Rourkela Steel Plant

Panorama 2005

An Introduction to Rourkela Steel Plant Rourkela steel plant was the torchbearer for Public Sector Steel Industry in India and carried the banner of the industrial revolution for the nascent Republic of India. The Steel Plant, now a unit of the Steel Authority of India Limited (SAIL), was a started during the mid-fifties of the 20th century in collaboration with the leading steel makers from the Federal Republic of Germany. The units at 1.0 MT stage were commissioned between December 1958 and early part of 1962. With a view to meet the additional demand for flat products in the country, it was decided to increase the capacity of the Blooming& Slabbing Mill, Hot Strip Mill and Plate Mill RSP. Accordingly, capacity of ingot steel was increased to 1.0 MT to 1.8 MT between the years 1965 to 1969. Besides expansion of the units, the scheme also envisaged additional unit of new units like Electrical Steel Mill (for dynamo and transformer grade steel) and galvanized lines (for corrugated and plain galvanized sheets). Subsequently to the expansion of the steel plant a number of units were added to enhance the product quality, production, productivity and to meet the market needs. These units included Blast Furnaces, Spiral Weld Pipe Plant, Silicon Steel Mill, Captive Power Plant-II, Mechanical Shop, Structural & Fabrication Shop, Heavy Loco Repair Shop, Slag Granulation Plant and Coke Oven Battery number 5. In order to overcome technological obsolescence and to remain competitive in the market place, even internationally, RSP went in for modernization, which was conceived in the year 1988. Phase-I of modernization, which emphasized on improving the quality of raw materials, consisted of new Oxygen Plant at Blast Furnace-4, Raw Material Handling System, Coal Handling Plant (in Coke Ovens) and power Distribution system, was completed in the year 1994. Phase-II consisted of a new Sinter Plant, basic Oxygen Furnace and Slab Casting Shop-II, modification of Plate Mill and Hot Strip Mill and installation of Slab Casting Shop in SMS-I, except
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for Hot Strip Mill, which was completed in the year 1999, all the other areas were completed in the year 1997. Rourkela Steel Plant is one of the unique steel plants under the SAIL umbrella with a wide variety of special purpose steels. The use of its plates in Ship building and high pressure vessels, Silicon Steel in electrical industries, Corrugated galvanized sheets for roofing including industrial roofing, Pipes in the oil & gas sectors, Tin Plates in packaging industries and Special Plates in the defense of the nation is well known. Most of the Production and Services units of Rourkela Steel Plant have been certified by M/s RWTUV, Germany to ISO 9001:2000 Quality Management System. American Petroleum Institute (API) also certifies the Pipe Plants of RSP to API Q1 Quality Assurance System Sixth Version in August 2000. The units certified under ISO 9001:2000 QMS are as follows: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Air Conditioning Blast Furnace Calcining Plant II Electrical Resistance Weld Pipe Plant Galvanizing Line & Electro Tinning Line of CRM Hot Strip Mill HRD Centre Mechanical Shop Ore Bedding and Blending Plant Planning & Coordination (Services) Plate Mill Repair Shop(Electrical) Repair Shop(Mechanical) Roll Shop Silicon Steel Mill
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16 17 18 19 20 21 22 23

Sinter Plant-II Spiral Weld Pipe Plant Steel Melting Shop-I Steel Melting Shop-II Structural & Fabrication Shop T &RM(Loco Repair Shop) Tonnage Oxygen Plant-I Tonnage Oxygen Plant-II The following units of RSP have also been certified with ISO 14001: 2004 Environment Management System (EMS)

1 2 3 4 5

Environmental Engineering Department Hot Strip Mill Plate Mill Silicon Steel Mill Sinter Plant-II Special Features of Rourkela Steel Plant: It is the first Plant in Asia to adopt LD process of steel making. It is the only Plant producing large diameters ERW/SW Pipes confirming to most rigid standards of API. It is the first steel Plant in India to adopt external desulphurization of hot metal by calcium carbide injection process. It is the only steel Plant in SAIL producing Cold Rolled Oriented (CRNO) Steel sheets for use in the electrical industries with installed capacity of 73000 Ton/yr Rourkela is the first in vacuum degassing metallurgy. This system has been adopted primarily for production of silicon steel for the cold rolled non-oriented sheets. This
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system consists of vacuum arc refining and vacuum oxygen refining units and degassing facility. It is the first integrated Steel Plant of SAIL which adopted the cost effective and quality centered continuous casting route to process 100% of steel produced. All the major production departments and some service departments and some service departments certified to ISO 9001:2000 QMS. Silicon Steel Mill, Environmental Engineering Department and Sinter Plant-II certified to ISO 14001:2004 EMS.

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The Turnaround Story

Rourkela Steel Plant (RSP) carved out a place for itself in recent corporate history when it ended almost a decade of making losses changed the complexion of its bottom line from red to black. The steel plant, which is an integral part of Steel Authority of India Limited, had earlier enjoyed the reputation of being one of the most profitable plants of the company. It even had the distinction of enjoying uninterrupted net profit from 1984-85 to 1994-95. However due to various reasons, both internal and external, the plant began to incur losses from the year 1995-96. While the external factors consisted of overcapacity in domestic market, steep decline in steel prices and a recession in steel industry worldwide, the internal conditions included poor capacity utilization in the modernized units and existing units, leading to high costs, poor health of equipment, frequent work interruptions due to mal-operations, breakdowns and fires, adverse techno-economics indices, low level of employee morale, little or no respect for Rourkela Steel Plant and a conspicuous absence of leadership. The situation at Rourkela Steel Plant got worse each year but just when things seemed to be getting out of hand, change in the leadership took place with the arrival of Dr. Sanak Mishra, who took over as the Chief Executive towards the end of first half of the year 2001. In around four year’s time, under the visionary leadership of its Chief Executive, Rourkela Steel Plant has achieved one of the most dramatic turnaround in Indian Corporate History. The Steel Plant which was on the verge of oblivion in 2001-02, is now firmly on path of profitability and prosperity. While the steel plant has completed a spectacular turnaround in financial terms by not only making a net profit during 2004-05 which is several times the sum total of profits earned by it since inception,
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what is more important is that a transformation has taken place in RSP and this transformation has begun to embrace every aspect of working.

Initiation of the Turnaround Strategy (2001-2002) Regenerating Strength with People The new Chief Executive began in a unique way with some unprecedented steps. He took up the challenge of pioneering a change intervention to revive and transform Rourkela Steel Plant from a loss making to a “PROFITABLE HARMONIOUS AND VIBRANT ORGANISATION”. He constructed a programme spread over a three-year period to achieve this objective. ‘Regenerating Strength with People’ was a people-centered transformation programme. It emerged out of the Chief Executive’s firm conviction that people constitute the most powerful force in moving an organization forward, even when the organization is highly technology centered. A simple strategy called ‘profit-related performance’ was adopted as the single most important objective of the Plant. This was reinforced repeatedly so that the employees could internalize the message and reflected in their efforts for the overall performance of the Plant. The employees had to understand one fundamental thing, that is, the most critical inputs for performance of the plant. The employees had to understand one fundamental thing, that is, the most critical inputs for performance and progress had to come from internal actions by the employees themselves- mostly physical activities. It was to be emphasized to the employees that if RSP was to earn even positive gross margin to start with, then physical performance was essential.
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There was absolutely no substitute for PERFORMANCE since the “future of Rourkela Steel Plant depended upon internal physical actions.” The Chief Executive set the programme in motion by setting the ten priorities, which were: Employees Motivation and Employees Pride Leadership Practices Environmental Relations and Organizational Change Plant Maintenance and Equipment Health Small Investment Schemes for Maintaining Current Operations Sustained Operation and Consistent Production Strengthening Secondary Streams of Cash Generation Operational and Purchase Cost Reduction Sustaining the Benefits of Operation Vijay Enhancing Gross Margin and Net Sales Realization To drive the implementation process, a Strategy Team (headed by the Chief Executive himself) and Crack Teams were also formed to look into specific issues. The earliest preparation for the transformation of Rourkela Steel Plant finds expression in the Managing Director’s novel initiative of moving out of his office to REACH OUT to people by visiting employees on the shop floor, right at their place of work. The purpose of these visits was to communicate the priorities before the organization while also understanding the needs of the employees. The employees were encouraged to speak about their contribution to the department’s performance, their hopes and aspirations. In a month and half or so, the Chief Executive had traveled across the length and breadth of the steel plant interacting individually with several hundred employees- something that no Chief Executive had ever attempted. The climate of cordiality and informality could magnetize the people towards the Leader and generated a strong sense of commitment among the employees to
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participate in the change process. At each shop floor, the common refrain was…” Give us a challenge and see how we perform.. Give us proper input material and we will give you production…Give us spares we want to give you reliable equipment…” in an overwhelming atmosphere, people listened to that message of their Managing Director.” Everyone here must do what he or she is supposed to do. We can move forward only by carrying out internal actions by ourselves; no one from outside is going to do it for us. It is, therefore, important that each one of us must do what we promise to do and what is expected from us by our Plant.” This built a general consensus that the whole collective needed to work together if the plant was to build a future for itself. With these initial preparations, the Managing Director took the next step of conducting a series of carefully structured interactive workshops for implementing the change initiatives. These workshops were unique in their approach. These were not mere communication exercises. On the other hand these were “commitment centered exercises with the people who made production happen and who made production happen and who could open up before the Chief Executive with all their frankness in their eagerness to contribute in their area of work. Day by day, these workshops grew more vibrant and helped participation of each and every employee in the process of taking Rourkela Steel Plant forward. It was remarkable in corporate history that workshops were planned to cover the entire workforce numbering nearly 26000 employees. These workshops were as follows:

Workshops for Sharing Concern This was the vital process for survival. This exercise ensured that employees were updated with the financial results of the plant and sensitized towards the implications of the specific activities that caused loss of revenue/cash. The grass root level workers whose contributions had direct impact upon the performance of the Plant for revenue/cash earnings were targeted for this information sharing exercise. Each
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workshop covered a cross-section of about 100 key workers from a major process department or zone of departments. The participants belonged to core operation and maintenance activities of a department besides persons from allied service departments and support functions like Materials, Personnel, and Finance etc. While workers constituted 70% of the participants, others included executives involved in monitoring the jobs and allied departments. Senior executives from the concerned zones also participated in the workshops. The Managing Director himself was present in each and every workshop to extend guidance and support. In each workshop, a detailed presentation was made on the revenue/ cash aspects relating to the Plant and shop-specific parameters. Besides highlighting the relevant data on the financial results of the Plant (Gross Margin, Cash Profit and Loss etc.), insight was also provided into the monetary loss involved in techno-economic factors, lower Net Sales Realization for the specific products, shortfalls of performance in individual shops such as delay in production, downtime and other adverse trends in various related indices of performance. During the interactions after the presentation, participants were encouraged to come forward and suggest improvements in their areas of working, by their own actions, for arresting revenue and cash loss. Internal Customer- Supplier Workshops This was another unique exercise to bring together inter- related departments on a single platform. The purpose was to bring about better inter departmental coordination and sort out various internal customers problems. Here the employees of a particular department discussed their requirements with their upstream and lateral supplier departments and explored solutions for implementing to fulfill the department’s and explored solutions for implementation to fulfil the department’s targets and priorities. For example, a customer- supplier exchange of views was arranged between Blast Furnaces with employees groups from supplier departments like Coke Ovens, Sinter Plant, Ore Bedding & Blending Plant for emphasizing the importance of the right quality, quantity and timely supply of Coke, Sinter, sized Ore
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etc. Similar interface was organized in the finishing mills area for the Silicon Steel Mill with its supplier departments like Hot Strip Mill and Roll Shop. This type of intervention helped in providing a common platform for the inter-departmental agencies to mutually appreciate each other’s requirements and constraints. The priorities were to be addressed not by cohesive teams sharing the vision of the total Plant as a whole. Issue Focussed Participative Workshops Surprises like maloperations, breakdowns and fires had become a major problem hindering the continuity of operations and there was increasing evidence of the agony of the employees in such situations. To overcome these stumbling blocks, specific issue-focussed interactions were also initiated and a new pattern was adopted in these interactions. For instance, the common issue of maloperation in equipment/machines was taken up and a workshop was first arranged for focusing the particular issue before a combined group of participants from different individual departments, which had sustained dislocation due to critical incidents of maloperation. The affected groups themselves presented specific case studies of maloperation, and deliberations were held to analyse the underlying causes and identify preventive measures. The learning points from the critical incidents were shared for pre-empting similar dislocation in future. A series of subsequent rounds of interactions were launched at departmental venues, in which incidents of maloperation the concerned operating groups analyzed relating to the particular shops. Besides enabling employees to take necessary precautions for improving their operational efficiency, these interactions could also strengthen their sense of ownership and accountability for performance. Special problem solving workshops were organized to focus on various issues that were critical to the Plant’s performance. Burning issues such as inconsistency in the supply of 100% screened ore from OBBP to Blast Furnaces, reorganizing maintenance support to production units by Centralised Maintenance Departments, increasing
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converter lining life, or the issue of loading of HR Coils etc. were effectively addressed in these multi-disciplinary forums. Moreover, the interfacing of employees directly connected to the critical issue created a feeling of importance of different departments and their contribution to Total Performance. The synergy of collective problem solving stimulated by the interactions could be seen to give results, which is hitherto could not have been imagined.

Bringing Closeness These different interactive workshops ultimate had one aim. Managing Director put it in a powerful communication: “The future of our steel plant lies entirely in our own hands, that is, in the hands of the nearly 24000 employees of Rourkela Steel Plant. If the steel plant does not have a future, then none of us here including our family members have any future either. We therefore, have to work together like the members of one family- the RSP family- to take the steel plant forward. The Chief Executive aimed at creating an ambience that would generate an urge among the employees to work together and realize the pleasure of working together. He succeeded in reducing the distance between the minds of employees, by bringing them together on a single platform with the common goal of taking Rourkela Steel Plant forward. In the words,” bringing closeness” among the employee. Implementing Of The Turnaround Strategy (2002-03) Dealing with Survival & Security for the Future The first year of the three-year project of the Managing Director generated a newfound confidence among the collective in the plant. For the first time they were able to see in themselves the ability to fight odds and come out on top- entirely by adopting internal
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actions directed to achieve a defined result. In all the workshops, there was one thing in common- Employees were keen to be apart of he total process. They yearned to know where the organization is heading and how they could be an integral part of the total effort. Each one wanted to contribute meaningfully and everyone wanted to be a part of that magical term called ACCOMPLISHMENT. In fact it was the Managing Director, who in one of his earlier interactions had said, “If we want RSP to move forward, we all have to work a lot harder than what we have been doing. It may be difficult and inconvenient for many of us- I cannot do anything about that. But the one thing I can assure you at the end of the effort is a sense of ACCOMPLISHMENT which will be something you can all be proud of.” Encouraged by the performance during the financial year 2001-02, the RSP collective took up the challenge to sustain the momentum and target still higher levels of production. The strategy was three prolonged i.e. maximize the volume production, cut down cost, minimize waste and retain market share of products through improved quality. Another major strategic decision was to produce only against firm orders. The steel plant thus targeted 1.8 MT of Hot Metal, 1.670 MT of Continuous Cast Slabs, 1.440 MT of HR Coil and 1.671 MT of Saleable Steel indicating ambitious growth rates of 22.7%, 26.4%,26.4% and22.1% respectively with reflected mood of the collective.

The Mass Contact Exercise It was in this backdrop that the Managing Director commenced an exercise that has never been witnessed in the Corporate History anywhere in the world. It was just the evidence that had expected considering his absolutely unambiguous belief in the power of employees to take an Organization forward.
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As the financial year 2002-03 unfolded, Managing Director began a unique and unprecedented programme, which was called the Mass Contact Exercise. This type of interaction was to synergize people towards taking upon stretched goals through a collective resolve. A series of Mass Contact Exercises were initiated commencing on 19th April 2002 with the periodicity of two workshops a week on a fixed day. The purpose of this massive interaction was to facilitate a convergence of around 500 employees in each workshop and generating discussion aimed at eliciting individual commitments for ensuring the “Survival and Future of RSP.” A few of these exercises were held even during the night shift duty between 11 pm an d 1 am, which was visible demonstration of seriousness of purpose. The sessions were steered by Managing Director along with Executive Director (Works). Each session began with the MD’s opening remarks highlighting the issues and priorities critical to the survival and future of the Plant. He identified some of the main obstacles to RSP’s progress. The high interest and depreciation burden arising out of modernization which was getting compounded because of failure to achieve capacity utilization which was getting compounded because of failure to achieve capacity utilization in modernization units and other units as well. Poor performance in Techno-economic parameters, which had an influence on financial performance. Low quality maintenance of equipments, which led to frequent breakdowns and thus low production Surprises in the form of maloperation, equipment failures, accidents and fires. He constantly emphasized that only these were taken out of the way, no one family and help each other. He pointed out that it is not the MD or the ED (Works) who can solve problems. They can only show the direction and provide support. Each department or function has to work towards removing its problem. They can only show the direction and provide support. Each department or function has to work towards removing its problem one by one. He also pointed out that there were departments that had started doing well because they sat together doing well because they sat together and found out solutions to their problems. One of the most powerful messages of the MD to each participant was” Remember, our future and the future of
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our family members depend fully on the future of Rourkela Steel Plant. If Rourkela Steel Plant does not have a future, then none of us sitting here nor our family members have any future either.” The employees were thereafter briefed through two presentations. While the first presentation dwelt on the performance during the previous fiscal and the strategies adopted for achieving the growth plan for 2002-03, the second presentation focused on the technoeconomic factors and financial impact of actions such as shift change delays, losses per hour of production disruption for whatever reasons , losses due to accidents & maloperation etc. Following the presentation, an interaction session was initiated by ED(Works) emphasizing the attention that was required to be given by the employees in the priority areas. One of the motivating factors in the Mass Contact Exercise was the leadership provided by Managing Director in each of these sessions. He was present all through, setting the tone right in the beginning, listening carefully to each employee who spoke, and channelising the suggestions of the employees to the Plant’s requirement of achieving profitability. It was thus possible to bring about a climate of trust and togetherness, which is essential for energizing an organization. Employees stood up to reinforce their identification with the plant. Many of them committed to go back and never do any thing that will hurt the plant. Statements like “I am and will always remain indebted to RSP for my livelihood, for providing me bread and butter and for helping me raise my children,” came from one of the employees, and “Every hour, every minute and every second I shall try my best to do something good for the Plant…” was how another employee put it in the Mass Contact Exercise. Many other employees spoke similarly indicating their love for Rourkela Steel Plant. Other reacted by declaring that this situation of poor performance cannot be allowed to continue and has to stop. Employees resolved that they would go back to the stop. Employees resolved that they would go back to the shop floor and do whatever is required to make the steel plant perform at its best. Grievances turned into suggestions, blaming
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turned into introspection and there was eagerness among employees do those things that would show them in better light in the presentations. Every employee could become aware of the challenges before RSP and the significance of his or her individual contribution. A unique feature of the Mass Contract Exercise was the reaffirming of the collective commitment through a formal pledge, which was adopted on the suggestion of the suggestion of the employees themselves. This pledge was,” We the employees of the Rourkela Steel Plant commit ourselves to work together like the members of a family for the survival, and for its growth and prosperity” What was more important is that the suggestions of the employees for improvement were take up for implementing by a system of follow up. In many cases the employees were called and spoken to for encouragement in what they were doing to bring in improvements. In this programme, which has no precedent in corporate history, 57 sessions were held during April 2002 to March 2003 where more than 23000 employees participated to reaffirm their commitment to the Survival and Future of Rourkela Steel Plant. The result was the formulation of Mission Statement of the steel plant, which says: The future of our Steel Plant lies in our own hands. It is our individual and collective responsibility to rebuild our Plant into a profitable, harmonious and vibrant organisaton. We will do what things are necessary which are good for our plant. We shall never do anything that hurts our Plant. Workshops for Improving Departmental Performance Concerning the ambitious growth rates envisaged in the performance plans, it was important that every department worked at its peak. Keeping this in mind, Managing Director initiated another intervention for gearing up the performance of individual; department in order to achieve RSP’s growth plan for 2002-03. For each of the key departments, a series of workshops was held at weekly intervals. The participants consisted of 70 non-executives and 30 executives. While the non-executives came
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from all the sections of the departments. Besides this Heads of the Departments and representatives of support service departments also participated. In each workshop, Managing Director himself set the tone at the start. The objective of these workshops was to understand the targets, i.e., the level of operation required to achieve the targets. The main task was to identify the critical factors that could come in the way of achievement and to present the plan to overcome these critical factors. The unique thing was that in most departments, the presentation was worked out jointly by the managers and worked out. This intervention created an entirely new ownership of targets and an unbelievable commitment to enhancing performance. The progress of action was reviewed in the workshops arranged during the succeeding weeks and this interactive process was continued up to the stage of achieving the desired level of performance. The key departments for which these workshops was held were Coke Ovens, Blast Furnaces, Steel Melting Shops-I&II Cold Rolling Mill, Captive Power Plant and Refractories. About 70 sessions were held as a part of this exercise. Apart from this, Managing Director took a special intervention for Ore Bedding & Blending Plant and Traffic & Raw Materials department to highlight the importance of team working and introduction of productive practices because of the importance of team working and introduction of productive practices because of the importance of these two support departments for RSP’s growth plan. The initial workshops were steered by Managing Director himself. Subsequently, weekly workshops were held at the level of Head of Department where all employees were covered. Over Intervention There are certain sections of employees who have a different identify at a point of time. These are the new Management Trainees; newly promoted functional executives, front line executives etc. MD held separate interactions with each other of these categories as well. While spelling out the priorities of the organization, MD went on to
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carefully explain the kind of special role these people can play to achieve RSP’s plans during the year and the specific expectation from them. While the young management trainees had a first hand opportunity to meet the Leader to understand the real challenges before the organization, the front line as well a functional executives were impressed with how they could utilize their experience to act as catalyst in the process of transformation.

Consolidating the grains Rourkela Steel Plant ended the fiscal on a promising note registering its best-ever annual performance since inception in all aspects of its working. While the production surpassed all earlier levels of performance, despatches to the market also attained new peaks eclipsing earlier mark. Production of major items continued to grow at unprecedented rates for the second year in succession. In 2002-03 production of Hot Metal at 1.645 MT(12.2%), Total Continuous Cast Slabs at 1.475 MT(10.6%), Total Hot Rolled Coils at 1.287 MT(15.2%) and Total Saleable Steel at 1.563 MT(12.8%) surpassed all past performance levels. It was now for the second year in a succession that RSP had recorded the best growth rates for major items among all SAIL plants. It was a matter of great significance that all modernized units operated at 100% or more capacity utilization during the second half of fiscal. While increasing volumes, RSP continued to focus on value added products like plates from Plate Mills, CR sheets & coils, HR coils, tin plates and CRNO steel, keeping market demand in view for ultimately achieving profitability. A noteworthy point was that RSP not only produced but also despatched more than 1.5 MT of saleable steel to the market. Another important aspect of RSP’s efforts to enhance its profitability was through cost reduction efforts and improving techno-economic parameters. The steel plant was able to achieve a massive Rs.118 crore savings through various cost
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control projects taken up during the year. Lowest ever coke rate and lowest ever energy consumption since inception was achieved with improvement of 5.5% and 5% in the respective areas. The Plant was also able to achieve process cost reduction by substantial improvement in the lining life of LD Converters in SMS-I and SMS-II. In the first year of the turnaround story strategy RSP had steadily progressed to the level of earning Profit Before Depreciation Interest and Taxes(PBIT) for the year 2002-03 while earning cash profit for the quarter of the fiscal(January-March 2003). The steel plant was thus able to come back to this elevated level after a gap of seven years having last earned cash profit in January 1996. THE MOOD IN THE RSP C OLLECTIVE WAS UPBEAT AND BASED ON THIS MOOD THE STEEL PLANT TOOK UP FURTHER CHALLENGES FOR THE YEAR 2003-04.

Implementing Of The Turnaround Strategy (2003-04) Graduating to a Path of Profitability & Prosperity The year 2003-04, the third year of effort by Managing Director, was a crucial one. The high growth rates achieved during the earlier years had to be sustained. After having PBDIT for the year 2002-03 and earning Cash Profit during the last quarter of that fiscal the steel pant had to exert itself that much extra to not only sustain the present production levels but on it further and move further ahead. The steel plant had to now enter the domain of Net Profit. The emphasis once again was to sustain the increased volumes of production with a view to bring down cost of production and at the same time produce more of high value added products only against market demand. A Change of Theme in the Mass Contact Exercise

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The Mass Contact Exercises resumed on the 9th of the April with the commencement of the new financial year. But this time, it was launched with the theme “Profitability And Prosperity of Rourkela Steel Plant”. In his opening remarks, Managing Director made some points very clear. The success of Rourkela Steel Plant during the preceding months and earning of Cash Profit had been possible largely due to the untiring efforts of the employees and especially because the employees had internalized one major thing. That was “if Rourkela Steel Plant did not have a future then none of the employees including their family members had any future either.” The employees had now begun to work in the Plant like the members of a family- the Plant like the members of a family –the RSP family, which was a good sign for the steel plant. The collective had also established that the steel plant was capable of producing at its capacity as proved in the performance of the modernized units working at more than 100% capacity utilization. MD also pointed out that there were several occasions during the previous year when the Plant could have gone into the net profit mode but for work stoppages, breakdowns, maloperation etc. which led to lost opportunities. He described the day when there was a work stoppage, breakdown or accident as a BLACK DAY. A good day is when the steel plant is able to avoid all these incidents and produce 5000 tonnes of Hot Metal, Crude Steel, Hot Rolling, Saleable Steel and Despatch 5000 tonnes of Saleable Steel as well.” Let us make every effort to make every day a Good Day and eliminate the Bad Days completely,” he repeated each time. If there was one thing that revolutionized the minds of the employees, in the crucial third year, it was the concept of SAMSKAR adopted by the Managing Director. SAMSKAR, imbibed from Vedic philosophy was a process of Reforms. It said,” We have to create and sustain a peaceful work environment where every employee can contribute to the plant in assigned area of work with full freedom and dignity and without fear.”

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This became the guiding principle for the RSP collective. It also revealed a deep commitment of Managing Director to creating an ambience in the works area that would give employees the things they value most as human beings. Each Mass Contact Exercise continued to be steered by Managing Director himself where he spelt out the priorities before the organization and the important issues that was pulling back the steel plant in its endeavour to become a profitable plant. The first and foremost priority was safety. He repeated each time that “We must value human life-our own and that of others who work with us. Accidents cause maximum loss to the individual employees, their family members and the Plant also suffers. Our Profitability and Prosperity would mean nothing if an employee lost his life in the process. We must, therefore, be alert and pay maximum attention to safety. We simply cannot afford to run a process if there is a safety risk to our colleagues.” To make Rourkela Steel Plant a safe place, it was essential that all employees pay attention to house keeping because the two went hand in hand. Then for sustaining high levels of operations the equipments had to continue to operate day in and day out. He emphasized the importance of Cost of Production as making the crucial difference in profitability. He praised the employees for enabling a reduction of cost of production by sheer volume of production. He reminded them that efficiency in using resources had to improve to make the steel plant cost effective. He highlighted the cost of inputs like Coke, Energy consumption cost of Refractories and several other inputs whose economy would improve competitiveness in the market. MD’s opening remarks were followed by two presentations. The first one focused on the achievements of the previous year. Then the performance against targets for the current year was discussed describing details of the factors that came in the way of achieving them highlighting every incident and event. Comparisons with the performance of the sister plants was also made to generate benchmarks to be reached by RSP. The second presentation revealed the losses arising out of actions and activities of the collective and the monetary loss caused to the steel plan due to shiftFor Internal Circulation only Page: 185 HRD Centre

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change delay, keeping equipment idle for an hour and due to adverse techno-economic factors. The second presentation also showed the direct relationship also showed the direct relationship between the plant’s performance and the earning potential of employees thereby enabling the employees to understand the established the truth that the employees prosper when the plant performs. MD put it very appropriately by saying “We want profitability for Rourkela Steel Plant and Prosperity for its Employees.” He went to introduce an adhoc motivation scheme called 100% Plus where the employees of a department achieving 100% capacity could earn Rs.100 each and for each additional 2% an additional Rs. 50 for each employee. The atmosphere is the Mass Contact exercise was changing from anxiety to excitement. Employees came forward to express their achievements and commitment to achieve more. There were occasions when employees did not speak because of their feeling of a strong sense of failure for not having achieved targets. The Samaskar statement became internalized and many employees openly declared their sense of pride to belong declared their sense of pride to belong to a work culture where the dignity of the human being stood high. Besides suggesting ways and means to achieve the goal of profitability and prosperity, employees called upon the MD to introduce steps that would ensure their dignity at work and an atmosphere that could help them to carry on with the job of uninterrupted production without fear from any source. They also pointed out that certain facilities like proper public convenience buildings and canteens could help employees save time. These suggestions were taken up by Managing Director and shall be described in detail a little later.

Leadership Practice The most novel initiative of MD was the introduction of a programme called Leadership Practice. It was one of the ten priorities identified by MD in 2001 as an area of concern because there had been total absence of leadership throughout the
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Plant. As the Steel Plant was recovering from the brink of disaster through a movement involving employees it was essential that a system be put in place to keep t the direction of change in line with the long term objective of building and sustaining a Profitable, Harmonious and Vibrant Rourkela Steel Plant. The one certain method of doing this was to establish Leadership at every level in the Organization. In order to channelise the latent potential of employees were provided with empowerment and enabled to practice leadership at all levels. By way of inculcating this approach as a way of work life at RSP, MD conceived SAMSKAR and articulated it as the most suited formula of work ethos of RSP. Originally addressed to the shift-in charges, it was later extended to Senior and Middle level Executives. Seeing its effectiveness, non-executive shift-incharges were also added as participants. Each session was of three hours duration with the Managing Director himself as the lead faculty for a group of 40 participants. The session was structured in three parts: Inputs by MD on the concept of Leadership as required in specific context of RSP Presentation by a team of executives on Production Plan & Production Mix for Profitability of RSP as well as five important dimensions of leadership relevant to RSP Interaction session consisting of suggestion and commitment of the participants on discharging Leadership role to meet challenges

Explaining Leadership as a contextual concept, MD called upon the participants to understand that Leadership at RSP has to be developed to make the Steel Plant a Profitable, Harmonious and Vibrant one. Through his own concept of the Materialistic and Metaphysical Powerhouses he opened up the possibilities to the participants to exploit their own latent strength and abilities. Through these sessions MD has driven a
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process of change by identifying, supporting and nurturing everyday Leaders who will provide long-term strength to the organization. The FIVE dimension of Leadership emphasized by MD include: • Leaders have to create and sustain a peaceful work environment where every employee can contribute to plant in assigned area of work, with full freedom and dignity and without fear. • Leaders must empower the people who work with them or follow them. Empowerment is the freedom to do what one is supposed to do. Empowerment is not the freedom to choose what to do. • Leaders must persuade people to attach the highest value to human life, and therefore, safety must be most important consideration in all spheres of activity. • • Leaders must teach and guide people to treat the equipment and machinery with utmost care and maintain them to full potential. Leaders must convince people to work together like a family, keeping in mind the interests and goals of the steel plant. In about 15 sessions held at the HRD Centre, more than 500 participants right from non-executive shift incharges to the level of General Managers and Executive Directors participated. Performance Improvement Workshops These were directed at improving the performance of the key operation departments whose performance was critical to the RSP’s ultimate Profitability

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Increased importance given to Service Support Facilities

ENERGY MANAGEMENT

Energy Management Department in Rourkela Steel Plant is primarily responsible for meeting the fuel/ energy requirements of all the consuming units both qualitatively and quantitatively, while keeping the energy cost at the minimum possible level. In order to meet the above objective, the department performs the following functions: Planning the fuel requirements and gas / utility balances as per the production plan and consumption norms decided jointly with the consuming departments. Fuel includes Coke Oven Gas, Blast Furnace Gas, Converter Gas and Mixed Gas while utilities include steam, oxygen, nitrogen, argon and synthesis gas. Monitoring of the optimum availability and distribution of fuel gases and utilities on round the clock basis from Energy Centre. Preparation of daily, monthly, annual gas / utility balances, specific Energy consumption and cost reports. Analysis of deviation and taking up with the concerned agencies. Energy conservation activities in all the energy consuming units to ensure efficient utilisation of energy. This includes maintaining of operational parameters, combustion control, condition of fuel/ energy consuming equipment, status of instrumentation and control system and inspection/ follow up for rectification of leakages.
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For ensuring gas safe operation in the plant gas/ oxygen/ explosive mixture testing is done for all protocol/ non-protocol jobs as per requirement. Also gas safety equipment like masks, carbon monoxide and oxygen monitor and breathing apparatus etc. are maintained in proper condition. Maintenance of the yard utility grid to ensure uninterrupted supply of fuel gases/ utilities to the consumers besides day to day maintenance jobs. This involves repair/ replacement activities as per requirement. Involvement and participation in all the projects as per vision 2012 and under AMR and other schemes, to ensure adoption of energy efficient technologies and proper integration of the individual unit gas/ utility pipe lines with the main grid.

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SAFETY ENGINEERING

Iron and Steel production being a complex and hazardous activity, SAIL recognizes its moral, economic and legal obligations to prevent hazards, provide healthy working environment and guard against all foreseeable risks. The management of SAIL recognizes its obligation to endeavour to progressively identify, control and eliminate all hazards and conditions which present risk to employees and / or possible damage and loss to the plant and equipment including products. Safety Engineering department of Rourkela Steel plant is a technical wing with a multi disciplinary team discharging all the above functions. It has been the constant endeavour of the department over the past 40 years to create a hazard free, safe environment for the employees of Rourkela. Towards this end the department has been carrying out the following major functions: Safety training to all levels of the employees including Contractor labour. Periodic inspection of equipment, work methods and the environment. Identification of hazards and taking steps for their elimination. Facilitate procurement of personal protective equipment as required for various jobs, prepare norms of issuing the same and enforce its use by the employees. Creating awareness of employees through visuals like hoardings, posters, film shows, printed handouts, bulletins, safety campaigns, various competitions etc.

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Publishing safety rule books for various departments, printing permit to work. Holding protocol meeting for major shutdown and other hazardous jobs. Encouraging joint participation in the field of safety through the Central Safety Committee (at the apex level) and the safety committee of departments (headed by General Managers). Monitoring implementation of the recommendations of these committees. Briefing the contractors on the hazards inherent in their area of work and the safety requirements for their jobs before start of the job. Day-to-day monitoring of the work of contractors and ensure penalty to defaulting contractors. Conducting Safety Audits by internal as well as external teams and taking necessary actions to liquidate the deficiencies noted. Working in close liaison with Environmental Engineering Department and Occupational Health Centre to promote a clean, healthy and safe environment. Monitoring compliance of the various provisions relating safety as numerated in the Factories Act, 1948. Maintaining constant liaison with the various statutory authorities like the Director of Factories, Inspector of Factories & Boilers, various Labour Institutes. RSP has won several National Safety Awards for its exemplary performance. RSP won Steel Minister’s Safety Shields for best performance and RSP also won many awards from the State Government and the Standing Committee on Safety in the Steel Industry.
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Rourkela Steel Plant thus, is committed to: The safety of its employees and the people associated with it including those living in its neighbourhood. Pursue the safety efforts in a sustained and consistent way by establishing safety goals, demanding accountability for safety performance and providing the resources to make safety programme work.

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ENVIRONMENTAL ENGINEERING

Rourkela Steel Plant has established a full-fledged Environmental Engineering Department with latest monitoring and analysis facilities during early nineties. The Environmental Engineering Laboratory which is attached to this department has got recognition from Central Pollution Board. Responsible for: Monitoring and analysis of various pollutants of Air, Water and Wastes. Inspection and evaluation of efficiency of various pollution control equipment installed in different departments. Coordination with respective departments for implementation of statutory regulations. Coordination with State Pollution Control Board, Central Pollution Control Board, Ministry of Environment and Forests and other Government agencies and bodies for implementation of various statutory rules and other regulations. The quality of waste water generated at different sources is regularly monitored by collecting samples from 50+ locations throughout the plant including the final discharge of effluent from Lagoon to River Brahmani. Any deviation from the norm is analysed for taking corrective actions. The stack emissions from 20+ number of active stacks are regularly monitored for Dust emissions (SPM) into environment. The efficiency of air pollution control equipment like Electro Static Precipitators, Bag houses etc. are also monitored regularly for suggesting corrective actions. Environmental Engineering Department has installed online stack monitors at 15 numbers of stacks which is first time in Indian Steel Industries.

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This department is regularly monitoring ambient air quality at six number of ambient air quality monitoring stations which are at OBBP administration building, EED building, RDCIS building, PMPH building, BOD plant building & Fertiliser Lab building. This department has established an automatic ambient air quality monitoring station at Indo-German club which is first time in Indian Steel Industries. It continuously monitors the levels of suspended particulate matter, respirable dust, Sulphur Dioxide, Oxides of Nitrogen, Carbon Monoxide, Hydrocarbons & Methane. The pollutant levels are displayed on a bill board continuously at IG club and the data is downloaded regularly from the central station installed at Environmental Engineering Department. Environmental Engineering Department has taken up a massive drive in identification of alternative uses for different solid wastes through out the plant for making them as byproducts. The utilisation of solid waste has greatly improved due to adoption of 4 R principle (Reduce, Recycle, Reuse & Recover). The inventorisation of hazardous wastes in Rourkela Steel Plant is conducted by Environmental Engineering Department along with State Pollution Control Board and got authorisation from State Pollution Control Board for handling and management of 25 numbers of Hazardous Wastes which is the highest among all Indian steel plants. Environment Information Management System (EIMS) which is a unique online software system developed on Oracle 9I platform using optical fiber network by Rourkela Steel Plant, first of its kind in Indian Steel Industries to strengthen the pollution control facilities by online monitoring of various pollutants and giving first hand information to Management for taking corrective actions. A road map identifying new pollution control projects and strengthening of existing pollution control projects is prepared, to meet the future requirement in view of
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stringent statutory requirements and commitments given under Corporate Responsibility for Environment Protection (CREP). Execution of projects under Clean Development Mechanism (CDM), replacement of Ozone Depleting Substances (ODS) with non ozone depleting substances, finding ways and means for abate/reduce fugitive emissions like door and door frame emissions in coke ovens by using spray materials are other areas where Environmental Engineering Department is actively involved. The Environmental Engineering Laboratory is provided with latest instruments for analysis of various parameters. The laboratory is equipped with AAS (Atomic Absorption Spectro Photometer) HACH 2001 spectrophotometers Orion Ion Analyser BOD(Biochemical Oxygen Demand) apparatus BOD incubator COD(Chemical Oxygen Demand) reactor Phenol Distillation Sets Auto Titrating apparatus High volume samplers Respirable dust samplers Stack monitoring kits Flue gas analysers Flow meter for open channel flow Noise meter

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FIRE SERVICES

The Fire Services Wing of the earstwhile Hindustan Steel Security Force (HSF) was established under the provision of security scheme, compiled by the security advisor, HSL. After the induction of CISF, Fire Service was made a separate department. Objective: To prevent fire from starting To prevent loss of life and property when fire starts To confine fire to the place where it started To extinguish fire Motto: “We serve to save” Sections: The department organizes itself in to four Strategic wings Operation wing Prevention wing Maintenance wing Training wing Operation Wing: The most vital of all the four wings is the operational wing. The prime responsibility of reducing the response time lies with the operation wing by responding to an emergency at its earliest. The operation wing’s activities are categorized into (i) Preparation and (ii) Attack. Preparation:
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Fire Service department deploys its Physical human resources at four Fire Stations at strategic locations of the Plant. The four fire stations are: (i) Central Fire Station (ii) Modernization Fire Station (iii) Fertilizer Fire Station (iv) CO & CCD Fire Station These four Fire Stations always remain alert to attend to any exigency round the clock. Attack: The Central Fire station, which is the nerve center of the Fire Service department, on receipt of any emergency call, despatches its appliances at it’s earliest. On arrival at the scene of fire, rescue, special service call, the Officer I/c studies the situation and plans his strategy of attack. Further assistance of manpower or reinforcement of additional appliances / equipment is called for interalia VHF or other mode of communication with the control room. The Operation wing, as a part of its pre-fire planning, also carries out regular Mock drills and Topography study. The Operation wing fulfills the mission of Fire Service department. Prevention Wing: This wing fulfils the first objective of Fire Service to prevent fire from starting. The major activities of this wing is to plan for scheduled inspection of all hazardous / fire prone areas, the detection and protection systems, checking of all fire hydrants / fire extinguishers. Maintenance Wing: Of all the physical resources, the appliances and equipment used by fire service must be trouble free at any point of time. The wing does all the in-house maintenance, preventive maintenance of all the appliances and equipment available with Fire Service. The list of appliances (vehicles) and equipment available with Fire Service department are as under:
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Sl. No.

Fire Fighting Appliances / equipment Foam Tender Water Tender Foam-cum-DCP Tender Crash Fire Tender Emergency Tender Towing Tender Hydraulic Platform (Snorkel) Jeep Portable Pump Submersible Pump Portable Fire Extinguishers (CO2, DCP & Foam)

Quantity 06 Nos. 01 No. 01 No. 01 No. 01 No. 02 Nos. 01 No. 02 Nos. 07 Nos. 03 Nos. 3500 Nos.

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Training Wing: Training wing has to carry out an important task in imparting in-house training to its new recruits and refresher course for old timers. Both acquiring knowledge and skill, the training wing is constantly trying to cope up with the needs of the plant employees in general and Fire Service department in particular. The Fire Control Management (FCM) programme conducted under the aeges of HRDC department is an unique venture. With faculty support from Fire Service department added with practical demonstrations this FCM programme enhances both knowledge and skill of the participants to greater extent. Specialized training programmes, pertaining to only Fire Service personnel are also conducted at regular intervals.

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ADDITION MODIFACTION REPLACEMENT PROJECT MONITORING CELL (AMRPMC)

Functioning of AMRPMC: AMRPMC is the Nodal Agency for Capital Investment Schemes. The Cell scrutinises all Capital Investment Schemes, obtains sanction and monitors the progress of the sanctioned schemes. The methodology adopted is: Getting Capital Investment Proposals at the beginning of each financial year. Compile the schemes and obtain funds from Corporate Office. Prioritise the schemes as per allocation of funds. Scrutinise each prioritised proposal thread bare and obtain sanction. Monitor the overall progress of the sanctioned schemes on a quarterly basis. For prioritised schemes estimated below Rs.10 lakhs the Cell itself scrutinises the proposal and puts up for sanction. For schemes estimated above Rs.10 lakhs the Cell puts up the proposals to a duly constituted “Investment Proposal Scrutiny Committee” for further scrutiny and screening and thereafter puts up to an APEX Committee for prioritisation. Schemes below Rs.10Lakhs are also put up by AMRPMC to the same APEX Committee for prioritisation. AMRPMC is also the convenor of Central Survey Committee which recommends the “Replacement” of written off assets. AMRPMC usually does not deal with assets of Administrative Category (such as Furniture, Photocopiers etc.) Some of the items sanctioned through AMRPMC and seen around us are Mobile Equipment and Transport Vehicles, Hospital Equipment, Modification of Spill Way of Mandira Dam, Modification of Hockey Stadium with Synthetic Turf.
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In 2005-06 Rs.50 crores were allocated to RSP from Corporate Office for AMR Schemes. Awarding of consultancy to Centre for Engineering & Technology (CET) for any feasibility study is also undertaken by AMRPMC.

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COMPUTER & INFORMATION TECHNOLOGY (C&IT)

In Rourkela Steel Plant, computerization has been used for various activities: Quicker availability of information for decision making Cost Reduction & Cost Control Production, Planning & Control Stricter Inventory Control. C&IT is equipped with following equipment: SUN SS20/712 SUN Enterprise 3000 (E3K) SUN Hyper Sparc SUN Blade 2000 SUN Fire 280R (2 Nos.) SUN Fire 480R (2 Nos.) SUN 3510 Fiber Storage Followings are some computer application areas in RSP: Production, Planning & Control area covering movement plan from CMO, planning, manufacturing operation, testing & inspection, despatches. Sales invoicing from DA to accounts receivable In Finance areas from on-line sectional computerization to profit & loss accounting including statutory requirements. In Costing area from monthly cost sheet variance analysis to element wise cost analysis. Human Resource Information System covering employees master data, orders, circulars, computerization of unit personnel offices.
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Employee Services area covering pay slip, PF slip, Income Tax, VRS schemes, incentive, bonus etc. till trial balance. CMMS module covering preventive maintenance planning, shop scheduling, FMM equipment, Cranes, Repair Shop (Electrical). Materials Management area from cataloging, indent, tender enquiry, order placement, inspection, receipts, issues, budget control, ABC analysis, lead time analysis & MIS. Town Services covering quarter allotment to employees & non-employees, shop allotment, private party billing & revenue collection etc. Hospital area covering indoor patient registration, non-entitled patient billing & revenue collection, central medicine store & ward medicine accounting. Plant Status for MD, EDs, GMs, HoDs and Plant Control. Process Control Computer Systems in RSP: A general process control computer system consists of the following levels of distribution of responsibility, with two-way communication among peer-level as well as with higher levels: Level-1 - direct digital control of process using PLC, DCS (Digital Control System) and Operator HMI (Human Machine Interface) Level-2 - supervisory control level, for process tracking and optimisation using a server type of computer and terminals Level-3 - infra-level coordination computers for production, planning and control functions Level-4 - scheduling, decision making, management information level The Level-2 systems communicate with the process through Level-1 interface called a gateway. Most of the systems have facility of material tracking and process monitoring, GUI (Graphical User Interface) based displays, operator data screens, setpoint downloading to Level-1, communication with SUN system and MIS reports.
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Safety features are included in the design using interlocks and power-reboot procedures. The computer systems which have been implemented in the process areas of Rourkela Steel Plant are described below: Sl. No. BF-4 L1: ABIL, L2: VAX/VMS Skip charge tracking Supervisory control for Blast Furnace Laboratory Management SP-II L1: Yokogawa, L2: VAX/ VKS Online connection to L1-DCS for data acquisition Parameter display and transfer to Plant-status database BOF-II Shop L1: ABB, L2: VAX/VMS New heat preparation Process aim calculation Hot-metal, scrap ordering Reblow Calculation Main blow advice Ladle alloy calculation End of blow & Feedback calculation Location Computer System Modules

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Casters (SMS-I& II) including LHF & Argon rinsing

L1: ABB, L&T, ABIL, Siemens L2: VAX/ ALPHA/ VMS

Material Tracking Cut-length optimisation advice Laboratory Management Dynamic secondary cooling control Machine status tracking Heat/slab tracking

Reheating Furnace (HSM)

L1: Siemens PLC, Yokogawa DCS, L2: VAX/VMS

Slab arrival Slab line-up Process tracking Thermal tracking Zone-wise set point downloading Rolling programme Pacing control In-process weighing

HSM: Roughing, Coil box, AGC, Speed Control, Coiler Controls, Coiler Conveyor

L1: Siemens Simadyn-D, R-30, PLC, MMC-216, HMI: SIFLEX, Win CC

Automatic mill pass-R0 Process tracking Looper Control Gauge Control Speed Control Communication among L1 Coil shape control Process synchronisation

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ERWPP

L1: ABIL PLC, L2: Windows 2000

Planning Pipe tracking Product analysis Pipe testing & inspection Despatches

Energy Management

L1: ADAM signal I/O L2: Windows-2000, FIX

Data acquisition Analysis Management Alarm Management Online Mixed Gas CV Gas balancing Mimics and trend graph

Supervisory Load Control Centre

L1: ECIL-RTU L2: Windows-NT, SCOUnix

Data acquisition Alarm Management Area-wise energy balancing Mimics and trend graph Connectivity with Eastern Grid

Environment Functions

Online data acquisition from field instruments User interface system for parameter monitoring Periodic area-wise reporting to Management & Statutory bodies

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Weigh Bridges

L1: Digital weight indicators: Philips, Avery, Sanmar, Ashbee, Weitex L2: Windows-XP, DOS

Online communication with Digital-Weight Indicator for weight Communication with central database server Logic for net weight calculation and screens for operator interface

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MATERIALS MANAGEMENT Materials Management (MM) department ensures availability of input materials to consuming departments of Rourkela Steel Plant at right time, right quality, right quantity and right price. It also ensures customer satisfaction and supply chain management. The important functions under MM department are as follows:

Peripheral Industries & Vendor Development (PIVD): This section of MM is the central agency for registration of vendors. For established/ reputed vendors, deemed registration is processed considering the firm' market structure. s Important functions include maximisation of reservation of items for local Small Scale Industries (SSI) and facilitating increase in the order booking value on Local SSI, for development of SSI in Orissa. Liaison with District Industries Centre for resolving issues of Local SSI with RSP. Stock Control: This is MM' material planning agency for processing indents for multi-user s Automatic Procurement items (consumables as well as spares) based on previous consumption norms and procurement policy and specific projected requirements of user departments. Stock Control monitors the safety stock of critical multi user items and issues materials to user departments. Activities include allotment of catalogue numbers for consumables. Stock Control is the nodal agency for Indent Scrutiny Committee for consumables. Standardisation & Rationalisation Group (SRG):
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This is RSP' central spare and consumables catalogue specification clearance agency. s All transactions of this section are on-line in Integrated Materials Management System (IMMS) and SRG operates on paperless office concept. SRG is responsible for specification standardisation in order to reduce the total number of catalogue numbers of RSP by reducing duplicate catalogue specification generation.

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Purchase: The broad function of the department is to process order placement against revenue procurement indents received from user departments and to follow-up for receipt of material. Purchase sections are organised in purchase groups for General Purchase Spares Refractories Rolls Minor Raw Material (MRM) Import Repair Job Contract(RJC) Ispat General Hospita (lIGH) Activities in purchase are to obtain quotations from registered vendors, examine and negotiate commercial parameters of quotations, negotiate by formation of Tender Committee for price (where required) obtain approval & concurrence of Finance for order placement and follow-up for execution of order. Emphasis is being placed by Purchase for maximisation of long term rate contracts with price variation clause, open/ global tendering & price bid through reverse auction route. Purchase Procedure governs all activities of Purchase. Purchase activities are under process of being covered by e-procurement system and RSP is leading among SAIL units, an on-line internet enabled system of viewing tenders, submitting sealed quotations, viewing purchase orders, payment information etc. in order to move towards paperless transaction and for increased level of Transparency. Inspection:
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The broad function of the Department is to ensure that the material being supplied meets the desired specification as per the quality requirement of the user. Inspection by RSP Inspection Zone is carried out at Stores Receipt and in the premises of vendors. Inspection department develops the Quality Assurance Plan for items in consultation with user departments. Inspection also undertakes Capacity Assessment of vendors in the Vendor Registration Process. Stores: The broad functions of Stores department is to monitor movement of input materials (consumables, spares and minor raw material), its receipts, immediate accountal and safe custody and quick issue to user departments as and when required by them. Its activity starts as soon as an item is ready for despatch at supplier premises. Organising transport, receipt, accountal and safe custody of the material are the basic functions of Stores. Stores cater to the need of consumers through 6 Main Stores i.e. Central Stores, Plant Store-II, Modernisation Stores, Refractory Stores, Cement Structural Modernisation (CSM) Stores, IGH Stores and 6 Sub-Stores conveniently located near consuming departments. Store is also the custodian of materials not drawn by indenting department. Items which are not drawn for a long period are classified as Deemed Non-moving (items not moved for more than 4 years and less than 5 years), Non-moving (items not moved for more than 5 years), Obsolete / Surplus (items unusable and approved by MD). Materials declared as Obsolete / Surplus are disposed off by Marketing section of MM department.
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All activities of Stores, starting from entry of material at RSP gate till issue to departments has been computerised. Payment copy of GARN (Goods Acceptance/ Rejection Note) is being electronically transferred to Finance. All outside despatches through Stores is also computerised. Another important function of Stores is to lodge insurance claims and realise through F&A(Claims & Freights Section).

Marketing: Prime products of RSP are sold through Central Marketing Organisation (CMO), all other products are sold by Marketing Department. The product range dealt by Marketing Department includes defectives, coil/sheet cuttings, rejected pipes, granulated slag, coke fractions, fertilisers such as ammonium sulphate, various waste products like LD Slag, Ferrous Sulphate etc. Marketing Department also looks after disposal of old/used machinery, conveyor belts, drums, electrical spares and unused / surplus obsolete spares. In addition to the above, all idle assets of plant are also disposed off by Marketing Department.

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For disposal of products, there are 2 yards, namely Secondary Steel Stock Yard(SSSY), which stores defectives, coils/sheet cuttings. The other stockyard is Central Disposal Yard(CDY), which handles maintenance scraps/ wastes like old/used conveyor belts, old/used electrical spares, used drums, old batteries, old vehicles etc. For disposal of above items Marketing department has introduced latest system of esale through "Online Forward Action". In this process customer bids its highest price through Internet. The present annual revenue generated through sale of secondary items is to the tune of Rs.320 - 350 Crores.

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FINANCE & ACCOUNTS The major functions of Finance & Accounts department are as under: Financial Accounting: Finance department is responsible for recording of monetary transactions in the books of accounts and preparation of final accounts quarterly as per the provisions of Companies Act, complying with provisions of Income Tax Act and Wealth Tax Act. The final accounts are prepared as per the requirement of schedule VI of the Companies Act, 1956. Quarterly accounts are subject to review by the auditors appointed by the Corporate Office, SAIL. The annual accounts are examined by auditors appointed by Comptroller and Auditor General (C&AG) of India under the provisions of Companies Act. The auditors so appointed are required to report on true and fair view of the accounts amongst others. The annual accounts are thereafter reviewed by the Resident Audit Officer of Commercial Audit branch of C&AG. Memos raised by Commercial Audit are replied to with necessary clarifications and on satisfaction of the Commercial audit, the memos are dropped otherwise the comments of C&AG are reported in the Annual Accounts and placed before the Annual General Meeting of the company. Cost Accounting: Cost Accounting involves costing of products and services, preparation of standard cost, variance analysis, pricing of products and services and preparation of various MIS reports like monthly profit forecast, techno economic report, cost control report, scrutiny of make/buy proposal etc. Cost sheets are prepared on historical cost basis by following the principles of Process Costing. Standard cost sheet is prepared for control purposes. Monthly cost sheets are prepared and made available to different departments on line. Cost awareness workshops are conducted department-wise. Finance department is also responsible for cost audit under Companies Act. The cost
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data are examined by a qualified accountant appointed by Board of Directors with the approval of Central Government. The cost audit report is submitted to Company Law Board, Cost audit branch by the cost auditor. Preparation of annual Budget and budgetary control reports: Operation budget is prepared as per guidelines of the corporate office. Departmentwise budget is fixed for each expenditure head for controlling expenses bringing about cost efficiency in the operation of the plant. Quarterly budget reports are made available to different departments for their information and necessary action. Capital budgets are prepared by Project finance in consultation with head of works and project department. Stock Verification: It involves physical verification of inventory and assets. Entire inventory of raw materials and Semi/Finished goods is physically verified at the end of each quarter. The inventory of Stores and spares is physically verified over a period of three years. However the inventory of high value items is verified every year. The fixed assets are physically verified over a period of three years in a phased manner. Preparation of pay roll and complying with the provisions of Provident Fund Act, Income Tax Act: Monthly payrolls are prepared on the basis of master data in the computer duly updated from time to time on issue of relevant office orders by Personnel Department and Plant departments. Attendance of all the employees is collected and fed into the computer by the Finance department. Finance department is also responsible for disbursement and recovery of loans, deduction and deposit of income tax at source. Employeewise accounts are maintained for the Provident Fund deducted every month from the salaries of the employees.
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Scrutinizing purchase/contract/expenditure proposals and giving concurrence: Proposals involving funds and requiring approval of MD are routed through GM(F&A). Other proposals are checked by finance department as per delegation of power. The representative of Finance department are nominated in various tender/negotiation committees for obtaining the best price and commercial terms. Examining the financial viability of investment proposals: Various investment proposals are thoroughly examined from financial point view. Payment of Suppliers/Contractors Bills: Bills of suppliers/contractors are received checked and paid as per the terms of contract with them. Preparation of invoices: Invoices are prepared for despatch of materials from the plant in compliance with provisions of related laws like Orissa VAT Act, Central Excise Act, Service Tax Act, Entry Tax Act and Income Tax Act.

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PERSONNEL

While managing human resource is an integral job of the Manager at all levels, in a business organization, a nodal agency is required to oversee and monitor the myriad human processes and also to carry out specific functions required to optimize the available human resources. The Personnel Department of Rourkela Steel Plant is primarily responsible for this. The functions of Personnel Department can be broadly categorized as follows : Rationalization of Manpower: To meet the present and future manpower needs, Personnel department makes strategic personnel planning and ensures induction of competent personnel in the organization. Personnel department analyses the requirement of manpower and existing profile on a continuous basis leading to a systematic deployment plan, which comprises of both redeployment from within and recruitment for ensuring right man on the right job. An annual manpower budget is prepared taking care of various oragnaisational requirements and objectives. Besides, thrust is also put for optimum utilization of the human resource by way of redeployment, retraining etc. Motivating Employees: In order to encourage the employees to maintain consistently high levels of performance, Personnel department facilitates the introduction & implementation of various financial & non-financial motivational schemes & awards . The schemes are both group and individual-based. Various schemes are in place linked to achievement of departmental targets based on production, productivity, cost control, qualityconsciousness etc. There are also some schemes that reward individual/ group creativity and accomplishments. Apart from this good performance is recognised
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through in-house newsletters, magazines, RSTV, Departmental Notice Boards, appreciation letters etc. Grievance Redressal System: Effective and quick redressal of grievances of employees is a vital Personnel function especially in a labour intensive industry like Rourkela Steel Plant. There is an effective system of informal grievance handling through Employee Assistance Register (EAR) to settle employees’ grievances at the shortest possible time. The EARs are available in all the Personnel Unit Offices and in Control Rooms of some major departments. The aggreved employees can record their grievances/ difficulties relating to a number of areas attendance, pay, house allotment/ maintenance, promotion, seniority, etc. The Unit Personnel Officers take appropriate follow-up actions to sort out the grievances at the earliest and also keep the employee concerned informed by making appropriate entries in the EAR. In addition to the above, there is also a formal two tier grievance redressal machinery called Grievance Redressal Committee for Employees (GRCE) and an apex body called Grievance Redressal Apex Committee for Employees (GRACE) for redressal of the employees’ grievance on a time bound basis. Employees’ Welfare and Social Security: Employees welfare is of utmost priority among various Personnel commitments in any organization. Personnel department takes utmost care for ensuring & up keeping of vast array of welfare facilities both statutory and non-statutory. Some of the main Welfare facilities include canteens, rest rooms, drinking water, public convenience buildings, first aid, medical facilities, baby crèche etc. Besides Personnel department facilitates the implementation of all social security measures in vogue in the organization viz. PF, Gratuity, Workmen’s Compensation, Employee Family Benefit
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Scheme, Employee Family Benefit Voluntary Scheme, Life Cover Scheme, SESBF etc. Performance Management System(PMS) and growth of employees: For an objective assessment of the performance and potential of the employees and to distinguish between different levels of performance, the Personnel department implements the Performance Management System in vogue in the company. Besides to motivate the employees for their better performance, Personnel department takes care the aspiration of the employees by effecting promotion, career planning and succession planning. A comprehensive appraisal system for the employees has been developed to ensure an objective assessment of performance and potential of the employees and to integrate company' and individual goals. There are also systematic s Promotion Policies for promotion within executives, within non-executive employees and also for promotion from non-executive to executive cadre. Communication: Communication is the lifeline of any organization. It can help establish a performance oriented culture in the organization. Communication helps not only in disseminating information to the employees , it also helps in enhancing employees morale, inculcating a sense of participation and belongingness, fostering team-spirit and a motivation to perform better. To facilitate involvement of employees in all spheres of their activity Personnel department facilitates various structured communication programmes viz: MD’s Mass Contact Exercise: With an aim to synergise employees towards organizational goals, a unique and unprecedented programme started on 19-04-2002. It is held once in a week, where around 500 employees participate and contribute their constructive idea/suggestions for growth of the organization and interact with the Managing Director. A presentation highlighting the areas of concern and good
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performance is also made to aware the important issues affecting the plant and the employees. General Manager’s Communication Meeting: Every General Manager holds a monthly meeting of groups of employees of his area of control and major departmental issues, action plans, performance highlights, etc. are discussed. HOD’s Communication Meeting: Heads of departments hold weekly/ fortnightly meetings with employees where departmental issues, safety aspects, improvement plans etc. are discussed. Sectional In-charge’s Communication Meeting: Sectional In-charges of major units hold weekly meetings of employees to discuss day-to-day shop-floor issues. Issue Based Workshops: It is held whenever required and all agencies concerned with the issue are encouraged to evolve improvement plans. Besides these Unit Personnel Executives also communicate various plant related issues to the employees at shop floor. Building a Responsive Work-force: Discipline plays an important role in an Industry. It is a bare minimum necessity for sustaining the Production & Productivity. While emphasising positive discipline like quick grievance redressal, ensuring proper welfare facilities, improving quality of work life etc. prompt and consistent disciplinary action is taken against the employees concerned under the disciplinary rules & procedures of the company. In order to ensure the employees availability on the shop floor in time, the Direct Reporting System (DRS) is in vogue whereby employees report at their place of work directly and put their signature in the attendance register both at the beginning and end
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of the shift. The Unit Personnel Executives undertake periodic surveillance on DRS to make the system more effective. Away from the traditional fire-fighting management, the Personnel collective believes in pro-active IR management through involving the employees in all spheres of work activities, cultivating a participative culture and creating a atmosphere of creativity. Various committees and bodies are in place at both the departmental and central level so as to involve the employees in various issues of significance for the Plant as well as the welfare of the employees. Besides the above some key Personnel functions in RSP are: Formulation and ratification of human resources policies, in line with the business strategies. Designing and redesigning of organization and work systems. Designing and regulating compensation systems. Ensuring compliance to statutory requirements. Functioning as convener of all job contracts in the works departments. Ensuring compliance of all statutory matters in respect of final bills of contractors.

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HUMAN RESOURCE DEVELOPMENT CENTRE The Technical Institute was established in the year 1959 to impart professional training to new entrants and the employees of the erstwhile Hindustan Steel Limited. Since its inception it has not only equipped the employees of Rourkela Steel Plant to discharge their responsibilities but also has extended similar assistance to the employees of other SAIL units. The earlier building and workshop complex was installed in 1959. In 1984 the ground floor of the present MDP wing was installed and in 1993 the first floor of the MDP wing was built. The Refractory Shop came up in 1993. With the passage of time the scope of the activities of the Institute has expanded and it was renamed as Training and Development Centre in 1985 and subsequently as Human Resource Development Centre in August, 2000. It is conducting Training Programmes towards reinforcement of employee' s competence. Today the Centre has grown to a position through imparting professional training to new entrants as well as the employees of Rourkela Steel Plant to bridge the ever-increasing gap of skill, knowledge and experience. Around 55% of training pertains to technical areas, addressing the immediate requirement of the day. Training Strategy: The gamut of HRD activity centers around: Training of all fresh entrants : Standard Training Schemes exist which are followed in all the units of SAIL Training of existing employees Through identifing the thrust areas of training as per organisational needs to reach corporate goals pursuing each thrust area department wise and designing training programmes based on the above needs. the identification of number of employees to be trained in each programme.
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covering all employees, irrespective of level of specialisation. Focus of HRDC: During the recent times, HRD activities have been given special thrust and directed towards transformation and turnaround of Rourkela Steel Plant. While making efforts towards bringing about continuous improvements and fostering a culture of learning and innovation, the focus has been on linking training events and outcomes to the business needs and strategic goals of the company. HRD Activities: Based on the training need received from the different departments Annual Training Plan is prepared indicating the training programmes to be conducted in each thrust area and number of employees to be trained. This is discussed and approved by the apex body before being included in the APP (Annual Performance Plan) of the Organisation. In HRD Centre the training is imparted in the following broad areas. Induction Training: All new recruitees for Rourkela Steel Plant are trained in the HRDC before posting to their departments. Specific training scheme has been prepared for each of the categories of trainees and training is imparted based on the same. For executives joining as Management Trainees and Jr. Manager (Finance), Central Induction is held at plant location or Management Training Institute, Ranchi followed by Plant training. For non-executives category i.e. Sr. Technician cum Operative Trainees, Technicians cum Operative Trainees, Semi Skilled Worker Trainees and Trade Apprentices separate training modules have been designed consisting of training in HRDC as well as on-the-job training in the department. Competence Enhancement: This area is divided into the following broad sub-areas :
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Technical Skill Development training - Includes Basic Engineering Skill, Unit Training, Hi-tech Training and Department Specific Programmes, Systematic Maintenance Management, Technology Awareness Programmes and Performance Excellence Workshops etc. Redeployment Training - Employees transferred to other departments are imparted redeployment training to familiarise them with their new departments and job assignments. Multiskill Training - As a consequence of cluster promotion policy, the nonexecutive employees are to be trained in all the jobs they have to perform in a job cluster. It includes all training conducted on Material Handling, Basic Welding & Gas Cutting, Electro Hydraulics, Machine Tools Maintenance, Basic Fabrication and Layouts and other programmes conducted to facilitate Multiskilling. Managerial Training – Its objective is to make the managers aware of the changing business scenario and understanding individual role in achieving the organisational objectives.Acquiring the managerial skills like Leadership, Planning, Effective Communication, Delegating, Problem Solving, Decision Making, Developing Subordinates, Presentation, Concept of Cost and Quality, Team Building etc.Understanding individual roles and responsibilities for establishing and maintaining standards.It includes General Management Programmes like MDP, SDP, EME and Specific Managerial Skill Development programmes like Microplanning, Counselling, TOTO Module and Emotional Intelligence etc. Specific Areas: Areas like safety and health consciousness, environment control, Occupational Hazards and means to combat them and stress management are addressed to through programmes like Safety, Environment, Fire Control Management, Cost Control and Cost Reduction, Energy Conservation, ISO 9000, ISO 14000, Quality Control Tools and Problem Solving Workshops etc.
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Foreign and External Training: All training programmes for which employees are sponsored abroad are covered under “Foreign” whereas outstation programmes conducted by agencies other than SAIL and its units, for which employees are sponsored are covered under “External”. Other Areas: Various workshops / seminars, Hindi Training programmes conducted for employees of non-works departments are included here. This also includes the training activities conducted here for employees of sister units of SAIL. Training Facilities: The Centre is well equipped with various facilities required, for conducting different types of training programmes like spacious well furnished Classrooms, Galleries, Conference Rooms, Syndicate Halls, Auditorium, Laboratories, Audio-visual aids, Workshops & Library. Classrooms and Laboratories: HRDC has 22 fully furnished Classrooms. The classrooms are well equipped with the type of furniture required for different types of courses (e.g. white board, Overhead Projector, Flip Chart Board, LCD Projector etc) for conducting the normal lecture classes and syndicate discussions, seminars, Communication Meetings and other Management Development activities. This department has 2 laboratories (Electronics Lab and Hydraulics & Pneumatics Lab) and 1 Computer Centre. Electronics Laboratory was commissioned in the Year 1994 M/s Feedback UK to train the employees of RSP in the Electronics, Electrical and Automation areas to suit the present plant requirement. Hydraulics & Pneumatics Laboratory was commissioned in 1993 with a view to retraining senior employees to increase the competency level to cope with the advent
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of latest technologies with modernization. The equipments were supplied by M/s Amatrol INC, USA. Computer Centre was installed in 1989. Equipped with 8 modern PCs (Celeron / Pentium) to train the executive / non-executive of RSP in Common Software Packages. Workshop Facilities: Various skilled and multiskilled training and work order jobs for various departments are undertaken by different workshops. Besides fresh Trade Apprentices, regular training courses like Basic Engineering Skill Training and other shop based Programmes are also conducted. Machine shop has Lathe Machines, CNC Lathe Trainer, Shaping Machines, slotting machine, Radial Drilling Machine, Universal Milling machine, Horizontal Milling Machine, Boring Machine, Double ended Pedestal Grinder, Surface Grinder and Power Saw Metal Cutting Machine. In Machine shop the Apprenticeship Training for Machinist Trade is conducted covering Shaping, Slotting, Planning. Milling, Drilling and grinding exercises. For Turner trade exercises are conducted in Lathe Machine, Drilling Machine and Capstan Lathe. Welding Shop has welding Transformers, MIG/MAG CO2 Welding Machine, TIG Welding machine, Pedestal grinding Machine and Gas Cutting and Welding facilities. Fitting Shop has 70 nos of Bench vices, 2 Pillar type Drilling Machine, Hydraulic Press, Bending machine, Shearing machine, 2 Pedestal grinding machine, 2 Bench Drilling machine. Other facilities of Fitting Shop are Material Handling Demonstration Equipment, Eldro Brake.

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Electrical Shop has various AC & DC drives, Transformer Panel, Crane Circuits Panel Battery Panel, Resistance Boxes and common electrical measuring instruments. 4 Basic Engineering Modules are conducted here.

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Other Infrastructural Facilities: Caretaking Cell: Looks after the total building maintenance and overall housekeeping of HRD Centre with a thrust for improved housekeeping standards. Customer Care Cell: Coordinates all training programmes conducted in HRD Centre. It monitors AudioVisual Aids, provides stationeries to the programme in-charges, organises tea/ lunch etc., coordinates all communication Meetings, maintains Photo-copiers, prepares attendance of all participants and also attends to the general requirements of all the programmes. Documentation Cell: Computerises the entire training documents in the SUN System (Training Management System). All the departments are connected through this network. It maintains bio-data of trainings, updates the records, prepares highlights every month, training need complied for making Annual Training Plan (ATP). Trade Testing Centre: Conducts trade tests and job tests as per plant requirements according to laid down and approved norms. Library: HRD Centre maintains a library of 20,000 books containing various technical and managerial topics and all the latest editions of the publications related to the curriculum with computerised Information System. The library provides a comfortable reading environment for the employees, trainees and faculty members. Hostel:
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The Trainees Hostel complex has accommodation of about 250 trainees. There are facilities for indoor and outdoor games, a gymnasium, a playground, common rooms and Reading Room exist. Furnished dining halls are provided in the hostel where the trainees run their own messes. Office: Office extends support through establishment functions, budget preparation, processing of bills, dealing with foreign training, receiving and distribution of daily daks and record keeping.

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Stores: Maintains all consumables / spares required by HRD Centre . Coordinates the regular stock verifications and maintains the asset schedule, initiates write off actions of unserviceable assets and other items like tools and tackles.

CENTRAL POWER TRAINING INSTITUTE In 1985 Government of India had constituted a high level committee to look into the various aspects of training in the Power Sector. Recognising the importance of specialized training for power plant personnel, the SAIL board in April 1990 approved the setting up of the Central Power Training Institute at Rourkela which was open for in-house training in October 1993. Central Electricity Authority (CEA) accorded highest degree (Category - I) recognition to the CPTI in 1996 empowering it to train operation and maintenance personnel of Thermal Power Plants having unit size up to 500 MW and related Power Distribution units. This is a fulfillment of statutory requirement of Power Plant and Power Distribution personnel. It has documented a Quality Assurance System for all its activities and won “Golden Peacock National Quality Award” for 1997. It has merged with Rourkela Steel Plant in July 2004 and operates under the Human Resource Development Centre. Objectives: To contribute towards fulfilment of technical training needs of the personnel in the area of captive power generation to meet organizational goals. To provide a conducive environment for learning through excellent facilities, hospitality and other support services. To develop training tools and instruments.
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To facilitate and organize company wide workshops and seminars in the area of power. To develop training tools and instruments. To extend facilities in organizing special events for Rourkela Steel Plant.

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Infrastructure facilities: Operator Training Simulator: It has a replica operator training simulator of the 60 MW Coal fired Captive Power Plant of Rourkela Steel Plant (Presently M/s. NSPCL). It is the first of its kind in India with indigenous technology and the only one in non-utility sector. The application software ensures high degree of fidelity in reproducing the exact response of the actual power plant to various operator actions. It consists of simulator computer station, control panels, Microprocessor based input / output system, field device terminals to simulate local operations, Instructor station and data acquisition system (DAS). The total plant is functionally divided into process simulation, interlock simulation and control simulation for boiler, turbine, generator and electrical system. Lecture Halls and Simulator Hall: The Institute is centrally air-conditioned. Main sessions are conducted in the three Lecture halls and one screening room well equipped with audio-visual aids. Hands on sessions are conducted in the simulator hall. Information Centre : The information center has a large collection of books, handbooks, journals and courseware from Indian / foreign publishers on all areas of power engineering and management. Documentation and drawings related to all SAIL power plants, video cassettes on power plant operation and control are also available. It has a collection of more than 850 books and 49 manuals on power plant engineering and allied subjects. It also subscribes to 5 journals / magazines, 5 newspapers and 10 house magazines. Syndicate Rooms : Syndicate discussion is a regular feature in problem solving workshops and other action plan oriented programmes, particularly for executives. CPTI has three well designed syndicate rooms for smooth conduct of workshops.
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Facility for corporate programme: CPTI organizes corporate programmes, which are graced by the presence of Chairman, SAIL, the Directors,and other dignitaries. Occasionally it caters to the need of Management Training Institute, Ranchi. It has an auditorium of 82 seating capacity with captive public address system and attached projection facility. An additional Conference Room is also available. Personal Computers: It has a network of 8 PCs. Every staff has access to the PCs. Correspondences, trainee manuals, reading material, teaching notes and trainers’ manuals are prepared using these computers. The Institute has adequate number of laser / other printers for this purpose. Most of the formats are standardized and computerized. Modern training tools & video screening facility: LCD projector, OHP, TV, VCR, Electronic copy board, Document binder, photocopy machine, laminator, colour ink-jet printer, Laser printer and personal computers are used for enriching the programmes . The Institute has around 30 videocassettes and these are extensively used in the programmes. Facilities for audio / video recording of proceedings and syndicate discussions are hired whenever needed. For screening, there is an exclusive screening room adjacent to the lecture halls with VCR and TV permanently installed. The screening room is also used for preview of video cassettes. Model Room: Large number models of power plant equipment, exhibits and schematic drawings are on display in the Institute. Exclusive model room for housing working models and mimic display boards also exist.

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LAW

In an integrated steel plant like RSP, the role of Law department is manifold. It acts as an adviser to the Top Management and gives shape to policies related to Production, Marketing, Administration, Health, Welfare, Safety, Land, Estate, etc. Law department undertakes the responsibilities of defending/ protecting the policies of the Company/ actions of the Management, when challenged in any Court of Law or before any Statutory Authority. Matters relating to Personnel, Contracts, Sales Tax/ Central Excise, Customs and other Taxation Laws are also handled in Law department. Vetting of contracts/ schemes is a routine function of the Law department. The department deals with matters/ cases pending before different courts/fora/authorities under different acts, like Civil Courts, Criminal Courts, Tribunals, Labour Courts, Consumer Fora including High Courts and Supreme Court. The statistics of the last 10 years reveals that more than about 90% of cases filed against company have been handled successfully by the Law department. Without depending on outside agencies, Law department gives Legal opinions and guidelines to line managers on various issues and acts as an inhouse attorney. Thus the Law department touches upon the working of every department of Rourkela Steel Plant.

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TOWN ENGINEERING

Town Engineering Department looks after the maintenance of 18 sectors in the Industrial Township of Rourkela Steel Plant and the whole of Fertilizer Township spread over an area of 45.13 Sq. KM. The department is responsible for repair and maintenance works in 25,499 buildings including residential quarters, public buildings like Socio-cultural centers, Educational Institutes, Sports Complex, Medical & Health facilities, Market complex, company offices, parks and vital installations including Air Strip. The total maintenance is achieved through the Civil, Electrical, Water Supply, Horticulture and Public Health sections of the department. The various repair and maintenance works are executed through the 14 Civil Maintenance Booths and and in the Fertilizer Township. The Contract Cell of the Town Engineering Department deals with the tendering process and finalises outsourced agencies for the several jobs executed in the townships by Town Engineering, Town Services, Sports and Horticulture departments. Town Engineering – Civil: The Civil wing of Town Engineering Department takes care of the repair and maintenance work of the residential quarters in the township. Apart from this, regular maintenance is carried out in 27 socio-cultural centers including Civic Centre, Bhanja Bhavan Complex, Utkalmani Gopabandhu Ispat Library, Adharsa Pathaghar, Deepika Mahila Sanghati and Social Homes / Community Centers spread over the townships. These also include the two clubs i.e. Indo German Club and Rourkela Club. 9 Electrical Maintenance Booths located in the various sectors of the Steel Township

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For encouraging sports, the number of sports complexes like Ispat Stadium, Biju Patnaik Hockey stadium, Basket Ball Court, Indoor Stadium and various other Sector playgrounds are kept in good condition. The Civil wing of the department maintains 364 KMs of roads and drains, 485 KMs of sewerage system spread over the entire townships. As part of the drive for a clean and hygienic Rourkela, door-to-door garbage collection and its systematic disposal from all the residential quarters and market complex, project has been started, which is the first of its kind among the SAIL units. As a part of environment upgradation, beautification and road safety campaign, various important chowks and roads are continuously modified with recarpeting and widening, providing adequate parking space and installation of monuments and fountains.

The department also provides logistic support during various socio-cultural functions held in the township as part of the cultural calendar for enhancing the quality of life of the residents and creating an atmosphere of entertainment and enjoyment. Vital installations are also maintained timely to meet the statutory provisions of the Factory Act and State Pollution Control Board. 32 vital installation, which include 33 KV / 11 KV Sub-Stations, Booster Pump house, Intake Wells, Water Treatment Plants and Air Strips are kept clean and in good condition with proper approach. The department, in close liaison with the Special Peripheral Development Project– KFW Department, also provides various basic facilities like class rooms for Schools, Community Centres, roads, etc. in the peripheral villages. Providing drinking water facilities through new tube wells and repair of old defunct tube wells, repair of roads
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and drainage system in the 57 identified slums are some of the activities undertaken by the department as a part of fulfilling RSP’s Corporate Social Responsibility. Public Health The Public Health Section of Town Engineering department provides conservancy services and anti malaria services in the steel township. Apart from regular road cleaning, sanitisation of the dumping yards in the township and adjoining areas are undertaken. Collecting water samples for bacteriological tests and analysis, dechlorination of the wells and spray of anti-larva on swampy areas and on stagnant water are also some of the major activities of the department. Town Engineering – Electrical: Town Engineering Electrical department caters power to nearly 24000 houses in addition to the public utility service like Water supply system, Hospital, Clubs, Office premises etc. In the process, a vast network of HT, LT and Street Lighting are to be maintained round the clock. This network consists of the following: 33KV Distribution Network: Two Receiving Sub-Stations at Sector-6 & Sector-2 consisting of 33KV/11KV power transformer & auxiliaries are to be maintained round the clock. The capacity of Sector-6 Receiving Sub-Station is 24 MVA and that of Sector-2 Receiving SubStation is 9 MVA. Power is fed at 33 KV Volt level from Plant through overhead lines to these Receiving Sub-Stations. 11KV Distribution Network: There are 18 numbers of 11KV feeders to cater power to the entire Steel township. Of these 14 numbers feeders originates from Sector-6 Receiving Sub-Station and 4 numbers from Sector-2 Receiving Sub-Station.
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440V Distribution System: 137 numbers of 11KV/440V distribution Sub-Station scattered over the entire Steel township have to be maintained round the clock for supplying electricity. The total length of 440V overhead line and underground cable covers a distance of nearly 1500 KM. Water Supply Installations: Power supply to intake Wells and Booster Pump houses are maintained round the clock with availability of dual source. 128 numbers LT Motors and 3 numbers EOT Cranes are maintained by the department. Street Lighting: An elaborate network of Street lighting is maintained for safety & security of the entire Steel Township. Town Engineering (Electrical) has to maintain nearly 8000 Street lighting fixtures consisting of HPSV, Semi High-Mast, High-Mast, Metal Halide and MV fittings etc. which also covers 14 numbers recently erected monuments. One 11 KV overhead line comes from the Plant supplies emergency power to the vital areas of Township like Ispat General Hospital (IGH), Rourkela House, Booster Pump Houses and VIP Bunglows. In addition to the above, all the commercial buildings, Central & State Government Offices, Police Stations, Socio-cultural organizations located inside the township are also provided power supply by the department. In this process, TE(Electrical) handles a maximum demand of 32 MW with an average of nearly 21 MW of power. Water Supply – Town:
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Source of Raw Water Intake Wells

River Koel River Brahmani Jhirpani Intake Well – located on the bank of river Koel in Jhirpani. Tarkera Intake Well – Located on the bank of river Brahmani for Township area.

Water Treatment Plants

Water Purification Plant, Hill Top, Sector-2 and Capacity : 18 MGD. Brahmani Water Works, Sector-8 Capacity : 9 MGD.

Chemicals used for Water Treatment

Ferric Alum 699 MT/Yr. Poly Aluminum Chloride (PAC) 100 MT/Yr. Lime 200 MT/Yr. Disinfectant (Bleaching Power) 192 MT/Yr.

Raw water comes from intake well pump house of Koel river and falls on the bubbling tank in the Water Purification Plant. Here the speed of water is reduced and heavy particles present in the raw water settle down to the bottom of the tank, which are finally disposed off. Chemicals are added to reduce the turbidity of the water. The water then passes through the flocculator tank to the clarifier where sedimentation takes place and most of turbid particles settle down and come to sludge chamber, from where it is disposed off. From the clarifier the water goes to filter house to remove colour, odour, turbidity and pathogenic substance, if any, from water. Chlorine is used as chemical or disinfectant. Bleaching power is added to filtered water to maintain free residual chlorine concentration in drinking water to 0.5 – 0.7 mg/litre.

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The filtered water is collected in 4 drinking water reservoirs and supplied to the customers through a distribution network of main lines, branch lines and sub-branch lines. Horticulture: The commitment of Rourkela Steel Plant towards making its environment clean, green and safe is achieved to a large extent by the Horticulture Department. At present, 2000 acres of intensive green areas with 200 acres of gardens, 4 central Nurseries and 35 Parks and gardens are being maintained by the department to enhance quality of life in the Townships. Over 50 varieties of roses of these gardens have won laurels at the national level. So far over 37 lakhs trees have been planted in and around Rourkela. Over 2000 acres of land has been covered with plantation blocks. Few such blocks are Green Park of 225 acres land with 2,25,000 trees, Green Valley of 68 acres of land with 66,000 trees, Green Meadows of 85 acres of land with 84,000 trees, Lagoon Park of 50 acres of land with 27,000 trees. The efforts of the department aiming at ecological restoration by massive afforestation programmes in and around Rourkela has been widely acclaimed as RSP won the prestigious Indira Priyadarshini Vriksh Mitra Award for the year 2003. Indira Gandhi Park developed in early fifties is the most prestigious park in Rourkela. Set in the backdrop of a scenic hill range, the park contains a rich collection of flora which is a major source of attraction for nature lovers. A Toy Train encircling a small lake, Boating facility, Doll Museum, Aquarium, Zoo and fountains are some of the added attractions in the park. The Jubilee Park developed in the eighties in Sector-8 is also maintained by the department and is a major attraction of the steel city.
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More than 200 animals and birds of 28 species are being nourished in the zoo, maintained by the department. Deer Park with 52 deer running hither and thither in an area of 5 acres is another spot of attraction near Jubilee Park. The Horticulture Department also plays a vital role in maintaining the greenery in the plant premises. The gardens in the Administration complex and in the HRD Centre are maintained, adding beauty to the buildings and its surroundings. The department also supplies materials and necessary horticultural skills to all the departments to enable them to develop gardens inside the works.

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TOWN SERVICES

Rourkela Steel Plant, the first Public Sector Integrated Steel Plant of the country came up as a greenfield project in the backward and remote district of Sundargarh. There being practically no modern facilities available nearby, it became incumbent on the Steel Plant authorities to provide all necessities and amenities like housing, roads, electricity and water supply, Medicare, education, recreation and markets to the employees. Hence captive townships with all civic amenities were constructed. The Steel Township of Rourkela is to the North of the Plant and the Fertilizer Township to its South. In its present set-up the Town Services Department is looking after the following aspects of the Township. Land, its acquisition, Surrender & Management: Rourkela Steel Plant has acquired about 16000 acres of land from the State Government of Orissa of which the townships and surrounding areas are spread over about 8000 acres. Quarters and regulation of allotment to the eligible employees: There are about 25000 quarters of 14 categories spread over 18 sectors in the Steel Township and in the Fertilizer Township. Markets and commercial premises and regulation of allotment and administration: There are 16 market areas in different sectors and in Fertilizer Township including a centrally located Ispat Market comprising about 1800 shops and 1000 hawker’s sheds.
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Social Welfare activities for the benefit of the employee: For recreational facilities there is a well stacked Utkalmani Gopabandhu Ispat Library, a large air-conditioned auditorium called the Civic Centre, several Social Homes and Community Centres. The Social Welfare Unit organizes celebrations of National festivals like Republic Day, Independence Day and Gandhi Jayanti, State festivals i.e Utkal Diwas and other Socio-cultural activities.

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Education activities and administration of schools: There are 12 schools run by RSP both in English & Vernacular Medium for classes ranging from Std-I to XII. There are about 4300 students and 240 teachers. Apart from these, there are many private schools with different facilities extended by RSP.

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SPORTS Rourkela Steel Plant is a pioneer in the field of sports and games. Since inception the plant has taken several initiatives to develop sports and also to provide recreational facilities to its employees and their wards including the periphery inhabitants through Sports and games. Rourkela Steel Plant has provided massive infrastructure facilities in the township for the development of sports. Three main stadiums are – (i) The Ispat Stadium at Sector6 which is a multi purpose Stadium, (ii) Biju Patnaik Hockey Stadium at Sector 6 which is an exclusive Hockey Stadium of international standard with Synthetic turf facility and (iii) Ispat Indoor Stadium in Sector-20 with all facilities for Badminton and Table Tennis. In addition to this there is an Ispat Basketball Complex, Chess and Weight Lifting Halls, Volleyball Courts, a Boxing Hall where all the modern facilities for the training of the sports persons have been provided for improving their standard to national and international level. Rourkela Steel Plant has not only taken the initiative of providing infrastructure but has also taken initiative in providing scientific coaching through reputed trained coaches and Senior Players of national and international repute. While initiative is taken for imparting training in 14 disciplines, a special thrust has been given in the area of Athletics, Hockey, Chess, Cricket, and Table Tennis. For tapping the hidden potential of the young and budding talents, Day Scholar Scheme is being operated in Hockey and Athletics where the selected players - 25 in Hockey and 20 in Athletics are being provided free kits for their practice. As a special initiative a Chess learning Centre is being run by Rourkela Steel Plant for the last three years. These centres had groomed a number of players of regional/ national/ international level under the watchful eyes of Coaches.
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Summer Coaching Camps are organized in 14 disciplines for imparting scientific training to the budding talents. This being started by RSP in the year 1986, is continuing till date with increase in number of participants every year. Rourkela Steel Plant has also taken several initiatives in organizing tournaments and Championships at different level like local, State and National level. An exhibition Hockey match between the SAIL–XI and Rest of India-XI was organized in 2005 on the inaugural day of Synthetic turf at Biju Patnaik Hockey Stadium. This was witnessed by a crowd of more than 30,000 and inaugurated by the Chief Minister of the State. The efforts of Rourkela Steel Plant for honing the hidden potential of the budding talents has gone a step further in the form of operating the SAIL Hockey Academy which has 32 Cadets. The Cadets are not only given scientific training and the opportunity to practice on the Synthetic turf but also given monthly stipend, furnished accommodation & free food, medical treatment, education, kits and ceremonial dresses on a regular basis for a period of 5 years. Today, Rourkela and its periphery with the encouragement of Rourkela Steel Plant is fast emerging as a centre of excellence in the field of Sports and Games.

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SPECIAL PERIPHERAL DEVELOPMENT PROJECTS – KFW The Special Peripheral Development Projects – KFW (in short SPDPK) was set up in August 2003 to implement various development projects and programmes in the peripheral area of Rourkela Steel Plant as a part of RSP’s Corporate Social Responsibility (CSR). The SPDPK collaborates extensively with the Community Development unit of Town Services department and Town Engineering Department for implementing various projects and programmes. The categories under which SPDPK takes up & implements various projects and programmes for the development of the peripheral area are: Economic development (with major thrust on raising the income generation capacity and potential of the villagers in a sustainable manner). Health care Education Infrastructure (such a roads, culverts, water supply etc.) Various projects and programmes done by the SPDPK department since its inception are: Preparing a Blue Print for development (5 years) of the Peripheral villages with the assistance of Society for Rural Industrialization (SRI), Ranchi after extensive study of the Peripheral area. Water Supply facility: Tube wells Dug wells
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Village ponds Transport facility: Roads Culverts Economic Development: Construction of village markets Construction of Dhobi Ghaat Construction of Community halls Skill based Training to villagers for income generation Health Care: 12 Medical Aid Centres in villages Health awareness programmes Training of village health workers Training of Village mid-wives Cataract operation of villagers with intraocular lens transplant Education: Expansion of High Schools and Primary Schools Motivational schemes for students in the form of merit awards Activities taken up: Setting up the Institute for Peripheral Development at Rourkela. This Institute Will take up various development programmes in the field as well as provide institutional training to the villagers and other people connected with rural development work. Rural Technology Park at Kuarmunda block with SRI, Ranchi Science and technology empowerment of tribal girls
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Promotion and setting up of production centres for low cost sanitary napkins for rural women

Integrated development programmes in villages with BAIF Development Research Foundation, Pune – Agriculture and wadi programme in villages Live stock development programme Watershed development Women focused intervention Formation and development of village level organizations Formation of Self Help Groups Development of off farm employment skills Drinking water and sanitation Development of Agro-service Centers Development of village Health guides etc. Construction of Hostel for Girls students for Gangpur college of social works at Bihabandh.
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INDUSTRIAL ENGINEERING Areas of Industrial Engineering Department (IED) are mentioned below: Motivation Schemes: Design, Formulation of Motivational Schemes and Monitoring of the same on a regular basis for improving production and productivity. Cost Reduction Projects: Identification of Cost Reduction Projects, Setting the targets, Computation of financial impacts from the projects and monitoring of the same on monthly basis. Procedure Orders: Formulation of various Procedures of Works & Non-Works areas. The objective is to streamline the system for efficient and smooth functioning. Making amendments of existing procedure orders and issue of revised procedure orders is also a part of this. Srujani Creativity Award Scheme and Value Engineering (VE) Projects: SRUJANI- the Creativity Award Scheme was introduced at RSP in the year 1989-90. Under the scheme, employees are encouraged to implement their creative ideas for any improvement pertaining to their own area of work. The scheme has been decentralized for effective and quick implementation of ideas and speedier recognition of employee. The Departmental Committee is empowered to recommend cash award up to Rs.300/-, the Zonal Committee headed by the Principal HOD can recommend cash award upto Rs.2000/- and the Apex Committee headed by Head of Works can recommend cash award up to Rs.10000/-. Beyond this any amount of cash award can be given with the approval of MD.

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In addition, there are two Rolling Trophies awarded on 15th of August each year on the basis of their contribution to SRUJANI Scheme during the preceeding financial year. Similarly, a Best Suggestor and five Second Best Suggestors (one from works and four from Non-works) are awarded Rs.7000/- and a Certificate of Merit (Best Suggestor) and Rs.1500/- and a Certificate of Merit each (Second Best Suggestor) during the Independence day celebration for the highest number of implemented Suggestions. IED does coordination with HRDC and other departments for organizing Value Engineering Training Programs for Executives and Non-Executives, coordinating with Finance Department for getting VE Projects implemented to assess the financial savings, awarding the members of the VE teams and the Rolling Trophy to the department achieving highest savings through implementation of VE Projects, on 1st April during Utkal Divas Celebration. Delegation of Powers: Compilation, Modification, Amendments of delegation of powers to the executives of RSP pertaining to Statutory items, Capital items, Establishment matters, Revenue power etc. Fixation of financial Powers of Executives of various departments, approval and issuance of the same. Amendments of Delegation of powers as and when required. Prime Minister’s Trophy for Best Integrated Steel Plant: Preparation of Application Documents, Presentation Material, Co-ordination of Assessor’s team initial visit, overall Co-ordination during the final visit of Panel of Judges for PM’s Trophy team. Manpower Proposals: Assessment of manpower for additional activities and recommendation of the same.
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National Awards: Coordination for sending nominations for various National Awards like Prime Mininster’s Shrama Awards, Rashtriya Viswakarma Puraskar etc. Form Design and Control: As per the requirement of the departments, new forms are designed, modification of existing forms are made, coordination with official language cell for making trilingual forms and final printing at Ispat press with a control No. known as O&M No. allotted at IED.

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TOTAL QUALITY MANAGEMENT Total Quality Management (TQM) Department started functioning independently since January 1992 with an objective to establish company wide Total Quality Movement in RSP. TQM has been adopted in RSP on the “business philosophy” and today forms the core of all our business strategy. No other strategy can be predictive of success in today’s competitive environment. We have been able to realize the “customer first” approach and percolate down upto the workmen level with associated change in our attitude towards quality of our work in general and quality of product in particular. Our first endeavour was to implement ISO 9002 QAS in both the Pipe Plants. Accordingly M/s TUV INDIA (PVT) LTD., New Delhi, the Indian counter part of M/s RWTUV, Germany, has been appointed as certifying body. Pipe Plants were certified to ISO 9002 QAS (International Organisation for Standardisation 9002 Quality Assurance System) in December 1993. Subsequently Plate Mill was certified to ISO 9002 QAS in December 1994. ERW & SWPP have been certified to API Q1 (American Petroleum Institute Q1) since inception. So far 24 units/departments have been certified to latest version of ISO 9001:2000 Quality Management System (QMS). In line with the policy of our Corporate office, Silicon Steel Mill and Environment Engineering Department were certified to ISO 14001 Environment Management System (EMS) by M/s Bureau of Indian Standards (BIS) in the year 2000. Subsequently SP-II, HSM, PM have been certified to latest version of ISO 14001:2004 EMS. Quality Policy, Environment Policy of RSP have been developed with approval of MD, RSP and it is being reviewed from time to time by Steering Committee. To implement, document and maintain QMS in RSP the Three Tire Management Review is held regularly by HODs, GMs and ED(Works). TQM Department facilitates in monitoring and controlling Quality Objectives of ISO certified departments.
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To continually improve the TQM culture, Quality Improvement Teams (QITs) have been formed in major departments including Medical with HODs as chairman of QITs. Different sectional heads of departments have taken up Quality Improvement Projects (QIPs) for overall improvement of the process and that have also yielded good results. To inculcate TQM culture among the employees of RSP, Quality Month Celebration are held regularly. Quality Essay, Quality Debate & Quality Quiz Competitions are held every year among employees to bring Quality Awareness and motivation. RSP participated in Quality Awards in 1991-92, organised by CII, Eastern Region, where certificate of appreciation have been awarded for making a meritorious beginning in the introduction of TQM.

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BUSINESS PLANNING

Perspective Planning set up in August 1979, was renamed as Business Planning in the year 1989. The purpose of the department is to formulate long term divisional plan for our plant covering the areas of production, purchase, finance and sales. It concerns with the planning of the total resources of the Organisation for the achievement of quantified objectives within specified time. The main objectives of the department are: To identify the mission of RSP. To define its objectives and adopt suitable policy. To prepare long term and short term business plan. To identify the gaps between the standards and actual performance in critical areas. To anticipate changes that affect production and external environment. This has brought a better understanding of the inter-relationship between the various input resources required for the conversion of these inputs into profitable products to meet the needs of our customers.

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PROJECTS

With a view to implement the SAIL Corporate Plan: 2012, the Project Department of RSP was reorganized in the year 2004-05 and functions in an integrated manner with Project Purchase and Project Finance. A number of projects have been identified under this plan to achieve the Hot Metal production of 3 MT, Crude Steel of 2.8 MT and Saleable Steel production of 2.6 MT by the year 2012. Project Department is having Project Managers in the rank of DGMs who are supported by experienced executives from Civil, Mechanical, Electrical disciplines with earlier experience in the works area of the plant. The strength of the executives is about 50. Apart from the Finance and Capital Purchase function, the department has other important sections such as Project Planning & Monitoring (PPM) Group, Field Equipment Group, Electrical Maintenance Group and House Keeping Group. The major projects completed in recent years / in the process of completion are as follows: Replacement of Palm Oil system in Tandem Mill of CRM Revamping of CPP-I Installation of Cast House Slag Granulation Plant at BF-I Modernisation / Upgradation of ERWPP Rebuilding of Coke Oven Battery #1 The future projects which are under different stages of pre-ordering are as follows: New Tonnage Oxygen Plant on Boo-basis. New Pipe Coating Plant. Upgradation of Galvanising Lines of CRM Rebuilding of Coke Oven Battery #4
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Upgradation of Coal Chemical Department New Blast Furnace No.5 with advanced technology New Sinter Plant-III Upgradation of SMS-II, On-line Desulphurisation Unit, Combined blowing etc. Upgradation of CRM including Push / Pull type Pickling Line Upgradation of Plate Mill Upgradation of Hot Strip Mill Upgradation of Silicon Steel Mill Project Department have taken number of steps as mentioned below for successful implementation of the projects. Formation of brigade of “Safety Captains” to ensure “Zero Accident” in the projects. Introduction of daily site meetings to ensure 100% execution of daily plans. Monitoring of projects through MS Project. Conducting regular review meetings at the level of GMs/EDs. Preparation of action plans in grey areas of the projects by Project Managers in consultation with Contractors and Supporting agencies. Rigorous follow-up for material supply with vendor / sub-vendors to ensure timely availability of materials in desired sequence. Up-dating exercise for the Field Equipment of the Department. Emphasis has been given for quality checks and documentation. Communication exercises with the employees of the Department.

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PUBLIC RELATIONS

Public Relations Department has the responsibility of handling ‘communications’ in the organization. These communications consist of ‘internal’ and ‘external’ communications. Internal Communications at Rourkela Steel Plant has developed by leaps and bounds during the last four years or so and has several different aspects. The first is the face-to-face communications. Here the communication is two way and is interactive in nature. These consist of the unique “Mass Contact Exercise” which does not have a parallel in the Corporate sector, where the Managing Director along with the Executive Director (Works) sits with nearly 500 employees each Wednesday. The purpose is to identify the priorities of the organization through talking face-to-face and making presentations that spell out the achievements and shortcomings pointing out the areas where thrust is needed. Employees come forward with their commitment regarding what they would like to do individually and as members of their department to overcome the shortcomings and take the Rourkela Steel Plant forward. The “Performance Excellence Workshops” is another programme where again the Managing Director along with the Executive Director (Works) sits with nearly 100 employees belonging to a specific department or function which also includes key members of support service departments. Presentations are made on the Department targets indicating the threats and the plans to overcome them. The support service departments commit to the help they shall render and the same is frozen. Here also the workshop is highly interactive in nature where employees not only provide inputs
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about difficulties but also come out with concrete implementable suggestions involving their own actions. Apart from this, Managing Director holds interaction sessions with different collectives on important issues like “Vision RSP” which involve different levels like front-line executives, shift incharges, newly promoted executives, Asst. General Managers, Senior Managers and HODs which have been unique. “Ispat Sahayog” is the written form of internal communications. This is a colourful house magazine published once a month in three languages viz. Oriya, Hindi and English. This house magazine has undergone a transformation during the last three years. The publication showcases not only the important events and activities happening in or about the steel plant but also highlights individual and collective achievements besides focusing on the priorities and commitment of the steel plant in various matters of importance and interest both to the steel plant and the community at large. Besides the back page being dedicated to Rourkela Steel Plant’s credo “Regenerating Strength with People”, exclusive space is earmarked for “Our SAMSKAR”, “Our MISSION” apart from the commitment to ‘Save Water”, “Reaffirming our commitment to preserve the Environment and make Rourkela a clean and green city” and “Save Steel City from plastic-bag menace”. The news including photographs is captured by the members of the news team and photographers of the Public Relations Department.

Rourkela Steel Television Centre (RSTV) another wing of the Public Relations Department actually has the distinction of being the first ever internal cable TV network for any industrial city in the country having been established way back in the year 1983. During the last two years the RSTV Centre has been modernized in two phases with Digitalisation of the equipments and facilities.
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RSTV News is telecast every day, without exception and also contains a weekly round up of news everyday Sunday. Apart from news in Oriya and English from the very beginning, news in Hindi has also been introduced on three days every week since June 2003. The news covers all the important events and happenings in the steel plant and Steel Township, which is captured by our Communications team with the help of our news reporters and camera persons. The news is edited by a dedicated team in the RSTV Centre and is read out by a select team of lady newsreaders who have developed themselves with the help of RSTV Centre. Video clippings add to the effectiveness of this important communication medium. This centre also carries out Live Telecast of important events like the Independence Day, Republic Day and Children’s Day Celebrations at the Ispat Stadium, as well as cultural events taking place at Civic Centre and Bhanja Bhavan complex besides other locations, for the benefit of viewers who could not make it to the venue of the celebrations. These apart, different cultural programmes, quiz programmes, documentaries, group discussions, interviews of eminent personalities are organized at the RSTV and telecast. This facility is also utilized for communication of important announcements as well as the messages of the Managing Director, Executive Director (Works) and important visitors to the steel city. After the modernization of equipments and facilities the transmission quality of RSTV matches with contemporary popular channels. Ispat Press is working under the control of Public Relations Department and meets the needs relating to different forms, formats, and registers for the day to day smooth working of departments in the Works and Non Works areas. The equipment at Ispat Press include an HMT Letter Press Printing Machine and two numbers of Risograph machines.
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Public Relations Department is also actively involved in external communications and issues Press Notes to the Media on the events and happenings at the Steel Plant for the information of the Public at large. With this initiative during the last three to four years, the understanding and appreciation of the steel plant and its workings has improved significantly and has generated a great amount of goodwill among the citizens towards Rourkela Steel Plant. The Documentation Centre of the Department is an archive of the Press reports and press releases dating back to last many years.

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PROTOCOL & HOSPITALITY SERVICES

Liaison Cell: The prime responsibility of the Liaison Cell is to assimilate, analyse and synthesize internal and external intelligence on the plant affairs. It monitors important internal and external developments of relevance to Rourkela Steel Plant and sensitizes the Higher Management on the ensuing as well as forthcoming developments/issues in the fields of political, social and trade unionism etc. Besides it coordinates with the appropriate authorities and agencies as per requirement from time to time. Protocol Unit: The Protocol unit coordinates and handles visit of VIPs, dignitaries and other important persons to Rourkela Steel Plant as well as visit of students from various educational institutions. It also coordinates visit of customers as well as suppliers to the Administration Building. It ensures observance of protocol requirements during visit, functions and events, in association with the Government Authorities. Hospitality Services: The prime activity of this section is to extend due hospitality services to the Company' guests and dignitaries. It is responsible for the effective management of the s Guest Houses of Rourkela Steel Plant at Rourkela, i.e. at present the Rourkela House containing 21 No. of air-conditioned suits, Guest House at Sector-20 containing 3 No. of air-conditioned rooms and Ispat Niwas containing 27 No. of air-conditioned as well as Non-air conditioned rooms. Further, the maintenance and management of the Rourkela Air Strip is the responsibility of the Hospitality Services unit.

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VIGILANCE

‘Vigilance’ is a management function required to bring and sustain propriety and integrity at all levels in an organization. This is very relevant and important in Government Departments and Undertakings for safeguarding against the misuse of public money so that survival of the undertakings will be possible in today’s economic scenario. Vigilance Set Up in Rourkela Steel Plant: At Rourkela Steel Plant, Vigilance set up is headed by Addl. Chief Vigilance Officer(ACVO) and assisted by a number of executives and Vigilance Inspectors who are in the rank of non-executives. All postings in Vigilance are for a tenure of 3 years extendable up to 5 years. Vigilance Department reports directly to Chief Executive of RSP. Responsibility & Functions of Vigilance Department: Prime responsibilities of Vigilance are to plug loopholes in the system and procedure to protect the honest employees to ensure deterrent punishment to wrong doers The functions of Vigilance Department in RSP can be categorized into two types: Preventive Vigilance Punitive Vigilance Preventive Vigilance: Prime focus of Vigilance is prevention of corruption rather than investigation of corruption. Preventive vigilance activities consists of –
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Surprise checks in different areas particularly in sensitive areas i.e places prone to corruption such as shipping, finance, purchase, sections dealing with execution of contracts etc. Identifying weaknesses in existing procedures/rules & regulations and suggesting improvements to plug loopholes and bring greater transparency in exercise of power. Initiating formulation of new procedures/guidelines Scrutiny of AIPR (Annual Immovable Property Return) files of employees Scrutiny of contract/purchase files to check any violation of Purchase procedure 2000 (PP2K) Rotation of employees in sensitive postings. As per Central Vigilance Commission (CVC) guidelines, employees manning a sensitive post should be rotated after completing 3 years. Developing vigilance awareness through regular training programs. Punitive Vigilance: This deals with providing adequate punishment to the wrong doer promptly so that it serves as a deterrent for others. An employee is given major punishment only after the charges are established against him through a regular departmental inquiry(RDA). Conviction under Departmental inquiry is based on ‘Preponderance of Probability’ rather than ‘Proof beyond reasonable doubt’ which is the rule for conviction in judicial proceedings. Standing Order and Conduct Discipline and Appeal Rule 1977 provides a non-exhaustive list of misconducts for which an employee can be punished. Direct punitive vigilance functions involve the following: Carrying out prompt investigation into the complaints which are not pseudonymous/anonymous and are having clear vigilance angle. Besides surprise checks often indicate discrepancies which are taken up for detailed investigation. Guiding Disciplinary Authority in preparation of charge memoranda/Charge sheets Presenting cases of vigilance before Inquiry Committee
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Recommending type of punishment (whether Major or Minor) for errant employees of E4 level and below Taking advice of Chief Vigilance Officer (CVO) on the type of inquiry employees. Refer vigilance cases involving employees of E8 and above to CVC through CVO for advice on quantum of punishment to be awarded. Ensuring inquiry is completed within 6 months from the appointment of Inquiry Officer and punishment order passed promptly. Ethics, transparency and fair play forms the core of our democratic values and as such are of paramount importance to an organization like RSP. It is possible to make profit through good governance, which requires each and every officer and worker of our company to maintain absolute integrity and follow ethical practices in their day to day functioning. Every manager MUST remember that he is a vigilance officer in his own area of supervision. (First stage Advice) and type of punishment (Second stage Advice) to be awarded to errant

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INTERNAL AUDIT Internal Audit Department of RSP is an integral part of Corporate Internal Audit(SAIL). It is a statutory requirement as per Company’s Act. Accordingly an Audit Committee was constituted by SAIL Board. For effective functions of the same, Internal Audit department of various plants/units of SAIL functions as a part of the Corporate Internal Audit. It examines, evaluates and provides professional opinion on its systems of financial, operational and management controls. It is an effective management tool to ensure that management controls are working effectively and operations are being carried out in consonance with the overall organisational objectives. One of its major function is to check the compliance with established and statutory accounting system and procedures to ensure that the final accounts represent a true and fair financial position of the company. Internal Audit Areas: Audit of sanction Proprietory Audit Audit of expenditure Audit of conformity with generally accepted accounting principles/standards, accounting policies of the company and statutory provisions of Companies Act , Income Tax Act (Security Exchange Board of India) etc. Scope & Functions: Reviewing the reliability and integrity of financial and operating information and means used to identify, measure, classify and report such information. Reviewing the means of safeguarding the assets.
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Appraising the economy, efficiency and effectiveness with which resources are deployed. In particular to ensure that: The Inventory levels are managed to the best commercial advantage and for improved market presence. The Funds are managed to the best commercial advantage. The appropriate expenditure is incurred. Reviewing operations, activities or programmes to ascertain whether results are consistent with set objectives and goals and whether they are being carried out as planned. Conducting special/management audits and other special assignments so directed by the Chief Executives/ Chairman/ACB. Coordinating the replies to the Government Audit Queries, Inspection Reports, Draft Audit Paras, Comprehensive Appraisals and COPU Questionnaires. Maintaining liaison with the Statutory Auditors and to provide all assistance to them as may be required. Assisting Audit Committee in ensuring transparency in the management functions to make it an effective tool of Corporate Governance. The exact scope of an audit, nevertheless is decided on the basis of risk analysis, previous reports, resource availability, time and cost constraints prior to commencing an audit.

Follow up/ Review of Audit activities: On completion of Audit of a particular area/department a Preliminary Report(PR) is issued to the Auditee department for compliance/ further comments. On receipt of Auditee’s comment, the Final Report (FR) is issued to the Principal HoD incorporating the Auditee’s comments and further comments of Audit. A copy of FR is also sent to Corporate Internal Audit for perusal and further actions, if required. The
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Action Taken Report (ATR) is subsequently issued by the Auditee. Regular follow up is done with Auditee Department to ensure implementation of various audit suggestions. Special emphasis is given for identification of Significant Audit Findings (SAF). The same is regularly followed up for due compliance and the same is monitored by the Corporate Internal Audit on a regular basis till implementation.

Heads of Internal Audits (HOIA) conduct monthly review meetings to review the progress and status of various Audits and also the findings there-of. Wherever necessary the matter is taken up with higher authorities for necessary action against various Audit observations. A monthly report as per standard proforma is sent by HOIA to Corporate Office detailing the number of audits scheduled, done, number of PR & FR issued with details and various Significant Audit Findings (SAF) status thereof. Similarly, a monthly report is also submitted to MD, RSP by HOIA detailing the various activities and significant observations for kind perusal of MD. Quarterly HOIA meetings are held by ED(IA) to review the audit activities of various units, status of SAF etc and also to discuss various other issues like new rules/ regulations or modifications there-of.

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Action taken/proposed to be taken (with time frame) are to be indicated by the auditee for the audit recommendations which are acceptable to them. Wherever the auditee does not agree with the observation/suggestion/recommendation, the same is to be clearly mentioned with reasons for disagreement/suitable explanation.

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MEDICAL & HEALTH SERVICES

Rourkela Steel Plant' concern for a healthy environment is symbolised by it' Medical s s and Health Services. This concern has led RSP to establish a modern, multidisciplinary, comprehensive and premier medical centre in the eastern region which has been functioning since 1959 to provide quality medical & health services to the employees of RSP, members of their family, supporting population and inhabitants of the neighbouring areas of Orissa and it' adjoining states. Equipped with state of art s diagnostic facilities, equipment and a committed task force of competent professionals, the hospital is a centre for curative, preventive, promotive and rehabilitative functions. A 685 bed hospital, Ispat General Hospital (IGH) was the first hospital in the industrial sector to initiate the concept of Intensive care, Burn care, Haemo-dialysis, Nuclear medicine laboratory, Whole body Ultra Sound, CT Scan etc. It was also among the first industrial hospitals to start innovative medical procedures which include implantation of Single and Dual Chamber Pacemaker, Total Hip replacement, Total Knee replacement, Phaco emulsification cataract surgery, Pyloplasty, etc. IGH of RSP was first to install "Vapoclave" (Hydro clave) among SAIL steel plants and within Orissa for treatment of biomedical waste. The Steel Township has four Health Centres to provide basic health care and also to impart health education. There is also a hospital in Fertilizer Town with a bed strength of 30. RSP was the first to start a full fledged Occupational Health Service (OHS) Centre in SAIL and in Orissa. The OHS activities include 3 Ps of Health care, namely preemployment, pre-placement and periodic check ups. All the employees are covered
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under ' Maintenance Programme'Special health check up for ‘high risk groups’ is Man . being done regularly. Diagnostic and therapeutic Hi-Tech instruments have been installed for quick diagnosis and better health care such as: Automated Blood Cell Counter Automated X-Ray film processor Uretero Renoscope High Speed Sterilizer in OT Ventilator with compression compact for Anesthesia unit Phaco Surgical Instruments Cardiac Defibrillator and Monitor in ICU Whole body ultra sound Digital Flame Photo meter (BioChemical Lab) Laproscopic Hysterectomy Instrument

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The Paediatric unit in IGH has the distinction of being chosen as one of the centres of excellence out of five in India. Working in collaboration with University of Maryland USA for prevention of neonatal sepsis, it has contributed significantly towards reducing infant mortality rate in adjacent rural areas. IGH has always been in the forefront in research activities. IGH has been recognised by the World Health Organisation as a training centre for doctors from SAARC countries on malaria case management. It is also one of the 4 centres in South East Asia to conduct SEQUAME trials in severe ‘falciparum malaria’. Treatment of around 15 lakh out door patients and 33,000 indoor patients annually is an indication of the gamut of operations of the Medical department. But statistics alone are not the identifying criteria of the commitment of IGH towards society. The commitment is visible in the continually improving quality of life of the citizens of Rourkela. The various units of IGH: Surgery: The Surgery unit includes General Surgery, Neurosurgery, Burns & Plastic Surgery, Orthopaedics and Trauma Surgery. The unit is accredited for post graduate teaching. It runs three operation theatres and a round the clock emergency operation theatre. It carries out microsurgery, sophisticated orthopaedic and neurosurgery in addition to urological procedures. Laparoscopic surgery for Gall Bladder is carried out for the last 15 years. So far more than 1000 patients have received the benefit of this button hole surgery. Many critical cases are also successfully operated by the doctors of this unit. Medicine: The Medicine unit has combined services along with academics. It has various sub-specialities like Nephrology & Dialysis unit for renal failure patients, Cardiology and Gastroenterology. It has a modern 11 bed Intensive Care cum Coronary Care unit with facilities for artificial ventilators, central

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monitoring and central oxygen. This unit holds the record of implanting a permanent pacemaker in a boy of eight years age. The Gastroenterology unit performs upper and lower GI endoscopy along with facility for band ligation, sclerotherapy and foreign body removal. This unit is recognised at national as well as international level for the research activities in tropical medicine which has brought laurels to SAIL. It has established collaboration with World Health Organisation (WHO), Council of Scientific and Industrial Research (CSIR) and Indian Council of Medical Research (ICMR). Paediatrics and Neonatology Unit: It has a well equipped Neonatology Unit and Paediatric Intensive Care Unit. It is the first hospital in the Public Sector Undertakings to establish collaboration with University of Maryland, USA through a Global Network Funding. Obstetrics & Gynaecology Unit and Family Welfare Unit: In addition to the responsibility of the mother care, these units involve in the national programme for the family welfare. These units organise monthly camps for family welfare, awareness and immunisation.

Chest & TB, Psychiatry and Dermatology Units: These units engaged in both preventive and curative aspects of the employees and the general population. With the help of SAIL-National AIDs Control Organisation (NACO) initiative, it has established a voluntary consultation unit for suspected HIV-AIDs patients. It conducts regular awareness programmes for the employees, general public, students etc. Eye, ENT and Dental Units: The Ophthalmology unit is well equipped with modern gadgets for phacoemulsion, micro-surgery etc. The ENT unit is recognised as the centre of excellence for removal of foreign bodies from the respiratory tract in the infants and children.

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The Dental unit is equipped for dental surgeries and artificial dentures. Laboratory Services: These are the backbones of any good hospital. The Bio-Chemistry Lab is recognised as one of the finest Labs in the country, as it regularly occupies top ranking in the external quality control tests conducted by Association of Clinical Bio-Chemists of India (ACBI) and Christian Medical College (CMC), Vellore for about 2000 hospitals and laboratories in India. It stood first four times so far in this ranking.

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Occupational Health Service Centre (OHSC): This unit is the first Occupational Health Centre established in SAIL as well as in any Public Sector Undertaking in Orissa. It organised the first ever conference of Occupational Health in the Steel Sector, at Rourkela about two decades back. Library: IGH has a established Library with more than 40 Journals from India and abroad, two internet terminals and four computers. The library hall is also used for conducting regular scientific meetings and technical presentations. In addition to the above facilities IGH is linked to the Computer & Information Technology department of RSP through on-line SUN system which supports a near total computerisation of the Stores, Statistics, Registration and Finance Sections. Special Features of IGH: Established first Dialysis unit in Eastern India Established first Intensive Care Unit in SAIL Established first Burns Care Centre in Public Sector Undertakings First Industrial Hospital in India to start implantation of Pace-Makers First Industrial Establishment in India to implant the Pace-Maker in the youngest person (8 years old boy) Organised first All India Steel Doctors Conference First Industrial Hospital to establish collaboration with University of Maryland, USA in Paediatrics & Neonatology WHO recognised the training centre of IGH for Severe Malaria.

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CENTRAL INDUSTRIAL SECURITY FORCE

Central Industrial Security Force (CISF) came into existence through an Act of Parliament in March, 1969 and was declared as Armed Force of the Union by an enactment on April 15, 1983. To provide better security to Public Sector Undertakings (PSU), the post of Industrial Security Advisor was appointed and a study was made of the total security arrangements in the various. The Security Adviser recommended the setting up of a uniformed force to look after the security of PSUs with specialized training, strict discipline and all India liability of service and outside the purview of the Trade Unions Act and Industrial Disputes Act CISF was inducted in RSP on 8-11-1971. Security of the Plant’s equipment and material: CISF provide security coverage to Rourkela Steel Plant, Fertilizer Plant, Mandira Dam and also of Iron Ore Mines at Tensa and Barsua. Special Security to Vital Installations: The main crime prone areas of the steel plant have been identified and security coverage is put in place accordingly. The plant has total 33.89 Sq. KM covered by 23 KM long perimeter wall. The security system in the plant for countering criminal activities constitute round the clock guarding around the vital installation, important stores, all gates, escorting of railway wagons, patrolling inside and outside the plant premises etc. Access Control and Administration: Effective access control has been made at every gate by 100 % checking of passes of employees / contractor labours during their entry / exit round the clock. Thorough verification of all material movement is done i.e. through Main Gate, Traffic Gate and Hirakud Gate. All movements through the gates are monitored by Control Room. All the gates and vital installations is proposed to be covered with Close Circuit Television (CCTV) soon. Gate Pass for all Plant Employees and Visitors:

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Laser System Identity Cards for the Plant’s regular employees are issued from CISF Pass section on submission of filled up applications in a prescribed proforma duly forwarded by the HoD. Visitors are also issued passes on submission of applications duly recommended by CLC / Department to CISF, Pass Section.

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Constant Guarding of Stores and Cash Counters: All the Stores and Cash Counters are guarded by CISF personnel deployed at static duty posts round the clock. In addition to security checking services, Dog Squad is also used to conduct search in different suspicious locations in the plant. Road Traffic Control inside the Plant.: To ensure smooth flow of traffic and safety while driving, CISF personnel are deployed to control movement of vehicles and safety within the plant.

Introduction to Human Resource Department: HRD Centers, an ISO 9001 Accredited Institution, conducts a multitude of Training Programmes towards building and reinforcing employee' skill and competence. Today the Centre has grown to a s position where it can address a wide spectrum of development needs. The objective of HRD Centre is to impart professional training to new entrants as well as the employees of Rourkela Steel Plant to bridge the ever increasing gap of skill, knowledge and experience. Around 55% of the total population trained per year pertains to only Technical areas, addressing the immediate requirement of the day. Besides training. Other important aspects of HRD like evaluating the effectiveness of training, competency mapping, skill gap analysis, upgradation of training rigs and reading materials also play a major role. Focus of Training: The focus of training and development at HRD Centre is based on People – Our number one resource Customer Needs – The purpose of all our activities Training Strategy: A two fold training strategy is followed for the development of employees:

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Training of all new entrants: Standard Training Schemes exist which are followed in all the units of SAIL Training of existing employees for existing jobs as well as for future requirements At Rourkela Steel Plant our strategies are: The organizational needs and corporate goals identify the thrust areas of training Initiative is taken to identify the individual and occupational needs within each thrust area department wise. Training Programmes are designed based on the above needs. The above simultaneously leads to the identification of number of employees to be trained in each programme. All employees, irrespective of level of specialization require training at specific interval in their carrier. All the programs are modular and need-based. The philosophy of training function has been to able respond to the above training policy, with a professional activity based approach.

Training Facilities The Centre is well equipped with all types of facilities required, for conducting different types of training Programmes like spacious well furnished Classrooms , Galleries , Conference Rooms , Syndicate halls , Auditorium , Laboratories , Audio-visual aids , Workshops & Library. Classrooms and Laboratories: We have 22 fully furnished Classrooms and two Laboratories. The classrooms are well equipped with the type of furniture required for different types of courses (e.g. white board, Overhead Projector, Flip Chart Board, LCD Projector etc) for conducting the normal lecture classes and syndicate discussions, seminars, Communication Meetings and other Management Development activities. There are 2 Laboratories (Electronics Lab and Hydraulics & Pneumatics Lab) available for demonstration as well as for conducting special experiments to enhance the competence level in Electronics, PLC, Hydraulics and Pneumatics.

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A. Hydraulics & Pneumatics Laboratory: This modern laboratory is commissioned in 1993 with the objective of retraining senior employees as well as in Hydraulics and Pneumatics, so as to increase the competency level to cope with the advent of latest technologies with modernization. The laboratory is equipped with Hydraulics & Pneumatics Working Bench, Component Modules. Electronic Sensors, Pump Testing Stand,Polarised Vision System.Slide Programes,Video Programmes,Magnetic Symbols,Industrial Application Package,Computerised Simulation,Transparent Components,Computerised Fault Trouble Shooting,Air Logic System,Programmable Controllers Following In-house modules are conducted in the Laboratory on regular basis : Basic Hydraulics & Pneumatics (NE) Basic Hydraulics & Pneumatics (Ex) Electro - Hydraulics B.Electronics Laboratory : This laboratory was also commissioned in the Year 1994 with World Bank under Technical Assistance Loan by the Supplier M/s Feedback , UK. The major objective of the laboratory is to train the employees of RSP in the Electronics , Electrical and Automation areas to suit the present plant requirement.The laboratory is equipped with Electronic Constructor Kit,Thyristor Control Panel ,Computerised Power Control kit,DC Drive Control Kit,S5 100U PLC,Common Electronic Measuring Instruments,Related Accessories Following In-house Modules are conducted on regular basis for the plant employees Electronics Fundamentals Power Electronics Siemens PLC C. Computer Hall : The Centre installed in 1989 is equipped with 10 modern PCs ( Celeron / Pentium) to train the ex/ Nex of RSP in Common Software Packages . various in-house modules are organised in the Computer Hall on regular basis as per the Annual Training Plan D. Workshop Facilities : The main objective of the workshops is to develop skilled and multiskilled Training and produce work order jobs for various departments. Besides fresh trainees who are trained as Trade Apprentices as per the Apprenticeship Training Scheme and also the Diploma Holders in different

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branches , regular training courses like Basic Engineering Skill Training and other shop based Programmes are also conducted for the benefit of semi-skilled as well as skilled workers. The employees are also regularly trade tested to promote them for higher jobs and for this purpose all modern machines and tools have been provided. In Machine shop there are Lathe Machines , CNC Lathe Trainer , Shaping Machine ,Slotting machine , Radial Drilling Machine , Universal Milling machine, Horizontal Milling Machine ,Boring Machine ,Double ended Pedestal Grinder , Surface Grinder and Power Saw Metal Cutting Machine . In Machine shop the Apprenticeship Training for Machinist Trade is conducted covering Shaping , Slotting , Planning . Milling , Drilling and Grinding exercises. For Turner trade exercises are conducted in Lathe Machine , Drilling Machine and Capstan Trade. Sequence of operations relating to the performance of skills are covered in the exercises. In Welding Shop , there are welding Transformers having 6 regular generators , 1 MIG/MAG CO2 Welding Machine , 1 TIG Welding machine with Plasma coating , 1 Padestall grinding Machine and Gas Cutting and Welding facilities . Following two Multi skill Training are conducted here : Basic Welding & Gas Cutting TIG/MIG Welding In Fitting Shop , there are 70 nos of Bench vices ,Piller type Drilling Machine , Hydraulic Press , Bending machine , Shearing machine , padestall grinding machine & Bench Drilling machine. Other facilities of Fitting Shop are Material Handling Demonstration Equip , Eldro Brake etc. In Electrical Shop, we have various ac/dc drives installed for training purpose There are AC , DC Drives , Transformer Panel , Crane Circuits Panel Battery Panel , Resistance Boxes and common measuring instruments. Following 4 Basic Engineering Modules are conducted here : Testing / Maintenance / Troubleshooting of AC Motors Testing / Maintenance / Troubleshooting of DC Motors Study of Electrical and Electronics Drawing Electrical Measuring Instruments E. Other Infra Structural Facilities : Customer Care Cell This section coordinates all training programmes conducted in HRD Centre. The primary responsibilities of this cell is Regular upkeep of all Audio-Visual Aids , Providing stationeries to the programme in-charges , organising tea/ lunch etc. , coordinating all communication Meetings ,

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Maintenance of Photo-copiers , managing attendance of all participants and attendin to the general requirements of all the programmes . Documentation Cell This section computerises the entire training documentation in the SUN System ( Training Management System) . All the departments are connected through this network . Training Bio-data feeding , updating the records, Preparation of Highlights , Training Need Identification of all employees etc. are performed here on regular basis. Trade Testing Centre This section conducts trade tests and job tests as per plant requirements according to laid down and approved norms. Library : HRD Centre maintains a separate library having about 20,000 books containing various technical and managerial topics and all the latest editions of the publications related to the curriculum with computerised Information System. The latest publications like periodicals , journals are regularly procured , making the library one of the best. The library provides a comfortable reading environment where the employees , trainees and faculty members may spend hours for their work. The Reference Section also keeps different training manuals running into hundreds of volumes developed in the centre for the benefit of different categories of trainees. Hostel : To lodge different categories of Trainees , a big hostel complex has been established which has living facilities of about 250 trainees. There are facilities for indoor and outdoor games , a gymnasium , a play ground , Common rooms and Reading Room. The cosmopolitan environment helps the trainees knowing each other from the early stage of their career which help them for better coordination in the day to day work in the later stage of their career. Properly furnished dining halls are provided in the hostel where the trainees run their messes on a co-operative basis. Performance Highlights for 2005-06 Training : ------ Employees were trained against the Annual Training Plan of 8110 ( ---- % fulfillment of Plan) against a cumulative fulfillment of 111.23 % last year ---- employees were trained in Technical & Hi Tech areas ( ---- % of total trained) against a cumulative fulfillment of 5646 ( 67.7% of total trained) last year :

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Area wise Fulfillment of Training is mentioned below : Sl. No. Area 2004-05 Plan Fulfillme nt % Fulfillme nt Induction Training Competence Enhancement Specific Areas Foreign & External Training Other Areas Total : INDUCTION TRAINING : All executives and non-executives recruited for Rourkela Steel Plant are trained in the Human Resource Development Centre before being posted to the various departments. Specific training scheme has been prepared for each of the categories of trainees and training is imparted based on the same. For executives joining as Management Trainees and Jr. Manager (Finance), Central Induction is held at any plant location or Management Training Institute, Ranchi followed by Plant training. For non-executives category i.e. Sr. Technician cum Operative Trainees, Technicians cum Operative Trainees, Semi Skilled Worker Trainees and Trade Apprentices separate training modules have been designed consisting of training in HRDC as well as on-the-job training in the department. This year following activities were organised : Summer training organized for 800 Vacational Trainees of different disciplines Post Promotion Training of 297 Jr. Executives are conducting as per schedule 47 Newly recruited Management Trainees (T) are going training as per MTTS Competence Enhancement Training This area includes all the efforts made at enhancing technical & Managerial skills and is further divided into following broad sub-areas : 500 8220 586 9143 117.2 111.2 3380 80 4787 95 141.6 118.7 160 4100 18 3657 11.3 89.2 2005-06 Plan Fulfillmen % t Fulfillme nt

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Technical Skill Development Training : This area includes Basic Engineering Skill Programmes , Multiskill Training , Laboratory Based Training , In-PlantDepartment Specific Training , Performance Improvement Workshops , Technology Awareness Programmes , Unit Training etc. Basic Engineering Skills : These modules have been developed with the aim of improving the knowledge , skill and competence level of technicians in the area of mechanical maintenance , operations and technical services . On completion of the programmers the participants will be able to – Use correct tools and tackles for the day to day maintenance jobs Diagnose the faults and take corrective action Carryout qualitative Maintenance Work This year so far we have trained -------- employees against the ATP of ---2. Multiskill Training : In view of thrust on right –sizing of manpower in SAIL , conscious efforts are being made in RSP to ensure that our employees possess the multiple skills to enhance their job performance as well as job effectiveness. Process of Multi skill Trainig envisages identification of areas , consultation with managers / employees / unions and imparting training on additional skills / trades . Broadly speaking , Multi skill training facilitates effective utilization of human resources and improvement in productivity through people . It ensures re-orientation of attitudes and improved work culture among the manpower through mobility and flexibility. The objective is : Training in one / two additional Trades apart from current Basic Trades Training for doing extra jobs in addition to one’s own job Skill enlargement and Skill enrichment in existing skills We are conducting following 4 multiskill modules in our workshops on regular basis : Basic Welding & gas Cutting Material handling Repair & Fitting of Electrical machines This year --------- employees are trained against the ATP of -----Hi Tech Training Specialised requirements of customer departments in the areas of Hi - Tech competence enhancement are being regularly addressed by conducting focussed training programmes. The programmes are ranging in the areas of Electronics , PLCs , Electro-hydraulics , Digital Drives (both

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AC & DC) , Microprocessor based equipments , CNC , Microcontrollers , Networking etc. Follow up mechanisms have been standarised by regular post training interactions and assessing the training benefits at Learning , Application and Result Level. With the recent advancement of new technology all over the plant , Hi Tech training is the need of the hour . This year ---- employees were trained with external expertise from CETE , Kolkata , Oracle India , L&T , Siemens etc, and --- employees were trained with in-house expertise. Performance Excellence Workshop It is a workshop which facilitates interaction of the connected personnel to address a focussed issue of the shop floor / other functions and arrive at the concrete action plans for implementation. It is a top-driven approach and most of the time ,the issues of the workshop originate from the corporate priorities of the plant , directed by ED(W) . In some cases the topics come from Principal Heads and HODs . Some of the workshops are conducted in joint collaboration with MTI and RDCIS also. After conducting the Workshops , the in the shop floor is assessed through Review Workshops held after 6-8 months of the original workshop or shop floor based interactions. This year following 4 Performance Excellence Workshops were conducted on issues critical to the performance of the plant covering 177 employees: Enhancing the Quality of Base Mix in OBBP Achieving and Sustaining the Productivity Level of 250 TPH sinter at SP II Demurrage Control in OBBP ,TRM ,CPP I & CO Elimination of Cobble Generation in HSM Technology Awareness Programmes : The programmes are designed to impart necessary theoretical inputs to the participants and integrate the theories with the practical experience of the participants. The programmes also provide substantial reinforcement of knowledge and skill of the participants. This year 151 employees were trained against the ATP of --Department Specific Programmes : To meet the specific requirement with relation to competence enhancement of employees of the various departments , these modules are designed and conducted on priority basis in consultation with line departments. These programmes are designed keeping in view the following factors : Areas where performance of the department depends upon the competence on specific equipment maintenance ( e.g. S7 300 PLC , R30 Computer System , Tata Liebert UPS etc.)

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Competence requirement for operational efficiency (e.g. Operation of Conveyor Belt System) Special skill requirement with relation to improving quality , cost and profitability (e.g.Improvement of HR coils with special thrust on thickness and width) Needs emerging out of some critical incidents ( e.g. Handling of High Voltage Equipments) 607 employees were trained through different department specific modules to meet the urgent requirement as and when needed. Unit Training The objective of the unit training is to bring up the capabilities of all operators to an agreed standard of operation . Additionally , unit training ensures that current practices are reviewed and updated continuously for improvement in quality of performance and productivity and that good practices are passed on and maintained.The focus of this module is training of employees On-the-job by an experienced worker of the same department called a Unit Trainer. This year 116 employees were trained through Unit Training on the critical job areas of SMS-II, Strl. and Fabn. Shop, HM(E), OBBP, SPP, RCL, T&RM, Instrumentation etc. Besides Training ,a Pocket Book for Unit Training (UT) containing Concept of UT, Manual Writing Guidelines, Key Points and Steps Involved in Job Instructional Techniques, What to do and Whom to Contact was prepared for the convenient of the people those who are associated with UT in their departments. Managerial Training- The objectives of the managerial training are : Becoming aware of the changing business scenario and understanding individual role in achieving the organisational objectives. Acquiring the managerial skills like Leadership , Planning , Effective Communication , Delegating , Problem Solving , Decision Makind , Developing Subordinates , Presentation , Concept of Cost and Quality , Team Building etc. Understanding individual roles and responsibilities for establishing and maintaining standards. It includes General Management Programmes like MDP, SDP, EME and Specific Managerial Skill Development programmes like Action Leadership, Microplanning, Counselling, Total Team Training, TOTO Module , Emotional Intelligence etc. This year so far ----- employees have been trained against the ATP of -----SPECIFIC AREAS : The objective of this training scheme is to create an awareness of safety and health conciousness , environment control , Occupational Hazards and means to combat them and stress amnagement.

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This includes training programmes having special focus on thrust areas in the Organisation. Programmes on Safety, Environment, Fire Control Management, Cost Control and Cost Reduction, Energy Conservation, ISO 9000, Quality Control Tools and all Problem Solving Workshops and other special programmes. This year so far ---- employees were trained in specific areas against the ATP of--FOREIGN AND EXTERNAL TRAINING : All training programmes for which employees are sponsored abroad are covered here under the subheading “Foreign”. The other sub-heading for “External” includes all the outstation programmes conducted by agencies other than SAIL and its units, for which employees are sponsored. OTHER AREAS : This covers all miscellaneous workshops / seminars and Hindi Training. All programmes conducted for employees of non-works departments are included here. This also includes the training activities conducted for employees of sister units of SAIL. B. Infrastructural Development : Human Resource Development Centre is Strategically located right near the entrance to the Plant . It is also the Gateway where all the RSP employees start their career and subsequently revisit for refresher training. Besides all official visits to the Plant , Ministers , Government Officials and Guests begin their Plant Visit with HRDC . However , in early 2005 we decided to go for a total facelift which would impact a brilliant , glittering and sparkling finish . To meet the above end , a joint inspection was carried out along with Civil Engineering Services and it was decided that there would be no Structural Changes . Instead Marble and Tiles would be used for floor , walls and entrances. Some of the prominent hoardings would be given better look and that not only the Periphery but the internal looks would receive a facelift. The massive and ambitious work commenced in April 2005 and by November end , the Building and premises really started to sparkle. Civil Jobs : Boundary wall around HRDC Modification of covering of main drain along the front side boundary of HRD Centre

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Providing pipe grills along the maindrain in front of road side GBA : Modification of both entrance and exit of GBA , Installation of Glass Doors , Interior Snowcem Painting , Installation of Fabricated pipe structure at the entrance and exit , Vinyl flooring Ceramic tile cladding at entrance and exit gate pillars , Steps and pillars near Library Interior and Exterior Painting of all the rooms Dwarf Walls around GBA and passage to MDP wing and passage to garage Chequered tile in front of entrance and exit and MDP Wing Renovation of all toilets Aluminium painting and false ceiling of Workshops Tar felting of MT(T) wing roof Electrical Jobs : Focussing Lamps with metal halide fittings installed at HRD Building and GB Auditorium Post top fittings installed in east side garden and around GB Auditorium Repairing and installing 100 % ACs in all rooms All wall mounted fans got repaired Complete rewiring /casing / caping for all rooms Street light restored in both the garden areas and front side of GBA Removal of unused Panels lying at various locations All old Distribution Boxes replaced with new MCBs All old damaged idle tube light sets replaced Model Room supply was restored with new wiring Library provided with separate source of supply Decorative and Box type tube light fittings provided at various places of HRDC with casing / caping /wiring New supply provided for pump motor and exhaust fans installed at GBA basement area New supply provided for LCD screen installed at GBA C. Procurement : With the complete renovation of HRDC in progress , a number of procurement actions for furniture repair and replacement , training rigs , installation of Public Address System , repair of equipments etc were also initiated at the beginning of 2005 . The list of new procurements are listed below : New Electronic Model for Model Room

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5 Pentium IV PCs 8 Dot Matrix Printers 1 LCD Projector 1 Photocopy machine Dewatering Pump for GBA 5 Water Filters 3 Acrylic Fibre Display Boards Renovation of Conference Table of Room 103 and Tea serving table of Foyer Fabrication and Installation of AC Covers Procurement action initiated for 3 more LCD Projectors , 1 laptop computer , Installation of new PA system for Room 102,106,204 , S7 300 Trainer PLC kit , 2 new Xerox machine etc. D HRD Interventions: i. Competence Mapping : It is a useful process for assessing the competency levels of the individual employees deployed on various jobs on the shop-floor. It aims at identifying jobs / positions and corresponding competencies required to be effective at that job / position. Competency mapping helps in indentifying gaps in terms of specific attributes like Knowledge , Skill and Attitude for each and every employee so that required training is imparted for bridging these gaps The broad steps involved in the process adopted are as follows : Identification of Competent manpower in different areas /functions of the department Identification of knowledge and skill level in respect of other employees keeping in view the job requirement / competency Identification of important training needs emanating from competency mapping Systematic training efforts to build competencies and bridge the gap Such a systematic approach to competency mapping facilitates not only assessment of competency levels of existing manpower but also identifies required competencies and links these with training initiatives In RSP the exercise was carried out in 18 ISO Certified Departments . Total 2634 employees were assessed . 907 employees were identified for training in 598 Key Job Positions. Till date 597 employees are already trained.

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ii. Skill Gap Exercise : All successful organisations develop , nurture , preserve and seamlessly transfer the skills of employees to align them with changing business needs and sustaining competitive advantage . Such strategy is called Skill Gap Analysis . In Sept ,2004 MTI , Ranchi conducted a study all over SAIL to ascertain Critical Skills for decriticalisation through systematic training In RSP during Sept’04 , 65 Critical Technical Skills were identified all over the plant covering 1050 employees which needed immediate attention . Over a period of 2 years , Out of 65 total skills , 53 skills are already decriticalised till date through in-house and external training . Remaining 12 skills will be bridged shortly. iii. Effectiveness of Training : A new system of assessment of training has been devised all over SAIL in which the broad criteria for selecting the programmes for measuring the effectivens of training are as follows : A minimum of two days duration Repetitive in nature Helpful for imparting critical skills Common across various plants / units Accordingly , in RSP the effectiveness at the Learning Level was carried out in 5 major areas ( BES , Hi Tech , Unit Training ,PC Skills , Multiskill) for the first time . The evaluation at the application level is also in progress. iv. Publication of Panorama: A revised and improved version of compendium on “RSP – A Panorama” encompasses activities of all the departments both production and service units covering entire RSP was brought out after a gap of 13 years. This is useful to the new entrants to assimilate the complexities of the operation of RSP and for existing employees to improve their understanding and appreciation of each other’s function. Significant Activities: A Tableau prepared by HRD Centre was displayed in the Ispat Stadium on SAIL Foundation Day and was declared the winner

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Interactive Workshops on “ Improving Training in Mechanical Areas” , “Improving Training in Electrical Areas “ and “ Training Need Assessment for 2006-07” organized Srujani Mela for HRDC organized for the first time in HRDC Competition for “ Chairman’s Trophy for Young Managers in SAIL” organized. First three teams were awarded by MD Accommodation provided to 650 women players for All India Under 19 Jr. Women’s National Football Championship held at Roukela Rent Revenue of Rs. ------ was generated from the Trainees Hostel by renting rooms to different external agency for official purposes. .FOCUS OF TRAINING FOR 2006 – 2007 Over the past few years a new impetus has been given to HRD activities and considerable strides have been in this aspect. Today training is a process employed to develop knowledge, skill, values and attitude to facilitate the effective working of groups to achieve specific organizational objectives. In making efforts towards linking training events and outcomes to the business needs and strategic goals of the company, specific focus areas of training during the year would be on Conducting training programmes based on the needs projected by the customer departments for 1518 executives and 7632 non-executives (Total 9150 employees). Competence mapping of employees in specific departments and identifying training needs. Organizing HR interventions to bridge the gaps in competence and skill. Building capability of employees for multiskilling. Development of competence of employees posted to work in Hi-tech areas including Computer application. Addressing specific needs of the various departments for enhancing performance. Designing and conducting specific interventions to enhance managerial effectiveness. Evaluating the effectiveness of training programmes in all In-house technical training programmes. Creating an ambiance where employees feel motivated to learn Continuously improving the quality of training

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