37840048-BSP

A

PROJECT REPORT

ON

OCCUPATIONAL SAFETY & HEALTH OF EMPLOYEE IN BSP

Guided by submitted by B. Hemlatha

DGM(P-MPS/Rectt/NW) ACHALA SHROTEY

SHRI SHANKARACHARYA INSTITUTE OF TECHNOLOGY & MANAGEMENT

r

There is a little bit of SAIL in everybody’s life… 1

PREFACE

There’s a little of SAIL in everybody’s life……………………..

As an essential and obligatory part of my course I have undergone 8 weeks,

complete summer training at Bhilai Steel Plant. This training helped me in getting

practical knowledge in the business environment.

I got practical knowledge about Bhilai Steel Plant. How the work is done in the

Company. I am highly impressed by the emphasis placed on the training

programme by Bhilai Steel Plant. In this Project Report I have tried to provide

maximum information about the OCCUPATIONAL SAFETY & HEALTH OF

EMPLOYEE IN BSP.

In this Project Report I have provided all the information which not only serves the

comprehensive knowledge base but also helps the reader in understanding the

fundamentals related to the subject.


ACKNOWLEDGEMENT

When god brings you to it, he brings you through it .This is the thought that

inspired me all the way through the route of this venture. For the successful completion

of this project, I offer my gratitude to Mrs B. Hemlatha DGM(P.MPS/Rectt/NW),Bhilai

Steel Plant who had been an invariable spring of support and inspiration to me.

During the actual project work Mr.S.K.Shrivastava ,Manager (P-BBM/MSG)

for his valuable guidance, keen interest, cooperation, inspiration and of course moral

support through out my project session.

I genuinely thank Mr.S.K. Shukla and all associated, who have given consistent

supports in the thriving conclusion of this project with a hope that it will help to enhance

the quality and be of some value addition to the organization.

Last but not the least, I would like to express my thanks to my Parents,relatives

and all my friends for their valuable guidance, keen interest, cooperation, inspiration

and of course moral support through out my project session.

ACHALA SHROTEY


CERTIFICATE

This is to certify that the Project Report titled OCCUTATIONAL SAFETY & HEALTH OF EMPLOYEE IN BSP

Submitted in partial fulfillment for award of MBA

Was carried out by ACHALA SHROTEY under my guidance.

This has not been submitted to any other University or Institution

for the award of any Degree / Diploma / Certificate.

Mrs B. Hemlatha Signature of the supervisorDGM(P-MPS/Rectt/NW)


DECLARATION

I, hereby declare that the project report entitled

“OCCUPATIONAL SAFETY & HEALTH OF EMPLOYEE IN

BSP” in reference to ‘Bhilai Steel Plant’ Bhilai city is the result of my own

research work and same has not been previously presented to this or any

other university.

DATE: 26-07-2010 PLACE: BHILAI ACHALA SHROTEY


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

Sr. No.

CONTENTS PAGE NO.

1 Introduction of SAIL 7

2 Organization structure of SAIL 13

3 Major units 14

4 Joint venture 15

5 Introduction of BSP 17

6 Other information 31

7 Organizational structure of BSP 34

8 Organizational setup & labour productivity 35

9 Manpower of BSP 36

10 P&A Department 40

11 Personnel department 41

12 Definition of subject 4313 Steps taken by BSP to enhance OSHE 4814 Steps taken to motivate and involve

worker participation in management52

15 Objective of study 5816 Research Methodology 5917 Outcome 6218 Analysis 6919 Interpretation 8120 Finding 8221 Suggestion 8322 Conclusion 8423 Bibliography 8524 Annexure 86

6

INTRODUCTION OF SAIL

The Precursor

SAIL traces its origin to the formative years of an emerging nation - India. During

struggle for independence, Pt. Jawaharlal Nehru, our first Prime Minister, had a very

clear vision about the role of Steel in the development of our country. Although TATA

Iron & Steel Company (TISCO) has been establishment in 1907 marking the beginning

of Indian Steel Industry followed by Indian Steel Co. (1918), they were too small to meet

the development requirements of a big country like ours. Therefore, in the 1st Industrial

Policy Resolution of the Govt., soon after independence, Govt. decided to establish Steel

Plants in Public Sector. The builders of modern India worked with a vision - to lay

the infrastructure for rapid industrialisaton of the country. The steel sector was to

propel the economic growth. Hindustan Steel Private Limited was set up on

January 19, 1954. The President of India held the shares of the company on

behalf of the people of India.

Expanding Horizon (1959-1973)

Hindustan Steel (HSL) was initially designed to manage only one plant that was

coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary

work was done by the Iron and Steel Ministry. From April 1957, the supervision

and control of these two steel plants were also transferred to Hindustan Steel.


The registered office was originally in New Delhi. It moved to Calcutta in July

1956, and ultimately to Ranchi in December 1959.

A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to

construct and operate the steel plant at Bokaro. The 1 MT phases of Bhilai and

Rourkela Steel Plants were completed by the end of December 1961. The 1 MT

phase of Durgapur Steel Plant was completed in January 1962 after

commissioning of the Wheel and Axle plant. The crude steel production of HSL

went up from .158 MT (1959-60) to 1.6 MT. The second phase of Bhilai Steel

Plant was completed in September 1967 after commissioning of the Wire Rod

Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was

commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant

was completed in August 1969 after commissioning of the Furnace in SMS.

Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and

1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised

to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.

SAIL Today

SAIL today is one of the largest industrial entities in India. Its strength has

been the diversified range of quality steel products catering to the domestic, as

well as the export markets and a large pool of technical and professional

expertise.

Today, the accent in SAIL is to continuously adapt to the competitive

business environment and excel as a business organization, both within and

outside India.

SAIL - Into the Future


Modernisation and Expansion Plan of SAIL

The Corporate Plan was reviewed by Hon’ble Minister of Steel in Jul’06, wherein it was decided to take up the Expansion of Integrated Steel Plants and Special Steel Plant in one go based on Composite Project Feasibility Report (CPFR).

By that time Expansion of IISCO Steel Plant and Salem Steel Plant was already approved “in-principle” based on the Techno-Economic Feasibility Report (TEFR) of MECON. For the Expansion of other four integrated Steel Plants, MECON was assigned the job of Preparation of CPFR in Aug’06. The CPFR for the four integrated steel plants was prepared by MECON.

‘In principle’ approval has been accorded by SAIL Board for the expansion plans of IISCO Steel Plant (Jul’06), Salem Steel Plant (Jun’06), Bokaro Steel Plant (Dec’06), Bhilai Steel Plant (Apr’07), Rourkela Steel Plant (May’07) and Durgapur Steel Plant (Jul’07).

Objective of Growth Plan


Item Capacity as per Expansion Plans

Hot Metal 26.18

Crude Steel 24.59

Saleable Steel 23.13

9

100% production of steel through Basic Oxygen Furnace (BOF) route.

100% processing of steel through continuous casting.

Value addition by reduction of semi finished steel.

Auxiliary fuel injection system in all the Blast Furnaces.

State-of-art process control computerisation/ automation.

State-of-art online testing and quality control.

Secondary refining.

Energy saving schemes.

Adherence to environment norms

The investment for modernization and expansion programme of SAIL is estimated at

about Rs.54,333 crores.


Plant-wise Capacity Envisaged After Expansion (Mtpa)

Plant Hot Metal Crude Steel Saleable Steel

BSP 7.5 7.0 6.53

DSP 3.5 3.0 2.83

RSP 4.5 4.2 3.8

BSL 7.44 7.00 6.53

ISP 2.91 2.5 2.37

SSP - 0.18 0.34

ASP - 0.48 0.43

VISL 0.33 0.23 0.22

Total 26.18 24.59 23.13

10

Plant ExpansionSustenance/

on-goingTotal

BSP 11,262 1,716 12,978

DSP 5,549 114 5,663

RSP 7,668 1,121 8,789

BSL 8,952 2,167 11,119

ASP 49 49

SSP 1,902 - 1,902

VISL 121 121

ISP 12,743 494 13,237

MINES 195 195

OTHERS 280 280

TOTAL 48076 6257 54,333

% 88 12 100

MISSION:-

Collective aim of organisation’s projects and programmes that provides the substance

of its time-bound goals.

VISION:-

To be a respected world Class Corporation and the leader in Indian steel business in

quality, productivity, profitability and customer satisfaction.

CREDO:-

We build lasting relationships with customers based on trust and mutual benefit.

We uphold highest ethical standards in conduct of our business.


We create and nurture a culture that supports flexibility, learning and is proactive

to change.

We chart a challenging career for employees with opportunities for advancement

and rewards

We value the opportunity and responsibility to make a meaningful difference in

people's lives.

CORE VALUES OF SAIL:-

Customer Satisfaction

Concern for People

Consistent Profitability

Commitment of Excellence


ORGANISATION STRUCTURE OF SAIL


DIRECTOR (TECH)

DIRECTOR PERSONNELDIRECTOR PERSONNELDIRECTOR FINANCE

CHIEF VIGILANCE

EXE. DIR (OPERATION)

EXE. DIR (IA)

ED (TECH & LEGAL SERVICE)

EXE. DIR (PROJECTS)

EXE. DIR (CMMG)

EXE. DIR. (CIG)

EXE. DIR. (CP)

CHAIRMAN

MANAGING DIRECTOR, BSP

MANAGING DIRECTOR, BSL

MANAGING DIRECTOR, RSP

MANAGING DIRECTOR, DSP

EXECUTIVE DIRECTOR VISL

EXECUTIVE DIRECTOR SSP

EXECUTIVE DIRECTOR ASP

MAJOR UNITS INTEGRATED STEEL PLANTS

Bhilai Sttel Plant (BSP) in Chattisgarh

Durgapur Steel Plant (DSP) in West Bengal

Rourkela Steel Plant (RSP) in Orissa

Bokaro Steel Plant (BSP)nin Jharkhand

SPECIAL STEEL PLANTS

Alloy Steel Plant (ASP) in West Bengal

Salem Steel Plant (SSP) in Tamil Naru

Visvesvaraya Iron & Steel Plant (VISL) in Karnataka

SUBSIDARIES

Indian Iron & Steel Company Limited (IISCO) in West Bengal

Maharashtra Electros Melt Limited (MEL) in Maharshtra

OTHER UNITS

SAIL Consultancy Division (SAILCON) at New Delhi

Central Marketing Organization (CMO) at Calcutta

Research and Development Center for iron and steel (RDCIS) at Ranchi

Center for Engineering and Technology (CET) at Ranchi

Management Training Institute (MTI) at Ranchi

Central Power Training Institute (CPTI) at Rourkela

SAIL Safety Organization (SSO) at Ranchi

Raw Material Division (RMD) in Calcutta

Environment Management Division (EMD) at Calcutta

Growth Division (GD) at Calcutta

JOINT VENTUREThere is a little bit of SAIL in everybody’s life… 14

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

commerce.

1. NTPC SAIL Power Company Pvt. Ltd (NSPCL)

A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and National

Thermal Power Corporation Ltd. (NTPC Ltd.); manages the captive power plants at

Rourkela, Durgapur and Bhilai with a combined capacity of 314 megawatts (MW). It

has installed additional capacity by implementation of 500 MW (2 x 250 MW Units)

power plant at Bhilai. The commercial generation of 1st Unit has commenced in

April’2009 and 2nd Unit is likely to start commercial generation by July 2009.

2. Bokaro Power Supply Company Pvt. Limited (BPSCL)

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

formed in January 2002 is managing the 302-MW power generating station and 660

tonnes per hour steam generation facilities at Bokaro Steel Plant. BPSCL has

proposed to expand its capacity by installing 2x250 MW coal based thermal unit at

Bokaro. In addition, construction activities are underway for installation of 9th Boiler

(300T/Hr) & 36 MW Back Pressure Turbo Generator (BPTG) project at Bokaro.

3. Mjunction Services Limited

A joint venture between SAIL and Tata Steel on 50:50 basis. This company

promotes e-commerce activities in steel and related areas. New added services

includes E-Assets sales, Events & Conferences, Coal Sales & Logistics,

Publications etc.

4. SAIL-Bansal Service Center 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


http://www.metaljunction.com/

5. Bhilai JP Cement Ltd

SAIL has incorporated a joint venture company with M/s Jaiprakash Associates

Ltd to set up a 2.2 MT slag based cement plant at Bhilai. The company shall

commence cement production at Bhilai by March'2010, whereas clinker production

at Satna shall start within 2009.

6. Bokaro JP Cement Ltd

SAIL has incorporated another joint venture company with M/s Jaiprakash

Associates Ltd to set up a 2.1 MT cement plant at Bokaro utilizing slag from BSL.

Construction work expected to start by Oct’09 and cement production likely by

July’2011.

7. SAIL&MOIL Ferro Alloys (Pvt.) Limited

SAIL has incorporated a joint venture company with M/s Manganese Ore (India)

Ltd to set up ferro-manganese and silico-manganese plants at Nandini / Bhilai, of 1.0

lakh tonne capacity.

8. S&T Mining Company Pvt. Ltd

SAIL has incorporated a joint venture company with TATA Steel for acquisition &

development of coal blocks/mines. New indigenous opportunities for coking coal

development are being explored by the Joint Venture company for securing coking

coal supplies.

9. International Coal Ventures Private Limited:

Towards achieving the target of making steel PSUs self reliant in the area of coking coal,

a joint venture company has been incorporated comprising of five central PSU companies

i.e. SAIL, Rashtriya Ispat Nigam Limited (RINL), Coal India Limited (CIL), NTPC Limited and

NMDC Limited. The company is scouting for coal properties

in Australia, Mozambique and other target countries

INTRODUCTION OF BSP


Bhilai Steel Plant(BSP)

Seven - time winner of Prime Minister’s Trophy for best Integrated Steel Plant in

the country, Bhilai Steel Plant (BSP) is India’s sole producer of rails and heavy steel

plates and major producer of structural. The plant is the sole supplier of the country's

longest rail tracks of 260 meters. With an annual production capacity of 3.153 MT of

saleable steel, the plant also specializes in other products such as wire rods and

merchant products. Since BSP is accredited with ISO 9001:2000 Quality Management

System Standard, all saleable products of Bhilai Steel Plant come under the ISO

umbrella.

At Bhilai IS0:14001 has been awarded for Environment Management System in the

Plant, Township and Dalli Mines and it is the only steel plant to get certification in all

these areas. The Plant is accredited with SA: 8000 certification for social accountability

and the OHSAS-18001 certification for Occupational health and safety. These

internationally recognised certifications add value to Bhilai’s products and helps create a

place among the best organizations in the steel industry.

THE BEGINNING

This Leadership of free, India took a visionary decision to set up integrated steel

plants under the exclusive responsibility of the state owing to the massive investment

needed for creating additional Steel capacity, which private industry would not be able

to mobilize and the cardinal role steel would play in rapid economic advancement as a

major step towards this goal, government of INDIA and USSR entered into an

agreement signed at New Delhi on 2nd march 1955, for the establishment of an

integrated Iron and Steel works at Bhilai with an initial capacity of one million tonnes of

ingot steel.

The main consideration which responsible for setting up the plant at Bhilai, was

the availability of Iron ore at Delhi-Rajhara at a distance of about 90 Km from the site

limestone from Nandini at 22 km and dolomite at HIRRI at 41 km. The plant was


commissioned with the inauguration of the first blast furnace by the then president of

India. Dr. Rajendra Prasad on 4th Febraury 1959. The plant was soon expanded to 2.5

Million tonnes in September 1967 and in further expansion to 4 MT was completed in

1988. The main focus in the 4 MT stage was on the continuous casting unit and the

plate mill, a new technology in steel casting and shaping for any integrated steel plant to

India during those times.

PLANT & FACILITIES

PROCESS FLOW CHART OF BSP :-


PROCESS FLOW CHART OF BSP CONTD… :-


Coal Preparation Plant

Coke Oven Batteries

Raw Materials

Coke Oven Gas

Bye Product Plant

Tar Products, Benzol ProductsAmmonium Sulphate

Rajhara Mines (90 KM) Dalli Mines (96 KM)

Iron

Ore

lum

ps

Dolomite

Lim

esto

ne

SP-1, 2 & 3

Ore Fines

BF

Co

ke

Coal

Nandini Mines (25 KM) Blast Furnaces

Hirri Mines (150 KM)

19

QUALITY POLICY

Attending market leadership through enhancing customer satisfaction.


Slag Granulation Plant Granulated Slag

Pig Casting Machine

Twin Hearth Furnaces

Steel Melting Shop - 1

Steel Melting Shop - 2

Blast Furnaces

Blooming & Billet mill Slab

Casters

Continuous Casting M/c

Bloom Casters

CC Blooms

To Rail & Structural Mill

Foundry

Blooms Billets

Achieving continual improvement in productivity, quality and salability of our

products.

Active involvement of all our people in achieving our goals, objectives and target.

PRODUCT PROFILE

Bhilai Steel Plant (BSP) has mainly three types of products:-

1. Semis Product

2. Long Products

3. Flat Products

CORPORATE SOCIAL RESPONSIBILITY

A conscious corporate citizen, BSP has gone in for ISO-14001 certification for its

Environment Management System. ISO 14001 certification --Environment

Management System established at Plate Mill, Rail & Structural Mill, Wire Rod Mill,

Merchant Mill and Steel Melting Shop-1.Reduction in noise levels,Conservation of

electricity and lubricants ,Environment Management System established at Dalli

Mines.The plant has introduced environment friendly coal dust injection system in the

Blast Furnaces, de-dusting system and electrostatic precipitators in other units and has

planted lakhs of trees in a concerted afforestation drive that has seen Bhilai transform

into one of the ten cleanest industrial townships in the country. About 48.4 lakhs

saplings have been planted so far with a survival rate of 90%.

AWARDS & ACCOLADES TO BHILAI STEEL PLANT.

1.PRIME MINISTER’S TROPHY FOR BEST INTEGRATED STEEL PLANT


Bhilai Steel Plant has seven times been the winner of PRIME MINISTER’S TROPHY for best integrated steel plant.

2. Golden Peacock Award for Corporate Social Responsibility – 2007

Bhilai Steel Plant has been adjudged winner of the “Golden Peacock Award for Corporate Social Responsibility for the year 2007” by the Golden Peacock Award Jury, under the Chairmanship of Justice PN Bhagwati, former Chief Justice of India and member UN Human Rights Commission and Co-Chairmanship of Justice MN Venkatchaliah, former Chief Justice of India. The award was presented to Bhilai by Dr.Ola Ullsten, former Prime Minister of Sweden in presence of H.E.Ms Nilima Mitra, Indian Ambassador at Portugal, other distinguished business and public leaders and CSR experts during the 3rd Global Conference of Social Responsibility.

3. Managing Director Shri RAMARAJU receives twin Environment awards

Bhilai Steel Plant received the 'Corporate Green Responsibility Award' for making Bhilai green and 'Prakriti Ratna award' to Shri Ramaraju for implementation of exemplary waste management and natural resource development practices in Bhilai. The award was given by Exnora International, a trust which conducts awareness programmes, promotes literature, publishes books and journals.

4 President’s Gallantry Awards. On 14th Aug ’07, Asst Chief Fire Officer, Server Ghulam Mohd bagged the President’s Fire Service Medal for Gallantry. This the first time that Bhilai Steel Plant has won this award.

5. Rashtriya Vishwakarma Awards On 16th August ’07, the Ministry of Labour announced the Rashtriya Vishwakarma Awards for year 2006. Out of the 28 groups, as many as 7 groups are from Bhilai Steel Plant. There are five employees in each group. With ten employees in two groups from the Coke Ovens & Coal Chemicals Deptt., ten employees in two groups from the Instrumentation Deptt., five employees from Material Recovery Deptt., five from the Wire Rod Mill and five from Merchant Mill, the total number of BSP employees who will receive the award is 35. They join the 262 Bhilaians who have won this prestigious award earlier.

6. National Safety Awards BSP won five National Safety Awards given to individual shops or departments. The five shops that received the award are Refractory Material Plant II, Machine Shop II, Machine Shop III, Roll Turning Repair Shop (RTRS) and Oxygen Plant II.

7. PRIME MINISTER'S SHRAM AWARDS


The Prime Minister's Shram Awards were given to the awardees on April 27, 2007 at Vigyan Bhavan, New Delhi. Shri Satyawan Nayak, C'man cum Sr. Technician from Plate Mill, Shri A K Kerketta, C'man cum Master Technician and Trilochan Maharana, Sr. technician from Coke Oven & Coal Chemical deptt. have been conferred the Shram Vir award. Two groups (of 5 nominees each) have been granted the Shram Vir category of Awards under the PM's Shram Awards - 2005. There are a total of 17 awards for Govt. /Public Sector (out of which BSP has won 2) and 16 awards for the Private Sector under the PM's Shram Awards scheme. Greentech Environment Excellence Gold Award 2007 BSP wins the award for environment conservation. Award given on 29th Aug in Goa.

8 CII – ITC Sustainability Award : BSP wins the award for the second successive year. MD received the award on 12th Dec ’07.

9 Golden Peacock National Quality Award 2006 : Conferred on BSP at the 17th

World Congress on Total Quality & IOD Convention-2007 on 14th Jan ’07 at Kolkata.

10 Golden Peacock National Training Award 2006 : Conferred at the 17th World Congress on Total Quality & IOD Convention-2007 on 13th Jan ’07 at Kolkata.

11 Systems : JULY 2006 : Bhilai has become the first public sector organisation to have been awarded all the four cetifications of ISO 9001 for quality, ISO 14001 for environmental management system for plant and mines, OHSAS 18000 for safety and health and SA 8000 for social accountability.

12.GREENTECH SAFETY GOLD AWARD for 2006 and 2007 in MINING AND

METAL sector and GREENTECH PLATINUM AWARD for 2008 in METAL AND MINING SECTOR.

13.ISPAT SURAKSHA PURASKAR awarded to BSP for 2007.


Performance

2007-08 has been the 20th year of consecutive profit which involves a period which saw radical changes in business environment from controlled to decontrolled and subsequent globalization. The plant operated above the rated capacity for the thirteenth year in succession. The production level of all the main items viz. Hot Metal, Crude Steel and Saleable Steel was ever best since inception, the growth being 9.4%, 5.3% and 4.9% respectively over last year. The current market share is given here or quality, ISO 14001 for environmental management system for plant and mines, OHSAS 18000 for safety and health and SA 8000 for social accountability.

Main Products Mkt. Share

Rails 100%

Plates 19.8%

Bars & Rods 5.1%

Structural 6.1%

BSP’s Modernization and Expansion plan aims at:

Capacity Enhancement Phasing out of low yield and energy intensive units Broadening and value addition in product-mix Meeting the requirement of Indian Railways up to 1.5Mtpa of class A

heavier rails Adoption of environmental-friendly technology Improvement in logistics


Some new units coming up are:

Universal Rail Mill (1.2 MT)

Universal Beam Mill (1.0 MT)

Bar & Rod Mill (0.9 MT)

Steel Melting Shop (SMS-III) of 4 MTPA

Higher Capacity Blast Furnace of 4080 cum (BF-8)

Coke Oven Battery No. 11 - 7 M tall

Existing Technology and Future Road Map

There have been rapid advancements in all areas of iron and steel technology in the world. BSP has a mix of old and new technologies. Its 55% production is through outdated twin hearth furnace route. Initially priority was given to modernization of other steel plants and later due to resource crunch faced by SAIL; modernization of the BSP had to be deferred. A new Sinter Plant, secondary refining technology in steel making, long rail technology for rolling and finishing and installation of optical fiber network (ATM) throughout the plant are some of the new technologies embraced by the plant in recent past. Now that resources for modernization have been committed to BSP under Modernization and Expansion Plan, BSP is set to embrace new state of the art technologies for improvement in productivity, yield and quality and for reducing operational costs. Plans have been drawn where BSP is destined to be a 7 MT hot metal plant by 2010-11.


Production of BSP

Item(Unit : MT)

2007-08 2008-09 % Rated Capacity

Hot Metal 5.27 5.39 121.0*

Crude Steel 5.05 5.18 132.1

Saleable Steel 4.43 4.49 142.5

Operating above rated capacity in Saleable Steel for the 16 th successive year and

surpassing the 5 MT mark in hot metal & crude steel production for the third time. Bhilai

record its best ever production of 5.4 MT Hot Metal, 5.2 MT Crude Steel and 4.5 MT

Saleable Steel in 2008-2009,registering growth of 2.3%, 2.6% and 1.4%, respectively

over 2007-08. Remaining focused on reducing costs and generating surplus, the plant

further improved its techno-economics, reducing its dependence on imported coal, and

increased volume of special steel grades with higher NSR to 63.3% from 48.5% in the

last fiscal.


TABLE OF PRODUCTION OF TOTAL CRUDE STEEL

YEAR PRODUCTION(‘000T)

2005-06 5053.72006-07 4798.42007-08 5054.62008-09 5183.5


TABLE OF PRODUCTION OF SALEABLE STEEL

YEAR PRODUCTION(‘000T)2005-06 4285.62006-07 4222.92007-08 4428.92008-09 4491.6


TABLE OF PRODUCTION OF FINISHED RAILS

YEAR PRODUCTION(‘000T)2005-06 855.22006-07 880.92007-08 916.12008-09 978.7


The chart above shows the TURNOVER of BSP year wise and for 9 months.

The chart above shows the PROFIT (BEFORE TAX) of BSP year wise and for 9 mont

OTHER INFORMATION


MAJOR SUPPLIERS:-

1. Coal India Limited

2. Apollo Industrial Corporation (Mumbai)

3. Ashok Leyland (Chennai)

4. BHEL (Bhopal)

5. Bharat Petroleum Gas Ltd. (Nagpur)

6. BIRLA Corporation Ltd. (Kolkata)

7. Cimmco Birla Ltd. (New Delhi)

8. Dunlop India Ltd. (Kolkata)

9. Siemens Ltd. (Mumbai)

10.Simplex Castings Ltd. (Raipur)

11.HMT Ltd. (Ranchi)

MAJOR BUYERS:-

1. Indian Railways

2. Vizard Profiles Ltd.

3. High Pressure boiler plant BHEL (Trichy)

4. NTPC Super Thermal Power Project

5. Jindal Steel & Power Ltd. (Raigarh)

6. NTPC Ltd. (Delhi)

7. Common India Ltd. (Mumbai)

8. Chandigarh Industrial Tourism & Development Corporation (Chandigarh)

9. Cropro International (Italy)

10.Sangyong Corporation (Japan)


COMPETITORS

1. RINL, Vishakhapatnam

2. Ispat Industries Ltd.

3. Lloyds Steel Ltd.

4. Essar Steel Ltd.

5. Jindal Steel & Power Ltd.

6. Jindal Strips Ltd.

7. Uttam Steel Ltd.

8. National Steel Industries Ltd.

9. Bhushan Steel & Strips Ltd.

FINANCIAL HIGHLIGHTS

(Rs. in crores)

PARTICULAR

SAIL

2007-08 2008-09

Net Sales 39510.15 43150.08

Total Current Assets 26317.62 34510.87

Total Current

Liabilities

13198.75 17121.60

(Rs. in crores)

PARTICULAR

BSP

2007-08 2008-09

Net Sales 14352.36 16388.21

Total Current Assets 2259.79 3424.25


Total Current Liabilities 3078.15 4303.80

ORGANIZATIONAL STRUCTURE OF BHILAI STEEL PLANT

MANAGING DIRECTOR


ED(F&A) ED (PROJECTS) ED ED (P&A) ED,IC(mines)

(WORKS)

CN(IT) GM (PROJECTS) GM (TS) ED(MINES)

GM(M&SP) GM(PP&E & BEDB) GM (PERS)

GM I/C (SERVICE)GM(IA) GM (HRD)

GM GM (SAFETY) GM (MS)IC(MINES)

GM I/C (M&U) (REFR) DGM (L & A)

DIR(M&HS)

GM (P MILL & MILLS-LP)ACVO

GM (CO,CCD & SP,OHP)

COC GM I/C (PE,EN & STEEL)

GM (QUALITY)

GM (CCS) – SMS

ORGANIZATIONAL SETUP

The plant is headed by MD who is a member of Board Of Directors and reports to Chairman,SAIL.At plant level the top management comprises of MD and his DRO’s at ED/GM level who are functional heads.The senior level is made up of the ZONAL


HEADS/HOD’s who are the DRO’s to the functional heads mostly GMs/DGMs.The middle level is made of sectional heads at DGM/AGM level and front line executives consists of SENIOR MANAGER down to JUNIOR MANAGER.Non Executive employees are categorized into four levels viz UNSKILLED,SKILLED,HIGHLY SKILLED AND SUPERVISORS.

Entire plant is divided into

1.WORKS AREA2.NON-WORKS AREA3.MINES. MANAGEMENT GRADATION

EXECUTIVE

MDE9-ED(P&A/Project/Works/Mines/F&A/MM)E8-GM(Pers)E7-DGM(P-ism/P-Mills/P-IR/P-E&S)E6-AGM(P-E&S)E5-Sr ManagerE4-ManagerE3-Dy.ManagerE2-Asst ManagerE1-Jr.ManagerE0-Jr.Officer

NON-EXECUTIVE

L1 TO L11-WORKERS

THE MANPOWER OF BSP IS PRESENTED HARE

AREAWISE MANPOWER OF B.S.P.


POSITION AS ON

EXECUTIVES NON-EXECUTIVESGRAND TOTALE1 &

ABOVEMTs Exe TOT S1 TO S11 NMR Trainees Nexe TOT

01-04-2005WORKS 2043 3 2046 23340 6 138 23484 25530

ADMN. 586 0 586 2249 0 41 2290 2876TOWNSHIP 137 0 137 2434 0 0 2434 2571

MEDICAL 201 0 201 1183 1 0 1184 1385CONSTRUCTION 117 0 117 242 0 0 242 359

MINES 147 0 147 3476 1 97 3574 3721

TOTAL 3231 3 3234 32924 8 276 33208 3644201-04-2006

WORKS 1988 0 1988 23041 4 5 23050 25038ADMN. 578 79 657 2419 0 153 2572 3229

TOWNSHIP 132 0 132 2209 0 3 2212 2344MEDICAL 199 0 199 1198 1 0 1199 1398

CONSTRUCTION 116 0 116 206 0 0 206 322MINES 143 5 148 3142 0 12 3154 3302

TOTAL 3156 84 3240 32215 5 173 32393 3563301-04-2007

WORKS 2204 0 2204 22363 3 0 22366 24570ADMN. 673 13 686 2291 0 161 2452 3138



TOTAL 3616 13 3629 31143 4 200 31347 3497601-04-2008

WORKS 2118 0 2118 21941 2 1 21944 24062ADMN. 711 113 824 2290 0 228 2518 3342



TOTAL 3546 113 3659 30481 2 265 30748 3440701-04-2009


WORKS 2043 0 2043 21141 1 0 21142 23185ADMN. 689 85 774 2232 0 217 2449 3223



TOTAL 3459 85 3544 29208 1 234 29443 32987

LABOUR PRODUCTIVITY (T/M/Y) OF BHILAI STEEL PLANT

MONTH2004-

052005-

062006-

072007-

082008-

092009-

10

APRIL 212 262 277 292 278 305

MAY 220 267 284 282 273 293

JUNE 229 288 292 259 279 292

JULY 228 286 278 235 303 313.1

AUGUST 214 283 242 267 318

SEPTEMBER 250 291 235 276 315

OCTOBER 251 295 254 305 311

NOVEMBER 271 300 259 318 300

DECEMBER 271 301 262 315 295

JANUARY 277 285 253 315 304

FEBRUARY 277 281 261 302 308

MARCH 272 282 318 305 323

CUMULATIVE 247 285 268 289 300.5 300.7

Method of calculation


Labour Productivity =

Production of (Crude Steel + Saleable Pig Iron * 0.5) in the month *365-------------------------------------------------------------------------------------------------Works Manpower (Group-I) * Number of calendar days in the month

LABOUR PRODUCTIVITY

Highest ever Labour Productivity at 300.5 T/Man/Year against the previous best of 289.1 T/Man/Year in ‘07-08. Best ever monthly Labour Productivity in March ’09 at 323.1 T/Man/Year against the previous best of 318.4 T/Man/Year in August ’08.


P & A DEPARTMENT


PERSONNEL DEPARTMENT


GM(HRD)

GM(MS)

GM(PERSONNEL)

AGM(P)MPS/HRIS

MPS

HRIS

DGM(P-IR,CLC)

CLC

IR

CANTEEN

BIO & ATTDCONTROL

SR

DGM(P-NW)

MEDICAL

T/SHIP

NW-1

NW-2

DGM SMS(P-RULES)

CO&CCDD

B Fes

SP&OHP

PLATEMILL

RMS &RTS

RED-1 &MRD-1

SMS-1 &RMP-1

SMS-2 &RMP-2RED-2

BBM & WP

MM &WRM

AGM(P-MHQ)

AGM(P-ENQ)

MINES

FSS &SEWA

COUNSELLI- NG

GRIEVIANC-E

GM(TOWNSHI)P

40

C.F

-MPS-HRIS

-RULES-EXECUTIVE

ESTABLISHMENT

FUNCTIONS OF WORKS AND NON WORKS

-COMMUNICATION EXERCISES -DISCIPLINE MANAGEMENT -PERFORMANCE MANAGEMENT OF WORKERS -PROMOTION AND REWARD -SA 8000 ACTIVITIES(WELFARE ACTIVITIES) -MOTIVATIONAL EXERCISES LIKE SUGGESTION SCHEME -SUPPORT TO LINE MANAGEMENT -MANAGING IR AT SHOP FLOOR -OTHER MANAGEMENT INITIATIVES LIKE MULTISKILLING -ESTABLISHMENT FUNCTION OF EXECUTIVES UPTO E6 LEVEL

FUNCTIONS OF CENTRAL FUNCTION(C.F)

Human Resources Information System(HRIS) – Maintaining employee data, generating various reports, development and communication of modules, total computerization of personnel functions through comprehensive data validation.


WORKS

-I&S-MILLS-M&S

NON WORKS

-NW-1-NW-2

41

Rules – Issue of personnel policy and procedure circular, issue of clarifications on various rules/policies, processing incentive papers for Hindi qualification, Professional qualification and National award winners, production incentive scheme, Jawaharlal Nehru Awards, Voluntary Retirement Scheme, Life Cover Scheme, formulation of motivation schemes like scholarship schemes, reimbursement of professional membership fees etc.

Executive Establishment – Executive induction, placement and rotation, implementation of performance appraisal system, executive promotion, establishment functions of senior management cadre and personnel executives

DEFINITION OF THE SUBJECT


Work represents such a role in life which has been designated to it by the person

himself.On the one hand work is an earning of one’s living for the family, on the other

hand it could be a self-realisation providing enjoyment and satisfaction.

The safe work environment provides the basis for the person to enjoy working. The workshould not pose a health hazard for the person. The employer and employee, aware of their risks and rights, could achieve a lot in their mutually beneficial dialogue. As the work culture changes drastically in the recent years, the traditional concept of work to fulfil humans’ basic needs are also facing out. The basic needs are continued to diversify and change according to the evolution of the work system and standards of living of a workforce

Quality Of Work Life(QWL) can be define as "The quality of relationship between employees and the total working environment.”

QWL is a process by which an organization responds to employee needs for developing mechanisms to allow them to share fully in making the decision. The defining of quality of work life involves three major parts: occupational health care, suitable working time and appropriate salary.

A definition by Suttle (1977) on the QWL as the degree to which work are able to satisfy important personal basic needs through their experience in the organisation is no longer relevant. Generally jobs in the contemporary work environment offer sufficient rewards, benefits, recognition and control to employees over their actions. Although to some extent contemporary workforce are compensated appropriately, their personal spending practices, lifestyles, leisure activities, individual value systems, health and so forth can affect their levels of need. It is similar to the argument posted in the Maslow’s hierarchy of needs in which each individual has different level of needs because in reality what is important to some employees may not be important to others although they are being treated equally in the same organization. This definition, focusing on personal needs has neglected the fact that the construct of QWL is subjective and continuously evolves due to an evergrowing needs of each and every employees. Hackman and Oldhams (1980) further highlight the constructs of QWL in relation to the interaction between work environment and personal needs. The work environment that is able to fulfill employees’ personal needs is considered to provide a positive interaction effect, which will lead to an excellent QWL. They emphasized the


personal needs are satisfied when rewards from the organisation, such as compensation, promotion, recognition and development meet their expectations Parallel to this definition, Lawler (1982) defines QWL in terms of job characteristics and work conditions. He highlights that the core dimension of the entire QWL in the organization is to improve employees’well-being and productivity. The most common interaction that relates to improvement of employees’well-being and productivity is the design of the job. Job design that is able to provide higher employeesatisfaction is expected to be more productive. However, he accepted the fact that QWL is complex,because it comprises physical and mental well being of employees. Later definition by Beukema (1987) describes QWL as the degree to which employees are able to shape their jobs actively, in accordance with their options, interests and needs. It is the degree of power an organization gives to its employees to design their work. This means that the individual employee has the full freedom to design his job functions to meet his personal needs and interests. This definition emphasizes the individual’s choice of interest in carrying out the task. However, this definition differs from the former which stresses on the organization that designs the job to meet employees’ interest. It is difficult for the organization to fulfill the personal needs and values of each employee. However if the organization provides the appropriate authority to design work activities to the individual employees, then it is highly possible that the work activities can match their employees’ needs that contribute to the organizational performance.

How does the “Quality of work Life” affect the working climate of an organization?


The QWL or Quality of Work Life in an organization is essential to the smooth running and the success of its employees. The Work – Life balance must be maintained effectively to ensure that all employees are running at their peak potential and free from stress and strain. The Quality of Work Life can affect such things as: an employees timings, his or her work output, his or her available leaves, etc. An organization’s HR department assumes responsibility for the effective running of the Quality of Work Life for their employees. Quality of Work Life helps employees to feel secure and like they’re being thought of and cared for by the organization in which they work The aim of QWL is to identify and implement alternative programs to improve the quality of professional as well as personal life of an organization’s employees

QWL programs can be evaluated on the basis of following points:

a. Fair compensation and job security: The economic interests of people drive them to work at a job and employee satisfaction depends at least partially , on the compensation offered. Pay should be fixed on the basis of the work done, responsibilities undertaken, individual skills , performance and accomplishments. Job security is another factor that is of concern to employees. Permanent employment provides security to the employees and improves their QWL.

b. Health is wealth: Organizations should realize that their true wealth lies in their employees and so providing a healthy work environment for employees should be their primary objective.

c. Provide personal and career growth opportunities: An organization should provide employees with opportunities for personal/professional development and growth and to prepare them to accept responsibilities at higher levels.

d. Participative management style and recognition: Flat organizational structures help organizations facilitate employee participation . A participative management style improves the quality of work life. Workers feel that they have control over their work processes and they also offer innovative ideas to improve them. Recognition also helps to motivate employees to perform better. Recognition can be in the form of rewarding employees for jobs well done.

e. Work-life balance: Organizations should provide relaxation time for the employees and offer tips to balance their personal and professional lives. They should not strain employees personal and social life by forcing on them demanding working hours,overtime work, business travel, untimely transfers etc.


f. Fun at workplace: This is growing trend adopted by today’s organizations to make their offices a fun place to work.

WORKER’S COMMITMENT

Worker’s commitment in the fields of in a general sense, the employee's psychological attachment to the organization. It can be contrasted with other work-related attitudes, such as Job Satisfaction, defined as an employee's feelings about their job, and Organizational identification, defined as the degree to which an employee experiences a 'sense of oneness' with their organization.

Beyond this general sense, Organizational scientists have developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer & Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had proliferated in the literature.

MODEL OF COMMITMENT

According to Meyer and Allen's (1991) three-component model of commitment, prior research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization:

Affective Commitment: AC is defined as the employee's positive emotional attachment to the organization. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. This employee commits to the organization because he/she "wants to". In developing this concept, Meyer and Allen drew largely on Mowday, Porter, and Steers's (1982) concept of commitment, which in turn drew on earlier work by Kanter (1968).

Continuance Commitment: The individual commits to the organization because he/she perceives high costs of losing organizational membership (cf. Becker's 1960 "side bet theory"), including economic costs (such as pension accruals) and social costs (friendship ties with co-workers) that would be incurred. The employee remains a member of the organization because he/she "has to".

Normative Commitment: The individual commits to and remains with an organization because of feelings of obligation. These feelings may derive from many sources. For example, the organization may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.' It may also reflect an internalized norm, developed before the person joins the organization through family or other socialization processes, that one should be loyal to one's


http://en.wikipedia.org/wiki/Organizational_identification

organization. The employee stays with the organization because he/she "ought to".

COMMITMENT PROFILE

Note that according to Meyer and Allen, these components of commitment are not mutually exclusive: an employee can simultaneously be committed to the organization in an affective, normative, and continuance sense, at varying levels of intensity. This idea led Meyer and Herscovitch (2001) to argue that at any point in time, an employee has a "commitment profile" that reflects high or low levels of all three of these mind-sets, and that different profiles have different effects on workplace behavior such as job performance, absenteeism, and the chance that the organization member will quit.

Meyer and Allen developed the Affective Commitment Scale (ACS), the Normative Commitment Scale (NCS) and the Continuance Commitment Scale (CCS) to measure these components of commitment. Many researchers have used them to determine what impact an employee's level of commitment has on outcomes such as quitting behavior, job performance, and absenteeism.

STEPS TAKEN BY BSP TO ENHANCE THE QUALITY OF WORK LIFE OF THE WORKERS


1.Adoption of ISO system in Employee services

ISO is an acronym for INTERNATIONAL ORGANIZATION for STANDRDLocated in Geneva,Switzerland. It is minimum criteria for an organization to compete globally. The criteria for ISO system is to have a HR POLICY.HR POLICY of BSP is

HR Policy

To enhance employee productivity attuned to business goals of Bhilai Steel Plant. To promote a work culture which 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.

2 .SA 8000 iniated for employee welfare

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.

3 . OHSAS for HEALTH AND SAFETY

Occupational Health & Safety PolicyBSP 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.

4.QUALITY OF LIFE


QUALITY OF LIFE

.Quality Of Life is a workshop which is organized once in every three months for the workers.In these workshops workers’ problems are heard.These problems can be related to housing, medical or anything which affects his/her work.People from the management are present in the workshop

QUALITY OF LIFE WORKSHOP

Improving quality of life of employees -Central session -Departmental session -Suggestions regarding welfare amenities,township,medical are

Invited. APRIL-JUNE(2009) QUALITY OF LIFE( WORKSHOPS)

No. Held Employees Covered

IRON AND STEEL 4 79 MILLS 2 41M&S 2 53NW 1 92TOTAL 9 265

5. INTERACTION AT TOP LE7EL

Bhilai Steel Plant helps to motivate its workers by helping them to interact at top level.All the matters of concern can be discussed here in the presence of top level management.


6. OPEN FORUM FOR ADRESSING GRIEVANCE

There are four types of such forums:

1. PRAGITISHEEL BHILAI2. MD DURBAR3. GM(P&A)OPEN FORUM4. OPEN FORUM AT SHOP FLOOR

MD DURBAR is held on Sunday.Any employee can go and meet MD at his residence and discuss his matter. GM(P&A)OPEN FORUM is held on Thursday. OPEN FORUM AT SHOP FLOOR is held every Friday.

STEPS TAKEN TO MOTIVATE AND INVOLVE WORKERS’ PARICIPATION IN MANAGEMENT


BSP is taking a great step in motivating its workers and invoving them in management.

SUGGESTION SCHEMEQUALITY CIRCLESHOP COMMUNICATION FORUMFEEDBACK

SUGGESTION SCHEME

This scheme was introduced on 31st October 2001. This scheme was quite different from the above two schemes.

“Team work is the tenet for success” in BSP. Bhilai has always valued the involvement of its employees in the affairs of the organization as a key to success. One of the credo of SAIL and BSP is “We create and nurture a culture that supports flexibility, learning and is proactive to change.” Towards this end, efforts have been made over the years to create and sustain a culture of

creativity by tapping the innovative ideas and talents of the employees.

OBJECTIVES:1. To encourage and recognize employee creativity.2. To promote innovative thinking for work life improvement.3. To provide scope to participate in the development and growth of company.4. To improve productivity techno-economic quality and system.

SCOPE:For all regular employees and trainees.

SUGGESTION SCHEME 2008-09

-5165 Suggestions received-Involving 24624 employees-INSSAN AWARD IInd Prize


-Suggestion scheme is now online-5072 suggestions generated in 2008-09

QUALITY CIRCLE

Quality circle is a small group of employees from the same work area who voluntarily participate in identifying, analyzing, finding and suggesting solutions to work related problems. These are considered by the management and all feasible suggestions are implemented by the circle members themselves.

Quality circle is nothing but “collective problem solving through voluntary participation.”

BENEFITS OF QUALITY CIRCLE-

TO THE EMPLOYEES - Important source of job satisfaction which is normally not available in the

routine job.

Provide a sense of participation. Develop competence and confidence in creating changes and prepare

persons for shouldering high responsibilities in the organization hierarchy. Build up team approach to solving problem. Help to improve work environment and methods.

TO THE ORGANISATION- Development of a complete coherent problem solving methodology. Increase production or productivity. Enhanced motivation to the employees. Improved quality.

Better employer-employee relationship.

QUALITY CIRCLE N BSPOne of the most important tools for improvement through peoples’ involvement is Quality Circle. Introduced as Shop Improvement Group (SIG) in 1988 in Bhilai Steel Plant, it was rechristened as Q.C. in 1992-93. Starting with a humble beginning of 52 QC projects in the year of its inception, the plant has completed 2533 projects in the year 2002-03 involving 10700 employees. The project covers a wide spectrum of activities for improvement in productivity and quality at one end of the spectrum to improvement in safety, housekeeping, import substitution, energy economization


and investment savings on the other end of the spectrum. From the year 2002-03, selected QC projects are kept in the network based “Knowledge Management System” so that the employees can have easier access to them.

QUALITY CIRCLE 2008-09

Projects 1467Employees covered 11283

HIGHLIGHTS -25 teams participated in NATIONAL CONVENTION-3 teams of non-executives participated in INTERNATIONAL CONVENTION t DHAKA,BANGLADESH and all 3 won GOLD MEDAL.

SHOP COMMUNICATION FORUMS

This forum is quite different from all the above schemes. In this forum the awards or cash prizes are provided. This forum (SCF) is conducted by the employees and for the employees, and the executives only facilitate the environment.

The employees are provided with company’s information (SAIL) about BSP and the information regarding the problem and targets are informed by the executives to their employees. Now the role of the employees is to analyze the problems and resulting suggestions should be practical in order to implement them.

This forum has a very short duration i.e. minimum one month or more.

SHOP COMMUNICATION FORUMS 2007-08

-Held regularly in each shop


-Group of 30 to 40 employees-Three part module Company information BSP information Shop specific information-478 sessions held covering 10723 employees in 2007-08-396 sessions held covering 9182 employees in 2008-09

FEEDBACK

1.Feedback under ISO system2.Feedback under SA 8000 3.Feedback on specific topics

FEEDBACK UNDER ISO SYSTEM AND SA 8000

-10% Of employees covered at all shops-Joint format for both the standard-Cumulative ratings are achieved

FEEDBACK ON SPECIFIC TOPICS

-This is online feedback based on specific topic chosen as per current scenario in the field of HR

OTHER STEPS

MULTISKILLING:

AIM-To equip employees with other related skills to ensure flexible and responsible working thereby facilitating rightsizing of manpower.


CLASS ROOM INSTRUCTION- 1TO 2 DAYSON THE JOB TRAINING -35 DAYS

REWARD AND RECOGNITION

Employees covered under MST

2006-07 - 19742007-08 - 2102

Benefits-After 6 months of satisfactory utilization-On quality basis after certification of sectional incharge

GRADE AMOUNT

S9/S10/S11 750S6/S7/S8 600S3/S4/S5 480S1/S2 435

EMPLOYEE CARE

Dedicated counseling section-Alcoholism-Family disputes-Absenteeism-Pre-retirement


-school children with deviant behaviour

OBJECTIVE OF THE STUDY

The study is carried to know the working environment and

the commitment of workers’ towards their work and the


organization. The study also aims to analyse the

effectivenss of the various initiatives to enhance the quality

of work life.


RESEARCH METHODOLOGY

“Research Methodology is a way to systematically solve the research problem.” It is a science of studying how research is done scientifically. We study the various steps that are generally adopted by a researcher in studying his research problem along with logic behind them. This study has used an exploratory design to analyze the effectiveness of training and development for retaining the employees of BSP.Research Methodology may be summarized in following steps:-

1.Defining Research Objective.2.Preparing Research Design.3.Implementation of Research Design. “Research Design is arrangement of condition for collection & analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure.”

Method 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 method of collecting data in this study is presented here.

Questionnaire :- A Questionnaire consist of a number of questions printed or typed in a definite order on a form. Questionnaire is mailed to respondents who are expected to read &Understand the questions & write down the reply in he space meant for purpose in questionnaire itself. Questionnaire contains simple & straight forward questions for the respondents. In this study 200 questinnaires were distributed.There were fifteen

questions.Questionnaire was divided into two parts.Part A consisted of general

information like name,age etc.Part B consisted of fifteen questions.Question no.1 to 10


were related to the quality of work life and question no.11 to 14 were related to

commitment of workers.Question no.15 asked for their suggestions.

INTERVIEW METHOD:

The interview method of collecting data involves presentation of oral-verbal stimuli and reply in terms of oral-verbal responses.

When the respondents were filling the questionnaire they were asked questions related to their answers. SECONDARY DATA WAS OBTAINED WITH HELP OF DEPARTMENTAL JOURNALS,NET AND SOME BOOKS.

SAMPLING

In this study 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 (workers). 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.

In this study the sample size is 200.


The manpower distribution in BSP in terms of technical:non technical is 75:25.Therefore the questionnaires were distributed in the ratio 140:60 140 questionnaires were distributed in Technical departments.The departments covered were SMS1,BBM,CO&CCD and MECHANICAL. 60 questionnaires were distributed in non-technical department.


0UTCOME

The following outcomes were obtained after the study.

Q1.The organization gives freedom to use your skills in your area

of job?

AGREE DISAGREE NEUTRAL TOTALNO. OF

RESPONDENTS136 36 28 200

PERCENTAGE68 18 14 100

Q2. The management gives you recognition for good results achieved?





.

Q3. The work environment in terms of relation with your immediate

Superior and colleagues is

GOOD SATISFACTORY UNSATISFACTORY TOTAL

NO. OF RESPONDENTS

116 76 8 200


Q4. The training provided in company is


NO. OF RESPONDENTS

76 92 32 200


.


Q5. If a change is braught in your work area

You will agree

rightaway

It will not affect you

you will disagree TOTAL

NO. OF RESPONDENTS

84 100 16 200


Q6. The welfare facilities at the work place in terms of canteen, rest rooms and toilets are


NO. OF RESPONDENTS

32 116 52 200



Q7. The work environment in terms of safety and equipments is


NO. OF RESPONDENTS

64 120 16 200


Q8. The job given to you at present is


NO. OF RESPONDENTS

108 88 4 200



Q9. The company communicates the every new change in rules

and policies




Q10. Are you proud that you work in Bhilai Steel Plant ?

YES NO CAN’T SAY TOTALNO. OF

RESPONDENTS184 16 200

PERCENTAGE92 8 100


Q11. During the work exigency if you are asked to overstay

readily agree

without thinking about any

reciprocal facility

agree with reciprocal facility only

do not like it TOTAL

NO. OF RESPONDENTS

132 28 40 200


Q12. Do you believe and actively participate in workshops or Communication forums organized ?

YES NO CAN’T SAY TOTALNO. OF 140 32 28 200


RESPONDENTS


Q13. If you are given additional work or responsibility in addition

to your present work

Will readily accept

Will accept with extra facilities

Will not accept

TOTAL

NO. OF RESPONDENTS

104 76 20 200


Q14. Given a chance would you like to work in any other

organization in steel sector

YES NO CAN’T SAY TOTAL

NO. OF RESPONDENTS

44 116 40 200



ANALYSIS Methodology

1.There are fifteen questions in the questionnaire. 2.Question no.1 to 10 are for evaluating the QUALITY OF WORK LIFEl(QWL) 3.Question no.11 to 14 serve the purpose to know the COMMITMENT LEVEL. 4.Question no. 15 is used to know their suggestions. There are three options (a),(b),(c) for each questions in the Questionnaire. The MAXIMUM SATISFACTORY LEVEL ,option(a) is assigned 4 points. The INTERMEDIARY SATISFACTORY LEVEL,option (b) is assigned 2 points. The UNSATISACTORY LEVEL ,option(c) is assigned 0 marks. To achieve 100% satisfaction with the quality of work life it is desired that all the 200 samples mark option (a) as their answer.

-SAMPLES 200 -POINTS FOR EACH OPTION(A) 4 -QUESTIONS RELATED TO QWL 10 - POINTS TO BE ACHIEVED FOR


100% SATISFACTION WITH QWL 200*4*10 =8000

RESULTPOINTS ACHIEVED IN THE STUDY FOR QWL 5904% OF LEVEL OF SATISFACTION WITH QWL 72.3

The pie chart shows the sample with their satisfaction level.


ANALYSIS OF QWL AS PER TECHNICAL AND NON TECHNICAL STREAM

TECHNICAL STREAM

SAMPLE COLLECTED FROM SMS 1 BBM CO&CCD MECHANICAL 140 Questionnaires were distributed in these four departments. To achieve 100% satisfaction with the quality of work life it is desired that all the 140 samples mark option (a) as their answer.

-SAMPLES 140 -POINTS FOR EACH OPTION(A) 4 -QUESTIONS RELATED TO QWL 10 - POINTS TO BE ACHIEVED FOR 100% SATISFACTION WITH QWL 10*4*140


=5600

RESULT POINTS ACHIEVED IN THE STUDY FOR QWL 3984% OF LEVEL OF SATISFACTION WITH QWL 71.14


NON-TECHNICAL STREAM

60 Questionnaires were distributed in this department.

To achieve 100% satisfaction with the quality of work life it is desired that all the 60 samples mark option (a) as their answer.

-SAMPLES 60 -POINTS FOR EACH OPTION(a) 4 -QUESTIONS RELATED TO QWL 10 - POINTS TO BE ACHIEVED FOR 100% SATISFACTION WITH QWL 10*4*60 =2400 RESULT POINTS ACHIEVED IN THE STUDY FOR QWL 1800% OF LEVEL OF SATISFACTION WITH QWL 75


LEVEL OF COMMITMENT

Question no. 11 to 14 were related to the LEVEL OF COMMITMENT. To achieve 100% LEVEL OFCOMMITMENT it is desired that all the 200 samples mark option (a) as their answer.

-SAMPLES 200 -POINTS FOR EACH OPTION(A) 4 -QUESTIONS RELATED TO COMMITMENT 4 - POINTS TO BE ACHIEVED FOR 100% LEVEL OF COMMITMENT 200*4*4 =3200

RESULT POINTS ACHIEVED IN THE STUDY FOR COMMITMENT 2184 % OF LEVEL OF COMMITMENT 68.25


The pie chart shows the sample with their LEVEL OF COMMITMENT


ANALYSIS OF LEVEL OF COMMITMENT AS PER TECHNICAL AND NON TECHNICAL STREAM

TECHNICAL STREAM

SAMPLE COLLECTED FROM SMS 1 BBM CO&CCD MECHANICAL 140 Questionnaires were distributed in these four departments. To achieve 100% LEVEL OF COMMITMENT it is desired that all the 140 samples mark option (a) as their answer.

-SAMPLES 140 -POINTS FOR EACH OPTION(A) 4 -QUESTIONS RELATED TO COMMITMENT 4 - POINTS TO BE ACHIEVED FOR 100% LEVEL OF COMMITMENT 4*4*140 =2240

RESULT

POINTS ACHIEVED IN THE STUDY FOR COMMITMENT 1472% OF LEVEL OF COMMITMENT 65.71


NON-TECHNICAL STREAM

60 Questionnaires were distributed in this department.

To achieve 100% LEVEL OF COMMITMENT it is desired that all the 60 samples mark option (a) as their answer.

-SAMPLES 60 -POINTS FOR EACH OPTION(a) 4 -QUESTIONS RELATED TO COMMITMENT 4 - POINTS TO BE ACHIEVED FOR 100% LEVEL OF COMMITMENT 60*4*4 =960

RESULT POINTS ACHIEVED IN THE STUDY FOR COMMITMENT 712

% OF LEVEL OF COMMITMENT 74.17


When asked about which other organization in steel the workers

would like to work if they were given a chance 16% of the sample

gave following answer and rest 84% would not like to work in any

other organization.


INTERPRETATION

1.There is 72.3% satisfaction with the Quality of Work Life in the organization.The satisfaction level related to the QWL is high in the non technical department.

2. 68.25% of the workers are totally committed in the organization.The level of commitment is high in the non –technical department.

3.The non technical department has higher level of satisfaction in terms of QWL and the level of commitment is also high.

4.Given a chance 6% of the workers would like to work in RINL,VISHAKHAPATNAM which is one of the competitors of BSP.

5.Most of the workers would like to stick to BSP and not opt for any other organization in steel sector.This shows their level of commitment.


FINDING

After Data Analysis and Interpretation, I found that

1.More than half of the workers have good relation with their superiors and colleagues.

2.The QUALITY OF WORK LIFE IS related to the LEVEL OF COMMITMENT.

3.The LEVEL OF COMMITMENT Is high where the satisfaction level with QUALITY OF WORK LIFE is high.

4.Workers know the importance of training and they feel that they require further training.


SUGGESTION

After considering various parameters and data, I would like to give the following suggestions each of the suggestion given has its own fall outs and therefore be implemented with utmost care. So the organization has to be seriously think about it and take necessary steps.

. The organization should provide need based training facilities to all grades of

employees as per their job requirement.

The organization should improve the working environment of the employees so that they can work better and increase productivity (In case of many departments where workers work in extreme hazardous conditions).

The trainees should be free from the confusion and pressure of the work situation so that they can concentrate fully on learning.

The promotion policy in the organization should be transparent so that the employees will work hard to improve themselves for promotion. The organization should change the concept of time based promotion and give the employees promotion according to their work & sincerity.

Where there is enough manpower the system can be centralized.


CONCLUSION

BSP promises a glowing future for itself and the country’s development in order to

harness the benefit and standard of living of the people of the state and the country.

After eight weeks of Vocational Training, I came to the conclusion that the quality

of work life is good in BSP but the management should take initiative to satisfy the

workers in terms of Training as most of them feel the further requirement of training by

the organization.

Most of the workers of the organization are committed towards their work and the

organization as more than 50% of them do not want to leave and work in any other

organization in Steel Sector.


BIBLIOGRAPHY

Collection of primary data is done through questionnaire and secondary data is collected from some books,internet and manual from department and library.

Books

Kothari C.R. – Research Methodology, Vishwa Prakashan, New Delhi Edition 1997

Agrawal R.K. – Personnel Management, King’s Book Publication, Edition 2001-02

Internet

http://www.sail.co.in/plants_bhilai.aspCompany profile

http://www.sail.co.in/searchindex1.aspAbout the SAIL

http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htmHistory of Bhilai Steel Plant

http://www.hinduonnet.com/fline/fl1424/14240890.htmGrowth of Sail

http://www.hdfcsec.com/company/snapShotShow.php?icodeRecent development and future plans


http://www.hdfcsec.com/company/snapShotShow.php?icode

http://www.hinduonnet.com/fline/fl1424/14240890.htm

http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htm

http://www.sail.co.in/plants_bhilai.asp

http://www.sail.co.in/plants_bhilai.asp

ANNEXURE

Study On

“Quality Of Work Life And Worker’s Commitment Towards Organization In BHILAI STEEL PLANT”


QuestionnairePart A

Name(optional):Grade:Length Of Service:Department:Age:

Part B

1.The organization gives freedom to use your skills in your area of job?(a) Agree (b)Disagree (c) Neutral

2. The management gives you recognition for good results achieved?(a)Agree (b)Disagree (c)Neutral

3. The work environment in terms of relation with your immediate superior and colleagues is(a)Good (b)Satisfactory (c)Unsatisfactory

4.The training provided in company is (a)Good (b)Satisfactory (c)Unsatisfactory

5.If a change is brought in your work area(a)You will agree rightaway(b)It will not affect you(c)you will disagree

6.The welfare facilities at the work place in terms of canteen,rest rooms and toilets are(a)Good (b)Satisfactory (c)Unsatisfactory

7.The work environment in terms of safety and equipments is(a)Good (b)Satisfactory (c)Unsatisfactory

8.The job given to you at present is(a)Good (b)Satisfactory (c)Unsatisfactory


9.The company communicates the every new change in rules and policies(a)Agree (b)Disagree (c)Neutral

10.Are you proud that you work in Bhilai Steel Plant?(a)Yes (b)No (c)Can’t say

11.During the work exigency if you are asked to over stay(a)You readily agree without thinking about any reciprocal facility(b)You agree with reciprocal facility only (c)You do not like it

12.Do you believe and actively participate in workshops or communication forums organized?(a)Yes (b)No (c)Can’t say

13.If you are given additional work or responsibility in addition to your present work (a)You will readily accept(b)You will accept with extra facilities(c)You will not accept

14.Given a chance would you like to work in any other organization in steel sector(a)If Yes then please name it(b)No(c)Can’t say

15.What is/are your suggestion(s)?


37840048-BSP

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Transcript of 37840048-BSP