1976 - The Company was Incorporated on 10th May, in Bharuch, Gujarat.

The Company was promoted by Government of Gujarat and Gujarat State Fertilisers Co., Ltd. (GSFC). The Company Manufacture chemical fertilisers, particularly ammonia and urea and petrochemicals. - Contracts were entered into by GSFC and were transferred in the name of the Company; (i) with Texaco Development Corporation, U.S.A. (Texaco) for synthesis gas generation process; (ii) with Haldor Topsoe, Denmark (Topsoe) for ammonia synthesis process; (iii) with Linde Aktiengesellschaft, West Germany (Linde) for Ractisol wash process and (iv) with Snamprogetti, Italy for know-how and licence agreement with Linde which was subsequently transferred in the name of the Company. - GSFC entered into a supply and engineering contract with Linde which was subsequently transferred in the name of the Company. Under this agreement, Linde was to supply all the imported equipments to the Company for its ammonia plant. - GSFC entered into know-how agreement, supply agreement and engineering agreement with Snamprogetti, Italy for the urea plant. These agreements were subsequently transferred in the name of the Company. 1981 - 2,530 shares subscribed for by the signatories to the Memorandum of Association, 2,31,41,010 shares allotted to Gujarat Govt. (of which 3,010 shares held jointly in the name of directors and Gujarat Govt.), 2,22,50,000 shares allotted to Gujarat State Fertilisers Co. Ltd., 1,50,00,000 shares reserved and allotted to NRIs and NRI investors from Oil Exporting Developing countries with repatriation rights and 50,00,000 shares reserved and allotted to agriculturists, co-operative societies, directors, employees of the Company and business associates. 2,36,06,460 shares offered at par to the public in May 1981. 1983 - Technical collaboration agreements for the supply of imported equipment, know-how, technical services, etc., were executed with Kemira of Finland and Leonard of U.S.A. 1984 - 38,025 shares forfeited.

1985 - A letter of intent was received for the establishment of a nitrophosphate plant with a capacity of 1,42,500 tonnes per annum, a calcium ammonium nitrate plant with a capacity of 1,42,500 tonnes per annum and a concentrated nitric acid plant with a capacity of 33,000 tonnes per annum. - The Company undertook a project to manufacture 30,000 sq. metres. per annum of printed circuit boards. For this purpose, a Memorandum of Understanding was signed with PCK technology division of Kollmorge, U.S.A. - Forfeiture on 1,825 No. of Equity shares annualled. 1986 - Agreements were entered into with Toyo Engineering Corporation of Japan, for the acquisition of technical know-how, basic engineering and imported equipments, etc for this expansion. - A letter of intent was received for the manufacture of 10,000 tonnes per year of formic acid. - An EPABX project with a capacity to manufacture 20,000 lines of digital electronic automatic exchange with C-dot technology was commissioned at Roopnagar, Valia. The Company undertook to produce an enhanced model i.e. V - III system of EPABX. - The Memorandum of Understanding for the project was signed with Mozak International Inc., and a new Company in the name of `Emirates Narmada Industries p.l.c.' was registered in U.K. 1987 - Agreements were signed between M/s. Lurgi of W. Germany and the joint venture Company U. Emirates Narmada Industries PLC. 1989 - The overall financial performance of the Company was adversely affected due to adverse changes in the Retention Price Scheme with respect to normative capacity utilisation and depreciation. - GIIC was implementing through Gujarat Amino Chem Ltd., a project for the manufacture of methanol with a capacity of 20,000 tonnes per annum.

- The Company selected M/s. Linde of West Germany for the supply of basic engineering and certain imported equipments. The Company also selected M/s. ICI for the supply of process know-how and Tata Consulting Engineers of Mumbai for detailed engineering. - The licensed capacity of methanol was re-endorsed from 20,000 tonnes to 1,00,000 tonnes per annum. - GNAL was declared a `sick unit' by BIFR. A rehabilitation package was being prepared in consultation with financial institutions/banks. - Forfeiture on 200 No. of equity shares annualled. - The Company undertook to implement a captive power project of 50 MW in two phases. - The Company undertook a project to manufacture 30,000 sq. meters. per annum of printed circuit boards. For this purpose, a Memorandum of Understanding was signed with PCK technology division of Kollmorge, U.S.A. 1990 - The Company received a letter of Intent for setting up a 50,000 TPA acetic and projects as a 100% Export Oriented Unit. - "Gujarat Narmada Electronics, Ltd., was incorporated for the implementation of TV Glass Shell Project. As shareholders agreement was entered into between the Company and Videocon International Ltd. (VIL), by which the promoters' equity was to be provided. - The name Narmada Electronics Ltd., was changed to "Videocon Narmada Electronics, Ltd.," with effect from 30th June, 1992. The Company made a public issue of secured fully convertible debentures for an aggregate amount of Rs 240 crores. 1991 - "Narmada Chematur Petrochemicals, Ltd.", was incorporated jointly with Chematur AB and IBI Chematur as equity partners, for the implementation of 10,000 TPA TDI and 20,000 TPA Aniline projects with Du-pont technology provided by Chematur AB. - 28,350 forfeited share/re-issued. 1992

- The Company offered 296,66,667 - 15.5% non-convertible debentures of Rs 40 each with detachable warrants on Rights basis in the proportion 1 deb.: 3 equity shares held. Additional 44,50,000 debentures were allotted to retain oversubscription. - Another 14,83,300 - 15%, debentures together with detachable warrants were offered to employees'. Only 8,98,350 debentures taken up. The balance of 5,84,950 debentures were allotted to Mutual Funds/Financial Institutions/Banks. The Debentures are redeemable in 3 equal annual instalments on the expiry of 7th, 8th and 9th year from the date of allotment. 1993 - `Gujarat Narmada Auto Ltd.' (GNAL) is a wholly owned subsidiary of the Company which is manufacturing two-wheelers three-whellers. - As at 31st March, all the 51,55,207 No. of equity shares of Rs 10 each were held by the holding company, i.e. Gujarat Narmada Valley Fertilizers Co., Ltd. 1994 - The Company offered 47,93,000 GDRs representing 239,65,000 No. of equity shares of Rs 10 each at a price of US $ 12.75 per GDR i.e. (1 GDR = 5 equity shares). - 333,24,492 No. of Equity shares issued against detachable warrants attached with 15.5% NCDs of Rs 40 each. 1,86,223 No. of equity shares of Rs 10 each (prem. Rs 25 per shares) allotted on exercise of option attached to Detachable warrants. 1996 - The Company was planning to set up a 10,000 MTPA of the polyhacetal project with an estimated investment of Rs. 240 crores. - 499 No. of equity shares on exercise of warrants issued. 1997 - The Company undertook to expand the plant's capacity by putting up a new plant of 100 million tonnes per day capacity with an investment of Rs 32 crores.

- The Company undertook to set up a third gasifier train to augment ammonia capacity by addition of 20,000 MTA of additional ammonia at a cost of Rs 50 crores. - The Gujarat Narmada Valley Fertilisers Company (GNFC) is seriously contemplating withdrawal from Videocon Narmada Electronics Limited, GNFC's joint venture with the Videocon group. - The company has an installed capacity of 17 lakh glass shells for colour picture tubes. CRT displays and monitors and 2.5 lakh glass parts (panels and funnels) and glass bulbs for black and white television picture tubes and monochrome monitor tubes. - The joint venture between Videocon and GNFC manufactured only 2.9 lakh glass shells (panels and funnels) for colour picture tubes during the last financial year (1994-95) as against the installed capacity of 17 lakh shells and there was no production of glass parts (panels and funnels) for black and white television picture tubes. - Gujarat Narmada Valley Fertilisers Company Ltd (GNFC), Bharuch, engaged in the manufacture of chemical fertilisers viz Narmada Urea, Phos and CAN, chemicals of like acetic acid, formic acid, methanol, nitric acid and electronics products such as printed circuit boards and digital switching systems, has reported encouraging performance for the year 1996-97. - GNFC has signed an agreement with Plinke for technology and supply of equipment. - Gujarat Narmada Valley Fertilizers Company (GNFC) has entered into an agreement with Plinke of Germany to set up a 33,000 tpa concentrated nitric acid plant at its Bharuch complex in Gujarat. The total capacity will now be doubled to 66,000 tpa. - The Bharuch-based Rs 1,200 crore Gujarat Narmada Valley Fertiliser Co Ltd (GNFC), market leader in acetic acid, methanol and formic acid, is doubling its acetic acid production capacity from 50,000 to one lakh tonnes per annum (TPA) in technical collaboration with B P Chemicals of the UK. - Its subsidiary company, Narmada Chematur Petrochemicals Ltd (NCPL), has successfully commissioned 20,000 million tonnes per annum (mtpa) aniline plant operating at more than 100 per cent capacity. 1998

- The company undertook to enhance the capacity of weak nitric acid plant capacity from 630 MTD to 750 MTD. - Gujarat Narmada Valley Fertilizers Company Ltd has signed a pact with Uhde of Germany for undertaking engineering and construction of its nitric acid expansion plans at Bharuch. - GNFC is doubling its capacity of concentrated nitric acid (CNA) by 33,000 tpa for which technical knowhow will be provided by Plinke of Germany. GNFC is also expanding the capacity of weak nitric acid (WNA) by 24,750 tpa this year. - Gujarat Narmada Valley Fertilizers Co Ltd (GNFC) plans to double total urea capacity, by setting up 2,330 mtd urea and 1,350 mtd ammonia plant at an investment facility at Bharuch in Gujarat. - GNFC also proposes to set up a world class 400 tpd pet project based on PTA and MEG as principal raw material. - GNFC recently entered into an agreement with GAIL to increase the supply of natural gas for three years. 1999 - The proposed fertiliser unit will have an installed capacity to produce 1,350 tonnes per day (tpd) of ammonia and 2,330 tpd of urea. The new plant is also slated within the existing premises of GNFC. - Gujarat Pipavav LNG Company Ltd (GPLCL) has signed a memorandum of understanding (MoU) with Gujarat Narmada Fertiliser Corporation (GNFC), Indian Farms, Fertiliser Co-operative (IFFCO) and Gujarat Gas Company Ltd (GGCL) for the supply of regassified liquefied natural gas (LNG). - Gujarat Narmada Valley Fertilisers Company (GNFC) is considering a proposal to market products of BP Chemicals, UK through its vast marketing and distribution network. - Gujarat Narmada Valley Fertilizers Co Ltd (GNVFC), will offer about four per cent of equity to foreign companies and non-resident Indians (NRIs) in its existing company for the very small aperture terminals (Vsat) business. 2000 - Ideal Data Electronic Applications has signed a Memorandum of Understanding with Gujarat Narmada Valley Fertiliser Company for the

purpose of setting up a 100 per cent Export Oriented Unit at the GNFC Infortower. - The Company has entered into a business alliance with Hyderabad-based global software and systems integration major Cybermate Infotek Ltd. to set up digital certificate based system and security management. - AD Desai has been appointed as the MD of the Broach-based Gujarat Narmada Valley Fertilisers Company Ltd. - The Company proposed to double the capacity of the acetic acid plant to 1,00,000 tonnes per annum, commission the third gasifier plant and install the wet scrubbing system all by December 2001. - Mr. Sudhir Mankad has been appointed as Director on the board effective from October 24. - The Company has commissioned its international private leased circuit (IPLC) at its GNFC Infotower in Ahmedabad. 2002 - Gujarat Narmada Valley Fertilizer Company Ltd (GNFC) has informed that Shri R C Sharma has ceased to be a Director of the Company wef January 16, 2002 vide his resignation. -Gujarat Narmada Valley Fertilizers Company Ltd has informed that consequent upon the retirement of Shri A D Desai from the services of Government of Gujarat (GOG) upon attaining the age of superannuation, GOG has withdrawn his nomination from the Board of the company. As such he ceased to be the Director and Managing Director of the company. Shri Balwant Singh, Director of the company has assumed the additional charge of Managing Director with effect from October 31, 2002. He will be formally appointed Managing Director of the company in due course. -Gujarat Narmada Valley Fertilizers Ltd has informed that consequent upon the withdrawal of Nomination by Government of Gujarat, Shri Pradipsinh Jadeja ceased to be a Non-rotational Director as also the Chairman of the company with effect from November 21, 2002. Further, Shri G Subbarao has been nominated by Government of Gujarat as Non-rotational Director on the Board of the company with effect from November 22, 2002. 2003

- Gujarat Narmada Valley Fertilizers Company Ltd has informed BSE that consequent upon the withdrawal of Nomination by Govt of Gujarat Shri G Subba Rao ceased to be a Director as also the Chairman of the company. Shri P K Laheri has been nominated by Govt of Gujarat as Director on the Board of the company. -Shri Shrirish Bengali has ceased to be the Non-Rotational Director of the company. -Shri Koshi has been appointed as the director on the board of the company in the casual vacancy. -Government has withdrawn the nomination of Shri Subba Rao, ceased to the director as also the chairman of the company and Shri P K Laheri has been nominated by the government on the board of the company. -GNFC has witnessed a turnover of 1464 cr and profit before tax of Rs.136.39cr, which has been increased over the years. -GNFC has announced the closure of PCB plant operations of the company since it did not reach up to the desired expectation of the company. -GNFC has informed that Shri Manu Shroff, ceased to be the director of the company. -4 persons were killed and 26 were injured in a major blast at the nitrogen phosphorus ammonia plant of Gujarat Narmada Valley Fertilisers Corporation Limited in Bharuch District. 2004 -Delists the equity shares from Ahmedabad & Delhi stock exchanges -Gujarat Narmada Valley Fertilizers Company Ltd has informed that Dr. Manjula Subramaniam has resigned as a director of the Company with effect from August 5, 2004 2006 -Gujarat Narmada Valley Fertilizers Company Ltd (GNFC) has informed that Shri. PK Taneja, IAS has been appointed as Additional Director on the Board of the Company w.e.f. November 27, 2006. 2007

- Gujarat Narmada Valley Fertilizers Company Ltd (GNFC) has appointed Shri. V L Joshi, IAS as Additional Director on the Board of the Company w.e.f. May 19, 2007. 2008 -Gujarat Narmada Valley Fertilizers Company Ltd (GNFC) has appointed Shri. T Natarajan as Director of the Company w.e.f. August 28, 2008. 2009 - Gujarat Narmada Valley Fertilizers Company Ltd (GNFC) has informed BSE about the change taken place in the Company's Directorate: - Name of Director : Shri. D Rajagopalan, IAS - Date of Appointment or Change : January 21, 2009 - Brief Particulars of change : Ceased to be a Director vide resignation. -Gujarat Narmada Valley Fertilizers Company Ltd (GNFC) has informed BSE about the change taken place in the Company's Directorate as mentioned hereunder : - Name of Director : Shri. Guruprasad Mohapatra, IAS - Date of Appointment : July 28, 2009. - Brief Particulars of Change : The Board has at its meeting held on July 28, 2009 taken note of the nomination of Shri Guruprasad Mohapatra, IAS, Managing Director, Gujarat Alkalies & Chemicals Ltd as Government Director and has appointed him to hold additional charge of the post of Managing Director of the Company effective July 01, 2009.
Definition of HRD : Definition of HRD A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. OBJECTIVES : OBJECTIVES Develop human resource of the company continuously for better performance to meet objectives. Provide opportunity for development of different level of employees. suitable need based training programs Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education. OBJECTIVES : OBJECTIVES Assist the existing and potential customers in the better use of our equipments by training the employees. Promote a culture of creativity, innovation, human development, respect and dignity. Achieve excellence in every aspect of working life. Create environment for the trainees conducive to their character building. Evolution of HRD : Evolution of HRD Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

HRD Functions : HRD Functions Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D) THE NEED FOR HRD:BUSINESS AND ECONOMICS CHANGED : THE NEED FOR HRD:BUSINESS AND ECONOMICS CHANGED HRD can be a platform for organisational transformation, a mechanism for continuous organisational and individual renewal and a vehicle for global knowledge transfer. THE NEED FOR HRD : THE NEED FOR HRD Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisations culture Meeting changes in the external environment Solving particular problems THE NEED FOR HRD:TECHNOLOGICAL CHANGES : THE NEED FOR HRD:TECHNOLOGICAL CHANGES Technological change creates requirements for training and development THE NEED FOR HRD:ORGANISATIONAL CHANGE : THE NEED FOR HRD:ORGANISATIONAL CHANGE Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organisation. The arena for an organisations planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically. THE NEED FOR HRD:SOCIAL,LEGEL & OTHER CHANGES : THE NEED FOR HRD:SOCIAL,LEGEL & OTHER CHANGES Social attitudes, legal requirements, industrial relations and so on generate training and development needs. They demand new skills in the workplace Training and Development (T&D) : Training and Development (T&D) Training improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task e.g., Employee orientation Skills & technical training Coaching Counseling Training and Development (T&D) : Training and Development (T&D) Development preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development Benefits of Training and Development : Benefits of Training and Development Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. Thus, we can bifurcate the benefits of training and development into two broad heads: Organizational benefits Personal benefits Organizational benefits: : Organizational benefits: Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate. Personal benefits : Personal benefits Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Helps a person handle stress, tension, frustration and conflicts. Helps a person develop speaking and listening skills. Helps eliminate fear in attempting new tasks.

Impact on Training : Impact on Training Training practices rapidly changing in response to pressures Impacting instruction design, delivery, and evaluation processes Global interest in E-learning is growing Training & HRD Process Model : Training & HRD Process Model Needs Assessment Phase : Needs Assessment Phase Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria Design Phase : Design Phase Selecting who delivers program Selecting and developing program content Scheduling the training program Implementation Phase : Implementation Phase Implementing or delivering the program Evaluation Phase : Evaluation Phase Determining program effectiveness e.g., Keep or change providers? Offer it again? What are the true costs? Can we do it another way? Learning & Performance : Learning & Performance THE LEARNING CURVE : THE LEARNING CURVE Critical HRD Issues : Critical HRD Issues Strategic management and HRD The supervisors role in HRD Organizational structure of HRD Strategic Management & HRD : Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials Supervisors Role in HRD : Supervisors Role in HRD Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A front-line participant in HRD Organizational Structure of HRD Departments : Organizational Structure of HRD Departments Depends on company size, industry and maturity No single structure used Depends in large part on how well the HRD manager becomes an institutional part of the company i.e., a revenue contributor, not just a revenue user HR Manager Role : HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement HR Strategic Advisor Role : HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs Challenges for HRD : Challenges for HRD Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

Summary : Summary HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company You need to be able to talk MONEY