TRAINING AND DEVELOPMENT ACTIVITIES AT BRANDIX

DATA PROVIDED HERE IS NOT ABSOLUTE …ITS ONLY FOR REFEENCE

1
 INTRODUCTION

Training makes a very important contribution to the development of the

organization's human resources and hence to the achievement of its aims and

objectives. To achieve its purpose, training needs to be effectively managed so that the

right training is given to the right people, in the right form, at right time and at the

right costs.

Training is different form college education. Training is purely vocational, in

contrast to education, the main purpose of which is the development of general

culture. Education is person-oriented while training is job-oriented. The term 'training'

indicates the process involved in improving the aptitudes, skills, and abilities of the

employees to perform specific jobs. Training helps in updating old talents and

developing new ones. "Training is the act of increasing the knowledge and skills of an

employee for doing a particular job". Training involves the development of skills that

are usually necessary to perform a specific job. Its purpose is to achieve a change in

the behaviour of those trained and to enable them to do their jobs better. Training

makes newly appointed workers fully productive in the minimum of time. Training is

equally necessary for the old employees whenever new machines and equipment are

introduced and / or there is a change in the techniques of doing the things. In fact,

training is a continuous process. It does not stop anywhere. The managers are

continuously engaged in training their subordinates. They should ensure that any

training programme should attempt to bring about positive changes in the (a)

knowledge, (b) skills, and (c) attitudes of the workers. "The purpose of training is to

bring about improvement in the performance of work. It includes the learning of such

2
techniques as are required for the better performance of definite tasks. Training can be

introduced simply as a process of assisting a person for enhancing his efficiency and

effectiveness to a particular work area by getting more knowledge and practices. Also

training is important to establish specific skills abilities and knowledge to an

employee. For an organization, training and development are important as well as

organizational growth, because the organizational growth and profit are also

dependent on the training. But the training is not a core of organizational

development. It is a function of the organizational development.

Training is different from education particularly formal education. The

education is concerned mainly with enhancement of knowledge, but the aims of

training are increasing knowledge while changing attitudes and competence in good

manner. Basically the education is formulated with in the framework and to syllabus,

but the training is not formed in to the frame and as well as syllabus. It may differ

from one employee to another, one group to another, even the group in the same class.

The reason for that can be mentioned as difference of attitudes and skills from one

person to another. Even the situation is that, after good training programme, all

different type skilled one group of employees can get in to similar capacity, similar

skilled group. That is an advantage of the trainings.

In the field of Human Resources Management, Training and Development is the

field concern with organizational activities which are aimed to bettering individual

and group performances in organizational settings. It has been known by many names

in the field HRM, such as employee development, human resource development,

learning and development etc. Training and Development is the framework for

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helping employees to develop their personal and organizational skills, knowledge, and

abilities. The focus of all aspects of Human Resource Development is on developing

the most superior workforce so that the organization and individual employees can

accomplish their work goals in service.

All employees want to be valuable and remain competitive in the labour market

at all the times, because they make some demand for employees in the labour market.

This can only be achieved through employee training and development. Hence

employees have a chance to negotiate as well as employer has a good opportunity to

select most suitable person for his vacancy. Employees will always want to develop

career-enhancing skills, which will always lead to employee motivation. There is no

doubt that a well trained and developed staff will be a valuable asset to the company

and thereby increasing the changes of his efficiency in discharging his or her duties.

Trainings in an organization can be mainly of two types; Internal and External training

sessions.

Internal training involves when training is organized in-house by the human

resource department or training department using either a senior staff or any talented

staff in the particular department as a resource person. On the other hand external

training is normally arranged outside the firm and is mostly organized by training

institutes or consultants.

Whichever training, it is very important for all staff and helps in building career

positioning and preparing staff for greater challenges in developing world. How ever

the training is costly. Because of that, people who work at firms do not receive

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external trainings most of times. The cost is a major issue for the lack of training

programmes in Sri Lanka. But nowadays, a new concept has come with these trainings

which is trainers through trainees.

While training their employees in large quantities, many countries use that

method in present days to reduce their training costs. The theory of this is, sending a

little group or an individual for a training programme under a bonding agreement or

without a bond. When they come back to work, the externally trained employees train

the employees who have not ^participated for above training programme by internal

training programmes.

Employers of labour should enable employees to pursue training and

development in a direction that they choose and are interested in, not just in company-

assigned directions. Companies should support learning, in general, and not just in

support of knowledge needed for the employee's current or next anticipated job. It

should be noted that the key factor is keeping the employee interested, attending,

engaged, motivated and retained.

5
 NEED FOR THE STUDY

 Every organization big or small, productive or non productive, economic or social,

old or newly established should provide training to all employees irrespective of

the qualification skill, suitability for job etc. Thus no organization can choose

whether or not to train employees.

 Training is not something that is done once to new employees. It is used

continuously in every well-run establishment. Further, technological changes,

automation, require updating the skills and knowledge. As such an organization

has to retain the old employees.

 Specially, the need for training arises due to the following reason like to match the

employee specification with job requirements and organization needs viability and

the transformation process.

 The need for training also arises to increase productivity improve quality of the

productive/service help a company to fulfill its future personnel needs improve

organizational climate improve health and safety prevent obsolescence effect the

personnel growth minimize to resistance.

 The factors discussed above are mostly external factor and they are beyond the

manager's control. These factors often determine the success of training objectives.

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 OBJECTIVES OF THE STUDY

 To ensure that all the employees contribute effectively towards organizational

goal.

 To know how far training and development activities are helpful to the

employees to increase their productivity.

 To analyze overall employee satisfaction and to understand difference in levels

of satisfaction between managerial and supervisory staff.

 To suggest improvements if any in the administration based feed back analysis.

 To ensure employees for higher task.

 To study training and development activities at Brandix apparel India Pvt Ltd,

Visakhapatnam.

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 METHODOLOGY

RESEARCH DESIGN: Research design is defined as the specification of methods

and procedures for acquiring the information need. It is plans of organization frame

for do in the collection of data. In general the research designs are of these types viz

exploratory, descriptive and casual.

Descriptive:

Descriptive designs have that name because they described phenomena with out

establishment associations between factors the data may be.

1. The behavioral variables of people(or forth subjects) that are under study.

2. The situational variable that existed is forth coming.

Data sources:

There are two types of date. They are

1. Primary data
2. Secondary data
Primary data:

This consist of original information gathered for specific purpose. The normal

procedure is to interview the people individually and or in group to get the required

data.

The researcher south the data on welfare measures, safety and health measures and

noted the attitude of workers towards them.

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Secondary Data:

This consists of information that already exists somewhere , having been collected for

another purpose. The researcher has used both primary data as well as secondary data.

The primary data has been collected through a structured questionnaire administrate

personally to the respondents. While the secondary data has been collected from (daily

and monthly reports) company records.

Research Approach:

In this researcher goes to the respondents with questionnaire clarifies any

doubts raised by the respondents and notes the responses. This is of the form of

personal interviewing of the respondents.

Sampling plan:

The precision and accuracy of survey results are affected by the manner in which the

sample has been chosen. A sampling plan calls for three decisions.

Sampling Method:

Simple random sampling method.

Sample units:

Workers of BRANDIX APPAREL INDIA Ltd. (Visakhapatnam)

Sample size: 100

Data Analysis: The data analysis is done using weighted average method and likert's-

5- scale method.

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 LIMITATIONS OF THE STUDY

 The survey could not be extended to all employees working in the organization

as they could not spare much time because of their busy schedule of work in

that peak season.

 The answers given by the respondents highly depend on the mood and interest

and thus the accuracy fluctuates sometimes.

 Employees are hard tressed for timing view of the job and work schedule.

There for not enough time for them to interact.

 There are many constants in the study. Although the personal of "BRANDIX

APPAREL INDIA Pvt Ltd" are very cooperative and helpful, the employees

are bound by the rules and regulation and hence add to maintain from

confidentially.

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 INDUSTRY PROFILE

BRANDIX ENVIRONMENT

To meet the requirements of LEED certification, Brandix invested in the latest screw-

type chiller unit patented in the US to provide energy-efficient air-conditioning for the entire

factory, which comprises of three sewing plants. Square ducts were converted to round ducts

to reduce distribution losses, and 75mm insulation and heat-reflective panel was introduced

into the roof. The windows were enlarged to provide more light and a better view out to

workers, and the glass replaced with special glass with a high solar reflective index.

Special prismatic material used for skylights in the roof allows only the passage of

solar light without the accompanying heat. Sophisticated new light emitting diodes used as

task lights provide light to the sewing machines, supplementing the natural light provided by

the skylights. Bay lights are to be used only on cloudy or rainy days.

Brandix pioneered the concept of total solutions in the Sri Lankan apparel industry

and has been recognized as Sri Lanka's largest apparel exporter by the Export Development

Board for the past two years. Comprising of 25 fully-integrated manufacturing facilities

backed by strategically located international sourcing offices, Brandix provides direct

employment to over 25,000 people.

The Group specializes in casual bottoms, intimate and active wear, textiles, knitted

fabrics, sewing and embroidery thread, accessories and hangers, and offers wet processing

and finishing and fabric printing. Brandix is a preferred solutions provider to some of the

world's best brands, including Gap, Marks & Spencer, Victoria's Secret, NEXT, Lands End,

Ann Taylor, Abercrombie & Fitch and Tommy Hilfiger.

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 Brandix eco champion presents Green agenda at global conference

 Group HR Head of Brandix wins international award for Talent Management

 Brandix CEO Ashrooff Omar, keynote speaker at global Textile Conference

 UNIDO commends Brandix's exemplary Green Apparel Factory as a global

model

 A&E partners Moratuwa University's Dept. of Textile & Clothing Technology

 Brandix and Ram Charan in high-powered strategy session

 Brandix Shared Services Centre receives ISO 9001:2008 certification

 A&E Lanka donates garments to war affected

 Brandix acknowledged for donation of 1414 pints of blood

 Brandix wins Gold for Corporate Accountability

 Brandix pledges at Vendor Summit to push 'Beyond the Limits' for growth

 Sri Lanka wins regional award as best local network practicing UN Global

Compact principles

 Brandix to dazzle Design Festival with breath-taking fashion show

 Brandix daredevil Nilantha does it again

 Brandix continues its commitment to the displaced

 Textured Jersey launches fleece programme for Victoria's Secret PINK

 Presidents of Victoria's Secret Mega Brands, PINK & Mast visit Brandix

 UNHCR and Brandix join forces again to assist Sri Lanka's vulnerable

communities

 Indian High Commission team visits Brandix Green Plant

 Brandix donates generously to IDPs

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 CUSTOMERS OF BRANDIX

 Brandix eco champion presents Green agenda at global conference

13
 If you are in the fashion industry, it is necessary to keep a tab on the latest

trends. But the business is not just limited to the latest colors, cuts or fabrics.

It makes sound business sense to keep abreast of the latest technology too. And

with this motive, Brandix moved into fashion ERP.

Better management of resources, transparency, faster results, effective

planning, and consistency are some of the benefits that an ERP solution can provide to

businesses. Considering these benefits, one of the largest apparel exporters, Brandix

Lanka Limited, has adopted the Lawson Fashion ERP solution, a part of the Lawson

M3 Enterprise Management System, to better streamline its business processes.

Lawson Fashion is an enterprise resource planning (ERP) solution that supports

the core business processes of companies in the fashion industry. The software is

designed around specific business needs and supply chain management challenges of

companies in the fashion industry.

It helps design, sourcing and distribution companies, wholesalers,

manufacturers and retailers synchronise demand and supply, allowing for faster

responses to changing market conditions and improved profitability.

Brandix earlier had an ERP solution that was developed in-house, which

covered the business areas of apparel making, textiles and washing. The in-house

solution was user friendly but not fully integrated. And hence the company felt the

need for a good ERP solution that better suited their growing operations.

LalithWithana, executive vice-president, Brandix states that, “We believe that

implementing a good ERP system will allow us to have a fully integrated information

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base. The implementation process itself will ensure that we standardize and re-

organize our business processes to make them more efficient.

A common data base for the entire group will help improve the decision-

making process and a good Material Requirements Planning (MRP) function will

improve the working capital management. A global template will facilitate the

expansion process, which will have the flexibility of scaling in size.”

After a thorough evaluation process and considering various other options such

as developing another in-house ERP solution, it was found that the Lawson solution

was best suited to the company’s growing business requirements. “It is difficult to

continually develop software for a growing company unless you have a good team

doing this and continuous research is carried out. A decision was also taken by the

management to concentrate on the core business instead of developing software,”

shares Withana.

BRANDIX INFRASTRUCTURE

While explaining the IT infrastructure, Withana states that Brandix has

approximately 24 sites inter-connected through point to point data circuits and backed

up by a MPLS network from a different provider. The main architecture used by the

company is the Microsoft platform (active directory).

With infrastructure catering to approximately 25,000 employees, it was decided

to first go live with the financial module. The solution was configured according to

the business processes and required few modifications during the implementation

process. The implementation started in November 2006 with more than 18 sites going

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live by April 2007. After the successful implementation of the financial module,

Brandix moved on to other processes such as customer order management,

manufacturing, warehousing, distribution and procurement, in order to be more

productive while managing the complete business cycle from order entry to shipping.

The full solution includes Lawson M3 Sales and Marketing Automation, Lawson M3

Warehouse Mobility, and Lawson M3 Advanced Production Planner.

Planning ahead of Brandix

Brandix has only gone live with the finance module so far but is planning to

roll out the operational areas by April 2009. It is now looking at automating its

production flow further by interfacing Lawson Fashion with a RFID (Radio-frequency

identification) solution. The company has in place a different system for HRM

(Human Resource Management). It aims to integrate data with the Lawson BPW

(Business Performance Warehouse) once the operational areas are live. It also uses a

share point extensively in group systems to have centralised information flow.

And to manage the growing number of customers, it has invested in the

Lawson SMS (Sales and Marketing System) module which is the customer

relationship management (CRM) module that will go live by next year.

Winding up, Withana explains that, “Brandix believes in having the best

technology to drive its business but decisions to invest on new automation will always

be evaluated against the benefits projected.”

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 COMPANY PROFILE

BRANDIX APPAREL INDIA PROFILE:

BRANDIX LANKA LTD

BRANDIX lanka ltd is one of the leading apparel manufacturing companies

accounting $360 million per annum.

Sri Lanka’s largest apparel exporter with an annual turnover exceeding USD 360

million. Employing over 25,000 Associates and generating indirect employment to an

equivalent number. Supported by over 27 manufacturing facilities in Sri Lanka and

strategically located international Sourcing Offices. Providing over 50% of value

addition locally through our backward-linked operations in textiles, thread, buttons,

and hangers. And there was 24% Growth over last year.

BRANDIX APPAREL INDIA CITY (BIAC)

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 Brandix India Apparel City (BIAC) is conceptualized and managed by

Brandix, Sri Lanka’s largest apparel exporter. It offers a host of attractive financial

and operational incentives for investors and procedural ease for facilitating

investment. It’s offering a unique one-stop shop, with end-to-end apparel solutions;

BIAC is a first of its kind in the world. It is a veritable ‘Paradise’ for the global

apparel industry.

It’s based on a breakthrough ‘Fiber-to-Store’ concept; it will house world-class

apparel chain partners, from fashion design to manufacturing all under one roof,

offering seamless integration and unmatched value.

BIAC is spanning across 1000-acres, it’s is located in the bustling city of

Visakhapatnam, in the State of Andhra Pradesh, India. It provides the platform to

unlock the massive synergies that India offer as a textile destination.

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BRANDIX APPAREL INDIA

Brandix Apparel India, the Indian manufacturing arm of Brandix Lanka Ltd,

commenced commercial production for export at BIAC in July 2008. It has

systematically increased its local workforce, and today has a combined strength of

3300 associates, majority women from neighboring villages, with world-class apparel

being exported to top customers in US and Europe

The facility is located in Brandix India Apparel City (BIAC) SEZ being a

revolutionary development in the apparel industry; a unique, integrated apparel supply

chain city, managed by Brandix Lanka Ltd. BIAC spread over 1000 acres in the port

city of Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh, it

brings alive an avant-garde 'Fiber to Store' concept. BIAC will bring together world

class apparel chain partners from the design table to consumer brands in flawless

integration. Conceived and nurtured by Brandix, Sri Lanka's largest apparel exporter,

BIAC highlights India's phenomenal synergies in the world of textiles. To leverage

India's immense potential for economies of scale and other robust business

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fundamentals in its fast growing economy, Brandix brings 30 years of industry

expertise and invites other world class experts to join its value chain to enjoy assured

mutual benefits of investment.

It is initially located in PENDURTHI -VISAKHAPATNAM on August

2006.In January 2007 a production centre was opened at

DUVVADA,VISAKHAPATNAM

In MARCH 2008 BRANDIX APPAREL INDIA (P) LTD is opened in

BRANDIX INDIA APPAREL CITY, as a manufacturing unit (wholesale) located at

APSEZ (ANDHRA PRADESH SPECIAL ECONOMIC ZONE), Pudimadaka Road,

Atchutapuram, and Visakhapatnam.

BRANDIX VISION

The vision of the company is to be the inspired solution for branded

clothing.Brandix is supported by over 20 manufacturing facilities in Sri Lanka

and strategically located international sourcing offices.

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COMPETENCIES OF BRANDIX

Brandix strong competencies in product development, manufacturing and

marketing, are complimented by their most significant advantage in textiles. They

make their own fabric, threads, buttons and hangers.

They also provide customers with R&D, washing, dyeing, finishing, and

quality control services. Their group-wide initiatives is to achieve manufacturing and

supply chain excellence, close collaboration with their suppliers, and sales offices at

the customer's doorstep all guarantee fast and flexible solutions from the source to

stores

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 Apparel is Our Business

Backward Support
Integration Apparel Services
Brandix Textiles Marketing
Ocean Lanka Manufacturing Design
Textured Jersey Product Development
Quenby Lanka Prints Brandix Casualwear Logistics
Ocean India Brandix Intimate Technology
Brandix Finishing Apparel Laboratory
American & Efird Brandix Apparel Brandix College
India
T&S Buttons
Comfort wear
Brandix Hangers

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MILESTONES

1972

Established Lux Shirts (Pvt.) Ltd.

1981

Acquired Kuruwita Textile Mills Ltd

1986

Acquired LM Apparel (Pvt) Ltd

1990

Thread joint venture forms A&E Lanka (Pvt) Ltd

1991

Acquired Gil Garments (Pvt) Ltd

1992

Acquired Phoenix Fashions (Pvt) Ltd

Established Lux Shirts Kahawatta (Pvt) Ltd

Acquired Kuruwita Manchester Textile Mills Ltd.

1993

Commissioned Kuruwita Textile Plant.

Established LM Collections (Pvt) Ltd

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Acquired Eden Fashions (Pvt) Ltd

Formed Mast Lanka (Pvt) Ltd

1996

Established Eden Fashions (Maldives), Pvt. Ltd.

Invested in Ocean Lanka (Pvt) Ltd.

Established Finitex Textile Finishing (Pvt) Ltd

Established Phoenix College of Clothing Technology (Pvt) Ltd

1998

Buttons joint venture forms DTM Buttons (Pvt) Ltd.

1999

Established Phoenix Clothing (Pvt) Ltd

2000

Printing joint venture formsQuenby Lanka Prints (Pvt) Ltd

Acquired Lakeside Garments (Pvt) Ltd

Joint venture forms Comfort wear (Pvt) Ltd

Invested in Textured Jersey Lanka (Pvt) Ltd

2001

Joint venture with Colombia Clothing Co Ltd

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2002

Formed Brandix Lanka Ltd; "Brandix" - a new name, a new identity

View Logo Formation Video

2003

Strategic acquisition of Mast Industries' equity interests in our joint-ventures

Merger with the Jewelex Group.

Restructure of Brandix Group into Apparel, Textile and Accessories sectors

2004

Hanger’s joint venture formed A&E Brandix Hangers

2005

Established the Brandix Centre of Inspiration

Established the Automated Denim Plant

Established Brandix Active wear Ltd

MOU signed with Government of India for Brandix Apparel City, India

2006

Brandix India Apparel City: launch of first manufacturing unit.

Garment Dyeing Joint-Venture: Stevenson’s Lanka.

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Brandix Green Textile Processing Park, Horana: signed MOU with Government of Sri

Lanka.

2007

Brandix was ranked as the country's largest apparel exporter for 2006-07 by the

Export Development Board, Sri Lanka.

2008

Brandix was once again ranked as the country's largest apparel exporter for 2007-08

by the Export Development Board, Sri Lanka.

The newly converted Brandix Eco Centre in Seeduwa was ceremonially inaugurated

in April.

The Brandix Casual wear plant in Seeduwa achieved a global first in August when it

received the Platinum rating under the Leadership in Energy and Environmental

Design (LEED) Green Building Rating System of the US Green Building Council

(USGBC).

2009

Brandix Lanka was rated Platinum in the Corporate Accountability Rating Survey.

The Brandix Green Project was judged as the National Winner for Sri Lanka at the

Energy Globe Awards 2008 presented by the Energy Globe Foundation.

Brandix Lanka Limited won the Corporate Social Responsibility Award presented by

the YPO-WPO Social Enterprise Network, USA.

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Textured Jersey launched the in-region fleece programme for Victoria's Secret PINK.

Brandix was commended by the United Nations Global Compact as an example of

good CSR practice and compliance with the principles of the UNGC.

The Ceylon Chamber of Commerce recognized Brandix to be among the Top 10 Best

Corporate Citizens for the year 2009.

2010

The "Brandix Active wear" Company name was transformed to "Brandix Essentials"

in order to reflect the change in product focuses, specialization and future business

direction.

Board of Directors:

Left to right: UdenaWickremasooriya, TrevineJayasekara, AjitJohnpillai, Ashroff

Omar, Aslam Omar, Ken Balendra, Feroz Omar

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Desamanya Ken Balendra

Chairman

Ken Balendra joined the Board of Directors of Brandix Lanka Limited as its Non-

Executive Chairman in 2001, following one of Sri Lanka's most distinguished and

respected active business careers. During an illustrious professional life, he served as

chairman of several key institutions in Sri Lanka - John Keells Holdings Limited,

Bank of Ceylon, the Securities and Exchange Commission, the Insurance Board of Sri

Lanka and the Ceylon Chamber of Commerce.

Ashroff Omar

Chief Executive Officer

Ashroff Omar, Chief Executive Officer of Brandix Lanka Ltd, is a leading industrialist

and a prominent figure in the apparel industry. The Brandix Group is the single largest

apparel exporter in Sri Lanka and is positioned as a leading apparel solutions provider

to many of the world's super brands.

Aslam Omar

Director

Aslam Omar joined the business in 1984, and within a year began to successfully

manage and develop a growing number of subsidiaries under the emerging Brandix

Group. He was instrumental in forming alliances with Tyco A&E (USA), American

&Efird Inc. (USA) and T&S Buttons (Hong Kong) leading to successful joint

ventures, namely Brandix Hangers, American and Efird Lanka and Bangladesh and

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T&S Buttons respectively. These companies have premium standings as trim suppliers

to the apparel industry.

Feroz Omar

Director

Feroz Omar began his career as Managing Executive of MKC Industries, which was

the Group's maiden foray into the manufacture of knitted lingerie. As Brandix grew,

logical integration required a fabric processing mill, which he fulfilled by converting a

Greenfield site into Brandix Textiles - a leader in fabric manufacturing today, with a

customer base that spans the region. In addition, he is currently responsible for Ocean

Lanka and Quenby Lanka Prints, both of which he helped form, along with Brandix

Casual wear Denim. The Brandix India Apparel City project also falls under his

purview.

AjitJohnpillai

Director

AjitJohnpillai is the Director in charge of Brandix Casual wear; Brandix Finishing and

Comfort wear Limited. He is a former Financial Controller/Director of Smiths DIY

Group Limited in New Zealand, a US$ 50 million group that traded in hardware,

builder's supplies, and sports goods. Prior to this, he served as an Audit Manager with

Ernst & Young, in Bermuda and New Zealand.

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UdenaWickremasooriya

Director

UdenaWickremasooriya is the Director in charge of Brandix Intimate Apparel and

Brandix Essentials. He brings to Brandix extensive experience in the apparel industry

with focus on strategy, business turnaround and building strong performance cultures

and teams, both locally and internationally. Prior to joining the apparel industry, Mr.

Wickremasooriya worked in the FMCG Industry with Unilever Ceylon Ltd and the

Banking industry with NDB and held managerial positions in Supply Chain,

Operations, Finance, IT and Human Resources. He holds an MBA from the University

of Sri Jayewardenepura, Sri Lanka and is a Fellow of the Chartered Institute of

Management Accountants, UK.

TrevineJayasekara

Director

TrevineJayasekara is the Group Finance Director of Brandix Lanka Limited and is

responsible for the overall finance function of the group, as well as related support

functions. As the former Group Finance Director of Aitkin Spence & Co., he held

similar responsibilities. Other positions Mr. Jayasekara held at Aitkin Spence include

Director Management Board, where he was responsible for finance, planning and IT

for their entire group, and Director Corporate Finance, where he spearheaded project

evaluation, long-term planning and treasury management.

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ACHIEVEMENTS

LEED Certification

Brandix is proud to receive the recent global recognition for its Eco Centre in

Seeduwa for Brandix Casualwear. The plant received Platinum rating in August 2008

under the Leadership in Energy and Environmental Design (LEED) Green Building

Rating System of the US Green Building Council (USGBC).

The rating is a third party certification programme and America's benchmark for

design, construction and operation of high performance green buildings. It encourages

and hastens global adoption of sustainable eco-friendly building and development

practices. Brandix Casualwear Seeduwa is the Group's lead manufacturing plant for

Marks & Spencer.

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 WRAP (Worldwide Responsible Apparel Production)

WRAP (Worldwide Responsible Apparel Production) is the most recognized

compliance standard in the United States for the apparel industry. It is an independent,

non-profit organization that endorses the certification of lawful, humane and ethical

manufacturing of apparel throughout the world.

SA8000 (Social Accountability)

Brandix has been accredited the SA 8000 Social Accountability standards established

by New York based Social Accountability International (SAI). The organisation

promotes the global improvement of human rights for workers by collaborating with a

range of organisations including companies, trade unions and governments.

The SAI endorsement is recognized as more stringent and so, more credible, and more

consistent with ILO and UN conventions and declarations. It is a comprehensive and

flexible system providing practical and visionary solutions for ethical workplace

conditions in global supply chain management. The world's top consumer apparel

companies e.g. Gap Inc. demand adherence to exacting vendor compliance criteria.

According to this global giant, Brandix received the fastest SAI certification, with

seven certificates in all, covering ethical labour, health & safety and supplier control.

Brandix understands that the compelling case for such practices makes excellent

business sense, and continues to be a leader in social accountability.

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Fair Trade

Brandix Textiles (BTL) accomplished another national first when its plant in

Makandura received its Fair Trade certification from the Institute for Market ecology

(IMO) of Switzerland. The company is Sri Lanka's largest woven fabric processor and

the award is an important development for it and the country. Another Brandix Group

company, Brandix Casual wear, Giritale, has also received this certification while

Quenby Lanka Prints is in the process of obtaining it.

The Social and Fair Trade certification promotes the socio-economic

development of producers in the global south and to foster long-term relationships and

good practices with traders. It guarantees producers in the developing world in the

entire supply chain obtain a more equitable deal by establishing a Fair Trade Premium

which funds social, economic or environmental improvement projects.

BTL achieved a performance rating of 214, well above the minimum 172

points during the Fair Trade Audit conducted by the IMO Social and Fair Trade

Programme. The areas it covered included respect for core labour rights, working

conditions, administration of the Fair Trade Premium and accountability as a trade

partner.

The award is important for the company to progress to supplying very

discerning niche customers for whom at the retail end; the Fair Trade certified

garments will be sold at a higher price. It is also a valuable independent affirmation of

the company's commitment to good social practices.

33
OE100 (Organic Exchange)

The OE 100 certification from Organic Exchange (OE) is a set of industry

compliance standards for the global organic cotton textile industry. Within the

Brandix Group, seven companies have received this certificate and one, Quenby Prints

Lanka, is in the process of obtaining this important award. The Organic Exchange is a

non-profit organisation that promotes the global organic cotton industry and its

members include many top international retailers who have added organic cotton

products into their offerings.

The OE guidelines have been developed in response to increased consumer

awareness of production methods in the cotton industry. Globally, consumers are

concerned about the organic content of goods that they buy, such as food and apparel,

and how its growth and processing can reduce the impact on the environment and

society in general. To help the cotton industry foster comprehensive compliance in a

growing market, the Organic Exchange has established these standards, especially for

fiber-only claims. With the OE certification, Brandix maximizes the advantages it

brings for suppliers include market access, with industry leaders demanding it as a

minimum for blended yarn. Although certified organic cotton can cost more to

produce, top customers are already supporting the initiative. As well as improving our

marketing position, we anticipate reduced production costs over time, as we

constantly improve operational systems. Supporting the strategic gains, the production

of organic cotton annually has more than doubled in 2006/7 from the previous year, as

34
a direct result of the consumer industry's interest in providing products grown or made

in the most sustainable manner possible.

GOTS (Global Organic Textile Standard)

Several of the Brandix Casual wear facilities in Sri Lanka have already received

GOTS (Global Organic Textile Standard) certification during the final quarter of

2007-08. This global recognition of organic textile authenticity standards covers the

production, processing, manufacturing, packaging, labeling, export, import and

distribution of all natural fibers.

The plants include those at Pollonnaruwa, Giritale, Katunayake, Seeduwa,

Ekala and Jaela. Other plants that have also received the certification are the Brandix

Apparel at Rheinland Place, Colombo and Brandix Finishing at Ratmalana. Quenby

Lanka Prints is in the process of being certified. It marks the Group's first phase of

initiatives to establish a fully-integrated organic-certified supply chain that will enable

Brandix to produce 100 per cent organic apparel for leading global brands.

The GOTS objective is to identify the criteria that guarantee the organic status

of textiles, from harvesting of the raw materials through to environmentally and

socially responsible manufacturing up to labeling.

ISO 9001

The ISO 9001 certification is part of a suite of a system of quality management

standards stipulated by the international Organisation for Standardization (ISO).

Currently, Brandix Intimates, Katunayake, is ISO 9001 certified. What this means is
35
that the company is required to meet the customer's quality and regulatory

requirements in order to provide customer satisfaction and maintain an improved

performance to address and maintain quality management.

ISO 14001

The ISO 9001 certification is part of a family that covers environmental management

standards developed by the International Organisation for Standardization (ISO). To

comply with this standard, an organisation needs to minimize harmful impact on the

environment by its activities, and to maintain these in keeping with an improved

environmental performance. Currently, Brandix Finishing Ltd plants, The A&E

facility and Brandix Textiles Ltd have been awarded this certification

OHSAS 18001 (Occupational Health & Safety Assessment Series)

The OHSAS 18000 is an international occupational health and safety

management system specification which seeks to promote various improvements in

the working environment. The accreditation also encourages continuous progress in

workplace health and safety by helping to minimize risk to employees, improve an

existing similar system, demonstrate diligence and gain assurance, etc. Within the

Brandix Group, Brandix Casual wear, Seeduwa, has been accredited with this

internationally renowned standard.

36
Other achievements

1. Sri Lanka's largest apparel exporter and third largest exporter overall for

2007-08, by the Export Development Board (EDB)

2. Sri Lanka's largest apparel exporter and second largest exporter overall for

2006-07, by the Export Development Board (EDB)

3. Presidential Export Awards - Award for Highest Net Foreign Exchange Earner

in 2005

4. Presidential Export Awards - Most Outstanding Exporter in the Apparel Sector

in 2005

5. Brandix Finishing, the Group's flagship 'Green' company, was recognized by a

Community Leader Silver Award in 2005 for Waste Minimization Practices, a

President's Environment Award in 2005 for Industrial Environmental

Excellence and ISO 14001:2004 certification

6. Brandix Finishing was presented the Gold Award at the International Green

Apple Environmental Awards conferred by the The Green Organization, UK

for the innovative efforts taken to achieve zero disposal of solid waste and

sludge to landfill

7. Most Outstanding Exporter Award - National Awards for Export Excellence

(NAEE) in 2003

8. Gold Award in the Apparel Sector - National Awards for Export Excellence

(NAEE) in 2003

37
9. The Award for Excellence in Social Responsibility in the 'Preservation of the

Environment' category from the American Apparel and Footwear Association

(AAFA) presented to A&E Lanka

10. Selected as a success story in using Cleaner Production Techniques (CPT) in

the textile finishing sector with its case

11. Study being presented at the Directors' meeting of National Cleaner Production

Centre (NCPC) at the United Nations Industrial Development Organization

(UNIDO) in Interlaken, Switzerland.

38
 BRANDIX ORGANIZATION CULTURE

The Brandix Way of Life is their culture and permeates there whole organisation. The

Brandix corporate 'personality' is determined by three overlapping areas: values, work

culture and social responsibility. Their way of working is all about accepting and

embracing their values, and acting with social responsibility. It's also about a young

and dynamic entity which supports its personalities to blossom in a vibrant

environment.

An organisation is the sum of the people it employs.

The Brandix culture not only aligns associates with corporate goals, it moulds their

philosophy of work and therefore life. Changing mindsets positively takes great care

and time but its value is inestimable. As well as encouraging associates to becoming

customer-focused, incorporating speed, flexibility, innovation and passion into their

work allows them to think more productively and perform for results.

39
Accommodating change and embracing openness and transparency leads to the

appreciation of others and the progressive development of the individual, at work and

elsewhere. Brandix culture of internal appreciation and recognition includes the

Kaizen awards for innovative thinking, merit awards for work and attendance, 'I value

you' cards and gifts. The 'Pat on the back' initiative promotes instant appreciation of

behavior and performance among colleagues. Their new programme GLOW (Great

Lift off Work) enables social interaction and the annual BrandixNite celebrates

outstanding executive team and individual performance.

These practices are designed to infuse their values into the work ethic and

motivate and empower their associates to extend themselves in their work on all

planes. With appreciation and recognition being key elements in developing inspired

people Group-wide, we believe it will nurture innovation at all levels.

Changing mindsets positively takes great care and time but its value is inestimable.

They are proud of their social responsibility record and highest compliance

standards. It's about improving lives within the Brandix sphere and those others that it

touches in their neighborhoods. Brandix also believes that such positive changes

promotes a better work-life balance and encourages its people to enjoy their work

experience, all in all, making Brandix a great place to work.

40
BRANDIX APPAREL CITY LOCATION CONNECTIVITY

The Brandix Apparel City is located near ATCHUTAPURAM Mandal which

is 45 kms from the Visakhapatnam Airport and from the city it is located at a distance

of 47 kms, which is 50 kms away from the Visakhapatnam Port. This apparel city is

very near to Bay of Bengal which makes the transportation process convenient

through sea.

CORPORATE OFFICE:

The Corporate office means the Administrative office is located at COLOMBO, SRI

LANKA.

41
REGISTERED OFFICE:

It is located in India at ULSOOR ROAD, BANGALORE, KARNATAKA.

The BAI has the capacity of producing 1, 92, 00,000 garments per annum.

42
 THEORITICAL FRAMEWORK

CONCEPT OF TRAINING AND DEVELOPMENT

Human Beings are the most developed species on the earth, but they require

constant nurturing from time to time to become better individuals. To ensure optimum

performance and to constantly adopt to the dynamic work environment the role of

HRD includes man power planning , recruitment and selection, T&D , Career

planning and development. Training and development forms an essential of an

organization to produce competency and effective performance. It enables an

organization to meet its objectives by constantly upgrading its employees in variety of

organizational functions. During the last two decades there has been a greater

awareness regarding training and development in all the sectors of the Indian

economy. Training is defined as the systematic development of the knowledge, skills

and attitudes required by an individual to perform adequately a given task or job. It is

the act of increasing knowledge and skill of an employee for doing a particular job.

This means training enhances the skills and capabilities of the individual in an

organization.Training is an essential part of the orientation program for new recruits in

an organization every organization irrespective of its size or nature of operations

needs to provide training to its employees at various stages of their career

.Management development is another important function of HRD. Management

development is a systematic process of growth and development by wh employees

develop their skills and abilities to manage. It is future oriented and is concerned with

the education of the employees. Management development is designed to meet

specific objectives.

43
THE MAIN OBJECTIVES OF TRAINING AND DEVELOPMENT ARE

1. Improving employee performance by reducing the gap between the actual and

expected performance

2. Updating the employee skills to enable them to integrate the technological

changes successfully into organizational systems and processes.

3. Avoiding managerial obsolescence

4. Preparing for promotion and managerial succession.

5. Retaining and motivating the Employees

6. Creating an efficient and effective organization

TRAINING FUNCTIONS

In most organizations of late , there has been a greater awareness to have an

full fledged, separate, training setup, called either training or human resources

development or organization development department through the functions of all

these are similar the major function of the training department is either to organize in

company training Programmes or sponsor executives for external training

Programmes. The training department is manned by people who have been transferred

from other line functions and in a few from the staff functions.

44
BUDGET FOR TRAINING:

Investment in management training has come to be considered as an asset for

organizational development as management training is indispensable for effective

organizational development. Therefore, the credibility of any training program for the

managers lies in the utility and relevance to the needs of the managers or their

organizations at large.

The present day organizations, there is a trend of increasing budget allocation for

training and development .The ideal way of deciding the budget is to first the trainees,

identify their training needs, is based on which the investment should be made.

HOW TRAINING NEEDS CAN BE RECOGNISED

The training needs can be recognized on the basis of analysis of change,

analysis of work problems and analysis of manpower statistics of organization .The

training needs can be caused by changes in areas like technological, environmental,

legislative, manpower composition changes.

IDENTIFICATION OF TRAINING NEEDS

Training needs identification and training needs have to be carefully analyzed.

Before an organization lays out the plan for training, it needs to analyze the

organizational objectives, assess the employees’ needs and then train the employees

accordingly. Training needs can be classified into 3 types

45
Organization Needs:

Indeed Training needs can only be defined in relation to the overall direction in

which the organization as a corporate entity is headed. It requires very often the

identification of the key areas, where training can help. This could be attempted in

systems, where if you affect one part of the organization it will cause changes in other

components also. In training need identification focus should be on the difference

between the performance level of a person and the performance level to be regarded as

an objective.

Professional needs:

These are needed in terms of skills, knowledge and attitude to carry out various

functions related to the particular job. This could also be seen as a professional level

need

Individual needs:

These needs can be said to concern themselves with identifying those

individuals with such requirement which need to be supplemented to enable them to

do their job with optimal effectiveness. This would help in removing the deficiencies

in skill, knowledge and attitude on the part of the individuals

46
METHODS EMPLOYED TO IDENTIFY THE TRAINING NEEDS

 Analysis of primary data

 Interviews

 Structured Questionnaires

 Direct observations

Determining training need will involve the collection of data both on current situation

within the organization and its actual requirements enumerating the above given

points

Analysis of primary data

Many times review of sales figures or safety statistics or turnover rates can lead to

analysis of what is being done and where what is going wrong. The skill is locating

information is very useful in knowing the training gaps.

Interviews

On the basis of objective analysis of different types of primary and

secondary data interviews are arranged with key functionaries in the given areas.

Structured and unstructured Interview methods can lead to bringing gaps in the

information. The technique needs high degree of awareness regarding organizational

dynamics.

47
 Interview helps in opening up of the interviewee, the other advantage is

that the sense of involvement will be high.This is very important for decision making

regarding implementation.

Structured Questionnaires

Scientifically Structured Questionnaires can be given to respondents. Structured

Questionnaires serve two functions which are:

1. Translate research objectives into specific questions,

2. It must motivate respondent to cooperate with the survey and furnish correct

information

Direct observations

Many training problems can be identified by careful observation. An overhead

conservation can also indicate the communication gap between two employees. A

poor duty consciousness can indicate the need for training and selection program.

TRAINING METHODOLOGIES

Training Methodologies differ from organization of organization. The major

areas in which employees are generally trained are company policies and procedures,

skill based training, human relation training, problem solving training, Managerial or

supervisory training.

Based on the nature of the training needs, training methods differ. Some

organizations employ on the job while others employ off the job or a mix of two.

Some organizations employ indoor training methods while the others out door training

methods or both there are mainly two types of training methods

48
ON THE JOB:

In this employee is given training in actual work situation, where he learns by

doing and through direct experience. Some of the on-the –job methods of training are

job instruction training, apprenticeship and coaching, job rotation and committee

assignments.

OFF THE JOB:

This refers to the training given to the employee away from the immediate

work area. Here the employee focuses his attention upon learning from the trainers

lectures or through simulated exercises. It includes methods like

Lecture

A lecture is the method learners often most commonly associate with college

and secondary education. Yet, it is also considered one of the least effective methods

to use for adult learners. In this method, one person (the trainer) does all of the

talking. He or she may use handouts, visual aids, question/answer, or posters to

support the lecture. Communication is primarily one-way: from the instructor to the

learner.

Demonstration

Demonstration is very effective for basic skills training. The trainer shows

trainees how to do something. The trainer may provide an opportunity for trainees to

perform the task being demonstrated.

49
Seminar

Seminars often combine several group methods: lectures, discussions,

conferences, demonstrations.

Conference

The conference training method is a good problem-solving approach. A group

considers a specific problem or issue and they work to reach agreement on statements

or solutions.

Panel

A panel provides several points of view on a topic to seek alternatives to a

situation. Panel members may have differing views but they must also have objective

concerns for the purpose of the training. This is an excellent method for using outside

resource people.

Role Playing

During a role play, the trainees assume roles and act out situations connected to

the learning concepts. It is good for customer service and sales training.

Case Studies

A case study is a description of a real or imagined situation which contains

information that trainees can use to analyze what has occurred and why. The trainees

recommend solutions based on the content provided.

50
Simulations

Trainees participate in a reality-based, interactive activity where they imitate

actions required on the job. It is a useful technique for skills development.

Projects

Projects require the trainees to do something on the job which improves the

business as well as helps them learn about the topic of training. It might involve

participation on a team, the creation of a database, or the forming of a new process.

The type of project will vary by business and the skill level of the trainee.

Self-discovery

Trainees discover the competencies on their own using such techniques as

guided exercises, books, and research.

Movies/videos/computer-based training

Content for the training experience comes primarily from a videotape or

computer-based program.

51
TRAINING PROCESS

The steps to be followed in conducting the training process would be:

1. Setting evaluation criteria

2. Assessing the knowledge prior to training

3. Trained or developed workers

4. Assessing the knowledge after training

5. Transfer to the job

6. follow up studies.

52
EVALUATION OF THE TRAINING AND DEVELOPMENT PROGRAMS:

Evaluation helps in analyzing the effectiveness of training programs.

Evaluation is the final stage in the training and development and is the most difficult

task. Evaluation of training must be consistent with the purposes, objectives and goals

of the training activity.

The factors that can be used to evaluate a training program are:

1. Trainees feedback

2. knowledge or learning acquired by the trainees

3. Changes in job performance or behavior as a result of training

4. Measurable improvements or results seen in individuals like fewer accidents

increased

5. Productivity or decreased turnover etc.

Certain steps should be followed to do the evaluation process. Organizations

implement the evaluation process with a few changes to suit their purpose. In general

the organizations folloe the below structure

53
 Setting Evaluation Criteria

Assessing the knowledge prior to training

Trained or developed Workers

Assessing the knowledge after training

Transfer to the Job

Follow up Studies

EVALUATION- STAGES AND APPROACHES

The total training and development framework encompasses three major steps of

evaluation which are

1. Pre training evaluation

2. Context and input evaluation

3. Post-training Evaluation

54
PRE-TRAINING EVALUATION

Procedure for selecting the trainees:

Sponsoring organizations are to match the training with the job requirements of

the trainee and organization. An organizational variable that promotes learning is

required for the congruence of the purpose of the training as perceived by trainee, his

boss and the trainer.

Profile of the Trainee

After being acquainted with the trainees intend learning, the trainer need to

understand more about them in terms of existing levels of knowledge and skill, their

potential and their degree of susceptibility to accept training.Pre training evaluation is

a useful prelude to the total training process. It not only helps the management and the

trainee in identifying training needs but also trainers to become acquainted with their

specific and diverse training needs.

CONTEXT AND INPUT EVALUATION

Once clearly objectives and expectations from training is achieved and the

profile of participants being trained is known the trainer is in the better position to

evaluate his own inputs .it helps the trainer to evaluate the training design, the

pedagogical tools and the curriculum design

55
POST TRAINING EVALUATION

Tools for carrying out post training evaluation is as follows

Both Qualitative and quantitative approaches can be adopted, to evaluate the

effectiveness of training and development programs. Systematic evaluation of training

activities helps in evaluating the success of the training program.

Training increases productivity, reduces the level of supervision required, reduces

accidents related to work and increases organizational stability. To ensure success of

the training and development Programs, they have to be evaluated from time too time.

56
 DATA ANALYSIS

GRAPHICAL RERESENTATION OF DATA

SURVEY AND ANAYLASIS

A survey was conducted to identify the effectiveness of training based on the below

given questionnaire.

57
QUESTIONNAIRE:

1) Have you been briefed by your superior about the training program prior to your

participation.

a) Yes b) No c) Some extent

TABLE 5.1

OPTIONS A B C TOTAL

Response of 34 50 16 100

employees in %

50

40

30
Response of
20 employees in %

10

0
A B C

INTERPRETATION:

The above observations proved that around 50% of the executives felt that they have

not been briefed by their superior about the training program prior to their participation.

There should be a system of pre talk on the subject matter of training through the

superior before the employees are sent to the training program.

58
2) What motivated you to attend the training program?

a) To update Job knowledge.

b) To enhance skills.

c) To contribute more on the Job.

d) Because I was asked to attend.

TABLE 5.2

OPTIONS A B C D TOTAL

Response of 23 16 48 13 100

employees in %

50

40

30
Response of employees
20 in %

10

0
A B C D

INTERPRETATION:

The above observations proved that around 48% of the executives felt that they are

motivated to attend the training programs in order to contribute more on the job.

Executives been more matured, they are more interested to contribute more on their

jobs.

59
3) To what extent your expectations on training programs are have been met?

a) To some extent b) To the extent possible

c) To the full extent d) Not at all.

TABLE 5.3

OPTIONS A B C D TOTAL

Response of 4 45 14 0 63

employees in %

45
40
35
30
25
Response of
20
employees in %
15
10
5
0
A B C D

INTERPRETATION:

The above observations proved that 45% of the executives felt that their expectation

on the trains program as been met to some possible extent & 41% felt that their expectation is

reached only to some extent on the training program.

Importance must be given to notice the learning points of the executives like

Brainstorming, case study, skill games etc.

60
4) What were the reasons for you to be nominated for the training course?

a) General Policy of the Company.

b) Set by the company for the preparation of higher responsibility.

c) By Virtue of Seniority you need to be trained before promotion.

d) Others (please specify).

TABLE 5.4

OPTIONS A B C D TOTAL

Response of 53 41 5 1 100

employees in %

60
50
40

30 Response of
employees in %
20

10

0
A B C D

INTERPRETATION:

The above observations proved that 53% of the executives felt that they have been

nominated to the training programs by the general policy of the company. 1% of the

executives felt that they have been nominated to get awareness of the training program.

61
5) Please indicate your level of satisfaction with the learning environment in BRANDIX

APPAREL INDIA Ltd ?

A) Class Room arrangement:

a) Low b) fair c) Good d) Excellent

B) Practical facilities/Hands on practice:

a) Low b) fair c) Good d) Excellent

C) Performance Faculty:

a) Low b) fair c) Good d) Excellent

D) Effectiveness of Audio Visuals:

a) Low b) fair c) Good d) Excellent

E) Usefulness of Course Material:

a) Low b) fair c) Good d) Excellent

62
TABLE 5.5

OPTIONS A B C D TOTAL

Response of 9 13 57 21 100

employees in %

60

50

40

30 Response of
employees in %
20

10

0
A B C D

INTERPRETATION:

Form the above observation 9% of the employees felt that the level of satisfaction

with learning environment in BRANDIX APPAREL INDIA Ltd is low, 13% of them felt that

it is fair, 57% of them felt that it is good and 21% them felt that it is excellent.

The learning environment includes the classroom arrangements, practical

facilities/hands on practice, performance facility, effectiveness of audio visuals, and

usefulness of courses materials.

63
6) Will the pre-training and post-training tests influence the learning?

a) To some extent b) To the extent possible

c) To full extent d) Not at all.

TABLE 5.6

OPTIONS A B C D TOTAL

Response of employees in
48 27 20 5 100
%

50

40

30
Response of employees
20 in %

10

0
A B C D

INTERPRETATION:

The above observation proved that 48% of the executives felt that pre & post tests

influence their learning to some extent & 5% of the executives felt that the test do not have

any influence on their learning.

Management must notice the learning points of each & every employees before and

after the training programs.

64
7) What is your opinion on effectiveness of methodologies being adopted in the

training programs at BRANDIX APPAREL INDIA Ltd?

a) Low b) Fair c) Good d) Excellent

TABLE 5.7

OPTIONS A B C D TOTAL

Response of 2 20 70 8 100

employees in %

70
60
50
40
Response of
30 employees in %
20
10
0
A B C D

INTERPRETATION:

The above observations proved that 70% of the executives felt that the methodologies

being adopted in the training program are good & only 2% felt that they are low.

The methods can be drawn out ascertain the training needs of employee’s so as to

plan for such training programs to the relevant employee’s for their benefits.

Ex: On the job training, computer based training simulation etc.

65
8) Do you feel the training received by you in useful in present job?

a) Yes b) No c) To some extent

TABLE 5.8

OPTIONS A B C TOTAL

Response of 75 0 25 100

employees in %

80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C

INTERPRETATION:

The above observations proved that 75% of the executives felt that the training

received by them is useful in their job & 25% felt that the training received by them to useful

to some extent.

Not even a single executive felt the training received by them is not useful in their

present job.

66
9) Are you getting a chance to implement the training program on the job?

a) Yes b) No

TABLE 5.9

OPTIONS A B TOTAL

Response of 90 10 100

employees in %

100

80

60
Response of employees in
40 %

20

0
A B

INTERPRETATION:

The above observation proved that 90% of the executives felt that they are getting a

chance to implement the training received by them on the jobs & only 10% felt that they are

not getting a chance to implement the training on the job.

67
10) Will the training program contribute towards continuous improvement?

a) Yes b) No

TABLE 5.10

Options A B TOTAL

Response of 95 5 100

employees in %

100

80

60
Response of
40 employees in %

20

0
A B

INTERPRETATION:

The above observations proved that 95% of the executives felt that there is a

continuous improvement in the training programs.

68
11) Are you satisfied with the duration of the program?

a) Yes b) No c) To some extent

TABLE 5.11

OPTIONS A B C TOTAL

Response of 71 9 20 100

employees in %

80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C

INTERPRETATION:

The above observations proved that 71% of the executives felt that the duration of

training program is sufficient & only 9% felt that the duration of training program is not

sufficient.

69
12) Do you believe that the attitude of the employees towards work will change after the

training programs?

a) To some extent b) To the extent possible

c) To full extent d) Not at all

TABLE 5.12

OPTIONS A B C D TOTAL

Response of 52 39 9 0 100

employees in %

60

50

40

30 Response of
employees in %
20

10

0
A B C D

INTERPRETATION:

The above observations proved that 52% of the executives felt that the training

programs about bring a attitudinal change is the employees towards their job only to some

extent and not even a single employee felt that the training programs will not bring any

change in their attitude.

70
13) Will the training programs contribute towards safe work environment?

a) Yes b) No

TABLE 5.13

OPTIONS A B TOTAL

Response of 95 5 100

employees in %

100

80

60
Response of
40 em ployees in %

20

0
A B

INTERPRETATION:

The above observations proved that 95% of the executives felt that the training

programs contribute towards the safe works environment & 5% felt that they do not

contribute towards safe work environment.

Safe work environment include the training programs and the methodologies used

which provide a safe & hazardless environment.

71
14) Do you feel that the training program contribute to better performance of the

equipment / plant by reducing maintenance costs and breakdowns?

a) To some extent b) To the extent possible

c) To full extent d) Not at all

TABLE 5.14

OPTIONS A B C D TOTAL

Response of 52 36 12 0 100

employees in %

60

50
40
30 Response of employees
in %
20
10

0
A B C D

INTERPRETATION:

The above observations proved that 52% of executives felt that training program

contribute to better performance of equipment by reducing maintenance costs & breakdowns

to some extent.

72
15) How do you feel after the training program?

a) Feeling high responsibility

b) Getting more recognition

c) Able to gain better performance

d) Others

TABLE 5.15

OPTIONS A B C D TOTAL

Response of 18 7 75 0 100

employees in %

80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C D

INTERPRETATION:

The above observations proved that 75% of executive felt that the training will

improve better performance. No one agreed that the training may give any recognition.

73
OBJECTIVE:

To find the effectiveness of training.

Hypothesis:

Exposing employees to different training programs should improve their individual

capacities which includes their skills, knowledge on the job and overall effectiveness in their

performance.

Method:

Keeping in the view the large no. of employees in it BRANDIX APPAREL INDIA

Ltd,had been decided to have random sampling method so as to have responses from the

subjects of cross-section from different departments. Since the training is mostly given to the

improvement of skills wherever required the questionnaires have been administered among

the executives as well as non-executives class of employees. To have appropriate responses

from the employees a questionnaire has been prepared consisting of 16 statements with

necessary options of responses. The statements are relevant to subject matter to analyse the

data after the information is collected from the target group of employees. To have

appropriate and suitable observations to arrive at a conclusion a total no. of 200 response

sheets have been obtained for this purpose.

The questions include the negative and positive statements to balance the responses from the

subjects.

74
OBSERVATION:

Out of the responses received from the subjects the following analysis has been made with

respect to the factors as given in the questionnaire.

Overall % (200 employees)

S.No A B C D

1 66 20 14 -

2 38 24 31 7

3 40 39 21 -

4 44 51 3 2

5(a) - 1 77 22

(b) 5 11 74 10

(c) 2 11 81 6

(d) 2 6 81 11

(e) 3 11 77 9

6 41 27 22 10

7 2 25 65 8

8 79 4 17 -

9 91 8 1 -

10 71 2 27 -

11 94 6 - -

12 75 5 20 -

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13 50 29 17 4

14 97 3 - -

15 39 31 27 3

16 30 35 61 4

Overall analysis for the positive points:

Overall analysis:

As can be seen from the statement numbered 16 more than 60% felt that the training

gives them inputs for better performance and around 30% also felt that they would have a

feeling of high responsibility. Where as around 40% have a feeling that training to

individuals only to some extent reduce maintenance cost and breakdowns. Around 38% felt

that the motivational aspect to attend the training programs was to update job knowledge.

Only around 7% felt that as they were asked to attend the training programs,they had done so.

Around 95% of subjects felt that there has been continuous improvement in training program

being conducted in BRANDIX APPAREL INDIA Ltd.

With respect to effectiveness of being adopted in training programs, around 65% felt

that they are good while 3% felt they are average. The overall performance of different

faculties have been rated as good by more than 80% of the subjects.

Analysis:

The above observations proved that the overall responses of the subjects for the study

have given very encouraging responses, with regard to the training methods’ influence of

training on performance and other factors.

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 SUMMARY

First chapter deals with the introduction of the subject of the study. It gives

glimpses of the need for the study purpose and importance, objectives of the study,

methodology used in d study and limitations of the study.

Second chapter deals with the profile of the BRANDIX APPAREL INDIA.

Vision, objectives, competencies, group of companies, milestones are explained. The

data regarding the achievements, organization culture and city location connectivity

are provided.

Third chapter deals with the Training and Development process and its analysis.

In this module the factors affecting recruitment, policy of the company, components

of policy are explained. In this analysis the types of job seekers is also added. This

chapter gives a detailed information about the Training and Development system.

Training and Development plays a very important role in every organization. It

is integral function of human resource development. It is regarded as means of

achieving the highest level of efficiency from the employees by providing them

necessary skills needed for the job.

The need for training and development arises right from the initial stages of

recruitment. The organization recruits new talents to work in their organization. They

are to be trained properly so that they can get practical experience of their work. The

need for development arises when the already trained employees are required to polish

their skills so that they can be made suitable serve the organization in multi dimension

way.

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 There will be a number of ways of carrying out operation by means of training

the employee will be trained to carry on the work in the most suitable efficient

Organization and individual should develop and progress simultaneously for their

survival and attain of mutual goals. So very modern management has to develop the

organization through human resource development.

The need of training arises due to following reason like to match the employee

specification with job requirement and organizational needs organizational viability

and the transformation process. Technological advance, organizational complexity,

human relation, change in the job assignments.

The need for training also arises to increases productivity, improve quality of

productive/services, help a company to fulfill its future personnel needs, improve

organization climate, improve health and safety, prevent obsolescence, effect the

personnel growth, minimize the resistance to change.

The objectives are, to present the existing training and development programme in

the organization. To examine the perception of employees towards the need for end on

the conduct of training and development activities. To study whether the training and

development programme are consistence with organizational goals. To suggest

improvements if any in the administration based on the feed back analysis.

Collection of data plays a key role in the research of the Training and

Development. The accuracy of the collect data is of great significant for drawing

correct and valid conclusion from the investigation. The following are the steps in data

collection process. The type of investigation establishing the facts that are available at

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present and additional facts required. Identification of the source from where the

information can be available. Selection of the appropriate information i.e., collection

method.

The project is based on primary and secondary data. The research design for the

study is as follows: A sample size of 100 respondents chosen at it worked out to be

optimum considering the constraints of the resources. Simple random technique is

chosen. For the analysis purpose, the tools such as bar graphs are used.

Information, which has been collected for the first time, is called "primary

data". In my study, the primary data is collected by means of personal interviews with

the help of questionnaire. A lot of information was collected by some observations,

also some points were noted while observation. Some respondents were illiterate so I

explained the questionnaire and asked them to fill it.

Secondary data is defined as the data collected through some other channels rather

than solving the problem by investigation. It is second hand information which is

collected through the records available in the company. The information relating to

BRANDIX APPAREL INDIA PVT LTD is collected on articles, website, some

magazines, etc.

The limitations for the study are, the survey could not be extended to all the

employees working in the plants as they could not spare much time because of their

schedule of work in the peak season. The answers given by the respondents highly

depend on the mood and interest and thus the accuracy fluctuates sometimes.

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 FINDINGS

1. The study reveals that training helps to improve the skills and knowledge

2. The researcher comes to know that training helps to perform job effectively.

3. 47% of respondants strongly agree that training helps to change their behavioural

aspects.

4. It is observed that 64% of the employees' response is T&D programme helps to

improve the better work..

5. 40% of the respondents say that satisfaction on the technical training programme is

excellent.

6. 40% of respondents say that satisfaction on the behavioural training programme is

excellent.

7. 52% of respondents are highly satisfied with the training programmes organized

by the company.

8. 47% of respondents want safety - training programme more from the organization.

9. It is observed that 40% of respondents reveal that the training programme is

provided at right time.

10. 50% of respondents say that the organization is maintaining good Employee –

Employer relationship.

11. 43% of respondents agreed that T&D Programme improve the Employee's

performance.
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 SUGGESTIONS

Consequent to the above observations and findings through the responses of the
employees. The following suggestions could be made;

1. There should be a system of pre discussion on the subject matter on training by

2. Support has to be given to notice the learning points before and after the training.

3. A method can be drawn out to ascertain the training needs of employees so as to

4. Management must have a record on hand at any given point of time about the
training effectiveness so as to understand the relation between the performance and
the training of employees.

5. More E-learning concepts should be introduced in the training process.

6. The management should give effective training to maintain healthy industrial

7. Adequate training should be given to the employees.

8. As the trainee acquires new knowledge, skills and applies them in job situations, he
should significantly rewarded for his efforts.

9. To avoid common problems at the time of training programmes, the management

10. The management should give technical training more effectively to improve the
production.

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 CONCLUSION

From the above observation and findings it can be seen that the subjects either

as EMPLOYEES whole have more or less responded equally to all the statements.

The subjects felt that they are been appraised about the training before hand and the

training, means enhancing their skills while the methodologies adopted are good. With

regard to attitudinal changes on exposure to training it is believed by the subjects that

such programs would have influence to some extent. Employees are able to

distinguish the effect of training programs and they had agreed the training programs

would benefit employees for better performance rather than giving them recognition.

The above is concluded based on the responses both by the EMPLOYEES to

different statements by way of their responses.

The above goes to prove that if employees are exposed to training programs of

different needs they will definitely influence to improve the effectiveness of such

employees which in turn is very much needed for any organization.

A perfect training programme results in, if the H.R.Manager could foresee the

opinion in training. To achieve this through analysis of workers opinion is essential.

This project work aims in studying the workers opinion about training and

development programmes in BRANDIX APPAREL INDIA Ltd

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 BIBILIOGRAPHY

BOOKS

 Personnel Management, written by C B Mamoria

COMPANY WEBSITE:

WWW.BRANDIX APPAREL INDIA Ltd.com

 www.brandix.com
 www.brandixlanka.com
 www.brandixapparelindia.com
 www.brandixendtoend.com
 www.brandixapparelcity.com
 www.naukirihub.com
 Brandix corporate profile review pptBrandix presentation PSI.

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 QUESTIONERS

1) Have you been briefed by your superior about the training program prior to

your participation.

a) Yes b) No c) Some extent

2) What motivated you to attend the training program?

a)To update Job knowledge.

b)To enhance skills.

c)To contribute more on the Job.

d)Because I was asked to attend.

3) To what extent your expectations on training programs are have been met?

a)To some extent b)To the extent possible

c)To the full extent d)Not at all.

4) What were the reasons for you to be nominated for the training course?

a)General Policy of the Company.

b)Set by the company for the preparation of higher responsibility.

c)By Virtue of Seniority you need to be trained before promotion.

d)Others (please specify).

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5) Please indicate your level of satisfaction with the learning environment in

BRANDIX APPAREL INDIA Ltd ?

A)Class Room arrangement:

a)Low b)fair c) Good d) Excellent

B)Practical facilities/Hands on practice:

a)Low b)fair c) Good d) Excellent

C)Performance Faculty:

a)Low b)fair c) Good d) Excellent

D)Effectiveness of Audio Visuals:

a)Low b)fair c) Good d) Excellent

E)Usefulness of Course Material:

a)Low b)fair c) Good d) Excellent

6) Will the pre-training and post-training tests influence the learning?

a)To some extent b)To the extent possible

c)To full extent d)Not at all.

7) What is your opinion on effectiveness of methodologies being adopted in the

training programs at BRANDIX APPAREL INDIA Ltd ?

a)Low b)Fair c)Good d)Excellent

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8) Do you feel the training received by you is useful in present job?

a)Yes b)No c)To some extent

9) Are you getting a chance to implement the training program on the job?

a)Yes b)No

10) Will the training program contribute towards safe work environment?

a)Yes b)No

11) Are you satisfied with the duration of the program?

a)Yes b)No c)To some extent

12) Do you believe that the attitude of the employees towards work will change

after the training programs?

a)To some extent b)To the extent possible

c)To full extent d)Not at all

13) Will the training programs contribute towards safe work environment?

a)Yes b)No

14) Do you feel that the training program contribute to better performance of the

equipment / plant by reducing maintenance costs and breakdowns?

a)To some extent b)To the extent possible

c)To full extent d)Not at all

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15) How do you feel after the training program

a)Feeling high responsibility

b)Getting more recognition

c)Able to gain better performance

d)Others

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