CHAPTER-1

INTRODUCTION TO ORGANIZATION AND INDUSTRY

1. BRIEF NARRATION ABOUT CONSULTING INDUSTRY

Dure Technologies is multinational technology enterprise with offices in Switzerland and

India It has a portfolio of innovative technology products and solutions for public health

and social development sector The company provides strategic services to United Nation

organizations, national government bodies and related international organizations across

several countries in Asia, Africa and Europe It is a young dynamic organization

continuously exploring new practical simple solutions that can bring significant impact to

the day-to-day lives of people and the societies at large The organization is growing

rapidly in several regions in Asia & Africa and is looking for like-minded professionals

who have the passion to make a difference in people lives while building a business and

want to be part of a fun & creative team.

With humongous amount of healthcare data residing across multiple government and

private organizations, the quality, authenticity and accuracy of this data is highly

debatable. Besides, availability of data in real-time which is critical for timely action and

proper assessment of public healthcare programs remains a challenge. Added with the

fact that a large number of citizens, the primary beneficiaries of these program, do not

actively share their Experiences deters all opportunities for improving the quality of

services and driving accountability and transparency in the segment.

Dure Technologies mission is to work towards a widespread democratization of data,

collecting any form of digital information and making it accessible and useful.

UNLOCKING the Real Value of Data. For Anyone. Anytime. Anywhere. Data for

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Action We make data useful for everybody, presenting historical and real-time data in a

simple, user-friendly and easy-to-read interface, where different users can get valuable

information that will guide their actions. Real-time data capture Nowadays technologies

can make near real-time data capture sustainable and achievable with low investments: to

be effective we believe that this process must result in a simple and practical way of

collecting information at every level. A collaborative framework we believe that building

a connected Society is an essential pillar to achieve a collaborative system where

information is shared at every level, with clear and structured inputs from both decision

makers and final users: company call this our push & pull approach. Dure’s goal is to

transform data into value-adding information using interactive maps, charts and rich

visual components: Dure’s specialize in visualizing information geographically and

enabling the power of business analytic at your fingertips, in real-time and on any device.

1.1 COMPANY PROFILE

i) Name of the firm: Dure Technologies Pvt Ltd.

ii) Address:

iii) Office one: S-1/A, 2nd floor, Arjun Nagar, Kamal Cinema Road, Sufdurjung

Enclave, New Delhi-110029

iv) Office two (Corporate Office): 301, Amfotech Park, MIDC Main Road,

Wagle Estate,Thane(W)-400604

v) Website

http://www.duretechnologies.com

vi) Headquarters

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 Geneva

vii) Company Type

Privately Held

viii) Size

60.100employees

ix) Specialties

Dynamic Data Visualisation, Location Based Services & Systems,

Content Management Solutions, Search Engine Optimization, Database

Architecture, Social Media Integration, Mobile Solutions.

x) Year of Establishment

07/11/2008

xi) Corporate Identification Number (CIN)

U72300DL2008PTC184783

xii) Ownership Type

Private 

1.2 Aim / Vision

Company’s mission is to be a leading trade service provider providing superior quality

products and services at competitive prices. Company wants to be a globally innovative

& competitive business providing 100% genuine services to its customers. It is

committed to total customer satisfaction by providing quality products & services.

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1.3 Company Expertise in..,

1.3.1 Planning solutions

1.3.2 Providing analytical data with the help of software’s

1.3.3 Proving best health Solutions and Policies

Dure technologies a reliable organization engaged in trade service provider a

qualitative range of industrial products. It is also one of the leading companies of this

highly commendable range of products. Its team of experts maintains a vigil on the

quality of the products. Every single piece of work is ensured with proper quality

assurance. Since its inception in 07/11/2008, Dure is continually improving its quality

to serve its clients better. Use of modern technology, industry standards, timely &

quality deliveries, experienced workforce are its USPs.

1.4 Company’s Products

1.4.1 iViZARD

Figure1.5.1 iViZARD Logo

Making data useful for everyone by presenting historical & real time data in simple, user-

friendly & easy-to-read interface, where different users can get valuable information.

i) Dynamic Multi-level Drill Down & Drill Through

ii) Rich Info-graphics
iii) Device Agnostic Solutions
iv) Support Off-line Access

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v) Support Structured & Unstructured Data Source
vi) Geo-Spatial Representations
vii) Interactive Dashboards
viii) Easy & Quick Configurations
1.4.2 iMonitor

Figure 1.5.2 iMonitor Logo

A citizen-owned tool to monitor & respond to people’s need in real-time.

i) Services

ii) Connect Smart Sensors

iii) Offline Support & Cloud Sync

iv) Alerts & Notifications

v) Real Time Map

vi) Statistics

vii) Personalization

viii) Monitoring Dashboard

ix) Nearest Facility

x) Multi-Lingual Support

xi) Analytics & Reports

1.4.3 OneIMPACT

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 Figure 1.5.3 OneIMPACT Logo

i) OneImpact, developed by the Stop TB Partnership and Community Partners and

powered by Dure Technologies is a digital health solution platform to support

community-based monitoring of the TB response.

ii) OneImpact has 4 Apps that aim to empower people and communities affected by

TB with knowledge, with ways to connect with peers and services and with ways

to report problems they face.

iii) OneImpact has tools to guide country implementers to adapt, design and roll

out OneImpact

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1.5 COMPANY’S CORE VALUES
1.5.1 Customer Focus

1.5.2 Reliability

1.5.3 Teamwork

1.5.4 Respect for individual

1.5.5 Quality

1.5.6 Responsible Citizenship

1.5.7 aspire and pledge to be the best

1.5.8 listen to learn an communicate effectively

1.5.9 Celebrate the success of one another

1.5.10 Professional in all we do

1.6 ORGANISATIONAL STRUCTURE OF DURE TECHNOLOGIES

Figure 1.6.1 Organizational structure of company

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 Career Path in Dure

Figure 1.6.2 Career Path in Company

1.7 Share Capital & Number of Employees

Authorized Capital ₹22,000,000

Paid up capital ₹14,550,000

Number of Employees 20-100

Table 1.7 Share capital and no. of employees

1.8 Listing & Annual Compliance Details

Listing status Unlisted

Date of Last Annual General Meeting 28 June 2019

Date of Latest Balance Sheet 31 March 2019

Table 1.8 Listing & Annual Compliance Details

8
1.9 Director Details

Last updated on : 10-04-2019

Name DIN Designat Appointme Capitali Total Disqualifi DIN

ion nt Date zation Directorsh ed u/s Deactiv
(₹. ips 164(2) ated
Lakhs)
Shivani 0196 Director 07-11-2008 ₹145.50 01 No Yes
Yadav 5807
Kanta 0224 Director 07-11-2008 ₹146.50 02 No No
Devi 4591
Yadav
Vipin 0818 Director 01-08-2018 ₹146.50 02
Yadav 9139
Table 1.9 Director’s Details

1.10 SCOPE OF STUDY

This report has been prepared through extensive discussion with company employees.

HR manual provided by the human resource department of the company also helped in

preparing the report. At the time of preparing the report, I had a great opportunity to have

an depth knowledge of all the human resource activities practiced by the Dure

technologies pvt ltd.

1.11 OBJECTIVES OF STUDY

There have been some objectives set forward in doing this report so that it can be

determined what tasks have to be done. The objectives of the report are:

i) To familiarize with the Dure Technologies, its operation & activities,

management style & endeavor to realized the gap between the theoretical

knowledge with the real business world.

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ii) Analyze the current performance appraisal format & compensation.

iii) Identifying inherent problems associated with the format.

iv) Propose changes mainly in the guidelines, format & management philosophy by

keeping relevance with other processes.

v) Employee Personnel practice.

vi) To learn to work in a professional environment & coping with the work pressure.

vii) Developing Employees practices.

1.12 SOURCES OF DATA

All the information incorporated in this report has been collected from primary sources as

well as secondary sources.

1.12.1 PRIMARY SOURCES

i) This type of data is collected hand to hand or face to face.

ii) Operational manager & other employees of the firm.

iii) Discussion sessions with senior officers as well.

1.12.2 SECONDARY SOURCES

i) Human Resource manual of Dure technologies.

ii) Website of Dure technologies.

iii) Job description for each employee of Dure Technologies, HR Division.

iv) Performance appraisal format.

v) Performance appraisal guideline provided by the Human Resources division.

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1.13 Services

1.13.1 Democratization of Data

User in the age of true Digital Democracy - Promote equitable access to data & converge

global, intersectional knowledge.15+ public global portals & dashboards providing

analysis on more than 10’000 Open Datasets.15+ public global portals & dashboards

providing analysis on more than 10’000 Open Datasets. Collaborating with 50 high-

burden cities towards elimination of HIV.Working closely with 22 mayors, their

administrations & hundreds of communities in the cities

1.13.2 Responsive Social Sector

Improve service delivery of social sector through evidence-based program monitoring &

evaluation across all levels

i) Real-time Monitoring for programs

ii) Crisis Management / Emergency Response

1.13.3 Citizens-Centric Sector

Facilitate bottom-up data economy by empowering the citizens & program managers for

effective duplex communication’ Citizen Alerts/Crisis Response E.g.: Gender-based

violence, Stock outs, Treatment monitoring, Stigma & discrimination, Legal assistance

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 CHAPTER-2

ENVIRONMENT ANALYSIS

Environmental analysis is s strategic tool which identifies all the external and internal

elements which can affect the organisation’s performance. The analysis entails assessing

the level of threat or opportunity the factors might present. These evaluations are later

translated into the decisions- making process. The analysis helps align strategies with the

firm’s environment.

Environment analysis can be divided into two parts:-

i. Internal Environment

ii. External Environment

2.1SWOT ANALYSIS

The SWOT analysis consists of analyzing organizational strengths & weaknesses, & its

environmental opportunities & threat. It helps to identify a strategic niche that the

organization might exploit. SWOT analysis is needed for every organization to identify

their strength, weakness, opportunities & threats as well as every individual for their

success. Here the strength & weakness are generally related with internal environment of

the organization on the other hand opportunities & threats are generally related with

external environment of the organization. SWOT analysis of Dure Technologies Private

Limited is as follows.

2.1.1 Strengths of Dure Technologies – Internal Strategic Factors

As one of the leading firms in its industry, Dure Technology has numerous strengths that

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help it to thrive in the market place. These strengths not only help it to protect the market

share in existing markets but also help in penetrating new markets. Based on Fern Fort

University extensive research – some of the strengths of Dure Technologies are 

i) Successful track record of developing new products – product innovation.

ii) Highly skilled workforce through successful training & learning programs. Dure

Technologies is investing huge resources in training & development of its

employees resulting in a workforce that is not only highly skilled but also

motivated to achieve more.

iii) Automation of activities brought consistency of quality to Dure Technologies

products & has enabled the company to scale up & scale down based on the

demand conditions in the market.

iv) High level of customer satisfaction – the company with its dedicated customer

relationship management department has able to achieve a high level of customer

satisfaction among present customers & good brand equity among the potential

customers.

v) Strong distribution network – Over the years Dure Technologies has built a

reliable distribution network that can reach majority of its potential market.

vi) Superb Performance in New Markets – Dure Technologies has built expertise at

entering new markets & making success of them. The expansion has helped the

organization to build new revenue stream and diversify the economic cycle risk in

the markets it operates in.

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2.1.2 Weakness of Dure Technologies – Internal Strategic Factors

Weaknesses is the areas where Dure Technologies can improve upon. Strategy is about

making choices & weaknesses are the areas where a company can improve using SWOT

analysis & build on its competitive advantage & strategic positioning.

i) Human Resource department was hesitant to provide information, because of

difficulty in accessing sensitive data and information.

ii) The secondary sources of data were not enough to complete the report.

iii) The term of the internship period is brief time whereas HR Division is a vast area,

after doing the regular office works from 9:00AM to 6:30 PM. It is difficult to go

through in depth within the short duration of time.

iv) Entrusted with private or restricted information.

v) Limited success outside core business – Even though Dure Technologies is one of

the leading organizations in its industry it has faced challenges in moving to other

product segments with its present culture.

vi) There are gaps in the product range provided by the company. This lack of choice

can give a new competitor a foothold in the market.

vii) Days inventory is high compare to the competitors – making the company raise

more capital to invest in the channel. This can impact the long term growth of

Dure Technologies

viii) Not highly successful at integrating firms with different work culture. As

mentioned earlier even though Dure Technologies is successful at integrating

small companies it has its share of failure to merge firms that have different work

culture.

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2.1.3 Opportunities for Dure Technologies – External Strategic Factors

i) Government green drive also opens an opportunity for procurement of Dure

Technologies products by the state as well as federal government contractors.

ii) New environmental policies – The new opportunities will create a level

playing field for all the players in the industry. It represent a great opportunity

for Dure Technologies to drive home its advantage in new Technology & gain

market share in the new product category.

iii) Stable free cash flow provides opportunities to invest in adjacent product

segments. With more cash in bank the company can invest in new

technologies as well as in new products segments. This should open a window

of opportunity for DURE Company in other product categories.

iv) The new taxation policy can significantly impact the way of doing business &

can open new opportunity for established players such as Dure Technologies

to increase its profitability.

v) Decreasing cost of transportation because of lower shipping prices can also

bring down the cost of Dure Technologies’s products thus providing an

opportunity to the company - either to boost its profitability or pass on the

benefits to the customers to gain market share.

vi) Organization’s core competencies can be a success in similar other products

field.

vii) New trends in the consumer behavior can open up new market for the Dure

Technologies . It provides a great opportunity for the organization to build

new revenue streams & diversify into new product categories too.

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viii) New customers from online channel – Over the past few years the company

has invested vast sum of money into the online platform. This investment has

opened new sales channel for Dure Technologies. In the next few years the

company can leverage this opportunity by knowing its customer better &

serving their needs using big data analytics.

2.1.4 Threats Dure Technologies Facing - External Strategic Factors

i) Shortage of skilled workforce in certain global market represents a threat to

steady growth of profits for Dure Technologies   in those markets.

ii) No regular supply of innovative products – Over the years the company has

developed numerous products but those are often response to the development

by other players. Secondly the supply of new products is not regular thus

leading to high & low swings in the sales number over period of time.

iii) Rising pay level especially movements such as $15 an hour & increasing

prices in other countries can lead to serious pressure on profitability of Dure

Technologies

iv) Changing consumer buying behavior from online channel could be a threat to

the existing physical infrastructure driven supply chain model.

v) Increasing trend toward isolationism in the American economy can lead to

similar reaction from other government thus negatively impacting the

international sales.

vi) New technologies developed by the competitor or market disruptor could be a

serious threat to the industry in medium to long term future.

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vii) Intense competition – Stable profitability has increased the number of players

in the industry over last two years which has put downward pressure on not

only profitability but also on overall sales.

viii) The company can face lawsuits in various markets given - different laws &

continuous fluctuations regarding product standards in those markets.

2.1.5 Limitations of SWOT Analysis for Dure Technologies

Although the SWOT analysis is widely used as a strategic planning tool, the analysis

does have its share of limitations.

i) Certain capabilities or factors of an organization can be both a strength &

weakness at the same time. This is one of the major limitations of SWOT

analysis . For example changing environmental regulations can be both a threat to

company it can also be an opportunity in a sense that it will enable the company

to be on a level playing field or at advantage to competitors if it able to develop

the products faster than the competitors.

ii) SWOT does not show how to achieve a competitive advantage, so it must not be

an end in itself.

iii) The matrix is only a starting point for a discussion on how proposed strategies

could be implemented. It provided an evaluation window but not an

implementation plan based on strategic competitiveness of Dure Technologies

iv) SWOT is a static assessment - analysis of status quo with few prospective

changes. As circumstances, capabilities, threats, & strategies change, the

dynamics of a competitive environment may not be revealed in a single matrix.

17
v) SWOT analysis may lead the firm to overemphasize a single internal or external

factor in formulating strategies. There are interrelationships among the key

internal & external factors that SWOT does not reveal that may be important in

devising strategies.

2.2 USPs OF THE COMPANY

i) DATA-DRIVEN DECISION-MAKING

Global portals and dashboards providing analysis on more than 10,000 open

datasets.

ii) COMMUNITY EMPOWERMENT

Committed to develop innovative technology solutions, which focus on transforming

data into experiences and empowering of individuals, to build a connected and

informed society

iii) EMPOWERING CITIZENS & CONSUMERS

Leveraging Technology to enable monitoring, recording and reporting the quality of

services, as experience by people themselves

iv) TRACKING GLOBAL IMPACT

Supporting global, National and Sub-National programs across public health

diseases and other social sector domains

2.3 PESTEL ANALYSIS

Dure Technologies PESTEL analysis is a strategic tool to analyze the macro environment

of the organization. PESTEL stands for - Political, Economic, Social, Technological,

Environmental & Legal factors that impact the macro environment of Dure Technologies.

Changes in the macro-environment factors can have a direct impact on not only the Dure

18
Technologies but also can impact other players in the Information Technology Services.

The macro-environment factors can impact the Porter Five Forces that shape strategy

and competitive landscape. They can impact individual firm’s competitive advantage or

overall profitability levels of the Technology industry.

PESTEL analysis provides great detail about operating challenges Dure Technologies

will face in prevalent macro environment other than competitive forces. For example an

Industry may be highly profitable with a strong growth trajectory but it won't be any good

for Dure Technologies if it is situated in unstable political environment.

2.3.1 Political Factors that Impact Dure Technologies

Political factors play a significant role in determining the factors that can impact Dure

Technologies’ long term profitability in a certain country or market. Dure Technologies

is operating in Information Technology Services in more than dozen countries and expose

itself to different types of political environment and political system risks. The achieve

success in such a dynamic Information Technology Services industry across various

countries is to diversify the systematic risks of political environment. Dure Technologies

can closely analyze the following factors before entering or investing in a certain market-

i) Political stability and importance of Information Technology Services sector in

the country's economy.

ii) Level of corruption - especially levels of regulation in Technology sector.

iii) Bureaucracy and interference in Information Technology Services industry by

government.

iv) Legal framework for contract enforcement

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v) Intellectual property protection

vi) Trade regulations & tariffs related to Technology

vii) Favored trading partners

viii) Anti-trust laws related to Information Technology Services

ix) Pricing regulations – Are there any pricing regulatory mechanism for Technology

x) Taxation - tax rates and incentives

xi) Wage legislation - minimum wage and overtime

xii) Work week regulations in Information Technology Services

xiii) Mandatory employee benefits

xiv) Industrial safety regulations in the Technology sector.

xv) Product labeling and other requirements in Information Technology Services

2.3.2 Economic Factors that Impact Dure Technologies

The Macro environment factors such as – inflation rate, savings rate, interest rate, foreign

exchange rate and economic cycle determine the aggregate demand and aggregate

investment in an economy. While micro environment factors such as competition norms

impact the competitive advantage of the firm. Dure Technologies can use country’s

economic factor such as growth rate, inflation & industry’s economic indicators such as

Information Technology Services industry growth rate, consumer spending etc to forecast

the growth trajectory of not only --sectoryname-- sector but also that of the organization.

Economic factors that Dure Technologies should consider while conducting PESTEL

analysis are -

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i) Type of economic system in countries of operation – what type of economic

system there is and how stable it is.

ii) Government intervention in the free market and related Technology

iii) Exchange rates & stability of host country currency.

iv) Efficiency of financial markets – Does Dure Technologies needs to raise capital in

local market?

v) Infrastructure quality in Information Technology Services industry

vi) Comparative advantages of host country and Technology sector in the particular

country.  

vii) Skill level of workforce in Information Technology Services industry.

viii) Education level in the economy

ix) Labor costs and productivity in the economy

x) Business cycle stage (e.g. prosperity, recession, recovery)

xi) Economic growth rate

xii) Discretionary income

xiii) Unemployment rate

xiv) Inflation rate

xv) Interest rates

2.3.3 Social Factors that Impact Dure Technologies

Society’s culture and way of doing things impact the culture of an organization in an

environment. Shared beliefs and attitudes of the population play a great role in how

marketers at Dure Technologies will understand the customers of a given market and how

they design the marketing message for Information Technology Services industry

21
consumers. Social factors that leadership of Dure Technologies should analyze for

PESTEL analysis are -  

i) Demographics and skill level of the population

ii) Class structure, hierarchy and power structure in the society.

iii) Education level as well as education standard in the Dure Technologies ’s

industry

iv) Culture (gender roles, social conventions etc.)

v) Entrepreneurial spirit and broader nature of the society. Some societies encourage

entrepreneurship while some don’t.

vi) Attitudes (health, environmental consciousness, etc.)

vii) Leisure interests

2.3.4 Technological Factors that Impact Dure Technologies

Technology is fast disrupting various industries across the board. Transportation industry

is a good case to illustrate this point. Over the last 5 years the industry has been

transforming really fast, not even giving chance to the established players to cope with

the changes. Taxi industry is now dominated by players like Uber and Lyft. Car industry

is fast moving toward automation led by technology firm such as Google &

manufacturing is disrupted by Tesla, which has stated an electronic car revolution.

A firm should not only do technological analysis of the industry but also the speed at

which technology disrupts that industry. Slow speed will give more time while fast speed

22
of technological disruption may give a firm little time to cope and be profitable.

Technology analysis involves understanding the following impacts -

i) Recent technological developments by Dure Technologies competitors

ii) Technology's impact on product offering

iii) Impact on cost structure in Information Technology Services industry

iv) Impact on value chain structure in Technology sector

v) Rate of technological diffusion

2.3.5 Environmental Factors that Impact Dure Technologies

Different markets have different norms or environmental standards which can impact the

profitability of an organization in those markets. Even within a country often states can

have different environmental laws and liability laws. For example in United States –

Texas and Florida have different liability clauses in case of mishaps or environmental

disaster. Similarly a lot of European countries give healthy tax breaks to companies that

operate in the renewable sector.

Before entering new markets or starting a new business in existing market the firm should

carefully evaluate the environmental standards that are required to operate in those

markets. Some of the environmental factors that a firm should consider beforehand are -

i) Weather

ii) Climate change

iii) Laws regulating environment pollution

iv) Air and water pollution regulations in Information Technology Services industry

v) Recycling

23
vi) Waste management in Technology sector

vii) Attitudes toward “green” or ecological products

viii) Endangered species

ix) Attitudes toward and support for renewable energy

2.3.6 Legal Factors that Impact Dure Technologies

In number of countries, the legal framework and institutions are not robust enough to

protect the intellectual property rights of an organization. A firm should carefully

evaluate before entering such markets as it can lead to theft of organization’s secret sauce

thus the overall competitive edge. Some of the legal factors that Dure Technologies

leadership should consider while entering a new market are -

i) Anti-trust law in Information Technology Services industry and overall in the

country.

ii) Discrimination law

iii) Copyright, patents / Intellectual property law

iv) Consumer protection and e-commerce

v) Employment law

vi) Health and safety law

vii) Data Protection

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 CHAPTER-3

DATA PRESENTATION & ANALYSIS

3.1 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is way to systematically

solve the problem or attain its objectives. It is very important guideline and lead to

completion of any project work through observation, data collection and data analysis.

According to Clifford woody, “Research methodology comprises of defining &

redefining problems, collecting, organizing, evaluating data, making deduction &

researching to conclusion.”

According, the methodology used in the project is as follows:

i) Defining the objectives of the study

ii) Framing of questionnaire keeping objectives in mind (considering the objectives)

iii) Feedback from the employees

iv) Conclusion, findings and suggestions.

3.2 SELECTION OF SAMPLE SIZE

In order to take a reasonable sample size and not to disturb the functioning of the

organization, a sample size of reasonable strength of the company has been taken in order

to arrive at the present practices of training the company.

25
Accordingly, 50 employees have been selected at random from all the department of the

organization and questionnaire has been obtained. The data has been analyzed in order to

arrive at present training practices in the organization.

3.3 SAMPLING TECHNIQUE USED

The technique of Random sampling has been used in the analysis of the data/random

sampling from a finite population refers to the that method of sample selection, which

gives each possible sample combination and equal probability of being picked up and

each item in the entire population to have an equal chance of being included in the

sample. This sampling is without replacement, i.e. once an item is selected fr the sample,

it cannot appear in the sample again.

3.4 DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data was collected

namely primary & secondary data as explained below:

i) PRIMARY DATA

Primary data are those, which are collected afresh & for the first time and thus happen to

be original in character. However, there are many methods of collecting primary data, all

have not been used for the purpose of this project. The ones that have been used are:

i) Questionnaire

ii) Informal interviews

iii) Observation

ii) SECONDARY DATA

26
Secondary data is collected from previous researches and literature to fill in the

respective project. The secondary data was collected through:

i) Websites

ii) HR manual

iii) Articles

3.5 STATISTICAL TOOLS

The main statistical tools used for the collection and analyses of data in this project are:

i) Pie chart

ii) Tables

3.6 LIMITATIONS OF STUDY

The following are the limitations of the study:

i) The sample size was small and hence the results can have degree of variations

ii) The response of the employees in giving information was lukewarm.

3.7 SCOPE OF STUDY

Training effectiveness is the process wherein the management finds out how effective it

has been at training and developing employees in an organization.

i) This study gives some suggestions for making the present training and

development system more effective.

ii) It gives organization the direction, how to deal differently with different

employees.

iii) It identifies the training and development needs present among the employees.

27
3.8 DATA ANALYSIS

1.) The programme objectives were known to you before attending it?

Options No. of respondent % of responses

Strongly agree 12 25%
Moderately agree 20 35%
Can’t say 6 12%
Moderately disagree 2 5%
Strongly disagree 10 20%
Total 50 100%
Table 3.1 Programme objectives known

Figure 3.1 Programme objectives known

INTERPRETATION

35% of the respondent moderately agrees to the fact of knowing the training objectives

before, in addition to 25 % who strongly disagree. But a small population disagrees as

20% strongly disagree to this notion. Training objectives should therefore be made

known compulsory before imparting training in the organization.

2.) The training programme was relevant to your development needs.

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 Options No. of respondent % of responses
Strongly agree 15 30%
Moderately agree 20 40%
Can’t say 7 15%
Moderately disagree 5 10%
Strongly disagree 3 5%
Total 50 100%
Table 3.2 Relevant Programme

Figure 3.2 Relevant Programme

INTERPRETATION

70% of the respondents feel that the training programmes were in accordance to

their development needs, 15% of the respondents could not comment on the

question and 15% of the respondents think that the programmes were irrelevant to

their development needs.

3.) The period of training session was sufficient for learning.

Options No. of respondent % of responses

Strongly agree 15 31%
Moderately agree 10 21%
Can’t say 10 21%
Moderately disagree 9 16%
Strongly disagree 6 11%
Total 50 100%

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 Table 3.3 Sufficient Learning

Figure 3.3 Sufficient Learning

INTERPRETATION

52% of the respondents feel that the time limit of the training programme was

adequate but 25% feel that it was sufficient. Also, 21% could not comment on the

question. All the respondents though felt that increase in time limit of the

programmes would certainly be beneficial and the organization should plan for

this to be implemented in the near future.

4.) The training methods used during the training were effective for

understanding the subject check.

Options No. of respondent % of responses

Strongly agree 10 20%
Moderately agree 20 40%
Can’t say 8 15%
Moderately disagree 7 15%
Strongly disagree 5 10%
Total 50 100%
Table 3.4 Understanding training methods

30
 Figure 3.4 Understanding training methods

INTERPRETATION

40% of the respondents believe that the training method used during the

development programmes were helpful in understanding the subject, yet 25@

disagree to this notion. The organization should use better, hi-tech methods to

enhance the effectiveness of the methods being used during the training

programme.

5.) The training sessions were exciting and a good learning experience.

Options No. of respondent % of responses

Strongly agree 12 25%
Moderately agree 20 40%
Can’t say 5 10%
Moderately disagree 8 15%
Strongly disagree 5 10%
Total 50 100%
Figure 3.5 Good training session

31
 Figure 3.5 Good training session

INTERPRETATION

65% respondents believe that the training session were exciting and a good

learning experience. 10% respondents could not comment on this while 25%

differ in opinion. They feel that the training session could have been more exiting

if the session had been more interactive and in line with the current practices in

the market.

6.) The training ads used were helpful in improving the overall effectiveness of

the programme.

Options No. of respondent % of responses

Strongly agree 10 20%
Moderately agree 12 25%
Can’t say 18 35%
Moderately disagree 7 15%
Strongly disagree 3 5%
Total 50 100%
Table 3.6 Sufficient training ads

32
 Figure 3.6 Sufficient training ads

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the
respondents was that the organization should use better scientific aids to enhance
the presentation and acceptance value of the training programme.
7.) The training was effective in improving on-the-job efficiency.

Options No. of respondent % of responses

Strongly agree 8 15%

Moderately agree 15 30%

Can’t say 10 20%

Moderately disagree 10 20%

Strongly disagree 7 15%

Total 50 100%

Table 3.7 Improved efficiency

33
Figure 3.7 Improved efficiency

34
 INTERPRETATION

45% respondents believe that the training programme increases their job

efficiency but 35% disagree to this. The view of the respondents were towards

having more technological and current topics for the training programmes which

could help them satisfy their creative urge and simultaneously increase their on-

the-job efficiency.

8.) In your opinion, the numbers of training programmes organized during the

year were sufficient for employees of DURE.

Options No. of respondent % of responses

Strongly agree 5 10%
Moderately agree 7 15%
Can’t say 13 25%
Moderately disagree 5 10%
Strongly disagree 20 40%
Total 50 100%
Table3.8 Sufficient Training Session

Figure 3.8 Sufficient Training Session

INTERPRETATION

35
 25%respondents have the opinion that the frequency of the training programmes

is sufficient but 50% of the respondents differ to this. They believe that the

number of training programmes organized in a year should be increased and some

in house training programmes should also be organized by the organization

regularly.

9.) How many training programmes have you attended during the last year?

No. of programmes No. of respondents % of response

Upto 2 31 62%

3-5 12 25%

6-8 6 10%

More than 8 1 3%

Total 50 100%

Table 3.9 Attended training programme

Figure 3.9 Attended training programme

INTERPRETATION

36
 35% of the workers have attended 3-8 training programmes in the last year, which

is the clue of a useful training policy of the organization. However, 62% of the

workers have attend only 0-2 training programmes, which should be effectively

seen by the organization. Also, every worker should be given chances to attend as

many training programmes as possible.

10.) The training given is useful to you.

Options No. of respondent % of responses

Strongly agree 24 47%
Moderately agree 12 24%
Can’t say 6 13%
Moderately disagree 6 13%
Strongly disagree 2 3%
Total 50 100%
Table 3.10 Useful Training

Figure 3.10 Useful Training

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13%

respondents could not comment on the question and 16% think that the

programmes were irrelevant to their objective of being useful. The organization

37
must ensure programmes that are useful and prove to cater to the development

needs of the workers.

38
 CHAPTER-4

SUMMARY AND CONCLUSIONS

4.1 LESSONS LEARNT

Training in Dure Technologies is one of the most memorable & unique experience.

Working with well-educated, trained & professional employees gave me a chance to

learn something new in a well-mannered way. Dure gave me a platform where I could

explore myself in the healthy, safe & professional environment.

i) Knowledge about the Operations Department and its divisions

Dure Technologies provided me an opportunity to work in the operations. I have

also opted operations as my major so it was a great learning experience for me. I got

to know about different functional divisions of operations, such as Policy planning,

Policy creation & development.

ii) Working in an organization

My experience at Dure Technologies taught me the basics on how to work & handle

pressure in an organization. I learnt how to keep myself engaged in work throughout

the day and how important is interaction among employees.

iii) Policy Creation and Development

I managed policies in different fields of departments. My major task was to create and

develop policies like travel policy, recruitment policy etc.

39
4.2 FINDINGS

i. The researcher found that there is a very rigid process of the recruitment followed by

the corporation. They do not recruit employees frequently in the organization.

Organization basically comprises of more senior age employees and there is lack of

fresh talent in the organization.

ii. DURE provides various schemes and benefits to their employees in the form of

monetary and non monetary benefits. So that they can boost the morale of the

employees.

iii. Most of the employees are satisfied by the various benefit schemes offered by the

corporation and very few employees are dissatisfied with some of the policies and

procedures.

iv. Organization is using online performance appraisal system to evaluate the

performance of their employees in respect of the task assigned to them. This method

helps in reducing the time involved in the appraisal of the employees and provides

greater level of security and confidentiality.

v. In comparison to other private sector companies, employees are more satisfied with

the working condition of DURE. As DURE provides various schemes, benefit and

reimbursement offers to them.

3.5 SUGGESTIONS

i) Suggestion scheme should be opened for staff & technicians. The main advantage

of this is that, it would help the employees to convince the organization to listen

them that they are the part of organization.

40
ii) Training should aim at improving the skills of the employees so that employees

do their work effectively.

iii) Suggestion & experience from other employees from related field should also be

taken & in calculated if used.

iv) New development programs should be used.

v) External & internal training development programs should be connected with

each other.

3.6 CONCLUSION

From the above discussion I can conclude in such a way that since human resource

management is a continuously practicing issue so it plays a significant role on

organizations overall performance. If an organization wants to gain full benefit from

human resource management it should follow all the sections of HRM. As a small AMC

few persons are recruited for its operations & performances. But it will expand soon or

later and then the number of HR employee may not be enough to run the company.

Committed and trustworthy employees are the most significant factors to becoming an

employer of choice; it is no surprise that companies and organizations face significant

challenges in developing energized and engaged workforces. However, there is

abundance of research to demonstrate that increased employee commitment and trust in

leadership can positively impact the company’s bottom line. In fact, the true potential of

an organization can only be realized when the productivity level of all individuals and

teams are fully aligned, committed and energized to successfully accomplish the goals of

41
the organization. Thus, the objective of every company should be to improve the desire of

employees to stay in the relationship they have with the company.

42
BIBLIOGRAPHY

Websites:

 https://duretechnologies.com/

 www.zaubacorp.com

 https://www.glassdoor.co.in

Training Manual at Dure Technologies

43
 (Annexure-1)

QUESTIONNAIRE

PERSONAL DATA (OPTIONAL)

NAME:

DESIGNATION:

QUALIFICATION:

EXPERIENCE:

QUESTIONNAIRE ON EXECUTIVE TRAINING AND DEVELOPMENT IN DURE

1. The programme objectives were known to you before attending it?

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

2. The training programme was relevant to your development needs.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

44
3. The period of training session was sufficient for learning.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

4. The training methods used during the training were effective for understanding

the subject check.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

5. The training sessions were exciting and a good learning experience.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

45
6. The training ads used were helpful in improving the overall effectiveness of the

programme.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

7. The training was effective in improving on-the-job efficiency.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

8. In your opinion, the numbers of training programmes organized during the year

were sufficient for employees of DURE.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

9. How many training programmes have you attended during the last year?

46
o Up to 2

o 3-5

o 6-8

o More than 8

10. The training given is useful to you.

o Strongly agree

o Moderately agree

o Can’t say

o Moderately disagree

o Strongly disagree

47
 (Annexure-2)

CONFIDENTIAL

POLICY ON TRAVELLING

Dure Technologies Pvt Ltd

301, Amfotech Park
Opp Old Passport Office, Wagle Estate
Thane(W), Maharashtra 400604

Issue Date Version Description Issued By Approved By

Travel Policy HR CEO

VERSION HISTORY

S. No Distribution To Mode Purpose

1 All Employees E-mail Information

48
Contents
1. Objectives & Background

2. Definition Term

3. Scope

4. Effective Date

5. Policy Statement

6. Tour Advance

7. Allowances and Expense Reimbursement

8. Meal and Expenses

9. Procedure

10. General Guidelines

11. Approvals/Permissions

12. Safety and Security while Travelling

13. Failure To Adhere Policy

49
 1. Objective and Background

The objective of travel policy is to ensure that the travel expense of the company is
controlled by establishing certain standards. Employees must control business travel
expense by making the sound judgment with respect to use of company funds. Travel is
an important aspect for carrying out the business, it is expected from employees that they
will follow the “Travel guidelines for employees” while travelling and would provide
documentation in support of the same. It is also mean to reimburse the amount spent by
an employee when on international or domestic travel.

2. Definition

“Work related expenses” pertain to expenses incurred during travel period on approved
and authorized company business including but not limited to air and ground fare,
lodging and meal expenses.

“Necessary and reasonable costs” are costs incurred in accordance with this travel policy
and which shall be reimbursed.

3. Scope

The policy includes all the regular employees of the company. Non-adherence with
policy while on business travel for company’s business includes stringent disciplinary
action which may even lead to termination.

4. Effective Date
i) This policy is applicable to all employees undertaking business tours to
destinations within India or out of India.
ii) This policy will be applicable for travel undertaken from June 01, 2019 to
December 30, 2019.
5. Policy Statement

It is the Company’s policy to reimburse employees for all expenses necessary, reasonable
and actually incurred when traveling on authorized company business.

Travel expenses must be properly documented and approved on a Travel Expense Report.
It is each employee’s responsibility to adhere to policy when involved with expenditures
on behalf of the company. Further, it is the responsibility of the manager to be familiar
with the reason for the expenditures and to be satisfied that they have been reported in a
manner consistent with the recognized policy.

Employees are expected to:

i) Exercise good judgment with respect to expenses.

ii) Spend the company’s money as carefully and judiciously as they would their own.
50
 iii) Report all expenses and advances promptly and accurately with required
documentation.
6. Tour Advance
i) Upon Request, frequent business travelers will be given an advance to provide
funds for authorized future company expenses. Advances will only be given to
employees traveling on Company business.
ii) A travel advance will be held as a receivable from the traveler until a supporting
Travel Expense Summary is processed by the Business Office. A travel advance
shall be settled promptly within30 days after the trip’s completion, and before
other advances or reimbursements are requested.

7. Allowances and Expense Reimbursement

Lodging expenses: Using the “corporate travel policy” the organization has tie-up with
different hotels and The Company also have its guest house facility at all major
destinations within the country. In case of international level, accommodation must be
done in a hotel or company guest house wherever the guest house facility is available.
The hotel list as booked by the company is available with the travel desk.

Maximum permissible limits are as per the Benefit plan specified in Annexure-1.
Expense will be reimbursed on actual. The max limit specified excludes the applicable
tax as shown in the bills. No lodging expenses are payable by the employee if the
supporting bills and receipts in original are not produced. However, if an employee
makes his own arrangement for lodging, an amount equal to 25% of the entitlement will
be paid as a taxable allowance.

Boarding expenses: These are those expenses incurred by an employee for food from
restaurant or hotel during the tour period.

Maximum permissible limits are as per the benefit plan specified in Annexure-1, subject
to actual. Boarding expenses can be claimed up to 30% of daily entitlements without
bills.

The boarding expenses being claimed without supporting bills/receipts will be subject to
income Tax. The amount will be added to the taxable income and income tax.

Conveyance expenses: Local conveyance expenses will be reimbursed based on the

actual amount spent by the employee. Bills/Receipts are to be submitted wherever
possible. Where bills and receipts are not available, a personal declaration by the
employee will suffice. It is expected that employee utilize the most cost effective public
transport system.

51
Miscellaneous expenses: The Company will reimburse calls made for business purpose
while travelling. The calls made for the business purpose must be marked clearly in the
expense report.

The company also encourages the employee to be in touch with the family to maintain
communication. So, it will reimburse reasonable personal calls made by the employee.
However, before the start of business travel, the employee must submit a declaration with
contact details which she/he will be calling while travelling.

These can be claimed directly from the limits given in Anexure-1, without submission of
itemized bills.

Business Promotion expenses: There are no such specified expenses under this, but if
required, can be claimed if the business head/Org head/Director responsible for the
business unit approves the same.

Journey allowance: During journey, employee can claim miscellaneous expense which
will cover porter age, cost of hiring bedrolls and other sundry expenses during the
journey.

The day for the purpose of claiming miscellaneous expenses during journey will be
calculated as:

HALT AT THE STATION/JOURNEY MISCELLANEOUS EXPENSES

TIME
Less than 6 hours Nil
More than 6 hours Full day

Mode of Transport:

Mode of transport for Domestic travel

a) The mode of intercity transportation in each category:

Category Benefit Plan Mode of Transport

I C Air(Economy class)/Train-I
class
II A&B Train-I,II class/AC Chair
car/*
III D&E Train- III class
*Air (economy class) travel may be authorized by the Director or Business Head if the
distance is more than 600 KM each way and journey cannot be performed overnight.

b) The mode local transportation in each category:

52
 Category Benefit Plan Mode of Transport
I C Taxi, Own vehicle or
Train-I class
II A&B Auto(taxi where auto is
unavailable), Own vehicle
III D&E Public transport

Mode of transport for International travel

The mode transportation in 1st category:

Category Benefit Plan Mode of Transport

I C Air (Economy
class)/Taxi(For local in
country)

8. Meals and Expenses

i. The company policy states that expenditure occurred on Meals (breakfast, lunch
or dinner) will be reimbursed while the employee is on the business travel. This is
defined under “Company travel policy and procedure”.
ii. Every 24 hours from the scheduled departure will be counted as a day.
iii. In case food bills are claimed for any client or on entertainment per diem
allowance will be reduced.
iv. Meal expenses are reimbursable whenever the company business travel demand
stays for overnight.

v. 20%  of per diem will be

i. Breakfast
payable

vi. 20% of per diem will be

a. Lunch
payable

vii. 20%  of per diem will be

a. Dinner
payable

viii. When the business travel is for one day, Meal expenses are reimbursable under
the following conditions:
ix. Breakfast- If the employee is required to leave home 3 hours early than the
normal time.

Dinner- If an employee can’t return home within 3 hours or more after normal working
hours.

53
 9. Procedure

i. As per procedure followed in company travel policy, all business travel must be
approved by immediate reporting manager and HOD as per the domestic travel
policy. Also as per the HR travel policy and international travel made by
employee must also be informed to HR and an approval is must to be taken from
immediate reporting manager, HOD and HR. all expenses in case of domestic and
international travel are made as per the eligibility of expense made under travel
expense policy.
ii. First process for an employee is to fill up the Travel Requisition Form and submit
the same to HR Travel desk at least 3 working days in advance. HR needs to be
given sufficient lead time, especially during holidays.
iii. The employee has to settle their Tour advances with proper claims and documents
within 48 hours of return from the tour.
iv. In case if the employee delayed without cause, then HR will recover it from the
concerned employee’s salary.
v. When the employee will return from the tour they have to prepare a Tour report
giving all the description of the work done, and submit it to the supervisors on e-
mail.
vi. The approval authority will approve the expenses claimed under each head based
upon the entitlements.
vii. In case there is a pending unsettled tour claim, the next tour authorization request
will not be possessed by HR.

10. General Guidelines

Domestic Travel
i. Guidelines for Travel Policy for employees in India and International travel
policy for employees
ii. All Travel request must be raised by an employee on HRMS tool. Request must
be made 30 days prior to the start of travel. These travel guidelines for employees
is mandatory to be followed.
iii. All guest house /Hotel facility will be made available by travel desk as per the
entitlements mentioned in the Company Travel Policy.
iv. As per travel policy Hotel /Company guest house arrangement will be done by
travel desk once travel request has been raised and approved on HRMS tool
depending upon the eligibility criterion. In case on urgent travel when bookings
have not been made by travel desk an employee can book a hotel as per eligibility
criterion and can later on claim the amount on actuals.

54
 v. Airport pick and drop can be made by radio taxi/local conveyance depending
upon the availability and the same can be reimbursed on submission of actual as
per company travel policy & procedure.
vi. The number of days will be counted from the time of departure till the time of
arrival as  per business travel policy.
vii. Any extension of stay due to personal reason will not be counted as official travel
and no reimbursement for personal stay will be made.
viii. All Claims must be raised on HRMS tool. Filling of Travel expense report is must
even in case all expenses were made by company directly as per travel policy
format.
ix. All travel expense must be settled within 15 days of return from the tour. In case
of delay from employee end/travel desk an escalation email will be sent to
immediate reporting manager and HOD as per Travel expense policy.
x. Travel   advance, if any, to be paid to employee will be credited to employee
account.
xi. Any Travel expense not been used by employee on travel, such amount shall be
returned to accounts department with a confirmation mail.
xii. All reimbursement bills must be supported by original bills / receipts etc.
xiii. In case an employee is accompanying seniors from level above their own level on
domestic travel arrangement in such case bookings will be done as per eligibility
criterion only.
xiv. Employee cannot avail higher class facility then their own entitlements.
xv. Any arrangement made over and above the eligibility criterion the same will be
deducted from employee salary.
xvi. In case 2 or more employees travelling to the same destination up to level 2 & 3 ,
twin sharing arrangement will be made. However separate arrangement will be
made for level 1.
xvii. Team entertainment expense will not be counted as part of travel expense claim.
xviii. In case employee is suppose to take client for dinner/Lunch, amount will be
reimbursed on actual. However email approval to be taken from immediate
reporting manager before any such event.
xix. Cancellation of travel shall be duly informed to travel desk at least 2 days before
the travelling date and must have a valid reason.
xx. In case flight/ train missed by employee without any valid reason, the amount will
be recovered from employee salary.
xxi. Leave can be allowed to an employee on tour on a case-to-case basis by the HOD.
No other charges will be admissible for such period of leave.
xxii. If any company assets are lost while on tour the same should be informed to the
concerned authority immediately. In case no action taken company reserves the
right to recover the amount of lost assets from employee salary.
xxiii. Food claim exclude Alcohol and tobacco.
55
xxiv. In case an employee is using own vehicle /company leased car vehicle to an
outstation city in such case reimbursement can be made at the rate of Rs. 9/KM.
This clause is not applicable from office to home or vice versa.
xxv. For local travel in outstation city an employee can avail local transport/Taxi
depending upon eligibility and availability of transport. This amount can be
reimbursed on submission of actual.
xxvi. Travel expense report in case found fake, serious disciplinary action will be taken
against the employee. Such an act can lead to termination also.

International Travel

i. All Air travel should be by economy class.

ii. All arrangement for international travel shall be made by travel desk/admin.
Department
iii. International travel for an employee must be approved by immediate reporting
manager, HOD, HR and director.
iv. It is as per the corporate travel policy while on international travel it is the
employee’s responsibility to control travel and meal expense.
v. In case arrangement for employee is made in company guest house in the country
of travelling expenses for meals, refreshment and other expenses will be given as
20% of entitlement as mentioned in the corporate travel policy.
vi. All payments while on international travel can be made by credit card, the amount
can be reimbursed on submission of actual. The points however earned by use of
credit card can be used by an employee on personal use.
vii. All claims which are made by foreign exchange / foreign currency can be settled
with accounts department on submission of actual, upon return from travel.
However all foreign exchange must be drawn from an authorized agent. It is as
per business travel policy.
viii. Most economical preferably local transport must be availed for ground
transportation.
ix. In case employee is making own stay in such case an allowance is paid for $125
in lieu of hotel expense.
11. Approval and Authority

The approving authority is the person who authorizes the tour. As per travel policy all
travel request must be duly approved by the approving authority. An automatic
notification will reach employee and travel desk after approval. Once approved travel
desk can make necessary arrangement after coordinating with employee.

12. Safety and Security While Travelling

56
 i. One of the most important aspects of any business travel policy is to protect
employees while on international or domestic travel. Some of the measures that
are being taken is as follows:
ii. As per travel policy format employee is suppose to inform travel desk and
immediate reporting manager about their stay with the help of an itinerary.
iii. They are also supposed to provide their hotel contact number as soon as they
reach the destination.
iv. Time to time intimation of their stay and plan of the day.
v. Insurance cover as provided by the company on international travel.
13. Failure to Adhere Policy

Violation of company’s Travel and Expense Policy is ground for disciplinary and/or legal
action(s) leading up to and including termination of employment. Cases of abuse of this
policy are not to be taken lightly. All mentioned in the scope of this policy may be
personally held liable for damage(s) caused by violation of said policy. An employee’s
consent to and compliance with this policy are terms and conditions of employment.
Furthermore, all employees are required to acknowledge and confirm that they have fully
understood and agree to abide by the rules hereunder.

Annexure-1

Benefit Lodging Expenses Misc

Plan Expenses
Mum Del Chen B’lore Kol Hyd Pune, Others
Ahmadabad
, Cochin&
Calicut
A 2000 2000 1500 1500 1500 1000 1000 1500 100
B 3500 3500 3500 3000 3000 2500 2000 2500 200
C 5000 5000 4000 4000 4000 3500 3000 4000 250
D&E Actuals Actual Actuals Actuals Actuals Actuals Actuals Actuals Actuals
s

Benefit Boarding Expenses

Plan Mum Del Chen B’lore Kol Hyd Pune, Others
Ahmadabad,
Cochin&
Calicut
A 350 350 325 350 325 325 300 275
B 450 450 420 450 420 420 400 350
C 500 500 500 500 500 500 475 450
D&E Actuals Actual Actuals Actuals Actual Actual Actuals Actuals
s s s

57