ITC

 HRM presentation by:
 Ravi Teja (14020242017)-Basic details
 Shivangi Sinha (14020242040)-Company’s stated
value
 Ajay Kishore(14020242003)-Career planning and
growth opportunities
 Shridhar Shinde (14020242041)-Products
 Celestin (14020242055)-Balanced scorecard and
stock market performance
 Ephrem (14020242057)-Perspectives

 Imperial Tobacco Co. of India Ltd was the name of the
company, incorporated as a private company, on
August 24, 1910, in Kolkata.
 The company was converted into a public limited
company.
 In May 1970, the company changed its name from the
Imperial Tobacco Co. of India Ltd. to India Tobacco
Co. Ltd.
 Wills, Watkins and Co, namely Henry Overton Wills I and
his partner Watkins, were the founders of the company.

 The CEO of the company is Yogesh Chander
Deveshwar.
 Headquarters: New Delhi, India.
 Vision – To ensure that ITC remains a valuable
corporation of India. It is through top class
performance, which creates growing value for the
economy of India and the stakeholders of the
company.

 Core values of ITC are aimed at developing a customer-focused,
high-performance organization for creation of
value for all stakeholders:
 Trusteeship
Managers are aware that ITC has been given in "trust" by all
stakeholders. Stakeholder value and interest will be
actualized on a long term basis, which is sustainable.
 Customer Focus
The company always focuses on the customer. It will deliver
what is required by the customer in terms of value, quality and
satisfaction.

 Respect For People
 The company is result oriented, setting high
performance standards for itself as individuals and
teams.
 It respect and value people at the same time and
uphold humanness and human dignity.
 It is acknowledged that different perspectives and
capabilities are brought by every individual to the team.
 Based on a variety of perspectives, a strong team is
founded.
 It is desired by individuals to dream, value differences,
create and experiment in pursuit of opportunities and
achieve leadership through teamwork.

 Excellence
 What is right is done and done well, for excellence.
 Innovation
 Newer and better processes, products, services and
management practices are constantly pursued.
 Nation Orientation
 Awareness of responsibility to generate economic value
for the nation. In pursuit of goals, no compromise will be
made in complying with applicable laws and regulations
at all levels.

 By evaluation, no evidence of career planning for staff
could be found. There was considerable concern about
its absence.
 For ITC, this is a particular challenge as it is a small
agency, employing technical specialists with limited
internal opportunities for promotion.
 It’s a paradox that in such circumstances, there is more
pressure on the organization to show that it is
concerned about the future of the public, actively
seeking to provide variety and mobility, thinking broadly
and is clear about options.

 The 2004 survey of Permanent Professional staff
conducted by the Evaluation found, that around half of
the staff did not feel that there was equality in treatment
in terms of career progression.
 There is an element of disappointment about the issue in
all surveys, but the figures are comparatively high.
 Evidence is there that the selection of candidates for
posts is not seen by everyone as being undertaken in a
transparent manner or that posts are awarded on the
basis of merit.
 SUCCESSION PLANNING
 It links the issues of retirement of senior management
with the concern for continuity and career planning.
 The message is that there needs to be a succession plan
for all managerial appointments.

 Assistants Under Training, commonly called AUTs, are
students of prestigious engineering and management
institutes who wish to pursue their careers with ITC, after
graduation.
 AUTs are inducted into the ITC system with the objective
of nurturing and grooming them to be leaders in the
future.
 When an AUT joins ITC, the company ensures that
necessary inputs are provided in terms of managerial
development, cross functional and cross business
exposure and in depth functional exposure, for
development of domain expertise.
 This is for equipment with knowledge and skills required to
perform their roles, as well as to lay the foundation for
their growth and development as business leaders.
 Training is undergone for a period of one year, after
which they are confirmed as Assistant Managers.

 SECTORS IN WHICH ITC IS ACTIVE
 FMCG
 CIGARETTES
 HOTELS
 I.T
 AGRIBUSINESS
 PAPERBOARD
 PACKAGING
 LIFESTYLE RETAILING

 FMCG
 ITC entered into the branded and packaged foods
business in August 2001.
 Famous brands in this section are :
a) Kitchens of India
b) Aashirvad
c) Sunfeast
d) Mint-o
e) Candyman
f) Bingo !

 CIGARETTES
 It is the market leader in India.
 There are powerful brands across segments
 Highly popular brands include Insignia, India Kings,
Classic, Gold Flake, Silk cut, Navy Cut, Scissors, Capstan,
Berkley, Bristol, and Flake.
 About 71 % of the total turnover depends upon this
business.

 HOTELS
 In 1975, ITC entered into the hospitality business (hotels)
from Chennai.
 It has a chain of 70 hotels all over India.
 These include super deluxe and five star hotels, heritage
palaces, havelis and resorts and full service budget
hotels.
 ITC Maurya, Delhi, with 440 rooms has played host to a
galaxy of world dignitaries, such as Bill Clinton and Bill
Gates.
 Its Restaurant, Bukhara has been voted the Best
Restaurant in Asia. It is the only Indian restaurant in the list
of 50 Best Restaurants in the World.

 IT
 ITC Info Tech is a global IT services company.
 Today, it is one of India’s fastest growing IT and ITES
service providers.
 It provides outsourced IT solutions and services to
leading global customers.
 ITC Info Tech has a strength of over 2000 employees
and delivery centers across North America, Europe and
Asia- Pacific.
 They serve Fortune-listed companies in 42 countries.
 ITC Info Tech conforms to the highest standards in
international process Quality.

 AGRIBUSINESS
 ITC’s International Business Division (IBD) is the country’s
second largest exporter of agri-products.
 It has exports of over Rs. 1000 Crores (Rs. 10 billion).
 IBD domestic sales of agri-products are in excess of Rs.
1500 Crores (Rs. 15 billion).
 Now, IBD focuses on exports on :-
a) Feed Ingredients – Soya meal
b) Food grains – Rice (Basmati and Non Basmati), Wheat,
Pulses
c) Edible Nuts - Sesame Seeds, HPS Groundnuts, Castor oil

 IBD started e- choupal for the Indian farmers :
a) Over 38000 villages linked through e- Choupals.
b) Over 1 million farmers are served.
c) Products are sold by farmers directly to the company.
d) 12 “Choupal Saagars” are operational
e) 8 more are to be launched shortly.

 PAPERBOARD AND PACKAGING
 ITC’s Paperboards business has a manufacturing
capacity of over 360000 tonnes annually.
 It is India’s market leader, across all carton-consuming
segments, such as cigarettes, foods and beverages.
 ITC’s Paperboard products include :
a) Packaging boards – coated folding box boards
b) Solid bleached sulphate boards
c) White lined chipboards
d) Liquid packaging boards
e) Poly extruded coated boards for food and barrier
packaging

 LIFESTYLE RETAILING
 ITC's Lifestyle Retailing Business Division has established a
nationwide retailing presence through Wills Lifestyle &
John Players.
 Readymade garments such as suits, shirts, trousers are
casuals are sold.

 Organisational Assessment
 Identification of Strategic Themes
 Definition Perspective and Strategic Objectives
 Development of a Strategy Map
 Derivation Performance Metrics
 Crafting and Prioritization of Strategic Initiatives
 Automation and Communication
 Cascading the BSC Through the Organisation
 Collection of Data, Evaluation and Revision

 Balanced score cards are constructed from strategy
maps
 Four perspectives :
a) Customer : Measuring having a direct impact on
customers, for example time taken to process a phone
call, results of customer surveys, number of complaints or
competitive rankings.
b) Internal processes : The values added to customers, such
as services, training, facilitation, etc.
c) Financial ; Represents financial outcomes, resource
allocation
d) Learning and Growth : The people, systems, and
organisation that enable processes.

 From August 1 to September 1,2014, the share price has
fluctuated
 A low of Rs 341.55 was recorded on August 22 and a
high of Rs 361.85 on August 14.
 Overall, there’s a negative price gain of 0.19 percent.
 Overall stock prices on March 31( financial year end)
have been increasing, from: Rs 34.71 in 2004, Rs 97.48 in
2006, Rs 103.18 in 2008, Rs 131.58 in 2010, Rs 226.85 in
2012 and Rs 309.10 in 2013.
 As prices are on the rise, it is worth investing in ITC.

 CUSTOMER :
 Improvement in desktop computing.
 Enabling business processes.
 Improvement in internet and e-mail services.
 Improvement in the image of ITC.
 Provision of IT training.
 FINANCE
 Reduction in operational costs
 Prioritization resource allocation
 Improvement of utilisation of resources
 LEARNING AND GROWTH
 Development of teams
 Improvement of competencies
 Improvement of organisational effectiveness
 Development and maintenance of ITC information systems

 INTERNAL PROCESSES
 Induction of planning, project management and quality
functions
 Acquiring and deployment the most suitable ERP system
 Acquiring and maintenance of state –of-the-art back
office infrastructure.
 Maintenance of operational excellence.
 Establishment of best-in-class help desk operations
 Development of best-in-class IT training facilities.

 http://www.itcportal.com/
 http://www.davenapier.pwp.blueyonder.co.uk/wills/wd
howill.htm
 http://en.wikipedia.org/wiki/W.D._&_H.O._Wills#Notable_
products
 http://www.itcportal.com/
 http://www.topstockresearch.com/INDIAN_STOCKS/CIG
ARETTES/I_T_C_Ltd.html
 http://www.itcevaluation.org/

ITC

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