technological change that has created
may new jobs and had rendered many old ones obsolete.
New jobs often create a need for acquisition of new
knowledge and skills. Training can meet the changing job
requirements of an organization.
The attitude of employees who expect something more
than a well playing secure job.
Today employees expect a challenging job with
opportunities for upward mobility and growth. For many jobs,
training activities are essential to keep abreast of current
development and to raise the performance capabilities of
employees beyond nearly acceptable levels. Further, the
Training & Development programmes can play a major role
in organization development by changing employee
attitudes and behavior.
It is important that the training programmes should
enable employees to gain an organizations perspective and
make them function as one team. Training leads an
important role in identifying and solving problems which
occurs in the organization.
Training

is concerned with the acquisition or

development of knowledge, skills, techniques, attitudes
and experience which enable an employee to make his
most effective contribution to the goal of the
organization. Its objective is to prepare him for a
greater responsibility.

Training is a widely accepted problem solving device,

its also increases the moral in the employees and

reduces the grievances.
11

 Training and Development programmes enable personal

growth of the individual employees resulting from their

exposure to educational experiences.
Training and Development programmes helps in fulfill

its future personnel requirements.

PURPOSE OF TRAINING
Every organization irrespective of its size and nature of
operations needs to provide training to its employees, no
matter what the employees qualifications, skill or suitability
for the job is the major purposes of training are discussed
below.

IMPROVE PERFORMANCE
Unsatisfactory performance of employees, owing to
some skill deficiencies, can be improved through the right
kind of training. Though all the problems of ineffective
performance cannot be solved through training, a sound
training programmed is to a great extent instrumental in
reducing those problems. Sometimes newly promoted or
newly recruited employees may not have adequate skills to
effectively perform their jobs. There are various reasons for
this.
No selection device is fool proof in predicting success or

failure at all items, in such situations, training is

necessary to bridge gap between the employees
predicted and actual performance.
Training helps employees to perform at standard levels.
Management employs such individuals who have the

aptitude to learn given them training to perform

specific tasks.

12

UPDATE EMPLOYEES SKILLS

It is important to the management to consider the
technological advances that helps the organizations to
function more effectively. Technological changes may bring
about job changes. Training enables updating of employees
skills to integrate the technological changes successfully into
the organization.

AVOID MANAGERIAL OBSOLESCENE

Managerial obsolescence is the failure to adopt new
methods and process that make employees more effective.
Fast changing technical, legal and social environments have
an impact on the way managers perform their jobs, and
those employees who do no adapt to these change become
obsolete and ineffective.

PREPARE FOR PROMOTION AND MANAGERIAL

SUCESSION
One way to motivate and retain employees in, through
a systematic program of career development. Training helps
employees to acquire the skills required for a promotion and
it makes easy the transition from the employees present job
to the one with greater responsibilities. Organizations
should, therefore, provide such training that helps to retain
promising employees.

SATISFY PERSONAL GROWTH NEEDS

Training helps those employees who are achievement
oriented and face many challenges on the job. Training helps
to improve organizational effectiveness as well as personal
growth of employees.

13

14

CHAPTER-II: INDUSTRY

PROFILE
&
COMPANY
PROFILE

POWER INDUSTRY
15

ELECTRICITY is one of the vital requirements in the over

all

development

of

the

economy

and

is

therefore,

appropriately called the Wheel of Development. In fact,

the power sector has played a dominant role in the socioeconomic development of the county. As a convenient
versatile and relatively cheap form of energy it plays a
crucial role in agriculture, transport, industry and domestic
sector. Hence power has all along remained in the priority
list of Indian planners and plan outlays have reflected this
aspect. The outlays for power sector have been around 19%
of the total outlays for the public sector in various plan
periods.
There has been a spectacular increase in the installed
generating capacity of electricity in the country. Starting with
a capacity of about 1360MW at the time of independence,
Despite tremendous increase in the availability of power
since independence there is acute power shortage gap
between demand and supply. The per capita consumption of
power in the country is very low as compared to the position
in the developed countries. Power is a key input for
economic growth has as direct relationship with the national
productivity as also the overall economy of the country.
There has been diversification of the sources of
generation in terms of hydel, thermal and nuclear sources.
The share of hydel in the total generating capacity had

16

drastically come down and that of thermal had shown

noticeable increase. Another significant change is the
increasing share of Central sectors in recent years.
The share of the thermal element in the installed
generating capacity, which is also predominantly coal-based,
shows a steady increase. Thus, the relatively cheaper and a
more desirable change in terms of a higher share of hydel
source, which is renewable, have not materialized.

POWER SCENARIO
The power sector is at cross roads today. There is a
chronic power shortage in the country mainly attributable to
demand of power continuously outstripping the supply.

HYDEL POWER
In the present global energy context, there are certain
aspects, which have acquired a new significance. The
development of hydropower has to be given a major thrust
in the current decade. We still have large untapped hydro
power potential, but its development has slowed down on
account of lack of financial resources, interstate rivalry,
inefficiency of certain state electricity boards, variations in
the course of the monsoons etc. a concerted effort is
imperative to overcome the hurdles and enlarge the share of
the hydro power generation in the country. This will help not
only in tapping a renewable resource of energy, but will

17

provide essentially needed peaking support to thermal

power generation with the pattern of demand for electricity.
Since the planners initial enthusiasm about the large hydel
projects has waned somewhat, India will do well to take
recourse to the Chinese pattern of micro and mini hydel
projects wherever the terrain is suitable.
The National Hydroelectric Power Corporation has been
assigned a dominant role in accelerating the development of
the large hydel potential in India, particularly in the
Himalayan region.
A top level official committee has recommended a Rs.
300

Crore

renovation

and

modernization

(R

&M)

programmed that will seek to cover 93 hydel power plants in

India and result in additional capacity of 527.81 MW.
The growth of the power sector was marked by
adequate share of hydro capacity up to the end of Third fiveyear Plan (1961-66). However, thereafter there has been a
continued decline and the proportion of hydropower has
dropped from 45.86% in 1966 to about 28% by March 1992.
Many of the problems in the power supply and power system
in the country can be attributed inter alia to the declining
hydro share in the power system and consequent growth of
thermal development in the sub-optimal manner.
Government of India has recently constituted a group to
identify new hydel projects on which advance action can be
18

taken. In order to give a boost to the development of hydro

power more and more hydro electric projects are being
planned or being implemented in the central sector. In order
to achieve this four Corporations have already been set up
under Central or in joint sectors.
They are
1. National Hydroelectric Power Corporation (NHPC).
2. Northeastern Electric Power Corporation (NEEPCO).
3.

Tapha Jhohri Power Corporation (NJPC).

THERMAL POWER:
Thermal units have emerged as the largest source of
power in India. But unfortunately, the progress of power
generation in this sector has not been marked by any new
breakthrough. At present stress continues to be laid on
thermal power station because of shorter construction time.
Using better project management techniques is shortening
the construction period for these plants. It has been possible
to improve overall efficiency of thermal plant by using gas
turbines in conjunction with conventional steam turbines.
The union government has, in order to step up central
generation in the country, established super thermal power
Station in different regions. The National Thermal power
Corporation (NTPC) was established in 1975 with the object
of

planning,

promoting

and

organizing

development of thermal power in the country.

19

integrated

THE STATE ELECTRICITY BOARDS:

The State electricity boards (SEBs) are autonomous
bodies created under the Electricity (supply) act, 1948 and
have the statutory responsibility of generating and supplying
power in the most economical manner to the consumers.
The underlying idea behind the central enactment was to
confer autonomy on the SEBs so as to enable them to
function strictly on Commercial principles.
PRIVATE SECTOR PARTICIPATION IN POWER GENERATION
The central Government has formulated a scheme to
encourage greater participation by private enterprises in
electricity

generation,

supply

and

distribution.

Private

enterprises can set up units either as licensees, distributing

power in a licensed area from own generation or purchased
power or as generating companies, generating power for
supply to the grid. The break up of the capital investment is:
1. 20% equity out of which at least 11% to be raised as
promoters contribution
2. 80% of the capital investment to be raised through loans
and only 50% of this amount could be raised from public
Fls.
3. Debt equity ratio has been raised up to 4:1

20

4. Increase in the prescribed rate of return for the license

has been approved from the existing 12% to 15%.
5. Capitalization of interest during construction has been
permitted at the actual cost (instead of the present 1%
above the Reserve Bank rate) for the initial project as well
as for the subsequent expansions.

THE FUTURE:
Governments decision to invite the private sector to
participate in the power generation sector is most opportune
and constructive approach Par excellence.
The positive and encouraging initiatives from the
government are bound to find favourable responses from the
private sector. The solution to our perennial power crunch

a
d
a
C

A
U
S

e
w
S

r
t

e
n

a
i
l
a

p
a
J

n
a
r

y
n
e
F

l
a

c
i

l
r

o
a

i
B

x
e
M

n
a
s
i

i
d

P
a

16000
14000
12000
10000
8000
6000
4000
2000
0
a

KWH

seems to lie in private participation.

Countries

THE ELECTRICITY REGULATORY COMMISSION

INDIA OVERVIEW
Power Sector Highlights
1. The installed generation capacity of the utilities in the
country as on March 2002 is 104917.50 MW, of which the

21

State owns 59.33%, 30.12% by center and 10.55% is

owned by the Private Sector.
2. The share of hydro capacity is about 25.03% (1997-2002).
3. Against the target of 40245 MW capacity additions, the
actual addition is about 19015 MW i.e., 47.2% (19972002).
4. Capacity addition in the Central Sector is 4504.0 MW i.e.
37.8% as against the target of 11909 MW (1997-2002).
5. Capacity addition in the State Sector is 9450.1 MW i.e.
87.9% as against the target of 10748 MW (1997-2002).

In the Constitution of India "Electricity" is a subject that

falls within the concurrent jurisdiction of the Center and the
States. The Electricity (Supply) Act, 1948, provides an
elaborate institutional framework and financing norms of the

22

performance of the electricity industry in the country. The

Act envisaged creation of State Electricity Boards (SEBs)
for planning and implementing the power development
programmes in their respective States. In the rest of the
smaller States and UTs the power systems are managed and
operated by the respective electricity departments. In a few
States private licenses are also operating in certain urban
areas.
The Act also provided for creation of central generation
companies for setting up and operating generating facilities
in the Central Sector. The Central Electricity Authority
constituted under the Act is responsible for power planning
at the national level. In addition the Electricity (Supply) Act
also allowed from the beginning the private licensees to
distribute and/or generate electricity in the specified areas
designated by the concerned State Government/SEB.
From,

the

Fifth

Plan

onwards

i.e.

1974-79,

the

Government of India got itself involved in a big way in the

generation and bulk transmission of power to supplement
the efforts at the State level and took upon itself the
responsibility of setting up large power projects to develop
the coal and hydroelectric resources in the country as a
supplementary

effort

in

meeting

the

country's

power

requirements. The National thermal Power Corporation

(NTPC) and National Hydroelectric Power Corporation
(NHPC) were set up for these purposes in 1975. North23

Eastern Electric Power Corporation (NEEPCO) was set

up in 1976 to implement the regional power projects in the
Northeast.

Subsequently

two

corporations were set up in

more

power

1988 viz.

generation

Tehri

Hydro

Development Corporation (THDC) and Naphtha Jhakri

Power Corporation (NJPC). To construct, operate and
maintain the inter-State and interregional transmission
systems the National Power Transmission Corporation
(NPTC) was set up in 1989. The corporation was renamed as
POWER GRID in 1992.
THE CONCERNS

AND

PROGRESS:

Concerns

1. The

Progress

power

deficit

in 1. Generating

capacity

India for next 10 years

has

would

heavy,

from 1712 MW in 1950

looking to the existing

to more than 104,000

trend of normal growth.

MW in 2001-02

be

very

2. Deteriorating

grown

financial 2. Generation

manifold

in

health. Huge commercial

country

losses.

increased from 5 billion

3. Poor quality of supplylow

voltage,

grid

also

units in 1950 to about

515

billion

units

in

2001-02

instability.
4. Unmetered

has

the

Supply-only

3. The

growth

in

the

transmission lines has

50% metered supply.

24

5. No

comprehensive

been from 2708 km in

energy audit/accounting

1950

6. Theft and pilferage

and

than

4. About 80% of villages

have

domestic sector there by

adversely

more

200,000 km in 2001-02

7. Cross subsidy in favor of

agriculture

to

and

affecting

been
more

pump

industrial

sets

electrified
than

63%

have

also

been energized.

competitiveness
ENERGY SOURCES

Share of Fuel type in installed capacity as on June

2002
Coal dominates the energy mix in India, contributing
70% of the total primary energy production. The past few
years have been marked by an increasing share of natural
gas in primary energy production, from 10% in 1994 to 13%
in 1999/2000. There has been a decline in the share of oil in
primary energy production, from 20% to 17% in the same
period.
Energy supply indicators:

Reserves/produc
tion

Coal

Oil

Gas(billio

(million (million n

cubic Power

tones) tones) meters)

25

Reserves

/ 213,905

installed capacity .5
Production/genera
tion

309

645

647

32.72b

28.45c

101,630 MW
499.45

billion

units

TARIFF STRUCTURE
Different categories of consumers of electricity are
charged

different

rates.

The

tariffs

for

domestic

and

agricultural consumers are less than the average unit cost of

supplying electricity. The tariff rates for the commercial,
industrial and railways categories are more than the average
per unit cost. Thus the consumers of the first set of
categories are cross subsidized by the consumers of the
second.
The industrial consumers have to pay as much as Rs
4.25 to 4.80 per unit in some States. This is higher than the
captive power generation cost of Rs 3.30 per unit. This
results in the industry putting up their captive plants. The
industry tariff structure is therefore in jeopardy, adding to
further sickness of SEBs. The solution lies in making
agriculture pay at least part of the cost, which is politically
unpalatable. However, with the worsening of state finances,
it is likely that some states might announce tariff hikes.
As per the Planning Commission, the total subsidies in
the power sector amount to about Rs 22bn (which includes
commercial losses of

26

SEBs, often shown as subsidies). India needs a 15 / 20 year

perspective plan with a total focus on controlling the average
cost of power. Hydro and nuclear power therefore need
greater attention.
Power tariffs in India are characterized by zero to
nominal agricultural tariffs, low domestic tariffs, reasonable
to high industrial tariffs, high commercial tariffs and very
high railway tariffs. There is a heavy element of cross
subsidy in the tariff structure.
Consumer Category-wise Average Tariff (Rs /kHz)
1999Categor 1996- 1997- 1998- 2000
y

97

98

99

(Provisio
nal)

Domestic 105.7

2000-01
(Revise
d
Estimat

2001-02
(AP)

es)

136.2

139.1 160.7

183.1

195.6

239.1

293.6

330.2 369.9

404.2

426.3

21.2

20.2

21

35.4

41.6

Industrial 275.5

312.7

322.8 342

366.5

378.7

Traction

346.8

382.2

410.3 415.3

435.9

449.2

151.4

138.1

163.8 190.1

187.9

194.4

226.3

239.9

Commerci
al
Agricultur
e

Outside
State
Overall

22.6

165.3 180.3 186.8 207

27

Not only commercial tariffs are high, they have also

borne the brunt of tariff hikes in the past. While agricultural
tariffs were the lowest and there has not been any attempt
to rectify it, going by the CAGR in the past 5 years. Tariff
fixation has always been a politically sensitive issue.
Consecutive

state

governments

have

failed

to

hike

agricultural tariffs, as they constitute the voting public.

High industrial tariffs have led to increased dependence
on captive sources of power, which are cheaper (around Rs
2.50 per unit) and more reliable. Industries such as cement,
textiles and sugar have shifted to captive sources in a big
way.
The

Electricity

Regulatory

Commission

Act

1999

mandates the formation of State Electricity Regulatory

Commissions by each state. The SERC will have the ultimate
power in deciding tariffs within a state. This is an attempt to
eliminate political whims in tariff fixation. Most of the states
have already constituted the SERC. Recent tariff hikes
recommended by OERC, TNERC, MERC and APERC have got a
lot of attention.

Average tariff (industrial consumption)

28

REFORMS
Reforms The objectives
1. To bring in commercial viability in power supply
industry.
2. To ensure power supply on demand to all consumers.
3. To supply power at reasonable and affordable prices.
4. To provide choice to consumers.
5. To make the power sector creditworthy, capable of
funding future investment needs.
6. Complete rural electrification.
The Indian Constitution has included electricity in the
concurrent list, which means that both the center and the
states share the responsibility for this sector. Article 246 of
the constitution vests the Parliament as well as the
state legislatures with the power to frame the laws.
The very first attempts at introducing legislation in this
sector were made as early as 1887. But these attempts were
restricted to ensuring safety for personnel and property.
Steps Initiated to Liberalize the Power Sector
29

1. Automatic approval for foreign equity: no upper limit

2. Relaxation of 40% cap for debt exposure to FIs
3. Restructuring of State Electricity Boards
4. Financial Institutions to support utilities in reforming
states.
5. Power to approve schemes decentralized
The policy of liberalization that the Government of
India announced in 1991 and consequent amendments in
Electricity (Supply) Act have opened new vistas to involve
private efforts and investments in electricity industry.
Considerable emphasis has been placed on attracting private
investment and the Government has announced the major
policy changes in this regard.
Reforms in some of the Leading Indian States
Oriss Harya
a
Date

of

Instituting
Reforms

na

UP

AP
Oct.

Karnata Rajasth
ka

an

Sept.19

1996 1998

98

Yes

Yes

Yes

Yes Yes

Yes

Yes

Yes

Yes

Yes

Yes Yes

Yes

Yes

June,

1999

2000

Marc

April March

199

June,

Delhi

h,
2001

Regulator
y
Commissi
on
Utility
Unbundle

30

d
Separate
Distributi Yes

Yes

No

Yes Yes

Yes

Yes

No

No

No No

No

No

on
Distributi
on

Yes

Privatized

PROFILE OF GENTING LANCO POWER (INDIA)

PRIVATE LIMITED
(OPERATIONS & MAINTENANCE COMPANY FOR
LANCO KONDAPALLI POWER PRIVATE LIMITED)
Genting Lanco Power (India) Private Limited is a subsidiary
of Genting group of companies based at Kuala Lumpur,
Malaysia. Genting group has its presence in diversified fields
like Power, Plantations, Paper & Packaging, Entertainment,

31

Resorts & Hotels, Property development, Cruise liners, e

Commerce, Oil and Gas.
Genting

group

is

Malaysias

leading

multinational

corporation and one of Asias best-managed companies with

over 36,000 employees globally. The group is renowned for
its strong management leadership, financial prudence and
sound investment discipline.
The combined market capitalization of the group is
about US$9 billion.
The operating revenue for the group for the year 2004
is US$1.25 billion.
Genting

Lanco

Power

(India)

Private

Limited

has

entered in to a 15 years Operations and Maintenance

Agreement with Lanco Kondapalli Power Private Limited, who
are the owners of the 368 MW gas fired combined cycle
power plant at Kondapalli. Genting Lanco Power (India)
Private Limited has its registered office at Lanco
Kondapalli Power Plant, Kondapalli IDA, and Krishna
District.

LANCO GROUP PROFILE

LANCO Group, headquartered in Hyderabad, India is
one of the leading business houses in South India. It has an
asset base of US $ 450 million and a turnover of more than

32

US $ 300 million.

With operational experience in power

plants based on Gas, Biomass and Wind and an operating

capacity of 509 MW, LANCO is heading for a capacity of 2500
MW and an asset base of US $ 2.5 billion by the year 2010.
Lanco a well-diversified group with activities like power
generation, engineering and construction, manufacturing,
Information technology (IT), and property development.
Lanco group is striving to Empower, Enable and Enrich
partner, business associates and to be the chosen vehicle for
growth for stakeholders and source of inspiration to the
society. The group is recognized as a leading player in the
Indian economic scenario with operation in USA and UK.
LANCO also has presence in Civil Construction, Property
Development, Manufacturing of Pig Iron & Ductile Iron Spun
Pipes and Information Technology. LANCOs overall growth is
attributed to its technical, Commercial and managerial skills,
which

is

appreciated

by

its

International

partners

Commonwealth Development Corporation (ACTIS/Globules)

of the United Kingdom, Genting Group of Malaysia and
Doosan of Korea.

HISTORY AND EVOLUTION:

The

Lanco

group

of

companies

was

established

nurtured and developed by a team of dedicated young

technocrats.

The burning desire to achieve versatility in

33

engineering spawned the magnificent decade old growth of

the present day multifaceted conglomerate that touches the
nerve center of the country.
L. Rajagopal, a technocrat-turned industrialist, is the
Founder Chairman of LANCO Group. Established in 1989, the
Groups activities range from Power Generation, Engineering
and Construction, Manufacturing to Information Technology.
Under his dynamic leadership, the Groups capital outlay has
touched a whopping US $ 450 million and is recognized as
one of the leading players in the infrastructure sector in
India.
MEMBER OF PARLIAMENT
After

one-and-a-half

decades

of

outstanding

contribution to the industry, Rajagopal chose to enter public

life in 2003. He contested the recent elections to the Lower
House of Parliament for Vijayawada constituency and won a
landslide victory. As a Member of Parliament, his avowed
mission is to make a difference in public life.

OBJECTIVES

34

1. To provide basic amenities for the rural poor.

2. To save arts of historical relevance which are on the
verge of extinction.
3. To develop integrated programmes for the differently
abled.
4. To encourage fresh talent in the area of sports.
5. To take up other humanitarian activities.
LANCO INDUSTRIES LIMITED, AN ISO 9002 CERTIFIED
COMPANY:
Lanco industries Ltd. is established in the year 1993
had setup a state-of-the-art integrated Pig Iron and
Cement Plants, which had in fact set the countries modern
day technological innovations. The complex has a captive
power plant generating 2.5 MW of electricity from waste
that meets the substantial part of the power requirement.
LANCO CONSTRUCTION LTD:
This was established in the year 1993 and has executed
most demanding and difficult projects in the field of civil and
construction engineering. Lanco constructions ltd. today
stand tall and proud as one the leading civil engineering
companies by building competencies, developing modern
construction management methods and by adopting the
highest standards of guilty. At Lanco diverse dimension

35

of growth is achieved through converging rays of

vision creating dimensions.
KALAHASTI CASTINGS

limited

an

example

of the

forward integration of the company established in 1997

located strategically beside the Pig Iron Plant avoiding remelting and transportation it employs delved process that
ensures the highest quality and durability.
LANCO PROJECT LTD:
Focuses on the immense opportunities in the area of
Real

Estates,

Construction

and

Property

Development,

International shopping malls, Food counters etc are a few

projects on the anvil.
LANCOs venture into power is a natural extension of its
core mission. Lanco Kondapalli Power Pvt. Ltd. is a short
gestation Poly fuel based combined cycle power plant. The
368.144 mw (ISO) power plant has a build- operate -own
agreement with the state government. It is Lancos timely
answer to the nations increasing power needs. Lanco
Kondapalli Power Ltd. is a joint venture involving Lanco
group, Genting Group of Malaysia, Hanjung (the Korean
heavy

industries

and

construction

company)

and

the

Common Wealth Development corporation Ltd. The project

reflects Lancos ability to partner with the global players and

36

achieve inter organization synergies that give its vision great

scope and reach.
LANCO KONDAPALLI POWER PRIVATE LTD:
Vision:
1. To empower, enable and enrich partners, business and
associates.
2. To be the chosen vehicle of growth for the Stakeholders
and a source of inspiration for the society.
Mission:
1. Strive for excellence
2. Best environment to employees, business and society.
3. Learn from yesterdays experiences, provide todays
solutions and pave a dynamic path for tomorrow.
Philosophy:
1. Assemble best people, delegate authority and dont
interfere people make the difference
2. Business heads are entrepreneurs
3. Mistakes are facts of life. Its is response to the error
that counts.
Success:
1. Create your luck by hard work
2. Trust + delegation = growth.
Work culture:
1. Commitment, creativity, efficiency, team spirit.

37

PROMOTERS AND EQUITY PARTNERS

The power project is promoted by Lanco group of India
and is co-promoted by
1. Genting Group of Malaysia
2. (CDC) Common wealth development corporation UK
3. (Doosan) Doosan heavy industries and construction
co.ltd in Korea.
LOCATION:
The

plant

is

located

at

Kondapalli

industrial

development area in Krishna (Dist.) of Andhra Pradesh. The

plant is connected by road (national high way no. 9), broad
gauge railway line and is approximately 25 km from
Vijayawada .The registered office is at Lanco house, 141,
avenue # 8, Hyderabad, Andhra Pradesh 500034, India.
Nearest railway station

Kondapalli railway station

Nearest airport

Gannavaram

Access road

National highway No 9

Source of water

Krishna river 9-km from the

Climatic condition

Tropical hot, Humid.

LANCO

PLANT

site

POWER

MAINTENANCE:

38

/OPERATION

AND

The project comprise of a combined cycle power plant

consisting of two (2) gas turbine generating units, two heat
recovery steam generator and one steam turbine generation
unit

along

with

all

electrical

system,

Controls

and

instrumentation, Civil, Structural and architectural works.

Lanco Kondapalli Power Private Limited (LKPPL) is an
Independent Power Project (IPP) located at Kondapalli
Industrial Developmental Area near Vijayawada in India, set
up at a cost of around Rs.11,000 million (US $275 million) ,
the Plant is a 368.144 MW Combined Cycle Power Project
operating on Natural Gas as Primary fuel.
The plant operates on natural gas as the main fuel and
Naphtha; HSD as the alternative fuels Natural gas fuel is
being received at site from Tatipaka near Rajahmundry
through a pipeline laid down by GAIL
Fuel

Received

Naphtha fuel

- Through

dedicated

pipeline

from

HPCL Kondapalli depot.

HSD

Road tankers

The Operations & Maintenance of the plant is done by

GLPIPL (Genting Lanco Power (India) Private Limited) which is
a joint venture of Lanco group Hyderabad and Genting Group
of Malaysia.
AWARDS AND CERTIFICATES:

39

1. ISO

14001

Environment

management

system

certification 2001
2. ISO 19002 certification for quality management
3. OHSAS 14001 : 1999 for Health and Safety
4. CII certification for safety management.
ENVIRONMENT POLICY:
We are committed to achieve satisfaction of interested
parties and protect environment by
1. Generation of power by implementation of prudent Eco
friendly methods.
2. Conservation of natural resources like natural gas and
water.
3. Complying all the relevant statutory and regulatory
requirements.
4. Continual improvement in the environmental performance
of minimizing the emission and discharges.
5. Enhancing environmental awareness among employees
contractors and surrounding society.
QUALITY POLICY:
We are committed to continually improve the quality of
our performance through the application of our Quality
policy.
1. We provide a safe work place for the direct and indirect
employees through minimizing OHS risk.

40

2. All aspect of operations and maintenance of the power

plant will comply with all environmental requirements,
national, State local loss and directives.
3. The operation and maintenance activities will provide
the best possible level of commercial performance for
the benefit of all stakeholders.
4. We will treat all Safe and families fairly and with respect
while encouraging personal growth.
LKPPLS

COMMITMENT

TO

CLEAN

AND

SAFE

ENVIRONMENT:
(Green belt Management)
Lanco Commitment to re vegetation is
1. Encourage native fauna to develop.
2. Contribute to a reduction in green house gases
3. Reduce noise level
4. Minimize the effect of soil erosion.
5. Help to restore the site to a sustainable system.
6. Improve as the aspects of the power plant.
On going trees planting and maintaining theme are the
important aspects of environmental management program
at LANCO.
NOISE MANAGEMENT:
Efforts to minimize noise emission from equipment and
activities.

41

1. Acoustic linings around gas and steam turbines and

boilers.
2. Silencers have been provided.
3. Noise minimization policy for equipment.
EFFLUENT DISCHARGED FROM POWER PLANT:
Well-developed chemical laboratory to cater the
need for monitoring effluent quality as per APPCD Norms.
1. Gaseous emission mgt. as issues of green house
gases has become prominent in the public.
2. Water mgt.

Acknowledges

importance

of

maintaining water quality.

3. Community participation.
4. Environmental awareness training.
COMPANY HIGH LIGHTS:
1. 368.144 MW combined cycle power plant under build
operate own arrangement with the state government.
2. The single largest investment in Andhra Pradesh, by any
Andhra Pradesh based group.
3. Power purchase agreement firmed with AP TRANSCO for
15 years.
4. Eco friendly, adhering to highest standards of safety and
conversion of natural resources.
5. The first project cleared by Central Electricity Authority
(CEA) under the international competitive Bidding (ICB)
route for power projects in India.

42

6. The first of the ICB power projects in India to achieve

financial closure and complete construction in shortest
possible time.
7. One of the lowest evacuations costs to AP TRANSCO.
8. The

first

private

sector

power

project

to

receive

disbursement of finance from Power Finance Corporation

limited, India.
9. The shortest construction time in the private sector
10.

Location advantages include:

a) Proximity to National and state Highway
b) Just 1.5 km from fuel storage facility of Hindustan
Petroleum Corporation limited.
c) Close to the river Krishna and up stream of the
Prakasam

Barrage

ensuring

perennial

water

supply.
d) Adjacent to 220 kWh Substation of AP TRANSCO.

43

CHAPTER-III:INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
&
TRAINING AND DEVELOPMENT OF
GENTING LANCO COMPANY

44

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT
Human Resource Management is the process of
managing people of an Organization with human approach,
as the most important resource of an organization with a
stress on the human performance on the contrary; individual
human beings are enabled to enjoy the human dignity of
being associated with their organizations. HRM approach
provides superior quality of work life which gives as a sense
of belonging and a higher job satisfaction to organizations
own people.
HRM is defined as managing the functions of
employing, developing and compensating human resources
resulting in the creating and developments of human
relations with a view to contribute to the organizational
goals, individual goals and social goals.
HRM is involved in providing human dignity to the
employees taking into account their capability, potentiality,
talents, motivation, achievement, skills and creative abilities
etc. HRM is involved in every business, managerial activity
or function. It reduces the problems of workers in the
organizations.
The Human Resource Management has some important
functions.
Planning
Organizing
45

Staffing
Directing
Coordinating
Controlling
One of the HRM function is staffing. This function is
related with Training & Development i.e., the Training &
Development is one of the functions of the Human Resource
Management.

TRAINING AND DEVELOPMENT AN OVERVIEW

Every organization needs to have well rained and
experience people to perform the activities that have to be
dome. If the current or potential job occupant can meet all
these requirements, training is not important. But when this
is not the case, it is necessary to update the skill and
improve versatility and knowledge of the employees.
Inadequate job performance or a decline in productivity or
changes resulting out of job redesigning or technological
break through require some type of training and
development efforts to meet the requirements. As the jobs
become more complex, the importance of employee
development also increase. In a rapidly changing world,
employee training and development is not only an activity
that is desirable, but as an activity that an organization must
commit to, if it is to maintain a viable and knowledge work
force.
Training is process of learning sequence of programmed
behavior. It is applicable of knowledge. It gives people an
awareness of the rules and procedure to guide their
behavior, it attempts to improve their performance on the
current job or prepare them for the intended job.
Development is related process, it covers not only those
activities which improve job performance, but also those
which bring about growth of the personality; help individuals
46

in the progress towards maturity and actualization towards

their potential capacities so that they become not only good
employees, but also better human being. In organizational
terms, it is intended to equip persons to earn promotion and
hold greater responsibility.
PRINCIPALES OF TERAINING AND DEVELOPMENT
Training is not a short affair. It consumes time and
entails much expenditure. Every organization must
prepare and training programme or policy very
carefully.
The individual who perceived training as the solution to
the problem will be more wiling to enter into a training
programme, than will the individual who is satisfied
with his present performance abilities.
Individual do things which give pleasure and avoid
those things who give them pain. Awards tend to be
more effective for changing behavior and increasing
ones learning than punishment.
The trainee must be encouraged to participate, discuss
and discover new desirable behavior norms.
Miller states that if a person with one required ability is
to improve his performance, he must
Know the aspect of his performance up to
par.
Know about precisely what corrective actions,
he must take to improve his performance.
The feedback should be fast and frequent, as it gives
the right direction to both trainee and the trainer. Skills
that are practiced often are better learned and not to
be easily forgotten.
The training material should be made as meaningful as
possible. If the trainee understands general principals
under4lying what is being taught, he will understand if

47

better than if he were just ask to memorize areas of

isolated steps.
The techniques and process of training program should
be related directly to the needs and objective of the
organization.
Argyrols advances the concept of training which
includes the recognition of authentic interpersonal
relationships,
individual
responsibility
for
self
development and emotional as well as intellectual
learning, self awareness and changes in attitude and
behavior.

TRAINING PROCEDURE
Preparing the instructor
The instructor must know both the job any how to teach
it. The must be divided into logical parts, so that each can be
taught at a proper time without the trainee losing plan. For
each part one should have in mind the desired technique of
instruction that is whether a particular point is best taught
by illustration, demonstration or explanation at the some
time it should clearly understand by the trainee.
A serious and committed instructor must
Know the job or subject fully, he is attempting to teach
Have the attitude and abilities to teach
Have willingness towards the profession.
Have pleasing personality and capacity for leadership
Have the knowledge of teaching principles and methods
Be a permanent student, in the sense that he should
equip himself with the least concepts and knowledge.
Preparing the trainee
As in interviewing, the first step in training is to attempt
to place the trainee at ease. Most of the people are nervous
when approaching an unfamiliar task. Though the instructor
may have executed this training procedure, many times he

48

or she never forgets its newness to the trainee. The quality

of empathy as mark of the good instructor.
Getting ready to Teach
This stage of the programme is class hour teaching
involving the following activities.
Planning the programme effectively.
Preparing the instrutors outline.
Do not try to cover too much material.
Keep the session moving along logically and live.
Discuss each item in-depth.
Repeat but in different works with examples.
Take the material form standardized text.
Remember your standard, before you teach.
Take periodical progress and feedback of the trainees
and application into account.
Presenting the operation
There are various alternative ways presenting the
operation, explanation, demonstration etc., an instructor
mostly uses these methods of explanation. In addition one
may illustrate is an excellent device when the job is
essentially physically nature. The following sequence is most
often used by the instructors.
Explain the sequence of the entire job
Do the job step-by-step according to the procedure
Explain the step that he is to be performed.
Try out the trainees performance
As a continuation of presentation sequence given above
the trainee should be asked to start the job or operative
procedure. Some instructors prefer that the trainee explain
such step before doing it, particularly if the operation
involves any danger. The trainee, through repetitive practice,
will acquire more skills.
Follow up

49

The final step in most training procedure is that of

follow-up. When people are involved in any problem or
procedure, it is unwise to assume that things are always
constant. The follow-up system should provide feed back on
training effectiveness and on total value of training system.
TRAINING PROCEDURE
JOB AND ORGANISATIONS ANALYSIS

TRAINING POLICY OF THE ORGANISATION

EVALUATE THE TRAINEE

IDENTIFYING THE TRAINING NEEDS

DESIGNING THE T6RAINING NEEDS

PREPARE COST BUDGET OF TRAINING

DESIGN CONTENTS (TEACHING, METHODS, MEDIA)

PREPARE THE INSTRUCTOR

UPDATE THE PROGRAMME

PREPARE THE TRAINEE

GET READY TO TEACH

IMPLEMENT THE TRAINING PROGRAMME

PRESENT THE OPERATION

GAINT THE ACCEPTANCE OF THE PROGRAMME

50


TAKE FEED BACK FROM THE TRAINEES

EVALUATE THE TRAINEES PERFORMANCE

EVELUATE THE RESULTS

STEPS TO BE FOLLWED IN TRAINING AND
DEVELOPMENT ACTIVITIES
The following steps have to carefully plan in any organization
before conducting a Training program.
IDENTIFICATION OF TRAINING NEEDS:
Before conducting of the training program it is necessary to
identity the training needs i.e; what inputs are required to be
given to whom. If the training and development policy is to
be applied in an organization in an efficient and effective
manner, it must be directed into areas where clearly
identified training needs exist. Priorities among needs have
to be determined and resources should be allocated among
competing needs very carefully and wisely.
FORMULATION OF TRAINING OBJECTIVES: For a
successful training. The objectives and scope of the course
must be clearly defined. This will provide a basis for further
development.
AREAS OF TRAINING PROGRAMME: There are four basic
areas of training programme; each represents a type of
behavior or material to be learned. They are information,
acquisition skills attitudinal change, decision making &
problem solving skills. One of the most common training
needs is to provide employee with the information relevant
to their jobs. Such information frequently relates to us
company policies, programmes or benefits, new laws and

51

regulations affecting jobs, or new job performance

standards.
RELATE THE INDIVIDUAL AND ORGANISATIONAL
NEEDS: The Training and Development needs will be
successful when both the individual as well as the
organizational needs are met with.
SELECTION OF TRAINEES: Selection of the employees who
need to be trained is very significant since an injudicious or
improper selection may neither benefit the employees nor
the organization concerned. The assessment of an individual
employees potential for providing him opportunities for self
advancement through training is not an easy task. It requires
sufficient capacity for correct judgment and adequate
experience in addition to an awareness of the organizations
future manpower requirements and needs.
PREPARATION OF LEARNER: The learner must be
prepared for the training and development programmes. A
desire to learn must be created by familiarizing him with the
equipment, materials, tools, trade, rules & regulations etc.
SELECTION OF TRAINERS: The successful implementation
of the training policy requires efficient educations trainers
who are equipped with proper competence and through
knowledge of the processes involved capabilities of clear
expression and proved qualities of patience as well as tack in
their dealings with slow learner.
TRAINING METHODS
Training is not a choice but a key to survival. The different
methods that are adopted in training and development
programmes are
On the job training
Off the job training
ON THE JOB TRAINING METHODS
Apprenticeship
Coaching

52

Job instruction
Job rotation
Training through step by step
Committee assignments
OFF THE JOB TRAINING METHODS
Vestibule training
Role playing
Case study
Lecture methods
Simulation
Conference or discussion
Programmed instructions
ON THE JOB TRAINING METHODS
This type of training is also known as job instruction
training. It is the most commonly used method. Under this
method the individual is place on regular job and taught the
skills necessary to perform the job, give its overview,
purpose and outcome. It trainee learns under the supervision
and guidance of a qualified worker or instructor. On the job
training has the advantage of giving first hand knowledge
and experience under actual working conditions. While the
trainees learn how to perform a job, he is also a regular
worker rendering the service for which he is paid. The
problem of transfer of trainee is also minimized as the
person learns on the job. The emphasis is placed on
rendering services in the most effective manner rather than
the learning how to perform the job. One the ob training
methods is includes apprenticeship, coaching, job rotation,
job instruction, training through step by step and committee
assignments.
APPRENTICESHIP
The trainee learns form the more experienced employee or
employees, though it may be supplemented with the off the
job classroom training. Most craft workers, plumbers,

53

carpenters are trained through formal apprenticeship

programs. A major part of the training is spent on the job
productive work.
COACHING
The trainee is placed under a particular supervisor who
functions as a coach in training the individual. The
supervisor provides feedback to the trainee on this
performance and offers him some suggestions for
improvements. Often the trainee shares some of the duties
and responsibilities of the coach and relieves him of the
burden. A limitation of this method of training is that the
trainee may be having the freedom or opportunity to express
his own ideas.
JOB INSTRUCTIONS
Job instructions are also known as training through step by
step. Under this method, the trainer will provide detailed
information about the way of the doing the job, thought the
knowledge about the job, skills and techniques used in
performing the job and will ask him to perform the job. The
trainer appraises the performances of the trainee, provides
feedback and also corrects the trainee if he is wrong.
JOB ROTATION
This type of training involves the movement of the trainee
from one job to another. The trainee received job knowledge
and gains experienced from his supervisor or trainer in each
of the different job assignments. Through this method of
training is common in training managers for general
management positions. Trainees can also be rotated from job
to job work shop. This method gives as opportunity to the
trainee to understand the problems of employees on other
jobs and respect them. This is the most common method
used in most of the organizations, which increases the indepth job knowledge and problems associated with the job.
This method provides a broader perspective, often

54

developing
these
employees
for
potential
career
advancement.
COMMITTEE ASSIGNMENTS
Under the committee assignments, a group of trainees
are given a problem situation and asked to solve an actual
organizational problem. The trainees solve the problem
jointly. It develops a team work.
OFF THE JOB TRAINING METHODS
Under this method of training, the trainee is separated
from the job situation and his attention is focused upon the
learning the material related to his future job performance.
Since the trainee is not distracted by job requirements, she
can place his entire concentration on learning the job rather
than spending his time in performing it. There is an
opportunity for freedom of expressions for the trainees.
Companies have started using multimedia technology and
information technology in training like video presentations,
graphic presentations etc.
VESTIBULE TRAINING
In this type of training, actual work conditions,
equipments, material,. Files etc are simulated in class rooms
which are used in actual job performance. This type of
training is commonly used of training personnel for clerical
and semi-skilled jobs. The duration of this training ranges
from days to few weeks. Theory can be related to practice in
this method.
ROLE PLAYING
It is defined as method of human interaction that
involves realistic behavior in imaginary situations. His
method of training involves action. That is doing in practice.
The participants play the certain characters such as
production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foreman,
workers etc.,

55

CASE STUDY
In this method, the real cases or hypothetical business
situations which had occur and need for decision or course of
action in provided to the trainees in detailed. The trainee
should read carefully and understand the situation and have
to take a decision based on the facts given. This method
develops decision making skills.
LECTURE METHODS
The lecture method is a traditional and direct method of
instruction, it heavily relies on communication. The instructor
organizes the material and gives it to a group of trainees in
the form of a talk, to be the effective the lecture must
motive and create interest among the trainees. Thus costs
and time involved are reduced. It improves attitudes, but
fails to develop the skill. The major limitation of the lecture
method is that it does not provide for transfer of training
effectively.
CONFERENCE OR DISCUSSION
It is a method in training the clerical, professional and
supervisory personnel. This method involves a group of
people who pose ideas, examine and shares facts ideas and
data, test assumptions and draw conclusions, which
contribute to the improvement of job performance.
Discussions as the distinct advantage over the lecture
method.
In
this
discussions
involves
two
way
communications and hence feedback is provided. The
participants feel free to speak in small groups. The success
of this method depends on the leadership qualities of the
person who leads the organization.
Identification of training needs: List out the duties and responsibilities or tasks of the

job under consideration using job description as a

guide.

56

 List the standards of work performance.

Compare the actual performance against the standards

of performance.
Determine what part of the job is giving employee

trouble. In which part the employees are going to fail.

Determine what kind of training is needed to overcome

the specific difficulties.

Designing and conducting training programmes:A circumspect procedure is required for starting the
design process. It is similar to that required for overall.
Five steps in training programme design: The first step is to use the training strategy that the

organization and system have settled together for

overall design of training programmes.
The second step is to break the general training

objectives into constitutional parts

Component knowledge

Understanding and skill

The third step is to use the specifications of

different training methods in order to arrive

at the total time and facilities required for
meeting an objective.
The fourth step is to decide on the different

packages in which this program could be

57

offered and to ask the organization to select

one.
Designing of training programme is to dovetail detailed
training events into training sequences and finally into the
shape of the total program package.
Evaluation of training programme:The specification of the value forms a basis for
evaluation. The basis of evaluation and the mode of
collection of information necessary for the evaluation should
be determined at the planning stage. The process of training
evaluation has been defined as any attempts to obtained
information on the effect6s of training performance and to
assess the value of training in the light of the information
evaluation leads to controlling and correcting the training
programme.
Reaction:- training programme is evaluated on the basis of
the trainees reactions to the usefulness of courage of the
matter, depth of the course contents, method of
presentation, teaching methods etc.
Learing:- training programmed, trainers ability and trainee
ability are evaluated on the basis of quantity of the content
learned and time in which it is learned and the learners
ability to use or apply the content be learned.
Job behavior:- the evaluation includes the manner and
extent to which the trainee has applied to his job.
Organization:- this evaluation measures the use of training.
Learning and change on the job behavior of the department
or organization in the form of increased productivity, quality,
morale, sales turnover etc.

58

Ultimate value:- it is the measurement of the ultimate

result of the contributions of the training programme to the
company goals like survival, growth, profitability etc., and
the individual goals like development of personality and
social goals like maximizing social benefits.
Evaluation of training effectiveness:There are two types of evaluation of training
Participant evaluation
Internal
programmes:after
completion
of
the
programmes, the organizing manager asks for feedback
regarding programmes to the participants this also includes
the effectiveness of the faculty physically arrangement,
content of material and course design and the extent of
fulfillment of objectives in the evaluation form.
External
programmes:after
completion
of
the
programme, the organizing manager asks for feedback
regarding programmes to the participants this also includes
t5he effectiveness of the faculty physically arrangement,
content of material and course design and the extent of
fulfillment of objectives in the evaluation form. This
evaluation helps person to rate the institution that organizes
the programme and selection of faculty for internal
programmes.
Performance based evaluation:Post training performance:- the performance of the
trainees is measured after attending the training programme
to determine the behavioral changes have been made.
Pre-post training performance:- in this method, each
participants performance is measured before training and

59

after completion of training and rated on his actual job

performance and record the job improvements recorded.
Pre-post training performance with control group:- this
is the must sophisticated evaluative approach, under this
method, two groups are established and evaluated on the
actual job performance. Member of the control group work
on the job , but do not undergo instruction. The two groups
performance is evaluated. If the training is really, effective
the experimental groups performance will have to be
improved.
Effectiveness of training
Analysis of the completed post programme evaluation
that whether, further training is required or whether there
exists a need to review the same programme is carried out
in order to determine whether trainings inputs are required
the department manager reveals the performance of the
executives after the training programmes. The training
department will collect the details of effectiveness of the
training after six month from the date of imparting the
training this is also done by department head and his
analysis and gives the percentage of effectiveness of trainee
and requirements of further training on the same subject.
Training department will follow the advices of the concerned
department head recommendation.
Feedback
Training evaluation information should be provided to
the trainer and instructors, trainees and all other parties
concerned for control, correction and improvement of
trainees activities. Further, the training evaluator should
follow it up to ensure implementation of the evaluation
report at every stage

60

TRAINING PROGRAMMES IN GENTING LANCO

COMPANY
INTRODUCTION
Training and development in an attempt to improve the
current and future employee performance it is organized
procedure by which employees will learn knowledge skills
and attitudes for a job purpose.
TRAINING AND DEVELOPMENT NEED
Standard performance Actual performance.
The department head will raise a note of approval to
the General Manager through the finance commercial and
administration
manager
regarding
certain
essential
contribution on the organization but also with the following
aspects:1) Increase morale of employee
2) Employee efficiency
3) Better human relations
4) Reduced supervision
5) Increase organizational viability and flexibility.
TRAINING PROCEDURE
PURPOSE
To ensure that all employees are adequately trained to
enable them to perform their duties in the most competent
and effective way to identify future requirements to maintain
and improve standards and to prepare and develop staff for
higher positions or other duties at the same level.
SCOPE

61

This procedure applies to all employees at Genting

Lanco Power (India) Private Limited.
1) Employees efficiency
2) Better human relations
3) Reduced supervision
4) Increase organizational viability and flexibility.
RESONSIBILITY
The Sr.Manager-finance, commercial and administration
is responsible for continuous improvement of this procedure.
PROCEDURE
Specified positions is the power station organization will
have an identified and agreed set of basic training modules
that must be completed prior to or during the initial stages
of appointment.Trianing consists of formal and informal
elements and ongoing assessments confirm the efficiency of
training received.
TRAINING PLAN
The training plan is a compilation of all training needs
identified by each supervisor and department manger during
year-end appraisals the training plan will be submitted to the
finance commercial and administration department after the
annual appraisal refer to comes for the training plan or
training schedule.
The training plan will identify training needs of
continuous improvement training may be both internal and
external and include informal on the job training.
At periodic intervals assessments will be carried out to
check progress against plans training records maintained by
financial commercial and administration department include
training and seminars attended from previous companies
training received from Genting Lanco Power Private ltd and
62

include future requirements for individual staff format of

training and seminars attended form previous company is
giving at R-01.
In number training was identified during annual
appraisal or number training plan is submitted to financial
commercial and administration department after the annual
appraisals, the procedure will be the same as in SEC-6.6.
ON THE JOB TRAINING
For many site positions on-the job training is an
essential element to complement the format training
modules identified covering areas of required knowledge
complement the formal training. The department manager
will be responsible for directing, training and assessing
progress and recommending acceptance of levels achieved.
FUTURE REQUIREMENTS
During the annual staff appraisal each employees
retaining or future training requirements will be agreed by
the supervision and confirmed by the sr.manager financial
commercial and administration such needs will be
considerate into the training plan.
QUALIFICATIONS
In deciding training needs to prepare staff for
progression, their qualifications and experience will be
reviewed to decide if they are sufficient or whether further
formal education is required for entry on to further training.
POWER STATION MODUELS
The training modules at Genting Lanco Power Private
Limited(GIPIL) Lanco Kondapalli Power Plant consists of the
following

63

1)Function related training in the areas of operation

maintenance, materials finance and administration and
information technology this training is essentially provided to
the employees based the training needs identified an
appropriate course/programe is recommended by the
department manager while the performance assessment is
done.
2)Fire fighting safety and occupational health related training
all the employees of GIPIL and the contractor workers etc.,
are covered for this program. This training is an ongoing, on
the site course conducted by the manager safety fire and
technical services with/without assistance of outside faculty.
3)Management development programs-These are considered
on a case to case basis with the recommendation of the
department manager and by the approval of the general
manager.
4)Computer literacy programs-The training courses related to
computer literacy are provided progressively to cover
respective employees of GLPIPL.
5)Statutory requirements related training any mandatory
certifications required of staff operating the power station
and related works, appropriate training is provided to the
staff for fulfilling the requirements.
6)The financial commercial and administration department
compile the information and appropriately approach the
concerned agency for providing the required training on
receipt of the information of training program/plan form
agency the individuals is nominated for the training with the
due recommendation of the department manager and by the
approval of the general manager format of the training
request given is R-20.

64

7)Keeping in view the cost consideration and the budget

availability, training venue will be normally located on site
however for external training residential programs refer to
W1-01 QSP/AD/01 for a clear guideline on travel for
employees who will attend training/seminars.
IMPLEMENT TRAINING
For onsite programs, the departments will raise a note
of approval to the general manager through the Sr.managerfinancial commercial and administration regarding certain
essential programs, which will enrich the individual not only
in his contribution to the organization, but also with the
following aspects:1) Increase morale of employee
2) Employee efficiency
3) Better human relations
4) Reduced supervision
5) Increase organizational viability and flexibility
GLPIPL is providing facilities to its faculty trainers who are
coming to the site depending on case-to case basis like
transportation, accommodations as per approval by the
general manager and are arranged by the assistant
communication officer.
TRAINING FACILITY
A training area consisting of lecture rooms facilities etc
will be provided on site GLPIPL will have a will equipped
training room with facilities like OHP projector, video-show.
While boards, show-charts etc., in the administration
building/training shall to conduct training seminars first aid
session etc., further more a well required training room will
65

be maintained in the fire station for the continuous training

and development which is required more in the plant.
TRAINES DETAILS
To ascertain the background and level of knowledge of
the training of following information will be made available
to the trainers :1) Job position
2) Academic levels
3) Numbers and experience
4) Training attainments required
5) Feed back and assessments.
FEED BACK EVALUATION
It is difficult to measure the efficacy of training because
of its abstract nature and long-herm on the trainees and the
organization how ever it can be evaluated in various
methods like:1) Training objectives(setting goals)
2) Evaluation criteria(meeting its objectives)
3) Collection of infrastructure(data bank)
4) Analysis(immediate impact after training results of
their training)
RETENTION OF TRAINING PLANS AND RECORDS
Training plan shall be retained for a period of 6 years.
Training records of the individuals staff shall be retained for a
period of 2 years after, leaving the company process flow
sheet for training power station staff is attached in the
appendix for reference.
REFERENCE
Travel W1-01 QSP/AD/01 process flow sheet appendix A
66

RECORDS
Training and seminars record from previous company
1) Training request from R-02
2) Training attendance record R-03
3) Training evaluation form R-04
Training plan/training schedules-refer to common certificate
of attendance-refer to the personnel training file in
document control centre.
Feedbacks of skill development of skill development program
refer to personnel training file in document control centre.
TRAINING AND DEVLOPMENT
Training methods of genting lanco power pvt ltd
1) Over seas training
2) External training
3) In house training
OVER SEAS TRAINING
All administrative co-ordination with regard to overseas
training will be carried out by corporate HR department for
training purpose executive are sent to the following
countries:1) AUSTRALIA
2) ENGLAND
3) MALAYSIA
4) SINGAPORE
5) USA
EXTERNAL TRAINING
Based on approval the coordinators of HR department
will initiate action with training agency institution and
conformation will be the responsibility HR department.

67

LIST OF TRAINING INSTITUTIONS

S.NO

TITLE

PLACE

1
Indian Institute of management
Bangalore
2
Indian Institute of management
Calcutta
3
Management development Institute
Gurgoan
4

Administrative staff College of India

Hyderabad

5
Engineering staff college of India
Hyderabad
6
Power management of Institute
Noida(Delhi)
7

Alstom ltd

Noida

8
Mumbai

National center for technology

Development

9
Mumbai

National safety council

10
Loss prevention association of India
Hyderabad

68

11
Mumbai

SKF Bearings ltd

12
Mumbai

Stony Carter Consultancy services

13
St. John Ambulance
Hyderabad
IN HOUSE TRAINING
In respect of in house training HR department will
initiate necessary action and co-ordination with faculty and
conducting of programmed will be under taken by HR
department.
TRAINING PROGRAMMES
TRAINING PROGRAMMES FOR YEAR 2002
9.1.2

O&M practices for combined cycle gas power

plant.
24-01-02 First aid
08-02-02 Work shop on ESI Scheme
12-02-02 First Aid Training
18-02-02 Financial management for corporate accounts
06-03-02 Electrical safety
25-04-02 Power system protection
03-05-02 Confined space entry and permit to works
11-11-02 O&M practices for confined cycle gas power
project
29-11-02 Cooling water treatment
10-12-02 Environmental legislation
69

TRAINING PROGRAMMES FOR YEAR 2003

29.4.3
Reliability maintenance
05-05-03 Series 90PLC maintenance
14.5.3
17.5.3
27.6.3
4.8.3
22.9.3
8.10.3

ION Chromatography
First Aid training
Efficient treatment
Vibration technology
First Aid training
Energy-audit-effective tool for energy
management
14.10.3 ISO 9001 Transition training
21-10-03 ISO 9001 Internal auditor training
10-12-03 Safety, security health environment Lanco
16-12-03 ISO 8001 (OHSAS) Awareness training
18-12-03 National seminar on Lanco in compressed air
system
18-12-03 Improvising plant asset management
19-12-03 Knowing self
TRAINING PROGRAMS FOR YEAR 2004-05
1) Advanced financial reporting
2) Labour and industrial hours
3) General management
4) Public speaking and presentation skills
5) Electrical protection
6) Material accounting and corresponding with suppliers
7) Personality development
8) Marks vs. control
TRAINING PROGRAM FOR 2006
TYPE

TRAINING ATTENDED

70

TECHNICAL

Energy audit tool for cast reduction

TECHNICAL
Lead auditors course on health and
safety management
TECHNICAL

Executive development program

TECHNICAL

Management development program

TECHNICAL

Turbine governing system

BEHAVIORAL

Managerial skills for technical, personnel

TECHNICAL

Awareness design and implementation

TECHNICAL

Testing and diagnostics pf lubricating oil

TECHNICAL

Executive development program

TECHNICAL

Gas turbine and combined cycle power

plant appraisals

TRAINING PROGRAM FOR YEAR 2007

TYPE

TRAINING ATTANDANCE

TECHNICAL

Occupational safety and health auditors

TECHNICAL
and health

10th conference for occupational safety

TECHNICAL

Management develop program

TECHNICAL

ISO Internal auditors training

BEHVIORAL

Team building and leadership

TECHNICAL

Marks

TECHNICAL

Executive development program

BEHVIORAL

Team building leadership

71

TECHNICAL

ISO internal auditors training

TECHNICAL

Boilers and steam systems

72