INTRODUCTION

Health is a state of complete physical, mental and social well being of an individual and
not just absence of disease. According to the Joint Committee on Organisational Health
of International Labour Organisation, and World Health Organisation, industrial health is:
The promotion and maintenance of physical, mental and social well being of all
workers in all occupations;
Prevention among workers of ill health caused by the working conditions;
Protection of workers in their employment from risk resulting from factors adverse to
health, and;
Placing and maintenance of worker in an occupational environment adapted to his
physical and psychological equipment.
Safety refers to freedom from the occurrence or risk of injury and loss. Employee safety
refers to the protection of workers from the danger of industrial or occupational
accidents. The need and importance of health and safety measures in an organisation can
be stated as follows:
' Help to reduce accidents.
Reduction in accidents helps to save costs- direct and indirect costs. The direct costs
include compensation and medical charges, and the indirect costs include loss on account
of downtime of machines, damages to equipment, etc.
Maintains and enhances production and productivity.
Reduction in absenteeism and labour turnover.
Improves employee morale and motivation.
Helps to maintain physical and mental health of employees.

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ROLE OF HR DEPARTMENT IN EMPLOYEE WELFARE, HEALTH AND

SAFETY
Health and safety means protection of employees from the danger of occupational stress,
diseases and accidents, in order to promote the well being of the employees. The HR
department should play an important role in providing health and safety of the
employees. The following are the factors or issues involved in employees' health and
safety that must be taken care of by the HR department:
1. Working Conditions: One of the main issues affecting employees" health and safety
is the working conditions in the organisations. As far as possible, there should be good
working conditions to ensure employees' health and safety. The working conditions
include:
(a) Lighting: There must be proper lighting. Poor lighting affects concentration as it
physically strains eyes and brings mental fatigue, which in turn may result in lower
production and productivity and may even cause accidents and wastage or damage to
machines, materials, etc.
(b) Ventilations: There must be proper ventilations. In order words, there must be proper
flow of fresh air, otherwise, poor ventilations may cause mental strain and may even
affect the health of the employees.
(c) Temperature: In India, normally, the climatic conditions are hot and humid.
Therefore, such climate affects stamina to work, which in turn can adversely affect
production and productivity. Therefore, the organisation should try to maintain good
temperature with the help of air coolers or air conditioners, wherever possible.
(d) Control of Noise Pollution: There should be control over noise and dust pollution.
The noise pollution affects concentration on the work, which in turn affects production
and productivity, and may even lead to accidents. Therefore, organisations must take
measures to avoid noise pollution through measures like soundproof rooms, double doors
and panels, air conditioners, etc.
(e) Control of Dust Pollution: In certain factories such as in the case ofcotton and jute
industries, there is a good deal of dust, and therefore, the organisation must take measures
to control the dust pollution so as to protect the health and to ensure safety of the
employees.
(f) Hygiene Standards: Organisations must follow high hygienic standards. There
should be clean and safe drinking water facilities, proper and clean sanitation facilities,
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clean floors, tables, desks, and surroundings. Measures must be taken to get rid of
rodents, and insects, as these are worst carriers of diseases.
(g) Working Space and Seating Arrangement: There must be proper working space and
seating arrangement. Adequate space should be provided for free movement of persons,
machines, etc. Organisations should adopt the concept of ergonomics, to provide a
productive atmosphere. The organisation must have offices and factories furnished with
ergonomically designed furniture so as to reduce work- related health problems,
especially, back strain.
(h) Interior Decors: There must be proper interior decors including furnishings, and wall
colors. The interior decors and soothing colours would make employees' surroundings
more pleasant and more conducive to working.
2. Safety Education and Training: The HR department should ensure safety education
and training to all the employees in the organisation. Employees should be educated to
make proper use of safety devices. The organisation may adopt the concept of "Safety
Week" every year so as to develop the safety consciousness in the minds of the
employees.
3.
Safety Engineering: The HR department in cooperation with the production
department is responsible for safety engineering in the organisation. Proper safety
engineering must be adopted to eliminate accidents. Safety engineering aims at creating
safe conditions to work. The safety engineering includes among other things, fencing of
dangerous machines, designing and ensuring the use of safety devices, proper layout of
machines, ergonomics, proper maintenance of plant, etc.
4.
Safety Discipline: The HR department should ensure safety discipline in the
organisation. Those employees who violate the safety norms must be subject to
disciplinary action.
5. Safety Policy and Programme: The HR department is responsible for framing safety
policy and programme. Every organisation must adopt a safety policy and frame a
suitable safety programme. The main objective of the safety programme is to ensure
employee health and safety by ensuring proper safety engineering, safety training, and
safety enforcement.
6.
Safety Committee: The HR department is responsible for setting up a safety
committee in consultation with the top management. The safety committee must -have
representatives of both the employees and the management.
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OCCUPATIONAL DISEASES
In certain industries such as fertilizers, pesticides, chemicals, chemicals, drugs and
pharmaceuticals, etc., workers are exposed to occupational hazards and diseases. The
occupational hazards and diseases are due to the following factors:
1.
Chemical Substances: Certain industries emit fumes, and gases, which may be
damaging the health of the employees. Gases like carbon dioxide, nitrogen, phosphorous,
etc., cause injury when they are absorbed through skin and inhaled. Workers may suffer
from skin diseases, asthma, heart and chest congestion, neurological disorders, and may
be even cancer. The effect of such gases and fumes is slow but cumulative. It may be
difficult to diagnose the effect at an earlier stage, but later on, it can result in chronic
diseases.
2. Biological Hazards: Occupational diseases may result due to biological hazards such
as the presence of bacteria, fungus, viruses, insects, and rodents. The bacteria and fungus
may be due to poor hygienic conditions including unsafe drinking water facilities and
poor cleanliness, and unhygienic sanitation facilities.
3. Environmental Hazards: Occupational diseases may be due to the environmental
hazards such as radiation, noise pollution, dust pollution, etc. The environmental hazards
can cause stress, strain, and even neurological disorders.
4. Poor Working Conditions: Occupational diseases may also result due to poor working
conditions such as: Poor lighting, Poor ventilations, and Noise and dust pollution,
Unhygienic conditions, Hot and humid temperatures.
5. Job Stress: The job stress can also be classified as one type of occupational diseases.
Stress refers to an individual's reaction to a disturbing factor in the environment. Stress
results when a situation, event or an action that places excessive psychological and/or
physical demands on a person. Dr. Hans. Selye (the leading authority on stress) described
stress as "the rate of all wear and tear caused by life." The stress can be caused due to
organisational, group and individual factors. For instance, long working hours constitute
an important factor resulting in not only strain but also stress. Stress can have various
effects on the individual as well as on the organisation. There are the physiological effects
that may result in a variety of illnesses. There are also psychological effects such as
burnout or boredom. Various kinds of behaviour, such as drug and alcohol abuse,
improper food consumption, accidents, absenteeism, improper and non-cooperative
behaviour with superiors and subordinates, etc., may be due to a reaction to stress. Not
only the individual suffers, but also the organisation due to employees' stress.
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CAUSES OF ACCIDENTS
Industrial accidents take place due to several reasons. The causes of industrial accidents
can be broadly divided into three groups as follows:
I.
Unsafe Conditions: The unsafe conditions are work related conditions. Most of the
industrial accidents take place due to unsafe conditions. The work related causes are as
follows:
(a) Poor working conditions: Accidents may take place due to poor working conditions.
The poor working conditions are as follows:
Poor ventilations.
Poor lighting.
Noise pollution.
High humidity.
Poor working space, etc.
The poor working conditions can affect concentration on work, and as such may lead to
accidents.
(b) The Job Itself: There are some jobs, which are inherently more dangerous. For
example, the job in coal mines. The more dangerous the jobs are, the more are the
chances of accidents, even though safety measures are undertaken in the case of such
jobs.
(c) Work Schedules: There can be more accidents in the night shift as compared to the
day shift due to sleepiness on the part of the workers. Also long working hours can bring
fatigue, which may lead to accidents.
(d) Machinery and Equipment: Defective machinery and equipment can cause accidents.
Poor maintenance of machines, use of outdated machines, wrong placement of machines
and equipment can cause accidents.
II. Unsafe Acts: Employees may adopt unsafe acts due to lack of training and knowledge
and skills. Accidents may be caused due to such unsafe acts. Some of the examples of
unsafe acts are:
(a) Failure to use protective devices such as gloves, helmets, boots, etc.
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(b) Failure to observe safety instructions.

(c) Operating machines without proper authority and knowledge.
(d) Operating machines at unsafe speed.
(e) Carelessness in joining or disconnecting machines.
(f) Using unsafe equipment.
(g) Carelessness in discarding wastages.
(h) Carelessness in repairing, oiling and adjusting machines.
(i) Improper lifting of tools and equipment.
(j) Fiddling with machines and equipments.
III. Physical and Psychological Problems of Workers: Accidents may be caused due to
physical and psychological problems on the part of the workers. Some of the physical and
psychological problems are as follows:
(a) Emotional disturbances.
(b) Immaturity on the part of the workers.
(c) Inexperience in handling machines or instruments.
(d) Physical deficiencies such as defects in eyesight, deafness, etc.
(e) Physical weakness may be due to poor health or malnutrition.
(f) The employee may be under the influence of drugs and/or alcohol.
(g) The worker maybe in the habit of daydreaming.
(h) The employee may be under stress.
(i) Physical tiredness, fatigue and boredom.

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HEALTH AND SAFETY MEASURES

Every organisation must undertake health and safety measures to ensure health and safety
of the workers. Industrial accidents involve direct and indirect costs, and therefore,
money spent on health and safety is returned many times over through the control of
accidents. Therefore, to ensure employees health and to avoid industrial accidents, the
following are some of the important measures:
1. Safety Programme: Every organisation must frame a safety programme. The safety
programme must give details in respect of:
What must be done to ensure health and safety of workers?
How safety measures must be undertaken?
When safety measures must be taken?
Who would be responsible for safety measures?
While preparing the safety programme, the principles or requirements of a good safety
programme must be considered. Emphasis must be placed on safety training and
involvement of the employees in inviting suggestions, views and opinions of the
employees.
2. Safety Committee: The organisation must appoint a safety committee to monitor the
working of health and safety measures, and to suggest necessary measures to improve
health and safety of the workers. The safety committee must consist of representatives of
the workers and the management. Normally, the safety committee performs the following
functions:
Develops in-house safety standards.
Provides safety training to the employees.
Conducts safety inspection.
Undertakes health programmes including medical camps
Communicates the safety policies to all the departments, etc.
3. Safety Discipline: The management must ensure safety discipline throughout the
organisation, and at all levels. The top management or the safety committee must
communicate the safety rules to the employees and make it clear the consequences of not
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following the tales. The management must enforce the rules in the real spirit and take
disciplinary action on those who violate the rules, including dismissal from jobs,
wherever required.
4. Feedback and Incentives: There must be proper feedback and incentives to the
employees for adopting safety measures. Supervisors should be trained to use positive
reinforcement or praise when they observe safe behaviour on the part of the employees.
The employees must be given constant feedback on their safe and unsafe behaviour.
Those employees who observe safety rules may be rewarded or appreciated. Providing
feedback and incentives is an alternative to disciplinary action to comply with the safety
rules. As one safety consultant remarked: It's better to recognize an employee/or success
than to beat him up for failure"
5. Safety Training: There should be proper training to the employees in respect of health
and safety. Quite often accidents take place in the factory due to lack of training in
respect of health and safety. There is a need to provide training to the employees in
respect of handling the equipments and materials, and to use safety devices. Employees
should be trained not only to prevent the accidents, but also to minimise the damage in
the event an accident takes place.
6. Employees Involvement: There should be active involvement of the employees in the
safety programme. The employees should be involved in giving their views and opinions
regarding health and safety measures. The organisation may reward the employees under
suggestion schemes to improve the health and safety so as to boost the morale of the
workers.
7. Safety Devices: The organisation must provide safety devices or protective equipment
to the workers. The protective equipment includes gloves, helmets or hard hats, boots,
goggles, safety clothing, etc. The management must ensure that the workers use
protective devices to ensure health and safety of the workers.
8. Proper Maintenance: The management must ensure proper maintenance of machines,
tools and equipment. Management must also undertake proper maintenance of buildings,
so that building collapse can be averted, thereby saving life of the employees and the
assets of the organisation.

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9. Health and Recreation Facilities: The organisation must provide health and recreation
facilities to the employees. These include:
Facility for medical check-up.
Provision of first-aid.
Health centers or gyms.
Recreation rooms.
Rest rooms, etc.
10. Proper Working Conditions: The organisation must provide proper working
conditions to the employees, which includes:
Proper lighting.
Proper ventilations.
Proper sanitation facilities.
Good decors and furnishings.
Protection from noise and dust pollution, etc.
11. Safety Engineering: The organisation should adopt proper safety engineering. The
main aspects of safety engineering includes:
Fencing of dangerous machines.
Proper handling and flow of materials.
Ergonomics - the science to improve man-machine environment.
Good Housekeeping - safe passages, proper storage of tools, proper flooring, etc.
Proper maintenance of plant and equipment.
12. Safety Audit: Safety audit is a balance sheet of what the organisation is expected to do
and what actually has been done for the improvement of health and safety of the
employees. Safety audit is concerned with evaluating safety measures adopted by the
organisation i.e. how far the organisation is sensitive and responsive to the health and
safety needs of the employees.

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IMPORTANCE OF EMPLOYEE WELFARE

Provision of welfare facilities is not only beneficial to the employee but also to the
organisation and society, at large.It is important to provide welfare facilities to employees
due to the following reasons:
1. Motivation : Welfare facilities act as an incentive to employees and motivates them
to perform better. Motivated employees work with application and dedication. The
dedication on the part of motivated workforce brings higher efficiency in the
organisation.
2. Reduction in Wastages: Provision of welfare facilities motivates the employees and
they work with utmost care and concern. Motivated employees ensure reduction of
wastages in the organisation. Reduction in wastage generates higher productivity in the
organisation.
3. Reduction in Absenteeism : A sense of belongingness is developed among employees
when they are provided with welfare facilities. This results in reduction in absenteeism in
the organisation. Absenteeism take place when employees remain absent without prior
permission. Absenteeism creates several problems in the organisation.
4. Reduction in Labour Turnover: Employee turnover in the organisation is reduced due
to the provision of welfare facilities to employees. Employee turnover takes place when
some employees leave the organisation and others join in their place. Frequent labour
turnover increases selection and training cost.
5. Good Labour - Management Relations : Employee welfare facilities help to maintain
good relations between labour and management. Welfare facilities create a healthy
atmosphere in the organisation. Thus, the employees become motivated to perform better
and better.
6. Quality of Work Life : Welfare facilities improve the quality of work life of the
employees. QWL programmes focus attention on providing good working conditions, job
security, good payand other facilities such as flexible working hours, freedom to suggest
changes or improvements, etc. QWL generates a sense of belonging that benefits the
organisation as well as the individual employees.
7. Higher Standard of Living: Standard of living of the employees is improved due to
welfare facilities, such as :
Medical allowances
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 Education allowances
Car allowances, etc.
8. Improves Efficiency : Efficiency is the relation between returns and costs. Provision
of welfare facilities motivates the employees to work with commitment and dedication.
This improves the efficiency of the employees as well as the organisation. There are
several agencies involved in employee welfare activities. These agencies are:
Central Government
State Government
Employer's Union
Trade Union
Social Organisation

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TATA STEEL- COMPANY BACKGROUND

Tata Steel Limited (formerly Tata Iron and Steel Company Limited (TISCO)) is an
Indian multinational steel-making company headquartered in Mumbai, Maharashtra,
India, and a subsidiary of the Tata Group. It was the 12th largest steel producing company
in the world in 2012, with an annual crude steel capacity of 23.8 million tonnes, and the
largest private-sector steel company in India measured by domestic production.
Tata Steel has manufacturing operations in 26 countries, including Australia, China,
India, the Netherlands, Singapore, Thailand and the United Kingdom, and employs
around 80,500 people. Its largest plant is located in Jamshedpur, Jharkhand. In 2007 Tata
Steel acquired the UK-based steel maker Corus which was the largest international
acquisition
by
an
Indian
company
till
that
date.
It was ranked 471st in the 2013 Fortune Global 500 ranking of the world's biggest
corporations. It was the seventh most valuable Indian brand of 2013 as per Brand
Finance.
On February 12, 2012 Tata Steel completed 100 years of steel making in India.
History: Tata Iron and Steel Company was established by Dorabji Tata on August 25,
1907, as part of his father Jamshedji's Tata Group. By 1939 it operated the largest steel
plant in the British Empire. The company launched a major modernization and expansion
program in 1951. Later in 1958, the program was upgraded to 2 Million metric tonnes per
annum (MTPA) project. By 1970, the company employed around 40,000 people at
Jamshedpur, with a further 20,000 in the neighboring coal mines. In 1971 and 1979, there
were unsuccessful attempts to nationalise the company. In 1990, it started expansion plan
and established its subsidiary Tata Inc. in New York. The company changed its name
from TISCO to Tata Steel in 2005.
Acquisitions
NatSteel in 2004: In August 2004, Tata Steel agreed to acquire the steel making
operations of the Singapore based NatSteel for S$486.4 million in cash. NatSteel had
ended 2003 with turnover of S$1.4 billion and a profit before tax of S$47 million. The
steel businesses of NatSteel would be run by the company through a wholly owned
subsidiary called Natsteel Asia Pte Ltd. [13] The acquisition was completed in February
2005. At the time of acquisition, NatSteel had a capacity of about 2 million tonnes per
annum of finished steel.
Millennium Steel in 2005: Tata Steel acquired a majority stake in the Thailand-based
steelmaker Millennium Steel for a total cost of $130 million. It paid US$ 73 million to
Siam Cement for a 40% stake and offered to pay 1.13 baht per share for another 25% of
the shares of other shareholders. For the year 2004, Millennium Steel had revenues of
US$406 million and a profit after tax of US$29 million. At the time of acquisition,
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Millennium Steel was the largest steel company in Thailand with a capacity of 1.7 million
metric tonnes per annum, producing long products for construction and engineering steel
for auto industries. Millennium Steel has now been renamed to Tata Steel Thailand and is
headquartered in Bangkok. On March 31, 2013, it held approx. 68% shares in the
acquired company.
Corus in 2007: On 20 October 2006, Tata Steel signed a deal with Anglo-Dutch
company, Corus to buy 100% stake at 4.3bn ($8.1 billion) at 455 pence per share. [20] On
19 November 2006, the Brazilian steel company Companhia Siderrgica Nacional (CSN)
launched a counter offer for Corus at 475 pence per share, valuing it at 4.5 billion. On
11 December 2006, Tata preemptively upped its offer to 500 pence per share, which was
within hours trumped by CSN's offer of 515 pence per share, valuing the deal at 4.9
billion. The Corus board promptly recommended both the revised offers to its
shareholders. On 31 January 2007, Tata Steel won their bid for Corus after offering 608
pence
per
share,
valuing
Corus
at
6.7
billion
($12
billion).
In 2005, Corus employed around 47,300 people worldwide, including 24,000 in the UK.
[20]
At the time of acquisition, Corus was four times larger than Tata Steel, in terms of
annual steel production.Corus was the world's 9th largest producer of Steel, whereas Tata
Steel was at 56th position. The acquisition made Tata Steel world's 5th largest producer
of Steel.
2 Rolling mill companies in Vietnam in 2007: Tata Steel through its wholly owned
Singapore subsidiary, NatSteel Asia Pte Ltd, acquired controlling stake in two rolling mill
companies located in Vietnam: Structure Steel Engineering Pte Ltd (100% stake) and
Vinausteel Ltd (70% stake). The enterprise value for the acquisition was $41 million.
With this acquisition, Tata Steel got hold of two rolling mills, a 250k tonnes per year
bar/wire rod mill operated by SSE Steel Ltd and a 180k tonnes per year reinforcing bar
mill operated by Vinausteel Ltd.
Operations: Tata Steel is headquartered in Mumbai, Maharashtra, India and has its
marketing headquarters at the Tata Centre in Kolkata, West Bengal. It has a presence in
around 50 countries with manufacturing operations in 26 countries including: India,
Malaysia, Vietnam, Thailand, Dubai, Daggaron, Ivory Coast, Mozambique, South Africa,
Australia, United Kingdom, The Netherlands, France and Canada.
Tata Steel primarily serves customers in the automotive, construction, consumer goods,
engineering, packaging, lifting and excavating, energy and power, aerospace,
shipbuilding, rail and defence and security sectors.

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DEVELOPMENT OF EMPLOYEES
At Tata Steel, there is a continuous effort of staying in touch with employees to ensure
that there is the right culture to engage them in consistent performance improvement.
There are well-established and effective arrangements at each business location for
transparent communication and consultation with Works Councils and Trade Union
representatives. Further, the Company has always registered steady quality improvement
and productivity enhancement through dedicated efforts of the Companys Performance
Improvement teams, focused on technical best practice transfer and the value of
knowledge networks.
Towards the well-being of employees Tata Steel has put into practice many initiatives,
events and programmes that have helped to create not only an enduring loyalty amongst
employees but also enabled them to have a more fulfilled life. Tata Steel's Performance
Management System has the following aims:
Align the activities and behaviour of the workforce with Company values and
objectives
Assess the performance of individuals comprehensively and fairly
Develop the capabilities of employees to enhance performance
Develop corporate culture
Enhance line management relationships
SPECIAL BENEFITS:
Medical facilities: Free medical facilities for employees and their family, which
continues even after retirement.
Housing facilities: Subsidised electricity, water and housing facilities to all
employees.
Higher studies: Monetary incentives to employees acquiring higher qualifications
in a related field along with study leave, scholarships etc. when necessary.
Holiday Homes: Tata Steel has five holiday homes for benefit of employees
during vacation.

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 Tata Steel Officers Beach Club: All officers of Tata Steel are eligible to be
members of the Beach Club that offers holidays in elite hospitality chains.
Family Benefit Scheme: In the tragic case of a fatality in the Works, a monthly
pension equal to the amount of the last drawn salary of the deceased is given to the
legal heir until the time the deceased would have attained the age of 60.

TRAINING OPPORTUNITIES:
At Tata Steel, the process of training and development is focused on needs and outcomes
with the objective of technical and managerial competency building. The Company
recently adopted the Toyota concept of the Four Quadrant Method across the
organisation, in which the critical skills required to perform a job are identified and the
employees are mapped against those skills by the Positional Training Facilitators,
mentors or immediate supervisors. Training needs are identified on the basis of the gap
between desired and existing skill levels and training is imparted accordingly. The
process also provides a managerial tool for reviewing training effectiveness.
The training and development needs of the workforce are assessed regularly, for officers
with a Personal Development Plan (PDP) and for non-officers with a Training Needs
Survey (TNS). The process for addressing training and development needs follows this
method:
70% - On-the-job inputs
20% - Conversations, Mentoring and Coaching
10% - Classroom training
Training Facilities
Tata Steel has in-house training facilities both for technical and managerial training,
through the Technical Training Institute and Tata Management Development Centre
(TMDC), respectively. Advanced level training requirements, both technical and
managerial, are met through external programmes.
DEVELOPING PEOPLE:

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Skills Development - Non-officers: Skills training is a process that begins at the time of
an employee joining the company and continues throughout his or her career. Employees
work in clusters of multi-skilled workers and move across and within clusters on
improving their skills levels. The Technical Training Institute imparts vocational and
basic skills training; the departments impart on-the-job training.
In order to promote self-directed learning, the Company has introduced e-learning
whereby employees can access electronic courses from their departmental e-Learning
centres.
Skills Development Officers: Tata Steel Management Development Centre conducts a
number of managerial and functional competency based programmes for officers and
supervisors. The objectives of these programmes are:
To build individual capability by enhancing managerial and functional
competencies which are critical to operations, service and support functions.
To build a leadership pipeline in the organisation to prepare the people to meet the
challenges of growth, globalisation and change.
EQUAL OPPORTUNITIES PRACTICE:
Tata Steel is an equal opportunity employer and does not discriminate on the basis of
race, caste, religion, colour, ancestry, marital status, sex, age or nationality. The
Companys Affirmative Action Policy promotes equal access to its employment and
opportunities and all decisions are merit based. Respect for equal opportunities as set out
in the Tata Code of Conduct is followed. The HR Policy and Affirmative Action Policy
are monitored by the Ethics Counsellor and supported by an effective grievance redressal
mechanism.
Tata Steel encourages female employees to advance their career with initiatives
dedicated towards personal development and professional advancement. The Women
Empowerment Cell examines and addresses the issues and concerns of female employees
and ensures that they do not miss out on any growth opportunity.
Apart from the ongoing 'Tejaswini' programme, an innovative scheme undertaken by
Tata Steel in the past few years is the introduction of a Female Trade Apprentice course.
Selected candidates are trained in various trades such as fitter, machinist (metal cutting)
and electrician. On successfully completing the course, these young women are deputed
to various departments as required.

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Freedom of association and collective bargaining: Tata Steel respects the employees
right to exercise freedom of association and collective bargaining and provides
appropriate support for this. There is an established system of joint working and
collective bargaining, which ensures that every employee is able to exercise this right
without any fear. Pioneering the concept in India, a system of Joint Consultation has been
in place in Tata Steel for more than 50 years.

EMPLOYEE WELFARE STRATEGIES

Right to freedom of association and collective bargaining Tata Steel respects
the right of employees to exercise freedom of association and collective
bargaining. Trade Unions are present and encouraged at all locations. All nonofficers (~86% of the total workforce) in India are represented by 26 independent
trade unions across the Companys locations. Challenges faced are discussed with
the recognised unions at scheduled meetings.
Joint Consultations: Established in 1956, the three-tiered Joint Consultation
System provides a platform for issues related to production, productivity, quality,
safety, welfare, training, (excluding issues of collective bargaining and individual
grievances).
Grievance Handling Mechanism: The Company has an informal, online
grievance resolution process called Samadhan, and a three-tier formal grievance
resolution mechanism. Unresolved grievances are referred to the Central Works
Committee. In Financial year 2011-12, the Committee addressed six grievances, of
which two were resolved to the satisfaction of the employees concerned.
Equal opportunity employer: Tata Steel recognises and values the differences in
employee backgrounds and skills and promotes equal access to employment and
supply opportunities without discrimination. Any alleged violation of the equal
opportunity policies is investigated and, if found valid, acted upon.
Promoting a just and fair workplace: The level of wages and salaries of all
employees except, for instance, the senior Managers in Europe, skilled
employees of NatSteel and the officers category in India are defined and
determined by periodic collective bargaining or wage arrangements. The Company
complies strictly with rules and regulations stipulated by local governments on
minimum wages paid to employees.
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 Encouraging work-life balance for employees: A unique initiative, launched in

Financial year 2010-11, Wellness@Workplace continued to be rolled out across
locations in Financial year 2011-12.
Caring for the well-being of its employees, including those with special needs:
Committees comprising representatives of the Union and Management jointly
monitor employee benefits. The following benefits are provided beyond statutory
obligations:Workplace amenities superior to those prescribed by law; highly
subsidised and quality canteen facilities; employee health provisions; monetary
incentives for higher studies; family benefit scheme; TISCO Employees Pension
Scheme, in which the Company and employee make an equal contribution towards
the fund; maternity leave provisions; Early Separation Scheme for non-officers of
the Company who have been rendered surplus.
Providing a safe, hygienic and humane workplace: The Safety Excellence
Journey enables the Company to continuously improve Occupational Health and
Safety management using internationally recognised standards. The Safety
Excellence Journey was launched in Tata Steel Thailand in 2010 with support from
Tata Steel India.Safety Governance Structure The Management is responsible for
training and supervising employees on safe procedures and health care, providing
information on safety hazards and providing safety ppliances. It is also responsible
for the Companys compliance with statutory provisions on health and safety. The
Company constantly strives to achieve its goals of a Zero Fatality rate, and a Lost
Time due to Injury Frequency Rate
Skill development and creating world-class employees: The Tata Steel
Management Development Centre (TMDC) creates managerial and functional
training opportunities for all officers of Tata Steel India, while the Shavak
Nanavati Technical Institute (SNTI) is responsible for technical and functional
training of officers and non-officers. In April 2011, the Tata Steel Academy was
launched in Europe to enable employees to achieve the highest standards of
technical and professional expertise. During Financial year 2011-12, NatSteel
invested a total of 18,432.9 man-hours in training.
Offering a harassment-free workplace to all: Tata Steel aims to have a
discrimination-free workplace. Guidance on a harassment-free workplace is taken
from the Tata Code of Conduct and the Companys Human Resource, Sexual
Harassment and Affirmative Action Policies.

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BENEFITS OFFERED TO CHILDREN

LOCAL EDUCATION: The positive results that the Company's efforts in this direction
have shown have been both promising and motivating for further initiatives. Tata Steel
has undertaken several ventures to attain 'education for all' with specific focus on the
enlightenment of the rural and urban slum children, the girl child and the SC/ST youth.
Tata Steel has been actively promoting excellence in education in the schools of the steel
city by extending the Tata Business Excellence Model to create an Education Excellence
Model. It has instituted the Dr. J. J. Irani Education Excellence Award to encourage all
schools to serve children better. This includes a cash prize for the school.
The Company donated a building on a 71-acre campus to the Xavier Institute for Tribal
Education (XITE) in an endeavour to assist less privileged tribal students improve their
quality of life. It also assists the Xavier Labour Relations Institute (XLRI), a premier
management institute in Jamshedpur.
At Jamshedpur, the Company has created the Jamshedpur School of Art and also
supports centres of performing arts and culture as an extremely generous sponsor.
Support through the Tata Group has facilitated many more such centres across the
country including the prestigious National Centre for Performing Arts, Mumbai.
Nearly 50,000 children are being provided mid-day meals in 383 government
schools in East Singhbhum and Seraikela Kharsawan districts of Jharkhand.
Additionally, the literacy programmes run by Tata Steel have benefited 13570
women in rural areas.
Nearly 5000 students of class 8, 9 and 10 are provided coaching in English, Maths
and Science.
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 Over 150 students have benefited from coaching for entrance exam for
professional courses provided by Tata Steel.
A total of 14 moral re-armament workshop were organised for more than 750
youth.

TRIBAL EDUCATION: Tata Steel has influenced the integration of tribals in the
economy in a less obvious and immediate way by propping up the education of tribal
children and youth of various ages at different stages in their academic career. Some of
the initiatives include:
Informally run balwadis (crches/nurseries) for infants and toddlers.
Financial assistance and sponsorships.
As part of Project Aakanksha, a total of 127 children from primitive tribal groups
mainstream children to formal schools.
Sponsorship of two tribal student every year by TCS at the Tata Institute of Social
Sciences.
Project Sahyog helps tribal students to develop self-esteem and plan their future.
Assistance and support for The Xavier Institute for Tribal Education near
Jamshedpur.
Financial support worth Rs 25 lakhs to more than 493 meritorious tribal students
each year since 2004.
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 Fifty matriculate students identified every year for coaching that prepares them for
higher studies.
In accordance with the Affirmative Action Policy all Education and Scholarship
initiatives benefit the ST/SC community. In 2009-10, a total of 646 students were
supported. The Company has set itself a target of supporting 700 students annually by
2012 and will allocate a sum of Rs 4.7 million for these scholarships.
EARLY CHILDHOOD EDUCATION: is a vital preparatory ground to formal
schooling in both rural and urban areas. In the urban areas out of about 570 students who
were enrolled in 12 centres, over 380 students (67%) have been integrated into formal
schools. In rural areas, 22 centres catered to 550 Children in the age group of 3-6 years
with a 100% success rate for 110 students in the age group of 5-6 years.
The Company supports many schools in its areas of operation. For example twelve
primary schools have been identified for support near Dhamra Port in 2008-09. Twentyfour teachers will provide academic support to 480 students.
CAMP SCHOOL: To help underprivileged girl children enter the mainstream of learning
a camp school programme was initiated with the help of the Jharkhand Education Project.
The nine-month intensive learning course offered to students aged 9-14 makes up for
education lost till the 5th standard and qualifies them for admission to class VI. In 200910, 200 girl children enrolled in the two camp schools.
Nearly 200 girls who had discontinued studies attended the 9-month residential bridge
course at Camp Schools in Pipla and Noamundi.

SCHOLARSHIPS: Financial assistance programme for meritorious scheduled caste/

scheduled tribe students covered 660 students last year.
In May 2008 annual scholarships to promote the talent and knowledge of students from
Scheduled Castes and Scheduled Tribes were announced. These awards often encourage
students from families who would not be able to support further studies. Among these are
the Sakshar Samaj programme for functional literacy in adults and the Moodie
Endowment for financial assistance to students pursuing professional courses. The total
grant is Rs. 1.1 million annually for 110 awards.

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The Jyoti Fellowship is awarded by Tata Steel Rural Development Society (TSRDS) and
Tribal Cultural Society (TCS) to enable students to accomplish their educational and
career aspirations. This Scholarship benefits the students belonging to twin districts of
East & West Singhbhum and Seraikela-Kharswan in Jharkhand. In 2011 students in the
mining hub of Noamundi availed this benefit for the first time. 25 students from different
schools of Noamundi have been selected for the Jyoti Fellowship Scholarships 2011-12.
These students will get Rs.2500 per annum as scholarship and will have to score 45% or
above in their next final examination to remain eligible for the scholarship.
More than 2400 meritorious SC/ST students from Jharkhand, Odisha and Chhattisgarh
provided with scholarship to pursue studies.

HEALTH BENEFITS OFFERED

MALARIA CONTROL: Joda is a prominent name in the map of malaria endemic zones
in Orissa. The various factors that affect the high incidence of malaria in the region have
been identified as follows:
Poor level of awareness.
Poor socio-economic condition.
Dense forest surrounding the villages.

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 Lack of immediate detection of malaria due to remoteness.

To combat the problem various initiatives have been taken by Tata Steel, TSRDS and the
Tata Steel Hospital :
Identification of malaria prone villages - Khondbond, Guruda, Gonua and
Bichakundi, Khuntpani, Malda, Katesahi.
Fogging and spraying with support from JUSCO.
Distribution of 5606 medicated mosquito nets in villages. Of a target of 16000,
7377 households were covered.
Awareness campaign through folk play Nukkad Natak and wall writing.
Referral services.
Fixing window nets at the houses of employees.
Card test in villages for detection of malaria.
Awareness programmes for the early detection of the disease.
The impact of the initiatives is made clear in the following graphs.
CATARACT REMOVAL: Cataract is an age-related condition in which the lens of the
eye becomes clouded resulting in blurred vision. Blindness due to cataract presents an
enormous problem in India not only in terms of human affliction but also in terms loss of
income due to disablement. The WHO / NPCB (National Programme for Control of
Blindness) survey has shown that there is a pile-up of over 22 million cases of blindness
to be treated and 80.1% of these have been caused due to cataract. The annual incidence
of cataract blindness is about 3.8 million.
Recognising the tremendous problem of adult blindness Tata Steel has been successfully
conducting eye surgeries in collaboration with Jamshedpur Eye Hospital and other
professional institutions. So far, 2890 people have benefitted from Cataract surgery.

HYGIENE AND SANITATION: To minimize the risk of diarrheal diseases due to open
defecation, Tata Steel Rural Development Society (TSRDS) promotes the use of low cost
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toilets in villages. TSRDS, in collaboration with District Water and Sanitation Mission,
aims to convert Gram Panchayats to 'Nirmal Gram' with villages having 100% coveredtoilets. This endeavor of TSRDS has inspired other villages to come forward for
installation of these toilets.
TSRDS, in its effort to reach out to villages to address the issue of water scarcity, has
also installed water extraction facilities (bore wells) along with overhead tanks in
Garigram and Churda villages of Patamda block. Nearly 45 households of Garigram and
80 households of Churda will benefit from these facilities.
MOTHER AND INFANT SURVIVAL PROJECT: Inspired by the success of maternal
and infant survival project in Gamharia block, the same project was replicated in a threeyear term commencing on October 2006 in Rajnagar Block of Seraikela, Kharsawan. The
project focuses on pregnant and lactating women and mothers of children under two
years of age. The main aim is to provide health information and services to the target
group to support healthy lifestyle and mortality reduction.
Project MANSI (Maternal & Child Survival Project) has thus been introduced in 174
villages of Seraikela Block of Seraikela Kharsawan District, Jharkhand (initial period
December 2009 to November 2013), with the objective of reducing maternal and child
mortality and morbidity. The project is supported by American India Foundation, the
Hans Foundation and Ministry of Health and Family Welfare Government of Jharkhand.
Technical support is being provided by SEARCH (Society for Education Action and
Research).
In an attempt to bring down infant and maternal mortality rate, the project has
undertaken the following interventions in its areas of activity:
Antenatal & Postnatal Care
Breast-feeding
Immunisation
Birth Spacing
Newborn Care
FAMILY PLANNING: As an important step towards encouraging male participation in
family planning, in 2009 alone, around 650 men underwent non-scalpel vasectomy,
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which may be considered a record number. Over 7000 couples were protected through
permanent methods of family planning that included Laparoscopic Tubectomy in females
and non-scalpel vasectomy in males.
Through the family planning initiatives, a total of 7198 couples provided with permanent
methods of contraception.

HIV/AIDSAWARENESS: As early as 1990s, Tata Steel initiated a policy recognising

the importance of HIV/AIDS interventions and since then various programmes have been
designed to address current needs and concerns in HIV/AIDS). Data on incidence for the
last three years shows a decline. Tata Steel has expanded its interventions across all
locations in partnership with Tata Steel's Health Services, local medical institutions,
Government Health agencies and Jharkhand State AIDS Control Society (JSACS). AIDS
Awareness Programmes are a part of the activities undertaken by the JDCs of various
departments of Tata Steel. Health-related projects are undertaken in the East & West
Singhbhum and Seraikela - Kharsawan districts of the state as well in Mines & Collieries.
Initiatives include Counselling at Sneh Kendra, a Single window health delivery concept, has
helped over 1440 people at risk to discuss their issues openly. Over 200 People
Living with HIV/AIDS (PLWHA) were helped in 2009-10.
Project Kavach - Various focused interventions like media events, counselling
sessions and Khushi clinics for STI treatment are being organised throughout the
year to minimise the risk of HIV/AIDS among truckers. This is an important step
considering that Jamshedpur is a transportation hub in eastern India.
Project 'SATHI' - A residential community care centre is located in Ganjam, the
14th most vulnerable district in India in HIV/AIDS. It aims at supporting People
Living with HIV/AIDS (PLWHA). This partnership project with Orissa State
AIDS Control Society, Bhubneshwar, was initiated in December 2006.
Bustee AIDS Awareness Sensitisation & Empowerment (BASE Project).
Tata Steel Rural Development Society (TSRDS), in collaboration with Jharkhand
State AIDS Control Society (JSACS), organised a rally to observe National
Voluntary Blood Donation Day on 24th October 2011, at Jamshedpur
Transportnagar, Dimna. This was part of the Truckers Intervention Project.
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Around 300 people participated in the rally, which was organised to sensitise
people to actively participate in the Blood Donations Camps. Nukkad Nataks
were performed to demonstrate the theme of the programme.
More than 9000 adolescents made aware on adolescent and reproductive sexual
health issues.
Through the HIV/AIDS awareness campaign, Tata Steel has reached out to more
than 4 lakh people.

GIVING BACK TO SOCIETY

TRIBAL CULTURAL SOCIETY: The Tribal Cultural Society (TCS), a non-profit
organisation promoted by Tata Steel has been working for the preservation of the rich
tribal heritage and culture of the indigenous people in the state of Jharkhand. Its projects
focus on improvement of livelihood opportunities amongst the economically weaker
sections and improvement of health and hygiene amongst marginalised families. TCS
promotes various initiatives, which include -

The Kati Tournament (Kati is a traditional game played in tribal villages of

Jharkhand and Orissa).
The Tribal Culture Centre (TCC), that illustrates the ethnic identities of major
tribal communities of Jharkhand.
The Gram Shree Mela an event that provides an opportunity for rural people to
sell their products directly in major markets.
The Artisans's Hub a project designed to support tribal artisans and provide them
with a stable monthly income.
Nearly 8500 students learning tribal languages and scripts at 101 learning centres.
12 events were organised to promote tribal music and dance forms.
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TATA STEEL RURAL DEVELOPMENT SOCIETY: The Tata Steel Rural

Development Society is a corporate NGO supported by Tata Steel and the flag bearer of
the Companys community initiatives. It has an enriched performance in working for the
rural people and its working principle aims to integrate tribals into the mainstream of
socio-economic development.
TATA RELIEF COMMITTEE: Whilst most of Tata Steels community activities are
geographically focused on its areas of operation, as part of its Corporate Citizenship, the
Company is also committed to providing assistance in the event of natural disasters
wherever they occur in India. The Company spearheads the work undertaken by Tata
Relief Committee (East).
The Tata Relief Committee provides donations and volunteer support in the event of
disaster, to help those affected to get back on their feet and to rebuild local infrastructure.
During FY 10 Tata Steel and TRC aided the people of the Mandar block of Ranchi
district in Jharkhand in the wake of cyclone Aila, which destroyed villages, leaving
hundreds of people homeless. Relief material, comprising tarpaulin sheets, medicines,
packets of consumables and other essentials were distributed.
Incidentally, NatSteel was also active in the support of people affected by the floods in
Vietnams Quang Binh province. Financial aid and food were made available to the local
community.
EMPLOYEE VOLUNTEERING:
Tata Steels philosophy of contributing to society is shared by employees across its
operations and many individuals willingly choose to contribute their time and efforts to
help strengthen the local communities and improve surroundings.
Many employees assist in Tata Relief Committees disaster management programmes
and the Company is also developing a volunteering programme for its people. Be it a
natural disaster, an immunisation drive or Aids awareness camps, more than 4,000
employee- volunteers at Tata Steel have willingly lent a helping hand. The company
allows them flexibility to take time off from office for community or disaster relief work.

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SAFETY OF EMPLOYEES
AT TATA STEEL: Ensuring safety in all its operations has always been a strategic
priority for Tata Steel and it has adopted the outstanding safety programme of M/s.
DuPont Safety resources for establishing safety culture by inculcating safe behaviour
among its employees. Every activity in Tata Steel is carried out not only with a cost
efficient, quality conscious purpose but also with the highlight always on safe practice.
The Group's Lost Time Injury Frequency Rate for Financial Year 2011-2012 was 0.68, an
improvement of 14% over last year. Workplace fatality is addressed separately through
the Fatality Risk Control Protocol, which aims at eliminating potential fatality hazards.
The Company aims at achieving a Lost Time Injury Frequency Rate of (LTIFR) of 0.4 by
2012, which is the worldwide matrix for the measurement of safety.
Given the nature of steel-manufacturing operations, Tata Steels relentless focus on the
safety and health of the employee is evident from the launch of an interminable Safety
Excellence Journey, to which new aspects of safety are added every year, and the
Wellness@Workplace programme. These are designed to provide an injury-free working
environment for a healthy and happy workforce.
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Health and Safety is reviewed at all Board meetings of the Company with a Health,
Safety and Environment committee established to carry out more detailed reviews. The
integrated and systemic Health and Safety Management System, introduced in TSE in
2008 with a governance process for improvement actions and regular safety tours by the
Board and executive members, has been developed for Group-wide application.
Specifically in India, a series of safety initiatives helped achieve an LTIFR (Lost Time
Injury Frequency Rate) of 0.51. Some of these initiatives are given below:
Special drive focusing on Fatality Risk Control Programme (FRCP) and
Elimination of Commonly Accepted Unsafe Practices (ECAUP), through which
more than 10,000 unsafe conditions and 969 Unsafe practices have been corrected.
The Stock Yard Safety Management System was rolled out at all the 40
stockyards. A 15-point safety rule-book on stockyard management was launched,
followed by training for all workers and supervisors.
The Safety Excellence Journey has set out standards and procedures and resulted
in many improvements to processes, visual management and communications all
helping to raise awareness and foster a culture of safety. A 100-day Safety
Excellence Journey campaign included safety training for senior leaders, and a
train the trainer programme for 24 plant managers.
The Safety Excellence Journey has also been extended at Group companies in
India namely JUSCO, ISWP, Dhamra Port Company Limited, TS Alloys, Tata
Sponge Limited and TRL Krosaki Refractories Ltd. Tata Steel has also established
a safety organisation for the greenfield project at Odisha.

For sustainability of its operations and reducing Process Hazards by strengthening safety
in processes, Tata Steel has implemented Process Safety and Risk Management (PSRM)
in high hazardous operations. A comprehensive safety review process was conducted at
Jamshedpur for the start-up of the new hot strip mill, blast furnace and a number of other
key installations, helping to assess risks on new or modified facilities before the handover
from project to operations team. Nine high-hazard installations were modelled for toxic
releases and explosions using specially-created 'Phast Risk' software. Tata Steel is the
first steel company in India to use this advanced software, which is also in use at the
Company's European facilities.
Process safety has been a constant focus for all high hazard facilities (HHF) in Tata Steel
since 2008, when dedicated teams were put in place. They have identified high hazard
facilities across the European operations,and are now carrying out process hazard
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reviews. Work is going on to determine the required safety integrity level with respect to
identified safety critical systems.
Realising the importance of Community Safety, the Company is working with SAFE
organisation and has engaged external consultants to arrange a systematic safety
education drive for school children in Jamshedpur and at the different mines and
collieries.
Tata Steel in Europe has strengthened its Health and Safety Management systems with
comprehensive tools, standards and procedures. Its structured approach covers 15
fundamental principles including accountability, management of change, audit and review
and is based on best practices from BlueScope Steel recognised as a leader in the steel
industry in this aspect.
A Safety Excellence Journey was rolled out at the Groups wire mills in Thailand, while
NatSteel has also been recognised for its efforts in this area. NatSteel Singapore has
embarked on the two-year DuPont Safety journey in FY 09. The various initiatives
include continuous active involvement of senior management, safety training, formation
of Apex council for review, formation of risk containment groups to identify and contain
high risk activities and STOP (solve this on-going problem) teams to observe safety
behaviour and interact with employees on safety. The other subsidiaries will gradually be
aligned to the DuPont safety management system.

IN COAL MINES AND COLLIERIES: At the core of sustainable mining exists both
the availability of resources and more importantly the welfare and safety of the miners.
Underground operations pose various safety and health risks. At the same time, mine
locations, by their very nature, are remote and lack connectivity. Miners work in confined
spaces, having to depend on explosives to extract minerals. Apart from fire they also face
the threat of accidents caused by carving in of roofs and sides.

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The Jharia Division has, in line with Tata Steels Safety goal, set itself the objective of
achieving zero fatality in its operations and a Lost Time Injury Frequency Rate of 0.4 by
2012.
Safety in underground mining also requires know-how on mine rescue in the event of a
possible accident. Tata Steel has adopted the best mine rescue procedures at all its mining
units. The Tata Steel Safety Excellence Management and Review processes allow mines
to proactively assess risks and hazards and to control them through multi-level safety
action plans. It undertakes detailed analyses of the root causes of unsafe conditions and
implements corrective actions to make the workplace safe and healthy. Computer based
Strata Analysis by in-house experts is used to micro-manage safety conditions in different
parts of the collieries.
Humidity, heat and dust, along with noxious gases, all have the potential to adversely
affect the health of an underground miner. The Mines and Collieries of Tata Steel are
provided with the best health care services for employees and their families. There is a
network of dispensaries at every colliery, well connected to hospitals with modern
diagnostic and treatment facilities.

SAFETY COMMITTEES: The Apex Safety Sub Committees have been restructured
with effect from 1st April 2009, with eight new Apex Safety Sub Committees, responsible
for developing new policies and standards and / or upgrading the existing policies and
standards, formulating strategy and guidelines to improve and facilitate implemention by
Divisional Implementation Councils (DIC).
The eight Apex Safety Sub Committees, as listed below, work in different thrust areas
under the guidance of the Apex Safety Council, which is chaired by the Managing
Director.
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Apex Safety Training and Communication Sub Committee

Apex Safety Standard Sub Committee
o Positive Isolation
o Fire Prevention and Protection
o Safety Standards
Apex Incident Analysis Sub Committee
Apex Safety Audit and Observation Sub Committee
Apex Rail and Road Safety Sub Committee
Apex Occupational Health safety sub committee
Apex Contract Management Safety Sub Committee
Apex Process Safety Sub Committee

The various objectives that have been set are meant to:
Revitalise the working of these policy making committees, by merging and creating a
new Committee, as required.
Involve new members of the leadership.
Rotate the Chairman and the champions so as to encourage innovative thinking
and ideas, thereby enthusing policies.
Ensure, wherever possible, that one person is placed in not more than one
committee so that implementation receives appropriate focus.
Emphasise process safety, which is essential for the sustenance of the Company in
the years to come.
Bring synergy with the other entities of the Tata Steel group by adopting best
practices and overcoming concerns.
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BIBLIOGRAPHY
WEB REFRENCES:
WWW.TATASTEEL.COM
WWW.WIKIPEDIA.COM
BOOKS
Human Resource management Manan prakashan

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