A report on the organization study of

JINDAL SOUTH WEST STEELS Ltd

Submitted in partial fulfillment of the requirement of the MBA degree BANGALORE UNIVERSITY Submitted By:

VISHWANATH U M Register No: 06XQCM6121

Under the guidance of:

Prof. SAVITHA .G.R M P BIRLA INSTITUTE OF MANAGEMENT BANGALORE

M P BIRLA INSTITUTE OF MANAGEMENT Associate Bharatiya Vidya Bhavan Bangalore 560001

STUDENT DECLARATION

I hereby declare that this internship training

report

entitled An

Organization Study of JINDAL SOUTH WEST STEELS Ltd has been undertaken and completed by me under the valuable guidance of Prof. SAVITHA.G.R, M.P.B.I.M, This project report has been

submitted to Bangalore University, as a part of partial fulfillment for the award of the degree of Master of Business Administration. I also declare that this report has not been submitted to any other University or for any other degree of diploma.

Place: BANGALORE Date:

VISHWANATH U M

GUIDE CERTIFICATE

This is to certify that the project entitled ORGANIZATION STUDY OF JINDAL SOUTH WEST STEELS Ltd prepared by VISHWANATH U M registration no 06XQCM6121 has been conducted under my direct supervision and guidance. This study is in partial fulfillment for the award of Master of Business Administration from Bangalore University, Bangalore. Further it is certified that this project or theory has not been previously submitted to any other university for the requirement of master of Business Administration.

PLACE: BANGALORE DATE:

Prof. SAVITHA.G.R MPBIM

ACKNOWLEDGEMENT
I am deeply indebted to Dr.Nagesh.S.Malavalli, Principal and Prof.Savitha.G.R (Project Guide) for providing me an opportunity to take up this internship study and all the learned faculty members of M P BIRLA INSTITUTE OF MANAGEMENT for their encouragement and guidance through the course of my Internship Project Report. I am extremely grateful to Mr.Nagesh.H (Asst. Manager, HRD, Jindal South west steels Ltd) for giving me this valuable opportunity to carry out training at Jindal South West Steels Ltd. I offer my sincere thanks to the Jindal South west Steels Ltd, staff of various departments for their kind co-operation and encouragement.

Place: Bangalore Date: )

( VISHWANATH U M Reg. No: 06XQCM6121

PRINCIPALS CERTIFICATE

This is to say that this report is the result of Internship undergone by Mr. VISHWANATH U M register number 06XQCM6121 at JINDAL SOUTH WEST STEEL LTD, THORANAGALLU under the guidance and supervision of Prof.SAVITHA.G.R. This has not formed a basis for the award of any Degree/ Diploma of a University.

Place: Bangalore Date:

Dr.Nagesh.S.Malavalli (Principal, MPBIM)

CONTENTS
TOPICS No
INTRODUCTION Chapter 1 INDUSTRY PROFILE 01 02

Page

Chapter 2

COMPETITORS

03

Chapter 3

COMPANY PROFILE History Location Important break troughs Values Vision Corporate Responsibility

04

Chapter 4

ORGANISATION HIERARCHY

12

Chapter 5

FUNCTIONAL DEPARTMENTS Production Department Finance Department Marketing Department HR Department 14 32 34 41

Chapter 6

SWOT ANALYSIS

56

Chapter7

FINDINGS

57

Chapter 8

SUGGESTIONS AND CONCLUSIONS

58

BIBLIOGRAPHY

60


INTRODUCTION
The internship project report will help to gain practical knowledge of the course the organization in this particular case is JSW STEELS LTD.

In this training report an attempt is made to understand the working of an organization as a whole with the co-ordination of all the functional departments, with due respect the managerial aspect.

The main object of this internship project is to study the functional overview, organization structure, manufacturing process and to study the SWOT analysis & core competence of organization.

The scope of this internship project is to know about the Overall background of the steel industry in India, company back ground of JSW steel ltd upstream and a detail study in the field of HRM, Finance, marketing & production of the company. . The Modes of collecting data in completing this internship project is based on, The Primary data collected through direct contact with the all department heads and Employees. Secondary data is gathered from the published magazines, Annual report, and induction manual.

The project which has been undergone is confined to the study of performance of the company in the past and present. The study was based on the published reports & information collected from the companies senior personnel. However, the study could not gather information from the consumers, dealers & other stake holders. This report only helps to gain the practical knowledge but does not involve problem analysis. The study was carried within a short span of time i.e. 6 weeks.

CHAPTER -1


INDUSTRY PROFILE
The Indian Steel industry is almost 100 years old now. India is the 6th largest producer of iron ore and the 9th largest product crude steel in the world. Till 1990, the Indian steel industry operated under a regulated environment with insulated markets and large scale capacities reserved for the public sector. Production and prices were determined and regulated by the Government, while SAIL and Tata Steel were the main producers, the latter being the only private player. After the liberalization was introduced in the year 1992, many domestic steel industries entered into the global market.

Steel is a product of capital intensive and complex industry that requires national attention for its development. In 1990, the Indian steel Industry had a production capacity of 23 MT.But, now with a current capacity of 35 MT is today in the world. Steel is a highly capital intensive industry and cyclical in nature. Its growth is intertwined with the growth of the economy at large, and in particular the steel consuming industries such as manufacturing, housing and infrastructure. The demand of steel is a basically derived a demand, growth in the industry is dependent on the level of activity of the steel consuming industries specifically the construction, automotive, appliances and other consumer durables.

With capital investments of over Rs 100, 000 crores, the Indian steel industry currently provides direct/indirect employment to over 2 million people. As India moves ahead in the new millennium, the steel industry will play a critical role in transforming India into an economic superpower.

CHAPTER -2


COMPETITORS
Steel Authority of India Limited (SAIL): It is contemplating cost reduction through cutting operating expenses, Purchasing expenses, social infrastructure expenses, inventory carrying costs etc. The company is aiming at reducing its main power from a level of 170000 to 100000 in next 3-4 years through a combination of natural attribution and VRS schemes. SAIL is redeploying its surplus assets within its own units to productive use.

Rastriya Ispat Nigam Limited: The Company has taken number of restricting majors to improve financial performance of the plant with govt. assistance.

TATA Steel: It is amongst the lowest cost steel producers of HR coils in the World and their vision is to become lowest cost steel producer of the world in neat future. Based on the platform of low cost raw materials and a modern plant the company targets to produce HR coils at costs below OSD 170 /ton. The labor productivity is still poor and in absence of safety net, it is difficult to play off redundant labor.

Essar Steel: It uses power from its own captive plant and uses 70% lump are to achieve cost reduction. The company is planning of installing a pallet plant for reducing cost of production and achieving economy of operation besides continuous. Uninterrupted supply of long turn metallic needs. It has introduced construct system of labor instead of permanent employs.

LIOYDS STEEL INDUSTRIES LTD: The Company entered into an agreement with western coalfields ltd, (WCL) for opening an underground mine exclusively for the use of Lloyds steel.


CHAPTER -3

COMPANY PROFILE
Mr.OM PRAKASH JINDAL was the founder of JINDAL Industrial group. In 1952 he started making steel pipes, bends and sockets at Liluah, near Kolkata. But the total focus of Mr.O P JINDAL was the steel. From mining of iron ore to the manufacturing of value added steel products, JINDAL has a pre-eminent position in the flat steel segment in India as is on its way to be a major global player, with its overseas manufacturing and marketing alliances with other world leaders. Innovative product mix backed by storing in houses, R&D, World class quality, highly competitive prices, on time deliveries and excellent sales network hence enabled JINDAL to emerge as a front-runner in the Indian steel industry. JSWs history began in 1982, with first the purchase of the land for the Vasind plant and setting up a 20 Hi CR mill. Later a mini steel mill, Piramal Steels was acquired at Tarapur in 1983, which was soon thereafter named as Jindal Iron and Steel Co. Ltd. (todays JSW Steel Ltd. Downstream). These facilities in Vasind and Tarapur in Maharashtra have continuously undertaken technological upgradations and expansions, which has made the Downstream Unit todays largest manufacturer and exporter of galvanized products in India. In 1994, in order to achieve the vision of moving up the value chain and building a strong resilient company, Jindal Vijayanagar Steel Ltd (todays JSW Steel Ltd. Upstream) was promoted. This plant is located at Toranagallu in the BellaryHospet area, the heart of high-grade iron-ore belt, spread over 3700 acres of land. The plant is 340 kms from Bangalore and well connected to Goa and Chennai ports. It has good rail connection to major ports such as Goa and Chennai, which are 400-500 Kms from the plant site. The plant site is also well connected through a network of state and national air linkage available through a major aiport at Bangalore. This region was chosen for the venture because of the availability of rich iron ore in the region. Other raw materials required for various processes is collected from the adjoining areas like, Bijapur, Sandur and Dhone(AP). Water is being availed from Tungabhadra Dam, located in hospet, 30Kms from the plant layout.


JSW under the leadership of Mr Sajjan Jindal, share a common mantra for success. JSW is Rs 9,000 crore integrated entity encompassing steel, power, industrial gases, minerals and port business. It ranks among Indias top business houses in turnover, size and scale of operations. The focus, now, is to achieve a position of excellence in the global area and innovate the future for nation building.

Today JSW Steel Ltd., is a fully integrated steel plant and third largest steel maker after Steel Authority of India Limited (SAIL) and TATA Steel. JSW with an estimated production capacity of 4 million tons per annum is one of the largest green field and fully integrated steel plant investment in Southern India. JSW steel ltd, would work on COREX technology. The plant consists of RMHS department, 5 million tons Pellet plant, 2.3 million tons Sinter plant, two Corex modules for producing 1.6 MT hot metal, two Blast Furnace plants and two 120 tons BOF converters ,two ladle furnace, two single stand continuous slab casters and Hot Strip Mill.

Some of the important break troughs are Indias only fully integrated stainless steel plant Indias only integrated private sector galvanized steel producer Ferro- chrome: another break through in JINDAL Indias only diameter submerged Arc welded steel pipes World standard sponge iron Indias only integrated green-field steel project. JINDAL have also pioneered Indias first continuous slab casting machine and Indias first hot strip mill to produce hot rolled stainless steel coils. JINDAL is pioneers the India to use the newly introduced process of Corex C2000 module, developed by Voest Alpine, Australia to manufacture pig iron.


Values: Young thinking is crystal clear transpararency and openness in regard to

transactions, operations and interaction with JSWs stake holders. Young thinking fosters leadership, implying that true leadership entails

speed, resilience and coherence with which decision are made independently by each member of organization. Young thinking is unique, for being able to differentiate benefits from

diverse action so as to be able to provide superior products of JSWs customers and the community at large. Young thinking involves the will to strive for and deliver value beyond

expectations. Vision: Preparing the groundwork and nurturing of the next generation Young

thinking. The continuous improvement of cost stewardship in the value chain. The ability to foster abiding customer relationship, by anticipating needs

and delivering beyond expectation. Act as catalyst for growth the nations steel industries, the marketing of

value added branded products for domestic and global market.

CORPORATE RESPONSIBILITYS: Environmental policy. 1. Restoring and conserving the ecological balance. 2. Implementing effective environmental management practices in all activities. 3. Carrying out operations for going beyond compliance of statutory rules & regulations. 4. Promoting Zero Waste concepts by implementing recovery recycle & reuse technologies. 5. Growing green belts and ecological parks in a d around the plant.

6. Evaluating & including environmental awareness among all employees.


Apart from its quest to excel in its business activities, JSW has strong commitment to social action as a part of its Corporate Social Responsibility. So, corporate social responsibility at JSW has been taken up with great commitment and imagination. Following the tradition of the Jindal Organization, JSW provides hosing colonies, medical benefits, recreational and other facilities for its employees. Such trend setting efforts have not been confined to the plants but also for to the communities at large. Wherever JSW sets up base, it supports the aspirations of the neighboring communities, especially in the areas of education, health, sports, and culture and infrastructure facilities. The philosophy of Jindal South West Foundation is We Cherish People.

HEALTH Initiatives: JSW runs the Jindal Sanjeevani Hospital, providing the best secondary and

tertiary health care at Vijayanagar, in Bellary District, Karnataka. It is fully equipped with state of the art operation theatre and modern diagnostic departments. They organize artificial limb camps, create employment opportunities for physically handicapped, organizing free medical camps, which includes Cancer and AIDS awareness programmes.

HIV/AIDS Awareness Program: The Foundation initiated a comprehensive HIV AIDS Awareness program with

the help of Modicare Foundation, a non-profit, non government organization with the objective to develop an understanding of how AIDS is affecting society directly and indirectly. It aims at reaching out to every employee at their respective locations, making them aware about the mounting concerns and how to be more provocative and sensitive to the need of the HIV/AIDS. All the employee community at Vasind and Tarapur have been covered and this initiative will be extended to local areas in a comprehensive way.

EDUCATION Initiatives. The foundation runs three English Medium schools with subsidized monthly

fees. In association with Azim Premji Foundation planned to achieve quality in the


provision of elementary education to children by creating an excitement in the schools. They have instituted Computer Aided Learning Centres, which imparts education to children in the most innovative and creative way through computers in the villages around Bellary. They run Shramsadhna Vocational Training Center in thane district ( Maharashtra), where, in association with Father Agnels Polytechnic, Bandra, it provides skill development, career guidance and create awareness of modern methods of agriculture and animal husbandry. Akanksha Vocational Training center at Vidyanagar provides training to rural girls in tailoring. The foundation runs Jindal South West Community Advancement scheme where in scholarships are granted to employees children pursuing technical courses and to students in rural and backward areas of Maharashtra and Karnataka.

Early Childhood Education (ECE) Project. JSW Foundation and Integrated Child Development Scheme (ICDS) jointly

initiated the Early Childhood Education (ECE) Project with technical support from Center For Learning Resources, Pune. This project aims at developing skills of anganwadi workers to be effective as early childhood educators. The project envisage to apprise anganwadi workers teach the principles of learning & various teaching methods that encourage the skills & intellectual development of children between 3 to 6 years.

COMMUNITY Initiatives They have built concrete roads, which have significantly reduced the dust

pollution levels of the surrounding villages, especially in Bellary, Hospet, Toranagallu and Sandur, districts of Karnataka. They have concreted the gateway to the historical Hampi, World Heritage site. The foundation has also contributed towards building the Rangasharda Theatre and the ashram of Sri Ravishankar at Bangalore and has donated land for an ayurvedic ashram in Vasind. They have initiated the clean Bellary project where they have introduced a mechanized garbage disposal system for the first time in the Bellary district. A special truck fitted with self-loading and unloading hydraulic system including 25 garbage bins and 200 dustbins were introduced. They have contributed for street lights and drinking water facilities at Vasind village. They have created a revolving fund for the benefit of the rural women. The beneficiaries get interest free loans from this revolving fund for purchase of buffaloes and for starting other small business. We are organizing free veterinary health


check-up camps, fodder production workshops and feed making training to these women beneficiaries. We plan to increase the number of beneficiaries many folds by forming a MACS (Mutually Aided Co-operative Societies).

Women Crane Operators at JSW Steel Ltd. In a unique endeavour to empower not so privileged in a unique endeavour to

empower the underprivileged women in a patriarchal society like ours, JSW Steel Ltd., has decided to induct 11 women workers into doing jobs at the factory level, which were traditionally reserved for men. These women are being trained for functions like a supervisor of blast furnace, stores and on the payload. They have been provided with two sets of uniforms, shoes, helmet and goggles for safety. They work in general shift from 9 am to 6 pm. These trainees will be assessed after 4 months on their performance and will be promoted as Asst. Operators and then as Operators. This enhancement of job profile will fetch them Rs. 7000-8000 as against Rs. 400-500 otherwise per month. This has raised their confidence and enhanced their employability. These women will act as role model for the community and will inspire the women to take up such unconventional assignments

HERITAGE Initiative JSW endeavour is to formulate a comprehensive and holistic master plan for the

management of the unique ruins of the Vijayanagar Empire. The foundation supports the Hampi Utsav where local and national level artists participate in dance, music and other art forms. JSW have drawn up the master plan for the conservation of the Chandramuleshwara temple, which will be the first conservation project. This is being done in association with the Global Heritage Fund, San Francisco to ensure international standards. The Foundation has sponsored the book New Light to Hampi, edited by John M Fritz and George Michell, which has incorporated the recent research on Vijayanagar Empire. The Foundation co-sponsored the book The Guide to the Architecture of the Indian Sub Continent by Takeo Kamiya, an eminent Japanese Art Historian.

SPORTS Initiatives The Jindal Squash Academy in Vasind has been set up to promote excellence in

sports and give exposure to rural youth. This academy has nurtured talent of


international repute. Young sportsmen from this academy have represented India at the Asian Junior championships. We also house a badminton academy, which regularly organizes state level badminton tournaments in Karnataka. The swimming academy has trained swimmers who now regularly participate and win at the national levels. Our Jindal South West Foundation ladies hockey team has won the Under-17 Karnataka State Hockey Championship title at the recently held championship at Davangere, Karnataka.

ART & CULTURE Initiatives Jindal Arts & Creative Interaction Center which encourages creative interaction

between the arts, organizes film premiers, promotes art awareness through a series of workshops, beautifies city spaces through its Art In Public Spaces schemes and generate awareness for social issues by organizing workshops and panel discussions. The foundation publishes a visual arts magazine ART India-The Art News magazine of India. It has won the national printing competition hosted by the all India Federation of Master Printers. We have established the Friends of JJ School of Arts Trust to restore the buildings of the historic art school and its surroundings and add value its school curriculum. We also organized Writers Bloc, A festival of 9 original plays at the Prithvi and NCPA. The Jindal Art Foundation, Royal Court Theartre, London, British Council Mumbai and Rage productions collaborated in providing a platform to playwrights through a series of workshops at the JSW Steel Ltd., Vasind premises. Over a period of two years 9 original stories that were conceived at the workshops were showcased, which received great reviews across the city of Mumbai. A major step was to co-sponsor a book New Light on HAMPI (Recent research on Vijaynagara, Edited by John M Fritz and George Michell). We also sponsored a book A Guide to the Architecture of the Indian Sub continent by Takeo Kamiya an eminent Japanese Art Historian. Jindal South West Foundation organized an Enamelling Workshop at the international enamel studio, Vasind. This age-old craft was presented by Eleizabeth Turrel along with Veenu Shah, Vivek Das and Kana R. Lomror who created an innovative mural on steel. Participants and interested audience created their own enameled pieces, under the guidance of the artists, which they carried home. The Foundation has also organized workshops like Stone Carving workshops where artists


from Bangladesh participated and a Steel design workshop, which brought forward innovative design and usage of steel.

Kalasangam With an objective of creating awareness on cultural aspects viz., art, literature,

music, dance and theatre among employees and their families residing at Vidyanagar, the foundation has created Kalasangam for harnessing local talents. It offers a platform to exhibit their talent for enthusiasts in the above-mentioned fields and organizes several interfaces with specialists in various arenas. Kalasangam is a confluence of Art, Drama, Literature, Music and all which imitate nature. It is a forum for the manifestation of the perfection of art among Jindalites. It is an esoteric and aesthetic medium of expressions across the artistic hearts of Jindalites. The idea of Kalasangam was conceived in July 04 for harnessing the hidden talents. A voluntary membership of 106 Jindalites was enlisted with 5 coordinators, one for each stream viz., Art, Music, Theatre and Dance. Kalasangam was formally launched on 21.09.04 with a dance drama performance by child artists. The logo of Kalasangam was coined by in-house members which depicts the theatre, literature, music and dance forms . Mumbai Festival The nine-day festival, intended to revitalize Mumbais image through a series of cultural and entertainment events across the city. The festival aimed at putting Mumbai on the international festival circuit, thus acting as a major catalyst for tourism in Mumbai. The Art & Heritage section, the highlight of which was a 60 ft Mannat Wall painted by the citys noted artists, was presented by Sangita Jindal and supported by the Hindal South West Foundation.


CHAPTER -4

ORGANISATION HIERARCHY

CHAIRMAN

VICE-CHAIRMAN

CEO

DIRECTOR OF FINANCE

DIRECTOR OF HR

DIRECTOR OF MARKETIN

DIRECTOR OF PRODUCTI

GM

CS

GM

GM

GM

AGM

AGM

AGM

AGM

GM: General Manager CS: Company Secretary AGM: Assistant General Manager CEO: Chief Executive Officer

BOARD OF DIRECTORS:

1. Mrs.Savitri Devi Jindal (Chairperson) 2. Mr.Sajjan Jinda (Vice chairman & MD) 3. Dr. B.N. Singh. (Joint MD & CEO) 4. Mr.Seshagiri Rao M.V.S. Director (Finance) 5. Dr.Vinod Nowal Director (commercial) 6. Dr. S.K.Gupta (Director) 7. Dr.Vijay Kelkar (Director) 8. Mr. Anthony Paul Pedder (Director) 9. Mr.Uday M. (Director) 10. Mr. Lancy Varghese (Company Secretary)


CHAPTER -5 FUNCTIONAL DEPARTNENTS

PRODUCTION PROCESS OF JSW

RMHS

PELLET PLANT

SINTER PLANT

COREX - I

COREX - II

BF-I

B F - II

BOF

HSM

Abbreviations RMHS: Raw Material Handling System BF: Blast Furnace (One & Two) BOF: Basic Oxygen Furnace HSM: Hot Strip Mill


RAW MATERIAL HANDLING SYSTEM (RMHS) RMHS is backbone of industry which supply raw material of requisite quality in adequate quantity to respective department.

Functions of RMHS Receive raw materials in adequate quantity. Allocate space for raw material stacking. Effective bedding and blending of incoming raw materials from different mines to get homogeneous mixture. Timely supply raw material to respective department.

Raw Materials Required for Production: Iron ore lump and fines, lime stone, dolomite, quartzite, manganese ore, non coking coal and coke Source of Raw Materials: Coal Coke Lime Stone(For Iron Making) Lime Stone(For Steel Making) Dolomite Ore Fines Quartz Australia, China, South Africa China, Russia Dhronachalam, Bagalkot Dubai Dhronachalam, Bagalkot Sandur, Hospet Sandur

The storage area is divided into four locations namely. Coal Yard Ore Yard Additive Yard Stock House

Equipments Used in Supplying Raw Materials to various Departments: 1. Wagon Tippler 2 Nos 2. Stacker Re-claimer 7 Nos 3. Barrel Re-claimer 1 No 4. Twin Boom Stacker 1 No 5. Screening Plant 2 No 6. Approximately 22 km long conveyor system. Wagon Tippler Wagon Tipplers are used for unloading of raw materials received through railway wagons. Side arm charger places each loaded wagon of the rack on the tippler table which is then tippled by tippler. Material discharged onto the hoppers is conveyed to the down stream conveyers through apron feeders. Technical specification: Type of Tippler. No of tippling per hour. Angle of rotation of Wagon Type of drive. Stacker Re-claimer These equipments are meant to stack the raw material in the yards and also to reclaim the same for conveying to the consuming departments. Out of these five three are used in the coal yard and two in ore yard. Technical specification: Stacking rate Coal Ore Reclaiming rate Coal Ore Long travel speed No of buckets Type of drive : 1000 TPH : 1200 TPH : 750TPH : Rota side XL Hi lift : 20 : 155 degree : Hydraulic

: 500 TPH : 15 m/min : 8 : Hydraulic


Barrel Re-claimer This equipment is meant to reclaim iron ore fines for conveying to pellet plant. Technical specification: Reclaiming capacity Barrel speed /Cutting speed Bucket volume Barrel cutting dia : 1000 TPH : 41.09 m/min : 322 lts : 5450 mm

Twin Boom Stacker This equipment is meant to stack iron ore fines in the yards. Technical specifications: Stacking capacity Rail centers Boom Luff speed Boom inclination Long travel speed : 1200 TPH : 7000 mm : 4 m/min : -12 deg to 16 deg : 20 m/min

Conveyor system 74 conveyers are installed in raw material handling system Belt width of conveyors ranges from 800mm to 2000mm Conveying capacity ranges from 300 TPH to 1200 TPH.

Customers of RMHS Department in Plant Layout: Pellet Plant Sinter Plant Blast Furnace Iron ore fines, Lime Stone and Coke Iron ore fines, Lime Stone and Coke Sinter, Iron ore, Coke, Dolomite Limestone,

Corex Plant Basic Oxygen Furnace (BOF)

Pellets, Iron ore, Non coking coal, Coke, Lime stone, Dolomite, Quartzite Iron ore and Dolomite


PELLET PLANT Raw materials required: Iron Ore Limestone Dolomite Coal / CDP dust Coke Bentonite as binder Corex / BOF Sludge Water

Final Products Obtained: Pellets Process: The capacity of Pellet Plant is 5 MTPA and pellet size ranges from 6 to 12 mm.The process of converting Ore into Pellets is called Pelletisation. In this process the iron ore fines are converted into tiny balls of suitable size by rolling the fine material with a critical amount of water and to which an external binder or additive may be added. Tiny balls produced are called pellets. It makes green pellets using balling disks and indurate using the straight grate machine. Lime Stone/dolomite is used as flux and bentonite as a binder. Corex gas is the fuel for the indurating furnace and the sludge from the corex plant is used to add carbon to the pelletising mix. Gas Slag

Different Steps in Pelletisation: 1. Feed Preparation Drying, Grinding and Mixing 2. Green Ball production and sizing 3. Green ball Indurations Drying, Pre-heating, Firing and Cooling. Finally this Pellets is stored for next Production process in the Plant Layout and the remaining are Marketing outside to their consumers.


SINTER PLANT Raw materials required: Iron Ore Limestone Dolomite Coal / CDP dust Coke Bentonite as binder Corex / BOF Sludge Water

Final Products Obtained: Sinters Slag Gas

Process: The Sinter Plant capacity is 2.3 MTPA. Producing sinter as major raw material for Blast Furnace process, Sinter Plant is also uses the same raw materials which were used in Pellet Plant. But the process is difference in this plant compared to Pellet plant. Sintering is an agglomeration process which produces strong and porous lumps from a powdered uncompacted mass of iron ore with the application of heat to the stage of incipient fusion. The heat necessary is supplied by the combustion of coke breeze.

Finally these Sinters are sending through conveyor system to Blast Furnace for next Production Process.


BLAST FURNACE There are two Blast Furnaces at JSWSL, BF-1 rated capacity 0.9 MTPA and BF-2 is 1.3 MTPA. Raw materials required: Sinter Iron Ore Limestone Coke Water Dolomite Quartz

Final Products Obtained: Hot Metal Slag Gas

Blast furnace structure contains 4 major zones: Process: In the blast furnace solid charged materials like iron ore, coke and lime stone are charged in the vertical shaft of the furnace at the top and hot air blast is blown through tuyers which are located at the bottom level. The oxygen form the pre heated blast combines with the carbon of coke and generates heat and carbon monoxide. the gas phase containing mainly nitration and carbon monoxide ascends upwards through the charge which reacts with and extracts heat from the gas wastes eventually the gas melts and metal and slag thus formed gets stratified and separated to obtain the metal fundamentally therefore the blast furnace is a counter current reactor. Hearth Bosh Stack Tuyers


The main chemical reactions are reduction of iron oxide to iron and burning of coke. The iron oxide may get reduced as 2Fe2O3+3C= 3CO +2Fe Since the iron oxide is directly reduced by carbon it has been referred as direct reduction of iron oxide. The CO required for indirect reduction is essentially generated at the tuyer level where carbon of the coke burns as 2C + O2=2CO As the gases rise and carry out the reduction the CO2 content of the gas increases and the following reaction takes place. (CO2+C=2CO) This is known as solution loss reaction. Lime stone and dolomite which is added as a flux in the charge get calcined. Blast furnace is shaft type counter current reactor I which heat is exchanged and chemical reaction take place between gas and charge material. Iron oxide along with fluxes and coke is charged in furnace from top and hot blast air at 1050C is blown through tuyer at bottom. The hot ascending gases hats up the descending charge material accompanied by a variety of physical and chemical reactions giving hot metal and slag which are tapped at regular interval . Finally this Hot Metal is transported to next Production department.


COREX PLANT There are two Corex Plants at JSWSL, each of 0.8 MTPA (Corex I &II) Raw materials required: Pellets Iron Ore Limestone Non coking Coal Coke Pure oxygen Water Dolomite Quartz

Final Products Obtained: Hot Metal Corex Gas Slag Process of Corex Plant:

The corex process is based on physical separation of reduction and melting processes which are carried out in two vessels namely reduction shaft and melter gasifier respectively. Iron oxide in the form of pellets alongwith fluxes are charged into reduction shaft and are reduced with gases produced in the melter gasifier. The reduced product DRI is charged into melter gasifier through DRI screws according to melting rate. Coal is charged into melter gasifier alongwith DRI and pure oxygen is blown through tuyeres. The gas produced in melter gasifier is classified and fed into reduction shaft. Hot metal and slag are tapped at regular interval and process is controlled as per hot metal quality the melter gasifier. requirement. Corex consists of two reactors, the reduction shaft and


Figure shows the Corex process schematically. The reduction shaft is placed above the melter gasifier for easy descend of material by gravity. The volume of the reduction shaft and the melter gasifier is about 600 m3 and 2200 m3 respectively. The functions of reduction shaft and the melter gasifier are explained in the following. Reduction shaft: Iron ore, pellets and additives (i.e. limestone and dolomite) are continuously charged into the reduction shaft via lock hopper system located on the top of the shaft. The burden descends through the shaft by gravity. The reduction gas is injected through the bustle located about 5 meters above the bottom of the shaft at 850oC temperature and over 3 bar gauge pressure. The gas moves in the counter current direction to the top of the shaft and after the exit from the shaft it is termed as top gas. The top gas

Lump Ore / Pellets /Additives Scrubber

Top Gas Coal

Export Gas

Reduction Shaft Reduction Gas Scrubber

Hot Gas Cyclone Compressor

Cooling Gas Melter Gasifier Dust

Oxygen

Settling Pond

Slag and Hot metal


temperature is around 250oC. Some amount of Coke is also added to the shaft to avoid clustering of the burden inside the shaft due to sticking of ore/ pellets and to maintain adequate permeability in the burden. Following are the primary reactions taking place inside the shaft. Reduction of iron oxide by CO and H2 and transforming the iron oxides to metallic iron.(Fe2O3 Fe3O4 FeO Fe) Calcination of limestone and dolomite CaCO3 = CaO + CO2 CaMg(CO3 )2 = CaO. MgO + 2 CO2 (endothermic) (endothermic)

Carbon deposition reaction and formation of Fe3C 2 CO CO2 + C Fe3C + CO2 (exothermic) (exothermic) 3 Fe + 2CO

After a residence time of about 6 hrs inside the shaft, the iron bearing material gets reduced and achieves the metallization to the extent of about 90 to 95%, and is termed as DRI. Subsequently, 6 discharge screws convey the DRI from the reduction shaft to the melter gasifier. The reduction gas is nearly fully de-sulphurized in the shaft due to the presence of the burnt lime and dolomite according to the following reactions. CaO + H2S = CaS + H2O MgO + H2S = MgS + H2O A low content of the hydrogen sulphide of the top gas is important with respect to the further usage of the Corex gas. The metallization degree of the DRI and the calcination of the additives are strongly dependent on the following parameters. Amount and quality of the reduction gas flow Temperature of the reduction gas Reducibility of the iron carrier Grain size of the solids charged Reduction gas distribution in the shaft The specific reduction gas flow is maintained at about 1000 - 1200Nm3/ton of iron carrier charged to the shaft.


Melter gasifier: The melter gasifier can largely be divided into three reaction zones as the following. Gaseous free board zone (Upper part or dome) Char bed (Middle part above oxygen tuyeres) Hearth zone (Lower part below oxygen tuyeres) Due to continuous gas flow through the char bed, there also exists a fluidized bed in the transition area between the char bed and the free board zone. The hot DRI at around 750-800oC along with the calcined limestone, dolomite is continuously fed inside the melter gasifier through DRI down pipes. The DRI charging pipes are uniformly distributed along the circumference near the top of the melter gasifier so as to ensure proper distribution of material over the char bed. Additionally non-coking coal, quartzite and required quantity of coke are continuously charged by means of lock hopper system. Like reduction shaft the melter gasifier also operates at an elevated pressure in excess of 3 bar gauge. Oxygen plays a vital role in Corex process for generation of heat and reduction gases. It is injected through the tuyeres, which burns the coal char and generates CO. This hot gas ascends upward through the char bed. The sensible heat of the hot gases is transferred to the char bed which is utilized for melting iron and slag and other metallurgical reactions. The hot metal and slag are collected in the hearth. The

efficiency of the furnace depends largely on the distribution of this gas in the char bed and utilization of the sensible heat of the gas. The dome temperature is maintained between 1000 and 1100oC which assures cracking of all the volatile matter released from the coal. The gas generated inside the melter gasifier contains fine dust particles which are separated in hot gas cyclones. The dust collected in the cyclones is recycled back to the melter gasifier through the dust burners, where the dust is burnt with additional oxygen injected through the burners. There are four such dust burners located around the circumference of the melter gasifier above the char bed. The exit gas from the Melter Gasifier is having a temperature of 1000 to 1050 oC (Approx). This gas is cooled to 850 oC through addition of cooling gas. The analysis of cooling gas is similar to that of reduction gas. Subsequently, this 850 oC gas is separated from the dust in the cyclone and is made available for Reduction Shaft as reduction gas. A part of reduction gas is scrubbed using water sprays and the clean gas is compressed and made available as cooling gas. The excess gas is used to control the


plant pressure. This excess gas and the reduction shaft top gas are mixed prior to the take over point. Thereafter this gas is termed as Corex export gas. Following are the reactions taking place inside the melter gasifier. Drying of coal (100oC) Devolatilisation of coal (200 to 950oC) and liberation of methane and higher hydrocarbons Decomposition of volatile matter Due to the higher temperature prevailing in the melter gasifier free board zone, the hydrocarbons are cracked into hydrogen and elementary carbon. CnHm = nC + ( m/2) H2 It is desirable that all higher hydrocarbons are cracked in the free board zone so as to assure generation of a good quality reduction gas. Maintaining a dome temperature between 1000 and 1100oC confirms the same. Further reactions in the freeboard zone are outlined as the following. CO2 + C = 2 CO H2O + C = CO + H2 CO + H2O = CO2 + H2 Boudouard reaction Water gas reaction Shift reaction

Decomposition of un burnt limestone and dolomite Residual reduction of iron oxide Direct reduction of FeO in the DRI takes place by carbon in the char bed. Burning of coal char by oxygen Burning of the coal char takes place near the tuyeres. The maximum temperature inside the melter gasifier exists in front of the tuyeres. The following carbon gasification reaction takes place in the tuyere area.

2C + O2 = 2CO 2CO + O2 = 2CO2 C + CO2 = 2CO Melting and formation of hot metal and slag Finally this Hot Metal is transferred to next Production Department.

BASIC OXYGEN FURNACE (BOF) Raw materials required: Hot metal Pure Oxygen Iron Mixture Water

Final Products Obtained: Slabs Slag Fough

In this Plant the Hot Metal which is received from both Blast Furnace (I & II) and COREX (I & II) are mixed together in the mixer for making steel. The Plant capacity is 4 MTPA.The main aim of this Plant is to remove the Sulphar and Silicon content in the Hot Metal. Process Flow Chart
HMDS-1 MIXER-1 H M F R O M I R O N M A K I N G CONVERTER-2 MIXER-2 CASTER-2 RH-OB S L A B E X P O R T

LHF-2 CONVERTER-1 CASTER-3

HMDS-2 & S L A B S T O H S M

CAS-OB

HMDS-3

CONVERTER-3

LHF-1

CASTER-1


Specifications of Mixer : Capacity Average Si Average S Converter: BOF route is the most widely used steel making process. The hot metal is charged in to the Converter (Pear Shaped Vessel used for steel making) along with the scrap. Oxygen (at 99.9% purity) is blown through a water-cooled lance at high : 1300T : 0.6 % : 0.010%

pressure to oxidize the impurities in the charge. Fluxes like lime and calcined dolomite are added to the charge during the process to facilitate the chemical reactions. After the process is completed, steel is tapped into a ladle, required amount of Ferro Alloy are added and sent to LHF for further processing. Slag which is formed during the process is emptied into a slag pot and sent to slag yard. Specifications of Converters: Nos Capacity Blow time Tap to Tap time Average Heat wt : 3 nos. : 130T Nominal : 17min : ~ 45min : 130 T

Ladle Heating Furnace: The ever increasing demand for high quality steel particularly for critical applications made it necessary for steel plants to install ladle furnaces. Ladle Furnace not only facilitates heating of the steel to the temperature needed by the Caster and also helps in flotation of the impurities to the slag. Trimming additions of Ferro Alloy are made at LHF to fine tune the chemistry of the steel. Other Sec.Metallurgy facilities like CAS-OB and RH-OB are being added to the existing setup to enhance the production from 2.5 Mt to 4.0 Mt.


Continuous Casting Plant (CCP) In this Plant the Hot Metal which is obtained from BOF is converted into Slabs. Continuous casting is teeming of liquid metal in short mould with false bottom, through which partially solidified slab is continuously drawn at the same rate at which metal is being poured. The reheating and slabbing process can be omitted here because the cast strand has a near-net shape similar to that of the semi-finished product. The yield is much higher compared to Ingot Process because the continuously cast strand has only two small end portions, in contrast to the ingot tops and bottoms which must be cropped from every ingot. Solute element segregation and nonmetallic inclusions are much lower in continuously cast slabs. Advanced technologies have improved the productivity and surface quality of the slabs. Specifications of each Slab: Width Thickness Weight Length : 800 - 1650mm : 220mm : 22-24 Tons. : 12.5Mts


HOT STRIP MILL Raw materials required: Slabs Corex Gas

Final Products Obtained: HR Coils

Major units of Hot Strip Mill:

RE-HEATING FURNACE - Walking beam type, heat the slabs to the rolling temperate by using corex gas.

PRIMARY DESCALER - The purpose of primary declare is to remove the scale which is formed Due to the oxidation of hot metal when it comes out of the furnace .Decaling is done using water jets at a pressure of 180 bar.


ROUGHING MILL -It is powerful four-high reversing roughing mill equipped with a powerful hydraulically operated vertical edger with an automatic width control for effective slab reduction which facilitates easier operation of the finishing mill and produces a good quality hot rolled coils (HRC).

COIL BOX - It achieves uniform temperature of the bar from head end to tail end, effecting isothermal rolling and perfect control on the gauge.

ROTARY CROP SHEAR - The purpose of rotary crop shear is to crop the front end and tail end of the strip prior to entering the F1 stand the cut is made on the fly. The shear is composed of two horizontal drums with curved knife blade and a straight knife blade on each drum.

PINCH ROLL SCALE BREAKER To remove the fine scale formation from the strip before it enters the finishing stands by using high precision water spray on the top and bottom of the transfer strip.

FINISHING MILL - To ensure a good quality strip with good gauge control, profile control and a surface free from any possible defects. The plant has a six stand 4-hi finishing mill equipped with Automatic gauge control, Work rolls bending quick control, Roll changing devices, Low inertia hydraulic inter stand loopers and Descaling facilities.

RUN OUT TABLE - This is provided in between Finishing Stand # 6 and coiler. The strip coming out of finishing stand having a temperature of 850 C to 950 C. is cooled down to a temperature of 540C to 650 C. A series of water jets well spread uniformly over the strip from the bottom and laminar cooling heads are provided at the top. ROT table consists of 96 mts length and 20 number cooling header.

DOWN COILER -Two hydraulic down coilers are supplied by Danieli

United, USA

equipped with out-board bearing supports to take care of heavy coil windings. Hydraulically controlled wrapper rolls with jump control ensure compact winding with no damage to the Strip surface.


FINANCE DEPARTMENT
The main aim of Financial Department is to planning and developing the financial/holding structure of the company, thus ensuring the coherence of financial activities and that the management team, perform their legal, financial and shareholder responsibilities. They are also responsible for the co-ordination and management of external financial reporting, budgeting and investor relations. Tax planning, internal controls and Risk management and Costing. Finally, the responsibility of accounting operations is to manage day to day business transactions.

Financial Planning Financial forecasting is the basis for financial planning. Forecasts are merely estimates based on the past data. Historical performance may not occur in the future. Planning means what a company would like to happen in the future, and includes necessary means what a company would like to happen in the future, and includes necessary action plans for realizing the predetermining intentions.

Steps in Financial Planning The following steps are involved in financial planning: Past Performance: Analysis of the firms past performance to ascertain the relationships between financial strengths and weakness. Corporate Strategy and Investment Needs: Determining the firms investment needs and choices, given its growth objective and overall strategy. Cash Flow from Operations: Forecasting the firms revenues and expenses and need for funds based on its investment and dividend policies. Consequences of Financial Plans: Analyzing the consequences of its financial plans for the long-term health and survival of firm. Consistency: Evaluating the consistency of financial policies with each other and with the corporate strategy.


Overview on financial structure: 2007 (in crores) Sources of Funds Share Holders Fund Loan Funds Tax liability Total Application of Funds Fixed Assets Current Assets Current Liabilities : 5594.05 : 4173.03 : 1012.66 : 10779.74 2006 (in crores) 4356.22 4096.05 742.03 9194.30

: 10192.03 : 2485.63 : 2285.73

8379.93 2567.86 2142.61

Gross Sales (Rupees in Crores)

2006-07 2005-06 2004-05 2003-04 3590 6802 7036 9337

2007(in Crores) Net Turnover PBT PAT : 8699.59 : 1915.18 : 1292.00

2006(in Crores) 6598.49 1301.89 856.53

Earning per share (EPS) in Rupees

2006-07 78.88

2005-06

55.57

2004-05

59.78

2003-04

21.46


MARKETING DEPARTMENT
Marketing Arrangement of JSW The strings of the management of the company are in the hands of Board of Directors who reports to the Vice President. The Vice President looks after the affairs of the company. The various units of JSW: Raw Material Handling Store (RMHS) Pellet Plant (PP) Corex Basic Oxygen Plant (BOF) Continuous Casting Plant (CCP) Hot Strip Mill (HSM)

A senior member of marketing department directly controls the marketing network of JSW. The company has got systematic documentation procedure to control the dispatch activity. After the production, the company sends to its plant regarding consumer requirements, quality and quantity details, and transportation facility and delivery date to dispatch department for dispatch the goods at correct time.

Main Products for Marketing: HR Coils Slabs Pellets

Market Marketing is so basic that it cannot be considered a separate function, it is really the whole business sees from the point of view of final results. Marketing is a view point which looks at the entire business process has a high integrated effort in discover, Create, arose and satisfy the customer needs. Market: It is a place where a goods and services are exchanged; the term market means to aggregate of all demands for as particular product or service. It also refers to


aggregate of all consumers-existing and potential for product. JSW has a very Good market for almost all market centers. CUSTOMER

DIRECT CUSTOMERS

TRADERS

Direct customers will approach with the bulk order for their utilization. Traders place the orders for resale and profit out of it. The material is loaded into truck or rail without any variation of quality. The senior officer also checks this at the time of loading. Sales Plan The company should have correct and clean sales plan and the same plan must be followed each and every time. Otherwise, the finished output remaining blocked and the working capital cannot be obtained to perform the day-to-day activities of the firm. The interested customers send a letter to JSW for enquiry their availability of the product, Terms, condition etc. If they find satisfactory the order will be placed which including quality, quantity of the products, mode of transport terms of payments etc. After receives the purchase order the correspondence section of the sales department scrutinizes the purchase order and if the same size is satisfactory, JSW sends a sales order and as acceptance letter. One of the duplicate copies of the sales order is retained with the dispatch section and one with accounts department. The purchase then confirms his order by sending back the acceptance letter duly signed. JSW after receiving the acceptance scrutinizes it and them the corresponds section seeks to range for the availability on required goods and duly prepares a Daily Dispatch Plan Which is passed on the dispatch section and then carry on. The invoices prepare including all the charges like the prices of the stock in addition to the freight, local excise duty and other loafing and unloading charges. The company also adopts certain sales promotion activities direct the product toward customer.


Sales Promotion Sales promotion is a key ingredient in marketing campaigns sales promotion consists of diverse collection of incentive tools, mostly short term, Designed to stimulate quicker as greater purchase of particular product as services by consumer on the trade. Sales promotion covers those marketing activities other than advertising, publicity and personal selling. It is acts as a bridge between personal selling and advertising. JSW adopts sales promotion techniques: JSW is going to provide price off, a straight discount off the list price on each case purchased during a stated time period. The company developed customer sensitiveness and it provides incentives and discounts on regular and bulk purchases. Sometimes JSW provides transport allowances to buyers.

Marketing plan at JSW Marketing planning is formulated mainly by the top level management people. And senior managers of each branch officers follow the decision regarding planning. In JSW before marketing planning the top level management makes a business plan by considering by annual demand and production capacity and then year target plan and monthly plan. Senior Vice president of marketing (Mumbai) of JSW makes the marketing planning. This plan is formulated by taking into consideration orders received. The orders received by giving 1. Personal visit to company near by JSW. 2. Traders like Hero cycles, Calcutta Tubes, and Tube product of India etc. 3. Through Branch Offices by E-mail, Fax etc. The standard let for marketing department is to achieve the sales target for current year is 2.1 million tons. Once the main plan is formulated by top level management it is sent to each of its branch office and also the head office located at Mumbai sends the new plan to each of its branch office. In keeping touch with the main and each months plans, the marketing manager of JSW formulates dispatch plan daily for the purpose of distribution of goods according to the orders received.The standard given to achieve the sale target of 1,75,000 tones per month.


Objectives of marketing planning are: To achieve set standard To enjoy profits To satisfy customers as it is buyers market.

According to JSW the benefits of marketing planning are: 1. It encourages innovation and creativity. 2. Marketing planning improve competitive strength. 3. Marketing planning helps to meet the demand. 4. It minimizes the risk and uncertainty. 5. Marketing planning focuses attention on objectives. 6. Marketing planning helps to reduce the cost of production. 7. Marketing helps the manager to adopt strategies according to its. 8. Changing market opportunity. 9. Marketing planning helps the manager to take decision. 10. Marketing planning facilitates control.

Physical Distribution The process of getting goods to customers has traditionally been called physical distribution. Creating a customer and creating a product do not complete the process of marketing, delivering the product the customers is an equally important part of this process and that is reffed to as distribution in marketing parlance. Physical distribution is a process of reaching the product to the consumers. It coordinates all the activities in the physical flow of product between producer and consumer.Physical distribution provides place and time utility to product. It is distribution that makes the product available at the right place and at the right time, there by distribution maximizes the companys change to sell the product and strengthening its competitive position. It is now becoming prominent cost area.

There are two major components 1. TRANSPORTATION 2. WAREHOUSING


1. TRANSPORTATION: It is the first among the major function of physical distribution. It adds time utility and place utility to the product. There are four main type of transportation; the manufacture must also known the relative costs of made. Roadway Transport Railway Transport Waterway Transport Airway Transport

The main product of JSW in HR Coils (HOT ROLLED). The weight of each coil will be approximately 20 to 30 tons, so the Airway transport is not the best mode for transportation because it is more costly, capacity will be limit and cannot carry bulk orders. The transportation mode of JSW is Roadway and Railway. For Export orders it is send though waterway by costal shipping. JSW has chosen roadway because of following to others: Cost is low compared to others More accurate. It eliminates the terminal cost. Roadways are very convenient to both manufactures as well as buyers. JSW use truck as main vehicle for transportation. JSW basically prefer for road transport when the order is less than 2000 tons. JSW uses Railway as mode of transport when the order is more than 2000 tons, because it is cheaper than road transport. 2. WAREHOUSING Every company has to share finish goods until then sold, because production and consumption cycles pure match. As a matter of fact, Warehousing Management has two distinct and equally importing parts. The physical job crafting scanning the network of storage points and The managerial task of controlling the inventory levels.

Advantages of maintaining warehouse: To ensure timely delivery To see smooth running of production


To meet the demand It helps in balancing demand and supply and in stabilizing the prices. The product, produced is dispatched to different place according to the orders received and extra products are stored in the warehouse for future dispatch. But JSW doesnt maintain more stock because their capacity is 2.5 million tons, out of which their produce 2.1 million tons and 60% of its production is down stream (Purchased by Group Company). JSW is maintaining a small part as a stock in Bangalore, Chennai and Hyderabad because there concentrating on small market also, the profit margin high. Channels of distribution: An industrial goods manufacturer can use its sales force to sell directly to industrial customers or it can industrial distributors, who sell to the industrial customers. JSW has adopted the following distribution channels: JSW receives orders directly from industrial customer. JSW sells their product through their branch offices only.

The JSW is having depots in Bangalore, Chennai and Hyderabad; they are concentrating on small market by maintaining small stock. EXPORT

DEALERS

DIRECT

JSW is exporting their product though dealers and direct customers about 11% of their production.

JSW is marketing 60% of their production to their Group Companys.

Market Share: In South India JSW is having 60% of Market Share.


Major Competitors in Market: Steel Authority of India Limited (SAIL) Rastriya Ispat Nigam Limited TATA Steel Essar Steel


HUMAN RESOURCES DEPARTMENT
JSWs Human Resources philosophy is based on dignity of work, fostering a culture of learning, meritocracy sans bias of any kind and commitment to highest standards of safety at the workplace. Modern business demands quickness of mind and action. Systems by themselves do not deliver. People do as do people-led skills and initiatives. They have always invested in people and believe in creating an environment where people are valued as individuals and are given equal opportunities for achieving professional and personal goals. Consistent and clear HR practices, participative management, excellent welfare activities have made the company one of the most preferred employers in the steel industry. The role of HR in JSW is to be a Change Agent of the organization in order to align people & processes to the Companys strategic objectives. The Steel industry, not only in India but also the world over, continues to face tumultuous times, where change is the only constant. The HR focus is to make change seamless and to ensure CHANGE, BEFORE CHANGE CHANGES YOU (a succinct slogan in an internal competition on Change Awareness).

Work Culture Driving the growth of the JSW are 4800 committed employees. The diversity of location, language and culture blends seamlessly into a common work ethos, which hinges on fostering excellence, recognizing and rewarding entrepreneurship. We believe in empowerment, delegation and calculated risk taking. JSW ongoing endeavor is to create an organizational ambience where talent can bloom. To do so, we strive to make the workplace a source of creativity, innovation and one that makes work meaningful. They ensure that all JSW policies, progressive initiatives and goals are fully communicated to all employees and that they understand and relate to these. JSW commitment to JSW people is reflected in the sense of belonging and pride every employee feels towards JSW and the passion and commitment they bring to their work.

Employee Communication: The Human Resources Department handles employee communication. You as an employee may have certain questions, queries, complaints, suggestions and ideas that you would like to share, this is


possible through the employee employer communication kinship, offered in this company. Communication is given a high priority and this is so because we consider it necessary to remove barriers and increase the intra-organization flow of information. Open Door Policy: You, as an employee of the company, have the freedom to go through and voice your perceptions, your suggestions and any matter that are relevant to you and your job. Your active participation is needed and appreciated to ensure that an open and free exchange of communication exists. Role of Supervisor: Your Supervisor is your first source of information, advice, help, encouragement and training, and is the person directly responsible for assigning, directing and reviewing your work. He is the person who will correct your weaknesses, reward and consolidate your strengths. You are free to air your views about your performance and suggestions to your supervisor for a suitable response. Employer-Employee Relations: All throughout the history of Jindal

Organization, the relation between the management and employees have been excellent and the same trend is being followed at JSW too. The working environment and the organizational culture provide a glimpse of this reality. Mentor-Mentee Relationship: JSW employees have a good mentor-mentee relationship. Every senior employee takes upon himself, the task of improving the performance of his juniors. The mentor is a source of information, encouragement, help and guidance, in adherence to our culture of continuous learning and shared knowledge.

Working Conditions We believe that people are our principal asset. They are the ones who create everything thats valuable to the company. All they need is the platform to do so. The wide variety of businesses that JSW is involved in, provides present and potential employees plenty of opportunities to grow, as well as the cross-functional exposure to enrich and widen their horizons. A huge and not always clearly visible, effort lies behind the success of any organization. We believe in taking our people along as we forge ahead. Total employee involvement is embedded in the companys culture. This has only been possible, as each one of us has done our bit in the quest for excellence.


Care and concern for fellow-employees are evident everywhere. We take care of the quality of work delivered as well as the environment in which it is executed. Our lush green plants, which are a no tobacco zone, provide the right ambience to employees. Housing facilities, school, library and a recreation center are just some of the highlights of the quality of life that we offer. We have begun to look at a broader canvas as new opportunities, are being thrown up by the day. Thus, in turn, is making accelerated growth and promotion opportunities at all level a reality. The compensation structure in JSW is comparable with the top in the steel industry. What is immeasurable is the work environment the responsibility, the challenge, the opportunities for horizontal and vertical mobility, and the freedom and flexibility in decision-making. All of these positives have created an environment that is warm, friendly and extremely conducive to professional and personal growth.

Discipline: The Company believes in maintaining a very high level of organizational discipline by synergizing personal discipline with technological discipline.

Accommodation: Not just houses but a way of life JSW has housing colonies in Toranagallu, Vasind and Tarapu. Upstreams township Vidyanagar, home to our employees won the Prime Ministers award for the best-planned township in the year 1998 as well as the Indian Developer Felicitations, 2005 award for the best industrial township. It is a perfect example of combining 21st century living in the sylvan splendors of nature and the timeless architectural charm of Hampi, capital of the 15th century Vijayanagara Empire. In addition, Vijay Vittal Nagar has also been constructed for housing contract employees. The various facilities in the vicinity of the township ensure the comfort of the employees and their families. A centrally located clubhouse with swimming pool and recreation facilities, guest houses, temple, two schools DAV Jindal Vidyamandir and Jindal Adarsh Vidyalaya, occupational health centre, Jindal Sanjeevini Hospital, Vijayanagar sports club all go to make living in Vidyanagar an unique experience. Above all this, the project has resulted in creation of infrastructure like pipelines for water, roads, and railway lines all adding to the development prospects of the entire region places of lounst attraction are Hampi, Pampa sarovar, Tungabhadra and Narihalla dams, Harishankar Spring and Kumaraswamy temple which are within 50 kms radius of the upstream plant. The downstream plant Vasind has three colonies,


adjacent to the plant premises. The easily accessible recreation centre guest houses. Jindal Vidyamandir (school). Occupational Health Centre makes living in Vasind, a comfortable experience, Similarly. Tarapur has two colonies, Kurgaon and RH-1, at a reasonable distance from the plant. The local TIMA andTMRCT hospitals take care of the employees needs adequately. Local areas of tourist attraction include Kelve and Bordi beaches near Tarapur and Mahuli fort and Manasam (Jain) Mandir near Vasind.

Health & Safety: The safety and health of the employees are ensured by maintaining safe processes, carrying out safe practices, providing a sale environment imparting adequate and proper training. Issuing detailed instructions as regards the area of operation and inculcating safety awareness among all employees. Cost considerations or the demands of production and operations do not overshadow safety considerations. Like at JSW, every employee including contract employees undergo Industrial Safety training before they actually take up their assignments in the company. It is the responsibility of all employees to: Exhibit a high sense of personal discipline. Learn the safety procedure applicable to the job and follow it. Use personal protective equipment and other safety devices as required. Maintain cleanliness & order in every area of work. Report all safety and fire hazards immediately to the management. Work in a team in demanding situations.

Jindal Sanjeevini Hospital: Providing the best secondary and tertiary health care, this hospital has 24 hours casualty and emergency wards. It is fully equipped with state-ofthe-art operation theatre and modern diagonistic facilities.Our commitment to people is not only limited to the steel township but extends to the nearby villages. Apart from direct and indirect employment to local people, the community is benefited through our ongoing rural development activities.

Library: A collection of management and personal development related books are available with the HR department for use by the stall. The company has an e-Library where one can reserve his choice of books against the availability of the same.


HRD Center/Jindal Knowledge Centre: The company has Jindal Knowledge Centre (JKC) at Vijayanagar and an HRD center at Vasind. We will soon be setting up a Developmental Centre of Excellence in Mumbai. It is the venue for many programs, seminars, conferences and meetings. It has a library, a training facility and study area. The JKC has books and magazines on various topics. JKC has augmented state of the art infrastructure for faster and timely access to information. In order to provide value addition, JKC has installed WEB based Online Public Access Catalogue (WEB OPAC) of its holdings, with a table of contents, which can be accessed in a more interactive way.

Working Rules & Regulations Hours of Work and Weekly Holidays: The Corporate office begins at 9.00 am and closes at 5.30 p.m. It remains closed on the second and fourth Saturdays of a month. The plants have timings that are regulated by service conditions, prevailing at the respective locations. The employees work on all Saturdays. Attendance: Being at work regularly and on time is an important part of the overall job performance. If illness or an unexpected problem prevents you from coming to work, please contact your supervisor at the earliest possible, on your first day of absence. For extended illness, a doctors certificate is required. Paid Holidays: Holidays are given on the calendar year system which is from January to December. Employees are eligible to avail 10 paid holidays in a year. The list of holidays for the year is released by the end of December every year. Leave: An employee is entitled to avail Privilege Leave (PL), only on confirmation and completion of one year of service. He can however avail of Casual Leave and Sick Leave, during the training probation period. Casual Leave (CL): An employee is eligible for 7 days casual leave in a calendar year. CL is credited to the employees account on the 1st of January every year. Unavailed CL will lapse on 31st December. Sick Leave (SL): Each employee is eligible for 7 days of sick leave during one calendar year. Unavailed SL at the end of the calendar year will be added to PL Account. Privilege Leave (PL): Employee will be eligible for 24 days of Privilege Leave for every completed year of service.


Maternity Leave: Confirmed female employees shall be entitled to Maternity leave for a period not exceeding twelve weeks after completion of one year of service as per the provisions under. The Maternity Benefits Act 1961. Female employees working at the corporate office, Mumbai and those covered under. The Employees State Insurance Act (ESIC) 1948 will be entitled to avail benefits as per the ESIC Act.

Recruitment Campus Recruitment: We recruit at the management and graduate engineer trainee level from premier management schools and engineering colleges and we are always looking for young men and women high on initiative and nurturing a strong desire to make a positive difference to the success of our businesses. Summer Trainees: The JSW Summer Trainee Program is designed to facilitate the professional development of young talent and sometimes identify talented culture-fit employees for the companys Management Trainee program the Summer Trainee program provides a learning of the vagaries and complexities of our business from the ground up. With value-creating live projects the intern begins appreciating the intricacies of his or her function and the impact that its has on business. The quality and content of projects provides an opportunity to complement your classroom learning with hand-on experience. Management Trainee: JSW has always been home to great leaders-passionate professionals with a razor sharp focus and a far-sighted vision. We believe in the combination of leadership of experience and leadership youth. The average age to occupy leadership positions within JSW has come down because of significant investments in inducting and developing young talent. The functional training stints include sales and marketing, technical, finance, logistics, supply chain and human resources focus.

Graduate Engineer Trainees: The technical expertise across our plants is honed during a yearlong Graduate Engineer Trainee program. It boasts of a mix of graduates from premiere Engineering colleges and high potential internal candidates both of whom are selected through a rigorous assessment process.


Coaches and mentors at the locations supplement their expertise, thereby enhancing the learnings. During the training program the trainees are exposed to various cross-functional modules besides in-depth practical knowledge of their core function. Each trainee has specific learning objectives through a project in each plant that he is assigned during the course of his training. At the very beginning of training, a mentor is assigned to the GET & MT. The role of the mentors, most of whom have been trained in mentoring is to interact with their mentees on a regular basis, act as a friend and guide and also facilitate his/her overall development. Lateral Recruitment: The wisdom of experience that an experienced new recruit brings to the table will complement the challenging nature of our assignments that form your ladder of progress. All positions are those of an entrepreneur. Working with a business that constantly evolves newer ways of managing business and processes we are learning-relearning old and new lessons every day. With a business plan to grow double digit every year it is the impatience to deliver results that sees everyone charged through the year. Probation Any new recruit who joins the company will be put on a probation period for a period of 6 months. The probation period is to facilitate assessment of the new entrants competence and suitability. The period of probation would be mentioned in the appointment letter. On completion of probation performance is evaluated and if it is found satisfactory confirmation is granted. However, should the performance be found unsatisfactory probation period may be extended or he decision in regard to termination is at the sole discretion of the management.

Deputation JSW has various companies under its wing. At any given point of time a concerned company may request the services of any employee of another company for a particular assignment. In such a case the required employee may be put on deputation for that specific job. Resignation An employee ceases to be in employment once his submitted resignation has been accepted and he is relieved from the companys services. An employee on probation may resign from the company by giving sufficient notice of 24 hours while a


confirmed employee will have to give a notice period of one month. He will be relieved on completion of notice period as per letter of his appointment or standing order of the company as applicable. The resignation letter should be submitted to the General Manager-Human Resources through the functional heads.

Performance Management System (PMS) So, you are a super-performer and wondering how our company recognizes your efforts. The PMS assesses performance, based on targets, set in sync with the Annual Business Plan. A database housing the performance of every employee provides a ready tracking system for employee performance. It is linked to compensation, development and career moves. Also in a super-charged work environment like ours, the key to success is delivery. Performance Incentive Reward is one such performance incentive, which rewards team performance and is directly linked to delivery of business results. The competition is tough, the targets challenging, but the adrenaline charge is definitely worth it. With everyone competing, you can feel the energy all around you. Nonmonetary rewards are through selection for internal and external executive training programs which comprises a series of outbound activities, indoor games, classroom discussions and business workgroups where the companys key contributors participate. Openness is central to the way the company works. Our open appraisal system is a joint effort between the appraiser and the appraise.

Performance on the job is not the sole criterion for evaluation; the factors given below are given due importance. Job knowledge Customer satisfaction Man management Decision making Human relations Safety orientation Panning and organizing


Clarity in communication Taking initiative in getting the job done Fostering innovation and creativity Ability to get along with others Quality and quantity of work

An employee is eligible for annual appraisal, on completion of probation.

Training and Development Training and development is a high-focus human resources initiative. An employee is given ample opportunities to learn and grow. As we have a diverse business portfolio, no single set of competencies will do. Each business requires a unique skill set. The challenge is to identify these skills. Also, with speed being of essence, organizations and employees need to continuously learn and perform. JSW has tie up with JFE, (Japan), VAI (Austria), for imparting training. We also sponsor employees for exposure to the state-of-art technology at POSCO (Korea), BAO Steel (China). China Steel, etc., in addition, employees are being trained in the UK, USA, France, Germany, etc., at the site of the foreign collaborators/equipment suppliers to take care of the expansion as well as modernization of the plant. Training programs at JSW are classified as: Multi-tier programs aimed at addressing the needs of individuals at different levels in the organization and in different functions. Under this category are programs for outstanding Leadership, Emerging Leadership, Young Leaders and General Management, etc., Functional programs to develop skills in sales and marketing supply chain, finance and manufacturing. Role-specific programs aimed at developing skills for specific assignments such as unit heads, function and department heads. Competency-based programs that focus on building individual skills and enhancing personal and team effectiveness Business-focused programs to address business needs issues and practices specific to a particular business. Outreach programs such as performance management programs and team-building workshops are conducted on-site.


Compensation & Benefits The objective of our compensation philosophy is simple-to attract, retain and motivate talented and qualified people to achieve business objectives. Guiding principles for compensation Market Competitive-the Companys compensation practices are competitive with other employers who are comparable in size, scope and performance. Flexible-Compensation practices are tailored to address specific business needs as well as local business issues and local market differences Performance linked Compensation is linked to key business results and is driven by business, individual and team performance. Equitable-the use of consistent standards in the administration of compensation practices throughout the Company, results in equitable treatment for all employees Developmental-Benefit packages are structured to facilitate the development and application of individual talent through our Company. Cleary communicated-The compensation program is clearly defined and communicated to all. The following details give an overview of the various compensation and benefits policies, which are applicable to the employees in the organization. Pay & Benefits Package Pay and benefits package includes basic salary, monthly allowances, annual and retirement benefits. Efforts are made to ensure that payments are fair, reasonable and in line with industry practice. To achieve this, the organisations participate in several salaries and benefit surveys every year to benchmark jobs that are similar in nature in the industry. All payments are governed by the applicable income tax rules. This section briefly outlines some of the highlights of the pay and perquisites, applicable to employees. These may be reviewed/revised from time to time, It is the duty of an employee to ensure that proper nomination for legal heir is available in the company records to facilitate 0faster redress in case of any eventuality.

1.

SALARY (MONTHLY): Salary, as it appears on the pay slip, consists up of

the following components: a. Basic salary: Basic salary is based on the expertise of the employee, applicable to the grade, industry standards. b. House Rent Allowance (HRA): HRA is payable, if no company accommodation is provided.


In addition to the above, as per the companys policy, conveyance, etc as admissible, are paid. The deductions are: a. Provident Fund (PF): Monthly PF account deduction at the rate of 12% of the basic salary along with any VPF deduction authorized by the employee. b. Profession Tax (PT): Profession tax is deducted on the basis of the gross salary as per the rates applicable to the state in which the employee is presently working. c. Income Tax (IT): At the beginning of every financial year, the F & A department requests for a declaration of proposed tax saving investment that an employee is planning to make during the year. An estimate of the annual income of any employee is available with the F&A section to facilitate calculations. The details of IT deductible incomes can be obtained from the F&A department. In case of any candidate joining the organization in the middle of a financial year, it becomes his/her responsibility to contact the F&A section to get details regarding how the taxable income/IT will be calculated. d. Life Insurance Premium (LIP): Deductions can be made from the salary on account of personal life insurance policies taken by the employee. The premium would be deducted from the salary if an employee so requests and the same has to be made in writing to the Human Resources department. e. Miscellaneous deductions: Any other deductions as decided by the Head of Human Resources.

2.

SALARY (QUARTERLY) Medical Reimbursement Allowance Employees on regular grade are eligible for

medical reimbursement/allowance @ 8.33% of basic salary paid quarterly upto the extent of medical bills submitted and any shortfall of the bills will be carried forward up to March of the next year to avoid income tax deductions. Employees not under the tax bracket need not submit the bills.


3. SALARY (ANNUAL) a. Leave Travel Assistance (LTA): Employees are eligible to claim LTA after completion of one years service with the company as per the LTA rules provided hereinafter. b. Bonus: Bonus as per the provisions of the Payment of Bonus Act, 1965. This will be paid to the employee annually in the first quarter of the new financial year.

4.

PERFORMANCE REWARD: In order to enhance performance of the

individual performance reward is given as per their grades on the basis of the performance of the individual and the company. This amount varies from year to year and is paid monthly. 5. INCREMENTS: Increments will be given annually during the first quarter of

the new financial year each year. This is based on. a. The performance of the company in the previous financial year. b. Consideration as regards to the industry Practices and inflation in the country. c. The individual employees performance.

Increments for New Recruit: Pro-rata increment will be paid to the employee during the first quarter of the financial year, subsequent to his joining. The cut off date applicable for increments is 16th of the month and appropriate rounding is done to the nearest month e.g. if one joins on December 16 then for increment purposes calculation of months is done from January 1st However for assessment to be done, minimum 6 months of service is required.

6. RETIREMENT BENEFITS: The statutory benefits as required by law are provided to all employees of the company. a. Employees Provident Fund (EPF) & Family Pension Scheme (FPF) EPF provides a lump sum payment to employees on separation and pension under the Employees Pension Scheme, which consists of monthly contributions from the employees salary and equal contributions towards the fund by the company. Every employee is covered under the EPF Scheme with offect from his/her date of joining the organization. The statutory 12% of his basic salary is deposited


under the PF account/trust. For more information under this head, employees can contact the location Human Resources department or refer to the EPF scheme Revised Family Pension Scheme95 to get more details. b. Voluntary Provident Fund (VPF): The employees can make voluntary increase in the contribution towards the PF account over and above the statutory deduction of 12% after giving a written undertaking to this effect. This would be subject to a maximum of 20% of the basic salary. The company will not make any additional continuation towards the same. It is the responsibility of all employees to inform the Human Resources department of any change in their personal status. In case of change in the nominations in respect to Provident

Fund account, the concerned employee should fill up the form No.2(revised) in duplicate and the same has be submitted to the location Human Resources department at the earliest.

7. OTHER BENEFITS Gratuity Scheme and loans are incorporated in practice the details of these are available on the intranet or in the Human Resources Manual. Lost and Found Articles It is advisable not to keep any valuables, including cash around desk, open drawers or other easily accessible places. Please contact Administration Department regarding lost and found articles. Notice Boards Company notice boards are centrally located and notices of interest are displayed you can keep abreast of all company news and events through these notice boards

Telephone Calls We encourage employees to keep personal calls to the minimum. You may make outward local calls or receive incoming calls of an emergency nature which may be kept as brief as possible. Visiting Cards: The Company will provide for visiting cards to be printed for the employees at the level of Deputy Manager and above. Exceptions are made for individuals who have to maintain either very strong customer contacts or liaison with government officials on a regular basis. Others below the level of Deputy


Managers should have the approval of the concerned Executive Committee members. Stationery: If an individual employee requires any stationery, he/she can fill up a requisition form and get the same approved from his/her immediate boss, collect the stationary upon submission of the same to the Administration Dept. Expense Claim: An employee can claim any expense incurred by the employee on official duty within the rules. Your Supervisor will explain to you the exact procedure to claim this. Uniform: All the employees are to wear the uniform, provided by the company (at manufacturing plants) on all working days. Attendance: Swiping machines are installed across all the offices and plants, where the employees are required to swipe their entry and exit. Questions: If you have any doubtsa. Policy related to your travel entitlements, housing; details on medical and LTA benefits-you may speak to the location HR or refer to the HR Manual. b. House rules, transportation, office stationery: you may speak to the Administration Staff. They would be glad to assist you. In a competitive marketplace and in the face of increasing business pressures, it has never been more important to communicate effectively with external and internal audiences. JSW today recognizes the need for professionals with a wide range of communications skills at their fingertips in order to build its brands and reputations, leading to company success and shareholder satisfaction. By embracing the positives of corporate communication and Public Relations, we understand the importance of its role and how it contributes directly to good business. Successful communications is increasingly central to the management of an organizations reputation in all its forms. Commercial performance, corporate values and good governance are all critical to the more holistic perception of a company now increasingly demanded by the market. This includes investors, customers, the media and employees. Corporate communication function covers the broad array of media relations, investor relations, and annual/quarterly reports, social responsibility and community affairs, corporate and issues of advertising, industry relations.

The Quarterly Newsletter It keeps employees up-to-date about the latest news, activities and various happenings in the group. It also acts as a major source of information to the employees


and is one of the best methods to increase communication, within the organization. It contains information about. Company: New products and services, expansion, diversification and growth, major contracts, safety and environmental protection activities, sales promotional activities etc. People: Sports tournaments, community activities, awards, prizes and scholarships, remarkable personal experiences etc. Events: Inauguration of a new unit, branch or office, participation in trade/industry fairs, get-togethers, meetings etc. Customers/ Agents: Increasing relationships with the companys agents/ dealers and customers. Through interviews, write-ups, coverage of dealer meet. The Newsletter invites contributions from everyone. Success through Corporate Identity One of the most valuable business assets that an organization has is its visual identity. Like all corporate resources, it too needs care, attention and nurturing to be able to show substantial results. To assist initiative under and at the same time project a strong, cohesive image, JSW initiated the design of a well-planned corporate design program.The symbol and logo represent a positive image of the company. It highlights the Jindal contribution towards making JSW a billion-dollar company with low cost operational efficiency leading to high profitability and their commitment and support for its integrity from the top management.


CHAPTER -6

SWOT ANALYSIS
Strength: 1. JWS has good reputation in steel market. This is the result of long experience of around 3 decades in the steel industry. 2. The major strength of JSW lies with the price. 3. State-of-art technology. The Corex process makes it a low cost production of steel in the industry. 4. Production Quality is the strength of the JSW. 5. Exemptions from sales tax as major dispatches are made from plant site. 6. JSW is having 60% of market share in south India.

Weakness: 1. Transportation costs are high due to non-availability of trucks and other means of transportation easily. 2. JSW is far away from the main market and it is difficult for them to dispatch the products because they dont have good transport facilities. 3. Problems with efficient Warehousing and out bound transportation.

Opportunity: 1. Located in the centre of Bellary-Hospet region, a high grade iron belt. 2. Easy access to the major parts of Goa, Chennai and Mumbai. 3. It lies in the vicinity of large potential and unexplored market of southern India.

Threats: 1. Tough competition from the players such as TISCO (TATA integrated steel corporation), SAIL (Steel Authority of India Limited), Essar steels. 2. Foreign company like Mittal steels and POSCO entering Indian steel. 3. Price war may result due to close competition and price being the main constraint in steel marketing. 4. Dumping of metal from countries like Korea and China is another major threat. .


CHAPTER -7

FINDINGS
JSW is not providing safety precautions to the contract workers. JSW exports are not up to the mark. JSW is consuming oxygen from atmosphere. Most of the Training programs are given only to technical workers. JSW is planning to increase the production. JSW is not using any strategy in promoting their products. JSW is recruiting more technical candidates than non technical

candidates. JSW mainly concentrates on recruiting the candidates through campus interview. The waste which comes in the process of production from various plants will be recycled by manufacturing cement for their own purpose. JSW produce power from the corex gas, which is the byproduct of the corex plant. JSW Gross Sales has increased up to 37% in 2007 compared to 2006 financial year. JSW Net Sales has increased up to 38% in 2007 compared to 2006 financial year. JSW has spent total Rs 175.47 crores on employee Remuneration and Benefits.


CHAPTER -8

SUGGESTIONS:
JSW must concentrate on safety of both company employees and Contract workers. JSW must enter into new markets. JSW must plant more trees both in plant layout and out side. Provide good commission to the Trading for future increase of sales Employees have to be given training for handling their jobs. Training program is necessary to all the workers, to improve the quality of production. The company must give importance to sales promotion. Dealers meeting should be held once in 3 months to solve the problem of dealers and to take their valuable suggestion. An effective method should be adopted for evaluating the employee's performance. JSW has to provide additional computer courses to the employees.


CONCLUSION:
JSW is fully integrated steel plant in India which followed by TATA Steels and the only green plant in India.JSW is the 1st plant to introduced Corex technology in India by this technology the cost of production will be reduced as compared to other competitors in the steel industry. JSW is producing world standard sponge Iron in global market and branded products for Domestic market.

JSW will give so much importance to safety of employees and their Remuneration and Benefits. JSW is also concentrating much on campus Recruitment. In JSW the total numbers of employees are 3500; out of this 95% is Technical. JSW is marketing 60% of their production to their Group Companys and 11% is exporting through dealers and direct customers. JSW is spending 7-8% of their profit for society improvement. JSW have Clear transpararency and openness in regard to transactions, operations and interaction with JSWs stake holders.


BIBLIOGRAPHY:

Books Referred: 1. Marketing management by Kotler Philip Pearson Education Publishers 11th Edition 2. Human Resource Management by V.S.P.RAO Excel Book Publishers 2nd Edition Manuals and Journals: 1. Records & Reports of company 2. Employee Handouts 3. Annual Reports of JSW Web Sites: 1. 2. 3. 4. www.steel.com www.steeldynamics.com www.infoline.com www.jsw.in