A study on

EMPLOYER BRANDING

With Reference to
STEEL PLANT, VISAKHAPATNAM
A project report Submitted to Andhra University, Visakhapatnam
In partial fulfillment for the award of Degree in
BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTED BY

DADALA BHAVYA
Regd no.: 117127207020
Under the esteemed guidance of
Mrs. B.SILPA, M.H.R.M, M.B.A. (PhD)
Lecturer in Management Studies & project Guide

DEPARTMENT OF MANAGEMENT STUDIES

ADITYA DEGREE COLLEGE
Affiliated to Andhra University
ASILMETTA, VISAKHAPATNAM
2017-2020
 CERTIFICATE

This is to certify that the project entitled “A study on EMPLOYER

BRANDING ” with reference to STEEL PLANT
Visakhapatnam being submitted by DADALA BHAVYA
bearing Regd. No. 117127207020 in partial fulfillment of
requirements for the award of degree of Bachelors of Business
Administration in Aditya Degree College, Asilmetta, (Affiliated
to Andhra University) Visakhapatnam is a record of bonafide
work done by her, under the guidance and supervision.

Dr. K.JAGADEESWARA RAO

Principal

INTERNAL EXAMINER:
EXTERNAL EXAMINER:

______________________
_______________________
 CERTIFICATE

This is to certify that the project entitled “A study on

EMPLOYER BRANDING” with reference to STEEL
PLANT Visakhapatnam being submitted by DADALA
BHAVYA bearing Regd. No. 117127207020 in partial
fulfillment of requirements for the award of degree of
Bachelors of Business Administration in Aditya Degree
College, Asilmetta, (Affiliated to Andhra University)
Visakhapatnam is a record of bonafide work done by her, under
the guidance and supervision.

K.G.K.PATNAIK
HOD-Management Studies
 CERTIFICATE

This is to certify that the project entitled “A study on

EMPLOYER BRANDING”with reference to STEEL
PLANT Visakhapatnam being submitted by DADALA
BHAVYA bearing Regd. No. 117127207020 in partial
fulfillment of requirements for the award of degree of
Bachelors of Business Administration in Aditya Degree
College, Asilmetta, (Affiliated to Andhra University)
Visakhapatnam is a record of bonafide work done by her, under
the guidance and supervision.

B. SILPA
Project guide
 DECLARATION

I, DADALA BHAVYA Regd No. 1171272070 hereby declare

that this project report titled “A study on EMPLOYER
BRANDING” with reference to STEEL PLANT
Visakhapatnam has been submitted by me, to ADITYA
DEGREE COLLEGE, Visakhapatnam AFFILIATED TO
ANDHRA UNIVERSITY in partial fulfillment of the
requirement for the award of the degree of Bachelor of Business
Administration (B.B.A). I also declare that, this project is
originally prepared by me and not been submitted to any
university for the award of any degree.

Place: Visakhapatnam DADALABHAVYA

Date: Regdno. 117127207020
 CONTENTS

CHAPTER-1

 INTRODUCTION
 OBJECTIVES OF THE STUDY
 NEED FOR THE STUDY
 METHODOLOGY OF THE STUDY
 LIMITATIONS OF THE STUDY
CHAPTER-2

 INDUSTRY PROFILE
 COMPANY PROFILE
CHAPTER-3

THEORITICAL FRAMEWORK

CHAPTER-4

DATA ANALYSIS & INTERPRETATION

CHAPTER-5

 SUMMARY
 FINDINGS
 SUGGESTIONS
 CONCLUSION
BIBILOGRAPHY

ANNEXURE
CHAPTER –1
 INTRODUCTION

India is being widely recognized as one of the most exciting emerging economics in the world.
Besides becoming a global hub of outsourcing, Indian firms are spreading their wings globally
through mergers and acquisitions. During the first four months of 1997, Indian companies have
bought 34 foreign companies for about U.S. $11 billion dollars. This impressive development
has been due to a growth in inputs (capital and labor) as well as factor productivity. By the year
2020, India is expected to add about 250 million to its labor pool at the rate of about 18 million a
year, which is more than the entire labor force of Germany. This so called 'demographic
dividend' has drawn a new interest in the Human Resource concepts and practices in India. This
paper traces notable evidence of economic organizations and managerial ideas from ancient
Indian sources with enduring traditions and considers them in the context of contemporary
challenges.

Over many centuries India has absorbed managerial ideas and practices from around the world.
Early records of trade, from 4500 B.C. to 300 B.C., not only indicate international economic and
political links, but also the ideas of social and public administration. The world's first
management book, titled 'Arlhashastra', written three millenniums before Christ, codified many
aspects of human resource practices in Ancient India. This treatise presented notions of the
financial administration of the state, guiding principles for trade and commerce, as well as the
management of people. These ideas were to be embedded in organizational thinking for centuries
(Rangarajan 1992, Sihag 2004). Increasing trade, that included engagement with the Romans, led
to widespread and systematic governance methods by 250 A.D. During the next 300 years, the
first Indian empire, the Gupta Dynasty, encouraged the establishment of rules and regulations for
managerial systems, and later from about 1000 A.D. Islam influenced many areas of trade and
commerce. A further powerful effect on the managerial history of India was to be provided by
the British system of corporate organization for 200 years. Clearly, the socio-cultural roots of
Indian heritage are diverse and have been drawn from multiple sources including ideas brought
from other parts of the old world. Interestingly, these ideas were essentially secular even when
they originated from religious base.

The following wings like human resource department, commercial department, administrative
department, quality control department, medical department, training department and other labs
are situated in RINL as well as in steel plant also.
ROLE OF HUMAN RESOURCE MANAGEMENT IN THE ORGANISATION:

At all levels of the organization, managers and HR professionals work together to develop
employees' skills. For example, HR professionals advise managers and supervisors how to assign
employees to different roles in the organization, thereby helping the organization adapt
successfully to its environment. In a flexible organization, employees are shifted around to
different business functions based on business priorities and employee preferences.

An HRM team helps a business develop a competitive advantage, which involves building the
capacity of the company so it can offer a unique set of goods or services to its customers. To
build an effective human resources, private companies compete with each other in a "war for
talent." It's not just about hiring talent; this game is about keeping people and helping them grow
and stay committed over the long term.
 INTRODUCTION OF EMPLOYER BRANDING

Employer brand describes an employer's reputation as a place to work, and their employee
value proposition, as opposed to the more general corporate brand reputation and value
proposition to customers. The term was first used in the 1990s and has since become widely
adopted by the global management community. Minchin ton describes employer brand as "the
image of your organization as a 'great place to work' in the mind of current employees and key
stakeholders in the external market early (active and passive candidates, clients, customers and
other key stakeholders). The art and science of employer branding is therefore concerned with
the attraction, engagement and retention initiatives targeted at enhancing your company's
employer brand.

Employer branding is a term which means that companies market themselves and create a brand
so as to attract the top talent after becoming preferred employers. Employer branding creates a
positive perception in the mind of prospective employees. Companies want to become the
employer of the choice of right talent. To brand themselves, companies create EVP (Employer
Value Proposition) through employer branding activities which show the exclusive employer
offerings which are valuable to the top talent.

The subject of employer branding and its impact on employee perceptions is attracting great
interest from researchers and practitioners. The main aim of this research is to explore the
influence that employer branding has on employee retention. A detailed literature review of core
and contemporary academic contributions on the subject areas was carried out and there were
seven key themes identified within employer branding literature, which were: brand values,
induction and training, internal brand communication, organizational culture, rewards and
benefits, brand commitment, and employer brand management. Overall analysis of the literature
review indicates that employer branding is integrated into the organization and the various
employer brand attributes, and along with the organization’s culture, holds value for employees
and contributes to them staying employed within the company. These findings, along with
previous research, allow the conclusion that employer branding does have a clear influence on
employee retention. Scope for future research could include undertaking quantitative research
testing the devised conceptual framework, in addition to looking in more depth at the seven key
themes identified within retail employer branding to find out which brand attributes are valued
the most by employees. Moreover, other service organization set-ups could be researched in a
similar way to see if results are similar between services organizations, and the results can then
be generalized across the service sector.

Ambler and Barrow (1996) were some of the first academics to acknowledgethe concept of
employer branding, acknowledging its ability to attractpotential employees and retain current
talent. They defined the topicinitially as a package of benefits which is provided by an employer
duringemployment (Ambler & Barrow, 1996, p.187). Further research into theconcept by
Backhaus and Tikoo (2004) stated that employer branding is theprocess in which an identifiable
and unique identity as an employer is built.
More recently, Sivertzen, Nilsen and Olufsen (2013) proposed that employer branding is the
development of an organization’s image and reputation as aprospective employer and would
affect its ability to retain employees.Employer branding has progressively become a vital factor
for successwithinorganizations and has captured significant attention in recent years,being used
to appeal to potential employees whilst also engaging currentemployees within an organization
(Gulliver, 2009). Davies (2008) identifiedthe main features of employer branding involves:
OBJECTIVES OF THE STUDY

The following are the specific objectives of the study, which are summarized as follows:

 To study the genesis and concept of human resource anddevelopment with particular
reference to steel plant.

 To understand the responsibility of the human resource tocreate the employer brand in
the dynamic environment.

 To portray the organizational profile of steel plant with focuson employer branding.

 To access and analyze the brand of an employee in the steel plant.

 To appraise the executive and non-executive departments inthe organization.

 To determine whether the employer branding of creating image of the employee

proposition for all the employees.

 To make necessary suggestions to bring about the meaningful relationship for retaining
the best and successful employee for organization.

 To create the employee value proposition to convey the current desired employees or
prospective employees.

 To create the brand awareness of branding proposition to the employees as a format of

brand attractiveness to the skilled employees

 To get return on investment with branding strategies and policies of the potential
employees in steel plant.
 NEED FOR THE STUDY

This program mainly aims at identifying the employer branding in steel plant. The study is
needed to know how employer brand programs are functioning in the organization.

 Organizations are for the people, by the people, of the people. this is for mantra for the
corporate to boost the image now a days.

 Through the survey I tried to find the factors affecting the employer branding and this
project is used to know the employer brand and its importance of the employee image
and its employee value proposition.

 The study is aimed to know about their perceiving of retain9ing the best employee
towards their hard work and creativity to implement the better formulation regarding their
value in organization.

 As a part of this survey, a questionnaire has been prepare to administer them.

 The Human Resource Department is involved in activities that lead to the efficient &
effective Management of Human Resources.
 The Department identifies & develops Existing and Potential Human resources towards
meeting Organizational Needs.
 Helps to create a better corporate image.
 Fastens authenticity, openness and trust.
 Aids in organizational development
 Helps effective decision-making and problem solving.
 Aids in increasing productivity and quality of work.
 The employer brand evaluates the future assigning of nearer projects to be devasted
form.
 It helps to create strong company culture and reduce marketing costs.
 It is used as the better organization strategy to recruit better candidates.
 SCOPE OF THE STUDY

The scope of the study is extended only to the employees working in steel plant itdoesn’t cover
employees working in other divisions of steel plant in other cities. Tofulfill the objectives of this
research, the study is undertaken to analyze the employer branding followed at steel plant.

The scope of the study is as follows

 This study deals with the analysis of the effectiveness of the employer brandingin the
company.
 It also identifies the employee’s opinion towards the branding image in the company.
 The effectiveness of the present employer branding will be analyzed andsuitable
measures to improve the same may be suggested.
 The research study is limited to a sample size.
 The sample consisted is limited employees.
 The time provided for the study was very limited for the period of 45
 RESEARCH METHODOLOGY

The study was based on primary and secondary data. The primary data was collected through the
questionnaire on the employer branding provided by the company.
The questionnaire was distributed to few of the employees in each department from different
categories collected and put their frank opinion to the questions asked.

I even interacted with few employees orally and interviewed about their opinion in employer
branding of RINL. it could not be collected the given data in certain format of the driven. So I
opted to collect the data from both of the sides and got their opinions related through it.

Graphical representation of the major outcomes have also been represented. the secondary data
was also collected from the different websites and books.

PRIMARY DATA:
The data which has been collected from the organization is also called main hand data.
The primary data which is also been orally interviewed is of less amount regarding it.

Towards the accomplishment of the said objectives, information would be obtained from primary
as well as secondary data sources; Primary data will be generated by way of meeting different
executives concerned with brand image. Also a survey on employer branding is conducted by
means of a questionnaire to derive the brand effectiveness at VSP. Efforts will be directed in
obtaining the view of employees/ executives who represented their brand image.
SECONDARY DATA:

Secondary data are the data that has already been collected by someone else and whichalready
been passed through statistical process. This type of data is called as secondarydata. Internal data
has been collected through the manuals and records of the organization.External data was
collected through the books on human resource management and Journals.The survey will be
based on primary data, which is obtained through structuredquestionnaire. Analysis will be done
by using statistical tools like percentage method,weighted average method and correlation
technique.The sample size of the project done is 100. The sampling techniquesare 5 categories:

 random sampling technique: it is an analogous to collect the data in random segment

format.
 Systematic sampling technique: the data is collected in a order format.
 Convenience sampling: the data is been collected through readily available used data.
 Cluster sampling: it is accomplished by dividing through groups.
 Stratified sampling: it is divided into gender based and used of four techniques above it.

The technique used for survey is random sampling technique.

 LIMITATIONS

Limitations of the present study are specified below:

The findings of the present study cannot be generalized as they are based purely
limiting to the one unit of this singular organization without giving any comparisons to the
practices in similar industry. Being a company spread all over India, for all practical reasons and
limitations, we may not be able to travel to all Steel Plant units. Thus, this study limits to the
Visakhapatnam Steel Plant, Visakhapatnam only.

This study is more of professional oriented. Hence it cannot be constructed to denote and / or
purported to standardize as a model for this project.

The study is confined to Visakhapatnam steel plant with specific reference to training and
development programs. In view of time constraint, the study will be for a shorter period.
Information regarding the outcome of employer branding will be evaluated on general terms but
not on scientific terms.

 The time constraint is there to study all the policies of VSP, as it is a very vast
topic.
 Sample size collected is not very large.

 Subjectivity on this part in interpretation and analysis.

 CHAPTER-2
INDUSTRY PROFILE AND COMPANY PROFILE
 INDUSTRY PROFILE

On 17 April 1970, the Prime Minister of India, the Indira Gandhi, announced the government's
decision to establish a steel plant at Visakhapatnam. With the offer of assistance from the
government of the erstwhile USSR, a revised project evolved some years later. A detailed project
report for a plant with a capacity of 3.4 Mtpa was prepared in November 1980 and in February
1981, a contract was signed with the USSR for the preparation of working drawings of
ovens, furnace and sinter plant. The blast furnace foundation was laid, with first mass concreting,
in January 1982. The construction of the local township was also started at the same time. In the
1970s, KurupamZamindars donated 6,000 acres of land for Vizag Steel Plant. A new
company Rastriyaisphatnigam limited (RINL) was formed on 18 February 1982. Visakhapatnam
Steel Plant was separated from SAIL and RINL was made the corporate entity of Visakhapatnam
Steel Plant in April 1982. Vizag Steel Plant is the only Indian shore-based steel plant and is
situated on 33,000 acres (13,000 ha) and is poised to expand to produce up to 20 MT in a single
campus. Turnover in 2011-2012 was Rs 14,457 crores. On 20 May 2009, ex-Prime
Minister manmohan Singh launched the expansion project of Visakhapatnam Steel Plant from a
capacity of 3.6 MT to 6.3 MT at a cost of Rs. 8,692 crores. But the investment was revised to
14,489 crores with the following classification.

 Expenditure for the financial year 2009-10 Rs 1840 crores.

 Rs 5883 crores since inception of the project.
 Total commitment, including enabling works, steel procurement, consultancy, spares, etc.
is Rs 11591 crores as of 25 March 2010.
The expansion project is expected to become functional by 2012. Currently, the steel
plant has completed the expansion from 3.6 MT to 6.3 MT with a total investment of
Rs.12, 300 crore. The company has planned to expand its production capacity
further by one more MT which requires an investment of Rs.4,500crore.
History of steel

Steel was discovered by the Chinese under the reign of Han dynasty in 202 BC till 220
AD. Prior to steel, iron was a very popular metal and it was used all over the globe.
Even the time period of around 2 to 3 thousand years before Christ is termed as Iron
Age as iron was vastly used in that period in each and every part of life. But, with the
change in time and technology, people were able to find an even stronger and harder
material than iron that was steel. Using iron had some disadvantages but this alloy of
iron and carbon fulfilled all that iron couldn‘t do. The Chinese people invented steel as
it was harder than iron and it could serve better if it is used in making weapons. One
legend says that the sword of the first Han emperor was made of steel only. From
China, the process of making steel from iron spread to its south and reached India.
High quality steel was being produced in southern India in as early as 300 BC. Most
of the steel then was exported from Asia only. Around 9th century AD, the smiths in
the Middle East developed techniques to produce sharp and flexible steel 26 blades. In
the 17th century, smiths in Europe came to know about a new process of cementation
to produce steel. Also, other new and improved technologies were gradually
developed and steel soon became the key factor on which most of the economies of
the world started depending. Steel is an alloy of iron and copper containing less than
2% carbon and 1% manganese and small amounts of silicon, phosphorous, sulphur
and oxygen. Steel is the world’s important engineering and construction material. It is
used in every aspect of our lives; in cars and construction products, refrigerators and
washing machines, cargo ships and surgical scalpels. Steel is not a single product;
there are more than 3500 different grades of steel with many different physical and
chemical properties.
Innovative light weight steel construction such as in automobile and rail vehicle
construction help to save energy and resources. Steel industry was in vanguard in
the liberalization of the industrial sector and has made rapid strides since then.

India got into the steel making in the early20th century when JRG Tata set up the
first steel mill in the country in 1907 in Jamshedpur. Since then, the steel industry
has undergone a lot changes but the Tata Iron Steel Company industry continues
to be the largest private steel maker in the country. The steel industry in the 70s
and 80s was dominated by TISCO &SAIL .With the price control regime in place,
the steel companies could turn in a profit without any major effort. But the
situation soon changed when the country decided to open the doors foreign
investment in 1991. The pricing mechanism of joint plant committee, which has
been operating from 1964, was abolished with effect from January 1992.

In the initial economic reforms, industrialists saw the economy growing at 7% per
annum and since steel consumption is directly linked to the growth in economy,
it was assumed that demand for steel industry would explode. This led to huge
flow of investments into steel industry and many EAF based steel units were set
up. The 1st phase (1914- 1947) of its evolution can be traced to the beginning of
20th when the steel industry made a beginning as an icon of active patriotism ,
thanks to the pioneering spirit of “Swedish” entrepreneurs in the private sector.
This period saw a small but viable steel capacity of about 1 million tones.
Although the initial years justified these assumptions and steel consumption really
took
off,thisscenariowasnottocontinueforlong.Thepoliticalinstabilityandtheresultantslo
wdown. The South East Asian economic crises were of course, the final on
theconfine.
Duringthesecondphase(1947-
1992),inthehandsofclearlyplannersthisindustrybecame an important instrument for
attaining rapid economic growth because of two inherent advantages enjoyed by it
.firstly. India’s fast reserves of basic raw materials conferred a certain competitive
advance to this industry. Secondly the wide –ranging linkages, both forward
&backward sector has with the rest of the economy made it an ideal catalyst for
generating and sustaining economic development. Steel was discovered by the
Chinese under the reign of Han dynasty in 202BC till 220AD. Prior to steel iron
was a very popular metal and it was used all over the globe. Even the time period
of around 2 to 3 thousand year before Christ is termed as Iron Age as iron was
vastly used in that period in each and every part of life. the Chinese people
invented steel as it was harder than iron and it could serve if it is used in making
weapons.

High quality steel was being produced in southern India in as early as 300BC.
Around 9thcentaury A.D, the smiths in the Middle East developed techniques to
produce sharp and flexible steel blades.
STEEL INDUSTRY

Indian Steel industry has always remained isolated and protected by Government, where
the steel industry was never expected to generate profit from business, but was expected to
provide employment to the unemployed. Presently India is operating with open-hearth furnaces.
The existing equipment and labour in Indian Steel industry are much low than the developed
countries

Indian Steel industry generates a significant amount of waste materials, which can cause
environmental problems. The four aspects of “Waste Management” namely – residue, reprocess,
recycle and recovery do not hold much ground in the Indian Steel Industry. The Indian
companies cannot spend more for pollution control. The energy consumption per tone is 50-
100% higher than that of the International norms

The Indian steel industry has developed a bit in the recent years. The production is going on
properly. Many techniques are being implemented in the steel industries. The country’s aim is to
sell Quality steel. The government is also helping the steel industries in this basis.

The development of steel industry in India should be viewed in conjunction with the type
and system of government that had been ruling the country. The production of steel in significant
quantity is started after 1990. The growth of steel industry can be conveniently started by
dividing the period into pre and post independence era. In the period of pre Independence, steel
production was 1.5 million tonnes per year, which was raised to 9.0 million tones of target by the
seventies.
 CONTRIBUTION OF GLOBAL STEEL INDUSTRY

The countries like China, Japan, India and South Korea are in the top of the above in
steel production in Asian countries. China accounts for one third of total production
i.e. 419m ton, Japan accounts for 9% i.e. 118 m ton, India accounts for 53m ton and
South Korea is accounted for 49m ton, which all totally becomes more than 50% of
global production. Apart from this USA, BRAZIL, UK accounts for the major chunk
of the whole growth.

STEEL INDUSTRY IN INDIA

Steel has been the key material with which the world has reached to a developed
position. All the engineering machines, mechanical tools and most importantly
building and construction structures like bars, rods, channels, wires, angles etc are
made of steel for its feature being hard and adaptable. Earlier when the alloy of steel
was not discovered, iron was used for the said purposes but iron is usually prone to
rust and is not so strong. Steel is a highly wanted alloy over the world. All the
countries need steel for the infrastructural development and overall growth. Steel has a
variety of grades i.e. above 2000 but is mainly categorized in divisions – steel flat and
steel long, depending on the shape of steel manufactured.. Steel long Category
includes steel products in long, bar or rod shape like reinforced rods made of sponge
iron. The steel long products are required to produce concrete, blocks, bars, tools,
gears and engineering products. After independence, successive governments placed
great emphasis on the development of an Indian steel industry. India's Steel
production more than doubled during the 1980s but still did not meet the demand in
the mid-1990s, the government was seeking private-sector investment in new steel
plants. The most recent addition is a 3 Mt integrated steel plant with modern
technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40%
of India's crude steel production. SAIL comprises of nine plants, including five
integrated and four special steel plants.
 RISK FACTORS
Even though India is now one of the world‘s top ten steelmakers its domestic output is
insufficient to meet the demand in all segments. In 2005, some 4.7 million tons of
steel were imported, compared with only 2.2 million ten years earlier (an annual
increase of 8%). The 31 growth in Indian import demand in 2005 of around 2 million
tons is roughly equivalent to the total annual output of Hungary. Low steel prices
smooth the way for imports from Russia, Ukraine and Kazakhstan. The geographical
proximity of Japan, South Korea and China makes them important suppliers as well.
We do not expect India to be self-sufficient in many segments over the medium term.
There are several reasons for this: firstly, steel consumption is rising very fast because
of the prospective dynamic economic growth. Secondly, there is demand for high-
quality products which India will not be able to supply in sufficient quantities for the
foreseeable future. These include products with surface finishing that helps them to be
more durable and retain their value for longer. In general, the trend towards weight-
optimized components persists; this improves the prospects for Western European
exporters in the Indian market. As a member of the WTO (since 1995) India is obliged
to gradually abolish import restrictions, so importing steel should be far less
problematic in future.
PROBLEM OF STEEL INDUSTRY

Non-availability of good quality raw material is another problem faced by iron and steel
industry. The modern giant blast furnace needs high-grade iron ore and good metallurgical coal.
Another problem faced by the steel industry related to the difficulty in getting zinc supplies for
the continuous galvanizing line.

GOVERNMENT CONTROL AND PRICING POLICY

Since 1941, India steel and iron industry was almost completely state regulated. Both prices and
distribution of steel were under the control of Govt. The Govt. decided to remove statutory
control over the price and distribution of all, but a few categories with effect from 1st March
1964 the Govt., supervise the steel and iron inducted according to the recommendation of Raj
committee. But Raj committee in fixing the steel price didn’t regulate the price of the raw
materials.

LACK OF TECHNICAL PROBLEMS

Bhili had executed orders for shipment of rails to Iran, South Korea and Malaysia. Because of
technical limitations, Rourkela plant its unable substitute aluminum of Zinc for the production of
galvanized sheet apart from source internal technical problems; our technology in the field of
steel production is not a developed one when compared to other advanced countries. For
instance, Japan is production quality steel in spite of importing raw material and additional
material from other country.
COKE OVENS

 Sinter plant
 Blast furnace
 Calcining and Refractory Material Plant
 Steel Melt Shop and Continuous Casting
 Light Medium Merchant and Structural Mill
 Wire rod mill
 Steel melt shop
 THERMAL power plant

FUNCTIONS OF COAL CHEMICAL PLANTS

Coke Dry Cooling Plant
Gas Condensation Section
Ammonium Sulphate Section
Benzol Recovery
Final Gas Cooling and Naphthalene Washing
Dry Purification Unit
Tar Distillation Plant
From the store yard, the coking coal is sent to foreign material remove section to remove
foreign matter of above 150 mm size. Iron traps for ferromagnetic articles and cylindrical
screens are provided for this. 16 no’s of bins each 800 tones capacity are provided along with
continuous action feeders of up to 100 tones per hour capacity each. After blending the
material is crushed to take care of petrographic non-uniformity, high hardness and mineral
content of crushed and blended coal (74-78% of 3mm size is conveyed to two coal towers each
of 4000 T capacity. Weighbridges are provided under coal towers to weigh the coal charge.
System of pneumatic blow down of blend is provided in the coal tower to take care of
jamming of Coal.

FIXED AND VARIABLE INPUTS

Primarily, there are two kinds of inputs fixed and variable. A plant and a factory shed
are examples of fixed inputs (or factors) of production. These inputs are called "fixed"
inputs as the quantities needed of these inputs remain fixed, up to point, as the
quantity produced of the product (the output) increases. Using the steel industry as an
example, a blast furnace used in producing steel is considered a fixed input—Better
Steel Corporation can produce more steel by using more raw materials, and get more
production out of the existing blast furnace. It should be noted that fixed input does
remain fixed for all levels of output produced. As the scale of production increases,
the existing plant may no longer suffice. Suppose that the blast furnace chosen by the
steel firm can, at the very maximum, produce 100,000 tons of steel per day. If Better
Steel Corporation needs to supply 150,000 tons of steel per day (on average), it has to
add to capacity—that is, it has to install a new blast furnace. Thus, even a "fixed
input" does not remain fixed forever. The period over which a fixed input remains
fixed is called the "short run." Over the "long run," even a fixed input varies. Inputs
that vary even in the short run are called "variable" inputs. In the above example of
steel manufacturing, iron ore serves as a variable input. Given the fixed input (the
blast furnace in this case), increasing the quantity of the variable input (iron ore) leads
to higher levels of output (steel). For a manufacturing firm, it is not important what
combination of fixed and variable inputs is used. As a firm is interested in maximizing
profits, it would like to minimize costs for any given level of output produced. Thus,
costs associated with inputs (both fixed and variable) are the main concern of the firm
engaged in the production of a commodity.
CHEMICAL FORMULATION OF STEEL PLANT: -

CARBON EQUIVALENT = (C+MN/6 + Cr+Mo+V/5 +Cu+Ni/15)

THE PROCESS OF STEEL STRUCTURE:

The steel structure formation is based on the above equation and the certifying process of IS-
2062 and by grading of equivalent are 8 grades and 4 sub grades to formulate.
The process of steel fabrication involves grinding, welding, cutting, bending, drilling,
punching, burning or melting and other general crafting methods using various high-quality
tools and CNC equipment. The entire steel fabrication process is systematic and requires
utmost planning, precision, and knowledge. Steel fabricators are well aware of all the crucial
steps and measures that need to be taken care of in the fabrication process. Structural steel is
usually fabricated to create structures like beams, trusses, hollow sections, angles and plates.
These steel members must be accurately fabricated before assembling them together. All
component parts of these members are fitted-up temporarily with rivets, bolts, or small
amounts of welds. Various fastening methods are employed to deliver different types of
finishes. Finishing is generally performed by milling, sawing or other suitable methods.

CONSTRUCTION NEEDS:
First and foremost, it’s crucial to know the type of structure you want to construct. Commercial
structures have a distinct designing process. Similarly, residential structures are totally
dissimilar from industrial structures. Hence, all the structures demand different types of
construction processes. Moreover, any and every type of construction process requires unique
structures varying in sizes, dimensions, and designs. Each structure has to be specifically
designed and fabricated before constructing and assembling them together. For any joint to be
site welded, the members will have to be held securely in position such that the setup for
welding is accurate and rigid.

ERECTION PROCESS:
Mobile Elevating Work Platforms (MEWPs) and cranes are predominantly used in the erection
of steel structures for buildings and bridges. However, there various other techniques that are
sometimes used for constructing steel bridges. Cranes are usually divided into two broad
categories, mobile and non-mobile cranes. Truck mounted, crawler and all-terrain cranes are
included in the first category, while tower cranes are included in the second category.
The MEWPs can be used both on the ground and on the partly erected steel structure, in order
to erect lighter steel elements. These MEWPs are used to access the steelwork during erection
to bolt up the pieces lifted by the crane. Important measures need to be taken before using the
MEWPs such as first checking if the steel structure can support the weight of the MEWP and
then determining whether they should be used on the ground or on the erected structures.

STEEL ERECTION:
There are four primary tasks that need to be considered before the steel erection process.
It is extremely important to establish the foundations and confirm if they are suitable and safe
for erection to commence.
With the help of cranes or sometimes by jacking, lifting and placing components into position
is essential. Additionally, to secure the components in place, bolted connections are made but
they may not be fully tightened. Similarly, bracings may not be fully secured.
Aligning the structure is essential, principally by checking that column bases are lined and
leveled and columns are plumb. To allow column plumb to be adjusted, packing in beam-to-
column connections may need to be changed.
Last but the least, bolting-up is required, which means completing all the bolted connections
to secure and impart rigidity.

Steel fabrication and erecting steel structures are a lengthy process and they require immense
skills, knowledge, and practice. Our steel fabricators at Northern Weld arc use the best steel
fabrication tools and equipment to ensure that the fabrication and erection processes of steel
structures are done with accuracy and perfection.

STEEL INDUSTRY IN INDIA:

Steel has been the key material with which the world has reached to a developed position. All
the engineering machines, material tools and most importantly building and construction
structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard
and adaptable earlier when the alloy of steel was not discovered, iron was used for the said
purposes but iron is usually prone to rust and is not so strong. Steel is a highl y wanted alloy
over the world. All the countries need steel for the infrastructural development and overall
growth.
Steel has a variety of grades i.e. above 2000 but is mainly constituted in to divisions-steel flat
and steel long, depending on the shape of steel manufactured. Steel flat includes steel products
in flat, plates, sheet or strip shapes the plate-shaped steel products are usually 10 to 200mm
and thin rolled strip products are of 1 to 10mm in dimension. Steel flat is mostly used in
contraction, shipbuilding, pipes and boiler applications. Steel long category includes steel
products in long, bar or rod shape like reinforced rods made of sponge iron. These steel long
products are required to produce concrete, blocks, bars, tools, gears and engineering products.

The most recent addition is a 3 mt integrated steel plant with modern technology at
Visakhapatnam. SAIL accounts for over 40% of India’s crude steel production. SAIL
comprises of nine plants, including five integrated and four special steel plants .of this one was
nationally and two were set up in collaboration with foreign companies. SAIL also owns mines
and subsidiary companies.
After independence, successive governments placed great emphasis on the development of an
Indian steel industry. In financial year in 1991, the 6 major plans, of which 5 were in the public
sector, produced 10 million tons. The rest of indian steel production, 4.7 million tons, came
from 180 small 29 plans, almost all of which were in the private sector. India’s steel
production more than doubled during the 1980’s but steel did not meet the demand in the mid -
1990’s,the government was seeking private-sector investment in new steel plant. Production
was projected to increase substantially as the results of plans to set up 1 million tons steel plant
and three pig iron plans totaling 600,000 tons capacity in west Bengal, with Chinese technical
assistance and financial investment.
DEMAND OF STEEL IN INDIA:-

Driven a booming economy concomitant demand levels, consumption of steel has grown by
12.5% during the last three years well above the 6.9% envisaged in the national steel policy. steel
consumption amounted to 58.45 empty in 2006 – 2007 compared to 50.27 empty in 2005 –
2006, recording a growth rate of 16.3%, which is higher than the world average, during the first
half of the current year , steel consumption is grown by 16%. As study done by the credit Sussex
group says that Indian steel consumption will continue to grow by 17% annually till 2012 fueled
by demand for construction projects worth QSS 1 trillion

The scope for raising the total consumption of steel in the country’s huge ,as the per
capita steel consumption is only 35 kgs compared to 150 kg in the world and 250 kg in
china.ith this surge in demand level, steel producers have been reporting encouraging
results. For example, the top 6 companies which account for 70% for the total
production capacity, has recorded a year on year growth rate of 13.4% ,15.7% and
11.7% in net sales , operating profit and net profit respectively ,during the second
quarter of 2007- 2008 we expect strong demand growth in India over the next five
years, driven by a boom in construction ( 43%- plus of steel demand in India). Soaring
demand by sectors 30 like infrastructure, real estate and automobiles, at home and
abroad, has put Indian steel industry on the world steel map.
MAJOR PLAYERS OF STEEL INDUSTRY IN INDIA

Public Sector (A) Steel Authority of India Limited (SAIL) Steel Authority of India
Limited (SAIL) is a company registered under the Indian Companies Act, 1956 and is
an enterprise of the Government of India. It has five integrated steel plants at Bhili
(Chhattisgarh), Rourkela (Orissa), Durgapur (West Bengal), Bokhara (Jharkhand) and
Burnpur (West Bengal). SAIL has three special and alloy steel plants viz. Alloy Steels
Plant at Durgapur (West Bengal), Salem Steel Plant at Salem (Tamilnadu) and
Visvesvaraya Iron & Steel Plant at Bhadravati (Karnataka). In addition, a Ferro Alloy
producing plant Maharashtra Elektrosmelt Ltd. at Chandrapur is a subsidiary of SAIL.
SAIL has Research & Development Centre for Iron & Steel (RDCIS), Centre for
Engineering & Technology (CET), SAIL Safety Organization (SSO) and Management
Training Institute (MTI) all located at Ranchi; Central Coal Supply Organization
(CCSO) at Dhabi; Raw Materials Division (RMD), Environment Management
Division (EMD) and Growth Division (GD) at Kolkata. The Central Marketing
Organization (CMO), with its headquarters at Kolkata, coordinates the country-wide
marketing and distribution network. (B) Rashtriya I spat Nigam Ltd. (RINL) RINL,
the corporate entity of Visakhapatnam Steel Plant (VSP) is the first shore based
integrated steel plant located at Visakhapatnam in Andhra Pradesh. The plant was
commissioned in August 1992 with a capacity to produce 3 million tonne per annum
(Mtpa) of liquid steel. Right from the year of its integrated operation, VSP established
its presence both in the domestic and international markets with its superior quality of
products. The company has been awarded all the three International standards
certificates, 41 namely, ISO 9001:2000, ISO 14001: 1996 and OHSAS 18001: 1999.
RINL was accorded the prestigious ‗Mini Ratna‘ status by the Ministry of Steel, Govt.
of India in the year 2006 and the company is gearing up to complete the ambitious
expansion works to increase the capacity to 6.3 Mtpa by 2009. RINL has prepared a
road map to expand the plant‘s capacity up to 16 Mtpa in phases.

Metal Scrap Trade Corporation Ltd. (MSTC) MSTC Ltd. (formerly Metal Scrap
Trade Corporation Ltd.) was set up on the 9th September, 1964 as a canalizing
agency for the export of scrap from the country. With the passage of time, the
company emerged as the canalizing agency for the import of scrap into the
country. Import of scrap was de-canalized by the Government in 1991-92 and
MSTC has since then moved on to marketing ferrous and miscellaneous scrap
arising out of steel plants and other industries and importing Coal, Coke,
Petroleum products, semi finished steel products like HR Coils and export
primarily Iron ore. The Company has also established an e-auction portal and
undertakes e-auction of Coal, Diamonds and Steel Scrap and has developed an
procurement portal in house.

Ferro Scrap Nigam Ltd. (FSNL) FSNL is a wholly owned subsidiary of MSTC
Ltd. with a paid up capital of Rs. 200 lakh. The Company undertakes the recovery
and processing of scrap from slag and refuse dumps in the nine steel plants at
Rourkela, Burnpur, Bhilai, Bokaro, Visakhapatnam, Durgapur, Dolvi, Duburi &
Raigarh. The scrap recovered is returned to the steel plants for recycling/ disposal
and the Company is paid processing charges on the quantity recovered at varying
rates depending on the category of scrap. Scrap is generated during Iron & Steel
making and also in the Rolling Mills. In addition, the Company is also providing
Steel Mill Services such as Scarfing of Slabs, Handling of BOF Slag, etc.
Hindustan Steelworks Construction Ltd. (HSCL) HSCL was incorporated in June
1964 with the primary objective of creating in the Public Sector an organization
capable of undertaking complete construction of modern integrated Steel Plants.
HSCL had done the construction work of Bokaro Steel Plant, Vizag Steel Plant
and Salem Steel Plant from the inception till commissioning and was associated
with the expansion and modernization of Bhilai Steel Plant, Durgapur Steel Plant,
IISCO (Burnpur) and also Bhadravati Steel Plant. The company has developed its
expertise in the areas of Piling, Soil investigation, Massive foundation work, High
rise structures, Structural fabrication and Erection, Refractory, Technological
structures and Pipelines, Equipment erection, Instrumentation including testing
and commissioning.

The company has also specialized in carrying out Capital repairs and Rebuilding
work including hot repairs of Coke Ovens and Blast Furnaces and other allied
areas of Integrated Steel Plants.

MECON LTD. MECON is one of the leading multi-disciplinary design,

engineering, consultancy and contracting organization in the field of iron & steel,
chemicals, refineries & petrochemicals, power, roads & highways, railways, water
management, ports & harbors, gas & oil, pipelines, non ferrous, mining, general
engineering, environmental engineering and other related/ diversified areas with
extensive overseas experience. MECON, an ISO: 9001- 2000 accredited
company, registered with World Bank (WB), Asian Development Bank (ADB),
European Bank for Reconstruction and Development (EBRD), African
Development Bank (AFDB), and United Nations Industrial Development
Organization (UNIDO), has wide exposure and infrastructure for carrying out
engineering, consultancy and project management services for mega projects
encompassing architecture & town planning, civil works, structural works,
electric, air conditioning & refrigeration, instrumentation, utilities, material
handling & storage, computerization etc. MECON has collaboration agreements
with leading firms from the USA, Germany, France, Italy, Russia, etc. in various
fields. The authorized share capital of the company is Rs. 10,400 lakh (previous
 year Rs. 4,100 lakh) against which the paid up capital is Rs. 10,313.84 lakh
(previous year Rs. 4,013.84 lakh).

TOTAL AND AVERAGE COSTS

A manufacturing firm, motivated by profit maximization, calculates the total cost
of producing any given output level. The total cost is made up of total fixed cost
(due to the expenditure on fixed inputs) and total variable cost (due to the
expenditure on variable inputs). Of course, the total fixed cost does not vary over
the short run—only the total variable cost does. It is important for the firm also to
calculate the cost per unit of output, called the "average cost." The average cost
also is made up of two components—the average fixed cost (the total fixed cost
divided by the number of units of the output) and the average variable cost (the
total variable cost divided by the number of units of the output). As the fixed costs
remain fixed over the short run, the average fixed cost declines as the level of
production increases. The average variable cost, on the other hand, first decreases
and then increases—economists refer to this as the U-shaped nature of the average
variable cost. The U-shape of the average variable cost (curve) occurs because,
given the fixed inputs, output of the relevant product increases more than
proportionately as the levels of variable inputs used increase—this is caused by
increased efficiency due to specialization and other reasons. As more and more
variable inputs are used in conjunction with the given fixed inputs, however,
efficiency gains reach a maximum—the decline in the average variable cost
eventually comes to a halt. After this point, the average variable cost starts
increasing as the level of production continues to increase, given the fixed inputs.
First decreasing and then increasing average variable cost leads to the U-shape for
the average variable cost (curve). The combination of the declining average fixed
cost (true for the entire range of production) and the U-shaped average variable
cost results in the U-shaped behavior of the average total cost (curve), often
simply called the average costs.

ECONOMIES OF SCALE AND INTERNATIONAL TRADE

Participating in foreign trade is considered an important way to reap advantages of
unrealized potential of economies of scale. Usually, foreign trade is based on
specialization each country specializing in production of goods and services in which
it has the comparative advantage. With the possibility of the benefits from economies
of scale, there are advantages in engaging in specialization and foreign trade even if
there is no difference among countries with respect to the economic efficiency with
which they produce goods and services. As an example, suppose that a country may
experience economies of scale in producing a particular 37 commodity (for instance,
steel). However, this country is producing this commodity at such a low output level
that the average cost per unit of the output is high. Due to the high average cost it does
not have the comparative advantage in exporting this product to foreign countries.
Now, assume that this country specializes in production of this commodity and
exports to another country. If economies of scale exist in steel and aluminum
industries, firms can serve the combined markets of both countries and supply both
goods at lower prices (assuming some of the advantages of lower costs are passed on)
than if they only reach their respective domestic markets. This is a major argument for
an international economic association such as the European Common Market. In
addition to the pure economies of scale in production, there are "economies of scale"
in learning associated with specialization in the foreign trade context.. In the aircraft
and machine tool industries, manufacturers are well aware of reductions in average
costs due to learning. It has been estimated that the average cost per unit of new
machine tools tends to decline by 20 percent each time the cumulated output is
doubled, due to improvement in efficiency through learning by individuals and
organizations. In such a case, specialization can reduce average costs and retail prices
to lower levels than if each nation attempts to be self-sufficient in the products subject
to economies of scale in learning.

SUPPLY OF STEEL IN THE INDIAN MARKET:-

Over the past ten years, India’s crude steel output rose nearly 7% per year to 55.3 million tons,
while global crude steel output increased by 4% (Germany managed an increase of just under 1%
p.a.). Although India is the world’s eighth largest steel producer, the its 3%-plus share of global
steel output is still very low; it is roughly the same as Ukraine’s share of world steel production.
China, the world’s biggest steelmaker, produces nearly ten times as much as India. In 2005
India’s crude steel output of 46.5 million tons was 8% higher than in 2004; only in china was the
growth rate considerably higher at 15%. By contrast, production volumes fell in the US and the
EU-35 by early 5% and roughly 4% respectively. In the first five months of 2006 Indian steel
production continued to expand determining attain 10%. We forecast a significant increase in
output by the Indian steel industry medium range. The entire industry’s contribution to the gross
domestic product should rise at the extravagantly years to more than 30%- compared to just
fewer than 37% at present . the growth derives at the expanding client industries automotive
engineering(production up to 16% between 2000 and 2005), mechanical engineering(up 10%
p.a.) and construction (up 6% p.a.).

EXPORT AND IMPORT OF STEEL FROM INDIA:

The steel exports of India over the decade have the growth of annual growth rate of 22.27%
against CAGR of imports of steel, which accounted 14.20% in the respective period. In 1991-
1992, very inception of the liberalization, the steel exports amounted to 368 thousand tons,
which increased year by year and reached to 5221 thousand tones in 2003-2004. It accounted for
the thirteen-fold increase over the period.

The annual growth rates of exports of steel for the period showed the fluctuating trend, which
ranged between -14.41% in 1994-1995 and 101.36 in 1992-1993. In 2003-2004, the growth rate
was 15.87%.

EXPORTS OF IRON AND STEEL:

 Iron and steel re freely exportable.

 Advance licensing scheme allows duty free import of raw material for exports.
 Duty entitlement pass book scheme (depb) introduced to facilitate exports. Under this
scheme exporters on the basis of entitlement rate are granted due credits which would
entitle them to import duty free goods. The DEPB benefit on export of various
 categories of steel item scheme has temporarily with drawn from 27thmarch 2008, to
increase availability in the domestic market.
ECONOMIES OF SCALE AND OLIGOPOLGY

An oligopoly is a market form in which there are only few sellers of similar products. Low
costs of production (cost per unit or the average cost) only can be achieved if firm is producing
an output level that constitutes a substantial level portion of the total variable market .this in turn,
leads to the small number of firms in the industry, each supplying the portion of the total market
of the demand.

PRODUCTION FUNCTION AND INPUTS:

Production of a product(or set of a products generally based on the technological relationship-

amounts of a certain factors of production (inputs) are converted into product based on some
technological constraints. the technological relationships are termed by the economists as the
“production function”. In more technical terms, the production function can be defined as the
function that shows the most output that existing technology permits the manufacturing for firm
to extract from each quantity of inputs. The production function which summarizes the
characteristics of the existing technology at a given time. For example, suppose Better Steel
Corporation decides to produce a certain quantity of steel. It can do so in many ways it can
choose from among available technological choices: it can use open- 34 hearth furnaces basic
oxygen or electric furnances similarly, Better Steel Corporation can choose from various types of
iron ore, coal. Given that Better Steel has decided to produce a certain quantity of steel, which
production technique will it use; that is, what particular combination of inputs will it decide on?
An economists’ answered to this question is : The one that maximum firm’s cost’s and
maximum its profits .given that a technology has been choosen, in general, as inputs used in the
production of a commodity increase the total output increases as well it is useful to understand
different kinds of inputs.
RASHTRIYA ISPAT NIGAM LIMITED:

RashtriyaIsphat Nigam Ltd, (abbreviated as RINL), also known as Vizag Steel, is

a Public steel producer based in Visakhapatnam, .RashtriyaIsphat Nigam Limited (RINL) is
the corporate entity of Visakhapatnam Steel Plant (VSP), India’s first shore-based integrated
Steel Plant built with state-of-the-art technology and a prime producer of long steel products in
the country having extensive market in infrastructure, construction, automobile, electrical and
forging industry. With an annual turnover of around `20,000 crores, VSP is gearing up
production to achieve rated capacity of 7.3 Mtpa liquid steel having three Captive Mines and
25 Marketing Branches Pan India. Forged Wheel Plant is another unit of RINL being set up at
Raebareli, Uttar Pradesh

Making of steel and Sri Tennetiviswanadham was one such personality. Struggle of thousands
of such personalities has paved a way for establishing such a big steel plant. The activities
kicked off by appointing site selection committee in June 1970 and subsequently committee
report was approved for site. In January 1971, then PM of India has laid the foundation stone.
Consultants were appointed in February 1971 and feasibility reports were submitted in 1972.
The first block of land was taken over in April 1974. was appointed as the consultant for
preparing the detailed project report in April 1975, and in October 1977 they have submitted
the report for 3.4 MTPA of liquid steel. With the government of erstwhile USSR's offer for
assistance, a revised project concept was evolved. DPR for a plant capacity of 3.4 MTPA was
prepared by M.s M.N.Dastur&Co in November 1980. In February 1981 contract was signed
with Soviet-Union for preparation of working drawings for coke ovens, blast furnace and sinter
plant. The blast furnace foundation was laid with first mass concreting in the project in January
1982. The construction of township also started.
RINL was wholly owned by the Government of India previously but due to huge loss
government sold its share so it is now Public. In November 2010, the company was granted
the Navaratna status by the Government of India. In September 2011, the government
announced plans to divest 10% of its stake in RINL via an initial public offering

THE STEEL PLANT PRODUCTS ARE AS FOLLOWS:-

 PRODUCT MIX

BILLETS GRADES

 SPECIAL STEEL

LMMM ROUNDS BILLETS

 EXPORTS
 WIRE RODS:

For cold heading, tyre- bead, concrete amourning.

 TMT REBARS
 STRUCTURALS
 PLAIN ROUNDS(structural, spring steel, case hardening steel)
 BY PRODUCTS

1. Ammonium sulphate

2. Crude coal

3. Tar

4. Coal tar fuel

5. Hot pressed naphthalene

6. Drained naphthalene oil

7. Phenol reactions

8. Toluene
 9. Anthracine oil

10. Heavy crude oil

STEEL PLANT BLAST FURNANCES:

The facilities are

 Two blast furnaces of 3200 cum.

 One blast furnace of 3800 cum useful volume.

Features of 1 & 2 furnace

 Charging of blast furnace

 Circular cost house with four tap holes& no slag notch.
 Cast house slag generation plant.

EXPANSION OF STEEL PLANT:

 Physical work for all units are done except 2 mills.

 Special bar mill & structural mix.
 COMPANY PROFILE

The government of India has decided to set up an steel integrated plant at Visakhapatnam steel
plant was the effect of the persistent demands and mass movements. It IS another step towards.
increasing the country’s steel production. The decision of the government to set up an integrated
steel plant was laid down by the then prime minister smt.Indira Gandhi. The prime minister laid
the foundation stone on 20th January 1971.

The consultant, M/S M N Duster &co (pvt) ltd. Submitted a techno-economic feasibility report
February 1972, and detailed project report for the plant, with an annual capacity of 3.4 million
tons. of liquid steel.

The government of India and USSR signed an agreement on 12th June 1979 for the co-operation
in setting up 3.4 million tones integrated steel plant. The project was estimated to cost to Rs.3,
ation897.28 cores based on prices as 4th quarter of 1981. However, on completion of the
construction and commissioning of the whole plant in 1992, the cost escalated to Rs.8, 755 cores
based on prices as on 2nd quarter of 1994. Unlike other integrated steel plant in India,
Visakhapatnam steel plant is one of the most modern steel plant is one of the most modern steel
plants in the country. The plant was dedicated it the nation on 1st august 1992 by the then prime
minister, sri.P.V. Narasimha Rao. New technology, large-scale computerization and automation
etc., are incorporated in the plant at the international levels and attains such labor productivity;
the organizational manpower has rationalized. The manpower in the capacity of producing 3.0
million tons of saleable steel.It has set up two major blast furnaces, the Godavari and Krishna,
which are the envy of any modern steel making complex. The economy of a nation depends on
acre sector industries like iron and steel. Steel is the basic input importance of steel the following
integrated steel plant with foreign collaborations was constructed or construction, machines
building and transport industries. Keeping in view the in the public sector in the post-
independence era.

A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT

Steel Authority of India Limited (SAIL) is a leading steel-making company in India and one of
the seven Maharatnas Central Public Sector Enterprises. It has fully integrated iron and steel
plants and produces basic and special steel products. It caters the need of construction,
engineering, power, railway, automotive and defence industries in India (SAIL, n.d.) and also
exports it to overseas markets. SAIL produces a broad range of steel products, like hot &cold
rolled sheets and coils, galvanized sheets, electrical sheets, structurals, railway products, plates,
bars, rods, stainless steel and other alloy steels (SAIL, 2014). SAIL has five integrated plants i.e.
Bhilai Steel Plant, Durgapur Steel Plant, Rourkela Steel Plant, Bokaro Steel Plant and IISCO
Steel Plant and three special steel plants i.e. Alloy Steel Plant, Salem Steel Plant and
Visvesvaraya Iron and Steel Plant. All these plants are located in the eastern and central regions
of India. These plants are situated close to domestic sources of raw materials. SAIL has a Central
Marketing Organization (CMO) which has a network of 37 Branch Sales Offices spread across
the country, 25 Departmental Warehouses, 42 Consignment Agents and 27 Customer Contact
Offices. CMO has the responsibility to carried out the marketing of wide range of long and flat
steel products which are much in demand in India as well as in the overseas markets. The
demands of customers in the remote areas of the country is meet by an ever increasing network
of rural dealers, these dealer supplemented marketing efforts of CMO in domestic market. At
present there are more than 2000 rural dealers in the country. SAIL's wide spread marketing
ensures availability of quality steel in all the districts of the country. SAIL also has its own in-
house Centre for Engineering and Technology (CET), Management Training Institute (MTI) and
Safety Organization at Ranchi. Captive mines of SAIL are under the control of the Raw
Materials Division in Kolkata. The Environment Management Division and Growth Division of
SAIL operate from their headquarters in Kolkata (SAIL, n.d,).

HISTORY OF STEEL AUTHORITY OF INDIA

After the independence of India, a need was felt to develop the infrastructure for rapid
industrialization of the country. The steel sector was crucial to propel the economic
growth of the country. Therefore, Hindustan Steel Private Limited (HSL) was set up
on January 19, 1954. Initially, HSL was designed to manage only one plant that is
Rourkela steel plant. The preliminary work was done by the Iron and Steel Ministry
for Bhilai and Durgapur Steel Plants. But the supervision and control of Bhilai and
Durgapur steel plants were also transferred to Hindustan Steel from April 1957. The
registered office of HSC was originally in New Delhi but later, it was moved to
Calcutta in July 1956 and ultimately to Ranchi in December 1959 (SAIL, n.d) Bhilai
and Rourkela Steel Plants completed their 1 Million tone stage by the end of
December 1961. One Million tone phase of Durgapur Steel Plant was completed in
January 1962, after commissioning of the Wheel and Axle plant. Based on this, Steel
Authority of India Ltd was incorporated on January 24, 1973, with an authorized
capital of Rs. 2000 crores. SAIL was made responsible for managing five integrated
steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant
and the Salem Steel Plant. Later, SAIL was restructured as an operating company in
the year 1978. SAIL is playing a crucial role in developing a sound infrastructure for
the industrial development of the country since its inspection. Towards this
commitment, SAIL shall: Integrate sound environmental management practices in all
the activities. Conduct the operation in an environmentally responsible manner
comply with applicable legal and other requirement related to its environmental aspect
and strives to be beyond. Progressively adopting cleaner and energy efficient
technologies

Minimize waste generation and promote recovery, recycle and reuseIncrease greenery
in and around the plants and mines.Strive for continual improvement in environmental
performance by setting

challenging targets, measuring progress, taking corrective action and communicating

environmental information to all concerned. Enhance environmental awareness
amongst all employees working for and on behalf of SAIL and the general population
living around plants and mines. Encourage the business associates to adopt similar
approach for environmental protection. In order to attain the compliance with
environmental laws, SAIL has established separate department on environment at all
the Plant/Units. It has an Environment Management Division at the corporate level.
The Company is also complying with all the forestry laws as per the laid down
conditions. In addition to this, conditions imposed by the State Government(s) are also
complied with. The ongoing Modernization and Expansion programme of the
Company, apart from increasing the production capacity, also envisages installation of
more efficient & environment friendly technologies and incorporation of latest
pollution control technologies and equipment. The Company is spending about Rs.
5000 crores on pollution control scheme out of the total outlay of about Rs. 72000
crores for the on-going Modernization and Expansion programme. HUMAN
RESOURCE POLICY SAIL has achieved its present level of excellence through
investing in its human resource, whose skill and knowledge constitute the basis of
every initiative, be it technology or innovation. Developing skills and capabilities of
employees to improve manpower utilization and labour productivity is the key thrust
area of Human Resource Management (HRM) in SAIL. SAIL achieved the highest
ever Labour Productivity (LP) of 278 tonnes of crude steel in 2013-14. The manpower
strength of SAIL was 97897 (as on 31.03.2014) with manpower rationalization of
3981 achieved during the year. Developing Employee Capabilities & Competencies in
order to develop its human resources for harnessing their potential, SAIL has been
making sustained efforts through various training and development activities with
focus on preservation of skills, transfer of skills and knowledge, training in
specialized/advanced skills and technology in collaboration with reputed organizations
and development of effective managerial competencies through association with
premier institutes.

HARMONIOUS EMPLOYEE RELATIONSHIP IN SAIL

It has a tradition of conducive and fulfilling employee relations environment. The

healthy practice of settling the issues through discussions with trade unions or
workers’ representatives enabled workers’ participation at different levels and
facilitated in establishing a peaceful IR climate. Some of these forums are functioning
since early seventies and are sufficiently empowered to address different issues related
to wage, safety, and welfare of workers. The Indian steel industry is poised for a
robust growth over the medium term.

There would be opportunities provided by a rapidly expanding domestic market.

Focus on infrastructure projects viz. industrial freight corridors, new ports and new
cities planned along the freight corridors provide opportunities for enhanced steel
consumption.

Threats

Intensification of competition from domestic as well as foreign steel producers. Fall

in international steel prices due to decline in raw material prices both for iron ore &
coking coal. Excess steel capacity in the country could lead to a margin squeeze.
Slowing growth in China could potentially increase competition from cheap imports.

Strengths & Weaknesses

Strengths of SAIL include diversified product mix, well established nationwide
marketing network, captive iron ore resources, skilled manpower, captive power
plants, and land bank for future expansion, dedicated R&D wing and strong balance
sheet. Further, the on-going modernization is going to take SAIL ahead in terms of
modern technology adoption, automation, product quality, bigger product basket,
process efficiency & diversification opportunities. The diversified product mix and
multi location production units are an area of strength for the Company. Also, it has a
nationwide distribution network, with presence in every district in India. SAIL has the
largest captive iron ore operations in India, which takes care of its entire requirement.

With plans in place to expand the mining operations, the Company will continue to be
self-sufficient in iron ore after completion of the on-going phase of expansion. SAIL’s
large skilled manpower base is a source of strength. With emphasis on selective
skilled recruitment for manning of upcoming facilities and recoupment against
superannuating manpower, the manpower profile as well as the labor productivity will
improve gradually over the years. SAIL’s captive Power Plants take care of about
70% of its total power need. With augmentation of capacities of Power Plants
operated under Joint Venture, the Company will continue to have security in this key
input in future as well. The Company has one of the biggest in-house research and
development centers in Asia. SAIL’s RDCIS (Research & Development Centre for
Iron & Steel) is a source of regular product and process innovation. Low overall
borrowings lend strength to the Company’s Balance Sheet as it can mobilize resources
while keeping the leveraging at manageable levels. b. Weaknesses Dependence on
external sources for key input like coking coal leads to exposure of the Company to
the market risk. Regular superannuation in large numbers, over the years, has resulted
in skill depletion largely in the technical areas. Transfer of skill and knowledge has to
be given thrust. Besides, technological up-gradations and modernization also call for
consistent efforts towards competency development of employees. Adverse employee
age mix, with the average age of 47 years is a serious concern. Skilled and competent
manpower is required to move to a more favorable manpower age profile. A part of
the operations in the Company continues to be from energy inefficient processes viz.
open hearth and ingot route of production, which will be eliminated only after the
completion of the current expansion program. At present around 20% of the products
are in the form of semi-Finished Steel, resulting in lower value addition. This will
continue till new rolling mills planned under current expansion programmed
contribute to value addition, as almost all semis will be converted to Finished Steel.

CORPORATE SOCIAL RESPONSIBILITY

From the establishment of SAIL in 1973, a system was put in place for socioeconomic
development of the neighborhoods and communities operated by SAIL’s plants and
units to minimize inequalities among the people by providing them quality education,
healthcare, infrastructure and employment avenues, while simultaneously promoting
scientific temperament and modern technology. SAIL has taken effective measures in
the field of environment conservation, health and medical care, education, women’s
upliftment, providing potable drinking water and ancillary development at each of its
plants and units. By which, SAIL has contributed greatly in the economic
development of these areas. Peripheral Development Under Peripheral Development
SAIL’s plants and units undertake different activities around the plant and units up to
a radius of 16 kms. Programmers are undertaken by each plant in the area of road
connectivity, construction of bridges/culverts, access to improved water sources, etc,
in close coordination with the State and District administrations as well as the local
Panchayats, social organizations and people's representatives. Medical and Health
Care The company provides healthy living conditions for its employees as well as the
people living in peripheral areas. SAIL has established 54 primary health center, 125
reproductive & child health (RCH) center, 17 hospitals and 7 super-specialty hospitals
to provide modern health care to more than 30.60 million people. These centers
celebrate occasions such as World Health Day, World Blood Donor Day, and
Newborn Week etc., to enhance awareness and sensitize people on health-related
issues. SAIL has been implementing an AIDS awareness & control programme in
partnership with the National AIDS Control Organization (NACO), Ministry of Health
& Family Welfare, since 1999-2000. SAIL is also participating in other national
health programmes like TB control, anti-malaria, leprosy eradication etc. The
company also organizes several health camps at various villages for immunization,
blood donation, etc and to bring about awareness on health-related issues by
distributing water purification tablets, handbills and other means of audiovisual
communication.

In 2009-10, more than 3850 camps were organized where over 2.32 Lakh of people
got benefitted. Preservation of Art & Culture SAIL has been contributing to the
preservation of traditional forms of Indian art and culture. Performers are regularly
invited and felicitated by SAIL. SAIL also organizes live shows and concerts and
encourages their reception and appreciation in the society. SAIL provides financial
help to organizations like SPICMACAY to promote classical arts. SAIL is preserving
the Lodhi Tomb complex in New Delhi, Along with Archaeological Survey of India.
Developmental work has also been undertaken by SAIL plants at various
archeological sites in India. Environment SAIL carry plantation across all its plants
and mines. SAIL restored 200 acres of degraded land through afforestation at
Purnapani flux mines of SAIL in Orissa. Pisciculture has been done in the abandoned
quarries at Purnapani and 300,000 fishlings have been released in the quarry waters.
Plantation of 10,000 saplings in 10 acres of degraded land has been planned. Out of
that, plantation of 4,000 saplings has been completed at Barsua Iron Ore Mines.
Recently, Medicinal plantation of Amla was undertaken in Chhatisgarh region. SAIL
has signed an agreement with 126 Department of Biotechnology, Government of India
and Centre for Environment Management for Degraded Eco-system. Roads SAIL has
been actively involved in the construction and repair of roads, thereby providing
connecting facilities to nearly 2 lakh people across 329 villages every year. SAIL
constructed a road, connecting the Salem plant to National Highway 7 in Tamil Nadu.
In the year 2009-10, 103.35 kms of road were constructed benefiting 17,24,114
people. Till March 2010, more than 73 lakh people, across 435 villages, reaped the
advantage of the modern network of roads built by SAIL. Creating Sustainable
Incomes SAIL is constantly working to impart training and help to the communities to
make them self-sustaining units that can generate incomes for themselves. People
living in the peripheral area of SAIL's plants/ units are taught the skills that will help
them to merit more than two square meals a day. During the last three years, SAIL has
provided vocational training to around 44,000 people in and around SAIL Plants/units.
Ancillary Development Good suppliers are intangible assets to any organization.

SAIL has been supporting ancillary industries by providing land, supply of potable
water, infrastructure facilities, consultation for developing the industry, publication of
printed matter to inform the entrepreneurs of SAIL's requirements, special exhibitions
of parts and drawings to get the exact specifications and ideas, exemption from paying
EMD, security deposit etc. SAIL also provides handling equipment to these industries
on hire basis, testing facilities providing available raw materials for manufacture, etc

CORPORATE GOVERNANCE

The philosophy of the Company in relation to corporate governance is to ensure

transparency, disclosures and reporting that conforms fully to laws, regulations and
guidelines, and to promote ethical conduct throughout the Organization, with the
primary objective of enhancing shareholders value, while being a responsible
corporate citizen. The Company is committed to conforming to the highest standards
of corporate governance in the Country. It recognizes that the Board is accountable to
all shareholders and that each member of the Board owes his/her first duty for
protecting and furthering the interest of the Company.
MODERN TECHNOLOGY

In Visakhapatnam steel plant modern technology has been adopted in many areas of
production, some of them for the first time in the country. ¾ selective crushing of coal
¾ 7 meter tall coke ovens ¾ dry quenching of coke ¾ on ground blending of sinter
base mix ¾ conveyor charging and bell less top for blast furnace ¾ cast house slag
granulation for blast furnace ¾ 100% continuous casting of liquid steel ¾ Gas
expansion turbine for power generation, utilizing blast furnace top gas pressure. ¾ Hot
metal desulphurization ¾ Extensive treatment facilities of effluents for ensuring
proper environmental protection 73 ¾ Computerization for process control ¾
Sophisticated high speed and high production rolling mills. Major Plant Facilities: The
production facilities in the Visakhapatnam steel plant are most modern amongst the
steel industry in the country. The know-how and the technology have been acquired
from different parts of the world from the reputed and established sources.
WATER SUPPLY

Requirement of water during the peak of construction was of the order of 4.5 Mgd.
This was met from the Meghadrigedda, and Raiwada schemes of Andhra Pradesh state
government. Operational water requirements 70Mgd of the steel plant are being met
from the Yeleru water supply scheme provided by the AP government. This involved
construction of a storage reservoir at Yeleswaram and a 153 KM long linked canal to
the plant site apart from Kanithi Balancing Reservoir (KBR). Employment
Opportunities: At full operation stage, VSP will generate direct employment for about
17,000 persons. The indirect employment due to various auxiliary units development
and other services will be much more. Many of the management strategies now being
talked about were anticipated by the Visakhapatnam steel plant management much
earlier and adopted straight away in the initial years. The plant decided to operate with
around 17,250 workers at work and avoid surplus manpower. The ban of Indian steel
industry has set to achieve quantum gains in labor productivity. As part of a deliberate
recruitment philosophy, VSP selected young, highly skilled manpower from the
region and decided to induct them through carefully chalked out training programs.
Visakhapatnam steel plant has achieved excellence in various fields of management
by introducing innovative schemes like zero over time working, overlapping shifts,
cluster based promotions, task based performance appraisal and productivity oriented
training and management development. A unique and comprehensive motivational
package with unbolts mechanism for promoting safety and reducing fire accidents has
been worked out and successfully implemented.

SOME OF THE NOVELITIES OF VISAKHAPATNAM STEEL PLANT

7meter height coke ovens of VSP are the tallest so far built in the country. Dry
quenching of coke has been adopted which will not only improve the quality of coke
and economics of coke production, but also contribute significantly to the reduction of
environmental pollution.

3200 cubic meters two blast furnaces with bell less top charging equipment and 100%
cast house slag granulation. The granulation of the entire molten slag arising at the
furnace cast house avoids the need to transport molten slag and optimizes utilization
of slag.

100% continuous casting of liquid steel into blooms result in less and better quality of
blooms.

Visakhapatnam have three sophisticated and large rolling mills with the latest features
of automation and optimization.

The operations of blast furnace, steel melting shop and rolling mills have been entirely
computerized to ensure consistent quality and efficient performance. The major
production departments of Visakhapatnam steel plant are the raw materials handling
system, coke ovens, sinter plant, blast furnace, and steel melting shop and rolling
mills. Extensive facilities have been provided for repair maintenance as well as
manufacturing of spare parts. There is a Central machine shop, Structural shop, forge
shop, foundry, wood working shop and loco repair shop. Visakhapatnam steel plant
has got its own Air separation plant for production of oxygen and acetylene plant for
production of acetylene gas. 20% of cocking coal requirements will be met by imports
through the Visakhapatnam harbor while the balance will come from the Bengal-Bihar
area. Coal for power generation will come from Talcher in Orissa. Power Supply: A
peak construction power requirement was about 12MVA..

FINANCIAL INFORMATION OF VISAKHAPATNAM

The consolidated financial statements for the three months ended June 30, 2012 and
the years ended March 31, 2008, 2009, 2010, 2011 and 2012, is given in the Table
(3.1) below. 80 Table 3.1 Financial Statements 81 Principal Units of VSP: Blast
Furnaces: Two operating blast furnaces which produce hot metal from iron ore, sinter
and coke, and their related processing units, including raw material handling facilities,
four coke oven batteries to produce coke, a sinter plant and a lump ore crushing plant
to produce the sinter and sized iron ore to meet the blast furnace requirement; a third
blast furnace was commissioned in April 2012 as part of the Company's expansion;
Converters: Three LD (Linz-Donawitz) converters of 150 Cu.m.volume each produce
1.5 MT liquid steel p.a. used to convert hot metal into liquid steel, with an installed
production capacity of 3.0 MTPA of liquid steel. One converter of 150 Cu.m.,
producing 1.5 MT liquid steel per annum. 3 x 4 strand bloom casting machines in
stage-II to give an additional tonnage of 1.4 MT of blooms per year. Rolling Facilities:
Three types of mills are installed for manufacturing of end products like angles,
channels, billets, wire rods etc. input to these mills is blooms of Steel Melt Shop.
These mills are Light and medium merchant mill, wire rod mill and medium merchant
and structural mill in the rationalized concept, an output of about 2.7 million tones per
year of finished steel products in envisaged as compared to about 3 million tones. In
the approved concept the product mix comprises of bars, rods, and shapes. The Light
and Medium Merchant Mill rolls rebars, rounds, light structural and billets. It has
evaporative cooling systems in its furnaces and is equipped with tempcore technology.
This technology ensures uniform grain size and the desired 82 metallurgical and
mechanical properties for the bar products. The Light and Medium Merchant Mill has
an installed production capacity of 0.7 MTPA; The Wire Rod Mill rolls rebars and
plain wire rods and is equipped with Stelmore technology

BACKGROUND

The Government of India has decided to set up an integrates Steel Plant at Visakhapatnam to
meet the growing domestic needs of steel. Visakhapatnam Steel Plant was the effect of the
persistent demands and mass movements. It is another step towards increasing the country’s steel
production.
The consultant, M/s M N Dastur& co (Pvt) Ltd. submitted a techno-economic feasibility report
in February 1972, and detailed project report for the plant, with an annual capacity of 3.4 million
tones of liquid steel.
The economy of a nation depends on core sector industries like iron and steel. Steel is the basic
input for construction, machines building and transport industries. Keeping in view the
importance of steel the following integrated steel plant with foreign collaborations was
constructed in the public sector in the post-independence era.

Visakhapatnamtechnology: State-of-the Art

 7-meter-tall Coke Oven Batteries with coke dry quenching

 Biggest Blast Furnaces in the country
 100% slag granulation at the Bf Cast House
  Bell-less top charging system in Blast Furnace
 Suppressed combustion – LD gas recovery system
 Extensive waste heat recovery systems
 “Temporal” and “Stemcor” cooling process in LMMM & WRM respectively
 Comprehensive pollution control measure

VISION - 2025

To be the most efficient steel maker the country. having the largest single location shore based
steel plant in.

We shall:

a. Hardness our growth potential and sustain profitable growth.

b. Deliver high quality and cost competitive products and be the first choice of customers.

c. To create an inspiring work environment to unleash the creative energy of people.

d. Achieve excellence in enterprise management.

e. Be a respected corporate citizen, vibrant communities around. Clean and green environment
and development.

MISSION:

To attain 10 million tone liquid steel capacity through technological up gradation, operational
efficiency and expansion, to produce steel at international standards of cost and quality, and to
meet the aspirations of the stakeholders.
OBJECTIVES

 Achieve Gross Margin to Turnover ratio> 10%.

 Plan for finishing mill to integrate with 7.3 Mt capacity and commission the same by
2017-18.
 Achieve rated capacity of new and revamped units by 2017-18.
 Capture markets for high-end value-added products by focusing understand th c in the
context of rinl to study focusing on sector specific application and customer needs.
 Achieve leadership in Energy consumption by achieving 5.6 G.Cal/tcs by 2017-18
 Globalization of operations through acquisition of mines and setting up of marketing
network abroad.
 Diversify through operational of Bhilwara Mines, setting up of Palletization Plant DRI-
EAF unit, Wheel & Axle Plants
 a high Create performance and safe work culture by nurturing talent and developing
leaders.
 To grow in harmony with the environment and communities around us.
CORE VALUES:

I– Initiative: Have a self-propelled & proactive approach

D- Decisiveness: Decide with speed and clarity

E-Ethics: Be consistent with professional and moral values

A-Accountability: Take responsibility for actions

L-Leadership: Lead by example

S-Speed: Demonstrate swiftness and

THE MANPOWER STATUS AS FOLLOWS:

 EXECUTIVES: 6299
 NON-EXECUTIVES: 12085
 TOTAL MANPOWER:18384
MAJOR DEPARTMENTS

Raw material handling plant( RMHP):

Visakhapatnam Steel Plant requires quality materials viz, Iron Ore, fluxes (lime stone,
dolomite), coking and non-coking coals etc, for producing liquid steel. To handle such a large
volume of incoming raw materials received from different sources and to ensure timely supply of
consistent quality of feed materials to different VSP consumers, raw material handling plant
serves a vital function. This unit is provided with elaborate uploading, blending, stacking&
reclaiming facilities viz. wagon tipplers, ground and track hoppers, stock yards crushing plants,
vibrating screens, twin boom stickers and blender re claimers.
Coke ovens &coal chemical plant:

Blast furnaces, the mother units of any steel plant require huge quantities of strong, hard and
porous solid fuel on the form of hard metallurgical coke for supplying necessary heat for
carrying out the reduction and refining reactions besides acting as a reducing agent.

Coke is manufactured by heating of crushed coking coal (< 3mm) in absence of air at
temperature of 1000 degrees centigrade and above for 16 to 18 hours. A coke oven comprises of
two hollow chambers namely coal chamber and heating chamber a gaseous fuel such as blast
furnace gas; coke oven gas etc is burnt. The heat so generated is conducted through the common
wall to heat and carbonize the coking coal placed in the adjacent coal chamber.

At Visakhapatnam there are FOUR coke oven batteries, 7mt tall and having 67 ovens each. Each
oven is having a volume of 41.6cu.mt & can hold up to 31.6 tons of dry coal charge. The
carbonization takes place at 1000-1050 degree centigrade in absence of air for 16 to 18 hours.

Red hot coke is pushed out the oven and sent to coke dry cooling plants for cooling to avoid its
combustion. There are three dry cooling plants (CDCP) each having a 4 cooling chambers.

The capacity of each cooling chamber is 50 to 52 TPH. Nitrogen gas is used as the cooling
medium. The heat recovery from nitrogen is done by generating steam and expanding in two
back pressure turbines to produce 7.5 power each. The coal chemicals such as Benzol, tar,
ammonium sulphateetc are extracted in coal chemical plant from CO gas. The gas is used as by
product fuel by mixing it with gases such as BF gas, LD gas etc.

Sinter plant:

Sinter is a hard-porous ferrous material obtained by agglomeration of iron ore fines, coke
breeze, and limestone fines, metallurgical wastes etc.

Sinter is a better feed-material to blast furnace in comparison to iron ore lumps and its
usage in blast furnaces help in increasing productivity, decreasing the coke rate &improving the
quality of the hot metal produced. Sintering is done in 3 sinter machines of Dwight Lloyd type
by heating the prepared feed on a continuous metallic belt made of pallets at 1200-1300 deg c.

Hot sinter discharged from sintering machine is crushed to +5mm-50mm size and cooled
before dispatching to blast furnaces. The dust laden air from the machines are cleaned in the
scrubbers and electrostatic precipitators to reduce the dust contents to 100mg/m3 level before
allowing to escape into the atmosphere and thus helping in maintaining a clean and dust pre
environment.

Blast furnace:
 Hot metal is produced in blast furnaces which are tall vertical furnaces. The furnace is
named blast furnace as it runs with blast with high pressure and temperature. Raw materials such
as sinter/iron ore/ lumps, fluxes and coke are charged from the top and hot blast at 1100 deg c –
1300 deg c and 5.75 kg pressure is blown almost from the bottom. The furnaces are designed for
80% sinter in the burden.
VSP has THREE 3800 cu. meters. Blast furnaces equipped with Paul worth bell less top
equipment with conveyor charging named as Godavari and Krishna after the two rivers of A.P.

Steel melting shop:

Steel is an alloy of iron with carbon up to 1.8%, hot metal produced in blast furnace contains
impurities such as carbon silicon manganese silver and phosphorus is not suitable as a common
engineering metal. To improve the quality the impurities are to be eliminated by oxidation
process.

VSP produces steel employing of top blown oxygen converters called L.D. Liquid steel produced
in L.D. converters is solidified in the form of blooms in continuous bloom casters. To
homogenize the steel and to raise its temperature if needed steel is first routed through, organ
releasing station input (injection refining and up temp) / ladle furnaces. VSP has at present, 5 LD
Converters .

Light and medium merchant mill:

LMMM comprises of two units. in the billet down mill 250 x 320mm size blooms are rolled into
billets of 125 x 125 mm size. After heating them into two nos. of beam furnaces of 200 tones
capacity each. These billets are supplied from this mill to bar mill of LMMM and wire rod mill.

The billets for rolling in bar mill or LMMM are first heated in two strand roller earth furnace of
200 t/h capacities to temp. Of 1150 deg c to 1200 deg c. the mill is facilitated with temp. Core
heat treatment technology evaporative cooling system in walking beam furnaces, automated
piling and bundling facilities and computerization.
This mill designed to produce 7, 10,000 tons per annum of various finished products such as
rounds, rebars, squares, flats, angles, channels.

Wire rod mill:

Wire rod mill is a four strand, 25 strands; fully automated and sophisticated mill. The mill has a
four zone combination type reheating furnace for heating the billets received from billet mill or
LMMM or rolling temp. of 1200 deg c. the mill produces rounds in 5.5 – 12mm range and re
bars in 8-12mm range. The mill is equipped with standard and retarded stelmore lines for
producing high quality wire rods in low medium and high carbon grade meeting the stringent
national and international standards.

Medium merchant &structural mill:

This mill is a high capacity consisting of 20 strands arranged in three trains. The feed
material to the mill is 250 x 250 mm size bloom which is heated to rolling temp. of 1200 deg c in
two walking beam furnaces. The mill is designed to produce 8, 50,000 tones /annum of various
products such as rounds, squares, flats, angles, channels, t-bars, IPE beams/he beams.
Roll shop & repair shop:

Roll shop & Repair shop is in the complex of Rolling mills catering to the needs of mills in
respect of roll assemblies, guides few maintenance spares and roll pass design. Geographically
this dept. is in three areas as Roll shop-1, Roll shop-2 and Area Repair Shop. The main activity
of this shop is Roll pass Design, grooving of rolls, assembly of rolls with bearings,

Preparation of guides and their service and manufacture/repair of mill maintenance spares. For
the first time in the country, VSP has adopted CNC technology for grooving of steel rolling mill
rolls. High constant respective accuracy, higher productivity, use of standard tool for any groove
turning, elimination of the use of different templates, easier to incorporate groove modification
etc., are some of the advantages of CNC lathes over the conventional one.

The Roll Pass design section takes care of design of grooves for development of new
sections, modification of existing pass designs for improving the productivity and quality.
Preparation of rolling schedules, groove detail and distribution and template drags, part
programming for grooving of rolls on CNC lathes. This section also looks after procurement
of rolls, establishment and improvement of their performance, failure analysis of rolls etc

Special bar mill

The special bar mill will produce about 7,50,000 tons per year of plain rounds in the straight
length and in coil from in about 5200 hours. The bar size shall be in the range of 20mm to 45mm
with a provision to roll 16 mm and 18 mm rods.The mill will be kept in the mill for producing
9,00,000 tons per year of special bars when the market demand increases.

BRANDING IN RINL

Rashtriya Isphat Nigam Limited, the corporate entity of Visakhapatnam Steel Plant is a
Navaratna PSE under the Ministry of Steel. Visakhapatnam Steel Plant fondly called Vizag steel.
It is the first shore based Integrated Steel Plant in the country and is known for its quality
products delighting the customers. It is a market leader in long products and it caters to the needs
of diverse Industrial sectors. It is the first Steel plant to be certified ISO 9001:2008
(presently2015), ISO 14001:2004 (presently2015), OHSAS 18001:2007 and ISO/IEC
27001:2013 Standards. It is also the first PSE to be certified ISO 50001:2011 - Energy
Management Systems and has acquired CMMI Level 3 Certification for s/w development.

The employees of RINL are its greatest and most valuable resources. RINL creates an enabling
climate wherein human talent gets the best opportunity for self expression for all round
development and fulfillment. At RINL, people are more than mere resources and are treated with
all the respect and sensitivity that is warranted when employees are seen as more than mere
instrumentalities. HRM at RINL has contributed significantly to the achievement of high
performance levels over the years. Since the beginning, due care was taken to build a committed
and competent workforce. Thrust has been on promoting the culture of creativity and innovation
at the workplace with a view to bringing out the best in the employees.

RINL continue to develop a highly motivated, innovative and competent workforce in an

environment where human dignity is respected and creativity is encouraged with trust and
collaboration. Building pro-active business culture, improving competencies, enhancing
motivation, increasing participation and involvement and improving internal communication are
the thrust areas.

Retaining and developing talent

Development of talent at RINL is basically through the training and development process. The
effectiveness of this process is ensured through the mechanism of Training Advisory Committee
(TAC). TACs, one each for Works and other departments are in place. TAC also considers
introduction of new training programs in line with organizational requirements. Based on
requirements projected by various internal customers and TACs, suitable programs are
designed, training calendar is made and circulated and budgetary provision for meeting training
requirements is made.

Specialized training

Specific training programs are planned based upon strategic focus of the organization and suiting
departmental needs. Participants for such programs are sent to various reputed institutes and the
expertise gained by them is used for conducting in-house awareness programs.

Training to improve & enhance skills

Various initiatives are taken to improve and enhance the skills, capabilities & performance levels
of its workforce. Training needs of the employees are identified through Performance
Appraisals, Annual Training, Needs Survey, Training Advisory Committee reviews, Training
Coordinators Workshops, Specific needs of the departments. Also, training is imparted to
executives and non-executives in specialized/ advanced technology in collaboration with reputed
organizations and development of managerial effectiveness through premier institutes.

The focus of training and development process in RINL is on updating and sustaining the skills
and knowledge of the employees and preparing them for future challenges in line with the
overall strategic direction of the company.

The process of identification of competency gap against a checklist of competency required for
all the skilled jobs in the plant has been developed with responsibility and periodicity for review,
as part of QSHE. The needs identified at this stage are fulfilled through on-the-job training,
training programs at shop floor and class room trainings. On-the-job training is carried out with
the help of standard operating and standard maintenance procedures. 264 SOPs, 1216 SMPs have
been developed so far. TTI ensures fulfillment of training needs of various departments through
close coordination with departmental training coordinators. Annual training needs survey is
conducted during the month of March every year where tentative training calendar and course
details are circulated to all departments. The feedback regarding participation is gathered along
with requirement of any new programs. The training needs of the employees are identified
through various means.

Evaluation of training effectiveness for brand enhancing to employees

The effectiveness of training process is objectively evaluated and the consolidated feedback is
used for retraining the participants and redesigning the programmes. Training effectiveness is
evaluated at three levels viz. Reaction level, Learning level and Behavior level as shown below.

Reaction level (Enlightenment to the Participants)

Feedback from the participants is taken at the end of each training programme and suggestions
given by them are considered for improving the methodology and course contents of the training
programmes.

Learning level (Knowledge & Application at the Work Place)

In selected courses pre-tests and post-tests and/or written examinations are carried out in order to
measure the learning index. The performance is evaluated as per percentage marks obtained.

Behaviour level (Customer Delight)

Post Training Evaluation (PTE) questionnaires are sent to the controlling officers of the
participants after one month of training completion to obtain feedback about on-the-job
performance of the participants. In case the feedback is not satisfactory (less than 3 points on a 5
point scale) discussions are held with respective controlling officers and also participants.

On the job training

For improving core competencies and for meeting the job rotation needs, on the job training is
provided at RINL. This was evolved based on a series of workshops conducted for line
managers. Competencies and knowledge required for carrying out various jobs are identified and
on-the-job training modules are written. Each module comprises a checklist, which enables to
assess the jobholder’s present competencies and knowledge level

More than 700 on-the-job training modules have been developed, which clearly identify the
competencies required for the job. Training coordinator of each department is responsible for
coordinating with training department for fulfillment of training needs of the department. The
focus of training and development process in VSP is to improve team working, positive change
in attitude, adopting to change, inculcating the culture of creativity and innovation thereby
preparing people for future challenges in line with the overall strategic direction of the company.

Additionally, for Non-executives in lower grades (below S-7), shop floor development classes
covering SOPs, SMPs and cross functional areas, counseling and social counseling are conducted
for improving their performance.

A unique “Training Information System” has been developed using internal resources. This
system provides the entire training record of every employee. The HODs through computer
terminals can access the information. This system also facilitates nomination of employees to in-
house training programmes online.

Employability & facilitating employees to maximize their contribution

In order to enable people to maximize their contribution through their competencies and acquired
skills, training programmes related to the challenge at hand are imparted and are then deployed
in the relevant area to overcome the challenge. e.g. In view of the introduction of new
technologies as part of expansion and the brisk pace of progress on expansion front, people who
are being redeployed to handle the new facilities are being provided with relevant training at
supplier premises or at OEMs (both domestic and foreign) to equip them to handle the challenges
of commissioning and quick stabilization. Also, in view of the renewed thrust on R&D,
engineers moved to R&D were given trainings to develop competencies required for R&D
related activities at RDCIS, etc. before taking up the challenge of implementation of R&D
roadmap.

There has been significant thrust on lifelong learning and improvement of employability through
various training programs which helps in upgrading employees' knowledge and capabilities in
the areas of team working, leadership, change management, work life balance etc.

To enable individuals to discharge their responsibility effectively as per the authority granted by
the company, delegation of authority is reviewed from time to time and communicated in
writing. Focus of VSP has been on developing junior level officers to take up responsibility for
day to day activities so that managers can be better deployed for developmental activities,
technological improvements and expansion projects. Various training programs conducted on
Statistical Process Control techniques, SQC techniques and other analytical tools combined with
on the job training / exposures have helped the cause.

Fostering Relations and Effective Communication

RINL/VSP human resources are the most important of all the resources in the Company. The
importance of welfare activities as long term drivers of Employee Relations is well understood in
the Company and has always been an area of special attention.

Employee involvement and empowerment are the key elements of HR policy of VSP. This is
crucial for fostering a climate of participation, collaboration, developing mutual understanding
and maintaining harmonious industrial relations. Various participative fora developed to meet the
statutory regulations and over and above it to involve employees.RINL has designed specific
fora with focused purpose, thus encouraging employee involvement for gaining consensus and
arriving at collective decisions to effect improvements in respective areas.

People are nominated to attend various seminars /conferences, to gain knowledge and exposure
at various levels. Teams are also formed based on specific issues / strategic thrust areas by
entrusting a group of people, responsibility for specific tasks and empowering them to take
appropriate actions to speed up the process. Non-executive employees are empowered through
QC teams, SFCCs, SFSC, CWC and various development committees to implement the projects.

Employee Involvement

Through programs like Suggestions Schemes and Quality Circles the company provides
opportunities for employee involvement in process improvements. The creative and innovative
talent of employees is further unleashed by setting special theme for suggestions to tackle
specific issues in the organization.

Quality Circles
Quality Circles help in employee involvement through small group activities related to problem
solving in their own areas. ‘Online’ Quality Circle Management System (QCMS) has been
implemented Plant wide and training was also imparted in all the departments. To foster team
work, various formal training programs are designed and conducted. For example, programs on
Quality Circles, Team Working & Employee Involvement etc. are conducted in-house. VSP
bagged three ‘Silver Illumination’ Awards at the International Convention on Quality Control
Circles-2015 held at Gyeongnam, South Korea. Through programs like Suggestions Schemes
and Quality Circles the company provides opportunities for employee involvement in process
improvements. The creative and innovative talent of employees is further unleashed by setting
special theme for suggestions to tackle specific issues in the organization.

Srujan Vikas – The Suggestion Scheme

Srujan Vikas - The Suggestion Scheme helps to unleash the creative potential of employees for
organizational improvement. Suggestions on specific themes like energy conservation,
productivity, water conservation, 5S- the work place management, safety, etc. are sought to focus
on problematic areas and involve the employees through suggesting best alternatives/solutions.
Employees are rewarded suitably for accepted suggestions. “Online Srujan Vikas Management
System (SVMS)” has been evolved and introduced Plant wide and the employees are encouraged
to give suggestions online in order to speed up the evaluation & recognition process and bring
out more accountability and transparency in the evaluation mechanism. Suggestion Evaluation
system is decentralized from Zonal level to Departmental level to speed up the evaluation
process. Upward revision of reward amounts is also made at three evaluation stages i.e. Zonal,
Apex and Chief Executive Level. Best suggestors are nominated to the National Convention on
Suggestion Scheme organized by Indian National Suggestion Schemes’ Association (INSSAN)
to share and gain knowledge through participative discussions and interactions. VSP received the
INSSAN Award for “Excellence in Suggestion Scheme”, First Prize in Steel Industry Group.
Continuous involvement of employees for work improvement is evident.

5S – Work place management

“5S” management (5S- Siere, Seiton, Seiso, Sekietsu, Shitshuke) has reinforced cultural aspects
of ‘Work place Management’ and has contributed in employees organizing their workplace in
the safest and most efficient manner. Phase wise and department wise certification culminated in
RINL achieving ‘Plant Level 5S Certification’ to become the first integrated steel plant in the
public sector steel industry to achieve this coveted distinction. Employees are sent to various
organizations known for their successful/excellent implementation of 5S initiative to witness the
best practices in 5S implementation and to encourage them to become the change agents in
bringing improvements through 5S.

Involvement through suggestion schemes have been extended to townships (HQ and Mines),
where family members of the employees can participate too. Flexible group system of quality
circles is practiced in RINL, where employee involvement through small group activities related
to problem solving in their own areas is achieved. Quality Improvement Projects (QIPs) are
projects taken up by cross functional teams to carryout projects which have major impact on the
organization goals. To foster team work, various formal training programs are designed and
conducted. For e.g. programs like exposure programs on quality circles, team working, workshop
on employee involvement etc. are conducted in-house.
To enable individuals to discharge their responsibility effectively as per the authority granted by
the company, delegation of authority is reviewed from time to time and communicated in
writing. Focus of VSP has been on developing junior level officers to take up responsibility for
day to day activities so that managers can be better deployed for developmental activities,
technological improvements and expansion projects. Various training programs conducted on
Statistical Process Control techniques, SQC techniques and other analytical tools combined with
on the job training / exposures have helped the cause.

Culture of the Organization

RINL inculcate a “New Work Culture” of Commitment, Continuous improvement, Concern for
Environment and Customer orientation among employees. Appropriate systems were put in place,
which over a period of time has evolved into a culture of Creative and innovative improvements
across the organization.

Communication with Internal / External stakeholders

RINL VSP has established many channels of communication within the plant in order to enable
smooth flow of operations. The effectiveness of these communication channels are assessed
through internal surveys and feedback from employees in various participative fora. Various
external communication systems / mechanisms are also in place. Communication facilities are
continuously upgraded based on need.

Internal Communication

Top-down, peer-peer and bottom-up internal communication channels are in place for
communicating the plans, policies, performance expectations, results, performance, business
environment etc. as depicted in Fig.
 Table 4.5 : Channels of Communication

Top – Down Peer – Peer Bottom - Up

 CMD & Directors interaction  MoU meetings for supplier /  Samalochana

meetings customers depts.  Chairman online
 Sustainability plan reviews  Annual “departmental week”  Grievance redressal
 Manasulo Mata / Mann ki fora (IT, Vigilance, Finance fora
Baat week etc.)  Shop Floor Co-
 Daily ED(W) conference  e-mail, Internet service Ordination Committee
 HoD’s review meetings  Intranet service (SFCC)
 Performance appraisal  Community of Practices
reviews

In addition to the above, in-house journals, pamphlets, leaflets, display boards, brochures, posters
etc. published in the company are used for communicating both administrative and technical
matters. All publications are made available in e-format in intranet for easy accessibility.
Company’s Vision statement and Policies are displayed in all departments through Vision and
Policy boards. Several Mobile Apps have also been developed in different functional areas to
facilitate real time communication.

External communication (all stakeholders)

Well defined mechanism exists at RINL for providing information to relevant stakeholders and
the same is being improved upon with the availability of latest IT and communication
infrastructure. The official web site of RINL, “www.vizagsteel.com” contains information about
the organization. Policies and procedures are also been updated regularly in official web site.

Internet facility is provided to all departments for external communication. Key information is
shared with respective agencies in a deliberate and structured way.

Sports
RINL sports department encourages sports, which include a Cricket Stadium of International
Standard, a Hockey field and a Foot Ball ground. Separate indoor & outdoor court for
Badminton, Volley Ball court and one Multi Gymnasium has been provided. Annual Summer
Coaching Camp for Children is being conducted for 2 weeks with 40 coaches, wherein 1300
children can participate. Children of employees of the company won 28 Medals in the National
Roller Skating Championship. Sports meet for employees with disability and National Roller
Skating (Hockey) Championship were organized.

Facilities for Recreation & Well Being

Ukkunagaram, the Township built for the employees of Visakhapatnam Steel Plant, is a fast
emerging as polychromatic cultural centre in the region sustaining and promoting cultures of
different regions of the country symbolizing "Unity in Diversity". People from different states of
the country, professing different religions, live in VSP's Township in peace, amity and brother-
hood. VSP has been endeavoring to make Ukkunagaram a truly Cosmopolitan Cultural Centre
by encouraging and promoting various cultural activities and fine arts like music, dance, theatre,
literature etc. Towards this, the Company has taken various initiatives and provided Community
Welfare Centers (CWCs), Library, Ukkunagaram Club & Steel Club, Parks, Sports Facilities i.e,
Sports Complex & Hostel Grounds, National Day Celebrations, Cultural and Trekking Activities,
Employees Consumers’ Co-operative Stores, Employees Consumers’ Co-op. Thrift & Credit
Society etc.

Main attraction of rinl by basic Social Security Measures

Employees' Family Benefit Scheme:

The Company has introduced an Employees' Family Benefit Scheme as a Special measure of
Welfare for the employees’ w.e.f. 01.08.1995. Under the Scheme, last pay drawn of the
employee is extended till the notional date of superannuation subject to depositing Provident
Fund and Gratuity amounts accruing to the employee, on cessation of his employment on
account of permanent total disablement or permanent medical unfitness and to his nominee in
case of the death of employee while in service of the Company.
RINL Employees’ Superannuation Benefit Fund

The scheme was introduced from 01.11.1995 as a special measure of employees’ welfare. Under
the Scheme, employee who joins this fund shall contribute a sum @ 2% of his monthly salary
(i.e., Basic pay + dearness allowance) and in addition, the sum received by him as monthly
payment towards incentive under the performance linked benefit scheme.

The benefits will be in the shape of annuity to be purchased out of the fund standing to the credit
of the concerned retiring member of the fund. The benefit shall be payable to the employee or
to the nominee as the case may be on superannuation, on retirement/resignation or on becoming
incapacitated prior to superannuation and on death.

Family Benefit Scheme (Death Benefit Fund)

This is a voluntary Scheme. In case of death of an employee during service, the dependents of
the deceased are entitled to receive an amount of Rs.85,000/-(approx.), which is contributed by
the employees @ Rs.5/- from the FBS members.

Group Savings Linked Insurance Scheme

Under this Scheme, employees are to contribute at specified rate to the GSLI which will be
recovered through salary and remitted to LIC. At the time of retirement/resignation/death, the
amounts received from LIC will be paid to the employee/dependents. The amount of benefit
ranges between Rs.0.40 Lakhs to Rs.1.60 Lakhs depending on the grade of the employee.

Group Personal Accident Insurance Scheme

As a welfare measure, RINL VSP has introduced “Group Personal Accident Insurance Policy”
for the benefit of its employees covering the risks of accidental Death/Disablement arising out of
accident. Under the scheme an employee can opt for a sum insured amount upto 60 times of
Basic+DA, and the risk includes payment of compensation at the specified rates(ranging from
2% to 50% of capital sum insured depending on the extent of disability) in case of disability or
100% amount of capital sum insured in case of death due to accident. Risk covers round the
clock for 24 hours and it could cover anywhere in the World.

Mediclaim Insurance Policy for Retired Employees

A comprehensive Mediclaim Insurance Policy is extended to the retired employees and their
spouses, with the insurance coverage of Rs.3 lakhs per member on hospitalization, in addition to
the treatment that they may avail in the Company run Hospital free of charge.

Equal Opportunity Employer

In RINL, equal opportunities are provided for both Men & Women in every aspect including
recruitment. This promotes gender equality which is very much essential for a healthy
atmosphere in the organization. At RINL women employees are also opting to work in
difficult/hazardous work places and the organization is whole-heartedly supporting them in this
aspect.

Women Empowerment

The strength of Women employees as on 31.03.2016 was 520. Under the aegis of Forum of
Women in Public Sector (FOWIPS), SCOPE, WIPS Cell of the company has been functioning
since 1997. The Cell has been associating in a number of activities for the development of
women employees besides conducting Gender Sensitivity programmes, programmes on net
working& Social Skills and various other training programmes including Personal Safety & Self
Defence. During the year under review, women employees were nominated by the company for
technical and managerial training as well as for various competitions, seminars, conferences and
meets. The Cell maintains an exclusive "Portal" on the company’s website wherein important
achievements of women worldwide are posted for the information and inspiration of women
employees. The portal also serves as a networking site for women employees of the company.
The WIPS cell also publishes "DISHA"- a newsletter every year. The company has Two Women
Directors on its Board.

Prevention of Sexual Harassment

RINL follows a zero tolerance approach towards sexual harassment of women. A committee is
in place to take cognizance of complaints of sexual harassment. Training programs are also
conducted regularly on topics like “Gender Sensitivity”, Prevention of “Sexual Harassment” etc.
to sensitize the employees.

Initiatives for Feedback & Interventions

Organizational Surveys are regularly conducted at RINL to obtain the views of the Respondents
(Employees) for identifying Opportunities for Improvements (OFIs) towards reaching
excellence.

Recognition & Motivational Schemes

People are encouraged through specific recognition and reward schemes for their commitment
and involvement. Various awards at individual, team level and department levels

HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT

In Visakhapatnam Steel Plant, believe that there employees are the most important resources.

To realize the full potential of employees, the company is committed to:

 Provide work environment that makes the employees committed and motivated for
maximizing productivity.
 To establish systems for maintaining transparency, fairness and equality in dealing the
employees
  Empower employees for enhancing commitment, responsibility and accountability.
 To encourage teamwork, creativity, innovativeness and high achievement orientation.
 To provide growth and opportunities for developing skill and knowledge
 To ensure functioning of effective communication channels with employees.

QUALITY POLICY OF VISAKHAPATNAM STEEL PLANT:

Employees of steel plant are committed to supply are committed to supply their
customers\quality products and services. To accomplish this Visakhapatnam steel plant will:

 Manufacture products as per specification and standards agreed with the customer.
 Follow clearly documented procedures for achieving expected quality standard of
products and services.
 Continuously strive to improve quality of all material, processes and products.
Maintain an enabling environment, which encourages actives involvement of all employees to
pursue continuous improvement of quality.

TECHNOLOGICAL HIGHLIGHTS OF VIZAG STEEL

 First shore based integrated steel plant.

 Selective crushing with pneumatic separation of coal blend.
 7-meter-tall coke ovens.
 100% continuous casting of liquid steel.
 Use of no twist rolling and controlled cooling “Stelmore” of wire rods.
 first integrated steel plant to receive ISO 9002 certification for all its products.
 High capacity, high speed, computer controlled multi-line mills.
 Sub lance measurement of dynamic blowing control with computer.

Main products produced in steel plant:

S.No Steel products By products

1. Angles Nut coke

2. Billets Coke dust

 3. Channels Coal tar

4. Beans Anthracene oil

5. Squares H P napthalene

6. Flats Benzene

7. Rounds Toluene

8. rebar’s Zylene

9. Wire rods Wash oil

MARKETING NETWORK OF VISAKHAPATNAM STEEL PLANT:

The products are being sold through 35 marketing centers all over the country with four
stockyards at Mumbai, Kolkata, Chennai, and Hyderabad. And in other places, consignment
agencies have been control contracted.

Pollution and environmental protection:

Elaborate measures have been adapted to combat air and water pollution in Visakhapatnam

Steel plant. In order to be eco-friendly Visakhapatnam steel plant has planted more than 3million
Trees in area of 35 sq km and incorporated various technologies at a cost of as 4with 60 stores
and control measures.

WELFARE AMENITIES OF VISAKHAPATNAM STEEL PLANT

Modern township with amenities has been developed with 8032 quarters to house the plant
employees’ other agencies in 11 sections. The township is having best facilities in terms of
drinking water supply, drainage, roads, modern’s hospital, community center, parks, schools,
shopping complexes, recreational facilities etc.., to cater to the needs of the employees.

PROCESS IMPROVEMENTS:

The structure of formulation of annual plans in the company was revised with the introduction of
the concept of Roll-on plan and accordingly Sustainability Plan 2009-10 & Roll-on Plan till
2013-14 were finalized. This was done with a view to maintain thrust on important aspects
without compromising on the long-term goals and also to carry forward unfinished agenda in the
plan to subsequent year after due corrections.

SWOT ANALYSIS

Strength:

1. Availability of iron ore and coal.

2. Low labor wage rates.

3. Abundance of quality manpower

4. Mature production base

Weaknesses:

1. Unscientific mining.

2. Low productivity.

3. Coking coal import dependence.

4. Low R&D investments.

5. High cost of debt.

Opportunities:

1. Unexplored rural market

2. Growing domestic demand

3. Exports

4. Consolidation

Threats:

1. China becoming net exporter.

2. Protectionism in the West.

3. Dumping by competitors.

CHAPTER-3
THEORITICAL FRAMEWORK

Employer brand is a term referred to describe the company's reputation and popularity from a
potential employer's perspective and describes the values the company gives to its
employees. term was first used in the early 1990s, and has since become widely adopted by the
global management community. Minchington describes employer brand as "the image of your
organization as a 'great place to work' in the mind of current employees and key stakeholders in
the external market (active and passive candidates, clients, customers and other key
stakeholders). The art and science of employer branding is therefore concerned with the
attraction, engagement and retention initiatives targeted at enhancing your company's employer
brand.
Just as a customer brand proposition is used to define a product or service offer, an employer
value proposition (also sometimes referred to as an employee value proposition) or EVP is used
to define an organization's employment offering. Likewise the marketing disciplines associated
with branding and brand management have been increasingly applied by the human
resources and community to attract, engage and retain talented candidates and employees, in the
same way that marketing applies such tools to attracting and retaining clients, customers and
consumers

Like brand advertising, the return on investment from employer branding efforts can be hard to
measure. Many companies struggle with ways to measure the money saved or earned from
efforts such as creating a culture video, having a better career site, or developing talent pipelines.

The simplest ways of measuring a return on employer branding investment are:

1. Increased awareness that leads to more applicants, and tracking how these applicants
translate to hires
2. Increased conversion rates of interested applicants after implementing employer branding
tactics
3. Decreases in time to fill, and the progress this allows a business to make
4. Decreases in third party recruiter spend

IMPORTANCE OF EMPLOYER BRANDING:

A candidate's market, combined with new consumer behavior, has led to the rise in importance
of employer branding as a Human Resources and Marketing Discipline. The market has shifted
since the great recession in favor of candidates given low unemployment. This means that
employers are fighting over the same small pool of candidates to fill their open roles, especially
in hard to fill areas like data scientist and other STEM based roles.

Moreover, consumer behavior has changed the way that people look for jobs. The candidate
journey isn't simply a job seeker finding your job and applying. This is especially true of the best
candidates - they want to research a company and build a relationship with it over months before
applying for a job. This creates a dynamic where companies who invest in employer branding are
seeing lower cost per hire.

With the help of a strong employer brand, your company will be able to increase the number of
quality applicants, reduce your costs per recruitment and differentiate yourself from competitors.
Do you want to develop the skills to able to craft, develop and execute an Employer Branding
Strategy? Not only do we help people and companies to understand their Employer Branding.
Similarly, we also want to make these strategies available for everyone. Therefore, to fully
utilize the power of your brand, you need to understand the fundamentals. First, how you
combine internal and external perspectives to create your employee value proposition, how you
should and last but not least, using data to take the decisions in time.

5 REASONS THAT ARE NEEDED FOR EMPLOYER BRANDING:

1) Strong Social Media Presence

As technology takes over the world slowly, companies are turning to social media to boost their
employer brand. By having a strong online presence, it shows that your company is kept up to
date and constantly tries to improve itself. Ranging from Instagram to Twitter to the company’s
website, the public will be observing the company’s online presence and studying their values
and culture.

By positioning the company correctly, it will be easier for your company to attract the right
talent. That is why platforms such as Facebook and LinkedIn are commonly used by companies
to contact potential employees nowadays. Vice versa, often job applicants like to contact
companies through such platforms as it creates a more direct and intimate relationship. Strong
employer branding will also attract more top talent as they come across your company’s social
media presence. This point itself allows your company to stand out from all other companies not
on social media.

2) Financial Stability

Having a good employer brand will ensure your company’s financial stability as well. A study
conducted by Boston Consulting Group showed that companies that invest in employer branding
could experience revenue growth as much as 3.5% and a 2.5% profit margin increase.
The return on investment is maximally based on the formulation work base of the employees. As
long as the employee is more dedicated towards work enforcement and aiming for the higher
cadres and recognition can lead to higher productivity of work.

The marketing strategy of creating awareness towards their brand as long it is succeeded in
market. likewise the employee must create their influence to keep their profit margin as high it
can.

3) Engaged & Enthusiastic Employees

Companies with a strong employer brand have more engaged employees. Employees will have a
higher level of motivation as they are proud to be working for a company with a strong employer
image. Therefore, having a strong employer image will not only improve the perception of your
company from the public, but also in your company as well. Having enthusiastic employees is an
important factor of growth in the company. When your existing employees can talk passionately
about their work, they will put in more effort into their work as well. Employees should be able
to converse about the line of business for which they are working. This can be done by having
planned future career prospects for employees or even a great organizational culture. When your
employees talk positively about your company, it will generate the interest of the public as they
wonder what it is like to be working for your company.

4) Improved Recruitment Cycle

As mentioned in the first point, a company’s online presence is very important, and this affects
the recruitment process as well. Job applicants will often research online about your company
before applying for a job. Your company’s online presence will create the first impression for the
job applicant. If you have a strong online presence and a positive employer brand, this means
that people can read good things about your company online. A company that is less promoted or
less well known might not be as appealing as a well-known company to job candidates. A good
employer image will help draw attention to your company and aid your recruitment process. Top
talents and graduates would want to join your company and existing employees would want to
stay. Employer branding will help the HR department to have a better turnover rate as well. A
company with a better yearly turnover rate is more appealing.

5) Recognition

Having a strong employer brand allows your company to be recognized and increases your brand
awareness. Graduates and top talents wish to work for companies with a powerful and good
reputation. They often follow social norms and ask around for suggestions. There have been
many articles that list the top companies that university graduates would like to work for and
these companies have successfully defined their employer brand.

Every company should try to be the first company potential employees will think of. If a
company is not popular among the top talents and the community, negative word-of-mouth will
spread, and that will affect the company. The ability to attract and retain the best talent in the
market is key for any organization. Therefore, companies should always try to be a striking
employer that can provide a sense of belonging to its employees.HR Technology that enables
100% personal feedback to all job candidates and improves your employer branding. Want to
learn how it can be done?

Employer Branding = People

Branding has always been about the organization and its reputation. However, traditionally
people were not a part of branding. It was generally associated with what people thought about a
company’s products and services.

But as the business world is going through one of the most interesting yet challenging times,
people have started associated branding with the experiences that they (internal and external
customers) have with the company. Now it’s more about people.
And employer branding is the birth child of this thinking. What employees feel about their
organization and what talent in the job market perceive about it matters a lot. What employees
are telling their families, friends, acquaintances and strangers about it, working there, the
benefits they receive and the level of contentment they experience can make or break a
company’s reputation. Employee experience has a ripple effect on customer satisfaction.

Employer Branding = Helping People Shape Their Destinies

Employer branding is also about helping people shape their destinies. Because when
organizations support it, this impacts their own reputation. It builds a sense of community
building because happy people build happy communities and happy organizations. An effective
talent brand gives employers the benefit of positive perception among the people that matter the

Employer Branding = Flaunting Your People

Believe it or not, employer branding is also about flaunting your people, their experiences and
their sentiments towards the organization. When companies are able to show how people are
empowered, encouraged and recognized, they ultimately send out messages to the prospective
candidates about how even they can build a stable future with the company.

Changing Needs and Aspirations of Employees

Talent war is real. Most companies are trying to attract and retain great talent by showing that
they will be valued the most. Well, this philosophy may attract some of the greatest talent, but it
doesn’t necessarily create an engaged workforce that wants to be retained in the company.
The needs and aspirations of employees have changed over time. As they bring a wealth of ideas
with them, they expect organizations to give them freedom over where they work, when they
work and how they work. Besides they also expect their companies to take care of the rest.

As workforce is now bombarded with millennial who value freedom more than anything,
organizations need to drop the traditional ways of work and offer creative freedom to their
people. It not only instills trust in people but they get people to work when their creativity is at
peak.

More is less. Just when you think you’re doing enough for your employees, look at your
competitors. What you’ve just started offering your employees, most of them have been doing it
for decades. Millennial look for unique benefits, personalized to their needs and interests –
something that could bring the best out of them. So, if you’re trying to attract them with routine
benefits, you’re at the losing end.

BENEFITS OF EMPLOYER BRANDING:

1. A strong employer brand can help your organization stand out. With the shift to
fragmented workforces of small and mid-sized businesses, it can be challenging to
recruit and retain employees, if you don’t have a consistent employer brand
2. Positioning your employer brand helps you attract and retain people who “fit”.
With four generations in the workplace and a wide variance in employee motivations, a
compelling employer brand can help you identify, attract and retain the right people.

3. A great employer brand can help you stand out, even when you don’t have the resources
to offer traditional benefits or salaries. Many prefer to work for employers aligned with
their values. A great employer brand can help you become an employer of choice.

4. A distinct employer brand can streamline recruitment. By being clear about your
organization’s values, goals and culture, you can avoid interviewing people who are out
of sync with your organization. And you can increase applications from who “fit”.

5. Great people seek out great brands. The best potential employees may not be the ones
applying to random job postings. Great people seek out great employers who represent
opportunities to fulfill their goals, achieve their dreams and live their values. By
building a great employer brand, you can compel great hires to seek you out – rather
than waiting for a job opening to come up.

IMPORTANT TOOLS FOR EMPLOYER BRAND:

 Be authentic – an employee’s perception of authentic business leadership is the strongest

predictor of job satisfaction, commitment to the organization and happiness at work.
 Be transparent – a values-based approach to business is increasingly popular.
 Be employee-centric – the best employers provide a positive environment that encourages
employees to deliver their best performance.
 Use your employee advocates – share their positive employer brand stories.
 Keep learning – to adapt your strategy for optimum performance.

Don’t rest on your laurels, it’s important to monitor and measure so you can adjust messaging at
need so you maintain your advantage in the competition for talent. Employer brand initiatives are
most likely to fail when HR policies are not aligned with the employer brand promise. Focus on
a great employee experience – it brings several advantages to employers (Herman &Giola,
2001). It lowers marketing costs, as the organization becomes more attractive to customers and
investors. Employee performance increases, as both the employer and employee are more
engaged and less stressed. Planning processes are facilitated due to improved retention of
employees.
CHAPTER -4

DATA ANALYSIS AND INTERPRETATION

1) Is steel plant brand as employer is attractive enough to recruit new employees.

a. Strongly agree
b. Agree
c. Neither agree nor disagree
d. Disagree
 e. Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 10 10%
2 Agree 72 72%
3 Neither agree nor 12 12%
disagree
4 Disagree 6 6%
5 Strongly disagree 0 0%

Total 100 100%

PERCENTAGE
0%
1 Strongly agree
6% 10%
12% 2 Agree

3 Neither agree nor

disagree
4 Disagree

72% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)10 members feel high. (B) 72 members
feel excellent about the work, (C)12 members neither agree nor disagree (D) 6 members feel
low and disagree to the point.(E)0 strongly disagreed to the point.

2) The employer brand of steel plant helps to stay in the marketplace.

a) Agree
b) Disagree
c) Neither agree nor disagree
d) Strongly agree
 e) strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 20 20%
2 Agree 52 52%
3 Neither agree nor 10 10%
disagree
4 Disagree 6 6%
5 Strongly disagree 12 12%
Total 100 100%

PERCENTAGE
1 Strongly agree
12%
20%
6% 2 Agree

10% 3 Neither agree nor

disagree
4 Disagree

52% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)20 members feel high. (B) 52 members
feel excellent about the work, (C)10 members neither agree nor disagree (D) 6 members feel
low and disagree to the point.(E)12 strongly disagreed to the point.

3) The culture at workplace in steel plant is exemplary to keep its image in better position.

a) Strongly agree
b) Agree
c) Disagree
d) Neither agree nor disagree
 e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 25 25%
2 Agree 46 46%
3 Neither agree nor 20 20%
disagree
4 Disagree 9 9%
5 Strongly disagree 0 0%
Total 100 100%

PERCENTAGE
0%
1 Strongly agree
9%
25% 2 Agree
20%
3 Neither agree nor
disagree
4 Disagree

46% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)25 members feel high. (B) 46 members
feel excellent about the work, (C)20 members neither agree nor disagree (D) 9 members feel
low and disagree to the point.(E)0 strongly disagreed to the point

4) Employees are the brand Ambassadors at steel plant.

a) Strongly agree
b) Agree
c) Disagree
 d) Neither agree nor disagree
e) strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 15 15%
2 Agree 35 35%
3 Neither agree nor 40 40%
disagree
4 Disagree 7 7%
5 Strongly disagree 3 3%
Total 100 100%

PERCENTAGE
3%
1 Strongly agree
7% 15%
2 Agree

3 Neither agree nor

disagree
40% 4 Disagree
35%

5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)15 members feel high. (B) 35 members
feel excellent about the work, (C) 40 members neither agree nor disagree (D) 7 members feel
low and disagree to the point.(E) 3 strongly disagreed to the point.

5) Do you recommend steel plant to Potential job candidates?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
 d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 10 10%
2 Agree 45 45%
3 Neither agree nor 38 38%
disagree
4 Disagree 6 6%
5 Strongly disagree 1 1%
Total 100 100%

PERCENTAGE
0%
1 Strongly agree
6% 10%
12% 2 Agree

3 Neither agree nor

disagree
4 Disagree

72% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)10 members feel high.(B) 72 members
feel excellent about the work, (C)12 members neither agree nor disagree (D) 6 members feel
low and disagree to the point.(E)0 strongly disagreed to the point.

6) Every employee believes in the shared values of steel plant.

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 20 20%
2 Agree 52 52%
3 Neither agree nor 10 10%
disagree
4 Disagree 6 6%
5 Strongly disagree 12 12%
Total 100 100%

PERCENTAGE
1 Strongly agree
12%
20%
6% 2 Agree

10% 3 Neither agree nor

disagree
4 Disagree

52% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A) 20 of employees believes to the above
point.(B) 52 members agree to the point and feel high towards it.(C) 10 members neither agree
nor disagree.(D) 6 members feel low and disagree to the point.(E) 12members strongly
disagreed to it.

7. The human resourcedepartment brings out all its policies and procedures keeping the
employer branding in its mind.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 30 30%
2 Agree 40 40%
3 Neither agree nor 27 27%
disagree
4 Disagree 3 3%
5 Strongly disagree 0 0%
Total 100 100%

PERCENTAGE
3% 0%
1 Strongly agree

30% 2 Agree
27%

3 Neither agree nor

disagree
4 Disagree

40% 5 Strongly disagree

INTERPRETATION: the above pie chart represents (A)30 members feel good,(B)40 members
feel excellent about the policies and procedures in steel plant,(C) 27 members neither agree nor
disagree and(D) 3 members feel low and disagree to it

8. the training at steel plant helps the Organization meet the requirements of
employee valueproposition

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 30 30%
2 Agree 45 45%
3 Neither agree nor 12 12%
disagree
4 Disagree 8 8%
5 Strongly disagree 5 5%
Total 100 100%

PERCENTAGE
1 Strongly agree
5%
8%
30% 2 Agree
12%
3 Neither agree nor
disagree
4 Disagree

45% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)30 members strongly agree and
satisfied to the above point (B)45 members feel high and agree to it,(C) 12 members neither
agree nor disagree (D) 8 members disagree to it,(E) 5 members strongly disagree to it.

9) There is an ample amount of opportunities for career progression in steel plant .

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 12 12%
2 Agree 27 27%
3 Neither agree nor 36 36%
disagree
4 Disagree 20 20%
5 Strongly disagree 5 5%
Total 100 100%

PERCENTAGE
1 Strongly agree
5%
12%
2 Agree
20%

3 Neither agree nor

27% disagree
4 Disagree

36%
5 Strongly disagree

INTERPRETATION The above pie chart represents(A) 12 members feel high (B) 27 members
feel fair, (C) 36 members feel neutral and (D) 20 members feel low to the question and (E) 5
members feel dissatisfied to the question.

10) Better performance is always rewarded in steel plant.

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%
2 Agree 40 40%
3 Neither agree nor 27 27%
disagree
4 Disagree 3 3%
5 Strongly disagree 0 0%
Total 100 100%

PERCENTAGE
3% 0%
1 Strongly agree

30% 2 Agree
27%

3 Neither agree nor

disagree
4 Disagree

40% 5 Strongly disagree

INTERPRETATION: The above pie chart represents 30 memberss feel high ,40 members feel
fair, 27 members feelneutraland 3 members feel dissatisfied to the question, and 0 strongly
disagree

11) Steel plant takes initiatives for Maintaining work life Balance and create Better place to
work.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 20 20%
2 Agree 52 52%
3 Neither agree nor 10 10%
disagree
4 Disagree 6 6%
5 Strongly disagree 12 12%
Total 100 100%

PERCENTAGE
1 Strongly agree
12%
20%
6% 2 Agree

10% 3 Neither agree nor

disagree
4 Disagree

52% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)20 members had strongly agreed,(B)52
members agreed to the above point, (C)10 members feel neither agree nor disagree and(D) 6
employees disagreed to the point (E)12 members strongly disagreed to the above point.

12) Employees are ensured with best of the welfare measure

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 25 25%
2 Agree 46 46%
3 Neither agree nor 20 20%
disagree
4 Disagree 9 9%
5 Strongly disagree 0 0%
Total 100 100%

PERCENTAGE
0%
1 Strongly agree
9%
25% 2 Agree
20%
3 Neither agree nor
disagree
4 Disagree

46% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)25 members strongly agree

,(B)46members feel excellent (C)20 members neither agree nor disagree and (D)9 members feel
low and disagreed and (E)0 had disagreed

13) Steel plant has setup with best Human resources practices to ensure better employee
relations.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 30 30%
2 Agree 39 39%
3 Neither agree nor 6 6%
disagree
4 Disagree 12 12%
5 Strongly disagree 13 13%
Total 100 100%

PERCENTAGE
1 Strongly agree
13%

30% 2 Agree
12%
3 Neither agree nor
disagree
6%
4 Disagree

39% 5 Strongly disagree

INTERPRETATION:The above pie chart represents (A)30 members had strongly agreed,(B)39
members agreed to the above point, (C)6 members feel neither agree nor disagree and(D) 12
employees disagreed to the point (E)13 members strongly disagreed to the above point.

14) All employees are satisfied with the brand image of steel plant.

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 30 30%
2 Agree 40 40%
3 Neither agree nor 27 27%
disagree
4 Disagree 3 3%
5 Strongly disagree 0 0%
Total 100 100%

PERCENTAGE
3% 0%
1 Strongly agree

30% 2 Agree
27%

3 Neither agree nor

disagree
4 Disagree

40% 5 Strongly disagree

INTERPRETATION The above pie chart represents(A) 30 members feel high (B) 40 members
feel fair, (C) 27 members feel neutral and (D) 3 members feel low to the question and (E) 0
members strongly disagree.

15) Does the branding allows the basic awareness of talent encouragemt.

a) Strongly agree
b) Agree
 c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 35 35%
2 Agree 40 40%
3 Neither agree nor 10 10%
disagree
4 Disagree 9 9%
5 Strongly disagree 6 6%
Total 100 100%

respondants

6%
9% 1 strongly agree
35% 2 agree
10%
3 neither agree nor disagree
4 disagree
5 strongly disagree
40%

INTERPRETATION:The above pie chart represents (A)35 members strongly agree ,(B)40
members feel excellent (C)10 members neither agree nor disagree and (D) 9 members feel low
and disagreed and (E) 6 had strongly disagreed .

16) The branding is strongly based on employee value proposition.

 a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 35 35%
2 Agree 40 40%
3 Neither agree nor 10 10%
disagree
4 Disagree 9 9%
5 Strongly disagree 6 6%
Total 100 100%

respondants

6% 5% 1 strongly agree

16% 38% 2 agree

3 neither agree nor disagree
4 disagree
5 strongly disagree
35%

INTERPRETATION The above pie chart represents(A) 38 members feel high (B) 35 members
feel fair, (C) 16 members feel neutral and (D) 6 members feel low to the question and (E) 5
members feel dissatisfied to the question.

17) Do you understand how your work contributes to the goals of the organization.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 40 40%
2 Agree 30 30%
3 Neither agree nor 17 17%
disagree
4 Disagree 7 7%
5 Strongly disagree 6 6%
Total 100 100%

respondants

6%
7% 1 strongly agree
2 agree
17% 40%
3 neither agree nor disagree
4 disagree
5 strongly disagree
30%

INTERPRETATION: The above pie chart represents 40 memberss feel high ,30 members feel
fair, 17 members feel low and 7 members feel dis satisfied to the question and 6 members
strongly disagree.

18) The branding evaluates the experienced employees more effective.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 65 65%
2 Agree 25 25%
3 Neither agree nor 10 10%
disagree
4 Disagree 5 5%
5 Strongly disagree 0 0%
Total 100 100%

respondants

10%0% 1 strongly agree

2 agree
25%
3 neither agree nor disagree

65% 4 disagree
5 strongly disagree

INTERPRETATION: The above pie chart represents 65 memberss feel high ,25 members feel
fair, 10 members feel low and 5 members feel dis satisfied to the question.

19) By using the branding process, it reduces time lapsing and hiring costs.

a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
S.NO RATING RESPONDANTS PERCENTAGE
1 Strongly agree 54 54%
2 Agree 28 28%
3 Neither agree nor 15 15%
disagree
4 Disagree 0 0%
5 Strongly disagree 0 0%
Total 100 100%

respondants

0%
3%
15% 1 strongly agree
2 agree
3 neither agree nor disagree
54%
28% 4 disagree
5 strongly disagree

INTERPRETATION The above pie chart represents(A) 54 members feel high (B) 28
members feel fair, (C) 15 members feel neutral and (D) 0members feel low to the
question and (E) 0 members feel dissatisfied to the question.

20) Does the better quality of hiring includes the employer brand
a) Strongly agree
 b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 54 35%
2 Agree 28 40%
3 Neither agree nor 15 10%
disagree
4 Disagree 0 0
5 Strongly disagree 0
Total 100 100%

respondants

0%
18% 1 strongly agree
2 agree
3 neither agree nor disagree
54%
28% 4 disagree
5 strongly disagree

INTERPRETATION: The above pie chart represents 54 memberss feel high ,28 members feel
fair, 18 members feel low and 0 members disagree to the question.
CHAPTER -5

SUMMARY,FINDINGS,SUGGESTIONS

FINDINGS:
From the survey of employees, it is clearly evident that most of them have agreed to their brand
image in RINL.

The RINL-VSP has put its main efforts in adapting their employee value proposition in all
departments. Hence particularly they are currently not using the employer branding they will
implement furtherly and bring the scope in RINL.

HOWEVER, THE SURVEY,

We have found that some employees haven’t satisfied with their brand image in RINL.

Some of the employees who are nearing retirement are provided with some awards to enhance
their hard work in RINL.

Due to lack of encouragement some of the employees are not showing interest in the work
stimulation.

Employer branding is being undergone by the same candidates in some of the units which is
resulting is disinterest in survey for their high pressure works..

Employee relationship is also given more importance in and outside the organization.

Awareness of employees on duty is given more importance than another activity in the
organization.

Practical approach to improve the managerial effectiveness is timely given to all the employees
in all the categories for more production.

Training in Communication Skills and time management is also given for the development of the
standards of the organization and of the individuals.

All the employees are more enthusiastic in the work environment of steel plant.

Over all the employees are satisfied with brand image taken up by the organization in each
every aspect.

SUGGESTIONS:
Well, the employer branding is certainly not followed exactly in RINL. But they do give
employees with their brand image in RINL. as they are rewarded with some shields and
momentum.

Since RINL considers their employees as brand ambassadors and give more recognition for their
surpass work.

Setting up of various display boards related to their work, machinery which they will be handling
at their work place, Control rooms, Rest rooms etc.

For detailed view of their works.

Introducing more techniques to evaluate their performance and new innovative ideas and many
more programs to enhance better work.

For further more brand image of RINL. It must be succeeded when it is fully implemented in
RINL.
CONCLUSION:

The employer branding is the way to retain employees to seek their creative formation and
indeed hard work for their imposed dedication by employees. Where maximally it is seen by the
RINL. To estimate their ranking by competitive spirit among them and have the best guides to
show their path for huge success.

Measuring their ranking indeed it lets to disappointment and forming structure towards it. But it
empathizes the work enthusiasm in all the employees to format their dedication and more hard
work to be seen in them.

At VSP training in various technological processes have been given priority over years.Training
of thousands of new entrants has been designed specifically to impart awareness and skills in
various processes involved in an integrated steel plant, the employer branding involves it
impactsof gaining higher productivity in return on investment . hence it is very much essential to
retain the best candidates so far to improvise the work efficiency and productivity of the steel
plant.