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MAP OF INDIA

FLOW CHART OF PRODUCTION

Blast furnaces

BRIEF HISTORY OF SAIL

Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets. Ranked amongst the top ten public sector companies in India in terms of turnover, SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at four integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite mines. SAIL's wide ranges of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organization (CMO) and the International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India. With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide. SAIL has a well-equipped Research and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and Safety Organization at Ranchi. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all our plants and major units are ISO Certified.

MAJOR UNITS
Integrated Steel Plants

Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand Alloy Steels Plants (ASP) in West Bengal

Special Steel Plants

Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiaries

Indian Iron and Steel Company (IISCO) in West Bengal Maharashtra Elektrosmelt Limited (MEL) in Maharashtra Bhilai Oxygen Limited (BOL) in New Delhi

Joint Venture SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.

NTPC SAIL Power Company Pvt. Ltd:Set up in March 2001, this 50:50 joint venture between SAIL and the National Thermal

Power Corporation (NTPC) operates and manages the Captive Power Plants-II of the Durgapur and Rourkela Steel Plants which have a combined capacity of 240 MW. Bokaro Power Supply Company Pvt. Limited:This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in January 2002 is managing the 302-MW power generation and 1880 tonnes per hour steam generation facilities at Bokaro Steel Plant.

. Bhilai Electric Supply Company Pvt. Limited now NSPCL:Another SAIL-NTPC joint venture on 50:50 basis formed in March 2002 manages the 74 MW Power Plant-II of Bhilai Steel Plant which has additional capacity of producing 150 tonnes of steam per hour. UEC SAIL Information Technology Limited:This 40:60 joint venture between SAIL and USX Engineers & Consultants, a subsidiary of the US Steel Corporation, promotes information technology in the steel sector.

Metaljunction.com Private Limited:A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes e-

commerce activities in steel and related areas.

SAIL-Bansal Service CenterPvt. Ltd:SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to promote a

service centre at Bokaro with the objective of adding value to steel.

North Bengal Dolomite Limited:A joint venture between SAIL and West Bengal Mineral Development Corporation ltd on

50:50 basis was formed for development of Jayanti Dolomite Deposit, Jalpaiguri for supply of Dolomite to DSP and other plants. Romelt-SAIL (India) Ltd:A joint venture between SAIL, National Mineral Development Corporation (NMDC) and Russian promoters for marketing Romelt Technology developed by Russia for reducing of iron bearing materials, which is carried out with carbon in single stage reactor with the use of oxygen.

BRIEF HISTORY OF BSP

Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a fully integrated iron and steel maker, produces both basic and special steels for domestic construction, engineering, power, railway, automotive and defense industries and for sale in export markets. In terms of annual production SAIL is the 18th largest steel producer in the world. Living up to the confidence reposed by Honorable EX- President of India (Fig. -1) SAIL created perhaps the biggest turnaround in the corporate history of India, led of course by BSP, which contributed to 60% of its profits. Living up to the description by Jawaharlal Nehru as significant symbol of a new age in India, Bhilai Steel Plant has been performing consistently despite many odds and has achieved profits for the 18th consecutive year. It broke its own record of highest ever profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of Rs 4042 crores in 2004-05. In the year 2005-06 also it earned a handsome profit of Rs. 2781 crores despite input price escalation. The true testimony to BSPs status of a world class steel plant is that BSPs EBITDA margin of 33% is quiet comparable to many International steel players like POSCO (30%), NIPPON (19%), MITTAL STEEL (16%0, ARCELOR (16%), etc. Its Gross Margin to average capital employed at 182% is a Global Benchmark. This is on account of strong internal response to raise the production levels to unprecedented heights and increase in value added production without any significant investment so as to seize the opportunities offered by the rising steel demand. Maintaining the track record, BSP continued to operate above the rated capacity in production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel. BSP is the first steel plant in India to have crossed the annual production of 5MT crude steel in the year 2005-06. In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership position of BSP in Indian steel industry, the leadership has taken bold steps to make significant investments for breakthrough improvements in efficiency, resource management, knowledge and skill by deploying world class tools. This year is a milestone in BSP journey when new tools have been introduced viz. ERP, Knowledge Management, Six Sigma, Multi-skilling etc.

. BSP committed to Corporate Sustainability, BSP publishes its Corporate Sustainability report as per GRI guidelines and its third report for the year 2004-05 has been verified by Ernst & Young. Bhilai Steel Plant tracks its performance on triple bottom line. It has created impressive infrastructure for the society, contributed to peripheral development, education, health, sports & cultural advancement of the society in which it operates. Its focus on environment has led to close to 5 million trees planted during last decade in the plant, township and its captive mines. Apart from focusing on solid waste utilization it also promotes rain water harvesting in the region. Main Products Rails Plates Bars, Rods &Strls Semis Market Size (M T ) 0.72 3.8 17 13.7 Mkt. Share 100% 24% 4.8% 6%

Glimpse of product portfolio and targeted market share after proposed implementation of unit perspective Plan 2012 is given in TableTable- : Main Products & Expected Market Share 2011-12 Main Products Rails Plates Bars, Rods &Structurals. HR Coils / Sheets Pipes Current Market Share 100% 24% 4.8% Nil Nil Expected Domestic Market Share 100% 30% 10% 6% 6%

Production of main items: The capacity utilization for Hot Metal, Crude Steel and Saleable Steel production was 109.2 %, 124.9% and 136.2% respectively. Unit: Million T

Item Hot Metal Crude Steel Saleable Steel

2009-10 5.37 5.11 4.37

2010-11 5.71 5.33 4.57

2011-12 5.13 4.90 4.29

% Rated Capacity 109.1 # 124.9 136.2

113.5% (# With respect to BFs in operation)

Best ever Special quality/ Value Added products & loading:Best ever production of 1,83,355 tonnes of EQ Wire Rods from Wire Rod Mill, surpassing the previous best of 1,81,408 tonnes in 2007-08,registering a growth of 24.1% over the previous year.

. Best ever production of 91,388 tonnes of BQ Plates at Plate Mill, surpassing the previous best of 86,324 tonnes in 2007-08, registering a growth of 12.3 % over the previous year.

Best ever loading of 1, 37,505 T of Long Rails from RSM, surpassing the previous best of 1, 20,826 T in 09-10 and registering a growth of 22.8 % over the previous year.

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Best ever Techno-economic parameters achieved:Highest ever overall CDI rate at Blast Furnaces at 37.1 Kg/THM against the previous best of 34.4 Kg/THM in 09-10.

Highest ever average Converter lining life of 10,398 Blows against the previous best of 9,499 blows in 10-11.

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. Highest ever heats thro Ladle Furnaces at 14,183 (Nos), surpassing theprevious best of 14,056 in 10-11.

Highest ever Machine Utilization at SP-3 at 97.4% against the previous best of 96.4% in 10-11.

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. Lowest ever Specific Water Consumption at 2.994 M^3/TCS against previous best of 2.998 M3/TCS in 09-10.

Improvement in Other Techno-economic parameters:-

Specific Heat consumption in the following units reduced w.r.t .PY: Unit: MCal/T Shop/Units SP-3 PM 2010-11 13.4 595 2011-12 13.2 592.8 Remarks

Availability in the following units increased w.r.t .PY:

Shop/Units BBM MM PM 2010-11 91.89 91.46 90.59 2011-12 92.67 92.55 91.46 Remarks Highest ever Highest ever

Utilization the following units increased w.r.t .PY: Shop/Units SP-3 RSM PM 2010-11 96.4 72.13 93.66 2011-12 97.4 73.12 94.35 Remarks Highest ever

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New products developed

To meet the customers demand and to increase the market share, BSP has fulfilled its plan to develop 12 products in a year. A total of 12 new products were developed in the financial year 2011-12 which are detailed as below: End Forged Thick Web Asymmetric Rail for Indian Railways:-Thick Web Switches, used in high speed and heavy haulage tracks for changing the track of the locomotives and rakes, are basically manufactured from Thick Web Asymmetrical rails, which are suitably forged at one end (End-forged) to match the original symmetrical section of the track. At present these switches are being imported by Indian Railways. On request from the Indian Railways, BSP Plant has successfully developed the End-forged Thick Web Asymmetrical Rails. Railway board has approved the trial order for 60 Kg thick web switches,10 pairs each for Western, South-Central & Northern Railways.

I.

II.

Atmospheric corrosion resistance steel plates in JIS 3114 SMA490BWN:- Steel containing Cr, Cu and Ni for enhancing the corrosion resistance of the plates. The plates are supplied in normalized condition with impact toughness at 0 C. These plates are meant for manufacture of Bogie frames by BEML for use in Delhi Metro Project by Delhi Metro Railway Corporation Ltd., (DMRCL), which will be substituting the present imports from Korea. The total order quantity is 1130 ton in the thickness range 9 to 70 mm.

III.

ASTM a 537 class 1 plates with impact test in transverse direction:-The plates are intended for Project of M/s IOTL for Brahmaputra Petrochemical Complex of Brahmaputra cracker & polymer Ltd., Lepetkata, Assam. The ethylene storage Horton spheres made out of these plates will be subjected to high pressure at subzero temperature. The most stringent specification of impact energy values 50 J min at very low temperature of (-) 47 Deg C was achieved through meticulous Process Monitoring & Control at all stages of production. The total order quantity is 1670 ton in the thickness range 16 to 54 mm under inspection and certification by IOTL representatives.

IV.

Dual grade Boiler quality plates in ASTM A 516 grade 60 with Grade70:- ASTM 516 grades are of fine grained steel used for intermediate and low temperature applications. There are 4 grades in different strength ranges out of which the grades 60 and 70 are in
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. common use by Boiler and Pressure vessel Manufacturers. It is the International practice to supply plates conforming to both these grades with respect to chemical and mechanical properties to facilitate the customers to keep stock of the plates and use as per the design requirements. The chemical and mechanical properties were carefully designed within very narrow range to achieve the requirement of both the grades.

V.

SAIL-TMT Fe 550 EQR/IS 1786 Fe 550 D:- High strength earth quake resistance quality bars:-The TMT Steel bars are having good earthquake resistance property combined with very high strength so as to build tall towers where lower weight to strength ratio is required thereby replacing FE 500 EQR / Fe 500 D.

VI.

BSEN 10025-2 S 275J2+N-Moderate strength with Low temperature impact toughness:-This grade has been developed against the requirement of M/s Siemens Transport systems for manufacturing Railway Passenger Bogie for their overseas order. The chemistry has been suitably formulated to achieve high impact energy values with moderate mechanical properties.

VII.

Channel 400x100 in the grade BS EN 10025-2 S 235 JR+AR for Overseas Project:Channels in this grade have been produced for the first time and around 140 Ton has been supplied to M/s BHEL for their Overseas Project at Sudan.

VIII.

DIN EN 10028-3: P355 NL1:- Weldable fine grain Pressure vessel Plates:-The plates are intended for M/s Titagarh Wagons limited. These plates are meant for use in fabricating High Speed Light Wagons for export to France. The steel with micro alloying was produced with strict control of sulphur. Impact properties were achieved at extra low temperature of () 50 Deg C. The initial order received from M/s Titagarhhas been produced and supplied successfully.

IX.

BS EN 10028-2 P355 GH with PED certification:- The steel has very low sulphur and requires tensile properties at elevated temperatures for M/s Thermax. The samples were tested at RDCIS, Ranchi and the yield strength obtained at 300 Deg C was conforming to the stipulated requirements of the specification. M/s TUV have authorized us to produce the plates in this grade with Pressure Equipment Directives (PED)certification, which is mandatory requirement for exporting Boiler Quality plates to European countries.
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X.

Plates conforming to Ultrasonic testing as per EN 10160 S1E1:-Plate conforming to Ultrasonic testing standard, more stringent compared to ASTM A 578 level B standard, in 20 mm thickness have been developed for M/s Enercon for Wind Mill applications.

XI.

BSEN 10025 S 235 JRAR GRADE Beam 600:- Beam 600 in this grade was developed against the requirement of M/s BHEL for overseas jobs. Trial order of 144 T was fulfilled in October-2012. Further M/s BHEL order for 900 T was fulfilled in February-2012.

XII.

Plates conforming to Ultrasonic testing as per the ASTM A 578 Level C:- UT Plates conforming to ASTM A 578 Level A & B were developed to meet an existing order of 280 T from M/s Simplex, Bhilai in BSEN 10025S 235J0 grade with UT as per ASTM A 578 Level C under Third Party inspection by Tata Projects Ltd., (TPL). UT trials have been taken in lessthan 20 mm Plates from regular orders and the results were found to be meeting the Level C specification. Consistent results on internal soundness meeting the requirement of A 578 Level C could be achieved. Based on the successful trials, enquiries for supply of Plates conforming to ASTM A 578 Level C from M/s Siemens transportation system (Aurangabad) and Neyveli Lignite corporation (Chennai) have been accepted.

AWARDS
Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its employees: Bhilai Steel Plant was adjudged winner of The Prime Ministers Trophy for the best integrated Steel Plant in the country for the year 2009-10 and Steel Ministers Trophy for 2008-09. The plant has achieved the unique distinction of having won the trophy 10 times out of a total of 18 times that it has been awarded. 5 Employees from Rail & Structural Mill bagged Prime Ministers Shram Ratna The highest Shram award. Out of total 15 awarded so far in the country, 13 awardees are from Bhilai Steel Plant. 3 Employees from Bhilai Steel Plant bagged PMs Shram Veer award and 5 Shram Shree in 2004.
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. Bhilai Steel Plant bagged the Green Tech Silver Safety award, 2006 instituted by Green Tech Foundation. Bhilai Steel Plant is receiving this award for last 3 years in different sectors i.e. Steel sector in 2003-04, Metallurgical sector in 2004-05 & Mining and Metal Sector in 2006. Ispat Suraksha Puraskar for the year 2005 awarded to BSP by JCSSI. Bhilai Steel Plant has won Corporate Sustainability prize instituted by CII-ITC Centre of Excellence for the year 2006 in the Independent Unit category for exemplary performance in environmental economic and social dimensions of sustainable development. Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award - 2004 of Excellent Pollution Control Implementation Gold Award for Excellence in Indian Industries, sponsored by the International Greenland Society, Hyderabad

BSP, a Winner of Gold Award in Metal Sector for outstanding achievement in Environment Management for the year 2004-05, sponsored by the Green tech Foundation, New Delhi. Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel Plant. Bhilai Steel Plant received IIM National Quality Award 2005 in the category of Integrated Steel Plant. BSP received the Commendation for Significant achievement' in CIIExim Bank 2011 awards. It was given away at the 19th National Quality Summit 2011 of the CII Institute of Quality at Bangalore on 1st Dec 2011. BSP has won the Prestigious Golden Peacock Eco-Innovation Award for the year 2011 on 25th June 2011 at New Delhi. The award was instituted by World Environment Foundation, New Delhi. Bhilai Steel Plant has been selected for the eco-innovation Project implemented at Power Plant-1. Bhilai Steel plant has won the Green tech Environment Excellence Platinum Award for the year 2011. The award was instituted by Green tech Foundation, New Delhi. Bhilai Steel Plant has been selected for its outstanding contribution in implementing pollution control technologies & environment conservation measures in various spheres of its activities in the assessment year 2010-11. The award was given at Shrinagar on 20th October, 2011. Bhilai Steel Plant bagged the prestigious Golden Peacock National Quality Award 2011 conferred by Institute of Directors on 28th January,2011 during 21st World Congress on Leading 3600 transformation. BSP has won the prestigious Golden Peacock Sustainability Award 2011 its outstanding performance in the area of sustainability, famously called triple bottom line approach, i.e., excellence in the fields of economic, environment & social sustainability during the
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. assessment year 2010-11. This is the first time that BSP has won this coveted award. The award was given at Bangalore on 21st January 2012. BSP has been awarded the prestigious Greentech HR Excellence Award 2012 in Best Strategy Category. The award evaluates organizations on the basis of their HR practices. The process of evaluation examines in detail various aspects of business, organization and employee needs, improvement and innovation, industry, national and community level perspectives. Bhilai Steel Plants Coke Ovens & Coal Chemicals Deptt. has won the Rashtriya Suraksha Puraskar for years 2008 and 2009. CO&CCD has been awarded Ispat Suraksha Puraskar by JCSSI (Joint Committee on Safety, Health & Environment in Steel Industries) is a national level joint forum on Safety, Health & Environment in Steel Industries) on 11th January 2012 at Ranchi on for achieving Zero Fatality during the performance years 2008 & 2009 in scheme-II of Group-A amongst all Integrated Steel Plants in India. BSPs Dalli Mechanized Iron Ore Mine and Mahamaya Iron Ore Mine bagged the First Prizes for Overall Performance in the Highly Mechanized Mines and Semi-mechanized Mines category, respectively. The awards were given away at the concluding function of 23rd Mines Environment & Mineral Conservation Week Celebration jointly organized by Indian Bureau of Mines, Nagpur Region and BSPs Iron Ore Complex in Dal li-Rajhara at Bhilai on 8th Jan12. PMs Shram Awards for 2010 29 employees have been awarded the prestigious ShramVir and Shram Shree Award for Year 2010. Vishwakarma Puraskar for 2009 - A total of 21 employees in four groups have been awarded the Vishwakarma Rashtriya Puraskar for 2009. COCCD has won the JCSSI award for achieving no fatal accidents during year 2008 and year 2009.

PLANT LEVEL POLICY

Quality Policy To make Quality as the hallmark of every process and activity and enhance customer satisfaction through Innovation, Product Differentiation and Effective Quality Management System.

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. HR Policy To enhance employee productivity attuned to business goals of Bhilai Steel Plant. To promote a work culture this encourages the employees to contribute their best. To strive for making a meaningful difference in the quality of life of employees To develop proactive and customer focused HR team engaged in continual innovation and change management. Environmental Policy (Works Area) Bhilai Steel Plant (BSP), Steel Authority of India Limited, is an integrated steel plant with an annual production capacity of 4.0 million tones of steel and progressing towards 7MT, specializing in production of rails, heavy structurals, merchant products, wire rods and plates. Bhilai Steel Plant collective re-affirms its commitment to protect environment and shall strive to: Introduce sound environmental management practices for minimizing pollution and its impact on air, water, land, flora, fauna and human beings. Conduct operations in an environmentally responsible manner for complying with legislation and regulations related to its environmental aspects. Conserve and optimally utilize raw materials, energy, water and other resources. Minimize waste generation and promote its recovery, recycling and reuse. Achieve continual improvement in environmental performance by setting and reviewing the objectives and targets periodically. Enhance environmental awareness amongst employees and interested parties. Communicate Environmental Policy to the persons working for or on behalf of the organization and make it available to public on demand.

Maintenance Policy Maintenance of equipment for maximum availability and reliability. Upkeep of other assets for infrastructural support and strength. Monitoring of equipment, health and vital parameters in a systematic / scientific way and to devise appropriate maintenance strategy for each equipment. To control / reduce cost of maintenance through innovation, design out, revamping and reclamation. To fully utilize and enhance the in-house facilities for repair and generation of spares.
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. Social Accountability Policy BSP being a responsible corporate citizen shall continuously strive to enhance value for its stakeholders by promoting a safe, healthy and socially accountable work culture by: Adhering to Social Accountability Management System based on internationally recognized SA: 8000 Standards. Positively influencing its Suppliers & Contractors in adhering to the SA Management System requirements Complying with all applicable laws. Occupational Health & Safety Policy BSP is committed to: Create work site free from Occupational Health & Safety hazards for its employees. The Safety of the people associated with it, those living in the neighbourhood of its plants, mines & units, Pursue the safety efforts by adhering to Occupational Health & Safety Management system based on the requirements of internationally recognized OHSAS: 18001 Standard and its periodic review at Works. Demand accountability for safety performance & provide the resource to make safety programme work, Involve all employees for continual improvement in OH&S, Comply with the applicable legislation & other requirements of OH&S.

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PERFORMANCE HIGHLIGTS OF 2011-2012

After a good finish up to March11 last year ,Bhilai Steel Plant started the Financial year with a good pace but the Plant started facing tough times and challenges on various fronts. The plant witnessed an unfortunate power failure at MSDS-1on 16th April11 thereby affecting the major units of the Plant, though not for a longer period. Thereafter, the falling health of the Coke Oven Batteries # 7, 8, 9 &10 due to ageing was a major concern which was affecting the Coke production and gas availability. As a part of strategy, Battery # 9 was put down for repairs on17th April, 2011 and Battery # 6 which was under rebuilding was taken for operations on 19th June11. Blast Furnace # 1 was also taken up for Capital repair son 31st May, 2011 in line with the annual plan which subsequently joined on 20th December, 2011. Soon after, Battery # 7 & 8 was also taken for repairs in the month of January, 2012.

Despite of the above mentioned constraints, the Plant achieved the annual production of 5.13 Million Tonnes of Hot Metal, 4.90 Million Tonnes of Crude Steel and4.29 Million Tonnes of Saleable Steel. Profit margins, however, were adversely impacted on account of higher input costs and foreign exchange variations.

In order to compensate the shortage of Coke, alternative sources were explored through NeelachalIspat Ltd, IISCO Steel plant, RINL, Columbia and others. In all, about3,70,741tonnes of hard Coke was procured from outside resources. Many a time two reheating furnaces were run at Mills and at Plate Mill in the later part of year alternate fuel consumption in form of Furnace Oil (16,338 Kl) was taken up. Simultaneously efforts were put in to optimize the gas distribution and maximize utilization of available resources. Auxiliary fuel rate through CDI in Blast Furnaces (overall 37.1 Kg/THM) was increased in order to reduce Coke rate thereby enhancing the performance of the Plant.

During FY 11-12, the Plant continued to operate well above the rated capacity in all major areas of production and achieved a capacity utilization of 109.1% in Hot Metal, 124.9% in Crude Steel and 136.2% in Saleable Steel. In Saleable Steel, the plant operated above the rated capacity for the Nineteenth year in succession.

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. The component of Special Steel production and value added products (total 2.77MT production) in Saleable Steel at 64.5% also surpassed the ABP target of63.5% registering a marginal growth w.r.t last years 64.3%. The Plant also developed as many as 12 new products (48 products in a row in four consecutive years) meeting a variety of end usages.

Iron Ore production from Dalli mines has recorded growth of 3.0% and total iron Ore production from mines at 7.83 MT recorded a growth of 1.6% over lastyear. Dispatches of total Iron Ore fines were 4.27 MT which is 103.3% of ABP with a growth of 8.2%. Limestone production from Nandinimines at 0.21 MT recorded a growth of 10.2% over last year. Ore Handling Plant has handled 15.6MT of material out of which 7.86 MT materials was unloaded at OHP. There has been a significant growth of 6.3% in production of Cast Blooms and marginal 0.6%growth in production of Rails and Structural at RSM. The component of Comcast production in total crude steel also increased to 52.60% as compared to 50.90%.

Loading of Saleable steel was 4.35 MT as result there was substantial reduction of stock at Mills & SBS by 63,379 T during the financial year. With the changing market scenario the performance of Export loading of Saleable Steel improved by5.34% compared to last year, the main contributions coming from Finished Plates (1,75,955 T). The total volume of Export loading was 2, 29,566 T as compared to2, 17,936 T in 2010-11. On 18th July11, the Plant achieved another landmark of crossing 150 MT of Crude Steel production since inception. At SMS-2, Converter B achieved highest ever individual Converter lining life in April11 at 11,625 Heats, surpassing the previous best of 11036 Heats in Sep11.

Several new initiatives were taken up throughout the year for enhancing operational efficiencies of our processes. A few of these are: Rolling of Cold Ingots from stock (25,185 T). Loading of 24,594 T of UTS-90 Rails for Export to Sri Lanka. Loading of 2419 T of High Conductivity Rails (R-52 Kg) to Kolkata Metro. Rolling of longer plates from MIDHANI Slabs for space application (35.1Tonnes). Loading of 2,05,176 T of CC Slabs (IPT) to sister Plants . Commissioning of a renovated liquid fuel station in Plate Mill in Oct11 to supply alternate fuel to Reheating Furnaces in order to compensate for shortage of Coke oven gas.

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. Implementation of in-house project named Development & replacement of BF-Gas burners of Boiler#3 with new fuel efficient burners at PP-1successfully. Bhilai Steel Plant was adjudged winner of The Prime Ministers Trophy and Steel Ministers Trophy for the best integrated Steel Plant in the country for the Financial Year 2009-10 and 2008-09 respectively. The plant has achieved the unique distinction of having won the trophy 10 times out of a total of 18 times. The plant continued to accelerate its expansion drive and made substantial progress on all the major schemes planned under 7 MT expansion programme. During the year about Rs.3020.3 Crores (provisional) have been spent against Capital expenditure on the schemes. A total of 17 Nos of Turn key projects and30 Nos of Non turn key projects worth Rs. 1611 Crs. and Rs.192 Crs. are underway.

Strategies adopted:Several new strategies were adopted for enhancing and sustaining performance during the year, which helped in running the Plant in a better way. Enhancement of special steel and value added products. Rebuilding and Renewal of Assets by Rebuilding of Batt. # 6 Hot repair of Batt.#7 and Cold Repairs of Batt.# 8 & 9. Capital Repairs of BF-1 Strengthening Systems & Standards by Implementation of MES Maintenance Audits for Reliability of Equipments Product development & Commercialization by Developing 12 new products during the year Commercializing the products already developed Increasing in auxiliary fuel rate through CDI in Blast Furnaces.

Major Events:Some of the major events that took place in 2011-12 were: Inauguration of Civil Work for Hot Metal Handling System under Plants Modex plan, on 8th Aug. 2011.
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. Inauguration of Rail Peripheral Yard Project under the Plants Modex Plan on 29th Aug 2011. A Rail Carbide Saw Machine made with in-house resources and expertise was formally inaugurated at Rail & Structural Mill by Shri P K Singh, ED(Works) BSP on 1st Sept 2011. Work of erection of hot stoves for the new and upcoming Blast Furnace No 8 of Bhilai Steel Plant was inaugurated on 14th Sept 2011. Inauguration of Work for Erection of Structures for 2nd Sinter Machine in SP 3 on 26th Sept 2011 for producing 3.706 MT/yr of gross sinter. An environment-friendly bio-diesel locomotive was flagged off in BSP by Shri Pankaj Gautam, CEO on 29th Sept 2011. The locomotive uses bio diesel procured from CREDA, a state government undertaking, along with diesel as fuel. Laying of slab pavement brick for new Coke Oven Battery # 11 was inaugurated on 30th Sept 2011. Commissioning of a renovated liquid fuel station in Plate Mill on13th Oct 2011 in order to supply alternate fuel to PM thereby saving the consumption of coke oven gas by the Plate Mill which can otherwise be used in other rolling mills. Commissioning of Digital Converter in Side Trimming Shear at Plate Mill. Inauguration of Civil work for the Project for a new by-product plant in the upcoming Coke Oven Battery # 11 complex on 15th Nov 2011. Work for Installation of Gas Holder in new SMS III started on 11th Oct.2011 which comprises of two main packages - a basic oxygen furnace(BOF) shop complex with 3 converters of 160-tonne capacity each and annual capacity of 4.11 MT, and a Continuous Casting Plant with 4 casters of total annual capacity of 4 MT.

Best ever performance:The Plant recorded best ever-annual performance since inception in the area of production and loading. Best ever production of Hot Metal from BF-4 at 8,21,515 T against previous best of 8,18,747 T in 06-07. 1,83,355 T of EQ Wire Rods production from Wire Rod Mill against previous best of 1,81,408 T in 07-08; a growth of 24.1% over PY. 91,388 T of Boiler Quality Plates production from Plate Mill against previous best of 86,324 T in 07-08; a growth of 12.3% over PY.
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. Best ever loading of 1,37,505 T of Long Rails surpassing the previous best of1, 20,826 T in 09-10; a growth of 22.8% over PY. Best ever loading of 24,594 T of Export Rails surpassing the previous best of9, 661 T in 10-11; a growth of 154.6 % over PY.

Best ever techno-economic parameters achieved during the year are: Highest ever Machine utilization at SP-III at 97.4 % against previous best of96.4 % in 10-11. Highest ever overall CDI Rate at Blast Furnaces at 37.1 Kg/THM against previous best of 34.4 Kg/THM in 09-10. Highest ever BF productivity at BF-4 at 1.548 T/Cum/day against previous best of 1.522 T/Cum/day in 06-07. Highest ever Rimming heats made at SMS-1 at 1395 Nos surpassing previous best of 1394 Nos in 07-08. Highest ever Mill availability at Merchant Mill at 92.55 % against previousbest of 91.46 % in 10-11. Highest ever Mill availability at Plate Mill at 91.46 % against previous best of90.59 % in 10-11. Highest ever Ladle lining life of 43.0 heats at SMS-1 against the previous best of 38.3 heats achieved in 10-11. Highest ever Ladle lining life of 64.93 heats at SMS-2 against the previous best of 64.70 heats achieved in 10-11. Highest ever Average Converter Lining Life of 10,398 Heats against the previous best of 9,499 heats in 10-11. Highest ever Heats through LF at 14,183 Nos against previous best of 14,056heats in 1011. Lowest ever Specific Water Consumption at 2.994 M3/TCS against previous best of 2.998 M3/ TCS in 09-10.

Best Ever Monthly performance:Some of the monthly records which were achieved throughout the year 2011-12,are:

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. Best-ever monthly production of Hot Metal at BF-4 in the month of July at76,356 T surpassing the previous best of 75,843 T in March, 2010. Best-ever monthly Coke rate at BF-1 in March at 436.0 Kg/THM surpassing the previous best of 451.5 Kg/THM in Feb, 2012. Best-ever monthly CDI rate at BF-1 in March and January at 100.3 Kg/THM &71.3 Kg/THM surpassing the previous best of 53.9 Kg/THM in May, 2011. Best-ever monthly overall CDI rate at Blast Furnaces at 51.0 Kg/THM in March 2012, surpassing the previous best of 48.7 Kg/THM in April, 2009. Best-ever monthly Heats through Ladle Furnace at SMS-2 in August at 1325,surpassing the previous best of 1249 heats in March, 2011. Best-ever monthly Heats through RH Degasser at SMS-2 in March at 1107heats, surpassing the previous best of 1067 heats in January, 2011. Best-ever monthly IPT loading of CC Slabs in December at 37,472 T and surpassing the previous best of 35,499 T in January 2010. Best-ever monthly loading of C-20 Med. Mn Billets from Billet Mill in October at 35,960 T surpassing the previous best of 31,608 T in Sep09. Best-ever monthly production of High Tensile (HS) Plates in May at 20,139 Surpassing the previous best of 19,437 T in May, 2008. Best-ever monthly production of total High Tensile Plates (HS+Export) in May at 24,193 T surpassing the previous best of 21,557 T in May, 2008. Best-ever monthly loading of Export Rails in February at 11,825 T surpassing the previous best of 9,591 T in April, 2011. Best-ever monthly loading of Long Rails in March at 18,228 T surpassing the previous best of 15,342 T in January, 2009. Best-ever monthly total Wagons unloading at OHP in May at 3270 Nos surpassing the previous best of 3159 Nos in December, 2005. Best-ever monthly loading of Rails & Structurals from RSM in March at98,428 T surpassing the previous best of 95,800 T in July, 2009. Best-ever monthly loading of Merchant Products in March at 70,801 T surpassing the previous best of 69,820 T in March, 2008.

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New Projects commissioned / Ongoing Projects:Under the 7 MT expansion programme the pace of Projects at BSP was further accelerated and during 2011-12 the capital expenditure incurred for projects was at Rs.3020.3 Crores(provisional) containing 17 Turnkey projects and 30 Non Turnkey projects. Schemes completed / commissioned: Rebuilding of Coke Oven Battery # 6 Installation of Tar Decanter, Sludge Collection & Recycling System at CHP of Coke Oven Lime Dosing under Modernization of SP-II Extension of Ferro Alloy Depot II Installation of On-line Eddy current testing m/c & Optical visual Inspection System at short rail area of R&SM Augmentation of Lance Cooling Water Cycle for Top Cone Cooling of Converter Vessel in SMS-II Relocation of Bhilai Warehouse Dismantling of Compressed Air Station -2 & DNW office building for enabling work for BF-8 Replacement of 6.6 KV switch gear section of S/Stn. 9 in Merchant Mill

Status of Major ongoing Schemes:Coke Oven Battery 11 Proper (Pkg.-001-SE-01)

Equipment & refractory erection in progress

Oven Machines & land based Pushing Emission Design Engineering in progress Control for Battery-11 (Pkg.-001- SE-02) Coke Dry Cooling Plant COB-11 (Pkg.- 002) Civil & Structural work in progress. Mechanical Equipment Supply started. Installation of New Coal Handling Plant (Pkg. Equipment erection in progress 062) Augmentation of Fuel & Flux Crushing & Civil & Structural work in progress. Screening Facilities (Pkg. 064) Installation of By-Product Plant Complex for COB Civil work & Equipment ordering in progress

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.
-11 (Pkg. 003A) Instn. of Phenolic Effluent Treatment Plant for Civil work & Equipment ordering in progress COB-11 (Pkg. 003C) Installation of Plate Edge Marking M/c & Trail run of Plate edge marking machine in manual Automatic Length Measuring System under Aug. mode completed. Balance equipment erection in of Capacity of Plate Mill (Pkg.-048) progress

Installation of Bar & Rod Mill (Pkg.-046) with Civil & Structural work in progress. civil & Structural Packages Equipment supply started.

Installation of Reheating Furnace for BRM (Pkg 049-01)

Design Engineering & Equipment ordering in progress Civil & Structural work in progress.

Installation of Universal Rail Mill (Pkg.- 047) with Equipment supply started. civil & Structural Package Instln. of Rail Welding Line for Long Rail (Pkg.- Design Engineering & Equipment supply in 121) progress

Installation of Reheating Furnace for URM (Pkg Design Engineering in progress 049-03) Installation of Hoisting facilities in BRM & URM Design Engineering in progress (Pkg. 030) Piling, Civil & Structural work for SMS-III Piling , Civil & Structural work in Progress Complex BOF Shop Technological Package (Pkg.- 025) Equipment Supply & Erection in progress.

Instln. Of Continuous Casting Plant Complex Equipment Supply in progress. (Pkg.-026) Instln. of Secondary Refining Unit for SMS-III Design Engineering & Equipment ordering in (Pkg.-025A) progress

Instln. of Hot Metal Desulphurization Unit for Design Engineering & Equipment supply in SMS-III (Pkg.-027) progress

Erection, testing & commissioning of plant &eqpt. Contract signed on 03.11.11 of BOF & CCP complex (Pkg.-131) Installation of Cranes for BOF & CCP (Pkg.-029A- Equipment Supply in progress. 1) , Instln. Of 10 Nos. Cranes above 100 T capacity Design (Pkg.-029-A-2) progress Engineering &Equipment supply in

Lime Calcinations & Dolomite Plant at RMP-III Civil & Structural work in progress. 30

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(Pkg.-028) Augmentation of SMS-II Various packages Equipment supply started.

For pkg 038-01 Equipment ordering in progress. For pkg 038-12 Equipment erection in progress. Other 2 pkgs under tendering stage

Inter Plant Pipe Conveyor from RMP-3 to RMP-2 Design Engineering & Civil work in progress (Pkg.-140) Propane storage & handling system (Pkg.-032) Design Engineering & Equipment ordering in progress Installation of BF-8 Capacity 2.8 MT / Annum, Equipment Supply & Erection in progress. useful vol. 4060 M3 (Pkg.-010) Hot Metal Handling System For Blast Furnace Civil, Structural work & Equipment ordering in (Pkg-031) Installation of Turbo-blower No. 8 (Pkg.- 012) progress. Design Engineering & Equipment ordering in progress. Instln. of Steam turbine generator, back pressure Contract signed: 19.01.12 turbine generator, Cooling water sys., Power Evacuation Sys. (excluding enabling works)(Pkg. 011-1B) Installation of 3x225 m3/h DM Plant for PBS (Pkg. 011-1C) Installation of Boiler along with steam Turbo- Contract signed on 24.03.12 Blower Bluiding (Pkg. -011-1A) Installation of 2nd Sinter M/c (360M2) for 2nd Equipment Supply & Erection in progress. Strand in SP-III (Pkg.-020) Augmentation of OHP Part-A (Pkg. 060) Equipment Supply & Erection in progress. Contract signed on 25.02.12

Augmentation of Raw Material receipt & handling Civil & Structural work in progress. facilities with New OHP-B (Pkg.061) Modernization of SP-II (Pkg.-021) Equipment supply started. Pkg.-021-B Commissioned. Pkg.-021A,C,D Equipment erection in progress

Augmentation of MSDSs &Instln of MSDS-VII Testing& Commissioning of various area in (Pkg.-070) Progress

Installation of HT Distributed Sub-Station (Pkg. Design Engineering & Equipment ordering in 071-A) progress

Interplant fuel gas and industrial gases pipeline for Civil, Structural work & Equipment ordering in 31

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all units (Pkg.-075) progress.

Electrical enabling works at TDS-I & new LT Testing & Charging in progress substation near Boria Stores (Pkg.-113) Construction of Fly Over at 3 locations & road Civil & Structural work in progress network (Pkg.-111-01) Railway track works for plant internal yard (Pkg.- Civil work & laying of railway track in progress. 095-B) Construction of Railway siding and MGR Sys. Civil work & supply of material in progress. including earthwork, Construction of bridges, Track laying started supply of ballast and P-way linking in connection with modernization of Peripheral Yard (Pkg. 095A) (Schedule-A) Construction of under bridge by box pushing Contract awarded on 07.12.11 technique below railway track going to slag yard in connection with modernization of peripheral yard (Pkg. 095-A) , Schedule B Diversion/Piping of Outlet No-7, 14, 15 16 & 17 Civil work & laying of pipe in progress. (Pkg.-118-G) Rerouting of Ash slurry pipelines (Pkg.-144) Rebuilding of Coke Oven Battery#6 Electro Magnetic Stirrer in Bloom Caster at SMS-II Civil work in progress. Oven pushing started on 19.06.11 Hot trail for strand 1 & 2 of M/c 5 bloom caster completed on02.05.10. Hot trial of Strands #3 & 4 taken successfully on 19.01.12. Segment repair &mould repair shop for new slab caster at SMS-II various packages Provision of Roll Cladding facilities & other Design Engineering & Equipment ordering in Auxiliaries in Segment repair shop progress. Equipment supply & Erection in progress.

Installation of Additional 50 T Cap. Propane Tank Equipment supply & Erection in Progress. at Propane Complex of A&P Plant Instn. Of DC drive system for 6 DC Motors of BOF Under completion stage 1,2 & 3 Tilting mechanism at Converter Shop SMS-II Repl. of Stack Emission Control Sys. at RMP-II various packages Instn. Of Oxygen Evacuation Facilities for 2x1250 Design Engineering in progress. TPD New Oxygen Plant Site work inaugurated on 24.03.12. Supply of 32 Under completion stage

700 TPD ASU-4 with Associated facilities at OP-II Under completion stage

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Equipment Started Augmentation of Grinding Facilities of Coal Dust Equipment erection in progress. Injection Unit in BF-6 & 7 Rebuilding of Stove No. 18 of BF-6 Design Engineering, Structural erection & Equipment ordering in progress

Cost Reduction & Innovative Measures:For the year 2011-12, a number of cost reduction and innovative measures were taken in many areas of the Plant. Some of the significant cost reduction measures and innovations which have resulted in appreciable benefits arementioned below:

Ore Handling Plant: Inclination of both the chute of the boom conveyors of stacker no. 3 has been increased and stainless steel liners are provided for better flowability of iron ore fines. The incoming disc of wagon tippler has been modified by providing different widths packing (from 8mm to 22 mm) below the gear sector in order to avoid slippage of drive pinion with girth gear which has resulted in smooth trouble free run of wagon tippler. Rope mounting mechanism on the balancer side was of lead ferrule type this has been replaced by conventional bulldog grip type system in the wire rope of boom hoist mechanism, to reduce the down time of equipment during rope changing. In place of stopper, buffer is provided at the tail end of STC conveyer to prevent damage to unloaded fittings due to storm etc. Modified GS-220 gear box single train type is installed in J3C1 conveyor in place of herring bone type to reduce down time and also to reduce maintenance cost. Surge suppressors provided in 5 HT motors for reduction in motor failures caused by high voltage surges during starts/ stops of the H.T. motors. Commissioning of temperature scanners in HT motors R101/R102/ J4C2to ensure early warning in case of abnormal temperature rise in motor winding and help in prevention of motor burn out.

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. Coke Ovens and Coal Chemicals Department: Commissioning of Conveyor route from Y9-108 to Y6-38 was designed by BEDB, fabricated and erected with in-house resources of CO & CCD to feed the coal charge to Coal Tower No-3 i.e. COB No 5 & 6. Alternate coke storing facility was designed and developed in CPP-II through conveyor Y979 in a shortest time of 15 days by installing ploughun loading system in that conveyor. The coal bunkers of Charging Cars 3-1 and 4-1was modified to eliminate the problem of under charging in Battery-3 & 4. Replacement of conventional mild steel bunkers of Charging Car 9 &11with stainless steel bunkers has ensured smooth coal flow and resistance to corrosion. Fabrication & Erection of one new coke guide car has replaced the damaged Coke Guide Car 12 in COB-8. The coke conveyor route J19-C1, 20C7 had become defunct and was not being used. The conveyor belt was refurbished & commissioned to feed Blast Furnace-7. Fabrication & Erection of two new coke guide car, one has replaced the damaged Coke Guide Car 12 in COB-8 and the other DE-18 in Battery-1leading to a saving of approximately Rs. 30 Lakhs. Charging Car trolley line of Battery-1 was getting affected due to the poor health condition of the Battery. Catenary cable system was erected and commissioned with in-house resources and necessary modification in charging car resulting in saving of Rs. 10 Lakhs. Phenolic open water channel in Tar Distillation Plant-I was modified during repairs and the mixing with rain water has been avoided contributing in reduction of soil pollution. Alternate coke storing facility was designed and developed in CPP-II through conveyor Y979 in a shortest time of 15 days by installing plough unloading system in that conveyor. The operation of Wharf-2 & 4 of Battery # 3 & 4 and 7 & 8 was automated resulting in saving of manpower.

Sintering Plant-2: 20C7 to 20RSC2 new route developed for CSP2 coke transportation to Blast furnaces. Static device installed in Shuttle charge trolley of Sinter Machine 2 in place of conventional power contactor. In house automation of water spray systems installed on various conveyor belts done.
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. Modified bunker hoppers installed and conveyor floor clearance increased to prevent material spillage and frequent belt jamming. Changed drive of FF3 and FB2 from V belt drive to coupling driven to prevent frequent break down due to V belt failure.

Sintering Plant-3: Modification of S-103 to S-104 chute by changing its inclination thereby reduction in the sinter fine generation and also increasing the life of S-104belt from 6 months to 12 months. In-house fabrication of re-enforcement of sinter cooler by utilizingSAILMA-350 plates. This resulted in saving as the reinforcement would be have to be imported from the OEM at a very high price. Modification of hose assembly for pneumatic transportation of lime which resulted in increase in its life by three times. Modification in the Rod Mill coupling thereby eliminating the coupling failure due to oil leakages which occurred 2 times a month. Use of Mn-steel liner plates in Raw Material Hoppers which increased its life from earlier six months to now one year also helped in reducing delays. Providing UPS supply to Level controller circuit of Pump House and changing Incoming power source of Pump House in S/S 41B to reduce unscheduled downtime of the Sinter Machine Design & Commissioning of PLC system for Auto Reset of Controller deviation faults of Belt Weigh Feeders of Proportioning Building of SP-III.

Blast Furnaces: Impedance heating of tar carrying pipe increased tar temperature to 95-110oC.This resulted in more tar pushed into the furnace and reduced coke requirement in the blast furnace - 2, 3 &4 has resulted in savings ofRs.32.4 crores per year (recurring basis). Increasing the efficiency of the grinding system of Coal dust preparation plant by reducing the resistance of escaping gas from the chimney resulted in enhanced grinding rate of coal, In-house modification for uninterrupted conveying of coal dust and Saving of precious nitrogen by optimizing the nitrogen consumption rate for coal grinding units has resulting in overall saving of Rs 20.85 Crores per year.
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. Provision of U seal at GCP in all furnaces for increased safety. Provision of U seal in BF gas line ( 1200) of stoves in BF- 2 to 5. Installation of hexagonal checkers in stove 2 of BF- 1 & ST-3 of BF-7 to increase the heating surface area. Root Cause of OTC Pinion getting free Identified and corrective action taken. . Pinion free Problem is ZERO now. In house manufacturing of Pusher Car intermediate gear box for BF 2. Installation of compensator in stove 2 (In-between HB Valve & Stove) for the first time in Blast Furnace 1. Replacement of BF 1 stack zone coolers with plate coolers for increasing the thermal efficiency. Use of LMC( Low Moisture Castable) as a protective lining layer to increase the life of main runners & Monolithic gunning of mixer junction to prevent falling of bricks.

Steel Melting Shop-1: Bottom stool consumption has declined to 7.13 Kg/TCS in 2011-12 from7.35 Kg/TCS in 2010-11. Ferro-Silicon consumption at 1.57 Kg/TCS this year was less against1.73 Kg/TCS achieved in 2010-11. Two nos. of six wheel SRS trolley replaced with four wheel SRS trolley saving in cost of 20 Lakhs per trolley. Two nos. of slag cars reclaimed through in house resources and saved cost of Rs. 25 lakhs. In house replacement of bridge panel of Mix Crane I and main trolley panel of Mix crane II resulting in savings of 15 lakhs. Replacement of Grab panel (USSR make) of Bulk Charge Crane No. 2 by Indian make with in house resources. This has been done for the first time since inception.

Steel Melting Shop-2: Replacement of Zonal control System with encoder & PLC System for Slag Car-2 & 3 for increasing reliability of transfer cars have been done.

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. Replacement of maintenance prone Main Hoist (MH) and Main Cross Travel (MCT) Trolley Line Power supply system to Trailing Cable system in Ladle Bay Crane-2 & Grab Crane in FAD-II for increasing reliability of Cranes. Replacement of maintenance prone slip ring & gear with cable drum system with maintenance free pulley system in Scrap Crane-2 for Increasing Reliability of Crane. In-house Design, Erection, & Commissioning of Resistance boxes for Ladle Bay Crane-1 Main Hoist panel as a Cost saving measure Commissioning of VVVF Drives in Aluminum wire feeder of Argon Rinsing Unit- 2, Lift & Turn rotation mechanism of Slab Casting Machine-1 & 3, LT mechanism of scarifying Crane- 4 & Slag breaker temperature lance and Hydrias lance. Relocation of DE bay trolley lines Cables to ensure shifting of Slabs from Slab Casting Machine 1 & 3 in case of Section- 2 down for maintenance.

Rail and Structural Mill: One number of 1-D spindles at 950 stand was generated from two nos. broken spindles resulting in saving of approx Rs 1.5 crores. One number recuperator was generated from 2 nos. old damaged abandoned recuperators & installed in furnace-1. A new Flat straightening machine was installed for making Flats which are used for separation between different layers of rails; however these get distorted in use. This machine will straighten strips distorted due to use and will be reused thus reducing consumption. The Rail Carbide Sawing machine has been made in-house with available spares and resources thereby enhancing the rail end cutting capabilities. Installation & Commissioning of Soft Starter (SIRIUS make) for Descaler High Pressure Pump No.3. Installation & Commissioning of 14 Nos Variable Frequency Drives indifferent areas of RSM.

Merchant Mill: VVVF drives were commissioned for energy conservation and reduction of torque jerks at Roller Table section Nos. 25, 26 and 92-94.

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. Two Nos. 90KW motors were installed with VFD feeders in master slave configuration at Chain Transfer-1.This has replaced DC motors and DC drive thereby reducing maintenance cost and providing soft start features. The 6 phase thyrister converter (with IPT Configuration) of 5D was converted in to standard three phase converter. The modified drive is operational since April, 2011. VVVF drive has been provided for disc rotation motor & for tilting motor3KPP output has been used resulting in energy saving and reduction bin torque jerks.

Wire Rod Mill: Scrap Ring of `B strands were used in C and D strands. Implementation of Scale loss reduction experiment in `A strand TMT415 in the month of August11. The scale reduced from 2.4% to 1.49%thereby resulting in substantial savings. Carried out cost saving jobs worth Rs 53.20 Lakhs which includes replacement of in-house repaired spares like Roll Chock in B strand and Draw Out Roller (DOR). Extra Layer of Corundum Block laying to minimize depression in the Heating Zone of Reheating Furnace. Introduction of Pinch Roll in A strand before coiler to avoid back end looping cobble. Introduction of one more cooling tube between stand No.17 and 18 to improve Yield Strength in `A strand. Reduction in core diameter during TMT rolling to achieve negative tolerance. To ensure and improve Mechanical Properties during TMT rolling sampling procedure has been modified and Traffic light introduced to make foolproof system for sampling. Modification of sequence logic scheme of R.G. main drives of BHEL converter for avoiding spurious tripping due to card failure.

Plate Mill: Czech make brake coil developed in-house through ERS for the main drive motors of shearing lines. Reduction in cost of procurement of Normalizing Furnace rollers by adopting global tendering. Revival of oil firing system of reheating furnace which had been kept in abeyance over the last 18 yrs in order to overcome gas shortage.
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. Development of alternate field supply scheme for the main drive of roughing and finishing stand. Development of speed control system for new normalizing furnace rollers of plate mill to enhance production. Development of the scheme to run screw down motor of vertical stand, roughing stand and finishing stand from fixed field (CVDC-Constant voltage direct current) in case of field converter failure. For the improvement of lubricating oil of oil system-5 , which supplies oil to critical bearings of motor room main drives bearings, one electro static cleaner and one centrifuge was installed. Cleaned oil shall prevent failures of bearings. Work roll & back up roll cooling arrangement in the Mill stands modified by providing roll cooling header with nozzles for top Back up roll, top Work roll & bottom Work roll. Filters were provided in the circuit to ensure clean water. Modification to run both screw down motors of Finishing Stand from one thyristor converter.

Electrical organization: Implemented several innovative schemes and done some modifications for improvement in various production shops in order to affect substantial cost savings as below: Innovative approach to carryout partial winding repair on an epoxy rich VPI (vacuum impregnated) impregnated winding of 12.5 MW, 11KVstator of Air turbo compressor motor (ATC-1 )in OP-2. In-house Designing & fabrication of new Surface Mount Devices Rework Station attachment for removal/ re-solder of rectangular shaped SMD IC for various Telephone Exchange PCB cards. Use of new tackle for lifting of armature of 3M2 Motor of Plate Mill along with fork attached. The tackle was designed and fabricated in-house by BSP. In-house fabrication of 75 Nos. of Electrical panels and fabrication of one number of resistance box of Jaw crusher for Rajhara Mines there by saving about 19 Lakhs. In-house development of FWT/ WLL wireless telephone to provide BSP telephone facilities to the Executives residing at satellite colonies.

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. Engineering Shops: Frame for 2D Pinion Stand Choke Control Assembly of RSM was made for the first time. Also for the first time, 35 nos. of Armour Frames were made for Coke Oven, 4 nos. of Water Seal Box (Type B & C) of SP-III, 3 nos. Working Roll Table Pedestal (Drive & Idle) for RSM & 4 nos. of Console (Ore Screen) for Blast Furnace # 7. 6 nos. Bend Plates were fabricated for Converter of Bokaro Steel Plant. Top Cone & Middle Barrel (1 no. each) was made for Converter of DSP. 90 T Hook, 2 nos. were fabricated for Bokaro Steel Plant. 50 T Hook, 4 nos. were fabricated for ASP Durgapur. 1 no. Drive Nut was fabricated for VISL Bhadravati. Also, some major items that have been reclaimed by the Engg. Shops which are: Tongs assembly for SBS Crane of CCS 2 nos. Pusher Mechanism of Stripper Crane for SMS-I- 1 no. Top & Bottom Support 1 no. each for BBM Breast Roll Cassette of Plate Mill 3 nos. Hot Saw Slide for RSM 2 nos. Pusher Ram for Coke Oven 2 nos Work Roll for Plate Mill 1 no. Charge Distributor Assembly of Blast Furnace. 1 set Pushing Bar of RSM 2 nos. R1 Guard for BBM 1 nos. Apron feeder shaft of Mines 1 no. Reheating furnace Pusher Beam for Plate Mill 1 nos

Oxygen Plant -2: Liquid Nitrogen was sold to outside parties and Revenue of about Rs69.39 Lakhs generated. Development of in-house technology to clear chocking of Rich Liquid passage of sub cooler due to ingress of moisture & CO2 by back purging with high pressure Nitrogen (6.0 Kg/cm2 ) in cold condition atASU-1 unit. UPS supply was extended to ASU-1 & 2 Turbines to overcome tripping due to under voltage / system disturbances

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. Refractory Materials Plant-2:-

Reclamation of following spares was done: Combustion air relief valve assembly, cooling air relief valve assembly, poking hole & doors, Support Roller Assemblies, Twin Lobe Compressors, Hydraulic Pump, Shaft Closing Trap Assemblies and Oil Lances etc. This has resulted in a saving of Rs 62.1 Lakhs. Rs 122.5 Lakhs have been saved through gainful utilization of 0-10 mm Lime stone in Rotary Kiln.

Innovative technical improvements done at RMP-2: Alternate fuel (Furnace Oil) firing arrangement in Rotary Kiln circuit has been designed & commissioned successfully for best utilization of fuel. This has resulted in reduction /stoppage in use of Coke Oven gas &PCM at Rotary Kiln of RMP-II.

Raw Material Department: Procurement of cheaper Boiler coal with comparable UHV from Termi and Karo collieries as compared to Surakachar and Chirimiri collieries. About 2.10 Lakh Tonnes of such cheaper coal has been procured, thus saving Rs. 23 Crores. About 200 Tonnes of Ferro Manganese have been reclaimed from FAD1, valuing Rs 1.40 Crores. About 150 Tonnes of Silicon Manganese have been reclaimed from FAD2, valuing Rs. 75.0 Lakhs. About 200 Tonnes of Plastic Fireclay (Pulverized) reclaimed from old Tap hole Mass Shop area, valuing Rs. 4.0 Lakhs.

Transport and Diesel Organization: Saving to the tune of Rs 1.57 crores by extensive repair and revamping of wagon was achieved. Approximate saving to the tune of Rs. 58 lakhs by reclamation of 58 no soft wheel pair. 55 Nos. of conventional Blinker Heads have been replaced with LED Based Blinkers in 2011 thereby increasing the reliability.

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. Fourteen (14 Nos.) Point machines, damaged during derailment and point bursting, have been reclaimed in-house and are being re-used, thus avoiding new procurements. This has resulted in savings of procurement cost of approximately 8 Lakh Rupees. Prototype for Portable Audio Alarm with initiation from Remote Location to be hanged to the last wagon of train was developed with in-house resources. Audio alarm system with manual initiation and auto-stop facility designed and installed at 6 different railroad crossings with in-house resources to increase road safety awareness. One similar system for gas safety awareness was designed with in-house expertise for Blast furnace Department and handed over for installation in Blast Furnace-6Area. All WDS-6 locomotives & 6 nos. Russian locomotives have been modified with audio visual system for battery charging system to alert the loco operator in case of battery failure in locomotives during this financial period 2011-12. In house modification of tool for removal of thrust bearing of Alco Engine of WDS-6 and the bearing was changed successfully in loco no.655.

Power Plant-1: Erection and commissioning of additional steam ejector system in Turbo Blower No. 6 for 100% stand by for the existing main ejector system. This has resulted in preventing outage of the machine on account of failure of the working ejector, low vacuum problem in condenser on account of defects in the working ejector and possibility of attending main steam ejector defects without stopping the Blower. Modification and revamping of chemical water supply network system at Desecrator level in Turbine Hall to improve availability of chemical water supply system to Desecrators and to eliminate problem of water leakage in the pipe lines. Provision of modified oil seals in absence of the spare German seals in Blow-off valve of Turbo blower No.12 feeding to Blast Furnace No.7 due to which the machine availability could be increased and fire hazard on account of severe oil leakage from the Blow-off valve could be prevented. Modification of Turbine Hall roof Drainage system near STG area thereby solving the chronic problem of flooding in TG 0, 1 & 2 and on crane bus bar during monsoons. This has improved the reliability of operation Turbo generators and availability of cranes during monsoons.
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. Speed regulation of Boiler 4 and 5 Coal Dust Feeder motors was common through FPC's. It was made independent, by utilizing in house resources, so that each feeder motor speed could be controlled independently. This has resulted in better load control of Boilers 4 and 5& decreased dust emission. Reliability of instrumentation supply of TG2, TB4 &TB6 increased through provision of dual supply sources with changeover scheme. Cable tunnel HT cable joints in 63Transformer, ID fan 1A, ID fan1B were removed by laying new copper cables. Thereby minimizing safety hazard in cable tunnel. Fire Detection and Alarm System was commissioned in Cable Tunnels for early warning in case of fire. Development of manufacturing drawings of Boiler No. 6 Super heater coils and procurement on non-proprietary basis thereby saving to the tune of Rs. 89 lakhs.

Energy Management Department: Liquid Fuel Station (Plate Mill) was renovated & commissioned in a short span of one month to overcome the shortage of coke oven gas in the plant. Successful connection of BF gas branch lines from Blast Furnaces 1 to7, Gas Cleaning Plants 1 to 6 and Excess Gas Burners I & II to the newly commissioned BF gas header of dia. 3000 mm. Installation of U-Seal isolation facility in Plate Mill Gas Booster Station for quick & safe isolation of gas line was done. Completion of LD gas holder repair within scheduled time, along with in-situ repair of the roof structure for the first time, with in-house resources. This has resulted in increased availability of LD gas recovery.

Support to Sister Steel Plants:-The Plant supplied following items toits sister Plants: Supply of CC Slabs to SSP (1,47,043 T) Supply of CC Slabs to BSL (50,253 T) Supply of CC Slabs to RSP (7,880 T) Supply of Ingot Moulds(294 Nos) and Bottom Plates (80 Nos) to DSP Supply of Pearl Coke to MEL (38,127 T) Supply of Sinter to BSL (26,404 T) Supply of Iron Ore Lump to RSP (86,327 T)
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. Supply of Iron Ore Lump to VISL (96,151 T) and MEL (3,894 T) Supply of Dolomite to RSP (6,893 T) Supply of Converter top cone & Middle Barrel (1 No each) to DSP Supply of 90 T (2 Nos) & 50 T (2 Nos) Laminated Hooks to BSL and ASP

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INTROUCTION
Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. To measure employee satisfaction, many companies will have mandatory surveys or face-toface meetings with employees to gain information. Both of these tactics have pros and cons, and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy
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. avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with respect, providing regularemployee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectation Employee satisfaction is often measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction. (I do not support these.) Employee satisfaction is looked at in areas such as:

management, understanding of mission and vision, empowerment, teamwork, communication, and coworker interaction.

The facets of employee satisfaction measured vary from company to company. A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. Depending on the culture of the company, either method can contribute knowledge about employee satisfaction to managers and employees.

"Happiness is affected by [employee's] sense of control over their lives," says Rubin.

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. Employers should look for ways to give employees more control over their schedules, environment, and/or work habits. For instance, employers could offer alternative work schedules such as flextime or telecommuting. Today's employees have demanding schedules outside of work, and many workers appreciate a boss who considers work-life balance. Because every person's obligations outside of work are different, customized schedules are a great way to improve employeesatisfaction.

Employers should also encourage employees to customize their workstations. This could include dcor and/or equipment. This not only gives employees control over their work environments, but it can ease personal barriers such as back pain or eyestrain. In addition, studies show that certain colors or dcor can improve happiness. Employees will be able to create a place they enjoy working in rather than being stuck in a bland office cubicle. Another way to give employees a sense of control is to create employee-driven competitions such as sales competitions. These activities put employees in control of their success. Each employee can set personal goals, and they will feel a sense of accomplishment rather than obligation. According to the U.S. Census Bureau, 86.5% of workers over the age of 16 drive to work, whether carpooling or driving alone. "Bad commutes are a major source of unhappiness. People feel frustrated, powerless, and stressed," states rubin. Employers should consider ways to decrease commuting stress. For instance, employers could stagger work times to avoid heavy traffic. Review beginning and ending times and determine if the specific times or the amount of people arriving at each time can be adjusted. In addition, review late arrival policies. If employees are severely reprimanded for arriving late, they will be much more stressed during a bad commute and will arrive at the office miserable.

Another possibility is to offer telecommuting options. This eliminates the necessity of commuting and allows employees to work where they are most comfortable. Telecommuting also has a variety of benefits for the employer such as reduced costs. Tight deadlines are another major sources of stress for many employees. Employers can ease this stress by freeing up more time. For instance, employers can make meetings shorter and more efficient. Consider tricks that sound silly but are actually effective such as having a meeting with no
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. chairs. People will be more likely to stick to the necessary agenda when they have to stand the entire

Whenever possible, substitute conference calls for meetings. To reduce unnecessary chitchat, make calls before lunchtime or at the end of the day. People will want to cut to the chase, so they can go to lunch or get home. Another idea is to create organizational systems that improve efficiency. Clutter and confusion are major time zappers. Organized offices and systems ease stress, save time, and increase productivity. Socialization is a key component of happiness. "Interacting with others gives people a boost in mood surprisingly, this is true even for introverts," writes Rubin. Employers should find ways to encourage social relations. Consider an office arrangement that fosters communication. Arrange workstations so employees can see each other and talk.

Employers can also encourage office celebrations for holidays and birthdays. These celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together. Provide a comfortable eating area. Socialization is not limited to office hours. Encourage out of office socialization such as volunteer programs. This gives employees a change to develop relationships outside of the office while promoting the company in a positive way. Community service is a great way to build a positive reputation, and it is a happiness booster for employees. "Those who work to further causes they value tend to be happier and healthier, experience fewer aches and pains, and even live longer," says Rubin.

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Objectives
For Organization: Consciously and continually aiming to improve the quality of working life as means of
increasing motivation and improving results. This survey involves increasing sense of employee satisfaction obtain from their work, so far as possible, reducing monotony, increasing variety and responsibility and avoiding placing people under too much stress. The critical success factor of organization. The opportunity and threats facing by organization in terms of rate and direction of growth quantified wherever possible. Organization can shapes the progression of growth. Continuous change and launch organizational initiatives that will have the greatest impact. Workers can facilitate high standards and a safe and nurturing environment. It is useful for organization to know how employees view the workplace, pay, and benefits their supervision. To reduce the barriers between communication. For the improvement of the organization, survey can provide the data for future policies and strategies.

For Employees:
Individual within an organization can get opportunity to improve. To recognized the need of employees for providing training program. Due to lack of facilities provided by organization, people are not working efficiently and it has indirect affect on their performance and outcome, so assessing their needs, working conditions, providing learning and development opportunities, helping skill development through training interventions and planning.

Benefits of Employee Satisfaction & Engagement Surveys

Employee Engagement studies explore factors that motivate employees to go the extra mile and cause them to feel vested interest in their organizations success. Whereas employee satisfaction looks at drivers like pay equity and job security, employee engagement looks into
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. professional development, personal accomplishment, work/life balance and ability to influence companys direction. A satisfied employee may be seen as being satisfied with pay, benefits, supervisor, working conditions, etc. Going beyond mere satisfaction, an employee may be seen as Committed. A Committed employee is someone who is not considering leaving the organization. Engaged employees go even further and become advocates for their organization. The three main areas in which employee engagement is most commonly measured include cognitive, emotional and behavioral. The list of drivers is extensive and multiple approaches exist. Drivers are further influenced by culture, so what applies in one part of the world may not hold true for another. To measure employee engagement, it is advisable to consult with an expert in the field to ensure all relevant drivers have been included. Zarca Interactive can assist with the development of organization-specific Employee Engagement surveys.

Models of job satisfaction

Affect theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward
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. a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997.Judge et al. argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general selfefficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Opponent process theory According to opponent process theory,emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations. Equity theory Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth.Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less

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. benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced. Discrepancy theory The concept of self-discrepancy theory explains the ultimate source of anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide.Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression. Two-factor theory (motivator-hygiene theory) Frederick Herzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.
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Job characteristics model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. Motivating Potential Score The motivating potential score (MPS) can be calculated, using the core dimensions discussed above, as follows;

Jobs that are high in motivating potential must be high on at least one of the three factors that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a job has a high MPS, the job characteristics model predicts that motivation, performance and job satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism and turnover, will be reduced. Factors that influence job satisfaction Environmental factors Communication overload and communication underload One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame. Individuals in an organization can
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experience

communication

over-load

and

. communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them. According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction. Superior-subordinate communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates nonverbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Effective human resources practices lead to positive financial outcomes A Watson Wyatt Worldwide study identified a positive outcome between a collegical and flexible work enviornment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines, Americas Best Companies to Work For also appear on the Fortune
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. 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices lead to positive financial outcomes more often than positive financial outcomes lead to good practices. Individual factors Emotion Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, shortlived and have a clear object or cause. Some research suggests moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2. Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction.
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. Genetics It has been well documented that genetics influence a variety of individual differences. Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands. Personality Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job.

MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.

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. A related scale is the Job in general index, which asks employees how satisfying their job is in a broad overall sense. In certain situations, it can be more useful than the JDI because rather than focusing on individual facets, it asks about work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face..

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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It is a science of studying how research is done scientifically. In it, we study the various steps that are generally adopted by a researcher in study of his research problem along with logic behind him. It is necessary for the researcher to know not only the research methods or techniques but also the methodology. Researcher must also clearly understand the producer would apply to problem given to him. All this means that it is necessary for the researcher to design methodology from problem to problem. The scope of research methodology is wider as it only consider the research methods but also the logic behind the methods we use in the content of a research study and explain why we are using a particular methods or technique and why not other.

OBJECTIVE OF RESEARCH
The purpose of research is to discover answer to questions through the application of scientific procedures. The main aim of the research is to find out the truth which is hidden and which was not being discovered yet. Though each unit has its own scientific purpose. The objective can be grouped as follows:

I. II. III.

To gain familiarity with a phenomenon or to achieve new insights in to it. To portray accurately the characteristics of a particular individual situation or a group. To determine the frequency with which something occurs or with which it is associated with something else.

IV.

To test a hypothesis of a casual relationship between variables.

PURPOSE OF STUDY:- TRAINING NEEDS IN BHILAI STEEL PLANT.

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RESEARCH PROCESS
Flow chart of Research Process

define research problem

review concepts theories and previous findings

formulate hypothesis

analysis of data

collection of data

design research design including sample design

testing whether hypothesis correct

interpretation

report formation

Research process consist of series of actions a step necessary to effectively carry out research. This process consists of a number of closely related activities. It involves following steps:I. II. III. IV. V. VI. VII. VIII. IX. X. XI. Formulating the research problem Extensive literature survey Developing the hypothesis Preparing the research design Determining sample design Collecting the data Execution of the project Analysis of data Hypothesis testing Generalizations and interpretation Preparation of the report or presentation of the results, i.e., formal write-up of conclusions reached
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. A brief description of the above stated steps will be helpful: 1. Formulating the research problem: Initially the problem may be stated in a broad general way and then the ambiguities, if any, relating to the problem be resolved. Then, the feasibility of a particular solution has to be considered before a working formulation of the problem can be set up. The formulation of a general topic into a specific research problem, thus, constitutes the first step in a scientific enquiry. Essentially two steps are involved in formulating the research problem, viz., understanding the problem thoroughly, and rephrasing the same into meaningful terms from an analytical point of view. 2. Extensive literature survey: Once the problem is formulated, a brief summary of it should be written down. At this juncture the researcher should undertake extensive literature survey connected with the problem. The earlier studies, if any, which are similar to the study in hand, should be carefully studied. 3. Development of working hypotheses: After extensive literature survey, researcher should state in clear terms the working hypothesis or hypotheses. Working hypothesis is tentative assumption made in order to draw out and test its logical or empirical consequences. They also affect the manner in which tests must be conducted in the analysis of data and indirectly the quality of data which is required for the analysis. Hypothesis should be very specific and limited to the piece of research in hand because it has to be tested. It also indicates the type of data required and the type of methods of data analysis to be used. 4. Preparing the research design: The research problem having been formulated in clear cut terms, the researcher will be required to prepare a research design, i.e., he will have to state the conceptual structure within which research would be conducted. The function of research design is to provide for the collection of relevant evidence with minimal expenditure of effort, time and money. 5. Determining sample design: All the items under consideration in any field of inquiry constitute a universe or population. A complete enumeration of all the items in the population is known as a census inquiry. It can be presumed that in such an inquiry when all the items are covered no element of chance is left and highest accuracy is obtained. Quite often we select only a few items from the universe for our study purposes. The items so selected constitute what is technically called a sample. The researcher must decide the way of selecting a sample or what is popularly known as the sample design. In other words, a sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population.
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. 6. Collecting the data: In dealing with any real life problem it is often found that data at hand are inadequate, and hence, it becomes necessary to collect data that are appropriate. There are several ways of collecting the appropriate data which differ considerably in context of money costs, time and other resources at the disposal of the researcher. Primary data can be collected either through experiment or through survey. If the researcher conducts an experiment, he observes some quantitative measurements, or the data, with the help of which he examines the truth contained in his hypothesis. 7. Execution of the project: Execution of the project is a very important step in the research process. If the execution of the project proceeds on correct lines, the data to be collected would be adequate and dependable. The researcher should see that the project is executed in a systematic manner and in time. If the survey is to be conducted by means of structured questionnaires, data can be readily machine-processed. In such a situation, questions as well as the possible answers may be coded. If the data are to be collected through interviewers, arrangements should be made for proper selection and training of the interviewers. The steps should be taken to ensure that the survey is under statistical control so that the collected information is in accordance with the pre-defined standard of accuracy. 8. Analysis of data: After the data have been collected, the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through coding, tabulation and then drawing statistical inferences. Analysis work after tabulation is generally based on the computation of various percentages, coefficients, etc., by applying various well defined statistical formulae. In the process of analysis, relationships or differences supporting or conflicting with original or new hypotheses should be subjected to tests of significance to determine with what validity data can be said to indicate any conclusion(s). 9. Hypothesis-testing: After analysing the data as stated above, the researcher is in a position to test the hypotheses, if any, he had formulated earlier. Various tests, such as Chi square test, t-test, F-test, have been developed by statisticians for the purpose. The hypotheses may be tested through the use of one or more of such tests, depending upon the nature and object of research inquiry. Hypothesis-testing will result in either accepting the hypothesis or in rejecting it. 10. Generalisations and interpretation: If a hypothesis is tested and upheld several times, it may be possible for the researcher to arrive at generalisation, i.e., to build a theory. As a matter of fact, the real value of research lies in its ability to arrive at certain generalisations. If the researcher had
61

. no hypothesis to start with, he might seek to explain his findings on the basis of some theory. It is known as interpretation. 11. Preparation of the report or the thesis: Finally, the researcher has to prepare the report of what has been done by him. At the end of the report, appendices should be enlisted in respect of all technical data. Bibliography, i.e., list of books, journals, reports, etc., consulted, should also be given in the end. Index should also be given specially in a published research report.

METHODS OF DATA COLLECTION

While working on this project the methods of collecting data are to be predicated about which sort of data is required for the study and accordingly to select one or more method of data collection. The data are to be collected should be original. They are to be collected either through direct observation or through direct communication or through personal interviews with respondents in the forum The way of collecting data is generally primary data and secondary data. There are several methods of collecting these types of data and are as follows:Explanation to the above methods: OBSERVATION METHOD:- In this method the information is collected by way of direct observation, without asking from the respondent. While doing this method the questions which are to be kept in mind are: 1. What should be observed? 2. How the observation should be recorded? 3. How the accuracy of observation can be assured? The main advantage of this method is that firstly there is no agreement with the respondent, secondly the information is related to the current happening and thirdly this method is independent of respondents willingness to respond. INTERVIEW METHOD:- The interview method of collecting data involves presentation of oralverbal stimuli and reply in terms of oral-verbal responses. This method can be used through personal interviews, which requires a person known as interviewer asking questions generally in
62

. a face to face contact with the other persons. It involves predetermined sequence of questions to be asked. The interview is given greater freedom to ask questions or the interviewer may omit certain questions or may change the sequence of questions.

QUESTIONNAIRE METHOD:- In this method questionnaire is prepared which contains a number of questions printed or typed in a definite order on a form or a set of form which are being filled in by the enumerator who are especially appointed for the purpose. The enumerator along with schedule go to the respondent, put to them the questions from the performer and record the reply in the spare meant for the same. Enumerator explains the aims and objectives of the investigation and also removes difficulties regarding questions, definition or concept of difficult terms.

CONTENT ANALYSIS:-Content analysis consist of analyzing the content of documentary materials such as books, magazines, prospectus and the contents of all other verbal materials which can be either spoken or printed. The analysis of content of the central activity whenever is concerned with the study of the nature of verbal materials.

SAMPLING
In this context Training needs in Bhilai Steel Plant the sampling has been done on random basis. A random sample is one in which the every element has the same probability of being chosen. The element is the object of the study, in this study our object are the respondents. We may be concerned with measurable characteristics of these units or with the number of proportions of such units marked by presence or absence of some qualitative characteristics. In this study the sampling is applied in such a way that every individual has an equal chance of being included. Sample Area:-This technique of sampling is applied in a geographical basis by the use of reference the entire area to be surveyed is broken in to smaller area and a few of these areas are selected on random basis. Sample Size:-The sample size is the number of sampling units selected from the area of investigation. The larger will be the representations of items. The size of the sample can neither too big nor too small, it should be optimum. An optimum sample survey is ne which fulfills the
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. requirements of efficiency, representations, reliability and flexibility. The size of sample should ensure minimum error, the factor required to make valid inference should bea) Nature of study. b) Practical consideration. c) Standard of accuracy. d) Type of sampling. e) Size of questionnaire With reference to the topic Training needs in Bhilai Steel Plant the sample area and the sample size of this study is 120 employees.

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FINDINGS
After analysis we have found that most of the employee are satisfy with the medical facility provided by BHILAI STEEL PLANT . Most of the employee said that they now get a proper medical facility by BSP. Now upto this days BSP employee are very much satisfy with the medical facilities and also it is found that the management are taking care of the facilities given to the worker and also helping in sorting out the problem of employee. So we must say that BSP is now changing there way of working by providing a proper medical facility to there employee and earning a lot of profit and also moving into the world of success where its name would be renownedily known.

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SUGGESTION

According to my survey in I found that there are some rooms for improvement and changes in medical facility provided by BSP to his employee, so there are some suggestion also from my side are following. I. BSP should provide Online registation system to there employee for the saving time of employee. II. My survey says that number of staff members(nursing staff and ward boys) in hospital of BSP are low as compare to number of patients so that BSP should increase the number of staff member. III. In the case of critical condition of employee, BSP refer his employee to another big hospital(vellour, mumbai, etc.) and in such a situation family member of patients facing a lot of problem(language, accomodation, etc.) so BSP should requier to provide such type of treatement facilities on his own hospital.

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CONCLUSION
After Analysis we have found that most of the employee are getting a proper medical facility and thats the reason today BSP is running in large profit because employees are healthy. Bhilai Steel Plant than also providing such a great medical facility to there employee so that the employee do there work with great efficiency. Today maximum number of B.S.P employee are are satisfied with the medical facility and there is equal suggestion is taken from both the Executive and Non executive for the proper medical facility of BSP. So there is special care is taken into consideration and every employee of BSP is right to give the suggestion in the issue of medical facility of BSP. After all we conclude that if BSP is doing well today than in the future it can be a Most profitable industry of INDIA. HEALTHY EMPLOYEE IS PROFITABE ASSETS OF THE ORGANISATION

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BIBLIOGRAPHY

Books
Human Resource Management: Research Methodology : Chhabra T.N. Kothari C.R.

Internet
http://www.sail.co.in/plants_bhilai.asp Company profile http://www.sail.co.in/searchindex1.asp About the SAIL http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htm History of Bhilai Steel Plant http://www.hinduonnet.com/fline/fl1424/14240890.htm Growth of Sail http://www.hdfcsec.com/company/snapShotShow.php?icode Recent development and future plans

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QUESTIONNAIRE
TRAINING AND DEVELOPMENT

Dear sir/madam, I am Chandrakant sahu a student of MBA from GD Rungta College of Engineering and Technology, Bhilai, Durg, (CG) and I am conducting a survey entitled on Training and Development in Bhilai Steel Plant which is a part of my academic curriculum. I need your help in this study. Kindly provide me your valuable opinion by filling this questionnaire. The information obtained by this questionnaire will be kept strictly confidential and will be used for academic purpose. Thanking You

Personal information:-

(1) Name: - ... (3) Grade: - ... (5) Age: - (7) Qualification: -

(2) Designation: - (4) Section: - (6) Sex: - (8) Date of joining: - ..

Ques.1- Do you feel the need of training? a) Yes b) No c) Not sure

Ques.2- Are you aware about training program provide by B.S.P. ? a) Yes b) No c) Not sure

Ques.3- If yes then how did you come to know? a) From your department c) From your colleagues b) From your boss d) From other sources

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. Ques.4- Have you attended any training program during last 2 years? a) Yes b) No c) Not sure

Ques.5- Do you feel that better job can be performed after attending the training program? a) Yes b) No c) Not sure

Ques.6- Is there training need to B.S.P. Employees? a) Yes b) No c) Not sure

Ques.7- Are you satisfied with the training program provide by Bhilai Steel Plant? a) Yes b) No c) Not sure

Ques.8- Whether any opportunity for further training will be helpful to you? a) Yes b) No c) Not sure

Ques.9- Are you satisfied with the tenure of training program that you have attended? a) Yes b) No c) Not sure

Ques.10- In which area systematic training provide a solution? a) Managing c) Operating b) Supervising d) All of this

Ques.11- Is the training is relevant to your department needs? a) Yes b) No c) Not sure

Ques.12- Which method you will prefer for training? a) Class room training c) Job rotation b) Machine training d) Simulation

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. Ques.13- What topic should be covered which can be useful at work place? a) Management d) Quality b) safety e) All of these c) Production

Ques.14- What type of problem you have to face at work place? a) Managerial b) Enviormental d) All of these

c)Working condition

Ques.15- Up to which extent problem can be solved through training, according to you? a) 25% c) 75% b) 50% d) 100%

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