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MAP OF INDIA

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FLOW CHART OF PRODUCTION

Blast furnaces

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BRIEF HISTORY OF SAIL

Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a

fully integrated iron and steel maker, producing both basic and special steels for domestic

construction, engineering, power, railway, automotive and defense industries and for sale in export

markets.

Ranked amongst the top ten public sector companies in India in terms of turnover, SAIL

manufactures and sells a broad range of steel products, including hot and cold rolled sheets and

coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars and rods,

stainless steel and other alloy steels. SAIL produces iron and steel at four integrated plants and three

special steel plants, located principally in the eastern and central regions of India and situated close

to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite

mines.

SAIL's wide ranges of long and flat steel products are much in demand in the domestic as

well as the international market. This vital responsibility is carried out by SAIL's own Central

Marketing Organization (CMO) and the International Trade Division. CMO encompasses a wide

network of 38 branch offices and 47 stockyards located in major cities and towns throughout India.

With technical and managerial expertise and know-how in steel making gained over four

decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to

clients world-wide. SAIL has a well-equipped Research and Development Centre for Iron and Steel

(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel

industry. Besides, SAIL has its own in-house Centre for Engineering and Technology (CET),

Management Training Institute (MTI) and Safety Organization at Ranchi. The Environment

Management Division and Growth Division of SAIL operate from their headquarters in Calcutta.

Almost all our plants and major units are ISO Certified.

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MAJOR UNITS

Integrated Steel Plants

Bhilai Steel Plant (BSP) in Chhattisgarh

Durgapur Steel Plant (DSP) in West Bengal

Rourkela Steel Plant (RSP) in Orissa

Bokaro Steel Plant (BSL) in Jharkhand

Alloy Steels Plants (ASP) in West Bengal

Special Steel Plants

Salem Steel Plant (SSP) in Tamil Nadu

Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiaries

Indian Iron and Steel Company (IISCO) in West Bengal

Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

Bhilai Oxygen Limited (BOL) in New Delhi

Joint Venture

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

NTPC SAIL Power Company Pvt. Ltd:-

Set up in March 2001, this 50:50 joint venture between SAIL and the National Thermal

Power Corporation (NTPC) operates and manages the Captive Power Plants-II of the Durgapur and

Rourkela Steel Plants which have a combined capacity of 240 MW.

Bokaro Power Supply Company Pvt. Limited:-

This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed in

January 2002 is managing the 302-MW power generation and 1880 tonnes per hour steam

generation facilities at Bokaro Steel Plant.

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Bhilai Electric Supply Company Pvt. Limited now NSPCL:-

Another SAIL-NTPC joint venture on 50:50 basis formed in March 2002 manages the 74

MW Power Plant-II of Bhilai Steel Plant which has additional capacity of producing 150 tonnes of

steam per hour.

UEC SAIL Information Technology Limited:-

This 40:60 joint venture between SAIL and USX Engineers & Consultants, a subsidiary of

the US Steel Corporation, promotes information technology in the steel sector.

Metaljunction.com Private Limited:-

A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes e-

commerce activities in steel and related areas.

SAIL-Bansal Service CenterPvt. Ltd:-

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

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

North Bengal Dolomite Limited:-

A joint venture between SAIL and West Bengal Mineral Development Corporation ltd on

50:50 basis was formed for development of Jayanti Dolomite Deposit, Jalpaiguri for supply of

Dolomite to DSP and other plants.

Romelt-SAIL (India) Ltd:-

A joint venture between SAIL, National Mineral Development Corporation (NMDC) and

Russian promoters for marketing Romelt Technology developed by Russia for reducing of iron

bearing materials, which is carried out with carbon in single stage reactor with the use of oxygen.

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BRIEF HISTORY OF BSP

Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a fully

integrated iron and steel maker, produces both basic and special steels for domestic construction,

engineering, power, railway, automotive and defense industries and for sale in export markets. In

terms of annual production SAIL is the 18th largest steel producer in the world.

Living up to the confidence reposed by Honorable EX- President of India (Fig. -1) SAIL created

perhaps the biggest turnaround in the corporate history of India, led of course by BSP, which

contributed to 60% of its profits.

Living up to the description by Jawaharlal Nehru as significant symbol of a new age in India,

Bhilai Steel Plant has been performing consistently despite many odds and has achieved profits for

the 18th consecutive year. It broke its own record of highest ever profit of Rs 1932 crore by any

steel plant in 2003-04 and registered a profit of Rs 4042 crores in 2004-05. In the year 2005-06 also

it earned a handsome profit of Rs. 2781 crores despite input price escalation. The true testimony to

BSP’s status of a world class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable

to many International steel players like POSCO (30%), NIPPON (19%), MITTAL STEEL (16%0,

ARCELOR (16%), etc. Its Gross Margin to average capital employed at 182% is a Global

Benchmark. This is on account of strong internal response to raise the production levels to

unprecedented heights and increase in value added production without any significant investment so

as to seize the opportunities offered by the rising steel demand.

Maintaining the track record, BSP continued to operate above the rated capacity in

production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel. BSP is the first

steel plant in India to have crossed the annual production of 5MT crude steel in the year 2005-06.

In order to meet the challenges of Corporate Plan 2012 and to maintain the leadership position of

BSP in Indian steel industry, the leadership has taken bold steps to make significant investments for

breakthrough improvements in efficiency, resource management, knowledge and skill by deploying

world class tools. This year is a milestone in BSP journey when new tools have been introduced viz.

ERP, Knowledge Management, Six Sigma, Multi-skilling etc.

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BSP committed to Corporate Sustainability, BSP publishes its Corporate Sustainability

report as per GRI guidelines and its third report for the year 2004-05 has been verified by Ernst &

Young. Bhilai Steel Plant tracks its performance on triple bottom line. It has created impressive

infrastructure for the society, contributed to peripheral development, education, health, sports &

cultural advancement of the society in which it operates. Its focus on environment has led to close

to 5 million trees planted during last decade in the plant, township and its captive mines.

Apart from focusing on solid waste utilization it also promotes rain water harvesting in the

region.

Main Products Market Size (M T ) Mkt. Share

Rails 0.72 100%

Plates 3.8 24%

Bars, Rods &Strls 17 4.8%

Semis 13.7 6%

Glimpse of product portfolio and targeted market share after proposed implementation of unit

perspective Plan 2012 is given in Table-

Table- : Main Products & Expected Market Share 2011-12

Main ProductsCurrent Market Share

Expected DomesticMarket Share

Rails 100% 100%

Plates 24% 30%

Bars, Rods &Structurals.

4.8% 10%

HR Coils / Sheets Nil 6%

Pipes Nil 6%

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Production of main items: -

The capacity utilization for Hot Metal, Crude Steel and Saleable Steel production was 109.2

%, 124.9% and 136.2% respectively.

Unit: Million T

Item 2009-10 2010-11 2011-12 % Rated Capacity

Hot Metal 5.37 5.71 5.13 109.1 #

Crude Steel 5.11 5.33 4.90 124.9

Saleable Steel 4.37 4.57 4.29 136.2

113.5% (# With respect to BFs in operation)

Best ever Special quality/ Value Added products & loading:-

Best ever production of 1,83,355 tonnes of EQ Wire Rods from Wire Rod Mill,

surpassing the previous best of 1,81,408 tonnes in 2007-08,registering a growth of 24.1% over the

previous year.

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Best ever production of 91,388 tonnes of BQ Plates at Plate Mill, surpassing the previous

best of 86,324 tonnes in 2007-08, registering a growth of 12.3 % over the previous year.

Best ever loading of 1, 37,505 T of Long Rails from RSM, surpassing the previous best of

1, 20,826 T in ‘09-10 and registering a growth of 22.8 % over the previous year.

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Best ever Techno-economic parameters achieved:-

Highest ever overall CDI rate at Blast Furnaces at 37.1 Kg/THM against the previous

best of 34.4 Kg/THM in ‘09-10.

Highest ever average Converter lining life of 10,398 Blows against the previous best of

9,499 blows in ‘10-11.

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Highest ever heats thro’ Ladle Furnaces at 14,183 (Nos), surpassing theprevious best of

14,056 in ‘10-11.

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

‘10-11.

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Lowest ever Specific Water Consumption at 2.994 M^3/TCS against previous best of

2.998 M3/TCS in ‘09-10.

Improvement in Other Techno-economic parameters:-

Specific Heat consumption in the following units reduced w.r.t .PY:

Unit: MCal/T

Shop/Units 2010-11 2011-12 RemarksSP-3 13.4 13.2PM 595 592.8

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

Shop/Units 2010-11 2011-12 RemarksBBM 91.89 92.67MM 91.46 92.55 Highest everPM 90.59 91.46 Highest ever

Utilization the following units increased w.r.t .PY:

Shop/Units 2010-11 2011-12 RemarksSP-3 96.4 97.4 Highest everRSM 72.13 73.12PM 93.66 94.35

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New products developed

To meet the customers’ demand and to increase the market share, BSP has fulfilled its plan

to develop 12 products in a year. A total of 12 new products were developed in the financial year

2011-12 which are detailed as below:

I. End Forged Thick Web Asymmetric Rail for Indian Railways:-‘Thick Web Switches’,

used in high speed and heavy haulage tracks for changing the track of the locomotives and

rakes, are basically manufactured from Thick Web Asymmetrical rails, which are suitably

forged at one end (End-forged) to match the original symmetrical section of the track. At

present these switches are being imported by Indian Railways. On request from the Indian

Railways, BSP Plant has successfully developed the End-forged Thick Web Asymmetrical

Rails. Railway board has approved the trial order for 60 Kg thick web switches,10 pairs

each for Western, South-Central & Northern Railways.

II. Atmospheric corrosion resistance steel plates in JIS 3114 SMA490BWN:- Steel

containing Cr, Cu and Ni for enhancing the corrosion resistance of the plates. The plates are

supplied in normalized condition with impact toughness at 0° C. These plates are meant for

manufacture of Bogie frames by BEML for use in Delhi Metro Project by Delhi Metro

Railway Corporation Ltd., (DMRCL), which will be substituting the present imports from

Korea. The total order quantity is 1130 ton in the thickness range 9 to 70 mm.

III. ASTM a 537 class 1 plates with impact test in transverse direction:-The plates are

intended for Project of M/s IOTL for Brahmaputra Petrochemical Complex of Brahmaputra

cracker & polymer Ltd., Lepetkata, Assam. The ethylene storage Horton spheres made out

of these plates will be subjected to high pressure at subzero temperature. The most stringent

specification of impact energy values 50 J min at very low temperature of (-) 47 Deg C was

achieved through meticulous Process Monitoring & Control at all stages of production. The

total order quantity is 1670 ton in the thickness range 16 to 54 mm under inspection and

certification by IOTL representatives.

IV. Dual grade Boiler quality plates in ASTM A 516 grade 60 with Grade70:- ASTM 516

grades are of fine grained steel used for intermediate and low temperature applications.

There are 4 grades in different strength ranges out of which the grades 60 and 70 are in

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common use by Boiler and Pressure vessel Manufacturers. It is the International practice to

supply plates conforming to both these grades with respect to chemical and mechanical

properties to facilitate the customers to keep stock of the plates and use as per the design

requirements. The chemical and mechanical properties were carefully designed within very

narrow range to achieve the requirement of both the grades.

V. SAIL-TMT Fe 550 EQR/IS 1786 Fe 550 D:- High strength earth quake resistance quality

bars:-The TMT Steel bars are having good earthquake resistance property combined with

very high strength so as to build tall towers where lower weight to strength ratio is required

thereby replacing FE 500 EQR / Fe 500 D.

VI. BSEN 10025-2 S 275J2+N-Moderate strength with Low temperature impact

toughness:-This grade has been developed against the requirement of M/s Siemens

Transport systems for manufacturing Railway Passenger Bogie for their overseas order. The

chemistry has been suitably formulated to achieve high impact energy values with moderate

mechanical properties.

VII. Channel 400x100 in the grade BS EN 10025-2 S 235 JR+AR for Overseas Project:-

Channels in this grade have been produced for the first time and around 140 Ton has been

supplied to M/s BHEL for their Overseas Project at Sudan.

VIII. DIN EN 10028-3: P355 NL1:- Weldable fine grain Pressure vessel Plates:-The plates are

intended for M/s Titagarh Wagons limited. These plates are meant for use in fabricating

High Speed Light Wagons for export to France. The steel with micro alloying was produced

with strict control of sulphur. Impact properties were achieved at extra low temperature of

(-) 50 Deg C. The initial order received from M/s Titagarhhas been produced and supplied

successfully.

IX. BS EN 10028-2 P355 GH with PED certification:- The steel has very low sulphur and

requires tensile properties at elevated temperatures for M/s Thermax. The samples were

tested at RDCIS, Ranchi and the yield strength obtained at 300 Deg C was conforming to

the stipulated requirements of the specification. M/s TUV have authorized us to produce the

plates in this grade with Pressure Equipment Directives (PED)certification, which is

mandatory requirement for exporting Boiler Quality plates to European countries.

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X. Plates conforming to Ultrasonic testing as per EN 10160 S1E1:-Plate conforming to

Ultrasonic testing standard, more stringent compared to ASTM A 578 level B standard, in

20 mm thickness have been developed for M/s Enercon for Wind Mill applications.

XI. BSEN 10025 S 235 JRAR GRADE Beam 600:- Beam 600 in this grade was developed

against the requirement of M/s BHEL for overseas jobs. Trial order of 144 T was fulfilled in

October-2012. Further M/s BHEL order for 900 T was fulfilled in February-2012.

XII. Plates conforming to Ultrasonic testing as per the ASTM A 578 Level C:- UT Plates

conforming to ASTM A 578 Level A & B were developed to meet an existing order of 280

T from M/s Simplex, Bhilai in BSEN 10025S 235J0 grade with UT as per ASTM A 578

Level C under Third Party inspection by Tata Projects Ltd., (TPL). UT trials have been

taken in lessthan 20 mm Plates from regular orders and the results were found to be meeting

the Level C specification. Consistent results on internal soundness meeting the requirement

of A 578 Level C could be achieved. Based on the successful trials, enquiries for supply of

Plates conforming to ASTM A 578 Level C from M/s Siemens transportation system

(Aurangabad) and Neyveli Lignite corporation (Chennai) have been accepted.

AWARDS

Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its

employees:

Bhilai Steel Plant was adjudged winner of The Prime Minister’s Trophy for the best

integrated Steel Plant in the country for the year 2009-10 and Steel Minister’s Trophy for

2008-09. The plant has achieved the unique distinction of having won the trophy 10 times

out of a total of 18 times that it has been awarded.

5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram Ratna – The

highest Shram award. Out of total 15 awarded so far in the country, 13 awardees are from

Bhilai Steel Plant.

3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award and 5 Shram Shree

in 2004.

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Bhilai Steel Plant bagged the Green Tech Silver Safety award, 2006 instituted by Green

Tech Foundation. Bhilai Steel Plant is receiving this award for last 3 years in different

sectors i.e. Steel sector in 2003-04, Metallurgical sector in 2004-05 & Mining and Metal

Sector in 2006.

Ispat Suraksha Puraskar for the year 2005 awarded to BSP by JCSSI.

Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-ITC Centre

of Excellence for the year 2006 in the “Independent Unit category” for exemplary

performance in environmental economic and social dimensions of sustainable development.

Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National Award - 2004

of Excellent Pollution Control Implementation Gold Award for Excellence in Indian

Industries, sponsored by the International Greenland Society, Hyderabad

BSP, a Winner of Gold Award in Metal Sector for outstanding achievement in Environment

Management for the year 2004-05, sponsored by the Green tech Foundation, New Delhi.

Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai Steel Plant.

Bhilai Steel Plant received IIM National Quality Award 2005 in the category of Integrated

Steel Plant.

BSP received the ‘Commendation for Significant achievement' in CIIExim Bank 2011

awards. It was given away at the 19th National Quality Summit 2011 of the CII Institute of

Quality at Bangalore on 1st Dec 2011.

BSP has won the Prestigious Golden Peacock Eco-Innovation Award for the year 2011 on

25th June 2011 at New Delhi. The award was instituted by World Environment Foundation,

New Delhi. Bhilai Steel Plant has been selected for the eco-innovation Project implemented

at Power Plant-1.

Bhilai Steel plant has won the Green tech Environment Excellence Platinum Award for the

year 2011. The award was instituted by Green tech Foundation, New Delhi. Bhilai Steel

Plant has been selected for its outstanding contribution in implementing pollution control

technologies & environment conservation measures in various spheres of its activities in the

assessment year 2010-11. The award was given at Shrinagar on 20th October, 2011.

Bhilai Steel Plant bagged the prestigious “Golden Peacock National Quality Award 2011”

conferred by Institute of Directors on 28th January,2011 during 21st World Congress on

Leading 3600 transformation.

BSP has won the prestigious Golden Peacock Sustainability Award 2011 its outstanding

performance in the area of sustainability, famously called triple bottom line approach, i.e.,

excellence in the fields of economic, environment & social sustainability during the

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assessment year 2010-11. This is the first time that BSP has won this coveted award. The

award was given at Bangalore on 21st January 2012.

BSP has been awarded the prestigious Greentech HR Excellence Award 2012 in Best

Strategy Category. The award evaluates organizations on the basis of their HR practices.

The process of evaluation examines in detail various aspects of business, organization and

employee needs, improvement and innovation, industry, national and community level

perspectives.

Bhilai Steel Plant’s Coke Ovens & Coal Chemicals Deptt. has won the Rashtriya Suraksha

Puraskar for years 2008 and 2009. CO&CCD has been awarded Ispat Suraksha Puraskar by

JCSSI (Joint Committee on Safety, Health & Environment in Steel Industries) is a national

level joint forum on Safety, Health & Environment in Steel Industries) on 11th January 2012

at Ranchi on for achieving ‘Zero’ Fatality during the performance years 2008 & 2009 in

scheme-II of Group-A amongst all Integrated Steel Plants in India.

BSP’s Dalli Mechanized Iron Ore Mine and Mahamaya Iron Ore Mine bagged the First

Prizes for Overall Performance in the Highly Mechanized Mines and Semi-mechanized

Mines category, respectively. The awards were given away at the concluding function of

23rd Mines Environment & Mineral Conservation Week Celebration jointly organized by

Indian Bureau of Mines, Nagpur Region and BSP’s Iron Ore Complex in Dalli-Rajhara at

Bhilai on 8th Jan’12.

PM’s Shram Awards for 2010 – 29 employees have been awarded the prestigious ShramVir

and Shram Shree Award for Year 2010.

Vishwakarma Puraskar for 2009 - A total of 21 employees in four groups have been

awarded the Vishwakarma Rashtriya Puraskar for 2009.

COCCD has won the JCSSI award for achieving no fatal accidents during year 2008 and

year 2009.

PLANT LEVEL POLICY

Quality Policy

To make Quality as the hallmark of every process and activity and enhance customer

satisfaction through Innovation, Product Differentiation and Effective Quality Management System.

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HR Policy

To enhance employee productivity attuned to business goals of Bhilai Steel Plant.

To promote a work culture this encourages the employees to contribute their best.

To strive for making a meaningful difference in the quality of life of employees

To develop proactive and customer focused HR team engaged in continual innovation and

change management.

Environmental Policy (Works Area)

Bhilai Steel Plant (BSP), Steel Authority of India Limited, is an integrated steel plant with

an annual production capacity of 4.0 million tones of steel and progressing towards 7MT,

specializing in production of rails, heavy structurals, merchant products, wire rods and plates. Bhilai

Steel Plant collective re-affirms its commitment to protect environment and shall strive to:

Introduce sound environmental management practices for minimizing pollution and its

impact on air, water, land, flora, fauna and human beings.

Conduct operations in an environmentally responsible manner for complying with

legislation and regulations related to its environmental aspects.

Conserve and optimally utilize raw materials, energy, water and other resources.

Minimize waste generation and promote its recovery, recycling and reuse.

Achieve continual improvement in environmental performance by setting and reviewing the

objectives and targets periodically.

Enhance environmental awareness amongst employees and interested parties.

Communicate Environmental Policy to the persons working for or on behalf of the

organization and make it available to public on demand.

Maintenance Policy

Maintenance of equipment for maximum availability and reliability. Upkeep of other assets

for infrastructural support and strength.

Monitoring of equipment, health and vital parameters in a systematic / scientific way and to

devise appropriate maintenance strategy for each equipment.

To control / reduce cost of maintenance through innovation, design out, revamping and

reclamation.

To fully utilize and enhance the in-house facilities for repair and generation of spares.

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Social Accountability Policy

BSP being a responsible corporate citizen shall continuously strive to enhance value for its

stakeholders by promoting a safe, healthy and socially accountable work culture by:

Adhering to Social Accountability Management System based on internationally recognized

SA: 8000 Standards.

Positively influencing its Suppliers & Contractors in adhering to the SA Management

System requirements

Complying with all applicable laws.

Occupational Health & Safety Policy

BSP is committed to:

Create work site free from Occupational Health & Safety hazards for its employees.

The Safety of the people associated with it, those living in the neighbourhood of its plants,

mines & units,

Pursue the safety efforts by adhering to Occupational Health & Safety Management system

based on the requirements of internationally recognized OHSAS: 18001 Standard and its

periodic review at Works.

Demand accountability for safety performance & provide the resource to make safety

programme work,

Involve all employees for continual improvement in OH&S,

Comply with the applicable legislation & other requirements of OH&S.

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PERFORMANCE HIGHLIGTS OF 2011-2012

After a good finish up to March’11 last year ,Bhilai Steel Plant started the Financial year

with a good pace but the Plant started facing tough times and challenges on various fronts. The

plant witnessed an unfortunate power failure at MSDS-1on 16th April’11 thereby affecting the

major units of the Plant, though not for a longer period. Thereafter, the falling health of the Coke

Oven Batteries # 7, 8, 9 &10 due to ageing was a major concern which was affecting the Coke

production and gas availability. As a part of strategy, Battery # 9 was put down for repairs on17th

April, 2011 and Battery # 6 which was under rebuilding was taken for operations on 19th June’11.

Blast Furnace # 1 was also taken up for Capital repair son 31st May, 2011 in line with the annual

plan which subsequently joined on 20th December, 2011. Soon after, Battery # 7 & 8 was also

taken for repairs in the month of January, 2012.

Despite of the above mentioned constraints, the Plant achieved the annual production of

5.13 Million Tonnes of Hot Metal, 4.90 Million Tonnes of Crude Steel and4.29 Million Tonnes of

Saleable Steel. Profit margins, however, were adversely impacted on account of higher input costs

and foreign exchange variations.

In order to compensate the shortage of Coke, alternative sources were explored through

NeelachalIspat Ltd, IISCO Steel plant, RINL, Columbia and others. In all, about3,70,741tonnes of

hard Coke was procured from outside resources. Many a time two reheating furnaces were run at

Mills and at Plate Mill in the later part of year alternate fuel consumption in form of Furnace Oil

(16,338 Kl) was taken up. Simultaneously efforts were put in to optimize the gas distribution and

maximize utilization of available resources. Auxiliary fuel rate through CDI in Blast Furnaces

(overall 37.1 Kg/THM) was increased in order to reduce Coke rate thereby enhancing the

performance of the Plant.

During FY 11-12, the Plant continued to operate well above the rated capacity in all major

areas of production and achieved a capacity utilization of 109.1% in Hot Metal, 124.9% in Crude

Steel and 136.2% in Saleable Steel. In Saleable Steel, the plant operated above the rated capacity

for the Nineteenth year in succession.

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The component of Special Steel production and value added products (total 2.77MT

production) in Saleable Steel at 64.5% also surpassed the ABP target of63.5% registering a

marginal growth w.r.t last year’s 64.3%. The Plant also developed as many as 12 new products (48

products in a row in four consecutive years) meeting a variety of end usages.

Iron Ore production from Dalli mines has recorded growth of 3.0% and total iron Ore

production from mines at 7.83 MT recorded a growth of 1.6% over lastyear. Dispatches of total

Iron Ore fines were 4.27 MT which is 103.3% of ABP with a growth of 8.2%. Limestone

production from Nandinimines at 0.21 MT recorded a growth of 10.2% over last year. Ore

Handling Plant has handled 15.6MT of material out of which 7.86 MT materials was unloaded at

OHP. There has been a significant growth of 6.3% in production of Cast Blooms and marginal

0.6%growth in production of Rails and Structural at RSM. The component of Comcast production

in total crude steel also increased to 52.60% as compared to 50.90%.

Loading of Saleable steel was 4.35 MT as result there was substantial reduction of stock at

Mills & SBS by 63,379 T during the financial year. With the changing market scenario the

performance of Export loading of Saleable Steel improved by5.34% compared to last year, the

main contributions coming from Finished Plates (1,75,955 T). The total volume of Export loading

was 2, 29,566 T as compared to2, 17,936 T in 2010-11.

On 18th July’11, the Plant achieved another landmark of crossing 150 MT of Crude Steel

production since inception. At SMS-2, Converter “B” achieved highest ever individual Converter

lining life in April’11 at 11,625 Heats, surpassing the previous best of 11036 Heats in Sep’11.

Several new initiatives were taken up throughout the year for enhancing operational

efficiencies of our processes. A few of these are:

Rolling of Cold Ingots from stock (25,185 T).

Loading of 24,594 T of UTS-90 Rails for Export to Sri Lanka.

Loading of 2419 T of High Conductivity Rails (R-52 Kg) to Kolkata Metro.

Rolling of longer plates from MIDHANI Slabs for space application (35.1Tonnes).

Loading of 2,05,176 T of CC Slabs (IPT) to sister Plants .

Commissioning of a renovated liquid fuel station in Plate Mill in Oct’11 to supply

alternate fuel to Reheating Furnaces in order to compensate for shortage of Coke oven gas.

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Implementation of in-house project named “Development & replacement of BF-Gas

burners of Boiler#3 with new fuel efficient burners at PP-1successfully.

Bhilai Steel Plant was adjudged winner of The Prime Minister’s Trophy and Steel

Minister’s Trophy for the best integrated Steel Plant in the country for the Financial Year 2009-10

and 2008-09 respectively. The plant has achieved the unique distinction of having won the trophy

10 times out of a total of 18 times. The plant continued to accelerate its expansion drive and made

substantial progress on all the major schemes planned under 7 MT expansion programme. During

the year about Rs.3020.3 Crores (provisional) have been spent against Capital expenditure on the

schemes. A total of 17 No’s of Turn key projects and30 No’s of Non turn key projects worth Rs.

1611 Crs. and Rs.192 Crs. are underway.

Strategies adopted:-

Several new strategies were adopted for enhancing and sustaining performance during the

year, which helped in running the Plant in a better way.

Enhancement of special steel and value added products.

Rebuilding and Renewal of Assets by

Rebuilding of Batt. # 6

Hot repair of Batt.#7 and Cold Repairs of Batt.# 8 & 9.

Capital Repairs of BF-1

Strengthening Systems & Standards by

Implementation of MES

Maintenance Audits for Reliability of Equipments

Product development & Commercialization by

Developing 12 new products during the year

Commercializing the products already developed

Increasing in auxiliary fuel rate through CDI in Blast Furnaces.

Major Events:-

Some of the major events that took place in 2011-12 were:

Inauguration of Civil Work for Hot Metal Handling System under Plant’s Modex plan, on

8th Aug. 2011.

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Inauguration of Rail Peripheral Yard Project under the Plant’s Modex Plan on 29th Aug

2011.

A Rail Carbide Saw Machine made with in-house resources and expertise was formally

inaugurated at Rail & Structural Mill by Shri P K Singh, ED(Works) BSP on 1st Sept 2011.

Work of erection of hot stoves for the new and upcoming Blast Furnace No 8 of Bhilai

Steel Plant was inaugurated on 14th Sept 2011.

Inauguration of Work for Erection of Structures for 2nd Sinter Machine in SP 3 on 26th

Sept 2011 for producing 3.706 MT/yr of gross sinter.

An environment-friendly bio-diesel locomotive was flagged off in BSP by Shri Pankaj

Gautam, CEO on 29th Sept 2011. The locomotive uses bio diesel procured from CREDA, a

state government undertaking, along with diesel as fuel.

Laying of slab pavement brick for new Coke Oven Battery # 11 was inaugurated on 30th

Sept 2011.

Commissioning of a renovated liquid fuel station in Plate Mill on13th Oct 2011 in order to

supply alternate fuel to PM thereby saving the consumption of coke oven gas by the Plate

Mill which can otherwise be used in other rolling mills.

Commissioning of Digital Converter in Side Trimming Shear at Plate Mill.

Inauguration of Civil work for the Project for a new by-product plant in the upcoming

Coke Oven Battery # 11 complex on 15th Nov 2011.

Work for Installation of Gas Holder in new SMS III started on 11th Oct.2011 which

comprises of two main packages - a basic oxygen furnace(BOF) shop complex with 3

converters of 160-tonne capacity each and annual capacity of 4.11 MT, and a Continuous

Casting Plant with 4 casters of total annual capacity of 4 MT.

Best ever performance:-

The Plant recorded best ever-annual performance since inception in the area of

production and loading.

Best ever production of Hot Metal from BF-4 at 8,21,515 T against previous best of

8,18,747 T in ‘06-07.

1,83,355 T of EQ Wire Rods production from Wire Rod Mill against previous best of

1,81,408 T in ‘07-08; a growth of 24.1% over PY.

91,388 T of Boiler Quality Plates production from Plate Mill against previous best of

86,324 T in ‘07-08; a growth of 12.3% over PY.

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Best ever loading of 1,37,505 T of Long Rails surpassing the previous best of1, 20,826 T

in ‘09-10; a growth of 22.8% over PY.

Best ever loading of 24,594 T of Export Rails surpassing the previous best of9, 661 T in

‘10-11; a growth of 154.6 % over PY.

Best ever techno-economic parameters achieved during the year are:

Highest ever Machine utilization at SP-III at 97.4 % against previous best of96.4 % in

’10-11.

Highest ever overall CDI Rate at Blast Furnaces at 37.1 Kg/THM against previous best of

34.4 Kg/THM in ‘09-10.

Highest ever BF productivity at BF-4 at 1.548 T/Cum/day against previous best of 1.522

T/Cum/day in ‘06-07.

Highest ever Rimming heats made at SMS-1 at 1395 No’s surpassing previous best of

1394 No’s in ‘07-08.

Highest ever Mill availability at Merchant Mill at 92.55 % against previousbest of 91.46

% in ’10-11.

Highest ever Mill availability at Plate Mill at 91.46 % against previous best of90.59 % in

’10-11.

Highest ever Ladle lining life of 43.0 heats at SMS-1 against the previous best of 38.3

heats achieved in ’10-11.

Highest ever Ladle lining life of 64.93 heats at SMS-2 against the previous best of 64.70

heats achieved in ’10-11.

Highest ever Average Converter Lining Life of 10,398 Heats against the previous best of

9,499 heats in ’10-11.

Highest ever Heats through LF at 14,183 Nos against previous best of 14,056heats in ‘10-

11.

Lowest ever Specific Water Consumption at 2.994 M3/TCS against previous best of 2.998

M3/ TCS in ‘09-10.

Best Ever Monthly performance:-

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

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Best-ever monthly production of Hot Metal at BF-4 in the month of July at76,356 T

surpassing the previous best of 75,843 T in March, 2010.

Best-ever monthly Coke rate at BF-1 in March at 436.0 Kg/THM surpassing the previous

best of 451.5 Kg/THM in Feb, 2012.

Best-ever monthly CDI rate at BF-1 in March and January at 100.3 Kg/THM &71.3

Kg/THM surpassing the previous best of 53.9 Kg/THM in May, 2011.

Best-ever monthly overall CDI rate at Blast Furnaces at 51.0 Kg/THM in March 2012,

surpassing the previous best of 48.7 Kg/THM in April, 2009.

Best-ever monthly Heats through Ladle Furnace at SMS-2 in August at 1325,surpassing

the previous best of 1249 heats in March, 2011.

Best-ever monthly Heats through RH Degasser at SMS-2 in March at 1107heats,

surpassing the previous best of 1067 heats in January, 2011.

Best-ever monthly IPT loading of CC Slabs in December at 37,472 T and surpassing the

previous best of 35,499 T in January 2010.

Best-ever monthly loading of C-20 Med. Mn Billets from Billet Mill in October at 35,960

T surpassing the previous best of 31,608 T in Sep’09.

Best-ever monthly production of High Tensile (HS) Plates in May at 20,139 Surpassing

the previous best of 19,437 T in May, 2008.

Best-ever monthly production of total High Tensile Plates (HS+Export) in May at 24,193

T surpassing the previous best of 21,557 T in May, 2008.

Best-ever monthly loading of Export Rails in February at 11,825 T surpassing the previous

best of 9,591 T in April, 2011.

Best-ever monthly loading of Long Rails in March at 18,228 T surpassing the previous

best of 15,342 T in January, 2009.

Best-ever monthly total Wagons unloading at OHP in May at 3270 No’s surpassing the

previous best of 3159 No’s in December, 2005.

Best-ever monthly loading of Rails & Structurals from RSM in March at98,428 T

surpassing the previous best of 95,800 T in July, 2009.

Best-ever monthly loading of Merchant Products in March at 70,801 T surpassing the

previous best of 69,820 T in March, 2008.

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New Projects commissioned / Ongoing Projects:-

Under the 7 MT expansion programme the pace of Projects at BSP was further accelerated

and during 2011-12 the capital expenditure incurred for projects was at Rs.3020.3

Crores(provisional) containing 17 Turnkey projects and 30 Non Turnkey projects.

Schemes completed / commissioned:-

Rebuilding of Coke Oven Battery # 6

Installation of Tar Decanter, Sludge Collection & Recycling System at CHP

of Coke Oven

Lime Dosing under Modernization of SP-II

Extension of Ferro Alloy Depot II

Installation of On-line Eddy current testing m/c & Optical visual

Inspection System at short rail area of R&SM

Augmentation of Lance Cooling Water Cycle for Top Cone Cooling of

Converter Vessel in SMS-II

Relocation of Bhilai Warehouse

Dismantling of Compressed Air Station -2 & DNW office building for

enabling work for BF-8

Replacement of 6.6 KV switch gear section of S/Stn. 9 in Merchant Mill

Status of Major ongoing Schemes:-

Coke Oven Battery – 11 Proper (Pkg.-001-SE-01)

Oven Machines & land based Pushing Emission

Control for Battery-11 (Pkg.-001- SE-02)

Coke Dry Cooling Plant COB-11 (Pkg.- 002)

Installation of New Coal Handling Plant (Pkg. –

062)

Augmentation of Fuel & Flux Crushing &

Screening Facilities (Pkg. 064)

Installation of By-Product Plant Complex for COB

-11 (Pkg. 003A)

Equipment & refractory erection in progress

Design Engineering in progress

Civil & Structural work in progress.

Mechanical Equipment Supply started.

Equipment erection in progress

Civil & Structural work in progress.

Civil work & Equipment ordering in progress

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Instn. of Phenolic Effluent Treatment Plant for

COB-11 (Pkg. 003C)

Installation of Plate Edge Marking M/c &

Automatic Length Measuring System under Aug.

of Capacity of Plate Mill (Pkg.-048)

Installation of Bar & Rod Mill (Pkg.-046) with

civil & Structural Packages

Installation of Reheating Furnace for BRM (Pkg

049-01)

Installation of Universal Rail Mill (Pkg.- 047) with

civil & Structural Package

Instln. of Rail Welding Line for Long Rail (Pkg.-

121)

Installation of Reheating Furnace for URM (Pkg

049-03)

Installation of Hoisting facilities in BRM & URM

(Pkg. 030)

Piling, Civil & Structural work for SMS-III

Complex

BOF Shop Technological Package (Pkg.- 025)

Instln. Of Continuous Casting Plant Complex

(Pkg.-026)

Instln. of Secondary Refining Unit for SMS-III

(Pkg.-025A)

Instln. of Hot Metal Desulphurization Unit for

SMS-III (Pkg.-027)

Erection, testing & commissioning of plant &eqpt.

of BOF & CCP complex (Pkg.-131)

Installation of Cranes for BOF & CCP (Pkg.-029A-

1) ,

Instln. Of 10 Nos. Cranes above 100 T capacity

(Pkg.-029-A-2)

Lime Calcinations & Dolomite Plant at RMP-III

(Pkg.-028)

Civil work & Equipment ordering in progress

Trail run of Plate edge marking machine in manual

mode completed. Balance equipment erection in

progress

Civil & Structural work in progress.

Equipment supply started.

Design Engineering & Equipment ordering in

progress

Civil & Structural work in progress.

Equipment supply started.

Design Engineering & Equipment supply in

progress

Design Engineering in progress

Design Engineering in progress

Piling , Civil & Structural work in Progress

Equipment Supply & Erection in progress.

Equipment Supply in progress.

Design Engineering & Equipment ordering in

progress

Design Engineering & Equipment supply in

progress

Contract signed on 03.11.11

Equipment Supply in progress.

Design Engineering &Equipment supply in

progress

Civil & Structural work in progress.

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Augmentation of SMS-II – Various packages

Inter Plant Pipe Conveyor from RMP-3 to RMP-2

(Pkg.-140)

Propane storage & handling system (Pkg.-032)

Installation of BF-8 Capacity 2.8 MT / Annum,

useful vol. 4060 M3 (Pkg.-010)

Hot Metal Handling System For Blast Furnace

(Pkg-031)

Installation of Turbo-blower No. 8 (Pkg.- 012)

Instln. of Steam turbine generator, back pressure

turbine generator, Cooling water sys., Power

Evacuation Sys. (excluding enabling works)(Pkg.

011-1B)

Installation of 3x225 m3/h DM Plant for PBS (Pkg.

– 011-1C)

Installation of Boiler along with steam Turbo-

Blower Bluiding (Pkg. -011-1A)

Installation of 2nd Sinter M/c (360M2) for 2nd

Strand in SP-III (Pkg.-020)

Augmentation of OHP Part-A (Pkg. 060)

Augmentation of Raw Material receipt & handling

facilities with New OHP-B (Pkg.061)

Modernization of SP-II (Pkg.-021)

Augmentation of MSDSs &Instln of MSDS-VII

(Pkg.-070)

Installation of HT Distributed Sub-Station (Pkg.

071-A)

Interplant fuel gas and industrial gases pipeline for

all units (Pkg.-075)

Equipment supply started.

For pkg 038-01 Equipment ordering in progress.

For pkg 038-12 Equipment erection in progress.

Other 2 pkgs under tendering stage

Design Engineering & Civil work in progress

Design Engineering & Equipment ordering in

progress

Equipment Supply & Erection in progress.

Civil, Structural work & Equipment ordering in

progress.

Design Engineering & Equipment ordering in

progress.

Contract signed: 19.01.12

Contract signed on 25.02.12

Contract signed on 24.03.12

Equipment Supply & Erection in progress.

Equipment Supply & Erection in progress.

Civil & Structural work in progress.

Equipment supply started.

Pkg.-021-B Commissioned.

Pkg.-021A,C,D – Equipment erection in progress

Testing& Commissioning of various area in

Progress

Design Engineering & Equipment ordering in

progress

Civil, Structural work & Equipment ordering in

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Electrical enabling works at TDS-I & new LT

substation near Boria Stores (Pkg.-113)

Construction of Fly Over at 3 locations & road

network (Pkg.-111-01)

Railway track works for plant internal yard (Pkg.-

095-B)

Construction of Railway siding and MGR Sys.

including earthwork, Construction of bridges,

supply of ballast and P-way linking in connection

with modernization of Peripheral Yard (Pkg. 095-

A) (Schedule-A)

Construction of under bridge by box pushing

technique below railway track going to slag yard in

connection with modernization of peripheral yard

(Pkg. 095-A) , Schedule – B

Diversion/Piping of Outlet No-7, 14, 15 16 & 17

(Pkg.-118-G)

Rerouting of Ash slurry pipelines (Pkg.-144)

Rebuilding of Coke Oven Battery#6

Electro Magnetic Stirrer in Bloom Caster at SMS-II

Segment repair &mould repair shop for new slab

caster at SMS-II – various packages

Provision of Roll Cladding facilities & other

Auxiliaries in Segment repair shop

Installation of Additional 50 T Cap. Propane Tank

at Propane Complex of A&P Plant

Instn. Of DC drive system for 6 DC Motors of BOF

1,2 & 3 Tilting mechanism at Converter Shop

SMS-II

Repl. of Stack Emission Control Sys. at RMP-II

700 TPD ASU-4 with Associated facilities at OP-II

– various packages

Instn. Of Oxygen Evacuation Facilities for 2x1250

TPD New Oxygen Plant

progress.

Testing & Charging in progress

Civil & Structural work in progress

Civil work & laying of railway track in progress.

Civil work & supply of material in progress.

Track laying started

Contract awarded on 07.12.11

Civil work & laying of pipe in progress.

Civil work in progress.

Oven pushing started on 19.06.11

Hot trail for strand 1 & 2 of M/c 5 bloom caster

completed on02.05.10. Hot trial of Strands #3 & 4

taken successfully on 19.01.12.

Equipment supply & Erection in progress.

Design Engineering & Equipment ordering in

progress.

Equipment supply & Erection in Progress.

Under completion stage

Under completion stage

Under completion stage

Design Engineering in progress.

Site work inaugurated on 24.03.12. Supply of

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Augmentation of Grinding Facilities of Coal Dust

Injection Unit in BF-6 & 7

Rebuilding of Stove No. 18 of BF-6

Equipment Started

Equipment erection in progress.

Design Engineering, Structural erection &

Equipment ordering in progress

Cost Reduction & Innovative Measures:-

For the year 2011-12, a number of cost reduction and innovative measures were taken in

many areas of the Plant. Some of the significant cost reduction measures and innovations which

have resulted in appreciable benefits arementioned below:

Ore Handling Plant:-

Inclination of both the chute of the boom conveyors of stacker no. 3 has been increased and

stainless steel liners are provided for better flowability of iron ore fines.

The incoming disc of wagon tippler has been modified by providing different width’s

packing (from 8mm to 22 mm) below the gear sector in order to avoid slippage of drive

pinion with girth gear which has resulted in smooth trouble free run of wagon tippler.

Rope mounting mechanism on the balancer side was of lead ferrule type this has been

replaced by conventional bulldog grip type system in the wire rope of boom hoist

mechanism, to reduce the down time of equipment during rope changing.

In place of stopper, buffer is provided at the tail end of STC conveyer to prevent damage to

unloaded fittings due to storm etc.

Modified GS-220 gear box single train type is installed in J3C1 conveyor in place of herring

bone type to reduce down time and also to reduce maintenance cost.

Surge suppressors provided in 5 HT motors for reduction in motor failures caused by high

voltage surges during starts/ stops of the H.T. motors.

Commissioning of temperature scanners in HT motors R101/R102/ J4C2to ensure early

warning in case of abnormal temperature rise in motor winding and help in prevention of

motor burn out.

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Coke Ovens and Coal Chemicals Department:-

Commissioning of Conveyor route from Y9-108 to Y6-38 was designed by BEDB,

fabricated and erected with in-house resources of CO & CCD to feed the coal charge to Coal

Tower No-3 i.e. COB No 5 & 6.

Alternate coke storing facility was designed and developed in CPP-II through conveyor Y9-

79 in a shortest time of 15 days by installing ploughun loading system in that conveyor.

The coal bunkers of Charging Cars 3-1 and 4-1was modified to eliminate the problem of

under charging in Battery-3 & 4.

Replacement of conventional mild steel bunkers of Charging Car 9 &11with stainless steel

bunkers has ensured smooth coal flow and resistance to corrosion.

Fabrication & Erection of one new coke guide car has replaced the damaged Coke Guide

Car 12 in COB-8.

The coke conveyor route J19-C1, 20C7 had become defunct and was not being used. The

conveyor belt was refurbished & commissioned to feed Blast Furnace-7.

Fabrication & Erection of two new coke guide car, one has replaced the damaged Coke

Guide Car 12 in COB-8 and the other DE-18 in Battery-1leading to a saving of

approximately Rs. 30 Lakhs.

Charging Car trolley line of Battery-1 was getting affected due to the poor health condition

of the Battery. Catenary cable system was erected and commissioned with in-house

resources and necessary modification in charging car resulting in saving of Rs. 10 Lakhs.

Phenolic open water channel in Tar Distillation Plant-I was modified during repairs and the

mixing with rain water has been avoided contributing in reduction of soil pollution.

Alternate coke storing facility was designed and developed in CPP-II through conveyor Y9-

79 in a shortest time of 15 days by installing plough unloading system in that conveyor.

The operation of Wharf-2 & 4 of Battery # 3 & 4 and 7 & 8 was automated resulting in

saving of manpower.

Sintering Plant-2:-

20C7 to 20RSC2 new route developed for CSP2 coke transportation to Blast furnaces.

Static device installed in Shuttle charge trolley of Sinter Machine 2 in place of conventional

power contactor.

In house automation of water spray systems installed on various conveyor belts done.

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Modified bunker hoppers installed and conveyor floor clearance increased to prevent

material spillage and frequent belt jamming.

Changed drive of FF3 and FB2 from V belt drive to coupling driven to prevent frequent

break down due to V belt failure.

Sintering Plant-3:-

Modification of S-103 to S-104 chute by changing its inclination thereby reduction in the

sinter fine generation and also increasing the life of S-104belt from 6 months to 12 months.

In-house fabrication of re-enforcement of sinter cooler by utilizingSAILMA-350 plates.

This resulted in saving as the reinforcement would be have to be imported from the OEM at

a very high price.

Modification of hose assembly for pneumatic transportation of lime which resulted in

increase in its life by three times.

Modification in the Rod Mill coupling thereby eliminating the coupling failure due to oil

leakages which occurred 2 times a month.

Use of Mn-steel liner plates in Raw Material Hoppers which increased its life from earlier

six months to now one year also helped in reducing delays.

Providing UPS supply to Level controller circuit of Pump House and changing Incoming

power source of Pump House in S/S 41B to reduce unscheduled downtime of the Sinter

Machine

Design & Commissioning of PLC system for Auto Reset of Controller deviation faults of

Belt Weigh Feeders of Proportioning Building of SP-III.

Blast Furnaces:-

Impedance heating of tar carrying pipe increased tar temperature to 95-110oC.This resulted

in more tar pushed into the furnace and reduced coke requirement in the blast furnace - 2, 3

&4 has resulted in savings ofRs.32.4 crores per year (recurring basis).

Increasing the efficiency of the grinding system of Coal dust preparation plant by reducing

the resistance of escaping gas from the chimney resulted in enhanced grinding rate of coal,

In-house modification for uninterrupted conveying of coal dust and Saving of precious

nitrogen by optimizing the nitrogen consumption rate for coal grinding units has resulting in

overall saving of Rs 20.85 Crores per year.

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Provision of U seal at GCP in all furnaces for increased safety. Provision of U seal in BF gas

line (Φ 1200) of stoves in BF- 2 to 5.

Installation of hexagonal checkers in stove – 2 of BF- 1 & ST-3 of BF-7 to increase the

heating surface area.

Root Cause of OTC Pinion getting free Identified and corrective action taken. . Pinion free

Problem is ZERO now.

In house manufacturing of Pusher Car intermediate gear box for BF – 2.

Installation of compensator in stove – 2 (In-between HB Valve & Stove) for the first time in

Blast Furnace – 1.

Replacement of BF – 1 stack zone coolers with plate coolers for increasing the thermal

efficiency.

Use of LMC( Low Moisture Castable) as a protective lining layer to increase the life of main

runners &

Monolithic gunning of mixer junction to prevent falling of bricks.

Steel Melting Shop-1:-

Bottom stool consumption has declined to 7.13 Kg/TCS in 2011-12 from7.35 Kg/TCS in

2010-11.

Ferro-Silicon consumption at 1.57 Kg/TCS this year was less against1.73 Kg/TCS achieved

in 2010-11.

Two nos. of six wheel SRS trolley replaced with four wheel SRS trolley saving in cost of 20

Lakhs per trolley.

Two nos. of slag cars reclaimed through in house resources and saved cost of Rs. 25 lakhs.

In house replacement of bridge panel of Mix Crane –I and main trolley panel of Mix crane –

II resulting in savings of 15 lakhs.

Replacement of Grab panel (USSR make) of Bulk Charge Crane No. 2 by Indian make with

in house resources. This has been done for the first time since inception.

Steel Melting Shop-2:-

Replacement of Zonal control System with encoder & PLC System for Slag Car-2 & 3 for

increasing reliability of transfer cars have been done.

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Replacement of maintenance prone Main Hoist (MH) and Main Cross Travel (MCT) Trolley

Line Power supply system to Trailing Cable system in Ladle Bay Crane-2 & Grab Crane in

FAD-II for increasing reliability of Cranes.

Replacement of maintenance prone slip ring & gear with cable drum system with

maintenance free pulley system in Scrap Crane-2 for Increasing Reliability of Crane.

In-house Design, Erection, & Commissioning of Resistance boxes for Ladle Bay Crane-1

Main Hoist panel as a Cost saving measure

Commissioning of VVVF Drives in Aluminum wire feeder of Argon Rinsing Unit- 2, Lift &

Turn rotation mechanism of Slab Casting Machine-1 & 3, LT mechanism of scarifying

Crane- 4 & Slag breaker temperature lance and Hydrias lance.

Relocation of DE bay trolley lines Cables to ensure shifting of Slabs from Slab Casting

Machine 1 & 3 in case of Section- 2 down for maintenance.

Rail and Structural Mill:-

One number of 1-D spindles at 950 stand was generated from two nos. broken spindles

resulting in saving of approx Rs 1.5 crores.

One number recuperator was generated from 2 nos. old damaged abandoned recuperators &

installed in furnace-1.

A new Flat straightening machine was installed for making Flats which are used for

separation between different layers of rails; however these get distorted in use. This machine

will straighten strips distorted due to use and will be reused thus reducing consumption.

The Rail Carbide Sawing machine has been made in-house with available spares and

resources thereby enhancing the rail end cutting capabilities.

Installation & Commissioning of Soft Starter (SIRIUS make) for Descaler High Pressure

Pump No.3.

Installation & Commissioning of 14 No’s Variable Frequency Drives indifferent areas of

RSM.

Merchant Mill:-

VVVF drives were commissioned for energy conservation and reduction of torque jerks at

Roller Table section Nos. 25, 26 and 92-94.

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Two Nos. 90KW motors were installed with VFD feeders in master slave configuration at

Chain Transfer-1.This has replaced DC motors and DC drive thereby reducing maintenance

cost and providing soft start features.

The 6 phase thyrister converter (with IPT Configuration) of 5D was converted in to standard

three phase converter. The modified drive is operational since April, 2011.

VVVF drive has been provided for disc rotation motor & for tilting motor3KPP output has

been used resulting in energy saving and reduction bin torque jerks.

Wire Rod Mill:-

Scrap Ring of `B’ strands were used in C and D strands.

Implementation of Scale loss reduction experiment in `A’ strand TMT415 in the month of

August’11. The scale reduced from 2.4% to 1.49%thereby resulting in substantial savings.

Carried out cost saving jobs worth Rs 53.20 Lakhs which includes replacement of in-house

repaired spares like Roll Chock in B strand and Draw Out Roller (DOR).

Extra Layer of Corundum Block laying to minimize depression in the Heating Zone of Re-

heating Furnace.

Introduction of Pinch Roll in A strand before coiler to avoid back end looping cobble.

Introduction of one more cooling tube between stand No.17 and 18 to improve Yield

Strength in `A’ strand.

Reduction in core diameter during TMT rolling to achieve negative tolerance.

To ensure and improve Mechanical Properties during TMT rolling sampling procedure has

been modified and Traffic light introduced to make foolproof system for sampling.

Modification of sequence logic scheme of R.G. main drives of BHEL converter for avoiding

spurious tripping due to card failure.

Plate Mill:-

Czech make brake coil developed in-house through ERS for the main drive motors of

shearing lines.

Reduction in cost of procurement of Normalizing Furnace rollers by adopting global

tendering.

Revival of oil firing system of reheating furnace which had been kept in abeyance over the

last 18 yrs in order to overcome gas shortage.

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Development of alternate field supply scheme for the main drive of roughing and finishing

stand.

Development of speed control system for new normalizing furnace rollers of plate mill to

enhance production.

Development of the scheme to run screw down motor of vertical stand, roughing stand and

finishing stand from fixed field (CVDC-Constant voltage direct current) in case of field

converter failure.

For the improvement of lubricating oil of oil system-5 , which supplies oil to critical

bearings of motor room main drives bearings, one electro static cleaner and one centrifuge

was installed. Cleaned oil shall prevent failures of bearings.

Work roll & back up roll cooling arrangement in the Mill stands modified by providing roll

cooling header with nozzles for top Back up roll, top Work roll & bottom Work roll. Filters

were provided in the circuit to ensure clean water.

Modification to run both screw down motors of Finishing Stand from one thyristor

converter.

Electrical organization:-

Implemented several innovative schemes and done some modifications for improvement in

various production shops in order to affect substantial cost savings as below:

Innovative approach to carryout partial winding repair on an epoxy rich VPI (vacuum

impregnated) impregnated winding of 12.5 MW, 11KVstator of Air turbo compressor motor

(ATC-1 )in OP-2.

In-house Designing & fabrication of new Surface Mount Devices Rework Station

attachment for removal/ re-solder of rectangular shaped SMD IC for various Telephone

Exchange PCB cards.

Use of new tackle for lifting of armature of 3M2 Motor of Plate Mill along with fork

attached. The tackle was designed and fabricated in-house by BSP.

In-house fabrication of 75 Nos. of Electrical panels and fabrication of one number of

resistance box of Jaw crusher for Rajhara Mines there by saving about 19 Lakhs.

In-house development of FWT/ WLL wireless telephone to provide BSP telephone facilities

to the Executives residing at satellite colonies.

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Engineering Shops:-

Frame for 2D Pinion Stand Choke Control Assembly of RSM was made for the first time.

Also for the first time, 35 nos. of Armour Frames were made for Coke Oven, 4 nos. of

Water Seal Box (Type B & C) of SP-III, 3 nos. Working Roll Table Pedestal (Drive & Idle)

for RSM & 4 nos. of Console (Ore Screen) for Blast Furnace # 7.

6 nos. Bend Plates were fabricated for Converter of Bokaro Steel Plant.

Top Cone & Middle Barrel (1 no. each) was made for Converter of DSP.

90 T Hook, 2 nos. were fabricated for Bokaro Steel Plant.

50 T Hook, 4 nos. were fabricated for ASP Durgapur.

1 no. Drive Nut was fabricated for VISL Bhadravati.

Also, some major items that have been reclaimed by the Engg. Shops which are:-

Tongs assembly for SBS Crane of CCS – 2 nos.

Pusher Mechanism of Stripper Crane for SMS-I- 1 no.

Top & Bottom Support 1 no. each for BBM

Breast Roll Cassette of Plate Mill – 3 nos.

Hot Saw Slide for RSM – 2 nos.

Pusher Ram for Coke Oven – 2 nos

Work Roll for Plate Mill – 1 no.

Charge Distributor Assembly of Blast Furnace. – 1 set

Pushing Bar of RSM – 2 nos.

R1 Guard for BBM – 1 nos.

Apron feeder shaft of Mines – 1 no.

Reheating furnace Pusher Beam for Plate Mill – 1 no’s

Oxygen Plant -2:-

Liquid Nitrogen was sold to outside parties and Revenue of about Rs69.39 Lakhs generated.

Development of in-house technology to clear chocking of Rich Liquid passage of sub cooler

due to ingress of moisture & CO2 by back purging with high pressure Nitrogen (6.0 Kg/cm2

) in cold condition atASU-1 unit.

UPS supply was extended to ASU-1 & 2 Turbines to overcome tripping due to under

voltage / system disturbances

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Refractory Materials Plant-2:-

Reclamation of following spares was done:

Combustion air relief valve assembly, cooling air relief valve assembly, poking hole &

doors, Support Roller Assemblies, Twin Lobe Compressors, Hydraulic Pump, Shaft Closing

Trap Assemblies and Oil Lances etc. This has resulted in a saving of Rs 62.1 Lakhs.

Rs 122.5 Lakhs have been saved through gainful utilization of 0-10 mm Lime stone in

Rotary Kiln.

Innovative technical improvements done at RMP-2:

Alternate fuel (Furnace Oil) firing arrangement in Rotary Kiln circuit has been designed &

commissioned successfully for best utilization of fuel. This has resulted in reduction

/stoppage in use of Coke Oven gas &PCM at Rotary Kiln of RMP-II.

Raw Material Department:-

Procurement of cheaper Boiler coal with comparable UHV from Termi and Karo collieries

as compared to Surakachar and Chirimiri collieries. About 2.10 Lakh Tonnes of such

cheaper coal has been procured, thus saving Rs. 23 Crores.

About 200 Tonnes of Ferro Manganese have been reclaimed from FAD1, valuing Rs 1.40

Crores.

About 150 Tonnes of Silicon Manganese have been reclaimed from FAD2, valuing Rs. 75.0

Lakhs.

About 200 Tonnes of Plastic Fireclay (Pulverized) reclaimed from old Tap hole Mass Shop

area, valuing Rs. 4.0 Lakhs.

Transport and Diesel Organization:-

Saving to the tune of Rs 1.57 crores by extensive repair and revamping of wagon was

achieved.

Approximate saving to the tune of Rs. 58 lakhs by reclamation of 58 no soft wheel pair.

55 Nos. of conventional Blinker Heads have been replaced with LED Based Blinkers in

2011 thereby increasing the reliability.

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Fourteen (14 Nos.) Point machines, damaged during derailment and point bursting, have

been reclaimed in-house and are being re-used, thus avoiding new procurements. This has

resulted in savings of procurement cost of approximately 8 Lakh Rupees.

Prototype for “Portable Audio Alarm with initiation from Remote Location” to be hanged to

the last wagon of train was developed with in-house resources.

“Audio alarm system with manual initiation and auto-stop facility” designed and installed at

6 different rail–road crossings with in-house resources to increase road safety awareness.

One similar system for ‘gas safety awareness’ was designed with in-house expertise for

Blast furnace Department and handed over for installation in Blast Furnace-6Area.

All WDS-6 locomotives & 6 nos. Russian locomotives have been modified with audio

visual system for battery charging system to alert the loco operator in case of battery failure

in locomotives during this financial period 2011-12.

In house modification of tool for removal of thrust bearing of Alco Engine of WDS-6 and

the bearing was changed successfully in loco no.655.

Power Plant-1:-

Erection and commissioning of additional steam ejector system in Turbo Blower No. 6 for

100% stand by for the existing main ejector system. This has resulted in preventing outage

of the machine on account of failure of the working ejector, low vacuum problem in

condenser on

account of defects in the working ejector and possibility of attending main steam ejector

defects without stopping the Blower.

Modification and revamping of chemical water supply network system at Desecrator level in

Turbine Hall to improve availability of chemical water supply system to Desecrators and to

eliminate problem of water leakage in the pipe lines.

Provision of modified oil seals in absence of the spare German seals in Blow-off valve of

Turbo blower No.12 feeding to Blast Furnace No.7 due to which the machine availability

could be increased and fire hazard on account of severe oil leakage from the Blow-off valve

could be prevented.

Modification of Turbine Hall roof Drainage system near STG area thereby solving the

chronic problem of flooding in TG 0, 1 & 2 and on crane bus bar during monsoons. This has

improved the reliability of operation Turbo generators and availability of cranes during

monsoons.

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Speed regulation of Boiler 4 and 5 Coal Dust Feeder motors was common through FPC's. It

was made independent, by utilizing in house resources, so that each feeder motor speed

could be controlled independently. This has resulted in better load control of Boilers 4 and

5& decreased dust emission.

Reliability of instrumentation supply of TG2, TB4 &TB6 increased through provision of

dual supply sources with changeover scheme.

Cable tunnel HT cable joints in 63Transformer, ID fan 1A, ID fan1B were removed by

laying new copper cables. Thereby minimizing safety hazard in cable tunnel.

Fire Detection and Alarm System was commissioned in Cable Tunnels for early warning in

case of fire.

Development of manufacturing drawings of Boiler No. 6 Super heater coils and

procurement on non-proprietary basis thereby saving to the tune of Rs. 89 lakhs.

Energy Management Department:-

Liquid Fuel Station (Plate Mill) was renovated & commissioned in a short span of one

month to overcome the shortage of coke oven gas in the plant.

Successful connection of BF gas branch lines from Blast Furnaces 1 to7, Gas Cleaning

Plants 1 to 6 and Excess Gas Burners I & II to the newly commissioned BF gas header of

dia. 3000 mm.

Installation of U-Seal isolation facility in Plate Mill Gas Booster Station for quick & safe

isolation of gas line was done.

Completion of LD gas holder repair within scheduled time, along with in-situ repair of the

roof structure for the first time, with in-house resources. This has resulted in increased

availability of LD gas recovery.

Support to Sister Steel Plants:-The Plant supplied following items toits sister Plants:

Supply of CC Slabs to SSP (1,47,043 T)

Supply of CC Slabs to BSL (50,253 T)

Supply of CC Slabs to RSP (7,880 T)

Supply of Ingot Moulds(294 No’s) and Bottom Plates (80 No’s) to DSP

Supply of Pearl Coke to MEL (38,127 T)

Supply of Sinter to BSL (26,404 T)

Supply of Iron Ore Lump to RSP (86,327 T)

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Supply of Iron Ore Lump to VISL (96,151 T) and MEL (3,894 T)

Supply of Dolomite to RSP (6,893 T)

Supply of Converter top cone & Middle Barrel (1 No each) to DSP

Supply of 90 T (2 No’s) & 50 T (2 No’s) Laminated Hooks to BSL and ASP

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INTROUCTION

Employee satisfaction is a measure of how happy workers are with their job and working

environment. Keeping morale high among workers can be of tremendous benefit to any company,

as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the

company. There are many factors in improving or maintaining high employee satisfaction, which

wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory surveys or face-to-

face meetings with employees to gain information. Both of these tactics have pros and cons, and

should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be

honest without fear of repercussion. Interviews with company management can feel intimidating,

but if done correctly can let the worker know that their voice has been heard and their concerns

addressed by those in charge. Surveys and meetings can truly get to the center of the data

surrounding employee satisfaction, and can be great tools to identify specific problems leading to

lowered morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to make

workers feel like part of a family or team. Holding office events, such as parties or group outings,

can help build close bonds among workers. Many companies also participate in team-building

retreats that are designed to strengthen the working relationship of the employees in a non-work

related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type

of team-building strategy, with which many employers have found success.

Of course, few workers will not experience a boost in morale after receiving more money.

Raises and bonuses can seriously affect employee satisfaction, and should be given when possible.

Yet money cannot solve all morale issues, and if a company with widespread problems for workers

cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an

unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make certain they have a

comfortable, clean break room with basic necessities such as running water. Keep facilities such as

bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most

businesses, allowing workers to keep family photos or small trinkets on their desk can make them

feel more comfortable and nested at their workstation. Basic considerations like these can

improve employee satisfaction, as workers will feel well cared for by their employers.

The backbone of employee satisfaction is respect for workers and the job they perform. In every

interaction with management, employees should be treated with courtesy and interest. An easy

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avenue for employees to discuss problems with upper management should be maintained and

carefully monitored. Even if management cannot meet all the demands of employees, showing

workers that they are being heard and putting honest dedication into compromising will often help

to improve morale.

Employee satisfaction is the terminology used to describe whether employees are happy and

contented and fulfilling their desires and needs at work. Many measures purport that employee

satisfaction is a factor in employee motivation, employee goal achievement, and positive employee

morale in the workplace.

Employee satisfaction, while generally a positive in your organization, can also be a downer

if mediocre employees stay because they are satisfied with your work environment.

Factors contributing to employee satisfaction include treating employees with respect,

providing regularemployee recognition, empowering employees, offering above industry-average

benefits and compensation, providing employee perks and company activities, and positive

management within a success framework of goals, measurements, and expectation

Employee satisfaction is often measured by anonymous employee satisfaction surveys administered

periodically that gauge employee satisfaction. (I do not support these.) Employee satisfaction is

looked at in areas such as:

management,

understanding of mission and vision,

empowerment,

teamwork,

communication, and

coworker interaction.

The facets of employee satisfaction measured vary from company to company.

A second method used to measure employee satisfaction is meeting with small groups of

employees and asking the same questions verbally. Depending on the culture of the company, either

method can contribute knowledge about employee satisfaction to managers and employees.

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

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Employers should look for ways to give employees more control over their schedules,

environment, and/or work habits. For instance, employers could offer alternative work schedules

such as flextime or telecommuting. Today's employees have demanding schedules outside of work,

and many workers appreciate a boss who considers work-life balance. Because every person's

obligations outside of work are different, customized schedules are a great way to improve

employeesatisfaction. 

Employers should also encourage employees to customize their workstations. This could

include décor and/or equipment. This not only gives employees control over their work

environments, but it can ease personal barriers such as back pain or eyestrain. In addition, studies

show that certain colors or décor can improve happiness. Employees will be able to create a place

they enjoy working in rather than being stuck in a bland office cubicle. 

Another way to give employees a sense of control is to create employee-driven competitions

such as sales competitions. These activities put employees in control of their success. Each

employee can set personal goals, and they will feel a sense of accomplishment rather than

obligation. 

According to the U.S. Census Bureau, 86.5% of workers over the age of 16 drive to work,

whether carpooling or driving alone.

"Bad commutes are a major source of unhappiness. People feel frustrated, powerless, and

stressed," states rubin.

Employers should consider ways to decrease commuting stress. For instance, employers

could stagger work times to avoid heavy traffic. Review beginning and ending times and determine

if the specific times or the amount of people arriving at each time can be adjusted. In addition,

review late arrival policies. If employees are severely reprimanded for arriving late, they will be

much more stressed during a bad commute and will arrive at the office miserable.  

Another possibility is to offer telecommuting options. This eliminates the necessity of

commuting and allows employees to work where they are most comfortable. Telecommuting also

has a variety of benefits for the employer such as reduced costs. 

Tight deadlines are another major sources of stress for many employees. Employers can ease

this stress by freeing up more time. For instance, employers can make meetings shorter and more

efficient. Consider tricks that sound silly but are actually effective such as having a meeting with no

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chairs. People will be more likely to stick to the necessary agenda when they have to stand the

entire

Whenever possible, substitute conference calls for meetings. To reduce unnecessary

chitchat, make calls before lunchtime or at the end of the day. People will want to cut to the chase,

so they can go to lunch or get home. 

Another idea is to create organizational systems that improve efficiency. Clutter and

confusion are major time zappers. Organized offices and systems ease stress, save time, and

increase productivity. 

Socialization is a key component of happiness. "Interacting with others gives people a boost

in mood – surprisingly, this is true even for introverts," writes Rubin.  

Employers should find ways to encourage social relations. Consider an office arrangement

that fosters communication. Arrange workstations so employees can see each other and talk. 

Employers can also encourage office celebrations for holidays and birthdays. These

celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a

covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together.

Provide a comfortable eating area. 

Socialization is not limited to office hours. Encourage out of office socialization such as

volunteer programs. This gives employees a change to develop relationships outside of the office

while promoting the company in a positive way. Community service is a great way to build a

positive reputation, and it is a happiness booster for employees. 

"Those who work to further causes they value tend to be happier and healthier, experience

fewer aches and pains, and even live longer," says Rubin.

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Objectives

For Organization:

Consciously and continually aiming to improve the quality of working life as means of

increasing motivation and improving results. This survey involves increasing sense of

employee satisfaction obtain from their work, so far as possible, reducing monotony,

increasing variety and responsibility and avoiding placing people under too much stress.

The critical success factor of organization.

The opportunity and threats facing by organization in terms of rate and direction of growth

quantified wherever possible.

Organization can shapes the progression of growth.

Continuous change and launch organizational initiatives that will have the greatest impact.

Workers can facilitate high standards and a safe and nurturing environment.

It is useful for organization to know how employees view the workplace, pay, and benefits

their supervision.

To reduce the barriers between communication.

For the improvement of the organization, survey can provide the data for future policies and

strategies.

For Employee’s :

Individual within an organization can get opportunity to improve.

To recognized the need of employees for providing training program.

Due to lack of facilities provided by organization, people are not working efficiently and it

has indirect affect on their performance and outcome, so assessing their needs, working

conditions, providing learning and development opportunities, helping skill development

through training interventions and planning.

Benefits of Employee Satisfaction & Engagement Surveys

Employee Engagement studies explore factors that motivate employees to “go the extra

mile” and cause them to feel vested interest in their organization’s success. Whereas employee

satisfaction looks at drivers like pay equity and job security, employee engagement looks into

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professional development, personal accomplishment, work/life balance and ability to influence

company’s direction.

A satisfied employee may be seen as being satisfied with pay, benefits, supervisor, working

conditions, etc. Going beyond mere satisfaction, an employee may be seen as Committed. A

Committed employee is someone who is not considering leaving the organization. Engaged

employees go even further and become advocates for their organization.

The three main areas in which employee engagement is most commonly measured include

cognitive, emotional and behavioral. The list of drivers is extensive and multiple approaches exist.

Drivers are further influenced by culture, so what applies in one part of the world may not hold true

for another.

To measure employee engagement, it is advisable to consult with an expert in the field to

ensure all relevant drivers have been included. Zarca Interactive can assist with the development of

organization-specific Employee Engagement surveys.

Models of job satisfaction

Affect theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory states

that how much one values a given facet of work (e.g. the degree of autonomy in a position)

moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person

values a particular facet of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who doesn’t

value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that offers a

high degree of autonomy and less satisfied in a position with little or no autonomy compared to

Employee B. This theory also states that too much of a particular facet will produce stronger

feelings of dissatisfaction the more a worker values that facet.

Dispositional theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies toward

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a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation

of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across

careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in

1997.Judge et al. argued that there are four Core Self-evaluations that determine one’s disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This

model states that higher levels of self-esteem (the value one places on his/her self) and general self-

efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal

locus of control (believing one has control over her\his own life, as opposed to outside forces

having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher

job satisfaction.

Opponent process theory

According to opponent process theory,emotional events, such as criticisms or rewards,

elicits two sets of processes. Primary processes give way to emotions that are steady with the event

in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety.

Events that are positive give rise to the feeling of content or relaxation. The other process is the

opponent process, which induces feelings that contradict the feelings in the primary processes.

Events that are negative give rise to feelings of relaxation while events that are positive give rise to

feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of

mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will

more likely fail in doing so. The opponent process theory was formulated to explain these patterns

of observations.

Equity theory

Equity Theory shows how a person views fairness in regard to social relationships. During a

social exchange, a person identifies the amount of input gained from a relationship compared to the

output, as well as how much effort another persons puts forth.Equity Theory suggests that if an

individual thinks there is an inequality between two social groups or individuals, the person is likely

to be distressed because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same benefits.

If one individual gets a pay raise for doing the same or less work than the other, then the less

benefited individual will become distressed in his workplace. If, on the other hand, one individual

gets a pay raise and new responsibilities, then the feeling of inequality is reduced.

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Discrepancy theory

The concept of self-discrepancy theory explains the ultimate source of anxiety and

dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and

regret for not performing well, they will also feel dejection due to not being able to achieve their

hopes and aspirations. According to this theory, all individuals will learn what their obligations and

responsibilities for a particular function, over a time period, and if they fail to fulfill those

obligations then they are punished. Over time, these duties and obligations consolidate to form an

abstracted set of principles, designated as a self-guide.Agitation and anxiety are the main responses

when an individual fails to achieve the obligation or responsibility. This theory also explains that if

achievement of the obligations is obtained then the reward can be praise, approval, or love. These

achievements and aspirations also form an abstracted set of principles, referred to as the ideal self

guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection,

disappointment, or even depression.

Two-factor theory (motivator-hygiene theory)

Frederick Herzberg’s Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction

and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An

employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation

can be seen as an inner force that drives individuals to attain personal and organizational goals

(Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make

people want to perform, and provide people with satisfaction, for example achievement in work,

recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the

job, or the work carried out. Hygiene factors include aspects of the working environment such as

pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original

formulation of the model may have been a methodological artifact. Furthermore, the theory does not

consider individual differences, conversely predicting all employees will react in an identical

manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it

does not specify how motivating/hygiene factors are to be measured.

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Job characteristics model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (skill variety, task identity,

task significance, autonomy, and feedback) which impact three critical psychological states

(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual

results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation,

etc.). The five core job characteristics can be combined to form a motivating potential score

(MPS) for a job, which can be used as an index of how likely a job is to affect an employee's

attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides

some support for the validity of the JCM.

Motivating Potential Score

The motivating potential score (MPS) can be calculated, using the core dimensions

discussed above, as follows;

Jobs that are high in motivating potential must be high on at least one of the three factors

that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If

a job has a high MPS, the job characteristics model predicts that motivation, performance and job

satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism

and turnover, will be reduced. 

Factors that influence job satisfaction

Environmental factors

Communication overload and communication underload

One of the most important aspects of an individual’s work in a modern organization

concerns the management of communication demands that he or she encounters on the

job. Demands can be characterized as a communication load, which refers to “the rate and

complexity of communication inputs an individual must process in a particular time

frame.” Individuals in an organization can experience communication over-load and

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communication under- load which can affect their level of job satisfaction. Communication

overload can occur when “an individual receives too many messages in a short period of time which

can result in unprocessed information or when an individual faces more complex messages that are

more difficult to process.” Due to this process, “given an individual’s style of work and motivation

to complete a task, when more inputs exist than outputs, the individual perceives a condition of

overload which can be positively or negatively related to job satisfaction. In comparison,

communication under load can occur when messages or inputs are sent below the individual’s

ability to process them.” According to the ideas of communication over-load and under-load, if an

individual does not receive enough input on the job or is unsuccessful in processing these inputs,

the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which

leads to a low level of job satisfaction.

Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behavior can positively or

negatively influence job satisfaction. Communication behavior such as facial expression, eye

contact, vocal expression, and body movement is crucial to the superior-subordinate relationship

(Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to

impression formation, deception, attraction, social influence, and emotional. Nonverbal immediacy

from the supervisor helps to increase interpersonal involvement with their subordinates impacting

job satisfaction. The manner in which supervisors communicate with their subordinates non-

verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike

and think negatively about their supervisor are less willing to communicate or have motivation to

work whereas individuals who like and think positively of their supervisor are more likely to

communicate and are satisfied with their job and work environment. A supervisor who uses

nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive

feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial,

unfriendly, and unwilling to communicate will naturally receive negative feedback and create low

job satisfaction in their subordinates in the workplace.

Effective human resources practices lead to positive financial outcomes

  A Watson Wyatt Worldwide study identified a positive outcome between a collegical and

flexible work enviornment and an increase in shareholder value. Suggesting that employee

satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top

100 of Fortune magazine’s, “America’s Best Companies to Work For” also appear on the Fortune

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500. It is possible that successful workers enjoy working at successful companies, however, the

Watson Wyatt Worldwide Human Capital Index study claims that effective human resources

practices lead to positive financial outcomes more often than positive financial outcomes lead to

good practices.

Individual factors

Emotion

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense, short-

lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative

emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage

emotional states and displays. Emotion management includes all of the conscious and unconscious

efforts to increase, maintain, or decrease one or more components of an emotion. Although early

studies of the consequences of emotional work emphasized its harmful effects on workers, studies

of workers in a variety of occupations suggest that the consequences of emotional work are not

uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two

models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of

emotions and internal experiences of emotions, that often follows the process of emotion regulation.

Emotional dissonance is associated with high emotional exhaustion, low organizational

commitment, and low job satisfaction.

2. Social interaction model. Taking the social interaction perspective, workers’ emotion regulation

might beget responses from others during interpersonal encounters that subsequently impact their

own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant

emotions might positively affect job satisfaction.

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Genetics

It has been well documented that genetics influence a variety of individual

differences. Some research suggests genetics also play a role in the intrinsic, direct experiences of

job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like

working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the

existence of genetic influence on job satisfaction. While the results indicate the majority of the

variance in job satisfaction was due to environmental factors (70%), genetic influence is still a

minor factor. Genetic heritability was also suggested for several of the job characteristics measured

in the experiment, such as complexity level, motor skill requirements, and physical demands.

Personality

Some research suggests an association between personality and job satisfaction.

Specifically, this research describes the role of negative affectivity and positive affectivity.

Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in

negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related

strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to

be satisfied in most dimensions of their life, including their job. Differences in affectivity likely

impact how individuals will perceive objective job circumstances like pay and working conditions,

thus affecting their satisfaction in that job.

MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common method

for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other

less common methods of for gauging job satisfaction include: Yes/No questions, True/False

questions, point systems, checklists, and forced choice answers. This data are sometimes collected

using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), is a specific questionnaire of job satisfaction that has

been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion

opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer

either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately

describe one’s job.

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A related scale is the Job in general index, which asks employees how satisfying their job

is in a broad overall sense. In certain situations, it can be more useful than the JDI because rather

than focusing on individual facets, it asks about work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire

(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction

in 20 facets and has a long form with 100 questions (five items from each facet) and a short form

with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine

facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used

widely, measured overall job satisfaction with just one item which participants respond to by

choosing a face..

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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is a

science of studying how research is done scientifically. In it, we study the various steps that are

generally adopted by a researcher in study of his research problem along with logic behind him. It

is necessary for the researcher to know not only the research methods or techniques but also the

methodology. Researcher must also clearly understand the producer would apply to problem

given to him. All this means that it is necessary for the researcher to design methodology from

problem to problem.

The scope of research methodology is wider as it only consider the research methods but

also the logic behind the methods we use in the content of a research study and explain why we

are using a particular methods or technique and why not other.

OBJECTIVE OF RESEARCH

The purpose of research is to discover answer to questions through the application of

scientific procedures. The main aim of the research is to find out the truth which is hidden and

which was not being discovered yet. Though each unit has its own scientific purpose. The

objective can be grouped as follows:

I. To gain familiarity with a phenomenon or to achieve new insights in to it.

II. To portray accurately the characteristics of a particular individual situation or a group.

III. To determine the frequency with which something occurs or with which it is

associated with something else.

IV. To test a hypothesis of a casual relationship between variables.

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

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RESEARCH PROCESS

Flow chart of Research Process

Research process consist of series of actions a step necessary to effectively carry out

research. This process consists of a number of closely related activities. It involves following

steps:-

I. Formulating the research problem

II. Extensive literature survey

III. Developing the hypothesis

IV. Preparing the research design

V. Determining sample design

VI. Collecting the data

VII. Execution of the project

VIII. Analysis of data

IX. Hypothesis testing

X. Generalizations and interpretation

XI. Preparation of the report or presentation of the results, i.e., formal write-up of

conclusions reached

define research problem

review concepts theories and

previous findings

formulate hypothesis

design research design including sample design

collection of dataanalysis of data

testing whether hypothesis

correctinterpretation report formation

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A brief description of the above stated steps will be helpful:

1. Formulating the research problem: Initially the problem may be stated in a broad general way

and then the ambiguities, if any, relating to the problem be resolved. Then, the feasibility of a

particular solution has to be considered before a working formulation of the problem can be set up.

The formulation of a general topic into a specific research problem, thus, constitutes the first step in

a scientific enquiry. Essentially two steps are involved in formulating the research problem, viz.,

understanding the problem thoroughly, and rephrasing the same into meaningful terms from an

analytical point of view.

2. Extensive literature survey: Once the problem is formulated, a brief summary of it should be

written down. At this juncture the researcher should undertake extensive literature survey connected

with the problem. The earlier studies, if any, which are similar to the study in hand, should be

carefully studied.

3. Development of working hypotheses: After extensive literature survey, researcher should state

in clear terms the working hypothesis or hypotheses. Working hypothesis is tentative assumption

made in order to draw out and test its logical or empirical consequences. They also affect the

manner in which tests must be conducted in the analysis of data and indirectly the quality of data

which is required for the analysis. Hypothesis should be very specific and limited to the piece of

research in hand because it has to be tested. It also indicates the type of data required and the type

of methods of data analysis to be used.

4. Preparing the research design: The research problem having been formulated in clear cut

terms, the researcher will be required to prepare a research design, i.e., he will have to state the

conceptual structure within which research would be conducted. The function of research design is

to provide for the collection of relevant evidence with minimal expenditure of effort, time and

money.

5. Determining sample design: All the items under consideration in any field of inquiry constitute

a ‘universe’ or ‘population’. A complete enumeration of all the items in the ‘population’ is known

as a census inquiry. It can be presumed that in such an inquiry when all the items are covered no

element of chance is left and highest accuracy is obtained. Quite often we select only a few items

from the universe for our study purposes. The items so selected constitute what is technically called

a sample. The researcher must decide the way of selecting a sample or what is popularly known as

the sample design. In other words, a sample design is a definite plan determined before any data are

actually collected for obtaining a sample from a given population.

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6. Collecting the data: In dealing with any real life problem it is often found that data at hand are

inadequate, and hence, it becomes necessary to collect data that are appropriate. There are several

ways of collecting the appropriate data which differ considerably in context of money costs, time

and other resources at the disposal of the researcher.

Primary data can be collected either through experiment or through survey. If the researcher

conducts an experiment, he observes some quantitative measurements, or the data, with the help of

which he examines the truth contained in his hypothesis.

7. Execution of the project: Execution of the project is a very important step in the research

process. If the execution of the project proceeds on correct lines, the data to be collected would be

adequate and dependable. The researcher should see that the project is executed in a systematic

manner and in time. If the survey is to be conducted by means of structured questionnaires, data can

be readily machine-processed. In such a situation, questions as well as the possible answers may be

coded. If the data are to be collected through interviewers, arrangements should be made for proper

selection and training of the interviewers. The steps should be taken to ensure that the survey is

under statistical control so that the collected information is in accordance with the pre-defined

standard of accuracy.

8. Analysis of data: After the data have been collected, the researcher turns to the task of analyzing

them. The analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through coding, tabulation and then

drawing statistical inferences. Analysis work after tabulation is generally based on the computation

of various percentages, coefficients, etc., by applying various well defined statistical formulae. In

the process of analysis, relationships or differences supporting or conflicting with original or new

hypotheses should be subjected to tests of significance to determine with what validity data can be

said to indicate any conclusion(s).

9. Hypothesis-testing: After analysing the data as stated above, the researcher is in a position to

test the hypotheses, if any, he had formulated earlier. Various tests, such as Chi square test, t-test,

F-test, have been developed by statisticians for the purpose. The hypotheses may be tested through

the use of one or more of such tests, depending upon the nature and object of research inquiry.

Hypothesis-testing will result in either accepting the hypothesis or in rejecting it.

10. Generalisations and interpretation: If a hypothesis is tested and upheld several times, it may

be possible for the researcher to arrive at generalisation, i.e., to build a theory. As a matter of fact,

the real value of research lies in its ability to arrive at certain generalisations. If the researcher had

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no hypothesis to start with, he might seek to explain his findings on the basis of some theory. It is

known as interpretation.

11. Preparation of the report or the thesis: Finally, the researcher has to prepare the report of

what has been done by him. At the end of the report, appendices should be enlisted in respect of all

technical data. Bibliography, i.e., list of books, journals, reports, etc., consulted, should also be

given in the end. Index should also be given specially in a published research report.

METHODS OF DATA COLLECTION

While working on this project the methods of collecting data are to be predicated about

which sort of data is required for the study and accordingly to select one or more method of data

collection.

The data are to be collected should be original. They are to be collected either through

direct observation or through direct communication or through personal interviews with

respondents in the forum

The way of collecting data is generally primary data and secondary data. There are several

methods of collecting these types of data and are as follows:-

Explanation to the above methods:

OBSERVATION METHOD:- In this method the information is collected by way of direct

observation, without asking from the respondent. While doing this method the questions

which are to be kept in mind are:

1. What should be observed?

2. How the observation should be recorded?

3. How the accuracy of observation can be assured?

The main advantage of this method is that firstly there is no agreement with the

respondent, secondly the information is related to the current happening and thirdly this method is

independent of respondent’s willingness to respond.

INTERVIEW METHOD:- The interview method of collecting data involves presentation of oral-

verbal stimuli and reply in terms of oral-verbal responses. This method can be used through

personal interviews, which requires a person known as interviewer asking questions generally in

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a face to face contact with the other persons. It involves predetermined sequence of questions to

be asked. The interview is given greater freedom to ask questions or the interviewer may omit

certain questions or may change the sequence of questions.

QUESTIONNAIRE METHOD:- In this method questionnaire is prepared which contains a number

of questions printed or typed in a definite order on a form or a set of form which are being filled

in by the enumerator who are especially appointed for the purpose. The enumerator along with

schedule go to the respondent, put to them the questions from the performer and record the reply

in the spare meant for the same. Enumerator explains the aims and objectives of the

investigation and also removes difficulties regarding questions, definition or concept of difficult

terms.

CONTENT ANALYSIS:-Content analysis consist of analyzing the content of documentary

materials such as books, magazines, prospectus and the contents of all other verbal materials

which can be either spoken or printed. The analysis of content of the central activity whenever

is concerned with the study of the nature of verbal materials.

SAMPLING

In this context “Training needs in Bhilai Steel Plant” the sampling has been done on

random basis. A random sample is one in which the every element has the same probability of

being chosen. The element is the object of the study, in this study our object are the respondents.

We may be concerned with measurable characteristics of these units or with the number of

proportions of such units marked by presence or absence of some qualitative characteristics. In

this study the sampling is applied in such a way that every individual has an equal chance of

being included.

Sample Area:-This technique of sampling is applied in a geographical basis by the use of reference

the entire area to be surveyed is broken in to smaller area and a few of these areas are selected on

random basis.

Sample Size:-The sample size is the number of sampling units selected from the area of

investigation. The larger will be the representations of items. The size of the sample can neither too

big nor too small, it should be optimum. An optimum sample survey is ne which fulfills the

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requirements of efficiency, representations, reliability and flexibility. The size of sample should

ensure minimum error, the factor required to make valid inference should be-

a) Nature of study.

b) Practical consideration.

c) Standard of accuracy.

d) Type of sampling.

e) Size of questionnaire

With reference to the topic “Training needs in Bhilai Steel Plant” the sample area and the sample size of this study is 120 employees.

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FINDINGS

After analysis we have found that most of the employee are satisfy with the medical facility

provided by BHILAI STEEL PLANT . Most of the employee said that they now get a proper

medical facility by BSP.

Now upto this days BSP employee are very much satisfy with the medical facilities and also

it is found that the management are taking care of the facilities given to the worker and also helping

in sorting out the problem of employee. So we must say that BSP is now changing there way of

working by providing a proper medical facility to there employee and earning a lot of profit and

also moving into the world of success where its name would be renownedily known.

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SUGGESTION

According to my survey in I found that there are some rooms for improvement and changes in

medical facility provided by BSP to his employee, so there are some suggestion also from my side

are following.

I. BSP should provide Online registation system to there employee for the saving time of

employee.

II. My survey says that number of staff members(nursing staff and ward boys) in hospital of

BSP are low as compare to number of patients so that BSP should increase the number

of staff member.

III. In the case of critical condition of employee, BSP refer his employee to another big

hospital(vellour, mumbai, etc.) and in such a situation family member of patients facing

a lot of problem(language, accomodation, etc.) so BSP should requier to provide such

type of treatement facilities on his own hospital.

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CONCLUSION

After Analysis we have found that most of the employee are getting a proper medical

facility and that’s the reason today BSP is running in large profit because employees are healthy.

Bhilai Steel Plant than also providing such a great medical facility to there employee so that the

employee do there work with great efficiency.

Today maximum number of B.S.P employee are are satisfied with the medical facility and there is

equal suggestion is taken from both the Executive and Non executive for the proper medical facility

of BSP. So there is special care is taken into consideration and every employee of BSP is right to

give the suggestion in the issue of medical facility of BSP.

After all we conclude that if BSP is doing well today than in the future it can be a Most

profitable industry of INDIA.

“HEALTHY EMPLOYEE IS PROFITABE ASSETS OF THE ORGANISATION”

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BIBLIOGRAPHY

Books

Human Resource Management: - Chhabra T.N.

Research Methodology : - Kothari C.R.

Internet

http://www.sail.co.in/plants_bhilai.asp

Company profile

http://www.sail.co.in/searchindex1.asp

About the SAIL

http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htm

History of Bhilai Steel Plant

http://www.hinduonnet.com/fline/fl1424/14240890.htm

Growth of Sail

http://www.hdfcsec.com/company/snapShotShow.php?icode

Recent development and future plans

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QUESTIONNAIRE

TRAINING AND DEVELOPMENT

Dear sir/madam,

I am Chandrakant sahu a student of MBA from GD Rungta College of Engineering and

Technology, Bhilai, Durg, (CG) and I am conducting a survey entitled on “Training and

Development in Bhilai Steel Plant” which is a part of my academic curriculum. I need your help

in this study. Kindly provide me your valuable opinion by filling this questionnaire. The

information obtained by this questionnaire will be kept strictly confidential and will be used for

academic purpose.

Thanking You

Personal information:-

(1) Name: - …………………………………... (2) Designation: - ………………………

(3) Grade: - …………………………………... (4) Section: - ……………………………

(5) Age: - ……………………………………… (6) Sex: - ………………………………

(7) Qualification: - …………………………… (8) Date of joining: - …………………..

Ques.1- Do you feel the need of training?

a) Yes b) No c) Not sure

Ques.2- Are you aware about training program provide by B.S.P. ?

a) Yes b) No c) Not sure

Ques.3- If yes then how did you come to know?

a) From your department b) From your boss

c) From your colleagues d) From other sources

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Ques.4- Have you attended any training program during last 2 years?

a) Yes b) No c) Not sure

Ques.5- Do you feel that better job can be performed after attending the training program?

a) Yes b) No c) Not sure

Ques.6- Is there training need to B.S.P. Employees?

a) Yes b) No c) Not sure

Ques.7- Are you satisfied with the training program provide by Bhilai Steel Plant?

a) Yes b) No c) Not sure

Ques.8- Whether any opportunity for further training will be helpful to you?

a) Yes b) No c) Not sure

Ques.9- Are you satisfied with the tenure of training program that you have attended?

a) Yes b) No c) Not sure

Ques.10- In which area systematic training provide a solution?

a) Managing b) Supervising

c) Operating d) All of this

Ques.11- Is the training is relevant to your department needs?

a) Yes b) No c) Not sure

Ques.12- Which method you will prefer for training?

a) Class room training b) Machine training

c) Job rotation d) Simulation

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Ques.13- What topic should be covered which can be useful at work place?

a) Management b) safety c) Production

d) Quality e) All of these

Ques.14- What type of problem you have to face at work place?

a) Managerial b) Enviormental

c)Working condition d) All of these

Ques.15- Up to which extent problem can be solved through training, according to you?

a) 25% b) 50%

c) 75% d) 100%

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