Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
INTERNSHIP REPORT
AN ORGANISATION STUDY
AT
Submitted to Bangalore University in partial fulfillment of the requirement for the award
of
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
HIMANSU SEKHAR M
R.V.INSTITUTE OF MANAGEMENT
This internship project report has not been submitted to any other
institution / university for the award of any degree or diploma or
any other similar titles.
CERTIFICATE
GUIDANCE CERTIFICATE
No part of this work has been submitted anywhere for award, for
any degree or otherwise to the best of my knowledge.
GUIDE CERTIFICATE
This internship project has not been submitted to any other institution
for the award of any degree or diploma for any other universities.
ACKNOWLEDGEMENT
The successful completion of any task would be incomplete without mentioning the people
who made it possible and whose constant guidance secured as success.
It is with humble sense and gratitude with heartfelt appreciation to my beloved Internal
guide Mrs. ANITA D SILVA . whose estimable aid, keen surveillance, support, continued
inspiration, valuable guidance and meticulous supervision throughout project and to bring
this project to a successful completion.
I owe my sincere gratitude to all the members and heads of various departments in
ROURKELA STEEL PLANT. I extend my sincere thanks especially to all the members of
Rourkela Steel Plant & especially HRD department who have made my stay in RSP most
fruitful and a learning experience.
I also thank members of non teaching staff of RVIM for their continuous support during
my internship training. I am grateful to my parents, friends and well wishers who have
encouraged and supported me throughout my internship programme at ROURKELA
STEEL PLANT, ROURKELA.
CHAPATER 1
INDUSTRY PROFILE
INTRODUCTION
GLOBAL SCENARIO
MAJOR PLAYERS
MANAGEMENT OF SAIL
INDUSTRY PROFILE
INTRODUCTION:
Steel Authority of India Limited (SAIL) only the name is sufficient gives a brief
idea about the company. As we know Mr. Jameshdji Tata sowed the seeds of modern steel
industry in 1907 when Tata Iron & Steel Company Ltd (TISCO) was established. In the year
1939 the production of steel started in another private steel company called the Indian Iron and
Steel Company, now a subsidiary of the SAIL. After the independence SAIL became a major
player of steel and iron and a major supplier to all the fields. After Globalization SAIL having
big opportunity to expand their sales globally and became one of the major suppliers of steel and
iron. As we know that what ever is made that must be for some purpose and that must be sold
but the process may be different from one another.
Growth:
In the era of planned economy, iron and steel, a core and basic sector, received the full
attention of the government. It became a key sector for public investment for the First Five Year
Plan itself. The year 1953 saw the first agreement being signed with Germans to establish a 1
million tone plant at Rourkela in Orissa. Two more agreement for setting up steel plants at Bhilai
with erstwhile USSRs assistance and another at Durgapur with the help of U.K. was signed
in1956. Successive capacity augmentations at Bhilai, Durgapur and Rourkela saw their capacity
increase to 2.5, 1.6 & 1.8 million tones per annum respectively by the end of the 60s
today, with an aggregate capacity of over 10 million tones. The first shore-based public sector
integrated plant, viz.The Rashtriya Ispat Nigam Limited of 3 million tones per annum capacity
went into production in August, 1992. During First two decade of planned economic
development, i.e. 1950-60 and 1960-70, the average annual growth rate of steel production
exceeded 8 percent. During 1970-80, this growth rate in steel production came down to 5.7% per
annum and gathered up marginally to 6.4% per annum during 1980-90.
Until the 1990s the iron and steel sector was by and large the exclusive preserve of
only public sector, the sole exception being TISCO. The new economic policy, substantial
private investments flowed in with the consequent changes heralding a new beginning for the
interplay of free market enterprise in this vital sector.
Changes:
A glance at the pre-and post 1991 era reveals some interesting and significant structural
changes. At the consumer or demand end market for steel has been transformed from a seller to a
buyer market. Control and regulation have been replaced by competition. Administered price
have been replaced by supply and demand determined market prices. In the post liberalization
era, the structure of steel industry is significantly and vastly different with the advent of major
steel producers in the private sector which have come up with the world class technology and
capacities.
There has been clear shift towards the selection of the product mix. During the pre-
1991era, the private sector was mainly confined to the production of long products. The only
producer of hot-rolled flat products was SAIL in the public sector. Now there are 5 additional
Presently, India can boast of new technology like Corex, Thin Slab Casting and Compact
Strip Mill Technology, DC Electric Arc Furnaces. Twin Shells AC EAFs etc. in the steel
industry. The industry has now to focus on customer satisfaction and outstanding quality of steel
products in a competitive environment. Steel producers in the public and private sector have
taken upon themselves with determination and commitment to overcome the new and arduous
challenge to come up to thee Governments expectations as also the people of our country in the
most difficult and trying period for the last couple of years.
Impact:
The response of the private sector in particular has been quite encouraging in the post
liberalization era. Many all India financial institutions also came forward to support these
initiatives and had sanctioned financial assistance to 19 steel projects involving an investment of
about Rs. 30,000 crore covering an additional capacity of 13 million tones per annum during the
post liberalization era. Today, India is the tenth largest steel producers in the world. The industry
represents over Rs.90,000 crore of capital and directly provides employment to over 0.5 million
people.
Production:
The production of finished steel increased from 14.333 million tones in 1991-92 to 23.82
million tones in 1998-99. The private sectors contribution in the availability of finished steel has
constantly been increasing. From 51.4% in 1991-92 it increased to over 68% in 1998-99. This
trend is likely to continue.
Export:
Although India started steel production as early as in 1911, steel exports began only in
1964. Exports in the first five years were mainly due to demand downturn in the domestic iron
and steel market. Once domestic demand revived, exports declined India once again started
exporting steel only on 1975, touching a figure of 1 million tonne of pig iron and 1.4 million
tones of steel export in 1976-77. Therefore exports again fell rapidly to meet the challenges
arising from increased domestic demand.
There has been a substantial growth in export of steel during the post liberation period. It
increased from 0.9 million tones valued at Rs.700 crore in 1992-93 to 3.4 million tones valued at
Rs.2580 crore in 1997-98, even overtaking sectors like electronic goods and man-made fabrics.
There has been a qualities change in the export of steel items. Earlier, export consisted mainly of
plates, bars and rods and structural, whereas now semis, hot-rolled coils, cold rolled coils and
galvanized sheets are also being exported.
Indias Present per capita consumption of crude steel is only 24 kg. which is very low
compared to the developed and developing countries- 422 kg. in USA, 417 kg. in Germany 109
kg, in Russia and 87 kg in China. Our consumption is less than one fifth of the world average
(121 kg).
Ministry Initiatives:
The Government has been making all out efforts to help the domestic steel industry to
overcome the problems faced by them. To boost the demand and assumption of steel, an
Institution for Steel Development & Growth (INSDAG) was set up involving leading steel
producers in the country. The Development Commissioner for Iron & Steel had launched a
The demand supply gap is expected to increase this will drive steel prices northwards, even as
the global steel industry is not prepared for this demand onslaught.
GLOBAL SCENARIO:
The Asian countries have their respective dominance in the production of the steel all over the
world. India being one among the fastest growing economies of the world has been considered
as one of the potential global steel hub internationally. Over the years, particularly after the
adoption of the liberalization policies all over the world, the World steel industry is growing
very fast.
Steel Industry is a booming industry in the whole world. The increasing demand for it was
mainly generated by the development projects that have been going on along the world,
especially the infrastructural works and real estate projects that has been on the boom around the
developing countries. Steel Industry was till recently dominated by the United Sates of America
but this scenario is changing with a rapid pace with the Indian steel company on an acquisition
spree. In the last one year, the world has seen two big M&A deals to take place:-
The Mittal Steel, listed in Holland, has acquired the world's largest steel company called Arcelor
Steel to become the world's largest producer of Steel named Arcelor-Mittal.
Tata Steel of India or TISCO (as listed in BSE) has acquired the world's fifth largest steel
company, Corus, with the highest ever stock price.
The most significant growth that can be seen in the Steel Industry has been observed during the
period 1960 to 1974 when the consumption of steel around the whole world doubled. Between
these years, the rate at which the Steel Industry grew has been recorded to be 5.5 %. This roaring
market saw a phase of deceleration from the year 1975 which continued till 1982. After this
period, the continuous fall slowed down and again started its upward movement from the early
1990s.
Steel Industry is becoming more and more competitive with every passing day. During the
period 1960s to late 1980s, the steel market used to be dominated by OECD (Organization for
Economic Cooperation and Development) countries. But with the fast emergence of developing
countries like China, India and South Korea in this sector has led to slipping market share of
OECD countries. The balance of trade line is also tilting towards these countries.
The following table gives a clear picture upon the major crude steel producers in the world as
of the year 2004.
In the year 2004, the global steel production has made a record level by crossing the 1000
million tones. Among the top producers in the steel production, China ranked 1 in the world.
Production of steel in the 25 European Union countries was at 16.3 mmt in January 2005.
Production in Italy increased by 11.5 per cent in comparison to the same month in 2004. Italy
produced 2.5 mmt of crude steel in January 2005. Austria produced 646,000 metric tones.
In Russia it increased by 4.0 per cent to reach at 5.5 mmt in January. In case of the North
America region particularly in it was 1.5 mmt of crude steel in January 2005, up by 8.0 per cent
compared to the same month in 2004. Production in the United States was 8.3 mmt. Brazil had
produced 2.6 mmt of crude steel in January 2005. In South America region it was 3.7 mmt for
January 2005. According to rating made by the World Steel Dynamics", Indian HR Products
are categorized in the Tier II category quality of products. Both EU and Japan have ranked the
top. USA and South Korea comes as like India.
SAIL is among India's largest steel producing companies and tops among them. It is one of the
companies which have been accorded the Maharatna status for greater autonomy in its
management. With a production capacity of 13.9 million tonnes it is one of the top twenty steel
producing companies in the world. 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. The company has the distinction of being
Indias second largest producer of iron ore and of having the countrys second largest mines
network. This gives SAIL a competitive edge in terms of captive availability of iron ore,
limestone, and dolomite which are inputs for steel making.
It was initially established as Hindustan steel limited in the year 1954. The company initially as
Hindustan Steel Limited was established to control the plant at Rourkela but later it took up the
managing of other plants at Bhilai and Durgapur. SAIL was incorporated as a holding company
in the year 1973 with an authorized capital of Rs. 2000 crore, was made responsible for
managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the
Alloy Steel Plant and the Salem Steel Plant to oversee iron and steel production. In 1978 SAIL
was restructured as an operating company. Since its inception, SAIL has been influential in
establishing a sound infrastructure for the industrial development of the country. It also has
immensely contributed to the development of technical and managerial expertise. It also has
played an important role in secondary and tertiary growth of the country by providing for the
consumer industry.
With technical expertise and know-how in steel making gained over four decades, SAIL
Consultancy Division (SAILCON) at New Delhi provides services to clients worldwide. Sail has
a well equipped research and development centre for iron and Steels (RDCIS) at Ranchi which
helps to develop new technology for production of quality steel. SAIL also has its own in-house
Centre for Engineering and Technology (CET), Management Trainee Institute (MTI) and SAIL
Safety Organization (SSO), a Corporate Unit set up in 1988 at Ranchi, monitors and guides the
safety Promotional, fire and Occupational Health Services activities undertaken at different steel
Plants/Units/Mines/Stockyards. To accomplish the above mentioned functions, SSO formulates
and prepares appropriate safety policies, procedures, systems, action plans, guidelines etc. and
follows up for their implementation and thereby helps in providing accident free work
environment.
HISTORY OF SAIL:
The Precursor
SAIL traces its origin to the formative years of an emerging nation - India. After independence
the builders of modern India worked with a vision - to lay the infrastructure for rapid
industrialization of the country. The steel sector was to propel the economic growth. Hindustan
Steel Private Limited was set up on January 19, 1954. The President of India held the shares of
the company on behalf of the people of India.
completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel
production of HSL went up from .158 MT (1959-60) to 1.6 MT. The second phase of Bhilai
Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The
last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February
1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after
commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai,
1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL
was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.
Holding Company
The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing
industry. The policy statement was presented to the Parliament on December 2, 1972. On this
basis the concept of creating a holding company to manage inputs and outputs under one
umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company,
incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crores, was made
responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and
Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was restructured as an
operating company.
Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial
development of the country. Besides, it has immensely contributed to the development of
technical and managerial expertise. It has triggered the secondary and tertiary waves of
economic growth by continuously providing the inputs for the consuming industry.
SAIL Today
SAIL today is one of the largest industrial entities in India. Its strength has been the diversified
range of quality steel products catering to the domestic, as well as the export markets and a large
pool of technical and professional expertise. Today, the accent in SAIL is continuously adapt to
the competitive business environment and excel as a business organization, both within and
outside India.
MAJOR UNITS:
Sail has integrated steel plants i.e. from extraction of ore to production of steel is done in same
plant. The five integrated steel plants of sail are:-
Bhilai Steel plant.
Rourkela steel plant
SPECIAL UNITS:
Alloy Steels Plants (ASP), Durgapur, West Bengal
Salem Steel Plant (SSP), Tamil Nadu
Visvesvaraya Iron and Steel Limited (VISL), at Bhadravathi, Karnataka
CENTRAL UNITS:
Centre for Engineering and Technology
Research and development centre for iron and steel
Management Training Institute
SAIL safety organization
Raw materials division
Central Marketing Organization
SAIL consultancy organization
JOINT VENTURES:
NTPC SAIL Power Company Pvt. Ltd (NSPCL)
A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and National Thermal Power
Corporation Ltd. (NTPC Ltd.); manages the captive power plants of Rourkela and Bhilai Steel
Plant
Bokaro Power Supply Company Pvt. Limited (BPSCL)
This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in January
2002 is managing the steam generation in Bokaro Steel Plant.
Mjunction Services Limited
SAIL has incorporated another joint venture company with M/s Jaiprakash Associates Ltd to set
up a 2.1 MT cement plant at Bokaro utilizing slag from BSL. The project implementation is
under progress.
SAIL&MOIL Ferro Alloys (Pvt.) Limited
SAIL has incorporated a joint venture company with M/s Manganese Ore (India) Ltd on 50:50
basis to produce ferro-manganese and silico-manganese required for production of steel.
S&T Mining Company Pvt. Ltd
SAIL has incorporated a joint venture company with TATA Steel for joint acquisition &
development of coal blocks/mines. New indigenous opportunities for coking coal development
are being explored by the Joint Venture Company for securing coking coal supplies.
Sail announced its corporate plan in the year 2004 and set itself on a growth track making steady
progress in launching several projects. The company has initially aimed at increasing its annual
hot metal production capacity from 13 million tonnes to 20 million tonnes. But following the
inclusion of IISCO in Feb. 2006 and firming up of growth plan for Sails specialty steel plants, it
has been revised to 22.5 million tonnes
The growth plant forces the companys finished steel production of mild steel from its five
integrated plants being raised to a level of 17.5 million tonnes per annum. The broad product
portfolio of SAIL will consist of 30% market share in flat and 26% in long by 2011-12.Besides
capacity enhancement, the growth plan addresses the need of the sail plants and other units
toward eliminating tech gaps, interlinking product profile with the growth segments and focusing
on customer centric business processes. The key technological up gradations undertaken during
growth period that are expected to achieve:
>State-of-the-art process control automation
>State-of-the-art online testing and quality control facilities.
>Gradual implementation of Enterprise Resource planning (ERP) across its plants.
Production Target:
The production target of hot metal, crude steel and saleable steel after Expansion is indicated
below:
(Million tonne per annum)
Base Case
Item (2006-07) After Expansion
Actual
Hot Metal 14.6 26.2 (23.5)
Crude Steel 13.5 24.6 (21.4)
Saleable Steel 12.6 23.1 (20.2)
Capital Expenditure:
Amount spent on Expansion Plan and other Capital Schemes of SAIL (incl. subsidiary) during
last 3 years are as follows:
Total
Year
(Rs./Crore)
PRODUCT WISE
Semis Blooms, Billets & Slabs
Long Products Structurals, Crane Rails, Bars, Rods & Rebars, Wire Rods
Flat Products HR Coils, Sheets & Skelp, Plates, CR Coils & Sheets,
GC Sheets\ GP Sheets and Coils, Tinplates, Electrical Steel
Tubular Products Pipes
Railway Products Rails, Wheels, Axles, Wheel Sets
PLANT WISE
Bhilai Steel Plant Blooms, Billets & Slabs Beams, Channels, Angles, Crane Rails
Plates, Rails, Pig Iron, Chemicals & Fertilizers
Bokaro Steel Plant HR Coils & Sheets, Plates, CR Coils & Sheets, GP Sheets & Coils/
GC Sheets, Pig Iron, Chemicals & Fertilizers
Durgapur Steel Plant Blooms, Billets & Slabs, Joists, Channels, Angles, Bars, Rods &
Rebars, Skelp, Wheels, Axles, Wheel Sets, Pig Iron, Chemicals &
Fertilizers
Rourkela Steel Plant Plates, CR Coils & Sheets, GP Sheets/ GC Sheets, Tinplates,
Electrical Steel, Pipes, Pig Iron, Chemicals & Fertilizers
Salem Steel Plant Stainless Steel
CHAPTER 2
COMPANY PROFILE
LOCATION
PRODUCT PROFILE
COMPETITORS
ORGANISATIONAL STRUCTURE
ORGANISATION PROFILE:
Rourkela Steel Plant (RSP) is one of the most important units of the Steel Authority of India Ltd
(SAIL). Rourkela Steel Plant (RSP), the first integrated steel plant in the public sector in India,
was set up with German collaboration with an installed capacity of 1 million tonnes.
Subsequently, its capacity was enhanced to 1.9 million tonnes. It presently has achieved a
capacity of 2.27 million tonnes of hot metal and 2.13 million tonnes of crude steel. RSP
surpassed the two-million tonnes mark in hot metal production for the fourth consecutive year
and in crude steel production for the third consecutive year.
It went into operation in the year 1959 and was the first integrated steel plant established by the
Government of India. RSP was the first plant in India to incorporate LD technology of steel
making. It is also the first steel plant in SAIL and the only one presently where 100% of slabs
are produced through the cost-effective and quality-centric continuous casting route. The initial
thrust for establishment of the plant was provided by the appointment of a team to survey the
possibility for setting up a steel plant by the Govt of India in 1948. The plant was started in the
year in 1956 with the technical and financial assistance of Messers Fried Krupps Essen and
Messres Demang A.G. Duisburg, the leading steel makers from Federal republic of Germany. It
was designed to produce flat product. The plant recently has been modernised with state of art
facilities and most of the old units have been revamped and which has lead to the substantial
improvement of the quality of products, reduction in cost and also ensuring cleaner environment.
Developed infrastructures of support systems like captive power plants, brick manufacturing
units, railway transport system etc facilitate the smooth operation of the plant. Other services
(Research and Development centre for Iron and Steel), Ranchi lead to the enhanced productivity
and efficiency while conserving energy. Quality control is ensured through state- of- the art
computerization. Through computerization control in all production units, there is continuous
data analysis, monitoring, network coverage, data management and document handling. Total
quality management has been implemented since 1992 and awareness on total quality and to
employee involvement in quality involvement projects through interactive participation also
undertaken.
GEOGRAPHICAL LOCATION:
Rourkela Steel Plant is located in the north western tip of Orissa and at the heart of a rich
mineral belt. Being situated on the Howrah-Mumbai mainline, Rourkela is very well connected
with most of the important cities of India. The nearby airports are Ranchi (173 km),
Bhubaneswar (378 km) and Kolkata (413KM). Rourkela also has an Airstrip maintained by
Rourkela Steel Plant.
One of the largest steel plants of the Steel Authority of India Limited is situated here. It is
surrounded by a range of hills and encircled by rivers. It is situated in an area with the richest
deposit of mineral wealth in Orissa. It came into prominence in 1955, with the establishment of
the Rourkela Steel Plant. The city's name is derived from the famous 'Ruhr' iron & steel belt of
Germany, with whose collaboration the Rourkela Steel Plant was setup. The plant which is one
of the major contributors to render Rourkela a place in the national diary.
It is the only Plant producing large diameters ERW/SW Pipes confirming to most rigid
standards of API.
It is the first steel Plant in India to adopt external desulphurization of hot metal by
calcium carbide injection process.
It is the only steel Plant in SAIL producing Cold Rolled Oriented (CRNO) Steel sheets
for use in the electrical industries with installed capacity of 73000 Ton/yr
Rourkela is the first in vacuum degassing metallurgy. This system has been adopted
primarily for production of silicon steel for the cold rolled non-oriented sheets. This
system consists of vacuum arc refining and vacuum oxygen refining units and
degassing facility.
It is the first integrated Steel Plant of SAIL which adopted the cost effective and quality
centered continuous casting route to process 100% of steel produced.
All the major production departments and some service departments and some service
departments certified to ISO 9001:2000 QMS.
Silicon Steel Mill, Environmental Engineering Department and Sinter Plant-II certified to
ISO 14001:2004 EMS.
It has got an electrical sheet mill capable of producing both dynamo and transformer
grade electric sheet.
It has a special plate plant where special alloy steel plates are shaped to different shapes
as per requirement in the defense sector.
RSP has the distinction of being the unique steel plant in India with an integrated
Fertilizer Complex.
It has two captive power plants (CPP) with a generation capacity of around 120 mw.
To achieve market leadership and prosper in business through satisfaction of customer needs by
continual improvement in quality. Cost of delivery of products and services.
MISSION:
The future of our steel plant lies in our own hands. It is our individual and collective
responsibility to rebuild our plant into a profitable, harmonious and vibrant organization. We
will do whatever things are necessary which are good for our plant. We shall never do anything
that hurts our plant.
QUALITY POLICY:
We have to create and sustain a peaceful work environment where every employee can
contribute to the plant in assigned area of work with full freedom and dignity and without fear.
PRODUCT PROFILE:
As far as RSPs products are concerned, there are two types of products of RSP-
Primary Products
Secondary products
Primary Products:
I. Pet Products:-
1. Pipes
a. ERW Pipes
b. Spiral Wield pipes
Secondary Products:
k. BF fines
l. Steel skull scraps
V. Defectives
Defective HR Coils (2.0mm)
Defective HR Coils (2.3mm)
VI. Semis
a. MS ingot (Non Silicon)
b.Pig iron
VII. BF Slag
BF granulated slag (NLT)
PRODUCTS OF RSP:
BY NAMES
Minerals
RSP Corporations family of minerals, sorted by their names, all with Silica as their major
constituent, including Quartz, Feldspar, Silica and Clays.
Refractories
Acidic and basic Refractories, including the most popular and highest exported VINRAM
Acidic Ramming mass, suitable for Induction furnace lining.
Chemicals
Lime and Sodium based chemicals for the leather, color and other related industries.
BY USER INDUSTRIES
Engineered stone
RS Glassy White Quartz for Engineered Stone Industry of Breton technology, making Quartz
countertops, in filler, grits, also crushed mirror.
Ceramics
Glass
Silica based minerals, from Feldspar to Silica. Highest purity Quartz to lead crystal and high
purity glass manufacturers. Very strong in Potassium Feldspar and Quartz.
Induction furnaces
VINRAM Acidic Ramming Mass, with premixed Boric Acid, Silica sand and Bentonite for
Ductile and other foundries with induction furnace.
Construction chemicals
Various minerals such as Silica, Quartz and various chemicals like Hydrated Lime etc. to the
construction chemical industries, with foreign collaborations and in all specifications.
Foundry Casting
Crystalline silica has a higher melting point than iron, copper and aluminum. This enables
castings to be produced by pouring molten metal into moulds made out of silica sand and a
binder. Castings form the basis of the engineering and manufacturing industries. Quartz and
cristobalite flours are the main components in investment casting (also called precision casting)
for the production of specialist products such as jewellery, dental bridges, aviation turbines and
golf clubs.
Blasting
Silica is used for sand blasting purposes, as micro blaster, for micro graving, for filter sand, as
glass beads for sand blasting, as paint stripping blasting sand.
PRODUCT-MIX TONNES/ANNUM
Plate Mill Plates 2,99,000
HR Plates 92,500
HR Coils 3,98,000
ERW Pipes 75,000
SW Pipes 55,000
CR Sheets & Coils 4,33,000
Galvanized Sheets (GP& GC) 1,60,000
Electrolytic Tin-Plates 85,000
Silicon Steel Sheets 73,500
Products Applications
Chequered Plates Flooring & staircases in the industrial sectors and railway
platforms etc.
CR Sheets & Coils Steel furniture, white goods like refrigerators, washing
machines, automobile bodies, railway coach paneling,
drums, barrels, deep drawing and extra deep drawing
etc.
Galvanized Sheets Roofing, paneling, industrial sheeting, air conditioner
ducting and structural
Silicon Steel sheets & Coils Small generators, stators for high efficiency rotating
equipment and relays etc.
Spiral Weld pipes High pressure transportation of crude oil, natural gas
and slurry transportation, water supply, sewage
disposals, grain silos, civil engineering pilings etc.
Coils
COMPETITORS OF SAIL:
C) ISPAT GROUP
Started in 1976 by setting up a multicrore ISP in Indonesia & going ahead as one of the
fastest growing companies in the world.
Sales turnover Rs.10, 000 crore.
With the acquisition of Turkish steel company Izmir Demir Celik, its capacity will go up
to 15 million tones.
ORGANIZATIONAL STRUCTURE:
The most important asset from which RSP derive its true competitive strength is its committed
and talented workforce. The employees of RSP range from unskilled labourers to senior
management officials. In RSP the manpower planning is done on yearly basis. The employees of
the steel plant range from unskilled Khalasi to supervisor and charges man. The employees at the
steel plant are basically divided into two group; those who take part in the production process are
known as workers whereas those who provide associate services are the non-workers. These two
groups of employees can be each further classified into categories of Executives (EXE) and
Non-Executives (N-EXE).
The following diagram shows the organizational structure of Rourkela Steel Plant:
MANAGING DIRECTOR
DGM
OD GM(P&A)
DGM (PL) W
AGM AGM AGM
WELFARE IR,RULES RECRUITMENT
UPE
CENTAL FUNCTION OF PERSONNEL
DEPARTMENT
UPE
UPE
CHAPTER-3
FUNCTIONAL DEPARTMENTS
PRODUCTION DEPARTMENT
PERSONNEL DEPARTMENT
MARKETING DEPARTMENT
FINANCIAL DEPARTMENT
FUNCTIONAL DEPARTMENTS
Works area:
The works area deals with the process of bringing of raw materials to the making of
finished goods. The work area directly refers to the all major units which come under production
department. The SAIL has its own mines, which procures raw material and produces steel from
it. Iron ore, one of the ingredients to produce steel is not purchased from outside. But coal is
purchased, generally imported from foreign countries.
The production flow is depicted below. The first step is to bring raw material from the mines to
OBBP, then it comes to sinter and then to blast furnace. After that it reach to SMS I and SMS II
MINES
CRM
HSM CCM
SSM
PLATE PIP
E
Non-works Area:
Works area deals with the process of raw material to finished goods where as the
non-works area consists of several non process area departments such as:-
PERSONNEL
MARKETING
FINANCE
PURCHASE
STORE
PBLIC RELATION
HOSPITALITY
All these six departments or areas come under the non-works area. Besides these, RSP
has two special departments which comes under non-works area as well. They are:-
HOSPITAL
&
TOWNSHIP
PRODUCTION DEPARTMENT
Ore Bedding and Blending Plant RSPs Ore Bedding & Blending Plant (OBBP) has a base
mix preparation system with on-ground bedding, blending and conveying facilities. Set up under
the earlier modernization programme to provide pre-mix feedstock to Sinter Plant-I & -II, the
plant has an annual dispatch capacity of 500,000 tonnes of material.
The facilities in OBBP include major installations like wagon unloading (tipplers & track
hoppers), iron ore crushing and screening system, raw material storage yard, rod mills and roll
crushers for flux and coke crushing, proportioning bins and elaborate conveying systems.
Coke Oven
RSP has five 4.5-metre-tall coke oven batteries (COBs) that produce coke as the input for blast
furnaces. The coke ovens are equipped with wagon tipplers, automatic handling and conveying
facilities, coal blending provisions, coke wharf age crushing together with screening and
conveying systems.
Sintering Plant
RSPS two sinter plants feed sinter to the blast furnaces with a combined capacity of 3.07 MT
per annum. Sinter Plant-II is operating at more than its rated capacity since the year 2000. This
has facilitated the increased usage of sinter in blast furnace burden.
Blast furnaces
The four blast furnaces of RSP, with a combined capacity of 2 MT, produce hot molten metal for
steel production.
cleaning and recovery, power distribution system, water and utility services.
Plate Mill
RSPs 3.1 meter wide, 4 high reversing mill is equipped with online thickness measurement
facilities. Provision for inspection by customers nominees, online ultrasonic testing and
checking ensure dispatch of superior quality plates to customers. The Plate Mill also has a
walking beam-type furnace with a capacity of 100 tonnes/hour for slab heating. The mill has a
production capacity of 299,000 tonnes per annum.
Galvanizing Lines
Two continuous hot-dip galvanizing lines are equipped with jet-coating facilities. There are 2
multi-roller-corrugating machines as well which produce corrugated sheets.
Pipe Plants
A highly sophisticated Spiral Welded (SW) Pipe Plant is equipped with submerged arc welding
process and produces large diameter pipes. Hydrostatic pressure testing, ultrasonic testing and
eddy current testing are some of the features which ensure quality control.
The Electric Resistance Weld (ERW) Pipe Plant caters to the smaller diameter pipe consumers.
Environment Management
RSP has provided air pollution control equipment like ESPs, Bag Houses, Dry Fog Dust
Suppression systems & Wet Scrubbers in different units. RSP has also provided dedicated Waste
Water Treatment Units in different plant units for treatment of wastewater. The treated
wastewater is recycled back to the process and blow down water is discharged only into drains
for final treatment at Lagoon before discharging into river. RSP has established a full-fledged
Environmental Engg. Department way back in 1989, along with Environment Laboratory which
is certified with IS/ISO14001. RSP has adopted 4R (Reduce, Reuse, Recover & Recycle)
strategy for enhancing the utilization of wastes. With the dedicated efforts of RSP collective the
pollutant levels have shown drastic reduction. The pollutant levels monitored during Apr.-
June,10 & for 2009-10 are;
Apr 2009-
SN. Environmental Indicator Description Norm
June,10 10
PM10 76 99 90.2 100
Suspended Particulate 289 487 283.8 --
Matter
Ambient air quality (Average Sulphur dioxide 37 68 49.5 80
1. levels monitored at 6 stations) Oxides of Nitrogen 24 63 32.0 80
Units : mg/m3 Ammonia 12.8 28.2 400
58.6 0.04 1.0
Lead 0.02
0.09
2. Specific Dust Load on Cumulative dust load 1.29 --
Computerization
Rourkela Steel Plants online Production Planning & Control (PPC) system, developed and
executed in house, connects various functional departments of RSP into a single network.
PERSONNEL DEPARTMENT:
INTRODUCTION:
The overall growth of the organization depends on the Human Resource Development. It is the
foundation for any successful organization. Personnel management is a profession on transaction
and in any organization which looks toward to a positive and dynamic management philosophy.
Purpose of human resource in RSP is to increased production, productivity,
sophisticated technology and automation that depend on human endeavor.
MANPOWER POSITION:
Executives
Non-Executives
The Human Resource Management is a integral part of the personnel department as well as the
personnel organization. It is classified into three heads-
The training and development is a vital part of the organization. The training activities carried
out by plant itself namely Central Power Training Institute (CPTI) at Rourkela
Types of training:
(i)Technical
(ii)Mechanical
Objective of training:
(i) De-Criticalise/key/critical skills
(ii) Prepare individuals for higher responsibilities
(iii)Develop ability in employees to run and maintain new units as per standard operating
parameters.
HR PLANNING OF RSP:
It is the process by which the guiding members of an organization manages and leads the
people who will be responsible for analysis, forecasting, planning and implementing the
strategies necessary to fulfill its mission and reach its vision. Therefore, it is necessary for every
organization to make a HR plan.
Similarly, Rourkela steel plant has also its human resource plan. The human resources
deployed in RSP are of various cadres i.e. the executive and the non-executive. Again, these two
cadres are sub divided into various grades
Non Executive Selection:
The non-executive includes 11 different grades as given below.
1. S1
2. S2
3. S3
4. S4
5. S5
6. S6
7. S7
8. S8
9. S9
S1 is the lowest grade in which employees are to be employed. With the help of the
promotions the employees go up the higher level and according to the better performance
performed.
Employees may be recruited in different grades directly. They are given below.
S1 Lowest level-Earlier KHALASI are recruited in this cadre. They are the minimum
qualification required for the workers, (matric holders)
S3 Next higher level of recruitment are the Diploma holders with or without graduates
(B.Sc ) (Nurse, paramedical, etc.)
S6- In this grade also recruitment is made. Earlier Diploma engg. were recruited in this
grade.
S10 The recruitment is made to them who fulfills the eligibility criteria of the
engineers and comes under compassionate ground.
Executive selection:
Like the non-executive cadre, in the executive section E1 is the base level. In E1
cadre MTT for engg and MTA (for MBAs).Doctors and other professionals like law graduates
and finance graduates are also recruited. Once recruited in this cadre they can be promoted. The
hierarchy is given below.
E1-junior manager
E2-Assistant manager
E3-Deputy manager
E4-Manager
Moreover there is one more level called E0 but no recruitment is made in this level. This grade
is for the executive who gets promoted from Non-executive level.
Executive promotion up to E5 is done at unit level by organization Development
section known as OD.
The OD unit takes the care of the promotion process of E1 toE5 level where as from E6 to E8
that is AGM onwards, promotion is handled by Corporate Office of SAIL at New Delhi and ED
and MD posting is done by the Board of Directors.
At the outset viz. at the start of the financial year a detail of man power planning is
being made. This constitutes forecasting separation for the year, the first of every month there is
a calculation of the total man power.
Basing on that recruitment requirement is prepared. This constitutes recruitment against
retirement and against expansion. And thus man power at the end of the year is predicted.
That means the personnel department has to prepare a report of the total employees working in
the organization.
The man power calculation is done on monthly, quarterly, half yearly and annual basis i.e. How
many of them are executives and how many are non-executives.
The simple formula for calculation manpower for man power planning is
Manpower planning=Opening Manpower Separation + Recruitment
=Closing manpower
Separation:
Separation is a process whereby the employees are separated from the organisation. It
involves 3 modes.
1. Retirement
2. VRS
3. Others (Death, medical unfit, dismissal/resignation etc.)
1. RETIREMENT:-
(i) In retirement scheme, separation is done taking into consideration the age factor. That means
any person attending the age of 52 will automatically be separated from the organisation .It is a
continual process. This is also known as natural separation.
(ii) A person born on any date except 01st will retire at the end of month.
(iii) A person born on 01st of a month will retire at end of previous month.
.
2. VRS (VOLUNTARY RETIREMENT SCHEME):-
In case of VRS mode of separation, this is done as and when required. Reason for
VR scheme is
1-Reduce excessive manpower- In other words, when the organisation feels the necessity
of separating excessive employees from the organisation VRS is implemented.
BENEFITS:
The following monetary benefits would be available to employees seeking retirement under
these rules.
a) Lump sum Compensation: An employee whose request for Voluntary Retirement has been
accepted would be entitled to a Lump sum compensation equivalent to 25 days basic pay plus
fixed dearness allowance plus dearness allowance and DP, if applicable, for each completed year
of service or the basic pay plus fixed dearness allowance plus DP, if applicable, at the time of
voluntary retirement multiplied by the balance months of service left before normal date of
retirement whichever is less. (Ref. OO No.11 dated 10.12.2003. further modified vide OO No.21
dated 7.12.2004.)
b) Gratuity: Gratuity will be paid only for the served period as per rules.
c) Encashment of leave: In addition to the encashment of Earned Leave under the existing rules,
such employee will be entitled for encashment of Medical Leave also on half pay as is due to
them on the date of Voluntary Retirement. However, in case of those employees who seek
voluntary retirement on attaining the age of 55 years and above, the admissibility of benefit shall
be as under:-
(i) 75% of the Medical Leave, due, can be encased if the voluntary retirement is sought, on
attaining the age of 55 years;
(ii) 50% of the Medical Leave due can be encased if the voluntary retirement is sought on
attaining the age of 56 years;
(iii) 25% of the Medical Leave due can be encased if the voluntary retirement is sought on
attaining the age of 57 years.
Removal/Dismissal: -The only difference between the two is that in the case of dismissal
the employee is disqualified from future employment while in the case of removal he is
not debarred from getting future employment. Therefore, dismissal has more serious
consequence in comparison to removal.
Removal
An employee can be removed from the roll of the company .
-Habitual absence on duty
-Crimes
-Imprisonment
Dismissal
An employee can be dismissed from the organization because of many factors.
These includes:-
-Impersonation
-Fraud
-Forgery
-bribery
A person once dismissed cannot be employees anywhere else.
Resignation:-
Recruitment:
Recruitment is an important part of an organizations human resource planning and
their competitive strength. Competent human resources at the right positions in the organization
are a vital resource and can be a core competency or a strategic advantage for it.
The objective of the recruitment process is to obtain the number and quality of
employees that can be selected in order to help the organization to achieve its goals and
objectives. With the same objective, recruitment helps to create a pool of prospective employees
for the organization so that the management can select the right candidate for the right job from
this pool.
OPEN RECRUITMENT:
The open recruitment includes the written and the interview process, wherein the
candidates after clearing the written round, if get qualified, and then is selected for the interview
round. The written round is considered as the rejection round and the interview round is
considered as the selection round.
Approx. in 1:5 ratio candidates are called for interview round.
OTHER THAN OPEN: These types of recruitment involve only the interview round.
CAMPUS: The campus recruitment for which the companys visit the colleges includes
two rounds i.e.; the written as well as the interview round. It selects candidates and tests
their potential accordance to the job.
That means on the death of any employee due to the reason as mentioned above job is
provided to the dependent of the employee first offer is made to the spouse of the employee. The
spouse may further relinquish and request offer to be made to the one of the children.
Moreover the grade at which offer is made as per the qualifications and as per the rules of the
company. They are as follows.
LDP (Local Displaced People): LDP is providing only for displaced person.
Generally once established of the company there is required land. Company gives the
offer of the people any one person gives the job or gives the land amount. The people
accept of job offer, this offer is called displaced. This displaced process
recruitment of the people.
Reservation in Recruitment:
1. There shall be a reservation of 15 per cent for the members of the Scheduled Castes, 7.5
per cent for the members of the Scheduled Tribes and 27 per cent for the members of the
Other Backward Classes in the matter of appointment by direct recruitment on all India
bases by open competition.
2. There shall be a reservation of 16.66 per cent for the members of the Scheduled Castes,
7.5 per cent for the members of the Scheduled Tribes and 25.84 percent for the members
of the Other Backward Classes in the matter of appointment by direct recruitment on all
India basis otherwise than by open competition.
3. Except in Delhi, reservation for the Scheduled Castes and Scheduled Tribes in case of
direct recruitment to Group C and Group D posts normally attracting candidates from a
locality or a region is generally fixed on the basis of proportion of their population in the
respective States/UTs. Reservation for OBCs in such cases is fixed keeping in view the
proportion of their population in the respective States/UTs and the fact that it is not more
than7% and total reservation for SCs, STs and OBCs does not exceed 50%. Quantum of
reservation fixed for SCs, STs and OBCs in such cases has also been indicated
25000
20000
15000
10000 East
5000
0
2003- 2004- 2005- 2006- 2007- 2008- 2009- Jun-10
04 05 06 07 08 09 10
MARKETING DEPARTMENT
INTRODUCTION:
The term Marketing is an all embracing term and includes activities starting with the motivation
at customer sale of product and after sale services to satisfying the need wants of the customer at
a profit from it., this purpose is achieved by selling it. Products can be sold easily by adopting
proper marketing strategies. This aspect applies both consumer good industries and producer
good industry has no exception.
Marketing deptt. Of RSP was earlier called as the Order Department. It is only deal
with the secondary product of RSP and the primary product of RSP is dealt by the Central
Marketing Organization (CMO).
Earlier till 1974 the Central Marketing Department (CMO) was in charge of the
marketing of the scrap products. Marketing of the defective products was also handled by the
CMO till 1998, and though they are also responsible for marketing of primary products of RSP,
they had produced primary products blindly due to that there was huge increase in scrap and
defective products. For that they have faced huge loss in end nineties. But later the individual
plants were asked to handle the sale of secondary and the scrap product.
During past few years the marketing dept. of RSP had a huge workforce of
employees. But due to modernization and introduction of the computer technology the workforce
have been reduce to less number of employees. Earlier the documents and important papers were
kept in lockers and required 2or 3 employees to maintain, this process make the entire sales
process time taken and unsecured. But today the documents are stored in soft copies in computer
system that makes more reliable, easy to access and increase the efficiency of the organization.
ED (MM)
G.M. (MM)
DGM (Mktg)
As far as RSPs products are concerned, there are two types of products of RSP-
Primary Products
The major functions of CMO are research, including assessment of demand and
availability providing feed to commercial director on the same. It collects market intelligence
and identifies new market and products required. The CMO has a network of sales officers and
stockyard within the country for purpose of distributing of materials from the outlets.
The other aspect controlled by CMO are planning customers services, transport AND
SHIPPING Data AND information system etc.
The distribution of iron and steel products is done by the CMO, through 45 branches
and stockyard located in all important steel consuming centres, in the country. For administration
purposes, the branches are grouped under 10 zones and 4 regions. They operate various schemes
to see that movement of products is fast and customer is satisfied.
Primary Products:
I. Pet Products:-
1. Pipes
a. ERW Pipes
b. Spiral Wield pipes
Secondary Products:
V. Defectives:
Defective HR Coils (2.0mm)
Defective HR Coils (2.3mm)
Defective HR Coils (2.5mm)
Defective HR Coils (2.8mm)
Defective HR Coils (3.15mm)
Defective HR Coils (above 3.15 & up to 5 mm)
Defective HR Coils (above 5mm)
HR U/T Coils from CRM (below 3.15mm)
HR U/T Coils from CRM (3.15mm & above)
Defective HR Coils (Pickled) (2.0mm)
Defective HR Coils (Pickled) (2.3mm)
Defective HR Coils (Pickled) (2.5mm)
Defective HR Coils (Pickled) (2.8mm)
Defective HR Coils (Pickled) (3.15mm)
Defective HR Coils (Pickled) (above 3.15 & Up to 5mm)
VI. Semis:
a. MS ingot (Non Silicon)
b. Pig iron
VII. BF Slag:
BF granulated slag (NLT)
Customer contact officers of the producers will be regular touch with customers
according to a well co-coordinated plant and will arrange for supply of steel for them.
Producer must bring greater co-relation then hitherto between supply and demand by
working out suitable rolling programme.
Producers must ensure that large majority of customers are reasonably satisfied. Special
attention tobe paid to the needs of public sector units, director Government demand and
such priorities which Govt. may down from time to time.
Defense, Railways, Steel Plant SSICS will get their supplies direct, special qualities both
from plate mill as well as Cold Rolling Mills will be dispatched direct. As the allocations
for Hr coils are in bulk, the tube makers and wagon builders for plates in coil from will
get their supplies through stockyards.
MARKETING SECTION:
LD slag is another waste from SMS. It is the steel slag and its primary customer is south eastern
railways. Flue dust is also a kind of waste generated from the blast furnace. It is a mixture of iron
dust and coke dust used in small iron factories, coke briquette plants etc.
INTRODUCTION:
The steel plays a crucial role in the industrialization of a country for sustaining the growth of an
economy. Financial objective of RSP as an integral part of its business mission into earn a fair
return on investment.
The company has financed its assets from external sources by equity share capital invested by
the Govt. long term loans from Government and Steel development fund and working capital
loan from banks, public deposits and inter-corporate deposits decide internal resources generated
in the form of depreciation provision.
BANKERS OF SAIL:
ED (F & A)
GM
ES TA
FS MABC
IGH
OBA
ARC RMBA
PF Claims &
Freight
Public Relations are the deliberate, planned and sustained effort to create mutual understanding
between an organization and its stakeholders.
The main functions of Public Relation are:
Image building among stakeholders
Dissemination of information regarding the organization
Media relations local & regional
Local advertising & publicity
Events
A pre-requisite of effective communication is a thorough understanding of the company, the
nature of its stakeholders and the dynamics of the environment (business, political, social et al)
in which it is operating.
TARGET AUDIENCE:
Internal
Employees
External
Govt.,
Financial Institutions/Banks,
Customers,
Community Neighbors,
Policy Makers,Govt. Agencies,
Suppliers,
General Public,
Others, Stakeholders
OBJECTIVE:
Reinforcing the image of Rourkela Steel Plant as a profitable, progressive and vibrant
plant that cares for all its stakeholders.
Establishing RSP as a Socially Responsible Corporate Citizen.
To create a sense of pride among the stakeholders.
Corporate image building.
COMMUNICATIONS
ROURKELA STEEL TELEVISION CENTRE
PHOTO UNIT
DOCUMENTATION CENTRE
ISPAT PRESS
COMMUNICATIONS:
1. Daily news for RSTV
2. Press Releases : a) regular b) paper specific c) special features
3. Media Liasioning
4. The House Magazine (Ispat Sahayog) in three languages.
5. Brochures, posters, hoardings etc
6. Inputs for SAIL news, website & corporate publications
7. Messages of MD, Speeches, Appeals Etc
8. Scripts and story boards of corporate films and promotional films.
9. Creating and Facilitating Advertisement Campaigns
Content of Communication:-
1. Priorities of the Plant
2. Future Challenges
3. Production and productivity
4. Achievements of employees/ family members
5. Safety
6. Quality
7. Cost Control
DOCUMENTATION CENTRE:
ISPAT PRESS:
1. Technical stationeries for Internal Use
2. Office Stationery, Medical Books, coupons, Park tickets
3. APP Booklet, Delegation of Power, Periodicals, Log books
4. Messages, speeches, appeals etc
5. Risograph of different communication materials
INTRODUCTION:
At Rourkela quality is way of life which begins at the mines follows meticulously at every step
of processing and ends with inspection of the products. Quality control measures are inbuilt in
the highly sophisticated equipment with continuous monitoring of essential data through
computerized control in all the production units. The quality control team maintain history card
for each coil, sheet, plate, or pipe the leaves Rourkela.
TQM @ RSP :
It was the consistent belief in this business philosophy that led to the adoption of TQM by RSP
since January 1992 and today forms the core of all our business strategies. No other strategy can
be predictive of success in todays competitive environment. We have been able to realize the
customer first approach and percolate it down to the workmen level with associated changes in
our attitude towards quality of our processes in general and quality of product in particular.
Subsequently, the scope of TQM was enlarged to include implementation of various
management systems for Quality, Environment, Occupational Health & Safety and Social
Accountability as a mark of obligation towards all sections of stakeholders.
ENVIRONMENT:
Looking back, Silicon Steel Mill and Environmental Engineering Department were the first
departments to be certified with ISO 14001 Environment Management System (EMS) in the year
2000. Subsequently, SP-II, HSM, PM, SWPP, ERWPP, SPP and Steel Township were certified
to ISO 14001:2004 EMS. RSPs Steel Township is the first Township of SAIL to be certified for
both ISO 9001 QMS and ISO 14001 EMS.
The implementation of EMS at important locations has brought in
Regular monitoring for adherence of environmental parameters.
A clean and green environment and thus stakeholders delight
Compliance to legal and other requirements.
SOCIAL ACCOUNTABILITY:
Being a responsible corporate citizen, RSP has taken significant strides to respect and uphold
the dignity of its stakeholders. This has become amply evident with the intention of our plant to
implement and achieve certification of internationally acclaimed SA (Social Accountability)
8000 standard. The certification process of RSP is under progress.
It is worth mentioning here that SA 8000 focuses on nine areas. Significant among them are
Non-deployment of child labor,
Abolition of forced labor,
Right to join trade unions and
Fair wages
REVIEW SYSTEM:
To implement, document and maintain all these management systems, a Three Tier Management
Review of IMS is held regularly by HODs, GMs and ED (Works)/ED (P&A). TQM Department
facilitates the monitoring and reviewing of around 300 parameters concerning Quality,
Environment and Occupational Health & Safety aspects of the certified departments. The
necessary corrective and preventive actions are taken in case of deviations with respect to
Process Parameters, Objectives & Targets, complaints and audit findings for effective
implementation of management systems.
The periodic review system has resulted improvement in
Production and productivity
Periodic preventive maintenance
Monitoring of Environmental parameters
Monitoring of occupational health and safety performance
Compliance with legal and other requirements
The following units of RSP have also been certified with ISO 14001: 2004
Environment Management System (EMS):
CHAPTER 4
SWOT ANALYSIS
R.V. INSTITUTE OF MANAGENENT, BANGALORE
ROURKELA STEEL PLANT
SWOT ANALYSIS
STRENGTH:
WEAKNESS:
OPPORTUNITY:
THREAT:
CHAPTER 5
FINDINGS
Managing a huge workforce of approx. 19,000 is a challenging job at any instance and at
any place. Its truly overwhelming to know the mammoth task be carried out so
smoothly.
Most of the employees said that the training needs/development plans are identified
during Performance Review Planning. Some of the employees said that Training
needs/development are not identified during PRP.
When the respondents were asked to suggest any improvement in the present appraisal
system of SAIL, a majority of them could not suggest anything. Few of the employees
have suggested a few improvements. These suggestions are included in suggestions of
report.
Maximum employees of the Rourkela Steel Plant are satisfied with RSP,s leadership and
planning.
SUGGESTION
Considering all the facts I think there must be changes in policy of RSP. Some of the suggestions
are as follows:-
The marketing strategy of RSP should crucially depend upon customer satisfaction, so
improved.
The security deposit of 105% should be reduced to 102%-103%, as the variation in
quantity of the allotted material during loading is minimum.
CONCLUSION
SAIL, RSP is a large public sector organization whose main concern is the manufacturing of
steel. Since its a public sector organization their employees enjoy special benefits and also
every possible care is taken by the organization towards their employees. There are a total of 1
lakh 17 thousand employees in SAIL, whereas 18,655 are in RSP itself. So its quite a huge task
to take care of so many employees and the organisation trying to achieve it. RSP also pays
attention to multi-facets of employee welfare. It tries to recognize and nurture potential of their
employees. The plant is highly systematic disciplined and modernized.
Rourkela Steel Plant has completed four decades of existence and during this period there has
been complete shift, moving from a monopolistic state to a totally competitive market
RSP is taking a lot of steps in marketing quality steel. New players have
entered into the steel market. Each player would like to gain in terms of market share. RSP gives
priorities to various customer problems, its pricing and distribution policies. RSP now gives
emphasis making market oriented and customer oriented strategies.
BIBLIOGRAPHY
http://www.citehr.com
http://www.sail.co.in
http://www.rsp.co.in
SAIL News
RSP Manuals
ANNEXURES
SAIL/ROURKELA STEEL PLANT
Profit & Loss Account for the year ended 31st, 2011
A. Income
B. Expenditure