AMERICAN INTERNARIONAL UNIVERSITY-BANGLADESH (AIUB) Dhaka. Report Topic “Training & Development Activities For British American Tobacco Bangladesh” Submitted to: Farheen Hassan Course Instructor Training & Development Faculty of Business Administration BBA Program, AIUB Prepared By: Name: Rishad, Abdul Wadud ID: 07-08236-1 Section: A AMERICAN INTERNATIONAL UNIVERSITY – BANGLADESH. Date of Submission: July 26, 2010 Letter of Transcript 26th July, 2010 To, Farheen Hassan, Course Instructor, Training & Development Faculty of Business Administration
American International University Bangladesh (AIUB) Dhaka. Subject: Prayer for submission of the assignment for the Training & Development. Dear Madam, It is our great pleasure to submit the assignment titled “Training and development activities for British American Tobacco Bangladesh (BATB)” that you assigned us a partial requirement of the course “Training & Development”. I am very thankful to you for allowing me the opportunity to do the assignment on this topic. As we know that, BAT is the global tobacco company which is also situated in Bangladesh.
Also in Bangladesh it is one of the most leading companies based on the different kinds of tobacco in our country. Presence of British American Tobacco in this part of the world can be traced back to 1910. Beginning the journey as Imperial Tobacco 100 years ago, the company set up its first depot at Armanitola in Dhaka. The assignment attempt to look into the point and analysis of development opportunities in their organization. It also focuses on the training process of the organization use this in T&D program.
Finally, we are truly grateful to you for giving us this nice opportunity to work on this assignment, which we have considered as a great chance for us to develop our HR concept. The entire group contribution has led to the successful completion of this report. Although I have tried my best, certain mistakes and inconvenience may reside and for this I seek pardon and hope you will accept my apologies. Sincerely yours, Rishad, Abdul Wadud ID # 07-08236-1 Acknowledgement At first particularly I am thankful to the almighty Allah for blessing me and give me the ability to complete this assignment.
Training & Development is really an interesting course in HRM major subjects and attending a assignment like this leave me with a store of knowledge. This type of report or assignment will help me in my future job. I am very-much thankful to my course teacher Farheen Hassan, our Academic faculty from American International University of Bangladesh (AIUB). She is teaching us this interesting course so easily that we can understand properly the main objective of this course. It is an important course for the HRM students.
The versatile viewpoint and teaching style of Farheen Hassan is very nice and examples given by her throughout his lecture are very much realistic. So it helped us to understand the topics of this course easily. At last I would like to thank my classmates. Many of my friends and also many well-wishers contributed ideas and made suggestions that greatly enhanced this assignment. I would like to thank them deep in my heart. At the last, but not the least, I also very thankful the Internet which is very supportive and grateful medium for completing this assignment.
Where this assignment succeeds I share the credit, where it errors I all accept the responsibility. Name: Rishad, Abdul Wadud ID: 07-08236-1 Department: BBA Major: HRM American International University of Bangladesh (AIUB). 1 Introduction 1. About British American Tobacco With more than 250 brands in our portfolio, we make the cigarette chosen by one in eight of the world’s one billion adult smokers. BAT hold robust market positions in each of their regions and have leadership in more than 50 markets. In 2009, their subsidiaries enabled governments worldwide to gather more than ? 6 billion a year in taxes, including excise duty on our products, almost nine times the Group’s profit after tax. They have sustained a significant global presence for over 100 years. Their business was founded in 1902 and by 1912 had become one of the world’s top dozen companies by market capitalization. 1. 1 People and factories Their subsidiary companies produce some 724 billion cigarettes through 50 cigarette factories in 41 countries. Five of this plus one separate plant also make either cigarillo, roll your own or pipe tobacco. We also have a factory making smokeless suns.
They employ more than 60,000 people worldwide. Their workforce is strongly multi-cultural and they have a devolved structure, with each local company having wide freedom of action and responsibility for its operations. Decisions are made as close as possible to the local stakeholders of each business, within a framework of principles, standards, policies, strategies and delegated authorities. 1. 2 Operating responsibly BAT believes that because their products pose risks to health, it is all the more important that our business is managed responsibly.
Responsibility is integral to their strategy and through dialogue with our stakeholders, they are working to pursue their commercial objectives in ways consistent with changing expectations of a modern tobacco business. 1. 3 Tobacco growing BAT is the only international tobacco group with a significant interest in tobacco leaf growing, working with thousands of farmers internationally. Their companies run leaf programs providing direct agronomy support to farmers if it is not otherwise available, covering all aspects of crop production and environmental best practice – in 2009 our companies ran these in 19 countries.
The Group purchased approximately 400,000 tones of leaf in 2009, grown by more than 250,000 farmers, about 80 per cent of it by volume coming from farmers and suppliers in emerging economies. 2. About British American Tobacco Bangladesh Presence of British American Tobacco in this part of the world can be traced back to 1910. Beginning the journey as Imperial Tobacco 100 years ago, the company set up its first depot at Armanitola in Dhaka. After the partition of India in 1947, Pakistan Tobacco Company was established in 1949. Then it became Bangladesh Tobacco Company Limited in 1972 immediately after Bangladesh independence.
In 1998, the company changed its name and identity to British American Tobacco Bangladesh aligning the corporate identity with other operating companies in the British American Tobacco Group. 2. 1 Operations BATB grows their tobacco leaves through their registered farmers in Kushtia, Chittagong, and Manikganj and Rangpur zones. Both of their head office and cigarette manufacturing plant are located in Mohakhali, Dhaka. They have one Green Leaf thrashing plant in Kushtia and a Redrying Plant in Manikganj. 2. 2 People of Strength
BATB employs more than 852 people directly and about 40,000 people indirectly as farmers, distributers and local suppliers. They take great pride in saying that BATB is one of the most preferred employers in the country. It is their pool of talented people who give this place the wonderful and pleasant working environment that takes us forward every day. It is a team of different people, different cultures and backgrounds, coming together to form something new, something remarkable every day. 2. 3 Responsibility The aim to ensure that they only purchase leaf from responsible and sustainable sources.
The social responsibility in tobacco production program addresses the social and environmental issues associated with tobacco growing and processing, and reaches more than 300,000 farmers who supply all the leaf they buy. The program covers good agricultural practices for improving soil and water conservation, appropriate use of agrochemicals, environmental best practice and occupational health and safety. It is also active in eliminating exploitative child labor and promoting a forestation initiative for the farmers who need wood for tobacco curing.
As part of the program, they provide direct agronomy support and training to some 250,000 of their grower suppliers where it is not otherwise available. 3. Global Presence With over 300 brands in their portfolio, they make the cigarette chosen by one in eight of the world’s one billion adult smokers. They hold robust market positions in each of their regions and have leadership in more than 50 markets. In 2008, their subsidiaries enabled governments worldwide to gather over ? 21 billion a year in taxes. More than eight times the Group’s profit after tax.
They have sustained a significant global presence for over 100 years. Our business was founded in 1902 and by 1912 had become one of the world’s top dozen companies by market capitalization. In 2008, their companies produced some 715 billion cigarettes through 49 cigarette factories in 41 countries. They also make cigarillos, roll-your-own and pipe tobacco, and have a factory making smokeless Swedish-style suns. The employ over 53,000 people worldwide. Their workforce is strongly multi-cultural and has a devolved structure, with each local company having wide freedom of action and responsibility for its operations.
Decisions are made as close as possible to the local stakeholders of each business, within a framework of principles, standards, policies, strategies and delegated authorities. They believe that because our products pose risks to health, it is all the more important that their business is managed responsibly. Responsibility is integral to their strategy and through dialogue with their stakeholders, they are working to pursue their commercial objectives in ways consistent with changing expectations of a modern tobacco business. 2 Company Overview 2. 1 Historical Background
The company was formed in 1902, when the United Kingdom’s Imperial Tobacco Company and the American Tobacco Company of the USA agreed to form a joint venture, the British-American Tobacco Company Ltd. The parent companies agreed not to trade in each other’s domestic territory and to assign trademarks, export businesses and overseas subsidiaries to the joint venture. James ‘Buck’ Duke became its chairman and the British American Tobacco business began life in countries as diverse as Canada, China, Germany, South Africa, New Zealand and Australia, but not in the United Kingdom or USA.
In 1911 the American Tobacco Company sold its share of the company. Imperial Tobacco gradually reduced its shareholding, but it was not until 1980 that it divested its remaining interests in the company. In 1976 the group companies were reorganized under a new holding company, B. A. T Industries. In 1994 BAT acquired its former parent, American Tobacco Company (though reorganized after anti-trust proceedings). This brought the Lucky Strike and Pall Mall brands into BAT’s portfolio. In 1999 it merged with Rothmans International which included a share in a factory in Burma. This made it the target of criticism from human rights groups.
It sold its share of the factory on 6 November 2003 after an “exceptional request” from the British government. In 2003, BAT acquired Ente Tabacchi Italiani (ETI) S. P. A, Italy’s state tobacco company. The important acquisition would elevate BAT to the number two position in Italy, the second largest tobacco market in the European Union. The scale of the enlarged operations would bring significant opportunities to compete and grow ETI’s local brands and BAT’s international brands. In January 2007, BAT closed its remaining UK production plant in Southampton with the loss of over 600 jobs.
However, the global Research and Development operation and some financial functions will continue on the site. In 2008 BAT acquired Turkey’s state-owned cigarette maker Tekel. In July 2008, BAT acquired the cigarette and suns operations of the Scandinavian Tobacco Company. 2. 2 Business Service A robust Information and Technology infrastructure is a vital component of a dynamic and world class organization, but their people also have the imagination to create whole new ways of adding value to their business through the application of contemporary technology based solutions.
Areas covered by Business Services include: | | | | |Business consultancy |Architecture & service management |IT management | |Business analysis & process re-engineering |Service delivery |IT strategy & planning | |Application/systems design implementation|Applications architecture |Project/ program management | |Customer/client relationship management |e-business platforms |Knowledge and information management | | | | | . 3 Tobacco Brands International Brands include Dunhill, Kent, Lucky Strike, Pall Mall, Vogue, Rothmans, Peter Stuyvesant, Benson & Hedges, Winfield, John Player, State Express 555, KOOL, and Viceroy. However, British American Tobacco does not necessarily own the rights to all of these brands in every nation they are marketed.
Local brands owned by British American Tobacco include, Belmont (Colombia, Chile and Venezuela), Jockey Club (Argentina), Stradbroke (Australia), pt:Hollywood (cigarro) Hollywood (Brazil), Du Maurier (Canada), Prince (Denmark), North State (Finland), HB (Germany), Sopianae (Hungary), Wills (India), Ardath (Indonesia), Carrolls, Carrolls Kings, Grand Parade, Black Allen (Germany), Sweet Afton, Major (Ireland), Boots, Alas (Mexico), Gold Leaf (Pakistan), Jan III Sobieski (Poland), Yava Gold (Russia), Courtleigh (South Africa), Parisians (Switzerland), Maltepe (Turkey) and Xon (Uzbekistan), Craven A (Vietnam and Jamaica) as well as BAT suns, Holiday, Freedom and Park Drive (New Zealand) Royals (UK), Embassy (Kenya), Viceroy, Newport, Lucky Strike in Dominican Republic. On 11 June 2006, R. J.
Reynolds Tobacco Company announced that it would be manufacturing Camel brand suns in Sweden in partnership with British American Tobacco; the product would be test-marketed in Portland, Oregon and Austin, Texas by the end of the month. 2. 4 Advertising and promotion BAT has found many imaginative ways over the years to keep its brands in the public eye. Indian Tobacco Company, in which BAT holds a minority share, as recently as 1996 secured an arrangement to sponsor the Cricket World Cup which was branded the “Wills World Cup” and thereby achieved a high level of brand recognition for the Wills cigarette brand in India where young cricket fans were a key target market. BAT also sponsors the London Symphony Orchestra. 2. 5 Marketing & Distribution At British American Tobacco Bangladesh, the consumer is at the centre of their business.
Marketing in the tobacco industry requires skills beyond the demands of other products. The fundamentals of the marketing challenge are the ability to differentiate their marketing initiatives, to manage productive and profitable relationships with their key accounts, to integrate strategies above and below-the-line and to innovate, while always adhering to their International Marketing Standards. The marketing arena within British American Tobacco Bangladesh includes: | | |Consumer insights. | |Building brands. | |Managing business channels. | |Managing availability and distribution. | 2. 6 Supply Chain
Manufacturing is at the heart of their business, so they invest substantially in new technology to ensure that their factories are highly flexible and responsive to the needs of our customers and consumers alike. Working in manufacturing means constantly having to balance the demands of availability, quality and cost. Our people operate in a high speed environment and under tremendous pressure, so they need the strength of mind to make quick decisions, often basing them on limited information. They also need to be open to innovative solutions that can improve our processes and balance supply and demand while minimizing working capital. Manufacturing within British American Tobacco Bangladesh includes: | | |Product knowledge. | |Process and control. |Knowledge of technologies. | |Quality. | |Supply chain management. | |Regulatory framework. | |Employee relations. | |Environmental, health & safety. | British American Tobacco Bangladesh’s Leaf department is responsible for procuring the company’s tobacco. Essentially, it’s their job to secure the supply of quality tobaccos to maintain blend consistency and taste for the consumer. Their skills contribute massively to the ongoing success and reputation of their brands as well as to the Group’s drive for market leadership. Achieving this requires more than simply buying an off-the-shelf product. They manage the tobacco supply chain from the seed to the smoke.
The Leaf arena within British American Tobacco Bangladesh includes: | | |Managing a tobacco growing program. | |Processing tobacco in a Green Leaf Threshing plant. | |Blending tobacco for the cigarette business. | |Purchasing tobacco from all over the world. | 3 HRM Practices in British American Tobacco 1. Employment Planning Every organization has employment planning. BAT has also its employment planning. They usually forecast their personnel needs based on their mission, strategic goals & objectives & technological and other changes resulting in increased productivity. Although there are several methods to predict personnel needs, but they use managerial judgment because it gives the more real world scenario for personnel needs.
They think that the other methods cannot give the accurate situation of the personnel needs. These are basically graphical methods, which cannot measure the actual personnel needs. But managerial judgment method depends upon the change in productivity, market conditions etc. 2. Recruitment Policy British American Tobacco Bangladesh has been in e-resourcing since 2002. They focus on e- based advertisement for more visibility and transparency beside the conventional print media. All recruitment related notices are posted on the www. bdjobs. com website. Candidates are required to fill up the blank resume format provided in the website. A well-structured and systematic selection procedure is followed to get the most suitable candidate.
Following the selection procedure, pre-employment medical examination and reference checks are done. They entertain application from recognized universities from home and abroad. Applicant must be a citizen of Bangladesh. They encourage students with good academic track record to apply. They are not prejudiced against race, sex, religion, age etc. Positions will be offered to the candidate on the basis of his/her ability and the requirement of the company. 3. Selection Process ? If the application is successful, they will be invited to a preliminary interview which will be taken by a member from the function to which they have applied and a member of the Human Resource team. As a final candidate, they will be invited to a specifically designed British American Tobacco assessment centre. This will provide them opportunity to demonstrate their skills and suitability through their performance in a number of participative and individual exercises. They will also have the opportunity to meet managers and to gain firsthand experience of what it is like to work for British American Tobacco Bangladesh. Regardless of the outcome, participants find it a unique opportunity to demonstrate their strengths. ? If they get through the Assessment Centre, they will be recommended to the respective. ? Heads of Functions for a final Interview. They are committed to keep them informed of their progress through every step of the selection process. 4. Employee Socialization Socialization is a process of adaption. Organization entry socialization refers to the adaption that takes place when an individual passes from outside the organization to the role of an inside member. Socialization can be conceptualized as a process made up of three stages: ? Pre-arrival stage: This stage explicitly recognizes that each individual arrives with a set of organizational values, attitude, and expectations. ? Encounter stage: Here the individuals confront the possible the dichotomy between their expectations and reality. ? Metamorphosis stage:
Finally, the new member must work out any problems discovered during the encounter stage. The organization gets higher productivity, greater employee commitment, and lower turnover rates through socialization. Employees achieved reduced anxiety, increased awareness of what is expected on the job, and an increased feeling of being accepted by their peers and bosses. When socialization works, employees receive the confidence and satisfaction what comes from feeling that they are members in good standing in the organization. 5. Training and Development A learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. To ake training a success, a trainer should take care of the following points: ? Make learning meaningful. ? Make skills transfer easy and ? Motivate the learner. Employee Training Method: On-the-job Training: It means having a person learn a job by actually doing it. Advantages: ? Relatively inexpensive. ? Trainees learn while producing. ? No need off-site facilities. Drawbacks: ? Low productivity while the employees develop their skills. ? The errors made by the trainees while they learn. Apprenticeship Training: It traditionally involves having the learner study under the tutelage of a master craftsperson. Informal Learning: This learning process is not determined or designed by the organization.
But the organization may ensure it by creating a learning environment in the organization. Job Instruction Training: Listing each jobs basic task, along with key points, in order to provide step-by-step training for employees. Lectures: The most simple and quick way to provide knowledge to large groups of trainees. Simulated Training: It places the trainee in an artificial environment that closely mirrors actual working conditions. Development: Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. Any effort toward developing employees must begin by looking at the organizations objectives.
The objectives tell us where were going and provide a framework from which our managerial needs can be determined. Employee Development Method: Managerial On-the-Job Training: The development of employee’s abilities can take place on the job. It includes: o Job Rotation: It involves moving a trainee from department to department to broaden their understanding of all parts of the business and test their abilities. o Coaching Approach: The trainee works directly with a senior manager or with the person they are to replace. o Action learning: Here the management trainees are allowed to work full-time analyzing and solving problems in other departments. Off-the-job Training: It includes: The Case Study Method: Here the manager is presented with a written description of an organizational problem to solve in a discussion with other trainees. ? Management Game: The manager presented with a computerized decisions regarding but simulated situations. ? Outside Seminars: Many organizations now are using this popular method on various aspects of business and management. ? Behavior Modeling: It involves the Modeling-Role playing-Social reinforcement- Transfer of training. 6. Performance Appraisal Evaluating an employee’s current and or past performance relative to their performance standards. Importance: ? It does little good to translate the employer’s strategic goals into specific employees’ goals. It develops a plan for correcting any deficiencies his appraisal might have unearthed. ? It should serve a useful career planning exhibit strengths and weaknesses. ? It almost always affects the employer’s salary raise and promotional decisions. Methods of Appraising Performance a. Graphic Rating Scale Method: A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the score that best describes his or her level of performance for each trait. b. Alternation Ranking Method: Ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked. c.
Paired Comparison Method: Compare each employee with each other employee. It is a matter of combination. d. Forced Distribution Method: Similar to grading on a curve, predetermined percentages of rates are placed in various categories. e. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employees as predetermined times. f. Narrative Forms: It is an essay type method. 7. BAT’S Socialization Process In BAT the Human Resource Manager make decisions about how they want to socialize their new employees. Employees begin with a relatively formal socialization to learn the pivotal standards of BAT.
Then they begin the formal socialization process on the job, where they learn the norms of their work group. 8. Training System of BAT In BAT, they follow or use the different types of training process. Those types of training are given bellow: i. Technical Training. ii. Management Training. iii. Safety Training. iv. Occupational Health. v. General Training (Management, Accounts, Sale etc. ). vi. Social Skill Training. vii. Refresher Training. viii. Workers Education Training. On-the-job Training Process • Identifying the training needs: What kind of training is needed for how many people to what standard of performance the objectives of the training must be determined. Analyzing the attitudes, skills & knowledge(ASK)of the job: Designing what has to be learned 9. Planning The Training Program & Implementing It The several things are given bellow: • The stages of the training. • Recording the results. • Providing the stuff and equipment. 10. Evaluating The Results & Aids There are two things happened in the evaluation of the training program. Those are: 1. Deciding whether the training objectives have been met. 2. Considering how they could have been met more effectively. Training Aids: The following training aids are generally used in training programs in BAT. Those aids are given bellow: I. Multi media. II.
Overhead projector. III. Flip chart. IV. White board. Etc. 11. BAT’S Performance Appraisal Their remuneration policies are designed to be highly competitive and to ensure differentiation amongst individuals and teams on the basis of performance. Their employees are rewarded based on the challenge of their roles in their business, the career opportunities and positive team relationships. Conclusion British American Tobacco is one of the reputed multinational companies in Bangladesh. They have continued their business with good reputation. As a leading company in cement industry they always try to maintain the highest quality of their products.
Their human resource department is strong & treats their employees as an asset. BAT has already earned reputation as a very potential Multinational Company of the country. This has been possible due to skilled manpower, which has been developed by taking proper recruitment and selection strategies and giving sufficient training and development opportunities and also retaining their employee through providing adequate compensation and benefit . We write in no uncertain term that BAT is functioning very well and we hope that it will continue its operations and will become the trendsetter of the Human Resource Management practices of Bangladesh. [pic]