i- repo final
DESCRIPTION
case study on recruitment and trend analysisTRANSCRIPT
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INTERNSHIP REPORT ON
A case study ON VSP with reference to recruitment
By
K.MEGHANA DASARI
REG NO: 13MB5318
In partial fulfillment of the requirement
For award
Of
MBA(2013-15)
IN
HUMAN RESOURCE MANAGEMENT
August, 2014
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ISBR-B-SCHOOL,ELECTRONIC CITY,
BANGALORE-560100
CERTIFICATE
This is to certify that Ms.K.Meghana Dasari, Roll no 13MB5318 student
of MBA has successfully completed his project on in partial fulfillment
for the award of degree of MBA during the academic session 2013-
15.The study report has been approved as it satisfies the academic
requirements prescribed for the said degree.
Faculty and Internal Guide Signature of HOD
(Prof. KAVITHA R GOWDA)
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DECLARATION
I, K Meghana Dasari , Roll no 13MB5318, student of MBA(Batch 2013-
2015) of ISBR Business School, Bangalore hereby declare that the
research report on A CASE STUDY ON VSP WITH REFERENCE TO
RECRUITMENT, is an original and authenticated work done by me. I
further declare that it has not been submitted elsewhere by any other
person in any of the University for the Award of any degree or diploma.
Date: (K.Meghana Dasari)
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ACKNOWLEDGEMENT
The gratification and elation of this project will be incomplete without
mentioning all the people who helped me to make it possible, whose guidance
and encouragement were valuable to me.
I would like to thank each and every employees of VISAKHAPATNAM STEEL
PLANT who has directly or indirectly helped me in carrying out this project.
I take this opportunity to express my heartfelt thanks to my project guide
Mr.Y.BALAJI, DGM (HRD) of VISAKHAPATNAM STEEL PLANT for his
constant moral support, guidance and suggestions during the progress of my
project. I am so thankful to the VISAKHAPATNAM STEEL PLANT, for
giving me an opportunity to undertake my project work.
I want to express my sincere thanks to my Guide Mr.N.V.V.L.N.MURTHY,
AGM, PERSONNEL DEPT. for his support and valuable guidance in successful
completion of my project work.
My special thanks to Mr.O.R.M.RAO, AGM (MD) of VISAKHAPATNAM
STEEL PLANT, for his valuable suggestions and co-operation throughout the
project work.
I am greatly indebted to my faculty guide, Prof. KAVITHA R GOWDA of
ISBR for her kind guidance and helpful suggestions in every stage of this project.
This project would not have been successful without her help.
(K.MeghanaDasari)
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CONTENTS
Sr. No. Particulars Page No.
1
Title Page
1
2
Declaration
4
3
Acknowledgement
5
4
Executive Summary
8
5
Chapter I
Introduction
i) Company Profile
ii) Industry Profile
iii) SWOT analysis
10
36
45
6
Chapter II
i) Importance of study
ii) Research methodology
51
52
7
Chapter III
Department study
54
8
Chapter IV i) Observations ii) Suggestions iii) Limitations iv) Conclusion
89
104
110
113
9
Appendix
i) Bibliography
114
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EXECUTIVE
SUMMARY
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Two of the most critical activities within the human resources (HR) domain are
recruiting and staffing. This involves identifying and attracting the right people to fill
positions, ranging from upper management and key decision-maker roles to entry-
level personnel. Finding the right person for each position and doing so in a cost-
effective and timely manner is a challenge for any organization, but it is becoming
especially difficult for public sector entities. Public sector organizations often are at a
disadvantage when compared to the private sector in recruiting and staffing processes.
The private sector typically outmatches the public sector on compensation, including
bonuses and various other perks, such as stock options.
Public sector organizations also often find themselves competing against not only
private companies, but each other, in attracting potential employees. Smaller
organizations in more isolated regions of the country, for example, find that multiple
jurisdictions often compete over the same diminishing applicant pool and, in turn,
drive up compensation costs across the region. These factors have forced many public
sector organizations to develop creative strategies and solutions for recruiting and
staffing. Many organizations report positive overall outcomes from temporary
workers transitioning to permanent employees. Other organizations are improving
their visibility by developing a branding strategy complete with consistent messaging
and marketing. Finally, organizations are tapping into professional and cultural
networks to reach individuals with specialized skill sets and increase the overall
diversity of their workforce. Various new approaches are proving successful, and
these models demonstrate great potential for public sector HR. At the same time,
some of the strategies described here are just the starting point for organizations
overhauling recruiting or staffing efforts. HR continues to struggle with gathering data
and measuring performance, both important steps in efforts to transform HR
operations or utilize alternative models like shared services and outsourcing.
Information technology (IT) is an important enabling tool for recruiting and staffing,
but overall use of IT remains limited, and even the most advanced systems are not
being used to their full potential.
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CHAPTER -I
INTRODUCTION
Company profile
Industry profile
SWOT analysis
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INTRODUCTION
Steel comprises one of the most important inputs in all sectors of economy. Economy
of any country depends on the strong base of the iron and steel industry. Steel is a
versatile material with multitude of useful properties, making indispensable for
furthering and achieving continual growth of the economy be it construction,
manufacturing infrastructure or consumables. The level of the steel consumption has
long been regarded as an index of industrialization and economic maturity attained by
country.
Keeping in view the importance of steel the integrated steel plant with foreign
collaboration was setup in the public sector in the post independence era. The growth
of any organization depends on the overall performance such as human resource
management, productions, marketing resources and financial performance of the
organization. The growth of any organization can be judged by the growth of the
employee reflecting the performance of organization in larger scale. Vital aspect of
HRM because the performance of an individual in an organization is largely driven by
the work atmosphere or work culture that prevails at the workplace. A good working
condition is one of the benefits that the employees can expect from an efficient human
resource team. A safe, clean and healthy environment can bring out the best in an
employee.
An organization cannot build a good team of working professionals without good
Human Resources. The key functions of the Human Resources Management (HRM)
team include recruiting people, training them, performance appraisals, motivating
employees as well as workplace communication, workplace safety, and much more.
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COMPANY PROFILE
Introduction
Vision
Mission
Objectives, Policies
Introduction to various
departments.
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PROFILE OF VISAKHAPATNAM STEEL
PLANT
Visakhapatnam Steel Plant, popularly known as vizag Steel, is one of the major steel
producers in India. Visakhapatnam steel plant the first coast based steel plant of
India is located 16 km south west of city of destiny i.e., Visakhapatnam Bestowed
with modern technologies, VSP has an installed capacity of 7.3 million tons per
annum of liquid steel and 6.773 million tones of saleable steel. At VSP there is
emphasis on total automation, seamless integration and efficient up gradations which
results in wide range of long and structural products to meet stringent demands of
discerning customers with in India and abroad. VSP products meet exacting
international quality standards such as JIS, DINAND BIS, and BS etc.
VSP has become the first integrated steel plant in the country to be certified to all the
three international standards for quality (ISO-9001) for environment management
(ISO-14001), for Occupational Health & Safety (OHSAS-18001). The certificate
covers quality system of all operational, maintenance and service units besides
purchase system, training and marketing functions spreading over 4 regional
marketing offices, 24 branch offices and stock yard located all over the country.
VSP successfully installing and operating efficiently Rs460 crores worth of pollution
control and environment control equipments and converting the barren landscape by
planting more than 3 million plants has made the steel plant, steel township and
surrounding areas into a heaven of lush greenery.
Steel occupies the foremost place amongst the materials in use today and pervades all
walks of life. All the key discoveries of human genius for instance steam engine,
railway means of communication and connection, automobile, aero place and
computer, are in one way or together with steel and with its sagacious and
multifarious application. Steel is a versatile material with multitude of useful
properties making it indispensable for furthering and achieving continual growth of
the economy be it construction, manufacturing, infrastructure or consumables. The
level of steel consumption has long been regarded as an index of industrialization and
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economic maturity attained by a country. Keeping in view the importance of steel, the
following integrated steel plants with foreign collaboration were set up in the public
sector in the post independence era:
Sl. No Steel plant Collaborated by
1 Durgapur steel plant Britain
2 Bhilai steel plant Erstwhile USSR
3 Bokaro steel Plant Erstwhile USSR
4 Rourkela steel plant Germany
Background:
With a view to give impetus to industrial growth and to meet the aspirations of the
people from Andhra Pradesh, Government of India decided to establish integrated
steel plant in public sector at Visakhapatnam (AP). The announcement to this effect
was made in the parliament on 17th April, 1970 by the Prime Minister of India
Smt.Indira Gandhi.
A site was selected near Balacheruvu creek near Visakhapatnam city by a committee
set up for the purpose, keeping in view the topographical features, greater availability
of land and proximity to a future port. Smt.Indira Gandhi laid the foundation stone for
the plant on 20th
January 1971.
Seeds were thus sown for the construction of a modern & sophisticated steel plant
having annual capacity of 3.4 million tons of hot metal. An agreement was signed
between Government of India and the erstwhile USSR on June 12th
1979 for setting
up of an integrated steel plant to produce structural & long products on the basis of
detailed project report prepared by M/s M.N. Dustur& company. A comprehensive
received DPR jointly prepared by soviets & M/s Dustur& company was submitted in
Nov 1980 to Government of India.
The construction of the plant started on 1st Feb 1982. Government of India on 18
th Feb
1982 formed a new company called Rashtriya Ispat Nigam Ltd. (RINL) and
transferred the responsibility of construction, commissioning & operating the plant at
Visakhapatnam from steel authority of India Ltd to RINL.
To meet growing domestic needs of steel, Government of India decide to setup an
integrated steel plant at Visakhapatnam, an agreement was signed with erstwhile
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USSR in 1979 for co-operation in setting up 3.4mt integrated steel plant at
Visakhapatnam.
It can be seem from the above table, during the year 2002-03, the company turned
around by earned a net profit of Rs 521 crores.
In the same year, it bagged the PRIME MINISTER TROPHY for its excellent
performance in the steel industry. In September 2003, RINL became a DEBT FREE
COMPANY.
Since Commission VSP has already crossed many mile stones in the fields of
production, productivity & exports. Coke rate of the order of 509 Kg/Ton of Hot
metal, average converter life of 2864 heats an average of 23.6 heats per sequence in
continuous Bloom Caster. Specific energy consumption of 6.07 G Kale/ton of liquid
steel, a specific refractory consumption of 8.94 kg and a labor productivity of 265
Ton/man year are some of the peaks achieved (during the year 2004-05) in pursuit of
excellence.
Board of Directors:
BOARD OF DIRECTORS
CHAIRMAN-CUM-MANAGING
DIRECTOR
SHRI. P. MADHUSUDAN
DIRECTOR (PERSONNEL) Dr.G.B.S.PRASAD
DIRECTOR (COMMERCIAL) SRI. T.K. CHAND
DIRECTOR (OPERATIONS) SRI. D.N.RAO
DIRECTOR (FINANCE) SRI T.V.S.KRISHNA KUMAR
DIRECTOR (PROJECTS) SRI P.C MAHAPATRA
CVO SRI .SIDDARTHA KUMAR
GM(CA) & COMPANY
SECRETARY
SRI P MOHAN RAO
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VISION, MISSION & OBJECTIVES
Vision:
To be a continuously growing world class company
We shall
Harness our growth potential and sustain profitable growth.
Deliver high quality and cost competitive products and be the first choice of
customers.
Create an inspiring work environment to unleash the creative energy of
people.
Achieve excellence in enterprise management.
Be respected corporate citizen, ensure clean and green environment and
develop vibrant communities around us.
Mission:
To attain 20 million ton liquid steel capacity through technological up-gradation,
operational efficiency and expansion; augmentation of assured supply of raw
materials to produce steel at international standards of cost and quality; and to meet
the aspirations of the stakeholder.
Objectives:
Stabilize 6.3 Mt of Liquid Steel expansion by 2014-15 with the mission to
expand further in subsequent phases as per the corporate plan.
Revamp existing Blast Furnaces to make them energy efficient to
contemporary levels and in the process increase their capacity by 0.5 Mt each,
thus total hot metal capacity to 7.5 Mt. by 2015-16.
Achieve higher levels of customer satisfaction.
Vibrant work culture in the organization.
Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns
Core Values:
Commitment
Customer Satisfaction
Continuous Improvement
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Concern for Environment, Creativity & Innovation
VSP POLICIES
VSP takes all necessary actions for the fulfillment of regulatory requirements. It has
dedicated departments for this purpose. Energy conservation, environmental
preservation, safety in work place, and occupational health gets highest priority in the
company. Some of the policies in this regard are reproduced below.
Quality Policy:
Supply quality goods and services to customers delight.
Document, Implement, Maintain and periodically review the management
systems including the policy, Objectives and targets.
Focus on conservation of natural resources and energy with concern for
Environment.
Comply with all relevant legal, regulatory and other requirements applicable
to products, activities and processes in respect of Quality, Safety,
Occupational Health & Environment, and also ensure the same by contractors.
Use resources efficiently and reduce waste & prevent pollution.
Continually improve Quality, Safety, and Occupational Health & Environment
performance.
Encourage development and involvement of employees.
Maintain high level of quality, Environment, occupational health and safety
consciousness amongst employees and contract workers by imparting
Educational & Training.
Energy Policy:
Document, implement, maintain and periodically review the energy
management system including the policy, objectives and targets.
Make energy conservation a way of life at RINL by promoting awareness
among all.
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Support the purchase of energy efficient products and services and ensure
energy performance improvement in the design of new facilities as well as up
gradation of existing facilities.
Look for alternative sources to achieve energy security of the plant.
HR Policy:
Provide work environment that makes the employees committed and
motivated for maximizing productivity
Establish systems for maintaining transparency, fairness and equality in
dealing the employees
Empower employees for enhancing commitment, responsibility and
accountability
Encourage teamwork, creativity, innovativeness and high achievement
orientation
Provide growth and opportunities for developing skill and knowledge
Ensure functioning of effective communication channels with employees
Customer Policy:
VSP will strive to meet more than the Customer needs and expectations
pertaining to Products, Quality, Value for Money and Satisfaction
VSP greatly values its relationship with Customers and would make efforts at
strengthening these relations for mutual benefit
VSP strive for enhancing value for the money and value the relationship with
Customers.
IT Policy:
Follow best practices in Process Automation & Business Processes through IT
by in-house efforts / outsourcing and collaborative efforts with other
organizations / expert groups / institutions of higher learning, etc, thus
ensuring the qualityof product and services at least cost
Follow scientific and structured methodology in the software and other IT
infrastructure and ensure high levels of data and information software
development processes with total
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Install, maintain and upgrade suitable cost-effective IT hardware, security
Strive to spread IT-culture amongst employees based on organizational need,
role and responsibilities of the personnel and facilitate the
objective of becoming a world-class business organization.
Enrich the skill-set and knowledge base of all related personnel at regular
intervals to make employees knowledge-employees
Periodically monitor the IT investments made and achievements accrued to
review their cost effectiveness
HRD Policy:
To create an organizational culture this nurtures employees potential for the
prosperity of the organization:
Identify development needs of the employees on a regular basis, provide the
necessary training and continually evaluate and monitor the effectiveness of
the training so the quality o the training also gets upgraded.
Provide inputs to the employees for developing their attitude towards work
and for matching their competencies with the organizational requirements.
Create an environment of learning and knowledge sharing by providing the
means and facilities and also access to the relevant information and literature.
Facilitate the employees for continuous development of their knowledge base
skills, efficiency, innovativeness, self-expression and behavior so that they
contribute positively with commitment for the growth and prosperity of the
organization while maintaining a high level of motivation and satisfaction.
Prepare employees through appropriate development programs for taking up
higher responsibilities in the organization.
Fulfill social obligations by providing training to the students of educational
institutions and to the trainees of the organizations.
VSP Technology: State-of-the-Art:
7 meter tall Coke Oven Batteries with coke dry quenching
Biggest Blast Furnaces in the country
Bell-less top charging system in Blast Furnace
100% slag granulation at the BF Cast House
Suppressed combustion LD gas recovery system
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100% continuous casting of liquid steel
Tempcore and Stelmor cooling process in LMMM & WRM respectively
Extensive waste heat recovery systems
Comprehensive pollution control measures
Main Products of VSP: Steel products:
1) Angles 10)Nut Coke 2) Billets 11)coal tar 3) Channels 12)Anthracene oil 4) zBeams 13)HP Naphthalene 5) Squares 14)Benzene 6) Flats 15)Toulene 7) Rounds 16)Zylene 8) Re-bars 17) Wash oil 9) Wire Rods
By-products: 1) Granulated Slag 2) Lime Fines 3) Ammonium Sulphate
Major Sources of Raw Materials:
Raw Material Source
Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal (MCC) Gidi/Swang/Rajarappa/Kargali
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Table No. 1.1 Major Units:
Department Annual Capacity
(000 T)
Units (3.0 MT Stage)
Coke
Ovens
2,261
4 Batteries of 67 Ovens & 7 Mtrs. Height
Sinter
Plant
5,256
2 Sinter machines of 312 Sq. Mtr. Grate area
each
Blast
Furnace
3,400
2 Furnaces of 3200 Cu. Mtr. Volume each
Steel Melt
Shop
3,000
3 LD Convertors each of 133 Cu. Mtr.
Volume and six 4 strand bloom casters
LMMM
710
4 stand finishing Mill
WRM
850
2 x 10 stand finishing Mill
MMSM
850
stand finishing Mill
Table 1.2 Production Performance (000 Tons):
Year
Hot
Metal
Liquid
Steel
Saleable
Steel
Labor
Productivity
(Tons/man year)
2006-2007 4,046 3,606 3,205 413
2007-2008 3,913 3,322 3,210 389
2008-2009 3,546 3,145 3,080 359
2009-2010 3900 3399 3,080 361
2010-2011 3830 3424 3100 339
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2011-2012 3778 3410 3467 340
2012-2013 3998 3456 3467 363
Table 1.3 Commercial Performance (Rs. Crs.):
Year Sales Turnover Domestic Sales Exports
2006-2007 9,131 8,487 4243
2007-2008 10,433 9,878 55473
2008-2009 10,411 10,333 7832
2009-2010 10635 10284 35094
2010-2011 11517 11094 42247
2011-2012 14462 13490 41519
2012-2013 13552 12954 59,807
0
5,000
10,000
15,000
20,000
25,000
30,000
Hot Metal Labor Productivity(Tons/man year)
2012-2013
2011-2012
2010-2011
2009-2010
2008-2009
2007-2008
2006-2007
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Table 1.4 FINANCIAL PERFORMANCE (.Crs)
Year Gross Margin Cash Profit Net Profit
2005-2006 2369 2337 1252
2006-2007 2632 2583 1363
2007-2008 3515 3483 1942
2008-2009 2356 2267 1335
2009-2010 1602 1524 796
2010-2011 1412 1247 658
2011-2012 1645 1454 751
2012-2013 1072 713 352
0
1000
2000
3000
4000
GrossMargin
CashProfit
Net Profit
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
1FINANCIAL PERFORMANCE
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Major Sources of Raw Materials:
Raw Material Source
Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal (MCC) Gidi/Swang/Rajarappa/Kargali
Table 1.5 Major Unit sof raw materials
Department Annual Capacity
(000 T)
Units (3.0 MT Stage)
Coke Ovens
2,261
4 Batteries of 67 Ovens & 7 Mtrs. Height
Sinter Plant
5,256
2 Sinter machines of 312 Sq. Mtr. Grate area
each
Blast Furnace
3,400
2 Furnaces of 3200 Cu. Mtr. Volume each
Steel Melt
Shop
3,000
3 LD Convertors each of 133 Cu. Mtr. Volume
and six 4 strand bloom casters
LMMM
710
4 stand finishing Mill
WRM
850
2 x 10 stand finishing Mill
MMSM
850
6 stand finishing Mill
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Man Power as on 01-03-2014:
Particulars Works Projects Mines Others Total
Executives 4250 421 117 1511 6299
Non
Executives
11016 48 221 800 12085
Total 18384
Introduction to Different Departments:
Company Affairs Department:
It is concerned with following functions:
1) Conducting of various Meetings as mentioned below:
Board of Directors
Committee of Management
Annual General/Extraordinary General Meetings
Annual General Meeting
Extraordinary General Meeting
Audit Committee
Technology Improvement and Bench Marking Committee
High Power Steering Committee(HPSC)
Committee for Award of Contracts relating to Project Expansion Contracts
Committee for Award of Contracts (CAC)
2) Delegation of Powers
3) Other Activities
Corporate Strategic Management:
Visioning & Corporate Planning Exercise
Annual Sustainability Plan & Five year Roll-On Plan
Annual Memorandum of Understanding (MOU) with Ministry of Steel
Monthly & Quarterly Reviews of above plans with Management
Quarterly Performance Reviews (QPR) with Ministry of Steel(MOS)
Identification & Analysis of Strategic Investments(JVs) for vertical integration
& diversification options
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Enterprise Risk Management (ERM)
Promotion of Business Excellence concepts through
1) Project Utkarsh Initiatives
2) Knowledge Management system-GNANA
3) Corporate Awards
CSM acts as a nodal agency for co-ordination with Department of Public-Enterprise
(OPE), Ministry of Steel(MOS) and Ministry of Statistics &Programme
Implementation (MOSPI) for dissemination of critical information as required.
Finance and Accounts Department:
Finance & Accounts functions centre around arranging the Finances, facilitating and
accounting the operations and compliance with various statutes. Finance function is
general discipline having universal application. As such, it has its role in all forms and
types of business i.e., from a sole trader to the joint Stock companies, whether it is
Indian or Multi-National Company. The function encompasses broadly, Finance,
Accounting, MIS, Audit, and taxation areas. Function covers the areas of raising of
Finances viz., Capital, loans and servicing thereof. Finance also covers the areas of
controls viz., Budgetary Control and Cost Control.
Accounting deals with recording of daily transactions, compilation of Annual
Accounts and their audit by various agencies, viz, statutory Auditors appointed under
the Companies Act, Audit by Controller & Auditor General of India in case of
Government Companies, Internal Audits and special Audits.
Training & Development:
The needs of induction training, skill up gradation, unit training, computer related
training, refresher training, foreign training, faculty development etc, are attended by
the Training & Development Centre while management development and attitudinal
development are taken care at the Centre for HRD.
Training in certain specialized areas like safety, fire prevention, occupational health
etc. is also taken up by departments specializing in respective fields.
Conduct Training:-
Once the trainer is identified then the dates should be fixed for the training program
and it should be conducted. The trainer may use various techniques to train the
employees i.e. either by classroom method or demonstration method or slide showing
method or training the employees on the equipment and many more techniques can be
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used by the trainer. In this way by following either all the above said methods or by
following any one the trainer can train the trainees.
Implementing of the Learned Skills:-
Once the training is completed then comes the stage of implementation where the
employees implement their newly learnt skills at their respective jobs. Whatever the
employees learnt in the training may be difficult to implement but by following the
techniques taught to them at the training they can easily implement their skills. The
implementation is done under the follow up action of the trainer.
Assessment Test:- An Assessment test is conducted at the end to know the knowledge gained by the
employees and how far they are able to recollect the learned material. This test would
give the result of how much knowledge employee gained by the training and what
score he gained in the test and as well it helps in knowing the performance level of the
employee.
If not Assessed then Retrain:- If at last the employee has not qualified the test then it means that the employee has to
be retrained so that he gains the required skill. In this way assessment test helps in
knowing the knowledge gained by the employee.
In this way On the Job Training carries all the above steps, which should be
conducted sequentially so that the training is given successfully.
Production Facilities:
The production facilities in the RINL are most modern amongst the steel industry in
the country. The know-how and the technology have been acquired from different
parts of the world from the reputed/established manufacturers.
Some of the production facilities in RINL are:
7 meter coke ovens of RINL are the tallest so far built in the country.
Base Mix Yard for sinter plant introduced for the first time in the country
helps in excellent blending of the faced material to sinter machine and
production of consistent good quality sinter.
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3200 cubic meter two blast furnaces i.e., Godavari and Krishna with bell less
top charging equipment and 100% cast house slag granulation, the biggest to
be setup in the country have done away either the conventional bell charging
system.
100% continuous costing of liquid steel into blooms resulted in lowest losses
and better quality of blooms.
RINL has sophisticated and latest features of automation of large polling mills
consisting of
Light and Medium Merchant Mill (LMMM) which include billet and bar millWire
Road Mill (WRM)
Medium Merchant and Structure Mill (MMSM)
The operations of blast furnace, steel melting shop and rolling mills have been
entirely computerized to ensure consistent quality and efficient performance.
Marketing Network:
VSP has a wide network of Regional Offices and Branch Offices spread across the
country for marketing of its products. There are 5 Regional Offices and 23 Branch
Offices. Stock Yards are attached to each of the Branches. These are catering to the
needs and expectations of the customers in various segments. The details of Regional
Offices and Branch Offices are brought out below:
Region Location of Regional
Office
Branches
East Kolkata Bhubaneswar, Kolkata, Patna
North Delhi Agra, Chandigarh, Dehradun,
Delhi, Faridabad, Ghaziabad,
Jaipur, Kanpur, Ludhiana
West Mumbai Ahmedabad, Indore, Mumbai,
Nagpur, Pune
South Chennai Bangalore, Chennai, Kochi,
Coimbatore
Andhra Visakhapatnam Hyderabad, Visakhapatnam
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Personnel Department:
One of the primary objectives of Organizations is to develop a well- knit personnel
policy and comprehensive personnel systems that are result-oriented and to develop
an organizational culture which motivates employees to contribute their best towards
the achievement of organizational objectives. In accordance with this objective, VSP
has given considerable emphasis on development of human resources, as well as
formulation and implementation of progressive personnel policies, systems, rules and
procedures with an objective to synchronies organizational needs with organizational
needs with individual aspirations. Since inception, VSP has held emphasis on
effective man management as it subscribes to the belief that effectiveness and success
of the organization depend largely on the skills and commitment of the people.
The rigorous and systematic approach to recruitment- from fresh candidates her
upwards-training, promotions and rewards have all helped to meet the aspiring needs
of the individual and thereby the goals of the organization.
VSP has developed a comprehensive scheme of career planning and managerial
succession. In the field of industrial relations, VSP encourages a participative
approach. A career with VSP will mark the beginning a quest for advancement. VSP
is a fast expanding organization and provides ample opportunities for a rapid career
growth in the area where aptitude lies.
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Organizational Chart (Personnel Directorate):
Pollution Control Measures adopted in VSP:
Generally, integrated steel plant is seen as a major contributor to environmental
pollution as it discharges volumes of waste products. Elaborate measures have been
adopted to combat air and water pollution in VSP has planted more than 3.4 million
trees over an area of 35 Sq. Kms. And incorporated various technologies at a cost of
Rs.460 Crores towards pollution control measures.
Sources of Funds:
VSP raise its working capital from of 10 Bankers. The following are the 10 banks
where funds for finance are raised.
State Bank of India (SBI)
Canara Bank
Directorate (Personnel)
ED (P&IR) ED (P&CS)
GM (P)-Works GM (P)-Non
Works
GM (CP&C) GM (Law liaison)
officer SC&ST
GM(Training & HRD)
GM (TA)
GM (MS)
DGM (Admn) & Liaison I/C
GM (M & HS)
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30
UCO Bank
Bank of Baroda
Andhra Bank
State Bank of Hyderabad
Allahabad Bank.
HSBC
Industrial Development Bank of India (IDBI)
Indian Overseas Bank (IOB)
Achievements & Awards:
The efforts of VSP have been recognized in various fora. Some of the major awards
received by VSP are in the area of energy conservation, environment protection,
safety, quality, Quality Circles, Rajbhasha, MOU, sports related awards and a number
of awards at the individual level.
Some of the important awards received by VSP are indicated below:
Award Purpose Year
Excellence Award by Institute of
Economic Studies
For excellent performance in
Steel industry 2014
Corporate Vigilance Excellence
Award 2013-14
Outstanding initiatives in
vigilance arena
2014
Hindi Award - HINDI
SALAHKAR SAMITI Of Ministry
Of Steel
For implementation of the
Official language of Hindi. 2014
"ICON OF THE YEAR AWARD
2014" TO SRI P
MADHUSUDAN, CMD- RINL
Recognition by ICAI 2014
"GREATEST CORPORATE
LEADERS OF INDIA AWARD"
TO SRI P MADHUSUDAN,
CMD- RINL
Recognition for Corporate
Leaders 2014
Significant Achievement in CII
EXIM Bank Award for Business
Excellence 2013
Overall Excellence in all
activities of the company 2013
Vishwakarma Awards -
VishwakarmaRashtriyaPuraskar)
for 12 employees
Innovative suggestions for higher
efficiency, productivity & process
improvements
2013
First prize of prestigious Indira
Gandhi Rajbhasha Shield For effective implementation of
Official Language 2013
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31
Award for Second best House
Magazine in Hindi 'Sugandh'
For excellence in House
Magazine in Hindi 'Sugandh 2013
Cost Management Excellence
Award by Institute of Cost
Accountants of India , New Delhi
For excellence in Cost
Management 2013
National Vigilance Excellence
Award by Vigilance Study Circle
. For eminent professionals in the
field of Vigilance
2013
ICC Corporate Governance and
Sustainability Vision Award 2013
For performance on Sustainability
and Corporate Governance
2013
CII-ITC Sustainability Award 2012 - Strong commitment
For performance on Sustainability
2013
Awards at ICQCC12, Malaysia -3 star (Top Most Category) for 3 QC
Teams
For implementation of QC
projects
2012
Vishwakarma Awards -
VishwakarmaRashtriyaPuraskar
(VRP) for 17 employees
Innovative suggestions for higher
efficiency, productivity & process
improvements
2012
Awards at INSSAN -2012 - 1st
place in the Excellence in Suggestion Scheme & 3 Merit prizes
For implementation of
Suggestions
2012
QCFI Award-2012 - Best Public
Sector Organization
For promoting Quality Concepts
2012
National Vigilance Excellence
Award by Vigilance Study Circle
(VSC)
For eminent professionals in the
field of Vigilance
2012
CIO-100 Award
For excellence in IT & Special
Award under the category
Networking Pioneer
2012
Indira Gandhi Rajbhasha Shield - First prize
For effective implementation of
Official Language Hindi
2012
Organizational Environment:
RashtriyaIspat Nigam Limited, a Navratna PSE with 100% ownership held by GOI, is
the corporate entity of Visakhapatnam Steel Plant-the countrys first shore based
integrated steel plant at Visakhapatnam, Andhra Pradesh. Visakhapatnam Steel Plant,
which was fully commissioned in 1992 with a capacity of 3Mtpa liquid steel, is now
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32
in the midst of commissioning and stabilizing its 6.3Mtpa facilities, thus realizing its
first phase of growth in line with its Vision and Mission.
Main Products and Services: RINL, with its exclusive product mix of longs is the
largest producer of long products in the country with a market share of 8% in 2012-
13. The company also markets by-Products like coal chemicals (Ammonium
Sulphate, Naphthalene, Coal tar, Pitch, Benzyl products, etc.) and Granulated BF slag.
Delivery Mechanism:
A network of 5 e Regional offices, 23 Branch offices, stockyards, 5 Consignment
Sales Agents and 133 Retailers spread across the country cater to the delivery
requirements, which is further complemented by DLDs and RDs to ensure availability
of quality steel in rural areas at affordable prices. Retailers, DLDs and RDs provide
efficient channel to ensure the availability of RINL products at various points of
consumption that cannot be directly accessed by the company.
Culture of the organization:
Right from inception stage, a conscious effort on inculcating a New Work Culture
of Commitment, Continuous improvement, Concern for environment and Customer
orientation among employees were initiated and appropriate systems put in place,
which over a period of time has evolved into a culture of Creative and Innovative
improvements across the organization.
Employee Profile, Education Levels, Work Force, Job Diversity, Use of Contract
Employees:
Total employee base can be organized into non-executive and executive grades.
Categorization by department also provides a basic segmentation for the purpose of
administrative convenience and structured deployment and monitoring of various
initiatives fig., shows the overall manpower, age profile, gender diversity and
qualification of employees in the organization. Apart from the regular employees on
the rolls of the company, the company also engages contractual labor force for
carrying out non-core activities in the production facilities.
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35%
65%
Manpower
Executives
Non Executives
40%
9% 27%
15% 9%
Qualification
Engineering
Graduates/PG
Graduates/PG
Engineering
Graduates/PG
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Main facilities of the plat(Not Exhaustive)
Salient Technological features at
3Mtpa
Salient technological features at
6.3Mtps
7M tall Coke Oven Batteries with 100%
CDQ3200 Cu.m Blast Furnaces with bell
less top charging100% Continuous
castingStelmore and Tempcore processes
at Mills
3800 Cu.m BF-Profilometer, copper
staves, PCI etc.,
Sinter Plant-Circular cooler, chamber
type roof mounted Burner etc.,
CCM-Auto Mould technology, Electro-
Magnetic StemmingWRM-High Speed
Mill (105-110m/s), digital furnace.
Major Technologies, Equipment, Facilities:
Technologies adopted (Fig) during the inception of plant were the first of its kind in
the Indian steel industry, which RINL over the years has harnessed and improvised
upon, to build a unique competitive advantage around its operational efficiency. It
will vet further strengthened with stabilization of the 6.3Mtpa expansion units.
RINL has been a forerunner in adoption of green technologies in the process of steel
making through the BF-BOF route, in 1980s, well before the concepts of sustainable
development emerged as a concern in the industry.
An initial investment of 468Cr was made on clean technologies, which was 5.5% of
the total project cost and the thrust continues even during the current expansion to
6.3Mtpa with a total investment of1283Cr, which is 10% of the total project cost(fig)
3%
97%
0 0
Gender Diversity
Women
Men
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35
Aspect Benefit
Waste heat recovery at coke
Dry Cooling Plant(CDQ)
Generation of Power(2x7.5MW)through
BPTS 14MW power generation from COB-
IV
Waste gad utilization (CO,
BF&LD gas)
Used as fuel in furnaces and boilers.
Utilization of top pressure at
BF through Top Recovery
Turbine(TRT)
Generation of power(2x12MW) through
GETS
Dry fog dust suppression at
RMHP
Reduced dust
Evaporative cooling systems at
LMMM&MMSM
Generation of process steam
Aspect Benefit
Waste heat recovery at straight line cooler of
sinter plant
20.6MW power generation
Secondary emission control system at Steel
Melt Shop-2
Cleaner environment
Waste heat recovery at Mills Generation of process steam
by recovery of heat from the
skids reheating furnaces
Waste heat recovery at BF-3 stoves Used for pre-heating of gas&
air
Generation of power using Lean BF gas (by-
product gas)
120MW power plant being
installed.
Installed capacity of green power at RINL at present is 36% of total captive power
generation capacity, through utilization of waste energy and the same is likely to go
up to 62%, after the completion of 63.3Mtpa expansion and other ongoing projects.
Statutory and Regulatory Environment:
Being GoI owned PSE, RINL complies with all the applicable regulations and has
been adopting the recent DPE guidelines on CSR, CG, SD, R&D etc., RINL has been
certified for all three system standards i.e., ISO 9001:2008, ISO 14001:2004 and
OHSAS 18001:2007. Further RINL is the first PSE and first in Steel sector in India to
adopt ISO 50001 standards for Energy Management System.
Stage of VSP in Business Life Cycle:
VSP is a production unit and there shouldnt be a saturation level as the saturation
level is followed by declination of profit, so when the sales of the business unit
reaches to a saturation level then expansion/ extension renovates the business life
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36
cycle and exploration of new units and products can be practiced, such that
organization can maintain a consist position in market.
Table 1.10 2Business life cycle of VSP
Similarly VSP was into same stage of business life cycle, as it has already attained the
saturation level, in order to with stand the competition and to maintain its position in
the market, it has gone for expansion of 20000 acres evacuating the surroundings. As
for the company norms they also provided employment for unemployed and as well
as arranged for their accommodation. Government granted permission for new
recruitment of 10% of present manpower.
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INDUSTRY
PROFILE
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38
INTRODUCTION TO STEEL INDUSTRY IN INDIA
Whats in the name? Nothing, one might say. For steel a century old metalthere
additionally seems no reason for any possible non-unanimity of thought. But here
precisely are the chances for our going wrong. True, like most industries, the Indian
Steel Industry has experienced the highs and lows of the business cycle, has been
impacted by the globalization and has been subjected to the vagaries of market forces
in a liberalized set up. But at the end of it all, what we have today is a highly evolved,
resilient and an ever vigilant industry, which through adoption of State-of-the-art
technologies has kept pace with changing times, producing an output that has not only
stood the test of time but has globally transformed the way men think and do business
in steel.
India got into the steel making in the early 20th
century when JRD Tata set up the first
steel mill in the country in 1907 in Jamshedpur. Since then, the steel industry has
undergone a lot of change but the Tata Iron and Steel Company continues to be the
largest private steel maker in the country. The steel industry in the 70s and 80s was
dominated by TISCO & SAIL. With the price control regime in place, the steel
companies could turn in a profit without any major effort. But the situation soon
changed when the country decided to open the doors for foreign investment in 1991.
The pricing mechanism of Joint Plant Committee, which has been operating from
1964, was abolished with effect from January 1992.
In the initial economic reforms, industrialists saw the economy growing at 7% per
annum and since steel consumption is directly linked to the growth in economy, it was
assumed that demand for steel in the country would explode. This led to huge flow of
investments into the steel industry and many EAF based steel units were set up. The
1st phase (1914-1947) of its evolution can be traced to the beginning of the 20
th
century when the steel industry made a beginning as an icon of active patriotism,
thanks to the pioneering spirit of Swadeshi entrepreneurs in the private sector. This
period saw a small but viable steel capacity of about 1 million on the coffin.
Although the initial years justified these assumptions and steel consumption really
took off, this scenario was not to continue for long. The political instability and the
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39
resultant slow down in reforms saw the economic growth slowing down. The South
East Asian economic crises were of course, the final nail on the coffin.
During the second phase (1947 1992), in the hands of the early planners this
industry became an important instrument for attaining rapid economic growth because
of two inherent advantage enjoyed by it. Firstly, Indias fast reserves of the basic raw
materials conferred a certain competitive advance to this industry. Secondly the
wide-ranging linkages, both forward & backward sector has with the rest of the
economy made it an ideal catalyst for generating and sustaining economic
development.
During the 4 decades, the Indian State invested heavily in crating large scale
integrated capacities in the public sector as part of the overall development strategy
aiming at self sufficiency in the heavy & basic industries. To ensure state control at
the commanding heights of the economy, large-scale capacity creation was reserved
for the public sector units (PUS) in a predominantly mixed economic environment.
INDIAS STEEL SCENARIO:
Indian Steel industry has always remained isolated and protected by Government,
where the steel industry was never expected to generate profit from business, but was
expected to provide employment to the unemployed. Presently India is operating with
open-hearth furnaces. The existing equipment, energy and labor in Indian Steel
industry are much low than the developed countries.
Indian Steel industry generates as significant amount of waste materials, which can
environmental problems. The four aspects of Waster Management namely
residue reprocess, recycle and recovery do not hold much ground in the Indian Steel
Industry. The Indian companies cannot spend more for pollution control. The energy
consumption per ton is 50-100% higher than that of the International norms.
The Indian steel industries have developed a bit in the recent years. The production is
going on properly. Many techniques are being implemented in the steel industries.
The countrys aim is to sell quality steel. The government is also helping the steel
industries in this basis. The apparent consumption of steel is shown below:
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40
The development of steel industry in India should be viewed in conjunction with the
type and system of government that had been ruling the country. The production steel
in significant quality started after a 1990. The growth of steel industry can be
conveniently started by dividing the period into pre and post independence era. In the
period of pre Independence steel production was 1.5 million tons per year, which was
raised to 9.0 million tones of target by the seventies. This is the present of the bold
steps taken by the government to develop this sector.
PROBLEMS OF STEEL INDUSTRY:
Non-availability of good quality raw material is another problem faced by iron and
steel industry. The modern giant blast furnace needs high-grade iron ore and good
metallurgical coal.
Further, the industry is unable to get good quality coke and manganese is which the
principal raw materials next to iron ore are unfortunately most of our resources of
manganese ore are of poor quality besides the non availability of good quality raw
material, regular supplies of raw materials are very much handicapped due to the
absence of good transport facilities. Another problem faced by the steel industry
related to the difficulty in getting Zinc supplies for the continuous galvanizing line.
TECHNICAL PROBLEMS:
Bhilai had to execute orders for shipment of rails to Iran, South Korea and Malaysia.
Because of technical limitations, Rourkela plant is unable to substitute aluminum and
Zinc in the production of galvanized sheet, apart from internal technical problems; our
technology in the field of steel production is not a developed one when compared to
other advanced countries. For instance, Japan is production quality steel in spite of
importing raw material and additional material from other country.
GOVERNMENT CONTROL AND PRICING POLICY:
Since 1941, India steel and iron industry was almost completely state regulated. Both
prices and distribution of steel were under the control of Govt. The Govt. decided to
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41
remove statutory control over the price and distribution of all, but a few categories
with effect from 1st March 1964 the Govt. Supervise the steel and iron inducted
according to the recommendation of Raja committee. But Raj committee in fixing the
steel price didnt regulate the price of the raw materials.
Table 2.1
Growth of Steel Industry
Table 1.6 The growth in a chronological order is depicted below:
S No
Year Growth
1.
1830
Osier Marshall Heathler constructed the first
manufacturing plant at prot-motor in Madras presidency.
2. 1874 James Erskin founded the Bengal frame works.
3. 1899 Jamshediji TATA imitated the scheme for an integrated
steel Plant
4. 1906 Formation of TISCO
5. 1911 TISCO started production
6. 1918 TISCO was founded
7. 1940-1950 Formation of My sore iron and steel initiated at
Bhadravathi in Karnataka
8. 1951-1956 First five-year plan The Hindustan Steel Limited (HSL) was born in the year 1954 with decision of setting up three
plants each with 1 million tones ingot steel per year at
Rourkela, Bhilai,Durgapur. TISCO started its expansion
programme.
9. 1956-1961 Second five-year plan A bold decision was taken up to increase the ingot steel output in India to 6 million tones per
year and its production at Rourkela, Bhilai and durgapur Steel
Plant started.
10. 1961-1966 Third five-year plan During the plan the three steel plants under HSL, TISCO & TISCO were expanded.
11. 1964 Bokaro Steel Plant came into existence
12. 1966-69 Recession period Till the expansion programmes were actively existed during this period
13 1969-74 Fourth five-year plan Salem Steel Plant started. Licenses were given for setting up of many mini steel plants and re-
rolling mills government of India. Plants in south are each in
Visakhapatnam and Karnataka. SAIL was formed during this
period on 24th
January 1973.
14 1974-79 Fifth five-year plan The idea of setting up the fifth integrated steel plant, the first re-based plant at
Visakhapatnam took a definite share. At the end of the fifth
five-year plan the total installed capacity from six integrated
plants was up to 10.6 million tons.
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15 1979-1980 Annual plan. The Erstwhile soviet union agreed to help in
setting up the Visakhapatnam Steel Plant.
16. 1980-1985 Sixth five-year plan Work on Visakhapatnam Steel Plant started with a big bang and top priority was accorded to start
the plant. Schemes for modernization of Bhilai Steel Plant,
Rourkela Steel Plant, Durgapur steel plant and TISCO were
initiated. Capacity at the end of sixth five-year plan from six
integrated plants stood 11.50 million tones.
17. 1985-91 Seventh five-year plan Expansion works at Bhilai and Bokaro steel plant completed. Progress of Visakhapatnam
Steel Plant picked up and the nationalized concept has been
introduced to
Commission the plant with 30 MT liquid steel capacities by
1990.
18. 1992-1997 Eighth five-year plan The Visakhapatnam Steel Plant was commissioned in 1992. The cost of plant has become around
8755 crores. Visakhapatnam Steel Plant started the production
and modernization of other steel plants is also duly engaged.
19. 1997-2002 Ninth five-year plant Restructuring of Visakhapatnam Steel Plant and other public sector undertakings.
20. 2002-2007 Tenth five year plan-Steel industry registers the growth of
9.9% Visakhapatnam steel plant high regime targets achieved
the best of them.
21. 2007-2012 Eleventh five year plan-Steel industry registers the growth of
Visakhapatnam steel plant high regime targets achieved the
best of them.
22. 2012-2017 Twelfth five year plan-The steel industry has a bright future
as the union government has announced to create
infrastructure worth Rs 50 lakh crore in Visakhapatnam steel
plant.
Table 1.7
Steel Plants with foreign Collaborations
S.No Plant Collaboration Capacity of Finished
Steel Products
1. Rourkela Steel Plant West Germany
2. Bhilai Steel Plant Erstwhile USSR
3. Durgapur Steel Plant Britain
4. Bokaro Steel Plant Erstwhile USSR
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43
Table 1.8 Annual Production
S.No Plant Collaboration Capacity
of Finished Steel
Products
Annual
Production
1. Rourkela Steel
Plant
West Germany 7,20,000
tunes
2. Bhilai Steel Plant Erstwhile USSR 7,70,000
tunes
3. Durgapur Steel
Plant
Britain 8,00,000
tunes
Table 1.9: Expansion:- S.No PLANT ORIGINAL
MT/YEAR
EXPANDED
MT/YEAR
1. Rourkela Steel
Plant
1.0 1.8
2. Bhilai Steel Plant 1.1 4.5
3. Durgapur Steel
Plant
1.0 1.6
4. TISCO 1.0 2.0
Growth Potential of Indias Steel Industry: India has set a vision to be an
economically developed nation by 2020. The steel industry is expected to play a
major role in Indias economic development in the coming years. The steel industry of
India has a very high growth potential and is expected to register significant growth in
the coming decades. India is expected to emerge as a strong force in the global steel
market in coming years.
The two major aspects that are expected to play a significant role in
the growth of the steel industry in India are :
Abundant availability of iron ore in the country.
The country has well established facilities for steel production.
Steel production in India has grown from 17 million tons in 1990 to 36 million tons in
2003. In India, steel demand is expected to grow by 3.3% to 76.2 Mt in 2014,
following 1.8% growth in 2013
The Major Sectors Where Consumption Of Steel Is Expected To
Grow In The Coming Years Are :-
Construction
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44
Housing
Ground transportation
Hi-tech engineering industries such as power generation, petrochemicals,
fertilizers
Conclusion on Indian Steel Industry:
The Indian steel industry is among the upcoming industries of the world. It has a
number of iron ores, which means that it has plenty of resources from which to draw
its raw material.The rate of production of steel in India has been going up at a steady
rate in the last few years. In the recent times Orissa and Jharkhand have been
identified as the potential steel destinations of India the ones that would provide the
Indian steel industry with its necessary raw material. There are also a number of steel
companies in India like Tata and ArcelorMittal that are either coming up or have
established themselves as prominent forces in the world steel scenario.
In the recent times a lot of foreign direct investment is being made in the Indian steel
industry. In fact the rate of investment is being made in the last few years and, to a
certain extent, this increase has been contributed to by the growth potential of the
steel industry of India that is thought of as being impressive in the international steel
circle.
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45
SWOT ANALYSIS
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46
SWOT Analysis:
RashtriyaIspat Nigam Limited- Vizag Steel
Parent Company RashtriyaIspat Nigam Limited
Category Iron & steel
Sector Industrial products
Tagline/ Slogan Pride of Steel
USP
Only shore based integrated steel plant in the country
helps in improving cycle time
STP
Segment
Wire rods, rounds, reinforcement bars, angles, channels,
blooms, billets, beams
Target Group
Industries including automotive, construction, petroleum,
railways, shipbuilding
Positioning
The largest player in the domestic long steel products
segment and delivers high quality, cost competitive
products
SWOT Analysis
1. Conferred with Navratna status in India, making it a strong market player
2. Enriched product mix and sustained profitability and sales
3. One-fourth of saleable steel neutralized impact of rise in raw material prices
4. Dispatch of over 2 mn tons of steel by rail is the best for any year since
inception
5. The first Indian steel company to adopt energy management standard for
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47
Strength
systematic improvement in energy efficiency
6. High commitment to achieve capacity levels.
7. Economics of sales.
8. High expansion potential.
9. Strong commitment to conserve environment
Weakness
1. Rise in input cost affects cost of production & operating efficiency
2. High interest and finance charges is a concern
3. Single location company- Only long products exposed to cyclical markets
4. Low return product mix.
5. Productivity below international standards.
6. Lack of ore.
Opportunities
1. Mergers & Acquisitions to gain market share
2. Continued emphasis on infrastructure building & several Greenfield projects
under execution will boost growth
3. Focus on strategic initiatives of Expansion, securing raw materials
4. Improve availability of ports and logistics. Access to import sources.
5. Proximity to southern markets. Increasing domestic demand due to thrust on
infrastructure development.
Threats
1. Rising in inflation rate and increase in interest rates by RBI etc. impacts the
rate of growth
2. The debt crisis in Europe & the political turbulence in the Middle east
3. Speculative market of raw materials is a real concern
4.Increasing competition.
5. Possibility of import duties declining further
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48
Future Prospects:
To expand the plant from 6.3 mn tons to 20 mn tons in different stages.
Establish different plants like excel wheel and government has sanctioned a
manpower of 8% of the existing workforce in the achieving the integrated
plans.
Competition
Competitors
1. JSPL
2. TATA Steel
3. ISPAT
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49
CHAPTER II
IMPORTANCE OF
STUDY
RESEARCH
METHODOLOGY
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50
NEED FOR THE STUDY
There is a special role of every industry barring up on the need essentiality where
everything has to be done in accordance with standards that are regulated by the
government.
To understand this, conceptual idea is not only sufficient but also it needs a wide
knowledge and understanding of the factors that are affecting them. Especially
VISAKHAPATNAM STEEL PLANT has emerged from loss to profit making
company.
Now, the study is all about analyzing, how this has been possible for companies
where there is large scale of employees are working towards the growth of the
organization serving the needs of public. Through this study the code of conduct in
recruiting the manpower and the study of growth of an employee along with
organization, where the backbone of any organization in bringing expected outcomes
is performed by manpower.
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51
SCOPE OF THE STUDY
The Study is based upon the part of Recruitment case study at VSP and the scope of
study is limited to recruitment of executives, and the analysis made on the basis of the
data that is available from the respective department. A business, work or any new
idea generates from need. Similarly the recruitment process also starts by the need for
manpower. Promotion and Retirement trends for the next 5 yrs assess the number of
members that should be recruited to deploy the work in right time. The Study
predominantly aims to explore the scope of recruitment in the coming 5 years.
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52
RESEARCH METHODOLOGY
The research being an exploratory research deals with data collected from primary
sources. It is conducted to gain better understanding of certain situations. This
research is backed up by serious substantive research to make decisions.
Exploratory research for problem definition purposes.
Understanding the HR delivery process in detail and depth.
Understanding the process through observation in its natural setting.
Context dependent research.
Need for new insights in addition to quantitative research.
The information for the study has been obtained from two sources namely:
1. Primary Data
2. Secondary Data
1. Primary Data: It is the information collected directly without any reference.
Observations and through personal interview: In this study it is mainly
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53
concerned with interviews from officers and staff, some of the information has
been verified or supplemented with personal observations .
Through telephone interviews: This is method of collecting information
involves contacting the respondents on telephone itself. The comparative
research of HR practices in private Sector and public Sector was made in this
study.
Deliberate sampling: In this case, having discussion with recruitment
manager and guidelines are taken from Asst. General Manager (HRD) and
with Deputy General Manager(HRD).
2. Secondary Data: This is taken from the annual reports, websites, company
journals, magazines and other sources of information of steel plant.
Analysis of Data: Here in this the previous years reports were considered and
the company journals were taken into consideration for the sake of
performance based data .
While evaluating and estimating the manpower requirement the existing
manpower details was collected from the respective officer of the concerned
department.
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54
CHAPTER III
DEPARTMENT STUDY
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55
Recruitment: Definition: The process of finding and hiring the best-qualified candidate (from
within or outside of an organization) for a job opening, in a timely
and cost effective manner. The recruitment process includes analyzing
the requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new employee to the organization.
This is one of the major responsibilities of the human resource team. The HR
managers come up with plans and strategies for hiring the right kind of people. They
design the criteria which is best suited for a specific job description. Their other tasks
related to recruitment include formulating the obligations of an employee and the
scope of tasks assigned to him or her. Based on these two factors, the contract of an
employee with the company is prepared. When needed, they also provide training to
the employees according to the requirements of the organization. Thus, the staff
members get the opportunity to sharpen their existing skills or develop specialized
skills which in turn, will help them to take up some new roles.
Sources of Recruitment:
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources
within the organization itself (like transfer of employees from one department to
other, promotions) to fill a position are known as the internal sources of
recruitment. Recruitment candidates from all the other sources (like outsourcing
agencies etc.) are known as the external sources of recruitment.
Recruitment is of the most crucial roles of the human resource professionals. The
level of performance of an organization depends on the effectiveness of its
recruitment function. Organizations have developed and followed recruitment
strategies to hire the best talent for their organization and to utilize their resources
optimally.
Namely there are two sources of recruitment and the types can be depicted from the
following figure:
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56
SOURCES OF RECRUITMENT
A successful recruitment strategy should be well planned and practical to attract
more and good talent to apply in the organization.
For formulating an effective and successful recruitment strategy, the strategy
should cover the following elements:
Identifying& prioritization:
Requirements keep arising at various levels in every organization; it is almost a
never-ending process. It is impossible to fill all the positions immediately.
Therefore, there is a need to identify the positions requiring immediate attention
and action. To maintain the quality of the recruitment activities, it is useful to
prioritize the vacancies whether to focus on all vacancies equally or focusing on
key jobs first.
The recruitment process can be effective only if the organization completely
understands the requirements of the type of candidates that are required and will
be beneficial for the organization. This covers the following parameters as well:
Performance level required: Different strategies are required for focusing
on hiring high performers and average performers.
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Experience level required: the strategy should be clear as to what is the
experience level required by the organization. The candidates experience
can range from being a fresher to experienced senior professionals.
Category of the candidate: the strategy should clearly define the target
candidate. He/she can be from the same industry, different industry,
unemployed, top performers of the industry etc.
Sources:
The strategy should define various sources (external and internal) of recruitment.
Those are the sources to be used and focused for the recruitment purposes for
various positions. Employee referral is one of the most effective sources of
recruitment.
The recruitment professionals conducting the interviews and the other recruitment
activities should be well-trained and experienced to conduct the activities. They
should also be aware of the major parameters and skills (e.g.: behavioral, technical
etc.) to focus while interviewing and selecting a candidate.
Evaluation of candidates:
The various parameters and the ways to judge them i.e. the entire recruitment
process should be planned in advance. Like interviews, written tests, psychometric
tests etc.
How Is HR Different Between the Public and Private Sectors?
Sure, there are differences between human resources in the public and private sectors.
But the goal is the sameto enable our organizations to attract, develop and retain
talent. One key difference is that, unlike the private sector, most public sector
organizations are not at-will employers. Among other things, that means that
employees can only be removed "for cause."
There are several reasons for that, including court rulings that government employees
have property rights to their jobs and therefore this propertytheir jobscan only be
taken away for cause.
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This legalistic approach also applies to your specific question about hiring. While
there are variations among public sector organizations, government hiring typically
must be merit-based, requiring "fair and open competition." This often means that
hiring is more process-oriented than in the private sector.
In practice, fair and open competition means that:
Hiring is preceded by, and based on, very detailed position descriptions.
Application periods are specified in advance and have firm closing dates.
Candidates often have to go through civil service "exams." However, these are
often not what we think of as exams (e.g., with multiple-choice questions) but
can be questionnaires, training and experience evaluations or even rsum
reviews.
Candidates are assessed, scored and ranked according to predetermined
evaluation criteria.
The evaluation processand resultsare thoroughly documented to ensure
that all candidates receive equal consideration and the process is defensible if
challenged.
Candidate evaluations may require multiple levels of screening, often with
rating panels.
There are often preferences for veterans and member of underrepresented
demographic groups.
The hiring manager is usually given a list of the best-qualified candidates (the
"certified list") and the manager then has to give each candidate equal
consideration (usually an interview, often in a very structured
fashion).However, these steps don't mean that the hiring process has to be
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user-unfriendly or take forever, even though some government agencies can
take the hiring process to unreasonable lengths. Some common myths are:
We can't recruit aggressively because that would give the recruited candidates
an unfair advantage.
Multiple choice questions are a must.
We always need long application periods to allow the maximum number of
candidates to apply.
Accepting applications online isn't fair because not everyone has a computer.
Job ads have to mimic the position descriptions.
We can't give hiring or referral bonuses.
Recruitment Process:
Job Analysis:
Definition: A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes, and work environment of a particular job.
1) Identify vacancy
2) Prepare job description and person specification
3) Advertising the vacancy
4) Managing the response
5) Short-listing
6) Arrange Interviews
7) Conducting interview and decision
making.
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You need as much data as possible to put together a job description, which is the
frequent outcome of the job analysis.
Additional outcomes include recruiting plans, position postings and advertisements,
and performance development planning within your performance management
system.
The job analysis may include these activities:
Reviewing the job responsibilities of current employees
Doing Internet research and viewing sample job descriptions online or offline
highlighting similar jobs.
Analyzing the work duties, tasks, and responsibilities that need to be accomplished
by the employee filling the position
Researching and sharing with other companies that have similar jobs, and
Articulation of the most important outcomes or contributions needed from the
position.
The more information you can gather, the easier the actual writing of the job
description will be.
Job Specification:
Definition :A job specification describes the knowledge, skills, education,
experience, and abilities you believe are essential to performing a particular job. The
job specification is developed from the job analysis. Ideally, also developed from a
detailed job description, the job specification describes the person you want to hire for
a particular job.
A job specification cuts to the quick with your requirements whereas the job
description defines the duties and requirements of an employees job in detail. The job
specification provides detailed characteristics, knowledge, education, skills, and
experience needed to perform the job, with an overview of the specific job
requirements.
Components of a Job Specification
Experience: Number of years of experience in the job you are seeking to fill. Number
of years of work experience required for the selected candidate. Note whether the
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position requires progressively more complex and responsible experience, and
supervisory or managerial experience.
Education: State what degrees, training, or certifications are required for the position.
Required Skills, Knowledge and Characteristics: State the skills, knowledge, and
personal characteristics of individuals who have successfully performed this job. Or,
use the job analysis data to determine the attributes you need from your ideal
candidate. Your recruiting planning meeting or email participants can also help
determine these requirements for the job specification.
High Level Overview of Job Requirements: In less than ten bullet points, cite the
key components and requirements of the job you are filling.
A job specification is useful for recruiting as it helps you write your job postingsand
your website recruiting material. The job specification is also useful for distribution
in social media, for screening resumes, and for interviewers.
Job Description:
Definition :A broad, general, and written statement of a specific job, based on the
findings of a job analysis. It generally includes duties, purpose, responsibilities, scope,
and working conditions of a job along with the job's title, and the name
or designation of the person to whom the employee reports. Job description
usually forms the basis of specification. Job descriptions are written statements that
describe the:
Duties,
Responsibilities,
Most important contributions and outcomes needed from a position,
Required qualifications of candidates, and
Reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed tasks,
and the needs of the organization to produce work.
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They clearly identify and spell out the responsibilities of a specific job. Job
descriptions also include information about working conditions, tools, equipment
used, knowledge and skills needed, and relationships with other positions.
The best job descriptions are living, breathing documents that are updated as
responsibilities change. They do not limit employees, but rather, cause them to stretch
their experience, grow their skills, and develop their ability to contribute within their
organization.
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RECRUITMENT
POLICY AT VSP
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INTRODUCTION:
RINL/VSP is one of the modern integrated Steel Plants in India with the state-of-
the-art technology in steel making. To manage the given technology, operate the
continuous processes of Production and carry out other critical functions like
Marketing, Personnel, Finance etc, skilled, highly skilled personnel and competent
professionals with excellent managerial capabilities are required to be inducted at
right place and right time. In the contemporary business environment marked by
fierce competition in hiring quality manpower, RINL Recruitment Policy seeks to
provide the broad framework of recruitment to tap suitable personnel in the
market, facilitate evaluation of the capabilities in terms of their potential for
fulfillment of Companys objectives and induct the best and the most competent
personnel in the shortest possible time.
Objectives:
To meet manpower requirements of the company in terms of the approved
strength of manpower.
To fulfill the requirements of competent personnel in terms of requisite
capabilities, skills, qualifications, aptitude, merit and suitability with a view to
fulfill companys objectives.
To attract, select and induct the best of the talents available keeping in view
the functional requirements of the Organization.
To provide suitable induction points for intake from external sources and
thereby infuse fresh blood into the organization.
To ensure an objective and reliable system of selection.
To have a dynamic and reasonably flexible recruitment policy in tune with
market economy to enable induction of personnel in the quickest possible time
to meet the operational requirements of the organization.
Scope:
The policy shall cover all recruitment of personnel made in the Company in executive
as well as nonexecutive cadre (except appointments made by the Govt.) and shall
apply to all units/branches of RINL.
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The policy shall not cover engagement of advisers/consultants/experts etc or ad-hoc
appointments for temporary requirements.
Sources Of Recruitment:
There will be two sources of recruitment:
i. Internal i.e. from within the Company.
ii. External i.e. from open market through Employment Exchange, advertisement
in press/internet, recruitment through reputed placement/manpower agencies,
other organizations and/or campus selection from Universities/Institutes
and/or through direct negotiations. Management shall have discretion to resort
to any of the above sources of recruitment depending on functional needs of
the Company.
INTERNAL CIRCULATION OF POSTS
Recruitment/Selection to posts from within the company may be done through
internal circulation as under:
The posts intended to be filled through internal sources will be circulated in
the Company giving the qualifications, age, experience etc.
Internal recruitment involving changes in grade will be processed by the
respective Zonal Personnel I/c with the approval of Competent Authority.
Such proposals will be routed through Manpower Cell of Personnel Dept. to
ascertain the vacancy position, to assess the need to fill up such vacancies,
roster points etc.
Internal selection will be done by conducting written test and/or interview by a
duly constituted committee.
Transfer from one department to another in parallel grade within the Company
following the procedure of internal selection will not be treated as recruitment.
RECRUITMENT FROM EXTERNAL SOURCES
Recruitment from external sources will be resorted to for injection of fresh blood at
the induction level(s)/grade(s). However, the company may, if required, induct direct
recruits from external sources at other level(s)/grade(s) also to meet functional
requirements of particular skill/experience or for optimum utilization of its assets
and/or infusion of modern systems, skills & techniques of operation etc., necessary
for efficient operation, technology up gradation or modernization.
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At least, 66 2/3% of vacancies occurring during the preceding year(s) at
induction level(s)/grade(s) in E-0 grade will be filled up through Management
Trainees (MTs).
Recruitment of executives from external sources will be made generally through open
advertisement in the press. However, recruitment of executives can also be done
through campus interviews from approved Institute(s), Universities and/or reputed
placement/manpower agencies and/or circulation of posts to PSUs/ Government with
the prior approval of the Competent Authority. In case of specialist job requirements,
the Company reserves the right to seek response through designated/limited time Post
Box Number applications. In rare/ exceptional cases, recruitment of Executives from
external sources through direct negotiation with individuals can also be made.
Recruitment to the posts in non-executive cadre carrying scale of pay, maximum of
which does not exceed Rs.2500 per month (pre-revised) as indicated in the DPE OM
No.2(48)/91-DPE (WC) dt.6.4.1992, will be done through the Employment Exchange.
In addition to notifying the vacancies for such relevant categories to the Employment
Exchange, the requisitioning authority may, keeping in view administrative/budgetary
conveniences, arrange for the publication of the recruitment notice for these
categories in the Employment News or other newspapers and then consider the cases
of all the candidates who have applied, provided they fulfill the specifications for the
post advertised. In addition to above, such recruitment notices will be displayed on
the office notice boards also for wider publicity (DPE 24(11)/96(GL-010)/GM
dt.2.11.1998)..
In case of death or permanent total disablement of an employee due to accident
arising out of and in course of employment, employment to one of his/her direct
dependents will be provided subject to other conditions as per prescribed procedure.
In all other cases of death while in service/termination of service on permanent
medical unfitness, the concerned employee/dependent(s) will only be entitled to
monthly payment benefits as per Employees Family Benefit Scheme.
To encourage and support sports and sportsmen, the Company may recruit
sportsmen under sports quota by following the procedure laid down in DPE
guidelines/Government rules on