LIST OF CONTENT

CHAPTER ARRANGEMENT
CHAPTER -

INTRODUCTION

OBJECTIVES OF THE STUDY

RESEARCH METHODOLOGY

LIMITATIONS OF THE STUDY

SCOPE OF THE STUDY

INDUSTRIAL PROFILE

COMPANY PROFILE

CHAPTER -2

CHAPTER -

FINDING

DATA ANALYSIS AND INTERPRETATION

CHAPTER -4

CONCLUSION

SUGGESTION

& RECOMMENDATION

BIBLIOGRAPHY

QUESTIONNAIRE

CHAPTER -1
INTRODUCTION

Financial Analysis is a means of communicating new knowledge and skills

and changing attitudes. It can raise awareness and provide people with the
opportunity to explore their existing knowledge and skills. There are many
different kinds of Financial Analysis for many different audiences, including
service providers and service users. This newsletter concentrates on planning,
preparing, delivering and reviewing Financial Analysis sessions designed for
employees like health workers.
Financial Analysis is the process of bringing a person to an agreed Standard
of skill by practice and instruction. Another definition is a trainer and
Participant working together to transfer information from the trainer to the
Participant, to develop the participants knowledge, attitudes or skills so they
can perform work tasks better.

The term Financial Analysis refers to the acquisition of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills
and knowledge that relate to specific useful competencies. It forms the core

of apprenticeships and provides the backbone of content at institutes of

technology (also known as technical colleges or polytechnics). In addition to
the basic Financial Analysis required for a trade, occupation or profession,
observers of the labor-market[who?] recognize as of 2008 the need to continue
Financial Analysis beyond initial qualifications: to maintain, upgrade and
update skills throughout working life. People within many professions and
occupations may refer to this sort of Financial Analysis as professional
development.

Management Games / Role Plays:

Management Games & Role Plays help to bridge the gap between "Knowing
& Doing", "Insight & Action" thus pushing you to hear more, see more, feel
more and act more. The participants are thus aligned with the concepts being
taught and feel more alive as the exercise inspires enthusiasm for learning.
The exercises are designed to involve all types of learners:
Visual
Auditory
Kinesthetic
Experiential Learning:

Our Outdoor Experiential Learning Division has been designed to tackle

some of the most pressing issues in organizations.
The objective of Outbound Financial Analysis is to focus on the overall
physical and mental development of the trainee through experiential approach

towards education. There has been tremendous growth in outdoor education

during the last few years due to its immediate results and continued
effectiveness.
In our residential outdoor Financial Analysis programs, we replace the
participants typical home or work environments and take them on a journey
into the nature, where the earth, skies and mountains serve as their black
boards and power point presentations are replaced by self serving physical
and mental assignments. The outdoor experience is a key condition for
outdoor activities to become learning experiences; the unfamiliar
environment facilitates participants in developing new perspectives about
themselves and their normal environments.
Financial Analysis is a set of a systematic processes designed to meet
learning objectives related to trainees' current or future jobs. These processes
can be grouped into the following phases; needs analysis, design,
development, implementation, and evaluation.

Financial Analysis is to make sure the availability of a skilled and willing

workforce to an organization. Financial Analysis involves the acquisition of
knowledge, sharpening of skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of employees. It aims at helping the
workers to work better in a more meaningful manner, physically, socially,
morally, economically and intellectually.
A significant definition describes Financial Analysis as the acquisition of
knowledge, skills, and competencies as a result of the teaching of vocational
or practical skills and knowledge that relate to specific useful competencies.
It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In
addition to the basic Financial Analysis required for a trade, occupation or

profession, observers of the labor-market[who?] recognize as of 2008 the need

to continue Financial Analysis beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many
professions and occupations may refer to this sort of Financial Analysis as
professional development.
In todays environment of increased accountability, the Financial Analysis
evaluation process is a critical component of an organizations Financial
Analysis program. Organizations administering the -program not only are
accountable for what employees learn, they also are accountable for ensuring
that employees transfer their knowledge to their work performance. While
traditional Financial Analysis evaluation methods focus on using the
assessment process to improve Financial Analysis delivery, information
should also be collected to determine whether Financial Analysis is assisting
the organization to improve its business performance
Financial Analysis Evaluation Approach

Evaluation methods should be determined based on the goals of the Financial

Analysis process and should meet the demands of the various stakeholders
involved. Every organization has multiple stakeholders and not everyone
within the organization has the same information needs. Typically,
organizational stakeholder groups include the Financial Analysis department,
employees and business units. Their information requirements fall into two
categories: whether the competencies have been learned and whether the
learning has been applied toward improved performance.Assessment of
Competency Learning
The assessment of competency learning, whether the Financial Analysis
material has been learned, is best conducted at the individual level. It is at the
individual level that organizations are able to assess employees reactions and
increased understanding. Reactions are important because, if students react
negatively to a course, they are less likely to transfer what they learned to

their work. Increased understanding in terms of new or improved knowledge,

skills and abilities is the primary aim of a Financial Analysis event.
The Financial Analysis department requires information about competency
learning to determine the effectiveness of Financial Analysis delivery and
approach. Data concerning the overall effectiveness of Financial Analysis
procedures, appropriateness of media and instruction methods and other
issues relating to possible revisions in instructional design may prove to be
very valuable to the Financial Analysis department and will assist them in
better serving the needs of the other stakeholders involved. This information
can be obtained through:
Questionnaires- Questionnaires offer a structured tool that may provide
both quantitative and qualitative information about employee reactions
to the Financial Analysis event. The questionnaire should focus on
both Financial Analysis content and delivery. The Financial Analysis
content section should target questions to ascertain whether the
Financial Analysis materials provide useful information that will assist
in performing work tasks and whether the employee is more
knowledgeable about the subject matter following the Financial
Analysis event. The Financial Analysis delivery section should
determine whether the information was presented in a logical order, at
the appropriate level of detail and in an appropriate format.
This information will assist the Financial Analysis
department in
determining how the Financial Analysis material should be revised or
supplemented and whether the Financial Analysis medium used is best suited
to the Financial Analysis content. It will also allow the Financial Analysis
department to maintain an internal inventory of Financial Analysis vendors
or offerings that have been rated best or least effective.
Knowledge Review- Knowledge reviews offer an objective means of
determining whether Financial Analysis content has been learned.
Knowledge reviews refer to a general group of assessment tools in
which employees read questions and respond in writing. The
knowledge reviews may be administered by delivering the tool at the
start and end of the Financial Analysis event. The tool should be
developed as a short answer or multiple-choice instrument using the
same questions in each administration, presented in a different order.

The questions on the knowledge review should adequately address the

learning objectives of the Financial Analysis . The results of each
administration of the knowledge review can be compared to measure
knowledge transfer during the Financial Analysis
event. This
information will be useful in assisting the Financial Analysis
department to improve the course material.
Observation- Observation is another evaluation method that provides
information regarding employee reactions to the Financial Analysis .
Financial Analysis department personnel should observe employee
interaction, level of engagement with Financial Analysis instructors
and responses to course content. This evaluation technique may be
informal or highly structured. Informal observation can be used to
provide general information about the Financial Analysis structure.
Alternatively, highly structured observation focuses on monitoring
particular points in the Financial Analysis event and commonly
involves the utilization of a checklist of the points to be observed.
Employees also require information about competency learning. However,
the information provided to employees should be related to their ability to do
their job better. These stakeholders will benefit by understanding their own
strengths and weaknesses and how they have been addressed through the
Financial Analysis process. This information can be obtained through:

 Employee Portfolio- The employee portfolio is an effective means of

providing information to employees as well as their managers about the
level of mastery of particular knowledge, skills or abilities following a
Financial Analysis event. The employee portfolio should be designed
to be used for informational purposes only. The results of the portfolio
are not intended to be linked to employee performance evaluations.
To implement this concept, employees should be required to identify the
learning objectives of the Financial Analysis and within a 60-day time frame
develop a work sample for review by the manager that demonstrates the
application of their learning. The business unit manager should be required to
ensure that within that time frame employees are assigned activities that will
allow them to produce the portfolio. After receiving the portfolio, the
manager should review it and provide feedback to the employee on strengths
and areas for improvement.
Skill Gap Analysis - Another means of providing employees
information about their skill development is to require business unit
managers to conduct an assessment of each employees level of
knowledge, skills and abilities relative to the level required for
successful performance in the position. The Skill Gap Analysis can be
administered using a survey instrument. A skill gap occurs when an
employee is rated with a lower level of skill than the position requires.
This assessment should be used for informational purposes only and
should not be linked to the employee evaluation process. Employees
can use the results of this assessment to track their skill development
over time from their manager's perspective.
Assessment of Competency Application
The assessment of competency application, whether the competencies have
been applied to improve performance and justify the investment, is best
conducted at the organizational level, where performance changes can be
assessed and related to Financial Analysis costs incurred. If, as a result of
Financial Analysis , employees are using appropriate behaviors on the job,

this should have a positive impact on their performance. However, the level
of performance improvement should justify the expenditure.
For the business units, the Financial Analysis evaluation process can provide
opportunities to determine how competencies are being applied on the job.
The information will assist them in making sound business decisions and
determining Financial Analysis priorities. This information can be obtained
through:
Analysis of Organizational Performance Measures - Organizational
performance measures identify the metrics against which successful
business unit operations can be evaluated. These measures will enable
performance tracking to identify trends and areas requiring further
attention and/or interventions.

OBJECTIVES OF THE STUDY

The organization must foster the type of Financial Analysis that can
encourage the natural desire of the employees to contribute their services and
sincerity towards their work.
The main objectives of the study are:
To understand the pattern of Financial Analysis programme at
Britannia.
To understand the effectiveness of the Financial Analysis programme
conducted by a company.
To understand the impact of Financial Analysis programme on
employees.
To know the satisfaction level of employees with the work followed in
BIL
To provide guidelines for changes/ improvement of work system of
employees within the related area or department.

RESEARCHMETHODOLOGY

Research Design
Acc. to Kerlinger, Research design is the plan structure & strategy of
investigation conceived so as to obtain answers to research questions and to
control variance.
Research design refers to the pattern or outline of a project. It comprises a
series of decisions that are taken together and provide a plan for the execution
of the project.
Population Workers of Britannia
Sample The work on whole population is done through a sample of
population, considering that sample represent the characteristics of
population. Stratified random sampling method is used.
Random sample of 60 employees is taken into consideration.
DATA COLLECTION:-

When research problem has been defined or research plan has been chalked
out, the task of data collection begins.
There are two types of data1- PRIMARY DATA
2-

SECONDARY DATA

PRIMARY DATA:

Primary data are those which are collected fresh and for the first time and
original in character.

METHODS OF COLLECTING PRIMARY DATA:-

1- OBSERVATION METHOD
2- INRTVIEW METHOD
3- QUESTIONNAIRE
4SCHEDULES

SECONDARY DATA:-

Secondary data are those which have already been collected by someone and
this data has already been passed through a statistical process.

COLLECTION OF SECONDARY DATA:-

Secondary data means that are already available i.e., they refer to the data
which have already been collected and analyzed by someone else. When the

researcher utilizes secondary data, then he has to look into various sources
from where he can obtain them. In this case he is certainly not confronted
with the problems that are usually associated with the collection of original
data. Secondary data may either be published data or unpublished data.
Usually published data are available in:

Various publications of the control state are local government.

Various publications of foreign government or of international bodies
and
their Subsidiary organization.
Technical and trade journals, books, magazines and newspapers.
Reports prepared by research scholars, unadvertised, economists etc in
different fields.
Public record and statistics, historical document, and other sources of
published information. The sources of unpublished data are many; they may
be found in diaries, letter, published biographies and autobiographies and also
may be available with scholarship and research workers, trade association,
labour bureaus and public/ private individuals and organizations.
Preparation of the questionnaire
An extensive questionnaire covering the minute details of the responses of the
workers was prepared. The respondents were personally contacted and the
information was received.

Various guidelines for constructing a questionnaire were kept in mind like:

Various aspects related to problems in study
Closed ended questions
Simplicity

 Straightforward questions
Avoidance of technical and vague terms
Crosscheck questions
Use of proper scale
Pilot study
Design of the questionnaire
Concrete question to conform as much as possible the respondents way
of thinking
Number and length of questions
Intensive literature survey

LIMITATIONS OF THE STUDY

Every search work has limitations. During course of study, although every
effort has been made to make the study as precise & accurate as possible, but
one cannot guarantee 100% accuracy & preciseness because of limitation one

has to undergo during the study. Even though the necessary measure have
been taken in conducting this research, it in culminates several limitations:

Whole population is not considered to avoid in the analysis. As the

complete enumeration of the whole population would not have
justifiably increased the accuracy.

Sample has been taken out according to personal judgment, which may
not be accurate.

Respondents might not have answered few questions correctly out fear
of management and unstated biasness.

Difficulty was faced in getting the resources to various questions

because respondents could not devote enough time to us.

SCOPE OF STUDY

1. The research is to be carried out in a comprehensive and exhaustive

manner so that staff becomes familiar with all aspects of the recovery
process.

2. Consideration should also be given to the development of a

comprehensive corporate awareness programme for communicating the
procedures for the business recovery process.

CHAPTER - 2
INDUSTRIAL PROFILE

FMCG covers the industry overview, general economic environment, food

inflation, food and beverages industry, household care and personal care. It
also covers the market trends and outlook, Union Budget 2010-2011, e-

Choupal, growth in rural areas, regulatory issues namely National Food

Processing Policy, FDI Policy in Retail Trading and government policies and
initiatives, plus the comparative matrix and SWOT of the industry leading
players: Hindustan Unilever Ltd, Nirma Ltd Dabur India Ltd, ColgatePalmolive India Ltd, and Godrej Consumer Products Ltd
Summary
In 2008, India's FMCG sector had a value of INR86,000cr and analysts
projected a growth of 15% in 2010 (2009: 12%) as the economy shows signs
of recovery. With a total market size in excess of USD14.7 billion, India's
FMCG industry is the fourth largest sector in its economy and plays a vital
role in India's socio-economic front with nearly eight million stores selling
FMCG and employing about 25 million people as wholesalers, distributors
and others. Besides that, the FMCG sector purchases nearly INR9,600cr
worth of agricultural products and processes them into value-added products
while the sector accounted for nearly 40% of the media industry's revenue.
In India, the retail price for rice in Bangalore had the most drastic hike in
price, where its price increased two-fold from INR12 per kg in 2007 to
INR36 per kg two years later. India's food industry accounted for nearly 65%
of the nation's retail market and has an estimated value of USD182 billion.
On the other hand, exports of fresh and processed vegetables, fruits, livestock
and cereals increased by 10% to reach USD8.67 billion in 2008-09. India's
INR3, 360cr oral care market (includes toothbrush and tooth powder)
experienced a 10.8% growth during the first quarter of 2009-10. Meanwhile,
the hair care market size (includes hair oils, shampoos, creams, conditioners,
hair dyes and etc.) was approximately INR8, 000cr with strong growth of
14.68% in the first quarter of 2009-10.

COMPANY PROFILE

The present report is based on Britannia Industries ltd. SIDCUL in which I

would like to pursue my internship. The summary Financial Analysis is to
acquaint the study with real life situation of the organization. It gives an
opportunity to utilize and integrate the theoretical knowledge acquired in the
classroom with the practical experiences acquired from the organization.
Britannia is among the top ten FMCG companies in India and is positioned
successfully on the specialist biscuits platform. Britannia had proven its
expertise in the fields of Food product, Diary product, Health product,
Biscuits flavors.
The company has 3 manufacturing units in India. In India Britannia industries
are located in Rudrapur (Uttarakhand), Kolkata, & Delhi.
More importantly, Britannia was acquiring a reputation for quality and value.
It celebrated its Platinum Jubilee. In 1997, the company unveiled its new
corporate identity Eat Healthy, Think Better and made its first
foray into the dairy products market. In 1999, the Britannia Khao,
World Cup Jao promotion further fortified the affinity consumers had
with

Brand

Britannia The

Company

is

pursuing

for

ISO14001

certificate and it is ISO 22000 certified.

Britannia strode into the 21 st Century as one of Indias biggest brands
and the pre-eminent food brand of the country. It was equally
recognized for its innovative approach to products and marketing: the

Lagaan Match was voted Indias most successful promotional activity of

the year
Registered office of Britannia Industries Limited is situated in West
Bengal. This company is registered under Companies Act, 1956.
A Britannia biscuit Company Limited was originally incorporated on
21st March 1918 under Indian Companies Act under the name The
Britannia Biscuits Company Limited under section 21 of Companies
Act and approval of Central Government.
The main aim of the Company is to make available good and
improved quality biscuits to each and every part of the country.
The Company has got ISO14001 certificate and as well as ISO 22000
certificate also.
The Company was established at the Pantnagar branch on 1April2005
mainly for production with a production coverage area of approximately
20 acres.The control of management is through Board of Directors.

GROWTH AND DEVELOPMENT OF COMPANY

The story of one of Indias favorite brands reads almost like a fairy
tale. Once upon a time, in 1892 to be precise, a biscuit company was

started in a nondescript house in Calcutta (now Kolkata) with an initial

investment of Rs.295. The company we all know as BRITANNIA today.
The beginnings might have been humble-the dreams were anything but. By
1910,

with

the

advent

of

electricity,

Britannia

mechanized

its

operations, and in 1921, it became the first company east of the Suez
Canal to use imported gas ovens. Britannias business was flourishing.
But, more importantly, Britannia was acquiring a reputation for quality
and value. As a result, during the tragic World War II, the Government
reposed its trust in Britannia by contracting it to supply large quantities
of service biscuits to the armed forces .
As time moved on, the biscuit market continued to grow and
Britannia grew along with it. In 1975, the Britannia Biscuit Company
took over the distribution of biscuits from Parrys who distributed
Britannia biscuits in India. In the subsequent public issue of 1978,
Indian shareholding crossed 60%, firmly establishing the Indian ness of
the firm. The following year, Britannia Biscuit Company was rechristened Britannia Industries Limited (BIL). Four years later in 1983,
it crossed the Rs.100 crore revenue mark. On the operations front, the
company was making equally dynamic strides. In 1992, it celebrated its
Platinum Jubilee. In 1997, the company unveiled its new corporate
identity Eat Health Think Better and made its first foray into the
dairy products market.
In 1999 the Britannia Khao, World Cup Jao promotion further
fortified the affinity consumers had with Brand Britannia.

Britannia strode into the 21 st Century as one of Indias biggest brands

and the pre-eminent food brand of the country. It was equally
recognized for its innovative approach to products and marketing: the
Lagaan Match was voted Indias most successful promotional activity of
the year 2001 while the delicious Britannia 50-50 Maska-Chaska
became Indias most successful product launch. In 2002, Britannias
New Business Division formed a joint venture with Fonterra, the
worlds second largest Dairy Company, and Britannia New Zealand
Foods Pvt. Ltd.was established. In recognition of its vision and
accelerating graph, Forbes Global rated BRITANNIA One amongst the
Top 200 Small Companies of the World, and The Economic Times
pegged BRITANNIA Indias 2nd Most Trusted Brand.
Today, more than a century after those tentative first steps, Britannias
fairy tale is not only going strong but blazing new standards, and that
miniscule initial investment has grown by leaps and bounds to crores of
rupees in wealth for Britannias shareholders. The companys offerings
are spread across the spectrum with products ranging from the healthy
and economical Tiger biscuits to the more lifestyle-oriented Milkman
Cheese. Having succeeded in garnering the trust of almost one-third of
Indias one billion populations and a strong management at the helm
means Britannia will continue to dream big on its path of innovation
and quality. And millions of consumers will favor the results, happily
ever after.
The success formula of India's leading bakery Products Company

Zindagi Mein Life. That may be a hard-to-digest tag line, but that's
precisely what Britannia has been attempting to follow. The mantra of
India's leading bakery products firm is to continuously infuse more
zindagi into its lifeline - the seven pillar brands, each of which does
more than Rs 200 crore business.
The vigour in the company's operations seems to have increased after
two important events in the past couple of months - first, the Wadias
bought out French foods major GroupeDanone's stake in the company;
and second, Britannia ended its joint venture with New Zealand-based
Fonterra for the dairy business.
Britannia Managing Director Vinita Bali, of course, doesn't want to talk
about the tumultuous relationship the company had with Danone as it's
strictly a shareholder issue. "It never affected the running of the
business,"

she

says.

She could well be right as despite the past problems, Britannia controls
a third of the Rs 8,000 crore biscuits market in India and the seven
pillar brands - Tiger, Good Day, Marie, Treat, 50:50, Milk Bikis and
Nutritive - have already become household names across the country.
The only thing it is seeking to do now is to keep pace with India's
fast evolving consumption patterns and needs. In keeping with the
underlying theme that the company produces good food that is fun to
eat, the company is offering products spanning across segments - right
from a basic glucose biscuit to a wholesome wheat grain to a richer
creamy chocolate biscuit.

This perhaps is the specific insight that has made Britannia morph its
glucose-only brand 'Tiger' into a much larger brand by offering variety.
The company has been in the glucose market since the past decade and
has managed to garner around 17 per cent share in this high volume
segment, lagging behind Parle's share of around 65 per cent.
"Glucose is part of Tiger, but Tiger is more than glucose. We are
leaders in all segments except glucose biscuits. It is the biggest
turnover generator as volume is high. With Tiger we are looking at a
broader canvas of kids' nutrition, and glucose is a part of it. Under the
Tiger brand, we are offering a range of other varieties including cream,
banana flavour, fortified with iron and others. Glucose is a big chunk.
It is growing but others are also showing good growth," chandra says.
But wanting to move away from a historical only-glucose offering,
Britannia is also leveraging the fact that children want to have fun
along with nutrition. "It is a combination of positioning as a brand
which is more enjoyable and good for you. The reason is kids like
variety in any kind of segment and that is our approach behind
expanding the Tiger brand, " Chandra says.
The company is also constantly expanding its list of brands with a
sharp focus. Example: Three years ago, broadly two to three brands
were active - Goodday, Tiger and to an extent Marie. But the base has
now been enlarged to seven powerful brands.

But some brand and marketing consultants wonder whether Britannia is

spreading itself too thin. Says a consultant: "It's a two-way sword and
it depends on how well they are able to execute this strategy in the
market place."
But Chandra counters this by saying "For the past 12 quarters, we
have been recording a 20 per cent compounded growth rate and it is a
reasonable period. So far so good, but how it will pan out in the
future, we do not know. But we are working to ensure growth.

THE ORIGIN OF EAT HEALTHY THINK BETTER

Britannia the biscuit leader with a history-has withstood the tests of time.
Part of the reason for its success has been its ability to resonate with the
changes in consumer needs-needs that have varied significantly across its
100+ year epoch. With consumer democracy reaching new levels, the one
common thread to emerge in recent times has been the shift in lifestyles and a
corresponding awareness of health. People are increasingly becoming
conscious of dietary care and its correlation to wellness and matching the
new pace to their lives with improved nutritional and dietary habits. This new
awareness has seen consumers seeking foods that complement their lifestyles
while offering convenience, variety and economy, over and above health and
nutrition.
Britannia saw the writing on the wall. Its SwasthKhao Tan Man Jagao (Eat
Healthy, Think Better) re-position directly addressed this new trend by
promising the new generation a healthy and nutritious alternative that was
also delightful and tasty.
Thus, the new logo was born, encapsulating the core essence of Britannia
healthy, nutritious, and optimistic and combining it with a delightful
product range to offer variety and choice to consumers.

CODE OF CONDUCT

The reputation that Britannia has built over the years for high ethical
standards is one of our greatest business assets. To share the responsibility
To preserve and enhance this asset, the company has documented the code of
business conduct (COBC) for its employees. This handbook covers the code
of details.
The COBC outline the principle, policies, and the laws that govern the
activities of the company, and to which employee of Britannia and other who
work with, or represent Britannia directly or indirectly, must adhere,
The code is distributed to all employee and director and other associated With
the business of the company, and offers and guidance for professional
Conduct under six main headings, which include the following key points :
1. Responsibility of Employee
Maintaining ethical standard, including appropriate accounting controls
Identify, surface and resolve ethical issues with great speed.
Corporate assets (physical and intellectual) must not be used for
personal

Benefit

Exercise good judgment and standard of good taste when creating

Company

 Maintain company record accurately and remain retain them in

accordance with law
2. Workplace Responsibility
Being committed to far employment practices.
Being committed to the safety of our employee.
Being committed to discipline at workplace
Compliance with appropriate laws and internal regulation
3. Representing Britannia to customer and other external constituencies
Treating customer, supplier and competitor. Fairly,
Maintaining high standard of quality.
Preparing accounts accurately and maintaining records.
Ensuring not to use unfair and misleading statements when marketing
Britannia product and services.

4. Privacy / Confidentially
Product proprietary and confidential information at all the times in
accordance with applicable law
Keep employees information confidential

5. Corporate Social Responsibility

Catering to the national interest.

 Committed to be a good corporate citizen.

The company prohibits any payment of bribes.

OBJECTIVES OF THE COMPANY

The objectives of the company are as follows:

1. To acquire and take over as a going concern the biscuit manufacturing
business now carried on at Dum dum junction under the styles or firms of
V.S Brothers and company, Gupta and company and Britannia biscuits
company and all or any of the lands, buildings, plant and machinery, assets
and liabilities of the proprietors of that business in connection there with
and with a view thereto to enter into the agreement referred to in clause 3
of the companies article of association and to carry the same into effect
with or without modification.
2. To manufacture, buy, sell, prepare for market and deal in farinaceous
foods for all kinds and in particular biscuits, breads, cakes and
confectionary and food of every description suitable for individuals.
3. To carry on business as millers and grain merchants, dealers in flour, rice
and other produces.
4. To carry on business as bakers and confectioners and to manufacture buy,
sell, refine prepare, grow, import export and deal in provisions of all kinds
of wholesale and retail, whether solid or liquid.

WHAT MAKES A BRITANNIA

If you think Britannias are extraordinary individuals who are passionate about
everything they docreate inspiration through everything they doand succeed
in everything they doyoure probably right. Britannias are hand-picked for a
singular purposeto perpetually ensure Market Leadership and generate
exemplary performance in every function. Britannias exhibit the following
leadership behaviors (we fondly call Bulbs Britannia Universal Leadership
Behaviors)

 Integrity
Team Orientation
People Development
Learning Orientation
Customer Orientation
Quality Orientation
Drive for Results
Entrepreneurial Spirit

Sales

Research
& Orientation
System
and Process
Developm
ent

Marketing

Communication

Human
Resources
& Legal

Activities
of the
company

Quality
Assurance

ACTIVITIES OF COMPANY

Finance
&
IT

Exports
Technical
&
Operations

IMPORTANCE OF FINANCIAL ANALYSIS

Optimum Utilization of Human Resources - Financial Analysis and
Development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as their

individual

goals.

Development of Human Resources - Financial Analysis and Development

helps to provide an opportunity and broad structure for the development of
human resources' technical and behavioral skills in an organization. It also
helps
the
employees
in
attaining
personal
growth.
Development of skills of employees - Financial Analysis
and
Development helps in increasing the job knowledge and skills of employees
at each level. It helps to expand the horizons of human intellect and an
overall
personality
of
the
employees.
Productivity - Financial Analysis and Development helps in increasing the
productivity of the employees that helps the organization further to achieve
its
long-term
goal.
Team spirit - Financial Analysis and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It helps in
inculcating
the
zeal
to
learn
within
the
employees.
Organization Culture - Financial Analysis and Development helps to
develop and improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
Organization Climate - Financial Analysis and Development helps
building the positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and peers.
Quality - Financial Analysis and Development helps in improving upon the
quality
of
work
and
work-life.

 Healthy work-environment - Financial Analysis and Development helps

in creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with organizational
goal.
Health and Safety - Financial Analysis and Development helps in
improving the health and safety of the organization thus preventing
obsolescence.
Morale - Financial Analysis and Development helps in improving the
morale
of
the
work
force.
Image - Financial Analysis and Development helps in creating a better
corporate
image.
Profitability - Financial Analysis and Development leads to improved
profitability and more positive attitudes towards profit orientation.

FINANCIAL ANALYSIS PROCESS

Establishing a
need analysis

Developing
training programs

Deliver the
training program

Evaluate training
program

Financial Analysis is one of the most profitable investments an

organization can make. No matter what business or industry you are in the
steps for an effective Financial Analysis process are the same and may be
adapted anywhere.
If you have ever thought about developing a Financial Analysis program
within your organization consider the following four basic Financial
Analysis steps. You will find that all four of these steps are mutually
necessary for any Financial Analysis program to be effective and
efficient.

STEP

1-

ESTABLISHING

NEEDS

ANALYSIS.

This step identifies activities to justify an investment for Financial Analysis .

The techniques necessary for the data collection are surveys, observations,
interviews, and customer comment cards. Several examples of an analysis
outlining specific Financial Analysis needs are customer dissatisfaction, low
morale, low productivity, and high turnover.
The objective in establishing a needs analysis is to find out the answers to
the following questions:
Why
is
Financial
Analysis
needed?
What
type
of
Financial
Analysis
is
needed?
When
is
the
Financial
Analysis
needed?
Where
is
the
Financial
Analysis
needed?
- Who needs the Financial Analysis ? And "Who" will conduct the
Financial
Analysis
?
- How will the Financial Analysis be performed?
By determining Financial Analysis needs, an organization can decide
what specific knowledge, skills, and attitudes are needed to improve the
employees performance in accordance with the companys standards.
The needs analysis is the starting point for all Financial Analysis . The

primary objective of all Financial Analysis is to improve individual and

organizational performance. Establishing a needs analysis is, and should
always be the first step of the Financial Analysis process.
FINANCIAL ANALYSIS NEED ANALYSIS (TNA)

An analysis of Financial Analysis need is an essential requirement to the

design of effective Financial Analysis . The purpose of Financial Analysis
need analysis is to determine whether there is a gap between what is required
for effective performance and present level of performance.
Financial Analysis need analysis is conducted to determine whether
resources required are available or not. It helps to plan the budget of the
company, areas where Financial Analysis is required, and also highlights the

occasions where Financial Analysis might not be appropriate but requires

alternate
action.
Corporate need and Financial Analysis need are interdependent because the
organization performance ultimately depends on the performance of its
individual
employee
and
its
sub
group.
Organizational Level Financial Analysis need analysis at organizational
level focuses on strategic planning, business need, and goals. It starts with the
assessment of internal environment of the organization such as, procedures,
structures, policies, strengths, and weaknesses and external environment such
as opportunities and threats.
After doing the SWOT analysis, weaknesses can be dealt with the Financial
Analysis interventions, while strengths can further be strengthened with
continued Financial Analysis . Threats can be reduced by identifying the
areas where Financial Analysis is required. And, opportunities can be
exploited by balancing it against costs.
For this approach to be successful, the HR department of the company
requires to be involved in strategic planning. In this planning, HR develops
strategies to be sure that the employees in the organization have the required.
Knowledge, Skills, and Attributes (KSAs) based on the future KSAs
requirements at each level.

Individual Level Financial Analysis need analysis at individual level

focuses on each and every individual in the organization. At this level, the
organization checks whether an employee is performing at desired level or
the performance is below expectation. If the difference between the expected
performance and actual performance comes out to be positive, then certainly
there is a need of Financial Analysis .
However, individual competence can also be linked to individual need. The
methods that are used to analyze the individual need are:
Appraisal and performance review

 Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level Financial Analysis Need analysis at operational level
focuses on the work that is being assigned to the employees. The job analyst
gathers the information on whether the job is clearly understood by an
employee or not. He gathers this information through technical interview,
observation, psychological test; questionnaires asking the closed ended as
well as open ended questions, etc. Today, jobs are dynamic and keep
changing over the time. Employees need to prepare for these changes. The
job analyst also gathers information on the tasks needs to be done plus the
tasks that will be required in the future.
Based on the information collected, Financial Analysis Need analysis (TNA)
is done.
STEP 2- DEVELOPING FINANCIAL ANALYSIS
MANUALS.

PROGRAMS AND

This step establishes the development of current job descriptions and

standards and procedures. Job descriptions should be clear and concise and
may serve as a major Financial Analysis tool for the identification of
guidelines. Once the job description is completed, a complete list of standards
and procedures should be established from each responsibility outlined in the
job description. This will standardize the necessary guidelines for any future
Financial Analysis .

FINANCIAL ANALYSIS DESIGN

The design of the Financial Analysis program can be undertaken only when a
clear Financial Analysis objective has been produced. The Financial Analysis
objective clears what goal has to be achieved by the end of Financial Analysis
program i.e. what the trainees are expected to be able to do at the end of their
Financial Analysis . Financial Analysis objectives assist trainers to design the
Financial Analysis program.
The trainer Before starting a Financial Analysis program, a trainer analyzes
his technical, interpersonal, judgmental skills in order to deliver quality
content to trainers.
The trainees A good Financial Analysis design requires close scrutiny of
the trainees and their profiles. Age, experience, needs and expectations of the
trainees are some of the important factors that affect Financial Analysis
design.
Financial Analysis climate A good Financial Analysis climate comprises
of ambience, tone, feelings, positive perception for Financial Analysis
program, etc. Therefore, when the climate is favorable nothing goes wrong
but when the climate is unfavorable, almost everything goes wrong.
Trainees learning style the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to
the design of the program.
Financial Analysis strategies Once the Financial Analysis objective has
been identified, the trainer translates it into specific Financial Analysis areas
and modules. The trainer prepares the priority list of about what must be
included, what could be included.
Financial Analysis topics After formulating a strategy, trainer decides upon
the content to be delivered. Trainers break the content into headings, topics,

ad modules. These topics and modules are then classified into information,
knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Financial Analysis tactics Once the objectives and the strategy of the
Financial Analysis program becomes clear, trainer comes in the position to
select most appropriate tactics or methods or techniques. The method
selection depends on the following factors:
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
Support facilities It can be segregated into printed and audio visual.
The various requirements in a Financial Analysis program are white
boards, flip charts, markers, etc.
Constraints The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments

 Budget
Design of the Financial Analysis , etc
STEP 3: DELIVER THE FINANCIAL ANALYSIS

PROGRAM.

This step is responsible for the instruction and delivery of the Financial
Analysis program. Once you have designated your trainers, the
Financial Analysis technique must be decided. One-on-one Financial
Analysis , on-the-job Financial Analysis , group Financial Analysis ,
seminars, and workshops are the most popular methods.
Before presenting a Financial Analysis session, make sure you have a
thorough understanding of the following characteristics of an effective
trainer. The trainer should have:
- A desire to teach the subject being taught.
- A working knowledge of the subject being taught.
- An ability to motivate participants to want to learn.
- A good sense of humor.
- A dynamic appearance and good posture.
- A strong passion for their topic.
- A strong compassion towards their participants.
- Appropriate audio/visual equipment to enhance the Financial Analysis
session.
For a Financial Analysis program to be successful, the trainer should be
conscious of several essential elements, including a controlled

environment, good planning, the use of various Financial Analysis

methods, good communication skills, and trainee participation.

FINANCIAL ANALYSIS IMPLEMENTATION

To put Financial Analysis program into effect according to definite plan or

procedure is called Financial Analysis implementation. Financial Analysis
implementation is the hardest part of the system because one wrong step can
lead to the failure of whole Financial Analysis program. Even the best
Financial Analysis program will fail due to one wrong decision.
Financial Analysis implementation can be segregated into:
Practical administrative arrangements
Carrying out of the Financial Analysis
Implementing

Financial

Analysis

Once the staff, course, content, equipments, topics are ready, the Financial
Analysis is implemented. Completing Financial Analysis design does not
mean
that
the
work
is
done
because
implementation
phase requires continual adjusting, redesigning, and refining. Preparation is
the most important factor to taste the success. Therefore, following are the
factors that are kept in mind while implementing Financial Analysis
program:
The trainer The trainer need to be prepared mentally before the delivery of
content. Trainer prepares materials and activities well in advance. The trainer

also set grounds before meeting with participants by making sure that he is
comfortable with course content and is flexible in his approach.
Physical set-up Good physical set up is pre requisite for effective and
successful Financial Analysis program because it makes the first impression
on participants. Classrooms should not be very small or big but as nearly
square as possible. This will bring people together both physically and
psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants There are various ways by which
a trainer can establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees comments and opinions
Telling the learners by what name the trainer wants to be addressed
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down
Reviewing the agenda At the beginning of the Financial Analysis program
it is very important to review the program objective. The trainer must tell the

participants the goal of the program, what is expected out of trainers to do at

the end of the program, and how the program will run. The following
information needs to be included:
Kinds of Financial Analysis activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations

STEP 4: EVALUATE THE FINANCIAL ANALYSIS PROGRAM.

This step will determine how effective and profitable your Financial
Analysis program has been. Methods for evaluation are pre-and postsurveys of customer comments cards, the establishment of a cost/benefit
analysis outlining your expenses and returns, and an increase in customer
satisfaction and profits.
The reason for an evaluation system is simple. The evaluations of
Financial Analysis programs are without a doubt the most important step
in the Financial Analysis process. It is this step that will indicate the
effectiveness of both the Financial Analysis as well as the trainer.
There are several obvious benefits for evaluating a Financial Analysis
program. First, evaluations will provide feedback on the trainers
performance, allowing them to improve themselves for future programs.
Second, evaluations will indicate its cost-effectiveness. Third, evaluations

are an efficient way to determine the overall effectiveness of the Financial

Analysis program for the employees as well as the organization.
The importance of the evaluation process after the Financial Analysis is
critical. Without it, the trainer does not have a true indication of the
effectiveness of the Financial Analysis . Consider this information the next
time you need to evaluate your Financial Analysis program. You will be
amazed with the results.
The need for Financial Analysis your employees has never been greater.
As business and industry continues to grow, more jobs will become
created and available. Customer demands, employee morale, employee
productivity, and employee turnover as well as the current economic
realties of a highly competitive workforce are just some of the reasons for
establishing and implementing Financial Analysis in an organization. To
be successful, all Financial Analysis must receive support from the top
management as well as from the middle and supervisory levels of
management. It is a team effort and must be implemented by all members
of the organization to be fully successful.

FINANCIAL ANALYSIS EVALUATION

The process of examining a Financial Analysis program is called Financial
Analysis evaluation. Financial Analysis evaluation checks whether Financial
Analysis has had the desired effect. Financial Analysis evaluation ensures
that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.
Purposes

of

Financial

Analysis

The five main purposes of Financial Analysis

Evaluation
evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the

objectives
and
linking
it
to
learning
outcomes.
Research: It helps in ascertaining the relationship between acquired
knowledge, transfer of knowledge at the work place, and Financial Analysis .
Control: It helps in controlling the Financial Analysis program because if
the Financial Analysis is not effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee)
uses the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are
aligned with the expected outcomes.

PROCESS OF FINANCIAL ANALYSIS EVALUATION

Before Financial Analysis : The learner's skills and knowledge are assessed
before the Financial Analysis program. During the start of Financial Analysis
, candidates generally perceive it as a waste of resources because at most of
the times candidates are unaware of the objectives and learning outcomes of
the program. Once aware, they are asked to give their opinions on the
methods used and whether those methods confirm to the candidates
preferences and learning style.

During Financial Analysis : It is the phase at which instruction is started.

This phase usually consist of short tests at regular intervals.
After Financial Analysis : It is the phase when learners skills and
knowledge are assessed again to measure the effectiveness of the Financial
Analysis . This phase is designed to determine whether Financial Analysis
has had the desired effect at individual department and organizational levels.
There are various evaluation techniques for this phase.
TECHNIQUES OF EVALUATION

The various methods of Financial Analysis evaluation are:

 Observation
Questionnaire
Interview
Self diaries

MANAGEMENT FINANCIAL ANALYSIS PROGRAMME AT

BRITANNIA

The search for young, enthusiastic talent is always on at Britannia. The work
culture at Britannia is characterized by strong performance focus coupled
with result orientation
Nurturing Talent
An innovative company like Britannia is always on the lookout for
innovative, young minds. The Management philosophy encourages nurturing
of talent through grooming of bright and young entry-level managers. The
organizational culture provides a perfect blend of fun and learning that helps
in the overall development of talented individuals recruited into the system.
Today, with a huge variety of professional institutions spread across the
country, there is a broader canvas to choose from. The main sources of
recruitment of Management Trainees are:
Business Schools (MBA)
Engineering Institutes
Food Technology Institutes

 ICAI/ICWAI/ICSI/ICFAI
professional courses.

and

other

such

institutes

offering

An alternative route is for candidates to apply directly to Britannia or through

a recruitment consultant. The distinguishing factor between MTs and other
lateral hires would be in terms of their experience and qualifications. In this
case, however, candidates may or may not have prior experience. For
experienced candidates, 1 year or less would be the maximum cap to be
eligible for the Management Financial Analysis Scheme.
Campus - Campus recruitment has two stages, viz. Summer Trainee
Recruitment and Management Trainee Recruitment. Summer Financial
Analysis takes place for a period of two months where students from
Business
Schools
and
Functional
Institutes
(Engineering/Food
Technology/Finance) work on projects with Britannia in the following
functional areas - Marketing; Sales and Distribution; Operations and Supply
Chain; Human Resource Management; Finance and Quality Assurance.
Summer Trainees at the end of their Financial Analysis tenure are taken
through an evaluation process to assess placement within the company as
Management Trainees. This happens through a Pre-Placement Interview by a
panel that assess the candidate on his/her project and his/her potential to fit
into the organisation.

Management Financial Analysis - Management Trainees are recruited on

the basis of actual vacancies in the system. They are recruited either through
Pre-placement offers made to exceptional Summer Trainees or through direct
Campus Recruitment. MTs join the covenant grade as Management Trainee (function), and are absorbed into the following functions - Sales and
Distribution; Operations and Supply Chain; Human Resources; Finance and
Quality Assurance. The Marketing function has so far been insulated from the
Management Financial Analysis Route as entry level marketing positions
require knowledge of Sales or prior knowledge of Marketing (lateral route).

The Program - Once MTs are on-board, they are taken through a series of
carefully designed Financial Analysis Modules that encompass almost all
functions of the business. The Financial Analysis Modules are interspersed
with live projects in different functions to test their knowledge and problemsolving abilities. Ideally, any Management Trainee would need to complete at
least 2 live projects related to his/her stream of interest and 1 live project in a
related function or a function of choice.
At the end of the Financial Analysis period, all MTs are assessed on the basis
of their learning and project performances by a cross-functional panel
consisting of Functional Heads. On successful completion of their Financial
Analysis Program, MTs are confirmed as Managers in their respective
functions.
The total tenure of Management Financial Analysis is 18 months for a
Technical Trainee (Engineer/Food Technologist) and 12 months for all other
trainees.

METHODS OF FINANCIAL ANALYSIS

There are various methods of Financial Analysis , which can be divided in

to cognitive and behavioral methods. Trainers need to understand the pros

and cons of each method, also its impact on trainees keeping their
background and skills in mind before giving Financial Analysis .
Cognitive methodsare more of giving theoretical Financial Analysis to the

trainees. The various methods under Cognitive approach provide the rules for
how to do something, written or verbal information, demonstrate
relationships among concepts, etc. These methods are associated with
changes in knowledge and attitude by stimulating learning.
The various methods that come under Cognitive approach are:

 LECTURES
DEMONSTRATIONS
DISCUSSIONS
COMPUTER BASED FINANCIAL ANALYSIS (CBT):
Intelligent Tutorial system
Programmed Instruction (PI)
Virtual Reality

Behavioral methods are more of giving practical Financial Analysis to the

trainees. The various methods under Behavioral approach allow the trainee to
behavior in a real fashion. These methods are best used for skill
development.
The various methods that come under Behavioral approach are:
GAMES AND SIMULATION
BEHAVIOUR-MODELING
BUSINESS GAMES:
Case studies
Equipment stimulators
In Basket Technique
Role Plays
Both the methods can be used effectively to change attitudes, but through
different mean
Another Method is MANAGEMENT DEVELOPMENT METHOD
MANAGEMENT DEVELOPMENT METHOD
The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that
management development activities attempt to instill sound reasoning
processes.

Management development method is further divided into two parts:

ON-THE-JOB FINANCIAL ANALYSIS The development of a manager's abilities can take place on the job. On-thejob Financial Analysis is given at the work place by superior in relatively
short period of time. The four techniques for on the job development are:
Coaching
Mentoring
Job rotation
Job Instruction Technique (JIT)
OFF THE JOB FINANCIAL ANALYSIS
There are many management development techniques that an employee can
take in off the job. The few popular methods are:
Sensitivity Financial Analysis
Transactional Analysis
Straight Lectures
Simulation Exercises

CHAPTER -3

FINDINGS

After undergoing my research report at Britannia my analysis is that the

Financial Analysis process is properly held in the company and the
employees are well benefited from these Financial Analysis activities.
The various findings of my project are as follows:
69% of the workers prefer on the job Financial Analysis and rest 31%
prefer off the job Financial Analysis
Most of the workers feel that company takes Financial Analysis
process seriously
Most of the workers feel restricted by rules, policies and procedures
while Financial Analysis .
Most of the workers thinks consider Financial Analysis as part of
organizational strategy
Most of the workers said that the Financial Analysis provided in their
in their organization is planned
The target group for Financial Analysis is mostly new staff.

DATA ANALYSIS AND INTERPRETATION

1. Which type of Financial Analysis program do you prefer?

a) On the job

b) off the job

on the job
of the job

Interpretation
Most of the workers were with on the job Financial Analysis
69% of the workers said on the job
31% of the workers said off the job
2. Do you feel that company takes Financial Analysis
seriously?

process quite

a) Yes

b) No

yes
no

Interpretation
Most of the workers replied yes
3. Do you feel restricted by rules, policies and procedures while undergoing
the Financial Analysis process?
a) Yes

b) No

yes
sometime
no

Interpretation
Most of the workers replied yes.
4. Your organization consider Financial Analysis as part of organizational
strategy, do you agree with this statement
a) Yes b) no

yes
no

Interpretation
55% of the workers were agree with the statement.

5. Which target group undergoes most of the Financial Analysis process?

a) Middle level managers
b) Junior staff
c) New staff

middle level
junior staf
new staf

INTERPRETATION
Target group undergoes in Financial Analysis process 15% for middle
level, 35% of junior staff and 50% for new staff.

6. What are the Financial Analysis methods to identify the Financial

Analysis needs in your organisation
(Yes wherever applicable).
a) self report questionnaires
b) observation
c) individual interviews
d) performance appraisals
e) opinion surveys
f) critical incident

7. Do you feel that Financial Analysis has benefited you in any way?
a) Yes
b) No

yes
no

8. Rate the quality of Financial Analysis that you received from the
Financial Analysis session.
a) Very beneficial
b) Beneficial
c) Not very beneficial
d) unimportant

very beneficial
beneficial
not very beneficial
unimportant

CONCLUSION

The most significant impact of BRITANNIA of ambitions plan for growth

and globalization is on the Financial Analysis of employees or HUMAN
RESOURCE of the organization as it is the single most critical resource
which helps in the effective utilization of all the resources.
With the changing business scenario the challenges for the Financial Analysis
activities will be unused that the Financial Analysis policies will align not
only with the business policies of the company, but also with the changing
needs & expectations of its employees.
It will also have to ensure the development of the workers in terms of
empowering them with necessary knowledge, skill, leadership, competencies
and alive the innovative capabilities for facing challenges.

SUGGESTIONS

There should be a counseling programmed which will help in

motivating employee's so that they will not lose their performance.

Should make aware about the different types of programme& should be

concluded by the experienced person by seniors.

There should not be biasness among the employee's everything should

be clear to employees in written as well as in oral after the assessment.

Time is not relevant and additional time is not provided if required.

They promote only theoretical knowledge.
Off the-job Financial Analysis is also required.

QUESTIONNAIRE

1. Personal Information:-

Name of the employee

Age

Address

:
Designation

Pay scale

Experience

1. Which type of Financial Analysis program do you prefer?

a) On the job

b) off the job

2. Do you feel that company takes Financial Analysis

process quite

seriously?
a) Yes

b) No

3. Do you feel restricted by rules, policies and procedures while

undergoing the Financial Analysis process?
a) Yes

b) No

4. Your organization consider Financial Analysis as part of organizational

strategy, do you agree with this statement
a)Yes

b) No

5. Which Financial Analysis is provided in your organisation?

a) Planned
b) Provided only when problem occurs
6. Which target group undergoes most of the Financial Analysis process?
i. Middle level managers
ii. Junior staff
iii. New staff

7. Do you feel that Financial Analysis has benefited you in any way?
a. Yes
b. No
8. Rate the quality of Financial Analysis that you received from the
Financial Analysis session.
a. Very beneficial
b. Beneficial
c. Not very beneficial
d. Unimportant

2. What is the class\category of your job?

Executive (L1-L2)

 Skilled
Semi-skilled
Unskilled

3. What are the benefits you are availing at your

workplace?

4.

Medical facility
canteen facility
Shelter & rest facility
Recreational facility

What more benefits you think should be provided?

Better working place

More overtime rates
More salary
More facility like LTA,

 Medical etc.

5. (a) Are you satisfied with the incentive plan and

benefits ?
being provided by the company?

Yes
No

(b) Are the plan being communicated to you?

Yes
No

(c)

What is the satisfaction level?

 Satisfaction
Average
Unsatisfactory
6. (a)What are the benefits/facility you availing at present
regarding your family welfare?

Education facility
Housing
Medical
Loan
Transport

(b) What is the satisfaction level?

 Satisfactory
Average
Unsatisfactory

7 Are you satisfied as an employer of BRITANNIA ?

YES
NO

BIBLIOGRAPHY

Agrawal, R.D., Dynamics of personnel management in India

K. Aswathapa, Human Resource & Personnel Management, India, 1945

Counseling Skill Management Peterson S.
Human Resource Management C.B Gupta
Industrial Relation ArunMunnapa

Britannia website and library

WEBSITES
managementhelp.org
appraisals.naukrihub.com
www.britannia.co.in
www.wikepidia.com