Sei sulla pagina 1di 107

Preface

The research is on the basis of A STUDY ON ‘SKILL MAPPING


OF EMPLOYEES WITH 4Q MODEL OF PELLET PLANT
EMPLOYEES IN BALASORE ALLOY LTD. Balgopalpur.

 It is used to study the skill level of employees in their job lev


el. Skill matrix is atool to assess training needs.

 It is a table that shows skills of individuals in a team


and any gaps between the skills of employees and the job
roles they have.

 It is also known as a competency framework. If behind the


maximum level, retrain and evaluate.

 Thus this report seeks to utilize primary research, through


questionnaires, Observation and secondary method
involves data collection through magazines and websites

 The tools being used for analysis and interpretation is


Percentage analysis.

 The Suggestion made by the employees where mostly


implemented whenever they were applicable
Index
Sl.no.

Topic Page Number

 Institute’s certificate
 Company’s certificate
 Acknowledgement
 Declaration
 Preface

 1 Introduction

 About the topic


 Objective of the study
 Methods employed
 Significance of the study

 2 Industry Profile

Company Profile
Financial analysis of the company
Data analysis and interpretation findings
Conclusion
Suggestion
Limitation of the study
Appendices
Questionnaires
Organizational Structure

 12 Bibliography
INTRODUCTION
In today’s competitive business scenario and
era of flatter organization, structures enabling high quality
performance/contribution from each individual have become
essential because skill level of employees is critical to the
performance of any organization.

The leader’s role in motivating, guiding and facilitating employees


in raising their performance and realizing their potential has
assumed greater significance. Further, managers are called upon
to develop the ‘softer’ skill, attitudes and behaviors so as to
ensure that each individual integrates well with the team and the
overall organization culture. Also, employees today expect their
manager to play an active and effective role in their career
planning and professional development.
Thus for knowing the needs of the training and development of
the employees, Toyota Motor, Japan has introduced the concept
of Critical Skill Mapping by Four-Quadrant Model. By the use of
model managers are able to evaluate and analyze the progress of
skill index of a group of employees of same profile. In order to
improve the skill level of employees, the Toyota model
(4quadrant) model of skill assessment has been adopted. This
help in identifying the gaps and the training the critical skills are
those minimum skills required to successfully accomplish the
assigned work/job. If skill of worker or employees lies below the
critical skill, then the productivity of workers is hampered and the
organizational output will be affected.

Non-critical skills are those skills, which help in enhancing the


efficiency and effectiveness of an organization. It helps in
achieving the benchmark of productivity of an organizational
output.
ABOUT THE TOPIC

Toyota motor japan recently developed the four quadrant


model of critical skill mapping. The skill of workers is
mapped on quadrant on a circle from 0 to 4. Each quadrant
define the levels of skill of worker. The specification of each
quadrant is given below.

Definition of quadrants:
THE TOYOTA MODEL (4 QUADRANT PROCESS)

 Identifying skills required for each position.

 Assign desired level of proficiency against each position and


skill.

 Assess each employee’s proficiency against this skills.

 Identify gaps based on assessment of proficiency.

 Identify training need for each employees based on the gap


Critical skill are those minimum skill required to
successfully accomplish the assigned work / job. So this is
known as critical skill. If skill of workers/employees lies
below the critical skill, then the productivity of work and
workers hampered and the organizational output will be
affected Non critical skill are those skill which help in
enhancing the efficiency and effectiveness of an
organization. It help in achieving the benchmarking of
productivity of an organizational output.
Skill matrix template of Toyota 4q model.

Skill matrix is a tool to assess training needs. It is a table that


shows skill of individuals in a team any gaps between the skill of
employees and the job roles they have. It is also known as
competency framework. If behind the maximum level, retrain and
evaluate. Skill matrix nothing but the competencies you want to
rate your employee’s. They include like communication,
leadership, job knowledge, organizational culture, self-
development, critical thinking, decision making, initiation’s and
many more different skills. We have to providing rating for each
competency starting from 1 to 10 (low to high). This competency
he the employee. This help encourage employee to improve
along with team spirit. This skill matrix one of the tools to
understood whether employee is able to think out of the box or
not. Skill matrix is a sample or visual tools to show who has
training and experience in what skill. Here is an example of a skill
matrix that is use in an office, and here is skill matrix template.
Break down method explained in Toyota talent book has
helped us take us of the skill matrix at alloy to a higher level.

Here is sample of what is skill matrix template look like


This free skill matrix template is easy to edit and easy to fill
in. there are no macros and no automated features, you
Enter the values for Name and Skill and color in the matrix
section as you like. It is formatted to 11 inches by 17 inches size
paper for printing purposes. This accommodates a large number
(thirty) of skills and competencies. You can format this sheet
smaller or larger to suit your needs.

Hopefully the more prominent positioning and titling of this free


skill matrix template will make it easier for people to find, reducing
the Muda of searching. Other article’s we have written about the
skill matrix now also include a link to this free skill matrix template.
Process for the 4 Quadrant skill assessment:

find out the desired 4Q actual 4 Q score for all


dentify function and
scores of various skill theworker in the
subfunction related to job
atdifferent position department

based on actual 4Q
scoreand desired
ist down the KPIs relatedto identify position for
4Qscoreidentity the
each of this sub function whichskills are requried
various triningto be
imparted to eachemployee

identify human error


identify skills that
thatmay lead to deviation
mayprevent these errors
fromKPIs

OBJECTIVE OF THE STUDY:

Setting an Objective is the first and one of the most important


stages of any report. This is because poorly defined problem will
not yield useful results and causes confusion. Theme of our study
is to “study and analyze the Debt and Capital Structure of Orient
Paper and Industries Ltd. And find out its financial position.

The objectives of our study are strengths and weaknesses”.


Critical skill mapping of a (executive) employee of operation of
pellet plant

Preparation of quadrant chart for every employee working in


operation section.

A Mechanical Department.

B Electrical Department

C Operation Department

Analysis of quadrant chart

Methods of employed

Research methodology:

Definition of research:

Research means scientific & systematic search for Patient


information on a specific topic. According to Clifford woody
research comprises defining and redefining problem, formulation
hypothesis or suggest solution, collecting, organizing and
evaluation data; making deduction and reaching conclusion; and
at least carefully testing the conclusion to determine whether they
fit the formulation hypothesis.
Objective of research:
DATA COLLECTION METHOD:

For the survey I have taken the help of primary & secondary data.

Primary data:
For primary data collection, I have used the following method.
The evaluation was done from zero to four quadrants. The
specification of quadrant is as;
2. Observation Method:

Observation and scaling (from 0 to 4) of critical skill on quadrant was given by the
sectional head and supervisors of workers .The scale defines the competency of
employee in particular job modules .For examples Ratnakar mohapatra,Fore man of
mechanical department ,G-Blast furnace got second quadrant scale in MS-Word
,MS-Power point, SAP Module it means that he have working knowledge of this
module ,but they can’t work independently .they need supervision for working on
This module.
The procedure is given below:
Procedure….

Secondary data:

For secondary data, I refer to the company profile, previous year report, literatures,
journal, periodicals, internet etc.…
SIGNIFICANCE OF THE STUDY:

Skill matrix is a tool to assess training needs. The study also analysis the
performance level of each employees. It helps the company to access
where the Operators are lacking.

It is a table that shows skills of individuals in a team and any gaps


between the skills of employees and the job roles they have. It is also
known as a competency framework. If behind the maximum level, retrain
and evaluate. Critical skills are those minimum skills required to
successfully accomplish the assigned work/job. If skill of worker or
employees lies below the critical skill, then the productivity of workers is
hampered and the organizational output will be affected. During the
study the researcher was directly in contact with the Operators and
Supervisors and has got a remarkable practical experience in this period
of 30 days.
Industry profile
What are ferrochrome?

Ferrochrome (Fe.cr) is an alloy of chromium and iron


containing between 50% and 70% chromium. The
Producer of stainless steel & tool steel are the largest
consumer of ferrochrome and charge chrome. It is
chromium that confers upon stainless steel its
remarkable corrosion resistance.

Out of the total world chrome ore output about 95% is


used to produce ferrochrome for the metallurgical
industry, with 2% used in chemical industry and the
balance 3% in the refractory and foundry industry. Later
majority of which is used in Cast Iron, Alloy Steels &
Stainless Steel.
Need of ferrochrome for Balasore alloys ltd.

 To increase hot metal output to meet 10 MTPA Crude


Steel Production.

 The company is sourcing power, a key input for


ferrochrome production, from the state grid.


a. Increase in blast furnace productivity

b. Decrease in blast furnace fuel rate

c. Decrease in hot metal quality. Decrease in Slag

Rate.

 Extending the life of iron Ore Reserves.


Detail of facility, input and output details…
Chemical composition

products Cr % Si % C% P% S%

High Carbon 60% 3.5% 8.5% 0.03% 0.05%


Ferro Chrome min max max max max
(FeCr60)

Low Silicon Ferro 60% 2% 9% max 0.04% 0.05%


Chrome (FeCr65) min max max max

Grade Product Mix and Specifications (CHIPS & FINES)

Cr % Si % C% P% S% Size

I 60% 3.5%/ 8.5%/ 0.04% 0.05% 10-50 mm as


min. 3% 9% max max max per customer
max choice
II 55%/ 4.5% 8.5%/ 0.5% 0.05% 10-50 mm
57% max 9% max max max
min
III 55%min 4%max 8.5%/ 0.4% 0.05% 10-50 mm
9% max max max
Advantages of quadrant skill mapping over spider
chart...

 Spider chart shows only one employees skill level at a


time, where’s for quadrant skill mapping show the skill
level of an employees of same profile.

 The complexity regarding deification of a spider chart is


reduced in four quadrant skill mapping.

 Evaluating analysis the progress of skill index of a


group of employees of same profile become easier.

 We can analyzing the status of each module for a group


through for quadrant skill mapping.

 Since it is a software based module updating it


becomes simpler four quadrant skill mapping is very
used tool for employees as job rotation is ensured.
Plant structure

Operation plant man power

Designation Approved
Area Working force
SF
E A B C WF
Process flow:

STATGES OF PELLET PLANT:

These are three process to make pellet:

 Raw material preparation

 Formation of green pallets

 Induration of green pallets


Successful pallet production calls for an optimum efficiency and
harmony between all above three stages with presiding stages
highly influencing the subsequent one.

 Stage one: raw materials preparation

 Raw materials receiving circuit

 Additives (lime stone & coal) crushing circuit

 Drying circuit

 Grinding circuit

 Stages:2 formation of green pellets

“The purpose of green ball formation is to obtain pellets of the


desired size range (10 – 16mm) and having a mechanical
strength which enable them to be safely transported from the
balling equipment to the induration”

 Stages:3 induration of green pellet

 Green pellets have low mechanical strength – hence need


for hardening for further process

 Method for hardening pellets is induration in which pellets


are heated to 1300 – 1350 in controlled manner.
Evaluation of FERROR:

Test of physical properties

Cruising strength: 250kg pellet


Tumble & abrasion index
Tumble index (ti) > 92% for the fraction +6.3mm
Abrasion index (AI) <5% for the fraction -0.5mm

Size distribution

+16mm< 3%
+10 mm to-16mm> 90%
-9mm< 3%

Test for metallurgical properties

Regration degradation index (idi), < 12% for -3.15mm fraction

Reducibility index, <65%


Swelling index, <18%
Company profile
Balasore Alloys Ltd, formerly known as Ispat Alloys (IAL), a part of Ispat
Group was incorporated on 31 May '84 as a public limited company and
engaged in the business of manufacturing silicon and Ferro alloys.

The company has entered into collaborations with Nippon Donor


Manufacturing Company, Japan; Daniele, Italy; Elke, Norway; and
mountkumpu, Finland. The company has commissioned two new furnaces
and two imported D G sets. It has set up an Rs 132-cr chrome ore pellet
plant at Orissa, an Rs 100-cr project in Tripura and an Rs 624-cr gas-based
sponge iron project in Maharashtra.

The company has also received the IS 14002/ISO 9002 accreditation from
the Bureau of Indian Standards thus establishing its commitments to
quality and technological excellence. The company has also increased its
captive power generation capacity by installing two new imported DG Set
of 10.5 MW each also Company placed order another DG Set of 11.54
MW from MAN B&W. at its works at Balgopalpur, Orissa.

Govt. of Orissa has sanctioned for allocation of 50% area of Chorme Ore
Mines in Sukinda Valley. Company has plan to start mining in shortest
possible period which will alow the company to source its raw material at
comparatively cheaper price and the same shall improve the profitability
of Company.

During the year 1999-2000, the Company implemented installation of


most modern Jigging machine resulting in higher metal recovery and
yield.

In the year 2000-01, the company has successfully commenced chrome


mining operations and also taking steps for beneficiation and conversion
of chrome ore.

In the year 2000-01, the company has successfully commenced chrome


mining operations and also taking steps for beneficiation and conversion
of chrome ore.

Balasore Alloys was incorporated in the year 1984 at Balasore, Orissa and
at present it has two plants with six submerged electric arc furnace
(75MVA/145K MT capacity) per annum, planned to increase to 160,000
MTPA. With multiple furnaces of different capacities, the company has
the flexibility to produce different types of Ferro Alloys as per market
dynamics. This adds to the competitive advantage of the organization as a
range product mix can be maintained at the same time even with lower
quantity requirements.

The company has captive mines in different locations in Sukinda Valley at


Jajpur Road (Orissa).The mines take care of the Chrome ore requirement
of the company. BAL is one of the few Ferro Alloys manufacturing
companies in the country having captive mines and this is a major
competitive advantage since availability of Chrome ore is very uncertain
and the price is volatile. Other raw materials are sourced from both
Domestic and International Markets. The products of the company enjoy
international reputation.

The company is IMS (Integrated Management System) certified for Plant


site at Balasore and its Mines at Sukinda Jajpur, Orissa. Various
management excellence initiatives like Six Sigma, TPM, Supply Chain
Management and Performance Management Systems are in place to
promote excellence in all areas and improve the overall efficiency of the
company.

"We have plans to raise the capacity to 150,000 tons a year in 2014-15.
Currently we are buying 44 Mw power, and have requested for additional
52-55 Mw supply to meet the expansion requirement," said a company
source.
The company is sourcing power, a key input for ferrochrome production,
from the state grid. It has requested state-run power trader Gridco to
enhance power supply to its facility at Balgopalpur in Balasore district
through the power distribution firm, Nesco. Balasore Alloys Ltd (BAL)
plans to step up ferrochrome production capacity at its Odisha plant to
150,000 tonne a year from 100,000 tonne a year at present, betting on
better global demand for ferroalloys.

"Demand scenario is good from Korea, Taiwan and Japan. European


markets also look positive," the senior official said. Indian ferrochrome
makers are finding it hard to sell their product in a highly competitive
market. The rate of this commodity is moving in the tight range of Rs
71,000-72,000 per ton since October 2013. BAL said, it expected the
prices to move up in future.

BAL, along with many other ferrochrome maker of the state, export more
than half of the product to China, Southeast Asian nations and European
countries. Though last year, the demand from China dwindled due to
capacity addition there, sales enquiries are still robust from other
markets, said the source.

Ferrochrome is used in making stainless steel. It is produced by smelting


chrome ore and requires large amount of power in the process. Most
ferrochrome makers rely on their captive power generation while others
depend upon expensive state-grid power. BAL said, its cost of production
would not go up depict.
Mission

To be amongst the world’s Top Five new generations


Ferrochrome Manufacturing companies: in our products, in the
manner in which we service our clients, in our work ethics, and in
our culture of societal integration.

The means envisaged to achieve this are high technology and


productivity consistent with modern management practices.
Overall, the company seeks to scale the heights of excellence in
all that it does in an atmosphere free from fear and there by
reaffirms its faith in democratic values.
Values

 Safety: We strive to provide a safe working environment for


the well-being of our people.

 Integrity: Our aim is to act ethically and take responsibility for


our actions.

 Excellence: We endeavor to achieve key deliverables by


focusing on quality, sustainability and innovation.

 Cost Consciousness: Our mission is to operate in the most


cost effective way and continuously create value for all
stakeholders.

 Caring: Our priority is to treat our people with dedication,


respecting applicable laws and being conscious of social
accountability.
 Respect: We value our relationships and our communication
with all stakeholders, based on transparency, co-operation
and mutual respect.

Vision of the company:

To be an organization that continuously achieves Value Creation


by optimizing resources through operational excellence, enabled
by technology and driven by innovation to meet customer
satisfaction and to maximize the value of all the stakeholders.
In this company present day value:
Competition

Balasore alloy is undoubtedly the best steelmaker in the wrold. It


produces the cheapest and best quality of steel in the world. In
the last seven years the position of Tata Steel has reduced
drastically because of Corus acquisition.
COMPETITION

Balasore alloy is undoubtedly the best steelmaker in the


wrold. It produces the cheapest and best quality of steel
in the world. In the last seven years the position of Tata
Steel has reduced drastically because of Corus
acquisition. The results of the acquisition will be
profitable after 2010.
Strong relationships with Major Stainless Steel
Producers:
Business Process Management & Corporate Governance

Experienced Board
MANAGEMENT EFFICIENCY:

The Company has conducted Competency assessment and


designed Individual Development Plan (IDP) for the Senior
Management Personnel for Individual growth plan and getting
ready for succession planning for future business expansion and
diversity.
The Board records its appreciation for the support of
Employees at all levels and looks forward to their total
involvement in the growth process of the Company.

Reap the benefits from the much talked about and criticized deal.
BOARD OF DIRECTORS:

BALASORE ALLOY LTD.

LIST OF BOARD OF DIRECTORS AND COMPANY SECRETARY AS


ON 24.04.2018
SI. NO. Name

1 Mr. S Mohapatra

Independent Director
2 Mr. S K Pal

Independent Director
3 Dr. A K Bhattacharyya

Independent Director
4 Prof. S K Majumdar

Independent Director
5 Mr. K P Khandelwal

Independent Director
6 Dr. Samuel Onyeabor Nwabuokei

Non-Executive Director
7 Mr. Krishna Chandra Raut

Nominee Director
8 Mr. Anil Sureka

Managing Director
9 Mr. Nikunj Pansari

Director - Finance & Chief Financial Officer


10 Mr. Dhiren K. Nath

Director - Operations
Company Secretary

Mr Trilochan Sharma , President & Company Secretary

TOTAL NUMBER OF DIRECTOR:

 TOTAL 4 INDEPENDENT DIRECTOR

 ONE IS EXCUTIVE DIRECTOR

 OTHER HAVE 4 DIRECTOR IN THIS COMPANY


LEGAL ENVEROMENT:

Global operations require compliance with multiple and complex


laws and regulations. Global operations require compliance with
multiple and complex laws and regulations. In countries where the
political systems are still evolving, frequent changes in economic
policy are common, investment guarantees and property rights
are secured, any unforeseen changes can expose the Group’s
businesses to uncertainties.

The legal environment of electronic commerce infonaut. These


regulations of government are considered as legal environment
the business refers to code conduct that defines boundaries for
activity. The legal the environment facing businesses operating
internationally is not simply a scaled up version of domestic law.

Health, Safety & Environment:

Balasore alloys limited (bal) shall establish and maintain a


productive work environment by assigning high importance to
occupational health & safety (ohs) in every sphere of it’s
activity.
Objective :

To minimize / eliminate occupational health & safety (ohs) risk


Total compliance of applicable rules & regulations To bring
contineous improvements to sustain accident free operations.
To improve production & productivity through adherence to
sustainable ohs management system giving priority on
awareness, training & motivation.

Commitment :
Committed to strive collectively as a team for continuous
improvement to reach desired effectiveness of OH’s policy.

Overview:

Safety first... in whatever we do!

The safety and health of employees, partners, service providers


and the public, the well-being of stakeholders and the
minimization of impact on the natural environment are a priority at
BAL. Health Safety and Environment (HSE) are key focus areas
and integrated into our business operations at every level and
vertical.
 Hazard Identification & access the Risk with control
measures.
 Effective employee’s safety training (On Job & Class room).
 Regular Safety Inspections.
 Periodical external & internal Safety audit.
 Safety Patrol.
 Near-miss Management.
 Stringent monitoring of unsafe Act/ Conditions through
different departmental Safety Circles.
 Zero tolerance policy towards implantation of SOP & work
permit system.

Apart from the above the company brings continual improvement


in its HSE objective through implementation of Environment,
Safety and Health management system as per ISO 14001, ISO
9001 & started initiative for implementation of OHSAS 18001.

Events:

 Celebration of National Safety Week.


 Celebration of Road Safety Week.
 Celebration of Fire Service Week.
 Celebration of World Environment Day.
 Celebration of National Disaster Day.
 Safety Performance Indicator for last three years:
 Blood donation camp
Balasore alloy ltd. products
FINISING STRATEGY OF THE BALASORE
ALLOY GRUP IN RESPONSE TO THE GLOBAL
ECONOMIC CRISIS:

Global economic activities improved in the second half of Current


Year (CY) 2016, especially in advanced economies. The global
economic growth, at 3.1% on a year-to-year basis, fell short of
expectations in CY2016 as deceleration in the key emerging
markets and developing economies (EMDEs) overshadowed the
modest recovery in major developed countries.

India’s GDP grew by 7.1% demonstrating its economic


fundamentals continue to be strong despite the short-term
disruptive policy initiatives and geo-political issues in large global
economies.

Infrastructure resurgence: The government is committed to


ensure time-bound creation of world-class infrastructure in the
country. It is targeting around Rs. 25 trillion (US$ 376.53 billion)
investment in infrastructure over a period of three years, which
will include Rs. 8 trillion (US$120.49 billion) for developing 27
industrial clusters; and an additional Rs. 5 trillion (US$75.30
billion) for roads, railways and port connectivity projects.
As in most commodities in 2016, supply cuts in late 2015 followed
by an unexpected step-up in Chinese stainless steel production
caused significant tightness in the FeCr and chrome ore market.
Asa result, global demand for FeCr increased to 11.5 million tons
in 2016 against a supply of 11.10 million tones. Consequently,
prices increased significantly - FeCr prices increased by 86% and
chrome ore by more than 200%, as compared from April, 2016 to
April, 2017.

In 2016, Chinese output of FeCr at 4.22 million tones overtook


South Africa at 3.59 million tunes. Kazakhstan with 1.21 million
tones and India with 1.06 million tons were the major producers.

THE EIC APPROACH:

1. ECONOMY
The alloy industries industry has traditionally been very sensitive to the
changing economic conditions. The recent economic meltdown has
created several challenges– Which when addressed appropriately, can
be countered to positive effect. However, unlike the previous global
recessions, this time around, all the countries have come together and
taken action. Additionally, there has been a tremendous amount of
governmental response to the global depression which is helping to
bring about a possible easing of the situation.
The EMDEs contribute to more than half of the global economic growth
rate. Their deceleration was accompanied by a modest increase in
commodity prices, subdued global trade, financial market volatility and
weakening capital flows. Although Chinas growth turned out to be
better than expected on the back of policy stimulus, it was lower than
CY 2015. India fared better than the world in terms of growth, even
though the demonetization exercise temporarily threw a challenge.
Brazil, on the other hand, remained mired in a deep recession.
The government is committed to ensure time-bound creation of world-
class infrastructure in the country. It is targeting around Rs. 25 trillion
(US$ 376.53 billion) investment in infrastructure over a period of three
years, which will include Rs. 8 trillion (US$120.49 billion) for developing
27 industrial clusters; and an additional Rs. 5 trillion (US$75.30 billion)
for roads, railways and port connectivity projects.
Foreign direct investment (FDI) and the ease of doing business, among
others. Other major factors helping India stay as a bright spot in the
global economic landscape include the lower global oil price, with
positive impact on the country’s import bill, a well-regulated monetary
policy by the Reserve Bank to stabilize prices and improving fiscal
condition.
Worldwide stainless steel melt shop production totaled 45.71 million
tons in 2016, up from the 42.21 million tons produced in 2015. The rise
was attributed to an increase in output in China - the world’s largest
stainless steel producing country, where production rose by 12.76%
year-on-year to 24.73 million tons, up from 21.93 million tons in 2015.
Globally, stainless steel is expected to grow by 2.9% in 2017 supported
by growth in China & India. Growth in developed economies is
expected to remain subdued.

INDUSTRY
 Some of the major sectors area:
India has pipped Japan to become the second largest stainless
steel producer in the world after China, according to data released
by the International Stainless Steel Forum (ISSF) at their annual
conference held on 18th May, 2017. India’s stainless steel
production rose to 3.32 million tons for 2016 showing an
impressive growth of about 9 per cent over 3 million tons in 2015.

Company:
The year 2008-09 was a historical one epitomized by the acute
global financially balance which initially appeared to have spared
India only to impact the markets adversely as the year rolled on.
The global economic slowdown has impacted the steel sector as
well. Amidst the turmoil in the global marketplace, Jamshedpur
Works performed remarkably creating many records on the way.
Indian operations witnessed a less pronounced drop in demand of
11% in the third quarter, reflecting the reduced activity in
infrastructure and commercial vehicles. Steels required by various
industries as an important raw material constituent. BALASORE
ALLOY has taken aggressive steps to meet the challenges of
these difficult times through major initiatives in cost reduction,
process improvement and production rationalization. The highest
priority is being given to expanding steel producing capacity in
Jamshedpur, and ensuring raw material security for the European
operations which do not have captive iron ore and coal resources.
The Tata Steel Group has developed a pipeline of high quality
projects, which will be executed, though we wile-phase the
sequence. Projects like the 3 million tone expansion in
Jamshedpur, the proposed steel plant in Orissa and raw material
projects in Mozambique, South Africa and Canada are key drivers
of our future value creation.
Financial
analysis

FINANCIAL ANALYSIS OF THE COMPANY:


Ispat Group was incorporated on 31 May '84 as a public limited
company and engaged in the business of manufacturing silicon
and Ferro alloys. The company has entered into collaborations
with Nippon Donor Manufacturing Company, Japan; Daniele,
Italy; Alkema, Norway; and Outokumpu, Finland. It has set up an
Rs 132-cr chrome ore pellet plant at Orissa, an Rs 100-cr project
in Tripura and an Rs 624-cr gas-based sponge iron project in
Maharashtra.
During the year 1999-2000, the Company implemented
installation of most modern Jigging machine resulting in higher
metal recovery and yield. In the year 2000-01, the company has
successfully commenced chrome mining operations and also
taking steps for beneficiation and conversion of chrome ore.

Consolidate financial highlights


Diversity across the global
Exports to top stainless steel manufactures in the world mainly to
Europe, USA, Japan, South Korea, Taiwan and China.

Maps not to scale. All data, information, and maps are provided "as is"
without warranty or any representation of accuracy, timeliness or
completeness.
CURRENT LIABILITIES
2016 to 2017
Balance sheet analysis

Capital budgeting

The ratio recurred to calculate capital budgeting mainly debt


equity ratio. Balasore alloy has increasing debts. So the company
has gone in for debt finishing and thus, the company is having a
comparatively higher borrowing from the market. Basically the
debt-equity ratio has to be as high as possible so that the
company has lower borrowing and has to pay less interest.
INVESMENT:

It can be seen that investments in the last year has increased


drastically from negative cash flows to positive cash flows in
investment. This was result of investing subsidiary companies
especially BALASORE ALLOY LTD.

alloy 2014-2015 2015-16 2016-17 2017-18


163 2036.22 200 3826
Cash management:

This requires cash ratio, which includes cash and cash equivalent
/ current liabilities. Over years this company has managed to keep
up their cash management at par with other companies. In recent
times this company has raised their cash ratio as compared to
previous years.
Fully Geared to Accelerate Growth
Resilient to Global Price Economics

Global Cost Competitiveness


Zimbabwe Acquisition: To Become a Dominant Global player in
Ferrochrome market:
Half Year Performance Highlights:
Revenue Breakup:
Significantly Improved Financial Leverage
PROFIT & LOSS ACCOUNT:

 Increase profit % in 2010 to 2015

profit %

50

40

30
20
10
0
2010-11
2011-12 Se
2012-13 r…
2013-14
2014-15
Series 1
Balasore alloy show steady profit rate:

 If profit little increase from 2013 to 2014 more than 40.06%.

 From the above table balasore alloy ltd has given good profit
in2013 & 2014.

 Decline in profit 2012 to 13 because of recession hit the


market that’s why getting loss profit.

GROSS PROFIT:

YEAR 2015-2016 2016-2017

AMOUNT (rs in cr.) 1,869.09 8,951.98

RS. IN CR

profit

Rs.cr
89,536.79

90,000.00
80,971.90
85,000.00

80,000.00 profit

75,000.00
2015-16 2016-17
profit
GROSS PROFIT:

Year 2015-16 2016-17

Amount (rs.in cr) 3,498.75 14,152.98

 The Gross Profit has increased over the period of 2years


however the change in Gross Profit from 2015-16 to 2016-
17. The Graph shows the increase in Gross Profit in 2016-
2017.

Profit before Depreciation & Tax….

The net profit for the FY 2016-17 is Rs.14,152.98 Lacs and the
Company has announced a dividend of 15% 0.75 per equity
shares of face value of Rs. 5/- each).

The Company has achieved an impressive performance, with the


total income for the year ended March 31, 2017 being Rs.
89,536.77 lacs. During the year the Company’s main focus was
exports and book sales of Rs. 86,298.77 Lacs, which is higher by
41.04% over the last financial year.

There has been an increase in the cost of consumption of raw


materials by 11.36 % from Rs. 26,316.16 Lacs to Rs. 29,306.40
Lacs. Power and fuel cost increased by 9.04% from Rs.
25,530.61 Lacs to Rs. 27,840.68 because of increased volume of
production as compared to the previous financial year.
PBIDT stood at Rs. 20,367.25 Lacs as against Rs. 8,876.07 Lacs
over the corresponding financial year.

Depreciation:

Capital Assets whose ownership does not west in the company


is depreciated over the estimated useful; life or five years
whichever is less.
Depreciation on Fixed Assets is provided on straight line method
at the rates and in the manner prescribed in Schedule II to,the
Companies Act, 2013 over their useful life except in respect of
leasehold land which is amortized on a straight line basis over the
period of lease.
Additional deprecation arising due to revaluation of fixed assets is
adjusted against Revaluation reserve.
Intangible Assets:

Mining lease and mines development expenditure are amortized


over the balance period of mining leases on straight line basis.
Computer software is amortized over a period of three years on
straight line basis.
 Building 30 – 60 years.
Plant & Machinery 6 – 21 years.
 Railway Sidings 21 years.
 Vehicles and Aircrafts 5 –18 years.
 Furniture, Fixture & Office Equipment’s 5 years.
 Intangibles (computer software) 5 –10 years.

DETAILS OF PROFIT & LOSS ACCOUNT:


PROFIT & LOSS ACCOUNT STEATMENT:
BALANCE SHEET:
FOUND FLOW & CASHFLOW STEATMENT:
NOTES TO THE STANDALONE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31ST MARCH, 2017
SOURCES OF FUNDS:

Subscription of Share capital (Including Premium) includes


subscription by Jal Tarang Vanijya Pvt Ltd. ` Nil (Previous Year
` 1,360.00), Global Steel Holdings Asia Pte. Ltd ` 623.50 lacs
(Previous Year ` Nil). The profit after taxes has been consistently
increasing in the past five years despite the global crisis and
acquisition of Corus in 2015.So the total PAT available in 2016 is
Rs13,351 lacks. Since balasore alloy has a lot of fixed assets in
terms of plants and machinery the depreciation is also increasing
at a slower rate, one more reason is that they introduced two blast
furnaces in balgopalpur 7 sukinda this year, which led to increase
in depreciation this year. In the last 5 years the
Share capital of the company was very good, but due to issuing of
new shares the share capital is now negative. Borrowings have
been consistent. The way the company managed its borrowings
was amazing. From negative balances, they turned into Rs
5009.9 crores positive balances, this was as a result of loans
taken to finance Corus deal. Some installments are to be paid
after 2016, so there is not too much burden on Balance Sheet.
APPLICATION OF FUNDS:

The Capital expenditure was normal in all the years, not much
movement is seen in terms of investment in plant and machinery.
Investments increased significantly. It can be seen that
investments in the last year has increased drastically from
negative cash flows to positive cash flows in investment. This was
result of investing subsidiary companies especially balasore alloy
Holdings PTE.
Consistent Dividend:
FINANCIAL RATIO:
SHARE HOLDERS DETAILS:
DATA ANALYSIS
. &
…INTERPRETATION
DATA ANALYSIS AND INTERPRETATION:

There are 47 employees in the Operation Section of pellet plant


structure with different designations. The HR department has
identified different modules or critical skills for each designation.
The designations and the respective number of modules are
given below:

DESIGNATION NO.OF NO. OF MODULES


EMPLOYEES

Foreman

Technician

Jr, executive

Sr. executive

Operator

According to the above data we have analyzed the skills of the


employees of the Operation Section by Four Quadrant Model
which are given in the following tables. We have mapped the
critical skills of the employees according to modules identified by
the HR Department. These data, when analyzed, provide clearly
the skill levels of the employees, the modules in which they are
lacking or they are good in.
DESIGNATION WISE TRAINNING:
FOREMAN MODULE WISE TRAINNING:
SR. ASSOCIATE WISE TRAINNING:
JR. ASSOCIATE WISE TRAINING:
4Q QUADARENT SKILL MAPPING ON BALASORE ALLOY
EMPLOYEES:
FINDINGS

1. The critical skill mapping study reveals the various skills of


workers in which the year expert or they are lacking.

2.. We have found from our study that HR executive operators are
lacking in positive isolation and gas safety process and shut down
operation process.

3. There should be no provision for sending the operators outside


the company for training program.

4. The prior information about the technology change and should


provide prior information.

5. Advance technical program for personnel should be conducted.


CONCLUSION

Balasore alloy or Ferror ltd. today stands proud as a modern


integrated steel producing company. It is more than a company; it
is an institution concerned with the interest of its all stakeholders
as well as its employees. The future of an organization largely
depends upon its productivity; productivity depends upon its
employees. Thus employees should be trained in best possible
way to increase the productivity. For this purpose, balasore alloy,
possesses an effective training center that takes the responsibility
of training the employees. The responsibility of a training
organization does not end at imparting training but also it is
extended to the evaluation of the training program, which is most
neglected factor in every organization. So every organization
should conduct the training effectiveness survey like critical skill
mapping each time.

Skill mapping helps to indicate the image of management in the


mind of employees as well as their capabilities and attitudes. As it
has been found out from the survey and its analysis that the
training programed in this department is effective, still some
weaknesses have been discovered for which some suggestions
have been given. But most of the employees demand that they
should be given more technical training, which can be applied in a
more practical way in their work. They also demand training
programs from national and international companies. So step
should be taken towards it fulfillment.
One of the reasons for our project was to discover the skills
possessed by the employees. The evaluation of these data would
help the company to critically analyze the skills in their employees
SUGGESTIONS

After critical skill mapping of the employees of operation section


of the balasore alloy ltd. the following are our recommendations to
this department:

 The critical skill mapping study reveals the various skills of


workers in which they are expert or they are lacking. Special
training program should be arranged for those employees
who are lacking in their respective modules.

 We have found from our study that HR executive operators


are lacking in positive isolation and gas safety process and
shut down operation process. Thus special attention must be
given in this process training.

 The mapping is done by the supervision of the


department.HR .senior executive manager. Thus it should be
shared with all the operators so that they come to know
about their skill level and try to improve it.

 There should be no provision for sending the operators


outside the company for training program because balasore
alloy ltd. is a big organization and can provide such training
with in the premises of working by appointing some expert.
 All training modules should be evaluated at proper time and
this activity should be carried out regularly.
 Training should be as per work requirement and should be
given at the right time.

 The prior information for the training programs should be


given to the workers. So care must be taken in this matter
and prior notice that is before 2-3 days should be given to all
the operators for training.

 There should be transparency in organizing training program


and should be arranged for operators according to the work
requirement.

 More emphasis on ON-THE-JOB training should be given.

 The selection criteria for training should be suitable. It should


match with the qualification of the employees.

 Many a time’s workers are given training on a particular


module; later on they are transferred to other job, which
does not have any relation to the training attended by them.

 Training schedules should be prepared according to the


availability of candidate.

 Advance skill program for personnel should be conducted.


LIMITATION OF THE STUDY

 Time is the most important constraints in carrying out this


project.

 The busy schedule of Operators and supervisors is also a


limitation.

 The supervisors are uncomfortable in assessing skill level of


some employees.

 Personnel bias can one of the limitation of study because


manager or supervisor can provide a wrong profile of
employee due to some bias.

 The section-heads and supervisors are uncomfortable in


assessing skill level of some employees.

 Problem in skill mapping of worker arises due to inter-


departmental transfer of workers
APPENDICES
Questionnaires

A training questionnaire is a written document created by


organization’s or companies so as to analyses the progress made
by a trainee during the training program. This type of a
questionnaire deals with basic questions that are simple to
answer and is aimed at getting a clear response from the trainee.
A training questionnaire should be framed with precision as it is
important that the questions are clear and do not confuse the
person answering the paper. Such a questionnaire must start with
extracting basic information about the trainee such as the name
and address. Proceed onto asking for the details of the job and
department that the trainee has worked for. The last few
questions must focus upon what the trainee has learnt so far and
if he would like to continue or not. A training questionnaire can be
of multiple kinds depending upon the kind of training.

The following are a few examples:


 Marketing training questionnaire
 Clerical training questionnaire. Media training questionnaire
Etc.…

These questionnaires are basically the analysis of the person’s


training experience and are focused at achieving an over view of
the kind of training that is being provided by the various trainers.
The language of these questionnaires must be kept easy and
writing long questions should be avoided.
. Annexure:
Questionnaire.

Name……………………………………….

Designation…………………………………
Department………………………………..

Objective
This is sent to you as a part of my MBA project I am undertaking
in this organization on the topic ‘

Critical skill mapping with 4Q model


’ from Human Resource
Perspective.

From the organizational point of view this questionnaire is a part
of development exercise to know the strength and the areas
needing improvements (possible blind spots) in terms of various
competencies at various levels of the Manufacturing department,
namely top level, managerial level, executive level, and staff level.
(Please return the completed questionnaire to me on or
Before…………………)
Please rate each competency using the 5-point rating scale 0 to 4

4Q quadrant Toyota modules:


Questionnaire use for both self and other rating:

 Plese (tick) what you fill most appropriate


Competence at executive level
ORGANISATIONAL STRUCTURE OF BALASORE ALLOY

The entire structure of the organization of balasore alloy can be


broadly divided into 3levels, each level having separate roles and
responsibilities. These 3 levels are upper management, senior
management and the middle management. Each of these lower
levels is responsible to perform its functions and thereby report to
the next higher level in the organization on a periodic basis.
Overall, we can say that the company has a flat structure,
beginning from the top management to the lowest level of
management. The Upper Management of the company has
designation like the Managing Director of the entire company and
the Group Executive officer. The Senior Management has the
various Vice Presidents of the different departments which come
directly under the Managing Director. Under the Vice Presidents
we have the Chiefs of the various functions who coordinate the
activities of its function along with the other departments. There
can be more than one chief in a department depending upon the
number of line of the products.
This is seen in the Long Products Departments. The Chiefs are
also accompanied by the Heads in some of the departments.
Under these Chiefs and Heads, we have the various Sectional
Heads who are the Unit Leaders, the Managers or the Officers.
This structure is prevalent in the entire organization on a national
scale. In the Finance and Accounts Department of Tata Center,
Kolkata, the functions are handled by the Head of Marketing and
Finance. Then, there are the various Manager Accounts who
handle the different aspects of the department.
BIBLIOGRAPHY

 Human Resource Management –


Gary Dessler, Prentice Hall EEE

Sayed halim