A STUDY ON

“STEEL INDUSTRY”

A project report submitted to

Aditya Institute of technology and Management, Tekkali
in partial fulfilment of the requirement for the award of the degree of

“MASTER OF BUSINESS ADMINISTRATION”

SUBMITTED BY

DOLA TEJASWINI
(REGNO:22A51E0011)

UNDER THE ESTEEMED GUIDANCE OF

Prof.HOD.Dr.B.Sivakumar

Department of Management studies

Aditya Institute of technology and Management, Tekkali

(Affiliated to JNTU , VIZIANAGARAM) Approved by AICTE,
Accredited by NBA&NAAC, Recognized by UGC 2(f),12(b) )

K.KOTTURU, TEKKALI-532001, SRIKAKULAM DIST,AP.

2023-24
 Aditya Institute of technology and
Management, Tekkali

CERTIFICATE

This is to certify that the Project Work entitled “A study on STEEL INDUSTRY” with
reference to TATA STEEL being submitted by Mr/Mrs. D.Tejaswini in partial fulfillment for
the award of the degree of MASTER OF BUSINESS ADMINISTRATION in ADITYA
INSTITUTE OF TECHNOLOGY AND MANAGEMENT, TEKKALI is a record of bonafide
work carried out by him under my guidance and supervision.

Place: TEKKALI Prof.Dr.B.Sivakumar

Date: Project Guide

 ACKNOWLEDGEMENT

With the active support, assistance and timely guidance of my lecturers,

company staff and well-wishers only, I would be able to do this project work. It
is my profound duty to acknowledge all those who render their valuable and
generous help in their own ways.

The project work has been carried under the supervision and guidance
of Prof.DrB.Sivakumar. I am highly indebted to him for his unstinted
cooperation in the preparation of thesis. Inspite of his occupation and
engagements, he has spared his precious time, evinced keen interest and
meticulous care at every stage of my project work. I owe him much more than I
can render words.

It is my duty to acknowledge my deep sense of gratitude to all the

faculty members of Department of Management studies, Aditya Institute Of
Technology And Management, Tekkali for encouragement and guidance
throughout my studies in the college. And I also extended my sincere thanks to
the management of AITAM to offer an opportunity to study MBA in their
esteemed institution.

I am thankful to all other faculty of my college for their valuable guidance and
suggestion offered by them during the project work.

D.Tejaswini(22A51E0011)
 DECLARATION
I hereby declare that the project report entitled “A Study on “STEEL INDUSTRY” with
reference to TATA STEEL submitted by me is a bonafide work done by me and is not
submitted previously in part or full to this University or any other University.

This project work is in partial fulfillment of the requirements for the award of MASTER OF
BUSINESS ADMINISTRATION (MBA) by ADITYA INSTITUTE OF TECHNOLOGY
AND MANAGEMENT

Place: TEKKALI D.Tejaswini

Date:
 INDEX
Sr.No CONTEXT PAGE
NO
1 Company’s History

2 Details of founders

3 Nature of business

4 Organizational structure

5 Reporting relationship

6 Working of the different management functions

a. finance function
b. HR Function
c. Marketing function
d. IT&ES function
e. Production function
7 Keys issues and concerns

8 Nature and type of customers through observation.

Discussion and interaction with the company personnel

STEEL INDUSTRY
INTRODUCTION: The structure of the Indian Steel Industry has witnessed a
significant change since the start of economic liberalization in India. Prior to this,
the state owned firm SAIL had played a very important and key role in the growth
and development of steel industry in India. In 1991, a substantial number of
economic reforms were introduced by the Indian Government. These reforms
boosted the development process of a number of industries the steel industry in
India in particular which has subsequently developed quite rapidly. India
continually posts phenomenal growth records in steel production. In 1992, India
produced 14.33 million tones of finished carbon steels and 1.59 million tones of
pig iron. Furthermore, the steel production capacity of the country has increased
rapidly since 1991. India produced nearly 46.575 million tones of finished steels
and 4.393 million tones of pig iron in 2008. Since liberalization, a triple structure
of main, secondary and small scale producers has emerged. Amongst the main
producers consisting of incumbent integrated firms, technological upgrading and
institutional reforms have been slow for SAIL, while Tata Steel has gradually
upgraded its facilities as well as the quality of its products.It is investing about 34
per cent of the country's GNP in all production activities, out of which around 50
per cent happens to be in construction., During the Twelfth Plan period (201217),
the Government of India envision infrastructure investment up to US$1 trillion,
indicating that demand for steel from the sector will remain strong. Growth in the
infrastructure and construction segment is expected to be driven by power, roads,
irrigation and urban infrastructure. The Government has identified infrastructure as
a priority sector to bolster the GDP growth rate. In line, more sectors have been
added as eligible sectors for Viability Gap Funding under the scheme Support to
PPP in infrastructure. According to Industry Ministry data, India received FDI of
$19.39 billion during January-June 2015, an increase of 30 per cent over the same
period last year. The Modi government in the last few months had introduced
many FDI policy reforms in sectors such as defense, rail infrastructure,
construction development, insurance, pension, medical devices. The struggling
construction sector will be a major beneficiary as radical changes in FDI norms
have been brought in to boost demand for steel, cement and spur economic
activity, ultimately with an aim to help build 50 million affordable houses for the
poor. According to Industry Ministry data, India received FDI of $19.39 billion
during January-June 2015, an increase of 30% over the same period last year. The
World Bank had recently improved India's ranking by 12 places (to 130th rank
from 142nd rank last year) in the 2016 Study of Ease of Doing Business. Besides,
many global institutions have projected India as the leading destination for FDI in
the World. IMF has branded India as the brightest spot in the global economy
whereas the World Bank has retained the growth forecast for India at 7.5% for
FY16.With the current focus on infrastructure development, it is the rural areas
that need to be attended to and included to ensure the overall development of the
country. Further, encouraging infrastructure projects in the form of roads, rail and
port facilities would encourage the domestic steel verticals to remain competitive.
The completion of major infrastructure projects like flyovers, Metro rail, there is a
growing confidence in steel as a reliable, cost and time efficient material.Cabinet
has approved the National Steel Policy, which seeks to outline a roadmap to
increase the country's annual steel production to 300 million tonnes by 2025.The
National Steel Policy 2017 aims to make India selfsufficient in steel production. It
projects crude steel capacity of 300 million tonnes (mt), production of 255mt and
per capita consumption of 158kg of finished steel by 2030-31, as against the
current consumption of 61kg. The policy also envisages adequate local
manufacturing to meet the demand for high-grade automotive steel, electrical steel,
special steels and alloys for strategic applications by the same year.

METHODOLOGY : This study is based on secondary data collection through

banking books, journals, internet (websites), research papers etc. The Secondary
data has been collected from various journals, Research Papers, Reports of various
Study Groups, Newspapers, official web-sites, Books, Internet sites and other
relevant sources on Steel Industry. REVIEW OF LITERATURE: Steel Tycoon
Mr. Lakshmi Nivas Mittal (2001) advised to securing land and iron ore mining
locations are issues that need to be solved by the state governments in India for
further growth. He also suggested that the Indian government should not lift the
qualitative and quantitative restrictions on iron ore exports. Mr. K. Bhattacharya
(2003) has that the entire steel world today looks mainly to India where huge
investments have been announced for capacity increase of all major existing plants
and installation of new plants. B. K. Tripathy (2003) said that the Indian steel
industry was deregulated and the control mechanism founded on the four basic
precepts of state regulation on capacity creation, imports and Dr. Shailendra
Kumar Chaturvedi Professor Jhunjhunwala Business School Faizabad Uttar
Pradesh, India Ms. Suruchi Tripathi* Pursuing PhD from Dr. A.P.J. Abdul Kalam
Technical University IET Campus, Sitapur Road, Lucknow, Uttar Pradesh,
India*Corresponding Author 148 www.worldwidejournals.com PARIPEX -
INDIAN JOURNAL OF RESEARCH Volume-7 | Issue-4 | April-2018 | PRINT
ISSN No 2250-1991 exports, price and distribution for the major producers was
dismantled paving the way for a market-centric industry. There is need to stimulate
demand by increasing investment in industrial and economic infrastructure.
Mr.Nitish SenGupta (2005) pointed out that though Indian Steel policy is
liberalized the global steel market should not be ignored any more by the domestic
players. He opined that the competitiveness in international market should become
a compulsion for the Indian steel Industry and there is a need for modernization. J.
J. Irani while examined the National Steel Policy (2005) and opined that the new
initiatives like the FDI in steel sector will help a lot the Indian Steel sector in
developing the infrastructure. With the upturn in the steel industry, the foreign
companies have started showing interest in the investment by way of Foreign
Direct Investment in Indian Steel Industry by investing in the existing company or
in setting up of Green field steel projects. Dr Ghosh,Sajal (2006) has expressed
that a booming Indian economy and a strong growth in demand in sectors such as
realestate, infrastructure and automobiles translate into the buoyancy in steel
industry. Obviously, India has finally emerged as a steelmaking location for global
players. The global steel industry appears to be in a race to invest in high growth
zones such as India. The sector has received investment of US$ 5,994 millions
lined up through 102 memorandums of Understanding signed by different state
governments to add 103 million tones in steel capacity. Mr.J.J.Irani (2007) has
commented that it is not desirable to export high grade iron ore from the country.
He opined that the existing steel plants in the country should enjoy assured supply
of iron ore for the next 20-25 years, taking into consideration their expansion
plans. Mr. Y. Siva Sagar Rao (2007) has envisaged that the target of 200 million
tones by 2020 can be achieved and in fact the output may even touch 300 million
tones mark, but there are quite a few challenges ahead like land acquisition,
allotment of captive ironore mines, logistics, upgrading of technologies and
environment were some of the key issues. Dr. Man Mohan Singh (2007) said that
the government would do whatever is necessary to ensure that the industry is able
to meet the growing demand for steel and called upon Indian steel tycoons seeking
global opportunities to pay equal attention to the market opportunities within India.
It is investing It is investing about 34 per cent of the country's GNP in all
production activities, out of which around 50 per cent happens to be in
construction. 34 per cent of the country's GNP in all production activities, out of
which around 50 per cent happens to be in construction. He also pointed out that
the increasing number of global steel majors who have announced plans to set up
steel making facilities in India gives a fair indication of the competitive advantages
of making steel in the country. Mr. S.K.Roongta and Mr.Muthurman (2008) said
that the major two companies in India have embarked on major capacity
expansions to ramp up production capacities. They aim at increasing the output to
26 million tones at a cost of more than Rs. 50,000 crore. International Research
Journal of Business and Management IRJBM,2013 edition,India's foreign
investment policy has been formulated with a view to inviting and encouraging
FDI into India. The process of regulation and approval has been substantially
liberalized. Government of India welcomes FDI in all sectors where it is permitted,
especially for development of infrastructure, technological upgradation of Indian
industry through 'greenfield' investments and in projects having the potential of
creating employment opportunities on a large scale. Investment for setting up
Special Economic Zones (SEZs) and establishing manufacturing units are also
welcomed. Live Mint e-paper(9.9.2017);It states that the new National Steel Policy
aims to make India self-sufficient in steel production. It projects crude steel
capacity of 300 million tonnes (mt), production of 255mt and per capita
consumption of 158kg of finished steel by 2030-31, as against the current
consumption of 61kg. The policy has a waiver for specific kinds of steel not
manufactured in the country, or where domestic makers can't meet the quality
standards required by a project. This will also go a long way to address the growth
appetite the government is envisaging. It will further boost demand, said Anjani
 Agrawal, global steel leader at audit and consulting firm EY.

1.Company’s History

INDIA
Tata Steel was established in India as Asia’s first integrated private steel company
in 1907. With this, we also developed India’s first industrial city at Jamshedpur.
Today, we are among the leading global steel companies. Our annual crude steel
capacity across Indian operations is nearly 20 MnTPA and we registered a
turnover of INR 91,037 crore in FY21. We also set up our second greenfield steel
plant of 3 MnTPA in the eastern state of Odisha in 2016; the expansion to 8
MnTPA in currently underway. We possess and operate captive mines that help us
maintain cost- competitiveness and production efficiencies through an
uninterrupted supply of raw material. This is how we ensure that we remain the
lowest cost producer of steel in Asia.

The Indian product portfolio is divided into four segments – Automotive and
Special Products; Industrial Products, Projects and Exports; Branded Products and
Retail; and Services and Solutions. The Company supplies hot-rolled, cold-rolled,
galvanised, branded solution offerings and more.

1. Tata Steel Limited is an Indian multinational steel-making company,

based in Jamshedpur, Jharkhand and headquartered
in Mumbai, Maharashtra. It is a part of the Tata Group.
2. Formerly known as Tata Iron and Steel Company Limited (TISCO),
Tata Steel is among the top steel producing companies in the world with
an annual crude steel capacity of 34 million tonnes. It is one of the world's
most geographically diversified steel producers, with operations and
commercial presence across the world. The group (excluding SEA
operations) recorded a consolidated turnover of US$19.7 billion in the
financial year ending 31 March 2020. It is the second largest steel
company in India (measured by domestic production) with an annual
capacity of 13 million tonnes after Steel Authority of India Ltd.
(SAIL). TATA Steel, along with SAIL and Jindal Steel and Power, are the
 only 3 Indian steel companies that have captive iron-ore mines, which
gives the three companies price advantages.
3. The Key Managerial Personnel (KMP) at Tata Steel Limited India are
Koushik Chatterjee as CFO (KMP) and Parvatheesam Kanchinadham as
Company Secretary. Koushik Chatterjee, Mallika Srinivasan,
Chandrasekaran Natarajan and 7 other members are presently associated
as directors.
4. Tata Steel operates in 26 countries with key operations in India,
Netherlands and the United Kingdom, and employs around 80,500 people.
[6]
 Its largest plant (10 MTPA capacity) is located
in Jamshedpur, Jharkhand. In 2007, Tata Steel acquired the UK-based
steel maker Corus. It was ranked 486th in the 2014 Fortune Global
500 ranking of the world's biggest corporations. It was the seventh most
valuable Indian brand of 2013 according to Brand Finance.
5. In July 2019 Tata Steel Kalinganagar (TSK) was included in the list of
the World Economic Forum's (WEF) Global Lighthouse Network.
6. Tata Steel has been recognised amongst India's Best Workplaces in
Manufacturing 2022 by Great Place to Work. This recognition has been
received for the fifth time, highlights the company's sustained focus on
fostering a culture of high-trust, integrity, growth, and care for the
employees.[12] Tata Steel has also been inclusive towards
its LGBTQ employees and also provides health insurance benefits for
partners of its LGBTQ employees under the new HR policy.

7. History

8.

9. Tata Steel's Jamshedpur plant at night

10.Tata Iron and Steel Company (TISCO) was founded by Jamsetji

Nusserwanji Tata and established by Sir Dorabji Tata on 26 August 1907.
TISCO started pig iron production in 1911 and began producing steel in
1912 as a branch of Jamsetji's Tata Group.[14][15][16] The first steel ingot was
 manufactured on 16 February 1912. During the First World War (1914–
1918), the company made rapid progress.
11.In 1920, The Tata Iron & Steel Company also incorporated The Tinplate
Company of India Ltd (TCIL), as a joint venture with then Burmah
Shell to manufacture Tinplate. TCIL is now Tata Tinplate and holds 70%
market share in India.
12.By 1939, it operated the largest steel plant in the British Empire. The
company launched a major modernisation and expansion program in 1951.
Later, in 1958, the program was upgraded to 2 million metric tonnes per
annum (MTPA) project.[14] By 1970, the company employed around
40,000 people at Jamshedpur, and a further 20,000 in the neighbouring
coal mines.
13.In November 2021, Tata Steel was the most profitable company in
the Tata Group.
14.Nationalisation attempts
15.There were two attempts one in 1971 and another in 1979, nationalise the
company. Both were unsuccessful attempts. In 1971 Indira Gandhi regime
tried to nationalise the company, but failed. In 1979 Janata Party regime
(1977–79), wanted to nationalise TISCO (now Tata Steel). Then Minister
for Industries George Fernandes, at the instigation of Biju Patnaik,
Minister for Steel threatened nationalisation, but due to the unions protests
the move failed.
16.In 1990, the company began to expand, and established its subsidiary, Tata
Inc., in New York. The company changed its name from TISCO to Tata
Steel Ltd. in 2005.
 2.Details of its founders
More than a century ago, the visionary founder of Tata Steel, Sir Jamsetji
Nusserwanji Tata, was much impressed when he saw in America, Europe and
Japan the prosperity that was created by the application of science to industry. He
therefore instilled in the fledgling Tata Steel the scientific approaches to test and
characterise raw materials and products.

By 1937 his vision took grand shape by the establishment of this Research &
Control building that today still houses these functions, presently called R&D,
Scientific Services and Refractory Technology Group (RDSS Division). 

This new Division in Tata Steel also meant the very start of Industrial R&D in all
of India. It is a tell-tale sign of the vision and enlightenment of the House of Tata
to set up such a ‘western’ concept in the then remote township of Sakchi.

During the years the Division has evolved and grown to meet the needs of the
company. While initially the focus was on process monitoring and control, the
1940s saw a growing need for product development imposed on the company by
the Second World War. Process innovation was earlier limited to making the best
of local raw materials, but in the 1960s and 70s it started branching out into new
process technologies to help compete with the fast growing public sector steel
industry.

The economic liberalisation of the 1980s and 90s opened India to global
competition. This spurred demand for more varieties of steel and R&D turned its
attention to product development to meet the demands from sectors like
automobiles, construction and engineered products.

Since 2000 the global growth in the steel industry has escalated the market prices
of raw materials like ore and coal. This has forced R&D’s attention to process
innovations to make use low cost raw materials and increase energy efficiency.
Growing awareness on environmental issues and global warming is also driving
R&D to look at reducing our environmental footprint.

The achievements and significance of this R&D have been lauded at national and
international level. It was recognised with many awards, such as various awards
for the ‘R&D efforts in Industry’ by the Department of Science and Technology
(1990, 2001, 2007), the best R&D laboratory in India award by NACE
International (2004) and the award for the highest number granted patents amongst
Indian owned private companies by the Ministry of Commerce & Industry (2011).

The following are some important milestones in the history of the R&D and
SS Division:

 1937 : ‘Research and Control Laboratory’ opened on September 14 at its

present location

 1941-42 : R&D division played a key role in developing steel plates used to
make armored vehicles (called Tatanagars) in the First World War; also
developed corrosion resistance steel for the Howrah bridge in Kolkata, India

 1955 : R&D division played a significant role in achieving the target of the
Two Million Tonne Programme launched at Tata Steel, Jamshedpur

 1980-81 : Phase I of Modernization – Relevant technologies were absorbed

by R&D

 1984-88 : Phase II of Modernization – R&D identified specific coal blends

for coke making

 1989-94 : Phase III of Modernization – R&D optimized process parameters

for Slab caster, ‘G’ Blast Furnace, LD – 2 and HSM

 1996 : RH-Degasser was commissioned and R&D played a significant role

in optimization through simulation and modeling work

 1997 : R&D received the ISO 9000:1994 certification

 1998 : Development and release of IF-Nb and IF-Ti grades of steel for the
auto industry for the first time in India

 1999 : Established the characteristics of imported low volatile semi-soft coal

for use in coke making and Blast Furnace injection

 2000 : Development and introduction of dent-resistant grade steel for the

auto industry for the first time in India. Phase IV of Modernization – Cold
Rolling Mill was commissioned and R&D supported the optimization the
pickling, cold rolling, annealing and galvanizing processes

 2001-02 : QMS was upgraded and R&D received the ISO 9001:2000
certification. R&D introduced an offline simulator for predicting properties
of Hot Rolled Coils

 2002-03 : State-of-the-art water model laboratory was set up. Three new
types of steel were developed

 2003-04 : Quality Management System was computerized and strengthened.

Five new products were developed

 2004-05 : Two new hot rolled products were developed

 2005-06 : Three new products were developed along with several processes
resulting in the filing of several patents. Research efforts were directed
towards several ambitious projects known as Thrust Area Projects

 2006-07 : Considerable progress was made in the Thrust Area Projects.

R&D added XRD, SEM and beneficiation facilities to its list of research
facilities

 2007-08 : R&D celebrated its 70th year by organizing four international

conferences. Research was initiated in a new area of ‘energy efficient
fluids’. A new wire product with thin organic coating on galvanized wire
was developed and commercialized. New software to provide set-up
guidance to operators of wire drawing lines was developed

 2008-09 : R&D became part of the Global Research Development &

Technology function of the Tata Steel group

 2009-10 : QMS was further upgraded and R&D received the ISO 9001:2008
certification
  2010-11 : R&D augmented it computational capability by commissioning
‘Reynolds’ - the fastest computer in the Tata Steel group. A state-of-the-art
Bio-Remediation laboratory was set up

Shareholders:

Tata Sons Pvt Ltd. SBI Funds Management Pvt Ltd. The Vanguard Group,
Inc. ICICI Prudential Asset Management Co.

3.Nature of Business
In India, Tata Steel operates an end-to-end value chain that extends
from mining to finished steel goods, catering to an array of market
segments such as automotive, construction, general engineering etc

Tata Steel’s manufacturing and downstream facilities are in India, the UK, the
Netherlands, and Thailand, while its raw material mines are in India and Canada.
Tata Steel’s consolidated crude steel production capacity in India stands at 20.6
MnTPA with manufacturing facilities in Jamshedpur and Gamharia in Jharkhand,
Kalinganagar and Meramandali in Odisha. In addition, the Company has several
downstream product extensions with manufacturing facilities for Wires, Tubes,
Bearings, Agriculture Equipment, and Industrial By-products. It also has a Ferro
Alloys and Minerals division and a heavy-duty engineering and fabrication unit,
Tata Growth Shop.

In India, Tata Steel operates an end-to-end value chain that extends from mining to

finished steel goods, catering to an array of market segments such as automotive,
construction, general engineering etc. The Company sources most of the required
raw materials from its captive mines in India, providing raw material security and
the competitive advantage of being a low-cost steel producer. The Raw Material
Division of Tata Steel supplies almost 100% of iron ore and nearly 21% of clean
coal requirements for steel manufacturing facilities in India, while the rest is
imported. The Company also operates manganese and chromite mines.

In Europe, Tata Steel is one of the largest steel producers, with two operating steel
manufacturing facilities – one based in the UK with a capacity of 5 MnTPA and
the other in Mainland Europe (the Netherlands) with a capacity of 7 MnTPA. Both
operating facilities produce premium flat steel products and services for customers
in Europe and around the world. Tata Steel (Thailand) Public Company Limited
(TSTH), the Company’s South-East Asian operating unit, has a crude steel
production capacity of 1.7 MnTPA.

Tata Steel delivered superior performance in FY 2021-22 despite heightened

complexities in the face of COVID-19 as well as ongoing geopolitical tensions.
The Company’s India business showed broad-based growth across chosen
segments due to sustained focus on customer relationships, distribution network
and portfolio of brands supported by an agile business model. The Europe
operations delivered robust performance on the back of a strong business
environment and the transformation programme undertaken by the Company. 

 During FY 2021-22, the Company achieved the highest ever consolidated

EBITDA of ₹63,830 crore, a growth of 107%, translating into an EBITDA
per tonne of ₹21,626 and a healthy EBITDA margin of 26%
 Capacity expansion at Tata Steel Kalinganagar (‘TSK’) Phase 2 (3 MnTPA
to 8 MnTPA) is underway with a target of commissioning key facilities:
Pellet Plant and part of Cold Rolling Mill in FY 2022-23
 Completed the Amalgamation of Bamnipal Steel Limited and Tata Steel
BSL Limited into and with Tata Steel Limited 
 Completed the acquisition of Neelachal Ispat Nigam Limited in the second
quarter of FY 2022-23
 Successfully divested its stake in NatSteel Holdings Pte Limited, Singapore
 In Europe, Tata Steel achieved a complete separation of its UK and
Netherlands operations in October 2021. Under the new structure, Tata Steel
UK and Tata Steel Netherlands will operate as two independent companies
pursuing separate strategic paths
 Made progress in the New Materials Business, with an objective to build its
business in knowledge and intellectual property intensive and non-cyclical
new materials. The Company is exploring Composites, Graphene and
Advanced Ceramics as areas of growth. During FY 2021-22, the Company
has started working towards building a world-class facility to produce
medical materials with a focus on healthcare
  Committed to circular economy, the Company commissioned a 0.5 MnTPA
steel recycling plant at Rohtak, Haryana. This endeavour will help meet the
growing demand for steel in a sustainable manner, formalise the scrap
market in India, and enable the country transition into a scrap-based
steelmaking route
 The Company’s latest integrated brand
campaign ‘#WeAlsoMakeTomorrow’, emblematic of the steel maker’s
commitment to build a greener and better tomorrow, is currently live

4.Organisational Structure

Tata Steel follows a matrix structure. The organisational structure of

can be broadly divided into 3 levels-Upper management, Senior
management, Middle management The Upper Management of the
company has the Managing Director of the entire company and the
Group Executive officer.
RDSS: Research & Development and Scientific Services
GRP: Global Research Programme
IP: Intellectual Property
SS: Scientific Services
RTG: Refractory Technology Group
RC: Raw materials and Coke making
CRMT: Central Raw Material Testing
IFA: Iron and Ferro Alloys
 SMC: Steel Making and Casting
CP: Coated Product
MCJ: Materials Characterization and Joining
MMPD: Materials Modeling and Product Design

 
Tata steel organisational structureTata Steel follows a matrix structure. The
organisational structure of can be broadly divided into 3levels- Upper
management, Senior management, Middle managementThe Upper
Management of the company has the Managing Director of the entire
company and theGroup Executive officer. The Senior Management has the
Vice Presidents of the differentdepartments. Under the VPs we have
the Heads of the various departments. Under these Heads,wehave the various
Sectional Heads who would be the Unit Leaders/Managers/Officers who form
theMiddle management

Types of organizational structures

 Hierarchical org structure.
 Functional org structure.
 Horizontal or flat org structure.
 Divisional org structures (market-based, product-based, geographic)
 Matrix org structure.
 Team-based org structure.
 Network org structure.

5. Reporting relationship

In line with the motto of ‘Reshaping our business for tomorrow’, Tata Steel is
serving the growing needs of our B2B (Business Accounts), B2C (Individual
Consumers) and B2ECA (Emerging Corporate Accounts) - customer segments by
offering differentiated products and services. Our end-to-end operation across the
value chain, from mining to finished steel goods, enables us to deliver superior
quality products. Over the years, we have built strong relationships with the
channel partners that has allowed us to serve existing B2C and B2ECA customer
segments through our nationwide professional distribution network. We are now
leveraging this extensive network established for steel products to extend our
customer-centric services and new solutions such as Tata Pravesh Doors &
Windows to markets in urban and rural India.

ENTERING NEW MARKET SEGMENTS

While our customers in the automotive and construction segments enjoy our
unwavering commitment and focus, Tata Steel has entered into new attractive
segments and micro-segments by adding new facilities, and by creating market
differentiators through user-friendly services and solutions. In our constant
endeavour to meet the future needs of our customers, we have forayed into other
materials such as Fibre Reinforced Polymers and Graphene.

FOSTERING LONG-TERM RELATIONSHIPS WITH SUPPLIERS

As an integrated steel manufacturer, we work very closely with our network of

supply chain partners in upstream as well as downstream. Our supply chain
process is focussed on using a multi-pronged approach of vendor segmentation and
developing long-term supplier partnerships. We treat our 5,000+ vendors as
business partners through a fair and transparent governance process. All our supply
chain partners are required to comply with the Tata Code of Conduct (TCoC)
which enumerates the principles of fair business practice, ensuring human rights,
complying with environmental regulations and standards, and adhering to health
and safety requirements. The supply chain partners are covered under the whistle
blower policy and a formal grievance redressal system. To ensure high standards
of occupational health and safety in the supply chain, suppliers are rated on a 5-star
scale. Contracts with high safety risks are awarded only to partners who score 4
and above on this scale. We also conduct periodic audits to ensure compliance to
good human rights practices. 359 vendors have been trained on TCoC and
SA8000, and eight have been blacklisted due to non-compliance with the TCoC.

6. Working of different management functions

a. Finance Function:
At Tata Steel, we endeavor to optimise returns for providers of financial
 capital. We seek to maximise surplus funds from both business operations as well
as relevant monetisation of assets and investments.

We are seeking to invest our surplus in attractive growth opportunities in our core
market. We also continue to opportunistically raise finance based on prevailing
market conditions at the best possible cost and on suitable flexible terms given the
cyclical nature of the steel industry.
Managing financial capital
During the year, we focussed our financial capital towards strengthening our
Indian operations and establishing our leadership position in the Indian market,
through the acquisition of Bhushan Steel Limited (later renamed Tata Steel BSL
Limited). We have also invested our financial capital towards expansion of the
Kalinganagar Plant from 3 MnTPA to 8 MnTPA.
Tata Steel BSL Limited has been a ‘value-accretive’ acquisition that will give us
additional capacity to retain our market share in a growing market, higher
downstream integration, value addition with a complementary product mix, closer
access to key markets in the northern and western regions of the country, and the
option to scale up capacity through brownfield expansions.
We have also commissioned the expansion of the Kalinganagar plant to 8 MnTPA,
to build state-of-the-art facilities, to strengthen our position in the high-end value-
added segments such as automotive, infrastructure, lifting and excavation, etc.
TATA STEEL Balance Sheet Analysis
Current assets rose 3% and stood at Rs 602 billion, while fixed assets fell 4%
and stood at Rs 1,837 billion in FY21. Overall, the total assets and liabilities for
FY21 stood at Rs 2,439 billion as against Rs 2,491 billion during FY20, thereby
witnessing a fall of 2%.ass

b. HR Function:
The HR (Human Resources) function in Tata Steel plays a crucial role in managing
the company's workforce and ensuring the development, engagement, and well-
being of its employees. Here are the key elements of the HR function in Tata Steel:

1. Workforce Planning and Recruitment: The HR function collaborates with various

departments to identify workforce requirements and plan for the recruitment,
selection, and onboarding of new employees. This includes assessing job roles,
defining job descriptions, sourcing candidates, conducting interviews, and making
hiring decisions.
2. Talent Management and Development: The HR function is responsible for
identifying and nurturing talent within the organization. This involves
implementing performance management systems, conducting employee appraisals,
and designing career development programs to help employees enhance their skills
 and advance in their careers. The function also identifies high-potential employees
and provides them with opportunities for growth and advancement.
3. Training and Learning: The HR function designs and implements training and
development programs to enhance the skills and capabilities of employees. This
includes both technical training related to specific job roles and soft skills
development programs. The HR team also oversees employee orientation and on-
the-job training initiatives.
4. Compensation and Benefits: The HR function is responsible for designing and
managing compensation and benefits programs. This includes determining salary
structures, conducting salary reviews, managing incentive programs, and
administering employee benefits such as healthcare plans, retirement plans, and
other welfare schemes.
5. Employee Relations: The HR function plays a key role in fostering positive
employee relations and maintaining a healthy work environment. This involves
handling employee grievances, addressing disciplinary matters, and ensuring
compliance with labor laws and regulations. The HR team also promotes employee
engagement initiatives, organizes employee welfare activities, and facilitates
communication between management and employees.
6. HR Policies and Compliance: The HR function develops and implements HR
policies and procedures to ensure compliance with legal and regulatory
requirements. This includes policies related to equal employment opportunity,
diversity and inclusion, workplace safety, and employee data privacy. The HR
team also keeps abreast of changes in labor laws and ensures that the company's
HR practices align with legal requirements.
7. Employee Health and Well-being: The HR function promotes employee health and
well-being by implementing initiatives related to health and safety at the
workplace. This includes providing access to healthcare services, promoting work-
life balance, and addressing occupational health and safety concerns.
8. HR Analytics and Systems: The HR function utilizes HR information systems and
analytics tools to gather and analyze workforce data. This helps in making
informed decisions related to talent management, performance evaluation,
workforce planning, and resource allocation.

Overall, the HR function in Tata Steel is focused on attracting, developing, and

retaining a skilled and engaged workforce, while ensuring compliance with
regulations and promoting a positive work culture.

Our belief in employee welfare is corroborated in the several ‘firsts’ in employee

welfare measures that Tata Steel introduced over time. In India, these include the
8-hour Work Day at our Jamshedpur plant in 1912, the Leave with Pay scheme in
1936 and the Workers’ Provident Fund Scheme in 1920 – all of which were
subsequently adopted by the International Labour Organisation and enacted by law
in India. 

Besides Paternity Leave, Work from Home and Extended Maternity Leave, our other initiatives
include Mosaic, a Diversity & Inclusion platform that emphasises meritocracy, gender diversity,
a friendly infrastructure for differently-abled employees and increased participation of women in
senior leadership.

Employee Support Programmes

Our efforts have won us the Great Place to Work® recognition for the sixth time in
Manufacturing and we have featured amongst the top 30 companies in India for
our people first approach, diversity and inclusion, and agile working model
initiatives.

c. Marketing Function:
Marketing Strategy of Tata Steel analyzes the brand with the marketing mix
framework which covers the 4Ps (Product, Price, Place, Promotion). There are
several marketing strategies like product innovation, pricing approach, promotion
planning etc.
Marketing Strategy of Tata Steel analyzes the brand with the marketing mix
framework which covers the 4Ps (Product, Price, Place, Promotion). There are
several marketing strategies like product innovation, pricing approach, promotion
planning etc. These business strategies, based on Tata Steel marketing mix, help
the brand succeed in the market.
Let us start the Tata Steel Marketing Strategy & Mix to understand its product,
pricing, advertising & distribution strategies:
In this article:
Product Strategy
Pricing Strategy
Place and Distribution Strategy
Promotional and Advertising Strategy
Tata Steel Product Strategy:
The product strategy and mix in Tata Steel marketing strategy can be explained as
follows:
Tata Steel products mainly consists of products manufactured by Indian operations
and those by NatSteel Singapore and Thailand operations. It also consists of Corus
products mainly manufactured at UK and Netherlands. All these Tata Steel
products are a part of its marketing mix strategy.
Tata Steel Products: Finished and semi finished steel products viz. flat
products(hot rolled, cold rolled and galvanized) and long products including
wirerod and rebars. Ferroy alloy products consists of chrome ore, manganese ore
and ferro chrome and ferro manganese.
Tata Steel Price/Pricing Strategy:
Below is the pricing strategy in Tata Steel marketing strategy:
Tata Steel is a leading steel manufacturer not only in India, but in the world. In
steel industries there are various factors that affect the pricing of the products.
Like other companies, the marketing mix pricing strategy of Tata Steel is also
dependent on various factors. Some of the major factors are as follows:
1. Cost of production
2. Demand in the market
3. Government regulations
4. Competitions
Tata steel is well known for keeping its production cost very low. This gives Tata
Steel a competitive advantage over others. There are various reasons as to why the
companies production are so low compared to other competitors. Few of them are:
• Tata Steel acquires its raw materials and other products required both from the
domestic market as well as globally. The company has coal mines in Jharia and
Bokaro. The mines in Bokaro has reserves of around 196 million tonnes. It also
owns iron ores and chromites mines in other parts of the country.
• Tata steel has used technologies which help them keep the production cost low
thus helping it maintain the good quality as well as keep the price low.
The demand for steel has also increased in recent years. Also one more advantage
of Tata Steel’s is that their iron ore reserves are much more than their current
needs thus giving them an advantage.
Tata Steel has adapted Market Penetration as their pricing strategy. They assume
that the demand of the product is highly elastic. So, capability of Tata Steel to
maintain low price helps them maintain a huge customer base.

Tata Steel SWOT Analysis

Tata Steel Place & Distribution Strategy:
Following is the distribution strategy in the Tata Steel marketing mix:
Tata Steel maintains its distribution in Indian market via:
1. Direct supply chain
2. 21 stockyards
3. 25 agents for consignment
With growing use of information technology Tata Steel majorly distributes and
sells its products through Junctions , being the countries largest e-commerce
platform for steel. Such online transaction provides speedy processing and
efficiency to the company. This shows the strong marketing mix place and
distribution strategy of Tata Steel.
Also the steel junction owned by Tata has opened its branch in various parts of the
country, both urban and semi urban areas. This has increased the distribution
 network of Tata Steel.
They had a wide network of distributors and retail outlet thus making the products
easily available.

Tata Steel Promotion & Advertising Strategy:

The promotional and advertising strategy in the Tata Steel marketing strategy is as
follows:
Tata Steel is a business to business brand, and has no direct business with the
consumer. In B2B Marketing, promotion and advertising plays an important role in
order to increase the sales.
TATA steel started branding its product in order reach to customers in an efficient
way. Its strategy mainly focussed on branding and moving to high value added
products. Certain internal campaigns were started whose focus was customer.
Some taglines such as “Customer first-haar haal mein” were started.
Communication tools used for the Tata Steel brand launches were mainly print ads
and outdoor advertising. TV commercials were launched giving messages of happy
customers. Hence, this covers the marketing mix of Tata Steel.

About Tata Steel:

TATA Steel formerly known as TATA Iron and Steel Company (TISCO) Ltd,
world’s sixth largest steel company. The capacity ranges upto 31MTPA.India’s
second largest and second most profitable company based in Jamshedpur
(9.7mtpa). Tata Steel also has established its present in global markets-Singapore,
Thailand, Malaysia etc.

d. Production Function:
In India, Tata Steel operates an end-to-end value chain that extends from mining to
finished steel goods, catering to an array of market segments such as automotive,
construction, general engineering etc.

29. The production function of Tata Steel industry involves the processes and
activities related to the manufacturing of steel products. Here are the key elements
of the production function:

1. Iron Ore and Coal Mining: Tata Steel engages in the extraction of iron ore and
coal, which are the primary raw materials for steel production. The company
operates mines or has partnerships with mining companies to ensure a steady
supply of these resources.
2. Raw Material Preparation: Once the iron ore and coal are obtained, they undergo
preparation processes. Iron ore is typically crushed, screened, and blended to
achieve desired chemical compositions. Coal is processed to remove impurities
and ensure consistent quality.
3. Ironmaking: The ironmaking process involves converting iron ore into molten iron
through a process called smelting. This is typically done in a blast furnace, where
the iron ore, along with coke (a form of processed coal), and fluxes (such as
limestone) are fed into the furnace. The intense heat generated in the furnace
causes chemical reactions that result in the production of liquid iron known as hot
metal.
4. Steelmaking: The hot metal from the blast furnace is further processed in the
steelmaking process. This involves removing impurities, adjusting the chemical
composition, and controlling the temperature to produce various grades of steel.
Different steelmaking methods, such as basic oxygen furnace (BOF) or electric arc
furnace (EAF), may be employed depending on the specific requirements.
5. Continuous Casting: After steelmaking, the molten steel is cast into semi-finished
products, primarily in the form of billets, blooms, or slabs, through a process called
continuous casting. This method enables the production of long, continuous shapes
that can be further processed into finished products.
6. Rolling and Finishing: The semi-finished products are then subjected to rolling and
finishing processes. These processes involve shaping and forming the steel into
various final products such as plates, sheets, coils, bars, or structural sections.
Rolling mills, heat treatment facilities, and surface finishing operations are utilized
to achieve the desired dimensions, properties, and surface qualities of the steel
products.
7. Quality Control: Throughout the production process, rigorous quality control
measures are implemented to ensure that the produced steel meets the required
specifications and standards. Testing and inspection procedures, such as chemical
analysis, mechanical testing, and non-destructive testing, are conducted to verify
the quality and integrity of the steel products.
8. Logistics and Distribution: Once the steel products are manufactured and undergo
quality assurance, they are prepared for shipment and distribution to customers.
This involves packaging, warehousing, and coordinating logistics operations to
deliver the products to various domestic and international markets.

The production function of Tata Steel industry is focused on efficient and

sustainable steel manufacturing, adhering to quality standards and continuously
improving processes to meet customer demands while minimizing environmental
impacts.

Flat Products:
The steel is cast into slabs, which are then rolled into hot rolled coils in the Hot
Strip Mill & Thin Slab Caster. Some of the hot rolled coils are further rolled into
cold rolled and galvanisedcoils in the Cold Rolling Mill.

Long Products:
The steel is cast into billets, which are then rolled into rebars and wire rods in the
Long Product Rolling Mills.

Tata Steel India achieved highest ever annual crude steel production of ~19.9
million tons, with a growth of 4% YoY by debottlenecking across sites and ramp up of
Neelachal Ispat Nigam Limited. In 4QFY23, crude steel production was up 3% QoQ and
stood at around 5.15 million tons.

e. IT & ES Function:
Tata Steel, being a large industrial conglomerate, has an IT (Information
Technology) function and an ES (Enterprise Systems) function. Here's an overview
of their roles:
IT Function: The IT function in Tata Steel focuses on managing and leveraging
information technology to support the company's operations, processes, and
strategic initiatives. Some key areas and responsibilities of the IT function include:
a. Infrastructure and Network Management: This involves managing the hardware,
software, and network infrastructure to ensure smooth functioning of the
company's IT systems and applications.
b. Application Development and Maintenance: The IT function develops and
maintains various software applications that are used across different departments
and functions within Tata Steel. This includes enterprise resource planning (ERP)
systems, supply chain management systems, customer relationship management
(CRM) systems, and other custom applications.
c. Data Management and Analytics: The IT function handles data management
activities, including data storage, data security, and data governance. It also plays a
role in data analytics, using tools and techniques to derive insights from large
volumes of data to support decision-making processes.
d. IT Governance and Compliance: This involves establishing IT governance
frameworks, policies, and procedures to ensure compliance with regulatory
requirements and industry best practices. It also includes managing IT risks and
ensuring data privacy and security.
ES Function: The ES function in Tata Steel focuses on the implementation,
integration, and management of enterprise systems across the organization. These
systems are designed to streamline business processes, enhance productivity, and
improve efficiency. Some key areas and responsibilities of the ES function
include:
a. Enterprise Resource Planning (ERP) Systems: The ES function oversees the
implementation and management of ERP systems, such as SAP, which integrate
various business functions like finance, procurement, manufacturing, and human
resources.
b. Supply Chain Management Systems: This involves the implementation and
management of systems that optimize the company's supply chain operations,
including inventory management, demand planning, logistics, and distribution.
c. Customer Relationship Management (CRM) Systems: The ES function plays a
role in implementing and managing CRM systems, enabling Tata Steel to
effectively manage customer relationships, sales processes, and marketing
campaigns.
d. Integration and Interoperability: The ES function ensures seamless integration
and interoperability between different enterprise systems, enabling smooth flow of
information and data across departments and functions.
Overall, the IT and ES functions in Tata Steel play a critical role in leveraging
technology to drive operational efficiency, improve decision-making, and support
the company's strategic objectives.

Shortly before molten steel is cast into solid shapes at Tata Steel’s plant in
Kalinganagar, India, frontline operators put the metal through a process known as
superheating, which is necessary to bring the steel to the proper temperature for
casting. Superheating can be tricky to get right. Steel reaches more than 1600
degrees Celsius during superheating, and the ideal temperature range spans only 15
degrees. If the steel comes out too hot, the equipment operators must slow the
casting step. If the steel isn’t hot enough, it can “freeze” before it has been cast,
which compromises its quality.

The frontline operators at the secondary-metallurgy station were used to running

the superheating process based on past experiences. They would consider prompts
from control systems, which were loaded with standard formulas, and then decide
what set points to apply so the steel temperature would end up in the target range.
Most of the time, they heated two of every three batches of steel into the optimal
range. That “strike rate” allowed them to complete 25 “heats” per day, but it also
left room for improvement. Bringing the strike rate up to 85 percent or so would
result in 28 to 30 heats per day, enough to boost throughput by roughly 8 to 12
percent, or 600 to 900 daily tons.
The opportunity stood out to the plant managers, who had been given a mandate to
improve the plant’s performance with advanced analytics. In early 2017, they
devised a plan for building analytics models that would help frontline operators get
better results from the superheating process and several other activities. Data
scientists from Tata Steel and McKinsey used historical information from the plant
to build and “train” a superheating-optimization model, which would examine real-
time operational data and recommend process set points conducive to a higher
strike rate. In addition, managers arranged for some employees to receive
classroom training in data science, data engineering, and other advanced-analytics
disciplines.
Preparing for analytics, well ahead of its time
Tata Steel’s multiyear effort to develop analytics capabilities at the Kalinganagar
plant can be traced to a decision that executives made in 2005, when the plant was
first being designed and built. Analytics technologies were then years away from
becoming readily applicable to businesses. Nevertheless, Tata Steel’s executives
considered whether they should outfit the plant with instruments and sensors to
monitor equipment and processes.
Their decision was less clear-cut than it would have been today—remote-sensing
equipment is now affordable and advanced analytics has been broadly adopted.
But some executives and managers foresaw that spending money on data-
collection gear would prove worthwhile, even though it wasn’t yet clear how the
data would be used. Amit Kumar Chatterjee, the plant’s then-head of electrical
maintenance, was among those pushing to make the early investment—and even
he acknowledged that at the time, the potential applications for advanced analytics
were undefined.
“We didn’t have in mind how we’d use the data, except maybe for autonomous
process controls. We were living in the world of physical science, where
experience and equations matter most. Data science was not even on the horizon,”
said Chatterjee. Even the makers of the plant’s machinery resisted adding
instrumentation. “Still, we believed we should put on the sensors at that stage
because we felt it would be a lot harder later on, when the uses for the data were
known.”
 7. Key Issues and Concerns
Tata Steel, with an annual crude steel capacity of 34 million tonnes per
annum (MnTPA), is one of the world's most geographically diversified steel
producers. We are one of the few steel operations that are fully integrated – from
mining to the manufacturing and marketing of finished products. We cater to the
Indian markets with following key products:

Coated coil. Tubes. Rebar. Wire Rods.

Climate change risks. Non-compliance to stringent environmental conditions

leading to penalties, stoppage of operations and loss of reputation. ...
Tata Steel continues to invest in upgrading existing technologies to minimise its
environmental footprint. ...Strategic Objectives.

Financial risks: Contraction in global and domestic liquidity adversely affecting

availability and cost of capital

Mitigation strategies
Tata Steel is deleveraging through internal cash generation and monetisation of
non-synergistic assets. We have a well-diversified liability profile and we raise
funds from domestic and international bond markets as well as from the banking
system. We consistently work towards increasing our debt maturity and
opportunistically tap into pools of liquidity to reduce our financing costs.
Strategic Objectives
SO1
 
SO2
Regulatory risks
Withdrawal of favourable trade measures such as minimum import prices,
antidumping laws, countervailing duties and tariffs, trade restrictions may impact
 profitability
Stringent regulations and compliances resulting in liabilities and damage to our
reputation
Non-renewal of mining leases compelling higher purchases from open market at
higher prices, adversely impacting profitability
 
Building on the mitigation strategies for macroeconomic and market risks, we
continue to invest in stronger customer relationships, distribution networks and
brands that focus on value-added segments such as auto and retail, and help to
strengthen our revenue profile.
We are investing in training and automated systems for facilitating compliances to
all applicable regulatory norms. Efforts are undertaken to improve the efficiency
and cost competitiveness of our operations, including investing in digitisation and
automation, to improve our productivity levels.
Tata Steel has sought judicial intervention to secure lease renewals. We also
participate in mining auctions to secure fresh leases. Alternative supply chains are
also being developed to source raw materials at competitive prices.

As of my knowledge cutoff in September 2021, Tata Steel is one of the largest

steel producers globally and operates across multiple regions. While I cannot
provide real-time information on specific issues and concerns affecting Tata Steel
at present, I can highlight some key issues that are generally relevant to the steel
industry. It's important to note that the situation may have evolved since my last
update, and it's advisable to refer to the latest reports and news for the most current
information. Here are some common issues and concerns for the steel industry:

1. Raw Material Costs: Fluctuations in the prices of raw materials, such as iron ore
and coking coal, can significantly impact the profitability of steel producers. Price
volatility and availability can pose challenges for Tata Steel and the industry as a
whole.
2. Global Overcapacity: The steel industry has been grappling with global
overcapacity for many years. This excess capacity can lead to intense competition,
lower prices, and thinner profit margins for steel producers.
3. Environmental Regulations: Steel manufacturing involves significant energy
consumption and greenhouse gas emissions. Increasing environmental regulations
and concerns over climate change have prompted steel producers to focus on
reducing their carbon footprint and adopting more sustainable practices.
4. Trade Policies and Tariffs: Steel is a globally traded commodity, and changes in
trade policies, tariffs, and trade disputes between countries can impact the steel
industry. Measures like anti-dumping duties and safeguard actions can affect the
competitiveness of Tata Steel in international markets.
5. Technological Advances: The steel industry is experiencing advancements in
technology, including automation, artificial intelligence, and data analytics. While
 these developments offer opportunities for increased efficiency and productivity,
they also pose challenges in terms of workforce adaptability and potential job
displacement.
6. Economic Cycles: Steel demand is closely linked to the overall economic health of
countries and industries. Economic downturns can result in reduced construction
and manufacturing activities, leading to decreased demand for steel products.
7. Supply Chain Management: Steel producers, including Tata Steel, need to
effectively manage their supply chains to ensure a consistent flow of raw materials,
efficient logistics, and timely delivery of finished products to customers. Supply
chain disruptions or inefficiencies can impact production schedules and customer
satisfaction.

It's worth noting that Tata Steel, as a specific company, may have additional issues
and concerns that are unique to its operations, such as local market dynamics, labor
relations, and specific regulatory challenges in the regions where it operates.
 8. Nature and types of customers through observation, Discussion and
interaction with the company personnel
Through observation, the Tata Steel industry serves a diverse range of customers
across various sectors. The nature and types of customers can be categorized as
follows:

1. Construction and Infrastructure: Tata Steel supplies steel products to customers

involved in construction and infrastructure projects. This includes companies
engaged in the construction of buildings, bridges, roads, railways, airports, and
other infrastructure developments. These customers typically require steel products
such as structural sections, rebars, sheets, and plates.
2. Automotive: Tata Steel serves customers in the automotive industry, providing
steel for vehicle manufacturing. This includes original equipment manufacturers
(OEMs) and automotive component manufacturers. The steel products supplied to
this sector include high-strength steel sheets, automotive-grade steel tubes, and
other specialized steel components.
3. Engineering and Manufacturing: Tata Steel caters to customers in the engineering
and manufacturing sectors. These customers include machinery manufacturers,
equipment manufacturers, and fabricators. They require steel for the production of
machinery, equipment, industrial components, and fabricated structures.
4. Energy and Power: Tata Steel serves customers in the energy and power sectors.
This includes companies involved in the production of renewable energy (such as
wind turbine manufacturers), power transmission and distribution, and oil and gas
exploration. Steel products such as transmission towers, pipes, and casings are
supplied to these customers.
5. Packaging and Consumer Goods: Tata Steel provides steel products for packaging
applications, such as tinplate and specialty steel for packaging food, beverages,
and aerosols. It also serves customers in the manufacturing of consumer goods,
such as appliances, furniture, and household products that require steel
components.
6. Shipbuilding and Marine: Tata Steel serves customers in the shipbuilding and
marine industries. This includes shipyards, marine equipment manufacturers, and
offshore infrastructure developers. Steel products such as ship plates, sections, and
offshore structures are supplied for building ships, offshore platforms, and marine
structures.
7. Distribution and Retail: Tata Steel supplies steel products to distribution and retail
channels. These customers may include steel stockists, steel service centers, and
retailers who cater to smaller businesses or end consumers. They provide
accessibility to steel products for a wide range of applications.
8. Export Market: Tata Steel serves customers in the global export market. It exports
steel products to various countries, catering to a diverse range of industries and
applications. The export customers can be from any of the sectors mentioned
above, depending on the specific demands and requirements of the international
markets.

It's important to note that Tata Steel's customer base is not limited to these sectors
and may extend to other industries as well. The nature and types of customers may
evolve over time based on market trends, technological advancements, and
changing customer preferences.

Discussions and interactions within Tata Steel can involve various aspects of the
company's operations, strategies, challenges, and initiatives. Here are a few
examples of potential topics that might be discussed among Tata Steel personnel:

1. Business Performance: Employees may discuss the company's financial

performance, production targets, market share, and sales growth. They may
analyze key performance indicators, identify areas for improvement, and propose
strategies to enhance operational efficiency and profitability.
2. Market Trends and Competition: Tata Steel personnel may engage in discussions
about market trends, customer demands, and competitive landscape. They may
analyze market dynamics, assess the impact of global economic conditions, and
explore opportunities for new products or expansion into emerging markets.
3. Sustainability and Environmental Initiatives: Discussions on sustainability and
environmental initiatives are crucial within Tata Steel. Employees may discuss
strategies to reduce carbon emissions, conserve energy and water resources, and
minimize the ecological footprint of the company's operations. They may also
explore innovations in green technologies and sustainable practices.
4. Technological Advancements and Digital Transformation: Tata Steel personnel
may engage in discussions regarding technological advancements in the steel
industry, including automation, artificial intelligence, data analytics, and
digitalization. They may explore how these technologies can be leveraged to
improve process efficiency, product quality, and customer experience.
5. Employee Development and Engagement: Discussions may focus on employee
development programs, training initiatives, and talent management strategies.
Employees may exchange ideas on fostering a positive work culture, improving
employee engagement, and enhancing leadership capabilities within the
organization.
6. Health, Safety, and Well-being: Tata Steel places a strong emphasis on employee
health, safety, and well-being. Discussions may revolve around initiatives to
ensure a safe working environment, promote employee health and wellness, and
implement best practices in occupational safety.
7. Community Engagement and Corporate Social Responsibility (CSR): Tata Steel is
committed to corporate social responsibility and community engagement.
Discussions may center around CSR initiatives, community development projects,
and partnerships with local stakeholders to create a positive impact in the areas
where the company operates.
8. Collaboration and Cross-Functional Projects: Tata Steel personnel may engage in
discussions regarding cross-functional projects, collaboration opportunities, and
knowledge sharing. They may explore ways to improve communication and
collaboration across departments and leverage synergies to drive innovation and
efficiency.

It's important to note that the specific topics of discussions and interactions within
Tata Steel can vary based on the department, level of employees, and ongoing
projects or challenges within the organization.