A PROJECT REPORT

ON

“SYSTEM OF INDUCTION OF NEW TRAINEES (EXECUTIVE AND NON-EXECUTIVE)

IN BHILAI STEEL PLANT”

Submitted in HRDC of Bhilai Steel Plant,SAIL

Guided by- Submitted by-

Mr.Shiv Rajan Nair Ms.Shruti Kare(MBA 3 rd sem )

Designation-Senior Manager,HRDC,SAIL Pioneer Institute of Professional Studies

Indore-10,Mahalakshmi Nagar

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Table of Contents

TITLE PAGE NO.

CHAPTER 1

Introduction about Bhilai Steel Plant

Objective of the project

Introduction about Training and Management Development Program

CHAPTER 2

Introduction about Human Resource Development Centre

Studies carried out in Human Resource Development Centre.

CHAPTER 3

SWOT analysis of Bhilai Steel Plant

CHAPTER 4

Suggestions

Recommendations

Conclusion

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INTRODUCTION ABOUT BSP OBJECTIVE OF PROJECT INTRODUCTION ABOUT HRDC

INTRODUCTION ABOUT BHILAI STEEL PLANT

Bhilai Steel Plant - a symbol of Indo-Soviet techno-economic collaboration, is one of the first three integrated steel plants set up by Government of India to build up a sound base for the industrial growth of the country, The agreement for setting up the plant with a capacity of 1 MT of Ingot steel was signed between the Government of erstwhile U.S.S.R. and India on 2nd February, 1955, and after a short period of 4

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years, India entered the main stream of the steel producers with the commissioning of its first Blast Furnace on 4th February, 1959 by the then President of India, Dr Rajendra Prasad. Commissioning of all the units of 1 MT stage was completed iby1961. In the initial phase the plant had to face many teething problems, mostly unknown to the workforce at the time, But by meticulous efforts and team-sprit, these problems were surmounted and the rated capacity production was achieved only within a year of integrated operation of the plant.

Thereafter, the plant was expanded to 2.5 MT capacity per year, and then to 4 MT of crude steel per year,. Bhilai expanded its production capacity in two phases - first to 2.5 MT which was completed on Sept. 1, 1967 and the 4 MT stage, which was completed in the year 1988.

All the units of the plant have been laid out in sequential formation according to technological inter-relationship so as to ensure uninterrupted flow of in-process materials like Coke, Sinter, Molten Iron, Hot Ingots, as well as disposal of metallurgical wastages and slag etc., minimizing the length of various inter-plant communications, utilities and services.

Bhilai has its own captive mines spread over 10929.80 acres. Iron ore from Dalli-Rajhara group of mines, 85 kms south-west of Bhilai. Limestone requirements are met by Nandini mines, 20 kms north of Bhilai and dolomite comes from Hirri in Bilaspur district, 135 kms north-east of the plant. To meet the future requirement of iron ore, another mining site Rowghat , situated about 100 km south of Rajhara, is proposed to be developed; as the ore reserves at Rajhara are depleting.

The plant now consists of ten coke oven batteries. Six of them are 4.4 metres tall. The 7 metre tall fully automated Batteries No 9 & 10 are among the most modern in India. Of Bhilai's seven blast furnaces, three are of 1033 cu. metre capacity each, three of 1719 cu. metre and one is 2000 cu. metre capacity. Most of them have been modernised incorporating state-of-the-art technology.

Steel is made through twin hearth furnaces in Steel Melting Shop I as well as through LD Convertor -continuous Casting route in SMS II. Steel grades conforming to various national and international specifications are produced in both the melting shops. Production of cleaner steel is ensured by flame enrichment and oxygen blowing in SMS I while secondary refining in Vaccum Arc Degassing ensures homogenous steel chemistry in SMS II. Also in SMS II is a 130 T capacity RH Degassing Unit, installed mainly to remove hydrogen from rail steel and Ladle

Furnace to meet present and future requirements of quality steel. Bhilai is capable of providing the cleanest and finest grades of steel.

The rolling mill complex consists of the Blooming & Billet Mill, Rail & Structural Mill, Merchant Mill, Wire Rod Mill and also a most modern Plate Mill. While input to the BBM and subsequently to Merchant Mill and Wire Rod Mill comes from the Twin Hearth Furnaces, the Rail & Structural Mill and Plate mill roll long and flat products respectively from continuously cast blooms and slabs only. The total length of rails rolled at Bhilai so far would circumvent the globe more than 4.5 times.

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To back this up, there is the Ore Handling Plant, three Sintering Plants - of which one is most modern, two captive Power Plants with a generating capacity of 110 MW, two Oxygen Plants, Engineering Shops, Machine Shops and a host of other supporting agencies giving Bhilai a lot of self-sufficiency in fulfilling the rigorous demands of an integrated steel plant. Power Plant No.2 of 74 MW capacity has been divested to a 50:50 SAIL/NTPC joint venture company NSPCL.

BSP is the sole manufacturer of rails and producer of the widest and heaviest plates in India. Bhilai specializes in the high strength UTS 90 rails, high tensile and boiler quality plates, TMT bars, and electrode quality wire rods. It is a major exporter of steel products with over 70% of total exports from the Steel Authority of India Limited being from Bhilai.

The distinction of being the first integrated steel plant with all major production units and marketable products covered under ISO 9002 Quality Certification belongs to BSP. This includes manufacture of blast furnace coke and coal chemicals, production of hot metal and pig iron, steel making through twin hearth and basic oxygen processes, manufacture of steel slabs and blooms by continuous casting, and production of hot rolled steel blooms, billets and rails, structural, plates, steel sections and wire rods. The plant's Quality Assurance System has been awarded ISO 9001:2000 certification.

Not content with the Quality Assurance system for production processes, Bhilai has obtained ISO 14001 certification for its Environment Management System and for its Dalli Mines. Besides environment-friendly technology like Coal Dust Injection System in the Blast Furnaces, de-dusting units and electrostatic precipitators in other units, BSP has continued a vigorous afforestation drive, planting trees each year averaging an impressive 1000 trees per day in the steel township and mines.

A leader in terms of profitability, productivity and energy conservation, BSP has maintained growth despite recent difficult market conditions. Bhilai is the only steel plant to have been awarded the Prime Minister's Trophy for the best integrated steel plant in the country seven times.

And above all SAIL says:

“Har Kisi ke Zindgi se Juda Hua Hai SAIL”

“There is a little bit of SAIL in everybody’s life”

SAIL’s Vision

 “Together for a Better Future”

Its fundamental pillars are:

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We grow the business and play a major role in the sustainable development of the nation

Our people are the key to our success We are cost leaders and excel in innovation, teamwork and implementation We deliver superior returns to our shareholders and are the customers’ first

choice

SAIL ‘s Mission

 “To find, produce and sell hydrocarbons in a responsible way while achieving sustainable growth in the business, generating increasing returns to shareholders, in harmony with the aspirations of the nation”

Major Units of SAIL:-

SAIL Integrated Steel Plants

1. Rourkela Steel Plant (RSP) in Orissa set up with German collaboration (The first integrated steel plant in the Public Sector in India, 1959)

2. Bhilai Steel Plant (BSP) in Chhattisgarh set up with Soviet collaboration (1959)

3. Durgapur Steel Plant (DSP) at Durgapur, West Bengal set up with British collaboration (1965)

4. Bokaro Steel Plant (BSL) in Jharkhand (1965) set up with Soviet collaboration (The Plant is hailed as the country’s first Swadeshi steel plant, built with maximum indigenous content in terms of equipment, material and know-how)

5. IISCO Steel Plant (ISP) at Burnpur, West Bengal

Special Steel Plants

1. Steel Authority of India Limited (SAIL), Kanpur, Uttar Pradesh 2. Alloy Steels Plants (ASP), Durgapur, West Bengal

3. Salem Steel Plant (SSP), Tamil Nadu

4. Visvesvaraya Iron and Steel Limited (VISL), at Bhadravathi, Karnataka

OBJECTIVE

“SYSTEM OF INDUCTION OF NEW EMPLOYEES (EXECUTIVE AND NON-EXECUTIVE) IN BHILAI STEEL PLANT,SAIL”

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INTRODUCTION ABOUT THE HUMAN RESOURCE DEVELOPMENT CENTRE

The HRDC is situated in Sector-1 near Bhilai Steel Plant which has all the facilities of providing institute training to all the trainees.

HUMAN RESOURCE MANAGEMENT

The HR function in BSP is divided into two broad wings,Personnel and HRD . Whilst Personnel looks after employee records , establishment work, growth , etc. The Human Resource Development (HRD) Dept. Is responsible for enhancement of the knowledge , skills , and behaviour of employees.

The Personnel function is divided into two broad areas :

The plant level centralised functions and the shop/department level distributed personnel functions.

The centralised functions are:

Manpower planning Recruitment & Induction HR Information System Executive Establishment Rules & Procedures(incl Wage admn) General Establishment The office of the Public Information Officer(PIO) under the Right

to Information Act

The Industrial Relations looks after:

Industrial Relations and Trade Union matters & Bipartile Forums Liaison Cell-SC/ST,OBC Minorities etc, Contract Labour Management and Canteen facilities, as also

Sports and Cultural activities.

The Employee Welfare wing covers :

Grievance Settlement Employee Suggestions Counselling Final Settlement Departmental disciplinary Enquiries,etc.

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The Personnel function of BSP is the first amongst the large industrial units to have been conferred the ISO 9001:2000 certification for its Quality Management system. It is also the nodal agency for the implementation of the SA 8000 standards of BSP. Adherence to the prescribed standards are ensured through monitoring by the respective Management Representative (MR).

The distributed shop/departmental level function operates through a personnel office in each shop or department executing establishment, IR and welfare functions , under the supervision of zonal Personnel Managers. There are eleven Personnel Offices in Works , four in Iron Ore Complex in Dalli-Rajhara and one each in Nandini Limestone & Hirri Dolomite Mines. They also monitor Statutory Measures such as Creche, Drinking water and toilets, Canteens etc under the Factories & Mines Act, as applicable.

The HRD deptt functions through the main HRD Centre(BTI), In-plant shop training units and the Bhilai Management Development Centre for executive training. The HRD Centre has facilities and equipment for advanced training in technological areas including a dedicated computer centre.

As on 01-04-2008 As on 01-04-2009 As on 01-04-2010

Zone EXE N-EXE TOTAL EXE N-EXE TOTAL EXE N-EXE TOTALWorks 2118 21944 20462 2043 21162 23185 2242 2054 22806

Admn 824 2518 3342 774 2449 3223 662 2616 3278

Township 82 1928 2010 82 1783 1865 154 1662 1816

Medical 238 1161 1399 234 1055 1289 242 1088 1330

Projects 212 174 386 202 156 358 268 169 437

Mines 185 3023 3208 209 2858 3067 231 2665 2896

Total 3659 30748 34407 3544 29443 32967 3799 28764 32563

Labour Productivity(LP) : Unit : Tonne per Manyear

Formula : LP = [Crude Steel + ½ (Pig Iron)] / Works Manpower

Labour Productivity in BSP

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YearLabour productivity (Unit : TMY)

2005-06 2852006-07 2832007-08 2892008-09 3012009-10 309

Employee Suggestions

Year Suggestions Received(Nos.)

One Time benefit(in Rs.crores)

Recurring benefit(in Rs.crores)

Total benefit

(in Rs.crores)2005-06 5051 114.49 501.90 616.392006-07 5401 261.27 612.17 873.442007-08 5165 391.01 439.87 830.902008-09 5970 332.97 814.91 1147.882009-10 19014 163.12 527.50 690.62

HUMAN RESOURCE DEVELOPMENT POLICY

To be engaged in partnering a process of developing a workforce , which continuously strives for excellence in all spheres of competence-knowledge, skills and attitudes – leading towards achievement of business goals.

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Identifying , nurturing and developing human potential to meet current and changing needs of the organization.

Assessment and development of performance competence of the workforce to enhance employees’ knowledge and skill for individual and organizational growth.

Creating and sustaining a self empowered and boundary less work ethos.

Enabling best-in-class learning facilities and sustaining an innovative , congenial and continuos learning culture in the organization.

Enhance performance of employees through various HR interventions including mass communication process.

Managing Director Bhilai Steel Plant

.

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INTRODUCTION ABOUT TRAINING AND MANAGEMENT

DEVELOPMENT PROGRAM STUDIES CARRIED OUT IN HUMAN RESOURCE

DEVELOPMENT CENTRE.

INTRODUCTION ABOUT TRAINING and management development program

Training is a process whereby an individual acquires job-related skills and knowledge. It is a cost to firms to pay for the training and also to suffer the loss of working hours whilst an employee is being trained.

However, the potential gains from employee training are significant. The main benefits of training are improved productivity and motivation of staff and also better quality products being made.

Some of the specific reasons as to why a business should train its employees are:

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Introduce new employees to the business (this is known as “induction training”) – see below

Help provide the skills the business needs (in particular making the workforce more flexibleor being trained on new higher technology machinery)

Provide employees with better knowledge about the business and the market it operates in

Provide support for jobs that are complex and for which the required skills and knowledge are often changing (e.g. a firm of lawyers training staff about new legislation)

Support the introduction of new working methods, such as a firm introducing new lean production techniques

Reduce the need for supervision and therefore free up valuable manager timeHelp achieve a good health and safety record

Help improve quality of a product or service and lower customer complaints

Increase employee motivation and loyalty to the business. 

Management Development Program

The Management Development Programs are designed with an aim to help executives in broadening their understanding, improving their skills and preparing them to face the challenges at higher positions.These programs provide inputs to fill knowledge gaps and emphasize on expanding the horizons of participants through case studies, business games and role-play exercises.Interactions with experienced faculty and fellow participants provide new insights and help crystallize concepts to enhance the thinking process for better quality decision-making.

Management Development Program deals in classroom and out-bound learning programs on : Stress Management

Positive work culture Leadership Team Building Competency Mapping and Emotional Intelligence

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STUDIES CARRIED OUT IN HUMAN RESOURCE DEVELOPMENT CENTRE

NON-EXECUTIVE TRAINING

TRAINING ARE BASICALLY DIFFERENTIATED INTO TWO TYPES OF POSTING:-

TRAINING TO OPERATIONAL CUM TRAINEE TRAINING TO ATTENDANT CUM TRAINEE

This is the first occasion when two years training envisaged for Diploma Engineers who joins OCT trainee.

In view of above the existing training schedules of the trainees have to be rerouted keeping in mind the training years. The following document presents the 2 years training in 2 blocks.

1. Institute Training Scheme : 11 weeks2. In-plant Training scheme : 93 weeks

The documents contain the detailed breakup of both sectors and advice as on the contents of both sections.This document deals with the overall training programme of OCT trainee.

OBJECTIVES OF THE TRAINING

During this programme the participants will be able to:

1. Know about SAIL, its units , products vision and mission.2. Learn about iron making , steel making and rolling technology.3. Understand automation and modern maintenance practices followed in the

plant.4. Learn the basic civil defense, first aid and fire prevention.5. Acquire skills of computer.6. Acquire skills of supervisor and management.

7.Learn about the essential equipment in their department.

8.Departmental operational training.

9.Departmental maintenance training

10.On-the-job training.

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PERIOD OF TRAINING

1. Institute training 11 weeks2. In-plant training 93 weeks

Total 104 weeks (2 years)

INSTITUTE TRAINING

a.) Joining formalities. In this phase form is filled in order to obtain the gate pass for the plant and fulfilling all the legal formalities for a trainee.

b.) Induction training: During this phase, the trainees are made aware about the following:

Smooth and speedy integration of the fresh entrant with the organization and its culture.

Information about company, vision, objectives, core values, initiatives, its organization and units.

Awareness about the raw material and finished products of the plant.

Working of an integrated Steel Plant-coke making, Sinter making, iron making, steel making and steel rolling in BSP.

Awareness about the general conduct rules, service conditions, responsibilities and career opportunity.

Information about safety, civil defense and first aid , fire fighting and rescue operation.

b.) Safety training During this phase, the trainees are made about the following: Understanding the hazards in Steel Industry and knowledge

of prevention of accident. Follow safety rules of the company. Follow safety rules of the respective department. Understanding safety in Material Handling, Electrical, Gas and

Road safety. Built safe work culture in the organization.

c.)Work observationDuring this phase, the trainees are made aware about the

following: Theoretical inputs on the steel plant technology and the

maintenance practices adopted in the steel plant.

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Guided works observations followed by independent visits for the through knowledge knowledge regarding functioning of the plant and mines.

d.)Technical training In this part of training the detailed information about the:

(A)Steel technology

Mining Sinter making Coke making Iron making Steel making(THF Route) Steel technology(Converter and Concast route) Secondary Steel Technology Rolling Technology-I Rolling Technology-II(Rolling of flat products) Refractory

(B)Automation

Instrumentation(Controllers,Monitoring,Transmitters,Sensors) .

PLC(Basic hardware,systems,input/output,integrated control systems).

Hydraulics and pneumatics(Basic principle,pumps,various fluids,fluids).

Thyristors(Basic principle ,single and four quadrant operation,types,control panels etc).

(C)Advanced Maintenance Systems

Condition based maintenance system. RCM(Reliability Centred Maintenance System) 5S and Total Productive Maintenance(TPM).

f.) Civil Defense training

g.)Fire fighting & rescue operation training

h.)Review of progress and posting

IN-PLANT TRAINING

a.)Departmental familiarization training (one week)

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After placement the trainees are familiarized to the various sections of the concerned department.

During this phase , the trainees have to be undergo following:

Undergo Departmental safety programme. Guided visit of all the areas (sections) of the deptt. Awareness about , organizational chart, raw materials, process,

products, technology and major equipments of the deptt. Annual business targets of the deptt, and techno-economic norms.

b.) Departmental Essential Equipment Training (two weeks)

During this phase each trainee is trained on one deptt. equipment. The trainees are attached with the master trainer. Where ever UT manuals are available trainees are trained through the UT trainee.

c.)Departmental Operational Training (five weeks)

During this phase each trainee is temporarily posted in the operation area and exposed through hands on training. The trainees have to work in shifts and during this period they will be supervised by the maintenance i/c in 3 different maintenance areas.

d.) Departmental Maintenance practical Training (four weeks)

During this phase each trainee is temporarily posted in the maintenance area and learn various maintenance practices . The trainees have work in shifts and during this period they will be supervised by the maintenance I/c in 3 different maintenance areas.

e.) On -the -job training where individual has to be placed (4 weeks-UT Manual)

During this phase the trainees are posted against a particular vacancy in the department.

The trainees are given theoretical and practical in order to develop the required skills in the place of posting and expected role.

f.) On-the-job training with shared responsibility (14 weeks)

During this phase of training the trainees will work in shifts and shares the responsibility with seniors at the shop floor. At the end of the trainees the shift I/c has to certify for trainees competency.

g.) Basic Management Programme (three days)

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The trainees have to be expose on behavioural areas so that they can be more aware about self and perform in team.

At the end of the programme participants will be able to:

Understand business etiquettes. Know resources and its utilization. Learn communication skills. Perform for winning attitude. Work in team.

h.) Basic Computer Programme (three days)

This program intends to establish general understanding & develop basic skills necessary to work on Microsoft office.

At the end of the programme participants will be able to:

Understand basic feature of Windows. Understand basic operations of Word-processing using MS-word. Understand basic operations of Spreadsheet using MS Excel. Understand basic operations of Presentation using Power Point.

i.)On-the-job training with responsibility (62 weeks)

During this phase, the trainees work independently and their performance is watched by their superior on the shop floor . Theoretical inputs are given once in a month by organizing technical talks at the shop floor.

Every thirty one weeks the trainees will b evaluated by the shift I/c and progress will be sent in Performance Rating Certificate through training engineer to GM (HRD).

j.) Special Classroom Training (One day bi-monthly)

After posting in the department the all trainees are required to attend the special Class room training in the HRD centre compulsorily.

k.) Enhancing Supervisory skill(three days)

This programme aims at enabling the participants to perform supervisory role effectively in their work area and also to prepare themselves to be a link between the workmen and frontline executives.

OBJECTIVES OF THE PROGRAMME :

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At the end of the programme the participants would be able to:

Develop and understand the role profile of an effective supervisor. Identify strength and areas of development in executing the role. Develop supervisory action skill like planning and resource

management, conflict management and assertive leadership. Create a road map for self development as a person and as a

supervisor.

l.) Final Evaluation

Final evaluation is conducted , by arranging practical/viva followed by a final viva-voice.

m.) Emergency Posting

The only difference in (OCT) Operational Cum Trainee and (ACT) Attendant –Cum-Junior Staff Trainee is that OCT deals only with the skill development that is-

Steel Technology. Automation. Advance Maintenance System.

Whereas ACT in addition to all the above training also deals with the multi-

skill training.

MULTI-SKILL TRAININGTechnical Skills are enhanced by imparting practical training in

one additional trade(other then the original trade) and Material Handling Training are compulsory to all the trainees. During this phase ,the trainees have to undergo following:

Material Handling Training to all the trainees(3 days). Trade Specific training(1 ½ weeks). Other trade (other than the original trade)(2 weeks).

These are training programme which are basically carried out for non-executives of BSP carried out in HRDC i.e,Human Resource Development Centre where as for executives there are other management development programme which are carried out in BMDC i.e,Bhilai Management Development Centre.

EXECUTIVE TRAINING

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The training programme for executives are given below.

The EXECUTIVE class of BSP ranges from E0-E9 as follows:

E0-Junior Officer

E1-Junior Manager

E2-Assistant Manager

E3-Deputy Manager

E4-Manager

E5-Senior Manager

E6-Assistant General Manager

E7-Deputy General Manager

E8-General Manager

E9-ED(Executive Director)/MD(Managing Director)

In January probably SAIL undergoes through a recruitment process, which involves recruitment in March.

Then Central Induction Training Programme for 10 days are carried out. This training programme are carried out in two venues mainly in BHILAI i.e., in Bhilai Steel Plant and in BOKARO i.e, in Bokaro Steel Plant.

In this the basic training has been provided in addition to acquainting the new executives people with the company’s objective, vision and mission of the organization.

Then dispersion of employees to the centralized units and departments takes place.Those posted in Bhilai Steel Plant has to undergo through a local induction programme in which the information which are provided are basically of Bhilai Steel Plant and its departments. This are processed in various phases:

PHASE –I ] Plant Familiarization training programme which has space for only five persons and the training is the carried out of a particular department for two days. Then the meeting with the the training engineer and then consult about the Head Of the Department about the norms of the particular deptt. and then the program is been choked out.

PHASE-II] In this Phase the training has a period of 4 weeks, were the trainees are made to visit light shops and are made acquainted to mechanical and utilities shop, power and electrical shops etc. As there is one day visit to each of the

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department. Tis visit is basically for granting the knowledge about service department can be gained, and finally they are recruited in their specific department.

PHASE-III] In this phase Hands on training is been provided to the trainees. During this training they are made to work as a supervisor or as a charge man in their recruited department. They work themselves there in the deptt.

After one month in the plant, trainees are also committed with ED works with their respective department.

PHASE-IV] During this phase the trainees has to undergo through Departmental Induction Training Program for a period of two weeks which is a total and a thorough induction program only.

PHASE-V] This phase basically deals with the Critical Equipments Training. In this the trainee has to be educated to deal with minimum two critical equipments of their respective departments.

After completion of each phase one test is conducted either in the form of Viva Or in the form of Practical.

All the trainees now has to make a project about their particular department, then the project report has to be submitted then the report is being evaluated.

Then Management Development Program for personnel and functional department is provided. Then these trainees are send for the industrial visits in different Steel Plants such as TATA Steel plant , RNIL and Jindal Vijaynagram Steel Plant. To know more about their steel technologies and their strategies and also to know about the central marketing organization and to deal with the customer complaints and customer view of their products. Then,finally trainees visits one of the sister concern plant of their respective plant concern.

Then Final evaluation takes place.On the basis of which the trainers reaches to the establishment order,that the trainees are been trained properly now the trainees can be provided with their executive position in the respective dept. Of the plant.

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SWOT ANALYSIS OF Bhilai Steel

Plant,SAIL

SWOT ANALYSIS:-

STRENGTH:-

Availability of iron ore i.e., 11.63 billion of Haematite ore and 12.63 billion of Magnetite ore.Low labour wage.Abundance of quality man-power.

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Mature production base.

WEAKNESS:-

Unscientific mining.Labour productivity

309 kg/tonne/man/year.450 kg/tonne/man/year

Coking oil interdependence.High cost of the debt. And the interest rate imposed by the government.Inadequate infrastructure.

OPPORTUNITY:-

Rural areasAcquainting the rural people with the benefits and usage of steel . Rightly only 2% of steel are been used by the rural people which would increase by about 4kg of steel consumption by 2020 in rural India.

Transportation of petroleum products.Exports .Consolidation.

THREAT:-

Dumping of iron-ore.

Presence of cocaine coal is less and the percentage of ash is high.In order to get raw material with low percentage of ore the raw materials is imported.The shipping port for exports is very few and its infrastructureis not good.Reseach and Development is very poor, only 2% of the total cost is invested in research and development.China becomes the next exporter as it is producing 38% of steel i.e, 55 million tonne of steel .Protectionism from west.

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SUGGESTIONS RECOMMENDATIONS CONCLUSION

SUGGESTIONS

During the training period, the trainees should be motivated by giving incentives for ex- festival allowance, bonus for good work by trainee.

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During their training period, the department which they are temporarily posted that department training incharge should provide their weekly performance to the head of department.

The trainees should provide basic communication skill i.e., basic knowledge about English vocabulary.

During their training period, the trainees should be acquainted by their rights.

Should invest more money in the Research & Development. Promotion should be strictly on the basis of performance by the

employees. Salaries should be increased from time to time, as SAIL now is a

MAHARATNA company out of the four co. i.e., SAIL, NTPC,BHEL and ONGC it has comparatively low salary.

SAIL should go for retrenchment of employees as it has extra employees in each department.

Should use videos and films during their training of employees. Certain awards and accolades should be given to the employees from

time to time to motivate them. One counselling centre should be developed for the employees and to

know about the problems they are facing and thus to give solutions. Education facilities provided to the children of SAIL employees should

be improved. Since the bad quality of education in 6-8 schools of BSP out of 45 schools are not having proper infrastructure and education facilities, as BSP has stopped recruiting teacher for their schools the faculty for these schools are also small due to which students are migrating towards private schools which provide them with better educational facilities.

SAIL has to undergo through a environment saving plan, since all the dust and gases are involving in the air and thus are inhaled by people which leads to various diseases like skin cancer, gas poisoning etc.

The company should also motivate employees to come forward and give suggestions about the development of the plant.

The managers should also be approachable to the employees, for this informal parties should be organized by the departments.

RECOMMENDATIONS

SAIL at the time of permanent posting of employees must acquaint their employees with the pros and corns of the

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particular department at which they are posted and the whole of the plant.

They should motivate their employees for a total monthly check-up.

SAIL should import machines from the country which has low value of money.

SAIL should sent their employees to China to understand their strategies of such a high production of steel i.e. now a days, China produces 36% of total steel of the steel market i.e. of about 565 million tonne.

Time to time workshop should be organized for low level workers also.

As much as possible the work should be technologically done rather than manually in order to reduce the lead time.

Latest technology should be used in the upcoming departments such as Battery-11, SMS-3 and blast furnace-8.

The alternative of natural ore should be discovered. Lot more investment has to be done in the Research and

Development. SAIL should increase its amount given to the retired employees

as a pension.

CONCLUSION

I can conclude that the employees in SAIL are considered as human assets and therefore the employees are provided with various benefits such as free educational facilities and home facility. The working culture of SAIL is quite favourable for its employees. Due to its working culture which automatically increases the profit margin of SAIL,SAIL is ranked as 6th position among the highest profit producing countries of the world.

Bhilai Steel Plant is a sole producer of heavy plates and above it is the only company with the highest 27% of share individually in the steel market.

The system of training to both the trainees i.e. both executive and non-executive are been given to the trainees by the best faculty available for training.

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