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Organization Structure Training at

Submitted By, Gurdeep Singh Sawanni Christ University, Bangalore

CONTENTS
Topics
CONTENTS Acknowledgement History of the Organization Profile of the Products Vision,Mission & Goals Organization design & Structure Policies & Procedures Followed 10. Functioning of Marketing Department SWOT analysis of the Organization Key Result Areas (KRAs) of the Organization 17. Organization design, factors and approach 19. Career Planning Training Measures HRD measures Manpower planning Performance appraisal system Financial highlights of the Organization Bibliography 25. 27. 29. 30. 36. 22 23. 12. 16.

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ACKNOWLEDGEMENT The success of any project depends largely on the encouragement and guidelines of many others. I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this project. I would like to thank Mr. Naveen Jindal (EVC & MD) who has given me this opportunity to do this training at J.S.P.L. Raigarh. I would like to show my greatest appreciation to Mr. C.D. Mathew(Sr. G.M. HR Department), Mr. S.K. Singhal (Sr. G.M. Purchase Dept), Mr. Arvind Kumar (Sr. G.M. Finance & Accounts), Mr. Uday Pagey (Sr. DGM Marketing) & also to Mr. Kumar Utkarsh, Mr. Prashant Namdeo, Mr. Vijay Kashyap, Mr. Parth Dewangan and Miss Chitra. I would like to show my gratitude to my Professor Mr. Thomas (Vice-chancellor, Christ University) and my mentor Prof. Vedantan for their guidance and support and the most motivational part is, they being always with me. The guidance and support received from all the members who contributed and are contributing to this training, was vital for the success of the training. I am grateful for their constant support and help.

Gurdeep Singh Sawanni MBA 1st Trimester

Christ University, Bangalore

History of the Organisation : - J.S.P.L JINDAL STEEL &

POWER LIMITED

A story of dynamism. Youthful courage.And breaking down of psychological and physical barriers. To extend beyond familiar boundaries.A leading domestic player in steel,power, mining, coal to liquid and infrastructure, JSPL is extending its global footprint and exploring business avenues in high growth markets. We haveconsistently tapped global opportunities by increasing production capacity,diversifying investments and leveraging core capabilities to venture into new geographies across the world.We are bringing far-reaching socio economic difference in multiple cultures and communities across India, China,Georgia, Mozambique, Democratic Republic of Congo and Indonesia,among others.Over the last one and a half decades, JSPL has grown from strength to strength. J.S.P.L manufacture the worlds longest rail(121 m) in India, possess the worldslargest coal-based sponge iron facility,and produce economical power from waste heat.Today, JSPL is a picture of both evolutionand constancy.Their priorities, people and possibilities have evolved.Our time-honoured values of passion for people, business excellence, integrity,ownership and sense of

belonging and social initiatives remain constant.And the common thread that binds the ever-changing with the constant is the mind.We believe all constructive movement starts from an energised mind, which later reflects in external initiatives. Ifwe break predefined barriers, focus on the overarching vision with more determination and courage, our initiatives can open new vistas of growth and development, enhancing the quality of life for all stakeholders.

Rs. 60,000 crore (USD 12 billion) is the size of the O.P. Jindal Group, which has emerged as one of Indias most dynamic business groups over the past three decades, of which JSPL is a part Rs. 11,091 crore (USD 2.5 billion) is JSPLs consolidated turnover in 2009-10 Rs. 1,50,000 crore (USD 30 billion) is JSPLs investment commitments in steel, power, coal to liquid and mining Rs. 30,000 crore (USD 6 billion) is the largest private sector investment commitment in Chhattisgarh 15,000

is the collective pool of JSPLs strong and committed.

Profile Of The Products :Rails

We pioneered the manufacture of 121 metre long track rails in the Indian sub-continent. The worlds longest track rails are a testimony of our manufacturing capabilities, thanks to our ceaseless drive for innovation. These A class rails ranging from 13 m to 121 m length will make the introduction of high speed rails in India, a reality. We are equipped with state-of-the-art facilities that enable continuous on-line inspection and quality control. This aids compliance of specifications laid down by the Indian Railways and international bodies. JSPL is also a preferred supplier for Crane Rails, which find widespread usage in EOT Cranes as well as Gantry Crane operations.

Sectoral use

Rail tracks for high speed trains, sidings of power plants, refineries, cement, fertiliser and steel plants. Crane rails for ports and harbours, factories, mines, launch pads and shipyards.

Parallel flange sections

We pioneered the production of medium-size and large-size Hot Rolled Parallel Flange Beams (H-Beams) and Column Sections in India. As per Indian and international standards, these sections are superior in terms of strength, efficiency, higher axial and bending load bearing capacity, workability and economy, compared with obsolete tapered flange beams. JSPLs Parallel Flange Beams and Columns enable complex fabrications in high volumes due to inherent functional advantages of these sections. In addition, we enhanced technical innovation and advancement by offering H-Beams that are unmatched in quality, performance and cost effectiveness. JSPL today rolls 32 different series and 91 different variants (unit-weights) of H-Beams and Columns in 150 mm to 900 mm size (UB and UC, NPB/IPE, WPB/HE sections).

Sectoral use

Refineries, metro rail projects, airports, flyovers, power plants, shopping malls, high rise buildings, stadiums, steel plant and industrial sheds.

Plates and coils

We are equipped with Indias first one of a kind advanced plate mill that produces plates and coils of 3.5 metres and 3 metres width, for the first time in the private sector. These flat products

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enjoy premium quality owing to sound steel refining properties and very close rolling tolerances.

Sectoral use

General engineering, structural fabrication, hi-tensile and microalloyed grades, pressure vessel and boilers, bridges and flyovers, corrosion resistant applications, railway wagons, oil & gas pipe lines and shipbuilding.

Fabricated sections
Manufacturing of sections H-beam, I-type beam and Box beam is as per users specifications. Our fabrication sections meet the quality standards demanded by the industry. Plates for the beams come from our plate mill and are thoroughly inspected through various quality checks, fully backed by mill certificates.

Sectoral use

Large support columns and beams for the manufacture and process plants, airports, high rise buildings, power plants, stadiums and flyovers, among others.

Wire rods
We manufacture superior wire rods with technology from Morgan, USA and equipped with advanced rolling equipment, such as reducing and sizing mill (RSM), high speed shear, pinch rolls and laying heads, along with controlled temperature rolling and controlled cooling to meet the processing requirements of various steel grades. This results in improved mechanical properties due to finer and more uniform grain size, suitable for rapid spheroidised annealing or high-yield strength with optimal scale weight and type. JSPL offers wire rods (ranging from 5.2 mm-22.00 mm diameter) in a wide range of steel grades.

Semi-finished products
We annually produce about three million tonnes of semi-finished products, which are primarily used for captive use. We possess about 0.75 million tonne annual capacity in rail and universal beam mill and one million tonne annual capacity in plate and stackle mill.

Sectoral use

JSPLs products find application in the Indian pipe industry, as well as various leading integrated mills and rolling facilities in Europe, South East Asia, West Asia and the Middle East.

Sponge iron
We possess the worlds largest coal-based sponge iron manufacturing facility, emerging as the market leader in Indias coal-based sponge iron industry. This is owing to our efficient backward integration as Indias only sponge iron manufacturer, with captive raw material resources and power generation capacity and product quality. The manufacturing capacity of 1.37 MTPA and metallic iron content of more than 81% uses Direct Reduced Iron Process (DRI) method of production and utilises 10 indigenously developed rotary kilns (6 kilns of 300 TPD and 4 kilns of 500 TPD).

Ferro chrome
We possess the worlds largest coal-based sponge iron manufacturing facility, emerging as the market leader in Indias coal-based sponge iron industry. This is owing to our efficient backward integration as Indias only sponge iron manufacturer, with captive raw material resources and power generation capacity and product quality. The manufacturing capacity of 1.37 MTPA and metallic iron content of more than 81% uses Direct Reduced Iron Process (DRI) method of production and utilises 10 indigenously developed rotary kilns (6 kilns of 300 TPD and 4 kilns of 500 TPD). Our high-grade chrome ore is one of the prerequisites for making ferro chrome, which is sourced from the captive chrome ore mines in Odishas Sukinda Valley.The ferro chrome plant (36,000 TPA production capacity) is fully equipped with a modern laboratory,complete with state-of-the-art testing facilities in line with international standards.

Power
To contribute significantly to Indias growing need for power, we commenced power generation over a decade ago. We operate a 358 MW power plant on the premises of our steel plant in Raigarh. We have operationalised a 24 MW wind energy plant at Satara in Maharashtra.

Vision,Mission,Values,Goals & Strategies of J.S.P.L :-

Vision

To be a globally admired organisation that enhances the quality of life of all stakeholders through sustainable industrial and business development.

Mission We aspire to achieve business excellence through:

The spirit of entrepreneurship and innovation Optimum utilisation of resources Sustainable environment friendly procedures and practices The highest ethics and standards Hiring, developing and retaining the best people Maximising returns to stakeholders Positive impact on the communities we touch. Passion for People Business Excellence Integrity, Ownership and Sense of Belonging Sustainable Development

Values

GOALS : Long Term Goals :

Achieving 20 MT steel capacity by 2015. Achieving 1800 MW Power by 2010.

To fulfil this organization is setting up 6 MT steel plant at Angul,5 MT PA steel plant at Jharkhand,2 MT steel plant at Bolivia & expansion of the existing steel plant at Raigarh from 2.0 MTA to 6 MT PA.

The Key Strategic Goals are :-

1. Reduction in cost without compromising product quality. 2. Meet the satisfaction of customers & widen market base through emphasis on special steel. 3. Adhering to environmental statutory norms,conservation of resources & waste management.

S.M.A.R.T Goals of J.S.P.L :-

S Specific M Measurable A Aggresive R Realistic T Time Period

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STRATEGIES [ H.R ] :-

A. Practices for gathering & understanding the developments/trends in the external environment,relevant to the formulation of H.R strategy. B. Practices for understanding the internal performance levels,skill sets & competencies available etc to develop strategies & plans to meet the organisational objectives. C. How does the organisation develop & refine its H.R strategy & what are the key inputs considered ?

Taking inputs from various sources like consultants,other organisations,sister concerns,H.R Policies & inputs from peers & then the H.R team meets to develop & refine policies that will help in setting up our strategies for the future.

D. The organization structure,policies & people processes supporting the achievement of the strategic objectives. E. Defining the required outcomes & corresponding performance measures with targets & comparisions with yearly defined goals.

Organisation Design & Structure :ORGANISATION STRUCTURE : At present there are 24 levels in J.S.P.L :

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S.No. TECHNICAL 1. E.V.C & M.D 2. V.C & CEO 3. Deputy M.D 4. Executive Director/Directors 5. President 6. Executive Vice-President 7. Senior Vice-President 8. Vice-President 9. Assistant Vice-President 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

NON-TECHNICAL

Senior General Manager General Manager Senior Deputy General Manager Deputy General Manager Assistant General Manager Senior Manger Manager Deputy Manager Assistant Manager Executive Engineer Graduate Assistant Senior

20. Management Trainee Engineer Trainee 21. Junior Executive Engineer/Overman 22. Officer Foreman/Senior Chemist/Trainee Engineer

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23. Senior Assistant Foreman/Chemist/Senior Supervisior 24. Assistant Foreman/Supervisor Assistant

Policies & Procedures Followed :-

Integrated Quality, Safety, Health and Environment (QSHE) Policy Jindal Steel & Power Limited is committed for total satisfaction of customers and interested parties, and achieving business excellence by :

Producing and supplying quality products conforming to customer requirements

Promoting an environmentally responsible, safe and healthy work culture by actively working towards prevention of environmental pollution, occupational health and safety hazard Complying with applicable legal and other requirements pertaining to products, environmental protection, occupational health and safety

Focusing on continual improvement of processes and performance

Ensuring involvement of employees at all levels by providing training & awareness Minimizing the wastes through efficient use of resources

Evaluating effectiveness of Integrated Management System through regular audits and management reviews

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T.P.M. Policy We at Jindal Steel & Power Limited will work for implementation of Total Productive Maintenance (TPM) at all spheres of our activities by

Aiming at zero defects, zero breakdowns, zero losses and zero accidents.

Improving overall equipment efficiency (OEE) for safe and efficient operation of the plant. Creating a clean and pleasant work environment, leading to higher employee morale and greater organizational profitability.

Energy Policy Jindal Steel & Power Ltd., Raigarh, is committed to work for effective utilization of all types of energy. This is achieved by Taking on the specific objective of energy conservation through process/equipment modification.

Monitoring of energy consumption Creating innovativeness in employees through awareness Converting waste as resource Benchmarking the energy consumption norms Adherence to statutory requirements

C.S.R. Policy JSPL believes that an effective growth policy must also take into account the fulfillment of the basic needs of the masses, especially of those living in rural areas. Thus, JSPL endeavors to improve the quality of life of communities living in the area it operates.

14 To achieve this, JSPL deploys its resources to the extent it can reasonably afford, to improve the infrastructure, education, health, water, sanitation, environment, etc in the area it operates in.

Functions of various departments :-

MARKETING AND SALES DEPARTMENT :

Sales are done in JSPL through regional offices situated in areas of Gurgaon,Raipur,Mumbai,Kolkata,Chennai.

o A. B. C.

Selling Steps : Order Booking at Sales Offices. Order Execution at P.P.C [ Plant,Production & Control ] Preparation of Campaign Plan. Quality Assurance & Quality Control c.1. c.2. J.S.P.L Inspection Third Party Inspection Companys own people inspect the goods manufactured. RITES inspection- Here the inspection is done by the Government Organization.

15 c.3. Logistics

Means used for the delivery of Goods:-

There are two means of despatching of goods and delivery to the destination. Road Plans Rake Plans.

Road Plans:-

In road ways either the company itself deliver the goods to the party destination or the Party themselves make their delivery of goods. A. Company Transport:- Waybills includes road taxes and other transportation costs. It is decided beforehand that the waybills are to be paid by the company or by the party.

B. Party Transport:- All the transportation costs and other taxes are beared by the party itself.

For e.g. E-SUGAN KOT is the tax payable in Karnataka.

No waybills are required for transport of goods in Maharashtra.

16 o Rake Plans:-

Railway Logistics are to be involved in the transport of goods through rakes. Railway provides three types of wagons to transport different kinds of goods depending upon shape and size.

BRN Boost Concord This rake is the combination of BRN and Boost.

Procedure of transport through Rakes:-

A. Indent and other details of the product is placed to the railways. B. Rakes provided by the railways are loaded at the plant. C. Invoices are to be made compulsorily and are handed over to the railways. (Without invoices the transport of goods is considered illegal.)

LOGISTICS:-

The final dispatch is done by the Logistics department which includes following steps: Confirmation from marketing co-ordination side. Outbound delivery order is to be issued by the party. PGI- Post Good Indent is to be maintained by the company.

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Rake Plans Box wise details Packing List Invoicing Movement of Goods

Road Plans Invoice Movement of goods

Tare weight Empty weight of the vehicle or wagon is taken beforehand i.e. before loading of goods.

Gross weight Total weight of the vehicle after loading of goods.

In case of rakes Wayment slips are issued after weighing the vehicle.

Railways issues railway receipts which is sent hand to hand along with the invoice.

Note:No Warehouse facility is provided by the company strictly after recession as the price of steel is regulated time to time.

Major consumers of J.S.P.L. Products:-

18 MLSM : India Bulls Amravati Larson & Turbo (L & T) BHEL Trichi

RUBM: BHEL L&T JSW severfield

Plates & Coils: BGR Shipyard ABIR Infrastructures BHEL Trichi L&T

Semi finished Products: Nutan Ispat Raipur Nandan Ispat Raipur Bajrang Alloys Raipur Maharashtra Seamless Ltd. Madan Alloys.

SWOT Analysis of the Organisation :-

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Strengths 1. Availability of iron ore and coal 2. Low labour wage rates 3. Abundance of quality manpower 4. Mature production base

Weaknesses 1. Unscientific mining 2. Coking coal import dependence 3. Low R&D investment

Opportunities 1. Unexplored rural market 2. Growing domestic demand 3. Exports 4. Consolidation

Threats 1. China becoming net exporter 2. Protectionism in the West 3. Dumping by competitors 4. Global economic slowdown

Key Result Areas (KRAs) of the Organisation :-

1. Definition of Key Result Areas (KRA)

20 Key Result Areas or KRAs refer to general areas of outputs or outcomes for which the departments role is responsible. Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.

2. Importance of KRAs. Set goals and objectives Prioritize their activities, and therefore improve their time/work management Make value-added decisions Clarify roles of department or individual Focus on results rather than activities Align their roles to the organizations business or strategic plan Communicate their roles purposes to others

3.Conditions of KRAs Key result areas (KRAs) capture about 80% of the departments work role. The remainders are usually devoted to areas of shared responsibility. Each KRA should capture at least 5 % of work role.

4.Types of KRAs: Training KRAs Management KRA Purchasing KRA RD KRA Administration KRA Finance KRA HR KRA Manufacturing KRA Quality KRA Marketing KRA Sales KRA Key result areas

5.Related documents Sample KPI (all KPI for marketing, sales, HR, manufacturing ) KPI ebooks (download free and ref all ebooks related to KPI application). Best performance appraisal resources 1. Balanced Scorecard Toolkit and Trainings. This ebook provide top managers, CEOs and independent business consultants with ready-to-use eproducts for Balanced Scorecard, such as Balanced Scorecard Toolkit and Balanced Scorecard Practical Training.

21 2. Phrases For Performance Appraisals. Benefits of this ebook include: A collection of hundreds of ready-to-use impactful appraisal comments and phrases; Phrases to highlight your key strengths and achievements; Phrases to downplay your weaknesses to soften the impact on your overall performance; A comprehensive list of phrases covering most of the categories of KPIs used by many companies; Guidebook provided in Microsoft Word softcopy for your easy copy, paste and modify in your appraisal form; Guidebook provided in Microsoft Excel spreadsheet so that you can use it also for your employees appraisals and easy moderation! etc 3. Employee Performance Appraisals Forms. Benefits of this ebook include: Make your fair help good & make your good help great; Improve efficiency; Save hours upon hours of time; Get what you want out of every hourly dollar you pay your employees! Even your best employees need to know they are appreciated; Impress your boss or, if you are the boss, motivate your staff by giving them the feedback they NEED to be a better employee etc 4. Employee Performance Review: Tips, Templates & Tactics. Contents of this ebook include: Probation policies and templates, performance review tips, performance appraisal tips; Performance review tips, performance appraisal tips performance review policies and templates; Performance review tips, performance appraisal tips learning & development policies and templates; Performance review tips, performance appraisal tipspoor work performance policies and templates etc 5. Managers Guide to Performance. Contents of this ebook: How to deal with an employee who displays negative behavior.help them deal with their own issues and change their behavior; How to coach an employee to higher performance.employees want your leadership and will follow a strong manager; How to be clear about what you expect from them.an employee always wants to know how to best perform; How to give your employees the opportunities to performif they cant or wont, then how to let them go.

Key Result Activities :What? S Specific M Measurable A Achievable R Results T Timing M Monitor Value Add?
What must be done? When is it done? Why can I do it? Whats in it for me? When must it be done? Monitoring

Organisation Design Factors & Approach :-

22 Classical approach looks at the organization in terms of purpose & formal structure. Emphasis is placed on the planning of work, technology, requirement of the organization, principles of management, & the assumption of rational & logical behaviour. A clear understanding of the purpose of the origin was essential to understand how the organization works.

Common principles to Classical Approach: Principle of Co-ordination The need of people to act together with unity of action & need for discipline. The scalar principle:- Hierarchy of the organization, grading of duties & process of delegation. Functional Principle:- Specialization & distinction between different of duties.

Scientific Management: Principles of Scientific Management: The development of a true science for each persons work. The scientific selection, training & development of workers. Co-operation with workers to ensure work is prescribed in particular way.

Bureaucracy: - The Main Characterstics Tasks are allotted as official duties among various positions. Clear cut division of labour & a high level of specialization.

Uniformity of division & action achieved through formally established rules & regulation. An impersonal orientation expected from official in their dealing with clients. Employment is based on technical qualification Bureaucracy The main feature Specialization Hierarchy of Authority Impersonality

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Criticism: Over emphasis on rules & procedures, record beeping and paper work. Lack of flexibility & stifling of initiative. Position & responsibilities can lead to officious bureaucratic behaviour. Impersonal relations can lead to stereotyped behaviour & lack of responsiveness to individual incident or problem Human Relation Approach: Based on the consideration of the social factors at work and behaviour of employees in an organization. Importance paid to the informal organization & satisfaction of individual needs through groups at work. Haw throne experiment acted as a turning point in the development of HR movement.

Criticism: Weak methodology of Haw throne experiment, including failure of sufficient account of environmental factors. Adoption of a management approach, a unitary frame of reference & over simplification of theories. Insufficiently scientific takes too narrow a view, ignoring the role & organization within society.

System Approach: To reconcile the classical & human relation approach is focussed on: Total work of organization. Inter relationship of structure & behaviour. Range of variables within the organization The organization is viewed within its total environment & the importance of multiple channels in interaction is emphasised.

24 Contingency Approach: Views of the structure of an organization & its success are dependent on: The nature of tasks those are undertaken. The nature of environmental influences. There is no best way to structure or manage organization. Dependent on the contingencies of the situation.

Mc Kinsey 7s Framework: Ensuring that all the parts of your organization work in harmony. Improve the performance of the company. Examine the likely effects of future change within a company. Align department & process during a merger or acquisition. Determine how best to implement a proposed strategy.

Hard elements Strategy/ structure/ system Soft elements Shared value/ style/ staff/ skills. Hard Elements are easier to define & identity & management can directly influence them. These are strategy, statements, Organization charts & reporting lines, formal processors & IT systems. Soft elements are more difficult to describe, less tangible & more influenced by culture. Elements looked specifically:Strategy The plan devised to maintain & build competitive advantage over the competition. Structure The way the organization is structured & who reports to whom. Systems - The daily activities & procedure that staff members engage into get the job done. Shared values These are called subordinate goals.

25 Styles The style of Leadership adopted. Staff Employees & general capabilities. Skills Actual skills & Competencies of the employees working for the company.

CAREER PLANNING :-

Fresh Recruits We have a defined career path for fresh engineers/Management Trainees.

Highly Promising Employees- They need to be given the edge over the normal cadre of employees & therefore we have developed a fast track career growth plan for the high performers.

Those who have reached their limits of growth extra increments are given to these employees to keep them motivated & trainings program organised to help them in enriching their work.

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The organization has a separate career path defined for both high performers and low performers of the company. Based on their performance the company have career progression guidelines which outlines the rate at which both category employee climb up the Organization hierarchy.* There is another career planning policy being followed in the company. In this process, employee who acquire higher qualification related to the job being performed or required in the organization are promoted to an equivalent level in the hierarchy. This not only encourages the employee to perform better but also creates a healthy competition amongst employees to acquire knowledge and keep themselves updated.* Organization has a job rotation policy, the rotation is based on the organizational requirement qualification of the employee and his expertise in the chosen field, job rotation is also measured in organization to provide opportunity for job enrichment and enlargement and also to root out frustration and monotony of working in the same department for a considerable period of time, there are times when a Head of Department considers an individual indispensible because of his long association with the plant. However such resistance is overcome through mutual discussion & appropriate replacement whenever called for. The other practices for job enrichment are: Deputation to other units/locations of the company sending the employees on sabbaticals and study tours within and outside the Country.

Training Measures :JSPL aspires to establish itself as learning, cost competitive, supplier of choice & eco-friendly organization through adoption of world class work ethics and practices The mission statement of JSPL itself establishes the endeavours of the organization to work towards the learning & growth of its employees. At JSPL we are aimed at bettering the performance of individuals & groups in organizational setting through our training & development programmes. Methods widely used to impart learning at JSPL includes:-On the Job Training -Class room training -Mentoring -Product Training -Informal Training -External training courses -Skills Training -Technical Training

27 -Behavioural Development Training Development -Attitudinal training &

All forming part of the training menu, available to use & apply according to individual training needs & organizational training needs. Training & Workshops:In house training and workshops: Training is accorded special focus by the management at JSPL. To further propose the training activities a pool of 57 internal trainers has been created to provide inhouse training to the employees. The in-house faculty provides training to staff & employees from Blast furnace, DRI, Coke oven, Gas boosting station, Power Plant, Plate mill, RUBM, SMS etc. External faculty training & Workshops: Out location based Training (OLBT): These qualities are learned better in the outer location than in concrete class rooms, through semi-out bound training (OBT) or Experiential Learning (EL) stripped of the confines & pressure of an office atmosphere. At JSPL 65 training programmes are conducted including 4 behavioural, 7 functional, 1 safety 53 Technical training at institutes like Honeywell Automation Pune; IIMLucknow; IIM- Indore; IIT- Kharagpur, ATI, Mumbai, ICWAI, CII- Raipur etc. Overseas Training: The organization has been active in promoting overseas training at organizations like SMS-EAF at SPAN for inspection of Electric Arc Furnace. These programmes are highly effective as they function as a developmental vehicle to instil various strength towards an efficient work atmosphere & therefore are greatly successful in enhancing team building aspects & managerial skills like communication, crises management, leadership, initiative, organizational culture build up etc. Sabbaticals: Organization needs employee capability & which is available have all contributed to a dramatic change in how people manage and control careers. Recognising the facts related to leadership development initiatives the company has launched the sabbatical programme which aims at promoting learning culture in organizations. The programme offers long duration educational courses for high achievers in premier institutes of India & abroad. Courses are industry specific & give participants a fast track growth options.

28 Employees have been sent to NPTI on fulfilling certain criteria by management. Every year 2 JSPL employees are selected to pursue course on steel Technology at IIT Kharagpur. Some of the higher grade employees are also sent to London Business School for Management related training.

Sandwich Courses: National Institutes of Secondary Steel Technology, Nagpur conducts 3 months programme on Steel making & Rolling Technology for our diploma engineers/ B.Sc. Trainees. 3 Months includes modules on 1. Steel making iiiEAF LRF

2. Continuous casting. 3. Rolling Technology i. ii. iii. RHF Long Rolling Flat Rolling

Employee Training Centre: Jindal Employee Training Centre (ETC) at JSPL Raigarh for technicians, Fitters, Welders, Machinist & Electrician trade was a revolution towards developing the workforce to take up future challenges. The training Institute provides the opportunity & knowledge for an employee to develop & strengthen the necessary skills to gain, maintain and advance in a chosen area.

WELFARE MEASURES :-

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Welfare issues deal with all that you do to take care & ensure physical,social,mental,family,intellectual well-being of the employees through housing,sports,colonies,health etc. facilities. Welfare Policy : Effective utilization of human resources is one of the most important factors for the efficient & profitable functioning of any organization.Welfare is an integral part of J.S.P.L's system.Here,they have the following welfare policy as it appears in our "People,Policies & Processes" manual. 1.Objective : To provide financial asistance to the needy employees/his family (whose financial condition deserves such assistance) in the following cases : Death/permanent total disablement of an employee. Medical treatment to self & dependants. Retirement on attaining age of superannuation. To provide financial assistance to amployees who are affected by natural calamities. 2.Scope : Benifits under the scheme will be applicable to all regular employees of the company. 3. Formation of Fund : The welfare fund will be created with conribution from all regular employees & the company.The contribution will be 0.5 % of employees basic pay rounded off to the nearest Rs 10/- subject to a maximum of Rs 60/- (Rs 60 only) every month & matching grant by the company. The amount will be deposited in a separate bank account "JINDAL ORGANIZATION EMPLOYEE's WELFARE FUND ACCOUNT" 4.WELFARE FUND COMMITTEE : A committee consisting of chairperson,three member & a secretary may be consituted at the respective unit level to look-after the management of the above fund. 5. BENIFIT UNDER THE SCHEME : Financial assistance will be provided only to the deserving/needy employees as per following : Death/permanent total disablement of an employee. Medical Benifit Retirement Natural Calamities

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6.General : The welfare fund committee can extend financial fund assisstance to casual/contact workmen also,depending upon the merit of the cause in the event of death/total permanent disablement or medical treatment of self/dependants.The payment procedure will be worked-out separately. Dependant will include an employee's spouse & unmarried unemployed children only. For grant of financial assistance under clauses 5.1,5.2 & 5.4 above,requisite certificated/documents from appropriate authority will be required. 7.Disbursement : All the necessary records of total contributions & disbursements will be maintained by the secretary. Incentive for family planning operation. Funeral Expenses.

OTHER WELFARE ACTIVITIES : Housing Facilities Training on enhancing quality of life : - Art of Living - Yoga - Art Excel - Harmony - Quality of Life Medical Facilities - O.P JINDAL HOSPITAL & RESEARCH CENTRE. Centralised Library Education Facilities - O.P JINDAL INSTITUTE OF TECHNOLOGY Recreation Facilities Ladies Club Jindal Officer's Club Dairy & L.P.G Connection

UNIQUE/INNOVATIVE WELFARE SCHEMES : Pension Scheme Extra cover over medi-claim policy Marriage Scheme Family Planning

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Manpower Planning :-

Definition and importance of manpower Planning: Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational objectives. Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and sound judgment. It involves problem solving and decision making. Management has to prepare for short term strategy and measure the achievements, while the long term plans are prepared to develop the better and new products, services, expansion to keep the interest of the owners.

Advantages of manpower planning: Manpower planning ensures optimum use of available human resources. 1. It is useful both for organization and nation. 2. It generates facilities to educate people in the organization. 3. It brings about fast economic developments. 4. It boosts the geographical mobility of labor. 5. It provides smooth working even after expansion of the organization. 6. It opens possibility for workers for future promotions, thus providing incentive. 7. It creates healthy atmosphere of encouragement and motivation in the organization. 8. Training becomes effective. 9. It provides help for career development of the employees. Steps in Manpower planning 1. Predict manpower plans 2. Design job description and the job requirements 3. Find adequate sources of recruitment.

32 4. 5. 6. 7. Give boost to youngsters by appointment to higher posts. Best motivation for internal promotion. Look after the expected losses due to retirement, transfer and other issues. See for replacement due to accident, death, dismissals and promotion.

Factors which affect the efficiency of labour: 1. Inheritance: Persons from good collection are bound to work professionally. The quality and rate of physical as well as mental development, which is dissimilar in case of different individuals is the result of genetic differences. 2. Climate: Climatic location has a definite effect on the efficiency of the workers. 3. Health of worker: workers physical condition plays a very important part in performing the work. Good health means the sound mind, in the sound body. 4. General and technical education: education provides a definite impact n the working ability and efficiency of the worker. 5. Personal qualities: persons with dissimilar personal qualities bound to have definite differences in their behaviour and methods of working. The personal qualities influence the quality of work. 6. Wages: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This provides incentive to work. 7. Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers. Downsizing of manpower: Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization.

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PERFORMANCE APPRAISAL SYSTEM : - Employee Involvement Programmes : Suggestion Scheme Innovation Week S.M.I.L.E [ Self Motivated Individual for Learning & Empowerment ] - Reward & Recognition : Executive of the month Executive of the year G.E.M of J.S.P.L [ Gone the Extra Mile ] Business Manager Performance of the year award Business Executive Performance of the year awardSuggestion Scheme S.M.I.L.E [ Self Motivated Individual for Learning & Empowerment ] Scheme

- Performance Management System : J.S.P.L's performance system is divided into 2 parts.One for employees in the executive & above grade & second,for employees falling below the executive grade. For Executive & above - KRA based performance management system is followed.The PDR process is designed to be a year round partnership between employees & reporting officer in the goal setting,mid year & annual performance review. For Below Executive - The performance management system for below executive is not target oriented.Here the goals are not decided at the starting of the year,where as assessment is done on the basis of year end achievements.There are 2 types of forms available : - For Supervisory Staff-Technical - For Workers

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Financial Highlights of the Organisation during the last three years :-

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1 April 21, 2011 JSPLs net jumps 39% for FY10-11; Revenue up 30%

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Owing to robust demand in steel and power, JSPL achieved an increase in standalone net profit of 39% for FY10-11 from Rs. 1,479.68 Cr to Rs. 2,064.12 Cr; Consolidated profit jumps to Rs. 3,804.01 Cr The Company has declared a dividend of 150% (Previous year 125%) for the financial year ended 31.03.2011 1. Financial Results Standalone Net Profit after tax up by 18% to Rs. 648.33 Cr (Rs. 548.99 Cr.)* Turnover up by 15% to Rs. 2,742.19 Cr (Rs. 2,388.83 Cr.)* Consolidated Net Profit after tax up by 4% to Rs. 1001.70 Cr (Rs. 963.38 Cr.)* Turnover up by 21% to Rs. 3,854.54 Cr (Rs. 3,175.59 Cr.)* Standalone _ Net Profit after Tax up by 39% to Rs. 2,064.12 Cr (Rs. 1,479.68 Cr)* _ Turnover is up by 30% to Rs. 9,573.63 Cr (Rs. 7,367.59 Cr)* Consolidated _ Net Profit After Tax up by 5% to Rs. 3,804.01 Cr (Rs. 3,634.56 Cr)* PRESS RELEASE Highlights of 4th quarter ended March 31, 2011 Highlights of Financial Year 2010-11 2 _ Turnover up by 18% to Rs. 13,111.60 Cr (Rs. 11,091.54 Cr)* *figures in brackets are for the financial year 2009-10 New Delhi, April 21, 2011: Jindal Steel and Power Limited (JSPL), one of the leading steel manufacturing companies in India, reported a robust growth in revenue and profits for the quarter ended, March 31, 2011. In terms of consolidated results, the company achieved an increase in net profit of 4% to Rs. 1001.70 Cr for the quarter ended March 31, 2011 from Rs 963.38 Cr for the quarter ended March 31, 2010, while the turnover jumped up by 21% to Rs 3,854.54 Cr for the quarter ended March 31, 2011 from Rs 3,175.59 Cr for the quarter ended

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March 31, 2010. The consolidated results for the year ended March 31, 2011 were: the net profit went up by 5% to Rs. 3,804.01 Cr for the year ended March 31, 2011 from Rs. 3,634.56 Cr during the year ended March 31, 2010. The turnover for the year ended March 31, 2011 stood at Rs. 13,111.60 Cr, resulting in an increase of 18%, as against Rs. 11,091.54 Cr for the year ended March 31, 2010. As far as standalone results are concerned, the net profit increased by 18% to Rs. 648.33 Cr for the quarter ended March 31, 2011 from Rs. 548.99 Cr during the quarter ended March 31, 2010. The turnover for the quarter ended March 31, 2011 stood at Rs. 2,742.19 Cr, resulting in an increase of 15%, as against Rs. 2,388.84 Cr in the quarter ended March 31, 2010. The standalone results for the year ended March 31, 2011 were equally impressive. The net profit went up by 39% to Rs. 2,064.12 Cr for the year ended March 31, 2011 from Rs. 1,479.69 Cr during the year ended March 31, 2010. The turnover for the year ended March 31, 2011 stood at Rs. 9,573.63 Cr, resulting in an increase of 30%, as against Rs. 7,367.59 Cr for the year ended March 31, 2010. Major Highlights of the Financial Year 2010-11 _ Consolidated EBIDTA has increased by 9% in the current year to Rs. 6,474.60 Cr. (previous year Rs. 5,959.60 Cr.) _ Consolidated Cash profit has increased by 7% to Rs. 5,115.02 Cr. (previous year Rs. 4,759.96 Cr.) 3 2. Production JSPL has shown tremendous growth in production of Steel and Power. Details of growth in production for the quarter and financial year ended March 31, 2011 with the corresponding quarter in the previous financial year are as under: For the Quarter IV ended March 31, 2011: Qtr IV Product (MT) 2010-11 2009-10 Growth(%) Sponge Iron Pig Iron / Hot metal 322,335 334,956 426,044 426,359 (4%) 0%

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Pellets 317%

866,725 207,748 27% 34%

Steel Products* 622,594 492,118 Power (million kWh) 1,000 749 * Only Slab/Round/Bloom/Beam Blank For the Financial Year 2010-11 Year Product (MT) Growth(%) Sponge Iron 1% Pig Iron / Hot metal 9% Pellets 1128% Steel Products* 16% Power (million kWh) 16% * Only Slab/Round/Bloom/Beam Blank 3,420 2,942

2010-11 2009-10 1,319,840 1,309,408 1,665,581 1,524,153 2,787,285 226,898 2,272,692 1,961,162

3. Sales Details of sales for the quarter and the financial year ended March 31, 2011 with the corresponding quarter in the previous financial year are as under: For the Quarter IV ended March 31, 2011: 4 Qtr IV Product (MT) 2010-11 2009-10 Growth (%) Sponge Iron* (92%) Pig Iron* Pellets 1792% Steel Products** Power (million kWh) 25% For the Financial Year 2010-11: Year Product (MT) Growth (%) Sponge Iron* (67%) 8,258 97,164 40,694 105,020 224,958 11,893 531,104 503,176 299 240 (61%) 6%

2010-11 2009-10 113,894 343,369

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Pig Iron* 201,688 245,193 Pellets 564,510 11,893 4647% Steel Products** 1,900,338 1,737,917 9% Power (million kWh) 926 946 (2%) *Sponge Iron / Pig Iron sale is down due to higher captive consumption **Slabs/Bloom/Billets/Structurals & Rails/Universal Plate/Coil/Converted Angle/Channel/ Wire Rod/TMT/Fabricated Beams/Plates

(18%)

4. Jindal Power Limited (JPL) Qtr IV Consolidated audited financial result includes result of Jindal Power Limited, a subsidiary of the Company, as under:For the Quarter IV ended March 31, 2011 _ Turnover : Rs. 827.99 Crores _ Profit After Tax : Rs. 495.54 Crores _ Generation : 2178.18 million units _ PLF : 100.84% For the Financial Year 2010-11: _ Turnover : Rs. 3337.73 Crores _ Profit After Tax : Rs. 2001.60 Crores _ Generation : 8596.94 million units _ PLF : 98.14%

Future Plans of the Organisation :Expanding to newer horizons JSPL firmly believes that CHANGE is the only constant in life and endeavors to continuously upgrade its existing technologies, embrace new technologies, motivate its personnel and uplift the living standards of those around its plants. Adhering to these values, major expansion plans are being executed: Raigarh 2 MTPA coal gasification and gas based DRI

3 MTPA steel making facilities Pipe conveyor from mines to

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2 MTPA cement plant Additional power generation of 540 MW 0.7 MTPA Medium and light structural mill

plant

Mini blast furnace up-gradation

Fabrication unit in the industrial estate

An MOU has been signed between the company and the Government of Chhattisgarh for setting up an additional 7.0 MTPA steel plant in phases and a 1600 MW power plant with an investment of over US $ 6 billion (Rs. 30,000 crore). Jharkhand An 11 MTPA integrated steel plant and 2600 MW captive power plant in phases, with an investment of US $ 9.00 billion (Rs. 45,000 crore). Odhisa A 12.5 MTPA integrated steel plant and 2600 MW captive power plant in phases, with an investment of US $ 10.00 billion (Rs. 50,000 crore). The first phase of 6 million tonne integrated steel plant is expected to be commissioned by 2012. Coal to Liquid Petroleum Project Jindal Steel & Power has been allotted the Ramchandi Promotional Coal Block in Orissa for the proposed Coal to Liquid (CTL) project by the Union Coal Ministry, Government of India. The project cost estimated to be around US $ 9 billion (Rs. 45,000 crore) includes CTL plant, coal mining and power plant. The project to be located in Tehsil Kishore Nagar, Distt. Angul, Odisha will produce 80,000 barrels per day (4.0 MMTPA) of crude using environment friendly Indirect Coal Liquefaction Technology developed by M/S Lurgi of Germany for the first time in India. The prestigious CTL project is yet another feather in JSPLs cap. Jindal Petroleum Limited As part of its diversification process, the group has forayed into the oil and gas sector, operating under Jindal Petroleum Limited. The company has acquired 5 Oil & Gas blocks in Georgia Mr. Naveen Jindal led a delegation to Georgia to sign contracts with the Government of Georgia for the exploration and production of the blocks, signifying the importance the company is giving to its petroleum business. The company has so far invested US $ 60 million (Rs. 280 crore) and would be investing over US$ 250 million during the next three years. Bolivia JSPL plans to invest US $ 2.1 billion (Rs. 10,500 crore) in Bolivia, South America, in the coming years for mining and setting up of an integrated 1.7

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MTPA steel plant, a 450 MW power plant, a 6 MTPA sponge iron and a 10 MTPA iron ore pellet plant. Oman Through our 100% subsidiary Jindal Steel & Power (Mauritius) Limited, Mauritius (JSPLM) we acquired Shadeed Iron & Steel Co. LLC (SISCO), a company incorporated under the laws of the Sultanate of Oman. The project is under commissioning and is expected to commence commercial operations in the 1st quarter of FY 2011-2012. Through fruitful business expansions, we envision a new India and work towards creating a bright future by giving the best to our customers, employees, shareholders, associates, and to the community at large.

BIBLIOGRAPHY
Sources of Information 1. Various departments at JSPL Raigarh (C.G.) 2. www.jindalsteelpower.com 3. www.google.com