BSP

A
PROJECT REPORT
ON
OCCUPATIONAL SAFETY & HEALTH OF EMPLOYEE IN BSP
Guided by submitted by
B. Hemlatha
DGM(P-MPS/Rectt/NW) ACHALA SHROTEY
SHRI SHANKARACHARYA INSTITUTE OF TECHNOLOGY &

MANAGEMENT
r
There is a little bit of SAIL in everybody’s life… 1

PREFACE
There’s a little of SAIL in everybody’s life……………………..
As an essential and obligatory part of my course I have undergone 8 weeks,

complete summer training at Bhilai Steel Plant. This training helped me in getting
practical knowledge in the business environment.
I got practical knowledge about Bhilai Steel Plant. How the work is done in the
Company. I am highly impressed by the emphasis placed on the training
programme by Bhilai Steel Plant. In this Project Report I have tried to provide
maximum information about the OCCUPATIONAL SAFETY & HEALTH OF
EMPLOYEE IN BSP.
In this Project Report I have provided all the information which not only serves the
comprehensive knowledge base but also helps the reader in understanding the
fundamentals related to the subject.

ACKNOWLEDGEMENT
When god brings you to it, he brings you through it .This is the thought that
inspired me all the way through the route of this venture. For the successful completion
of this project, I offer my gratitude to Mrs B. Hemlatha DGM(P.MPS/Rectt/NW),Bhilai
Steel Plant who had been an invariable spring of support and inspiration to me.
During the actual project work Mr.S.K.Shrivastava ,Manager (P-BBM/MSG)

for his valuable guidance, keen interest, cooperation, inspiration and of course moral
support through out my project session.
I genuinely thank Mr.S.K. Shukla and all associated, who have given consistent
supports in the thriving conclusion of this project with a hope that it will help to enhance
the quality and be of some value addition to the organization.
Last but not the least, I would like to express my thanks to my Parents,relatives
and all my friends for their valuable guidance, keen interest, cooperation, inspiration
and of course moral support through out my project session.
ACHALA SHROTEY

CERTIFICATE
This is to certify that the Project Report titled

OCCUTATIONAL SAFETY & HEALTH OF EMPLOYEE IN BSP
Submitted in partial fulfillment for award of MBA
Was carried out by ACHALA SHROTEY under my guidance.
This has not been submitted to any other University or Institution
for the award of any Degree / Diploma / Certificate.
Mrs B. Hemlatha Signature of the

supervisor
DGM(P-MPS/Rectt/NW)

DECLARATION
I, hereby declare that the project report entitled

“OCCUPATIONAL SAFETY & HEALTH OF EMPLOYEE IN
BSP” in reference to ‘Bhilai Steel Plant’ Bhilai city is the result of my own
research work and same has not been previously presented to this or any
other university.
DATE: 26-07-2010
PLACE: BHILAI ACHALA SHROTEY

Sr. CONTENTS PAGE
No. NO.
1 Introduction of SAIL 7
2 Organization structure of SAIL 13
3 Major units 14
4 Joint venture 15
5 Introduction of BSP 17
6 Other information 31
7 Organizational structure of BSP 34
8 Organizational setup & labour productivity 35
9 Manpower of BSP 36
10 P&A Department 40
11 Personnel department 41
12 Definition of subject 43
13 Steps taken by BSP to enhance OSHE 48
14 Steps taken to motivate and involve 52
worker participation in management
15 Objective of study 58
16 Research Methodology 59
17 Outcome 62
18 Analysis 69
19 Interpretation 81
20 Finding 82
21 Suggestion 83
22 Conclusion 84
23 Bibliography 85
24 Annexure 86
INTRODUCTION OF SAIL
The Precursor
SAIL traces its origin to the formative years of an emerging nation - India. During
struggle for independence, Pt. Jawaharlal Nehru, our first Prime Minister, had a very
clear vision about the role of Steel in the development of our country. Although TATA
Iron & Steel Company (TISCO) has been establishment in 1907 marking the beginning
of Indian Steel Industry followed by Indian Steel Co. (1918), they were too small to meet
the development requirements of a big country like ours. Therefore, in the 1st Industrial
Policy Resolution of the Govt., soon after independence, Govt. decided to establish Steel
Plants in Public Sector. The builders of modern India worked with a vision - to lay
the infrastructure for rapid industrialisaton of the country. The steel sector was to
propel the economic growth. Hindustan Steel Private Limited was set up on
January 19, 1954. The President of India held the shares of the company on
behalf of the people of India.
Expanding Horizon (1959-1973)

Hindustan Steel (HSL) was initially designed to manage only one plant that was
coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary
work was done by the Iron and Steel Ministry. From April 1957, the supervision
and control of these two steel plants were also transferred to Hindustan Steel.

The registered office was originally in New Delhi. It moved to Calcutta in July
1956, and ultimately to Ranchi in December 1959.
A new steel company, Bokaro Steel Limited, was incorporated in January 1964
to construct and operate the steel plant at Bokaro. The 1 MT phases of Bhilai
and Rourkela Steel Plants were completed by the end of December 1961. The 1
MT phase of Durgapur Steel Plant was completed in January 1962 after
commissioning of the Wheel and Axle plant. The crude steel production of HSL
went up from .158 MT (1959-60) to 1.6 MT. The second phase of Bhilai Steel
Plant was completed in September 1967 after commissioning of the Wire Rod
Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was
commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant
was completed in August 1969 after commissioning of the Furnace in SMS.
Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and
1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised
to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.
SAIL Today
SAIL today is one of the largest industrial entities in India. Its strength has
been the diversified range of quality steel products catering to the domestic, as
well as the export markets and a large pool of technical and professional
expertise.
Today, the accent in SAIL is to continuously adapt to the competitive
business environment and excel as a business organization, both within and
outside India.
SAIL - Into the Future

Modernisation and Expansion Plan of SAIL
The Corporate Plan was reviewed by Hon’ble Minister of Steel in Jul’06,

wherein it was decided to take up the Expansion of Integrated Steel Plants and
Special Steel Plant in one go based on Composite Project Feasibility Report
(CPFR).
By that time Expansion of IISCO Steel Plant and Salem Steel Plant was
already approved “in-principle” based on the Techno-Economic Feasibility
Report (TEFR) of MECON. For the Expansion of other four integrated Steel
Plants, MECON was assigned the job of Preparation of CPFR in Aug’06. The
CPFR for the four integrated steel plants was prepared by MECON.
‘In principle’ approval has been accorded by SAIL Board for the expansion
plans of IISCO Steel Plant (Jul’06), Salem Steel Plant (Jun’06), Bokaro Steel
Plant (Dec’06), Bhilai Steel Plant (Apr’07), Rourkela Steel Plant (May’07) and
Durgapur Steel Plant (Jul’07).
Item Capacity as per Expansion Plans
Hot Metal 26.18

Crude Steel 24.59
Saleable Steel 23.13

Objective of Growth Plan
Plant-wise Capacity Envisaged After Expansion (Mtpa)

Plant Hot Metal Crude Steel Saleable Steel
BSP 7.5 7.0 6.53
DSP 3.5 3.0 2.83
RSP 4.5 4.2 3.8
BSL 7.44 7.00 6.53
ISP 2.91 2.5 2.37
SSP - 0.18 0.34
ASP - 0.48 0.43
VISL 0.33 0.23 0.22
Total 26.18 24.59 23.13
 100% production of steel through Basic Oxygen Furnace (BOF) route.
 100% processing of steel through continuous casting.
 Value addition by reduction of semi finished steel.

 Auxiliary fuel injection system in all the Blast Furnaces.
 State-of-art process control computerisation/ automation.
 State-of-art online testing and quality control.
 Secondary refining.
 Energy saving schemes.
 Adherence to environment norms
The investment for modernization and expansion programme of SAIL is estimated at

about Rs.54,333 crores.
Sustenance/
Plant Expansion Total
on-going
BSP 11,262 1,716 12,978
DSP 5,549 114 5,663
RSP 7,668 1,121 8,789
BSL 8,952 2,167 11,119
ASP 49 49
SSP 1,902 - 1,902
VISL 121 121
ISP 12,743 494 13,237
MINES 195 195
OTHERS 280 280
TOTAL 48076 6257 54,333
% 88 12 100
MISSION:-
Collective aim of organisation’s projects and programmes that provides the substance
of its time-bound goals.

VISION:-
To be a respected world Class Corporation and the leader in Indian steel business in
quality, productivity, profitability and customer satisfaction.
CREDO:-
 We build lasting relationships with customers based on trust and mutual benefit.
 We uphold highest ethical standards in conduct of our business.
 We create and nurture a culture that supports flexibility, learning and is proactive
to change.
 We chart a challenging career for employees with opportunities for advancement
and rewards
 We value the opportunity and responsibility to make a meaningful difference in
people's lives.
CORE VALUES OF SAIL:-
 Customer Satisfaction
 Concern for People
 Consistent Profitability
 Commitment of Excellence

CHAIRMAN
DIRECTOR (TECH) MANAGING DIRECTOR, BSP
DIRECTOR
ORGANISATION STRUCTURE OF SAIL
PERSONNEL
DIRECTOR MANAGING DIRECTOR, BSL
PERSONNEL
DIRECTOR FINANCE MANAGING DIRECTOR, RSP
CHIEF VIGILANCE
MANAGING DIRECTOR, DSP
EXE. DIR
(OPERATION)
EXECUTIVE DIRECTOR VISL
EXE. DIR (IA)
EXECUTIVE DIRECTOR SSP

ED (TECH & LEGAL
SERVICE)
EXECUTIVE DIRECTOR ASP

EXE. DIR (PROJECTS)
EXE. DIR (CMMG)
EXE.
There is DIR.
a little(CIG)
bit of SAIL in everybody’s life… 14
EXE. DIR. (CP)

MAJOR UNITS
INTEGRATED STEEL PLANTS
 Bhilai Sttel Plant (BSP) in Chattisgarh

 Durgapur Steel Plant (DSP) in West Bengal
 Rourkela Steel Plant (RSP) in Orissa
 Bokaro Steel Plant (BSP)nin Jharkhand
SPECIAL STEEL PLANTS
 Alloy Steel Plant (ASP) in West Bengal

 Salem Steel Plant (SSP) in Tamil Naru
 Visvesvaraya Iron & Steel Plant (VISL) in Karnataka
SUBSIDARIES
 Indian Iron & Steel Company Limited (IISCO) in West Bengal

 Maharashtra Electros Melt Limited (MEL) in Maharshtra
OTHER UNITS
 SAIL Consultancy Division (SAILCON) at New Delhi
 Central Marketing Organization (CMO) at Calcutta
 Research and Development Center for iron and steel (RDCIS) at Ranchi
 Center for Engineering and Technology (CET) at Ranchi
 Management Training Institute (MTI) at Ranchi
 Central Power Training Institute (CPTI) at Rourkela
 SAIL Safety Organization (SSO) at Ranchi
 Raw Material Division (RMD) in Calcutta
 Environment Management Division (EMD) at Calcutta
 Growth Division (GD) at Calcutta
JOINT VENTURE
SAIL has promoted joint ventures in different areas ranging from power plants to e-
commerce.
1. NTPC SAIL Power Company Pvt. Ltd (NSPCL)

A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and National
Thermal Power Corporation Ltd. (NTPC Ltd.); manages the captive power plants at
Rourkela, Durgapur and Bhilai with a combined capacity of 314 megawatts (MW). It
has installed additional capacity by implementation of 500 MW (2 x 250 MW Units)
power plant at Bhilai. The commercial generation of 1st Unit has commenced in
April’2009 and 2nd Unit is likely to start commercial generation by July 2009.
2. Bokaro Power Supply Company Pvt. Limited (BPSCL)
This 50:50 joint venture between SAIL and the Damodar Valley Corporation
formed in January 2002 is managing the 302-MW power generating station and 660
tonnes per hour steam generation facilities at Bokaro Steel Plant. BPSCL has
proposed to expand its capacity by installing 2x250 MW coal based thermal unit at

Bokaro. In addition, construction activities are underway for installation of 9th Boiler
(300T/Hr) & 36 MW Back Pressure Turbo Generator (BPTG) project at Bokaro.
3. Mjunction Services Limited
A joint venture between SAIL and Tata Steel on 50:50 basis. This company
promotes e-commerce activities in steel and related areas. New added services
includes E-Assets sales, Events & Conferences, Coal Sales & Logistics,
Publications etc.
4. SAIL-Bansal Service Center Ltd.

SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to
promote a service centre at Bokaro with the objective of adding value to steel
5. Bhilai JP Cement Ltd
SAIL has incorporated a joint venture company with M/s Jaiprakash Associates
Ltd to set up a 2.2 MT slag based cement plant at Bhilai. The company shall
commence cement production at Bhilai by March'2010, whereas clinker production
at Satna shall start within 2009.
6. Bokaro JP Cement Ltd
SAIL has incorporated another joint venture company with M/s Jaiprakash
Associates Ltd to set up a 2.1 MT cement plant at Bokaro utilizing slag from BSL.
Construction work expected to start by Oct’09 and cement production likely by
July’2011.
7. SAIL&MOIL Ferro Alloys (Pvt.) Limited
SAIL has incorporated a joint venture company with M/s Manganese Ore (India)
Ltd to set up ferro-manganese and silico-manganese plants at Nandini / Bhilai, of
1.0 lakh tonne capacity.
8. S&T Mining Company Pvt. Ltd
SAIL has incorporated a joint venture company with TATA Steel for acquisition &
development of coal blocks/mines. New indigenous opportunities for coking coal
development are being explored by the Joint Venture company for securing coking
coal supplies.
9. International Coal Ventures Private Limited:
Towards achieving the target of making steel PSUs self reliant in the area of coking
coal, a joint venture company has been incorporated comprising of five central PSU
companies i.e. SAIL, Rashtriya Ispat Nigam Limited (RINL), Coal India Limited (CIL), NTPC
Limited and NMDC Limited. The company is scouting for coal properties
in Australia, Mozambique and other target countries
INTRODUCTION OF BSP
Bhilai Steel Plant(BSP)
Seven - time winner of Prime Minister’s Trophy for best Integrated Steel Plant in
the country, Bhilai Steel Plant (BSP) is India’s sole producer of rails and heavy steel
plates and major producer of structural. The plant is the sole supplier of the country's
longest rail tracks of 260 meters. With an annual production capacity of 3.153 MT of
saleable steel, the plant also specializes in other products such as wire rods and
merchant products. Since BSP is accredited with ISO 9001:2000 Quality Management
System Standard, all saleable products of Bhilai Steel Plant come under the ISO
umbrella.
At Bhilai IS0:14001 has been awarded for Environment Management System in the
Plant, Township and Dalli Mines and it is the only steel plant to get certification in all
these areas. The Plant is accredited with SA: 8000 certification for social accountability
and the OHSAS-18001 certification for Occupational health and safety. These
internationally recognised certifications add value to Bhilai’s products and helps create
a place among the best organizations in the steel industry.
THE BEGINNING

This Leadership of free, India took a visionary decision to set up integrated steel
plants under the exclusive responsibility of the state owing to the massive investment
needed for creating additional Steel capacity, which private industry would not be able
to mobilize and the cardinal role steel would play in rapid economic advancement as a
major step towards this goal, government of INDIA and USSR entered into an
agreement signed at New Delhi on 2nd march 1955, for the establishment of an
integrated Iron and Steel works at Bhilai with an initial capacity of one million tonnes of
ingot steel.
The main consideration which responsible for setting up the plant at Bhilai, was
the availability of Iron ore at Delhi-Rajhara at a distance of about 90 Km from the site
limestone from Nandini at 22 km and dolomite at HIRRI at 41 km. The plant was
commissioned with the inauguration of the first blast furnace by the then president of
India. Dr. Rajendra Prasad on 4th Febraury 1959. The plant was soon expanded to 2.5
Million tonnes in September 1967 and in further expansion to 4 MT was completed in
1988. The main focus in the 4 MT stage was on the continuous casting unit and the
plate mill, a new technology in steel casting and shaping for any integrated steel plant
to India during those times.

PLANT & FACILITIES
PROCESS FLOW CHART OF BSP :-

Rajhara Mines (90 KM)
Tar Products, Benzol Products
Dalli Mines (96 KM)
Ammonium Sulphate
Coal
Coal Preparation
Iron Ore lumps

Bye Product Plant
Plant
Coke Oven
Gas
Coke Oven
Batteries
BF Coke
Ore Fines
SP-1, 2 & 3
Raw Materials
Hirri Mines (150 KM)
Dolomite
Limestone
Nandini Mines (25 KM) Blast Furnaces
PROCESS FLOW CHART OF BSP CONTD… :-

Slag Granu
Granulated Slag Plant
Pig
Ma
QUALITY POLICY Twin Hearth


Steel Melting
Furnaces
Attending market leadership through enhancing customer satisfaction.
 Achieving continual improvement in productivity, quality and salability of our
products.
 Active involvement of all our people in achieving our goals, objectives and target.
There is a little bit of SAIL in everybody’s life…

Blooming & Bill 22
PRODUCT PROFILE
Bhilai Steel Plant (BSP) has mainly three types of products:-

1. Semis Product
2. Long Products
3. Flat Products
CORPORATE SOCIAL RESPONSIBILITY
A conscious corporate citizen, BSP has gone in for ISO-14001 certification for its
Environment Management System. ISO 14001 certification --Environment
Management System established at Plate Mill, Rail & Structural Mill, Wire Rod Mill,
Merchant Mill and Steel Melting Shop-1.Reduction in noise levels,Conservation of
electricity and lubricants ,Environment Management System established at Dalli
Mines.The plant has introduced environment friendly coal dust injection system in the
Blast Furnaces, de-dusting system and electrostatic precipitators in other units and has
planted lakhs of trees in a concerted afforestation drive that has seen Bhilai transform
into one of the ten cleanest industrial townships in the country. About 48.4 lakhs
saplings have been planted so far with a survival rate of 90%.
AWARDS & ACCOLADES TO BHILAI STEEL PLANT.
1.PRIME MINISTER’S TROPHY FOR BEST INTEGRATED STEEL PLANT
Bhilai Steel Plant has seven times been the winner of PRIME MINISTER’S TROPHY
for best integrated steel plant.
2. Golden Peacock Award for Corporate Social Responsibility – 2007

Bhilai Steel Plant has been adjudged winner of the “Golden Peacock Award for
Corporate Social Responsibility for the year 2007” by the Golden Peacock Award Jury,
under the Chairmanship of Justice PN Bhagwati, former Chief Justice of India and
member UN Human Rights Commission and Co-Chairmanship of Justice MN
Venkatchaliah, former Chief Justice of India. The award was presented to Bhilai by
Dr.Ola Ullsten, former Prime Minister of Sweden in presence of H.E.Ms Nilima Mitra,
Indian Ambassador at Portugal, other distinguished business and public leaders and
CSR experts during the 3rd Global Conference of Social Responsibility.
3. Managing Director Shri RAMARAJU receives twin Environment awards
Bhilai Steel Plant received the 'Corporate Green Responsibility Award' for making
Bhilai green and 'Prakriti Ratna award' to Shri Ramaraju for implementation of
exemplary waste management and natural resource development practices in Bhilai.
The award was given by Exnora International, a trust which conducts awareness
programmes, promotes literature, publishes books and journals.
4 President’s Gallantry Awards. On 14th Aug ’07, Asst Chief Fire Officer, Server
Ghulam Mohd bagged the President’s Fire Service Medal for Gallantry. This the first
time that Bhilai Steel Plant has won this award.
5. Rashtriya Vishwakarma Awards On 16th August ’07, the Ministry of Labour

announced the Rashtriya Vishwakarma Awards for year 2006. Out of the 28 groups, as
many as 7 groups are from Bhilai Steel Plant. There are five employees in each group.
With ten employees in two groups from the Coke Ovens & Coal Chemicals Deptt., ten
employees in two groups from the Instrumentation Deptt., five employees from Material
Recovery Deptt., five from the Wire Rod Mill and five from Merchant Mill, the total
number of BSP employees who will receive the award is 35. They join the 262 Bhilaians
who have won this prestigious award earlier.
6. National Safety Awards BSP won five National Safety Awards given to individual
shops or departments. The five shops that received the award are Refractory Material
Plant II, Machine Shop II, Machine Shop III, Roll Turning Repair Shop (RTRS) and
Oxygen Plant II.
7. PRIME MINISTER'S SHRAM AWARDS
The Prime Minister's Shram Awards were given to the awardees on April 27, 2007 at
Vigyan Bhavan, New Delhi. Shri Satyawan Nayak, C'man cum Sr. Technician from
Plate Mill, Shri A K Kerketta, C'man cum Master Technician and Trilochan Maharana,
Sr. technician from Coke Oven & Coal Chemical deptt. have been conferred the Shram
Vir award. Two groups (of 5 nominees each) have been granted the Shram Vir category
of Awards under the PM's Shram Awards - 2005. There are a total of 17 awards for

Govt. /Public Sector (out of which BSP has won 2) and 16 awards for the Private
Sector under the PM's Shram Awards scheme. Greentech Environment Excellence
Gold Award 2007 BSP wins the award for environment conservation. Award given on
29th Aug in Goa.
8 CII – ITC Sustainability Award : BSP wins the award for the second successive
year. MD received the award on 12th Dec ’07.
9 Golden Peacock National Quality Award 2006 : Conferred on BSP at the 17th
World Congress on Total Quality & IOD Convention-2007 on 14th Jan ’07 at Kolkata.
10 Golden Peacock National Training Award 2006 : Conferred at the 17th World
Congress on Total Quality & IOD Convention-2007 on 13th Jan ’07 at Kolkata.
11 Systems : JULY 2006 : Bhilai has become the first public sector organisation to
have been awarded all the four cetifications of ISO 9001 for quality, ISO 14001 for
environmental management system for plant and mines, OHSAS 18000 for safety and
health and SA 8000 for social accountability.
12.GREENTECH SAFETY GOLD AWARD for 2006 and 2007 in MINING AND
METAL sector and GREENTECH PLATINUM AWARD for 2008 in METAL AND
MINING SECTOR.
13.ISPAT SURAKSHA PURASKAR awarded to BSP for 2007.
Performance
2007-08 has been the 20th year of consecutive profit which involves a period which saw
radical changes in business environment from controlled to decontrolled and
subsequent globalization. The plant operated above the rated capacity for the thirteenth
year in succession. The production level of all the main items viz. Hot Metal, Crude

Steel and Saleable Steel was ever best since inception, the growth being 9.4%, 5.3%
and 4.9% respectively over last year. The current market share is given here or quality,
ISO 14001 for environmental management system for plant and mines, OHSAS 18000
for safety and health and SA 8000 for social accountability.
Main Products Mkt. Share
Rails 100%
Plates 19.8%
Bars & Rods 5.1%
Structural 6.1%
BSP’s Modernization and Expansion plan aims at:
• Capacity Enhancement
• Phasing out of low yield and energy intensive units
• Broadening and value addition in product-mix
• Meeting the requirement of Indian Railways up to 1.5Mtpa of class A heavier
rails
• Adoption of environmental-friendly technology
• Improvement in logistics
Some new units coming up are:
• Universal Rail Mill (1.2 MT)

• Universal Beam Mill (1.0 MT)

• Bar & Rod Mill (0.9 MT)
• Steel Melting Shop (SMS-III) of 4 MTPA
• Higher Capacity Blast Furnace of 4080 cum (BF-8)
• Coke Oven Battery No. 11 - 7 M tall
Existing Technology and Future Road Map
There have been rapid advancements in all areas of iron and steel
technology in the world. BSP has a mix of old and new technologies. Its 55%
production is through outdated twin hearth furnace route. Initially priority was given
to modernization of other steel plants and later due to resource crunch faced by
SAIL; modernization of the BSP had to be deferred. A new Sinter Plant, secondary
refining technology in steel making, long rail technology for rolling and finishing and
installation of optical fiber network (ATM) throughout the plant are some of the new
technologies embraced by the plant in recent past. Now that resources for
modernization have been committed to BSP under Modernization and Expansion
Plan, BSP is set to embrace new state of the art technologies for improvement in
productivity, yield and quality and for reducing operational costs. Plans have been
drawn where BSP is destined to be a 7 MT hot metal plant by 2010-11.
Production of BSP

Item 2007-08 2008-09 % Rated Capacity
(Unit : MT)
Hot Metal 5.27 5.39 121.0*

Crude Steel 5.05 5.18 132.1
Saleable Steel 4.43 4.49 142.5
Operating above rated capacity in Saleable Steel for the 16th successive year and
surpassing the 5 MT mark in hot metal & crude steel production for the third time. Bhilai
record its best ever production of 5.4 MT Hot Metal, 5.2 MT Crude Steel and 4.5 MT
Saleable Steel in 2008-2009,registering growth of 2.3%, 2.6% and 1.4%, respectively
over 2007-08. Remaining focused on reducing costs and generating surplus, the plant
further improved its techno-economics, reducing its dependence on imported coal, and
increased volume of special steel grades with higher NSR to 63.3% from 48.5% in the
last fiscal.
PRODUCTION
6 5.27 5.39 5.18

5.05
5 4.43 4.49
4 Hot Metal
3 Crude Steel
2 Saleable Steel
1
0
2007-08 2008-09
TABLE OF PRODUCTION OF TOTAL CRUDE STEEL
YEAR PRODUCTION(‘000T)

2005-06 5053.7
2006-07 4798.4
2007-08 5054.6
2008-09 5183.5
TABLE OF PRODUCTION OF SALEABLE STEEL
2005-06 4285.6

2006-07 4222.9
2007-08 4428.9
2008-09 4491.6
TABLE OF PRODUCTION OF FINISHED RAILS

2005-06 855.2
2006-07 880.9
2007-08 916.1
2008-09 978.7
1000
980
960
940
920
900
880
860
840
820
800
780
2005-06 2006-07 2007-08 2008-09

TURNOVER
20000 18495.7
16518
15000 13526.31
11389 11217 13246
10479.41 Year Wise
10000 9736.08
7557.98 7949.1 9 Month
5000
0
2004-05 2005-06 2006-07 2007-08 2008-09
Year Wise 11389 11217 13526.31 16518 18495.7

9 Month 7557.98 7949.1 9736.08 10479.41 13246
The chart above shows the TURNOVER of BSP year wise and for 9
months.
PROFIT (Before Tax)
6000 5366
4965.45
5000 4287.29
4042
4000
2781.07 3367.14 3266 Year Wise
3000 3048.89
2365.64 9 Month
2000 2175.52
1000
0
2004-05 2005-06 2006-07 2007-08 2008-09
Year Wise 4042 2781.07 4287.29 5366 4965.45

9 Month 2365.64 2175.52 3048.89 3367.14 3266
The chart above shows the PROFIT (BEFORE TAX) of BSP year wise and for 9 mont
OTHER INFORMATION
MAJOR SUPPLIERS:-
1. Coal India Limited

2. Apollo Industrial Corporation (Mumbai)
3. Ashok Leyland (Chennai)
4. BHEL (Bhopal)
5. Bharat Petroleum Gas Ltd. (Nagpur)
6. BIRLA Corporation Ltd. (Kolkata)
7. Cimmco Birla Ltd. (New Delhi)
8. Dunlop India Ltd. (Kolkata)
9. Siemens Ltd. (Mumbai)
10.Simplex Castings Ltd. (Raipur)
11.HMT Ltd. (Ranchi)
MAJOR BUYERS:-
1. Indian Railways
2. Vizard Profiles Ltd.
3. High Pressure boiler plant BHEL (Trichy)
4. NTPC Super Thermal Power Project
5. Jindal Steel & Power Ltd. (Raigarh)
6. NTPC Ltd. (Delhi)
7. Common India Ltd. (Mumbai)
8. Chandigarh Industrial Tourism & Development Corporation (Chandigarh)
9. Cropro International (Italy)
10.Sangyong Corporation (Japan)
COMPETITORS
1. RINL, Vishakhapatnam
2. Ispat Industries Ltd.
3. Lloyds Steel Ltd.
4. Essar Steel Ltd.
5. Jindal Steel & Power Ltd.
6. Jindal Strips Ltd.
7. Uttam Steel Ltd.
8. National Steel Industries Ltd.
9. Bhushan Steel & Strips Ltd.
FINANCIAL HIGHLIGHTS
(R
s. in crores)
SAIL
2007-08 2008-09
PARTICULAR
Net Sales 39510.15 43150.08
Total Current Assets 26317.62 34510.87
Total Current 13198.75 17121.60
Liabilities
(Rs. in crores)
BSP
PARTICULAR
2007-08 2008-09
Net Sales 14352.36 16388.21
Total Current Assets 2259.79 3424.25
Total Current Liabilities 3078.15 4303.80

ORGANIZATIONAL STRUCTURE OF BHILAI STEEL PLANT
MANAGING DIRECTOR

ED(F&A) ED (PROJECTS) ED ED (P&A) ED,IC(mines)
(WORKS)
CN(IT) GM (PROJECTS) GM (TS) ED(MINES)
GM(M&SP) GM(PP&E & BEDB) GM (PERS)
GM I/C (SERVICE)
GM(IA) GM (HRD)
GM GM (SAFETY) GM (MS)
IC(MINES)
GM I/C (M&U) (REFR) DGM (L & A)

DIR(M&HS)
GM (P MILL & MILLS-LP)

ACVO
GM (CO,CCD & SP,OHP)
COC
GM I/C (PE,EN & STEEL)
GM (QUALITY)
GM (CCS) – SMS
ORGANIZATIONAL SETUP
The plant is headed by MD who is a member of Board Of Directors and reports to

Chairman,SAIL.At plant level the top management comprises of MD and his DRO’s at
ED/GM level who are functional heads.The senior level is made up of the ZONAL
HEADS/HOD’s who are the DRO’s to the functional heads mostly GMs/DGMs.The

middle level is made of sectional heads at DGM/AGM level and front line executives
consists of SENIOR MANAGER down to JUNIOR MANAGER.Non Executive
employees are categorized into four levels viz UNSKILLED,SKILLED,HIGHLY SKILLED
AND SUPERVISORS.
Entire plant is divided into
1.WORKS AREA
2.NON-WORKS AREA
3.MINES.
MANAGEMENT GRADATION
EXECUTIVE
MD
E9-ED(P&A/Project/Works/Mines/F&A/MM)
E8-GM(Pers)
E7-DGM(P-ism/P-Mills/P-IR/P-E&S)
E6-AGM(P-E&S)
E5-Sr Manager
E4-Manager
E3-Dy.Manager
E2-Asst Manager
E1-Jr.Manager
E0-Jr.Officer
NON-EXECUTIVE
L1 TO L11-WORKERS
THE MANPOWER OF BSP IS PRESENTED HARE
AREAWISE MANPOWER OF B.S.P.

POSITION AS ON EXECUTIVES NON-EXECUTIVES GRAND

E1 &
ABOVE
MTs Exe TOT S1 TO S11 NMR Trainees Nexe TOT TOTAL
01-04-2005
WORKS 2043 3 2046 23340 6 138 23484 25530
ADMN. 586 0 586 2249 0 41 2290 2876
TOWNSHIP 137 0 137 2434 0 0 2434 2571
MEDICAL 201 0 201 1183 1 0 1184 1385
CONSTRUCTION 117 0 117 242 0 0 242 359
MINES 147 0 147 3476 1 97 3574 3721
TOTAL 3231 3 3234 32924 8 276 33208 36442
01-04-2006
WORKS 1988 0 1988 23041 4 5 23050 25038
ADMN. 578 79 657 2419 0 153 2572 3229
TOWNSHIP 132 0 132 2209 0 3 2212 2344
MEDICAL 199 0 199 1198 1 0 1199 1398
CONSTRUCTION 116 0 116 206 0 0 206 322
MINES 143 5 148 3142 0 12 3154 3302
TOTAL 3156 84 3240 32215 5 173 32393 35633
01-04-2007
WORKS 2204 0 2204 22363 3 0 22366 24570
ADMN. 673 13 686 2291 0 161 2452 3138
TOWNSHIP 144 0 144 2050 0 0 2050 2194
MEDICAL 215 0 215 1159 1 7 1167 1382
CONSTRUCTION 196 0 196 181 0 0 181 377
MINES 184 0 184 3099 0 32 3131 3315
TOTAL 3616 13 3629 31143 4 200 31347 34976
01-04-2008
WORKS 2118 0 2118 21941 2 1 21944 24062
ADMN. 711 113 824 2290 0 228 2518 3342
TOWNSHIP 82 0 82 1928 0 0 1928 2010
MEDICAL 238 0 238 1126 0 35 1161 1399
CONSTRUCTION 212 0 212 174 0 0 174 386
MINES 185 0 185 3022 0 1 3023 3208
TOTAL 3546 113 3659 30481 2 265 30748 34407
01-04-2009
WORKS 2043 0 2043 21141 1 0 21142 23185

ADMN. 689 85 774 2232 0 217 2449 3223
TOWNSHIP 82 0 82 1783 0 0 1783 1865
MEDICAL 234 0 234 1039 0 16 1055 1289
CONSTRUCTION 202 0 202 156 0 0 156 358
MINES 209 0 209 2857 0 1 2858 3067
TOTAL 3459 85 3544 29208 1 234 29443 32987
LABOUR PRODUCTIVITY (T/M/Y) OF BHILAI STEEL

PLANT
2004- 2005- 2006- 2007- 2008- 2009-
MONTH
05 06 07 08 09 10
APRIL 212 262 277 292 278 305
MAY 220 267 284 282 273 293
JUNE 229 288 292 259 279 292
JULY 228 286 278 235 303 313.1
AUGUST 214 283 242 267 318
SEPTEMBER 250 291 235 276 315
OCTOBER 251 295 254 305 311
NOVEMBER 271 300 259 318 300
DECEMBER 271 301 262 315 295
JANUARY 277 285 253 315 304
FEBRUARY 277 281 261 302 308
MARCH 272 282 318 305 323
CUMULATIVE 247 285 268 289 300.5 300.7
Method of calculation

Production of (Crude Steel + Saleable Pig Iron *
0.5) in the month *365
Labour --------------------------------------------------------------
Productivity = -----------------------------------
Works Manpower (Group-I) * Number of
calendar days in the month
LABOUR PRODUCTIVITY
− Highest ever Labour Productivity at 300.5 T/Man/Year against the previous

best of 289.1 T/Man/Year in ‘07-08. Best ever monthly Labour Productivity in
March ’09 at 323.1 T/Man/Year against the previous best of 318.4 T/Man/Year in

August ’08.
Labour Productivity (T/Man/year)
320
300.5
300 285.0 289.1
280 268.0
260 247.0
240
220
2004-05 2005-06 2006-07 2007-08 2008-09
P & A DEPARTMENT

GM GM GM GM
(PERSONNEL) (HRD) (MS) (TOWNSHI)P
AGM(P) DGM DGM SMS

DGM
MPS/HRIS (P-IR,CLC) (P-NW) (P-RULES)
CO&CCDD AGM
MPS CLC MEDICAL
(P-MHQ)
B Fes
AGM
HRIS T/SHIP (P-ENQ)
IR
SP&OHP
CANTEEN NW-1
MINES
PLATE
MILL
BIO & ATTD NW-2

CONTROL RMS & FSS &
RTS SEWA
RED-1 &
SR MRD-1
COUNSELLI-
NG
BBM & SMS-1 &

WP RMP-1 GRIEVIANC-
E
MM & SMS-2 &

WRM RMP-2
RED-2
PERSONNEL DEPARTMENT
C.F
-MPS
-HRIS
-RULES
There is a little bit of SAIL in everybody’s life… -EXECUTIVE 42
ESTABLISHMENT
WORKS NON
WORKS
-I&S
-MILLS -NW-1
-M&S -NW-2
FUNCTIONS OF WORKS AND NON WORKS
-COMMUNICATION EXERCISES
-DISCIPLINE MANAGEMENT
-PERFORMANCE MANAGEMENT OF WORKERS
-PROMOTION AND REWARD
-SA 8000 ACTIVITIES(WELFARE ACTIVITIES)
-MOTIVATIONAL EXERCISES LIKE SUGGESTION SCHEME
-SUPPORT TO LINE MANAGEMENT
-MANAGING IR AT SHOP FLOOR
-OTHER MANAGEMENT INITIATIVES LIKE MULTISKILLING
-ESTABLISHMENT FUNCTION OF EXECUTIVES UPTO E6
LEVEL
FUNCTIONS OF CENTRAL FUNCTION(C.F)
Human Resources Information System(HRIS) – Maintaining employee data, generating

various reports, development and communication of modules, total computerization of
personnel functions through comprehensive data validation.

Rules – Issue of personnel policy and procedure circular, issue of clarifications on
various rules/policies, processing incentive papers for Hindi qualification, Professional
qualification and National award winners, production incentive scheme, Jawaharlal
Nehru Awards, Voluntary Retirement Scheme, Life Cover Scheme, formulation of
motivation schemes like scholarship schemes, reimbursement of professional
membership fees etc.
Executive Establishment – Executive induction, placement and rotation, implementation of

performance appraisal system, executive promotion, establishment functions of senior
management cadre and personnel executives
DEFINITION OF THE SUBJECT

Work represents such a role in life which has been designated to it by the person
himself.On the one hand work is an earning of one’s living for the family, on the other
hand it could be a self-realisation providing enjoyment and satisfaction.
The safe work environment provides the basis for the person to enjoy working. The
work
should not pose a health hazard for the person. The employer and employee, aware of
their risks
and rights, could achieve a lot in their mutually beneficial dialogue.
As the work culture changes drastically in the recent years, the traditional concept
of work to
fulfil humans’ basic needs are also facing out. The basic needs are continued to
diversify and
change according to the evolution of the work system and standards of living of a
workforce
Quality Of Work Life(QWL) can be define as "The quality of relationship between

employees and the total working environment.”
QWL is a process by which an organization responds to employee needs for

developing mechanisms to allow them to share fully in making the decision. The
defining of quality of work life involves three major parts: occupational health care,
suitable working time and appropriate salary.
A definition by Suttle (1977) on the QWL as the degree to which work are able to
satisfy important personal basic needs through their experience in the organisation is
no longer relevant.
Generally jobs in the contemporary work environment offer sufficient rewards,
benefits, recognition and control to employees over their actions. Although to some
extent contemporary workforce are compensated appropriately, their personal spending
practices, lifestyles, leisure activities, individual value systems, health and so forth can
affect their levels of need. It is similar to the argument posted in the Maslow’s hierarchy
of needs in which each individual has different level of needs because in reality what is
important to some employees may not be important to others although they are being
treated equally in the same organization.
This definition, focusing on personal needs has neglected the fact that the construct
of QWL is subjective and continuously evolves due to an evergrowing needs of each
and every employees.
Hackman and Oldhams (1980) further highlight the constructs of QWL in
relation to the interaction between work environment and personal needs. The work
environment that is able to fulfill employees’ personal needs is considered to provide a
positive interaction effect, which will lead to an excellent QWL. They emphasized the

personal needs are satisfied when rewards from the organisation, such as
compensation, promotion, recognition and development meet their expectations
Parallel to this definition, Lawler (1982) defines QWL in terms of job
characteristics and work conditions. He highlights that the core dimension of the entire
QWL in the organization is to improve employees’well-being and productivity. The most
common interaction that relates to improvement of employees’well-being and
productivity is the design of the job. Job design that is able to provide higher
employeesatisfaction is expected to be more productive. However, he accepted the fact
that QWL is complex,because it comprises physical and mental well being of
employees.
Later definition by Beukema (1987) describes QWL as the degree to which
employees are able to shape their jobs actively, in accordance with their options,
interests and needs. It is the degree of power an organization gives to its employees to
design their work. This means that the individual employee has the full freedom to
design his job functions to meet his personal needs and interests. This definition
emphasizes the individual’s choice of interest in carrying out the task. However, this
definition differs from the former which stresses on the organization that designs the job
to meet employees’ interest. It is difficult for the organization to fulfill the personal needs
and values of each employee. However if the organization provides the appropriate
authority to design work activities to the individual employees, then it is highly possible
that the work activities can match their employees’ needs that contribute to the
organizational performance.
How does the “Quality of work Life” affect the working climate of an
organization?

The QWL or Quality of Work Life in an organization is essential to the smooth
running and the success of its employees. The Work – Life balance must be maintained
effectively to ensure that all employees are running at their peak potential and free from
stress and strain.
The Quality of Work Life can affect such things as: an employees timings, his or her
work output, his or her available leaves, etc. An organization’s HR department assumes
responsibility for the effective running of the Quality of Work Life for their employees.
Quality of Work Life helps employees to feel secure and like they’re being thought
of and cared for by the organization in which they work
The aim of QWL is to identify and implement alternative programs to improve the
quality of professional as well as personal life of an organization’s employees
QWL programs can be evaluated on the basis of following points:
a. Fair compensation and job security: The economic interests of people drive them to
work at a job and employee satisfaction depends at least partially , on the
compensation offered. Pay should be fixed on the basis of the work done,
responsibilities undertaken, individual skills , performance and accomplishments. Job
security is another factor that is of concern to employees. Permanent employment
provides security to the employees and improves their QWL.
b. Health is wealth: Organizations should realize that their true wealth lies in their
employees and so providing a healthy work environment for employees should be their
primary objective.
c. Provide personal and career growth opportunities: An organization should provide

employees with opportunities for personal/professional development and growth and to
prepare them to accept responsibilities at higher levels.
d. Participative management style and recognition: Flat organizational structures help

organizations facilitate employee participation . A participative management style
improves the quality of work life. Workers feel that they have control over their work
processes and they also offer innovative ideas to improve them. Recognition also helps
to motivate employees to perform better. Recognition can be in the form of rewarding
employees for jobs well done.
e. Work-life balance: Organizations should provide relaxation time for the employees
and offer tips to balance their personal and professional lives. They should not strain
employees personal and social life by forcing on them demanding working
hours,overtime work, business travel, untimely transfers etc.

f. Fun at workplace: This is growing trend adopted by today’s organizations to make
their offices a fun place to work.
WORKER’S COMMITMENT
Worker’s commitment in the fields of in a general sense, the employee's

psychological attachment to the organization. It can be contrasted with other work-
related attitudes, such as Job Satisfaction, defined as an employee's feelings about
their job, and Organizational identification, defined as the degree to which an employee
experiences a 'sense of oneness' with their organization.
Beyond this general sense, Organizational scientists have developed many nuanced
definitions of organizational commitment, and numerous scales to measure them.
Exemplary of this work is Meyer & Allen's model of commitment, which was developed
to integrate numerous definitions of commitment that had proliferated in the literature.
MODEL OF COMMITMENT
According to Meyer and Allen's (1991) three-component model of commitment, prior

research indicated that there are three "mind sets" which can characterize an
employee's commitment to the organization:
• Affective Commitment: AC is defined as the employee's positive emotional

attachment to the organization. An employee who is affectively committed
strongly identifies with the goals of the organization and desires to remain a part
of the organization. This employee commits to the organization because he/she
"wants to". In developing this concept, Meyer and Allen drew largely on Mowday,
Porter, and Steers's (1982) concept of commitment, which in turn drew on earlier
work by Kanter (1968).
• Continuance Commitment: The individual commits to the organization because

he/she perceives high costs of losing organizational membership (cf. Becker's
1960 "side bet theory"), including economic costs (such as pension accruals) and
social costs (friendship ties with co-workers) that would be incurred. The
employee remains a member of the organization because he/she "has to".
• Normative Commitment: The individual commits to and remains with an

organization because of feelings of obligation. These feelings may derive from
many sources. For example, the organization may have invested resources in
training an employee who then feels a 'moral' obligation to put forth effort on the
job and stay with the organization to 'repay the debt.' It may also reflect an
internalized norm, developed before the person joins the organization through
family or other socialization processes, that one should be loyal to one's

organization. The employee stays with the organization because he/she "ought
to".
COMMITMENT PROFILE
Note that according to Meyer and Allen, these components of commitment are not
mutually exclusive: an employee can simultaneously be committed to the organization
in an affective, normative, and continuance sense, at varying levels of intensity. This
idea led Meyer and Herscovitch (2001) to argue that at any point in time, an employee
has a "commitment profile" that reflects high or low levels of all three of these mind-
sets, and that different profiles have different effects on workplace behavior such as job
performance, absenteeism, and the chance that the organization member will quit.
Meyer and Allen developed the Affective Commitment Scale (ACS), the Normative
Commitment Scale (NCS) and the Continuance Commitment Scale (CCS) to measure
these components of commitment. Many researchers have used them to determine
what impact an employee's level of commitment has on outcomes such as quitting
behavior, job performance, and absenteeism.
STEPS TAKEN BY BSP TO ENHANCE THE QUALITY OF WORK

LIFE OF THE WORKERS

1.Adoption of ISO system in Employee services
ISO is an acronym for INTERNATIONAL ORGANIZATION for STANDRD

Located in Geneva,Switzerland.
It is minimum criteria for an organization to compete globally.
The criteria for ISO system is to have a HR POLICY.HR POLICY of BSP is
HR Policy
• To enhance employee productivity attuned to business goals of Bhilai Steel Plant.

• To promote a work culture which encourages the employees to contribute their best.
• To strive for making a meaningful difference in the quality of life of employees
• To develop proactive and customer focused HR team engaged in continual innovation and
change management.
2 .SA 8000 iniated for employee welfare
Social Accountability Policy

BSP being a responsible corporate citizen shall continuously strive to enhance value for its
stakeholders by promoting a safe, healthy and socially accountable work culture by :
• Adhering to Social Accountability Management System based on internationally recognized
SA:8000 Standards.
• Positively influencing its Suppliers & Contractors in adhering to the SA Management System
requirements
• Complying with all applicable laws.
3 . OHSAS for HEALTH AND SAFETY
Occupational Health & Safety Policy

BSP is committed to :
• Create work site free from Occupational Health & Safety hazards for its employees.
• The Safety of the people associated with it, those living in the neighbourhood of its plants,
mines & units,
• Pursue the safety efforts by adhering to Occupational Health & Safety Management system
based on the requirements of internationally recognized OHSAS:18001 Standard and its periodic
review at Works.
• Demand accountability for safety performance & provide the resource to make safety
programme work,
• Involve all employees for continual improvement in OH&S,
• Comply with the applicable legislation & other requirements of OH&S.
4.QUALITY OF LIFE

QUALITY OF LIFE
.Quality Of Life is a workshop which is organized once in every three

months for the workers.In these workshops workers’ problems are
heard.These problems can be related to housing, medical or anything
which affects his/her work.People from the management are present in
the workshop
QUALITY OF LIFE WORKSHOP
Improving quality of life of employees

-Central session
-Departmental session
-Suggestions regarding welfare amenities,township,medical are
Invited.
APRIL-JUNE(2009)
QUALITY OF LIFE( WORKSHOPS)
No. Held Employees Covered
IRON AND STEEL 4 79

MILLS 2 41
M&S 2 53
NW 1 92
TOTAL 9 265
5. INTERACTION AT TOP LE7EL

Bhilai Steel Plant helps to motivate its workers by helping them to interact
at top level.All the matters of concern can be discussed here in the
presence of top level management.
6. OPEN FORUM FOR ADRESSING GRIEVANCE
There are four types of such forums:
1. PRAGITISHEEL BHILAI
2. MD DURBAR
3. GM(P&A)OPEN FORUM
4. OPEN FORUM AT SHOP FLOOR
MD DURBAR is held on Sunday.Any employee can go and meet

MD at his residence and discuss his matter.
GM(P&A)OPEN FORUM is held on Thursday.
OPEN FORUM AT SHOP FLOOR is held every Friday.
STEPS TAKEN TO MOTIVATE AND INVOLVE

WORKERS’ PARICIPATION IN MANAGEMENT
BSP is taking a great step in motivating its workers and invoving them in
management.
SUGGESTION SCHEME
QUALITY CIRCLE
SHOP COMMUNICATION FORUM
FEEDBACK
SUGGESTION SCHEME
This scheme was introduced on 31st October 2001. This
scheme was quite different from the above two schemes.
“Team work is the tenet for success” in BSP. Bhilai has
always valued the involvement of its employees in the affairs of the organization as
a key to success. One of the credo of SAIL and BSP is “We create and nurture
a culture that supports flexibility, learning and is proactive to change.”
Towards this end, efforts have been made over the years to create and sustain a
culture of creativity by tapping the innovative ideas and talents of the employees.
OBJECTIVES:
1. To encourage and recognize employee creativity.
2. To promote innovative thinking for work life improvement.
3. To provide scope to participate in the development and growth of

company.
4. To improve productivity techno-economic quality and system.
SCOPE:
For all regular employees and trainees.

SUGGESTION SCHEME 2008-09
-5165 Suggestions received

-Involving 24624 employees
-INSSAN AWARD IInd Prize
-Suggestion scheme is now online
-5072 suggestions generated in 2008-09
QUALITY CIRCLE
Quality circle is a small group of employees from the same work area who
voluntarily participate in identifying, analyzing, finding and suggesting solutions to
work related problems. These are considered by the management and all feasible
suggestions are implemented by the circle members themselves. Quality circle is
nothing but “collective problem solving through voluntary participation.”
BENEFITS OF QUALITY CIRCLE-

TO THE EMPLOYEES-
• Important source of job satisfaction which is normally not available in the

routine job.
• Provide a sense of participation.
• Develop competence and confidence in creating changes and prepare

persons for shouldering high responsibilities in the organization hierarchy.
• Build up team approach to solving problem.
• Help to improve work environment and methods.
TO THE ORGANISATION-
• Development of a complete coherent problem solving methodology.

• Increase production or productivity.
• Enhanced motivation to the employees.
• Improved quality.
• Better employer-employee relationship.
QUALITY CIRCLE N BSP

One of the most important tools for improvement through peoples’ involvement is
Quality Circle. Introduced as Shop Improvement Group (SIG) in 1988 in Bhilai Steel
Plant, it was rechristened as Q.C. in 1992-93. Starting with a humble beginning of
52 QC projects in the year of its inception, the plant has completed 2533 projects in
the year 2002-03 involving 10700 employees. The project covers a wide spectrum
of activities for improvement in productivity and quality at one end of the spectrum to
improvement in safety, housekeeping, import substitution, energy economization
and investment savings on the other end of the spectrum. From the year 2002-03,
selected QC projects are kept in the network based “Knowledge Management
System” so that the employees can have easier access to them.
QUALITY CIRCLE 2008-09
Projects 1467
Employees covered 11283
HIGHLIGHTS
-25 teams participated in NATIONAL CONVENTION

-3 teams of non-executives participated in INTERNATIONAL
CONVENTION t DHAKA,BANGLADESH and all 3 won GOLD
MEDAL.
SHOP COMMUNICATION FORUMS

This forum is quite different from all the above schemes. In
this forum the awards or cash prizes are provided. This forum (SCF) is conducted
by the employees and for the employees, and the executives only facilitate the
environment.
The employees are provided with company’s information

(SAIL) about BSP and the information regarding the problem and targets are
informed by the executives to their employees. Now the role of the employees is to
analyze the problems and resulting suggestions should be practical in order to
implement them.
This forum has a very short duration i.e. minimum one

month or more.
SHOP COMMUNICATION FORUMS 2007-08
-Held regularly in each shop

-Group of 30 to 40 employees
-Three part module
Company information
BSP information
Shop specific information
-478 sessions held covering 10723 employees in 2007-08
-396 sessions held covering 9182 employees in 2008-09
FEEDBACK
1.Feedback under ISO system

2.Feedback under SA 8000
3.Feedback on specific topics
FEEDBACK UNDER ISO SYSTEM AND SA 8000
-10% Of employees covered at all shops

-Joint format for both the standard
-Cumulative ratings are achieved
FEEDBACK ON SPECIFIC TOPICS
-This is online feedback based on specific topic chosen as per current

scenario in the field of HR
OTHER STEPS
MULTISKILLING:
AIM-To equip employees with other related skills to ensure flexible and
responsible working thereby facilitating rightsizing of manpower.
CLASS ROOM INSTRUCTION- 1TO 2 DAYS

ON THE JOB TRAINING -35 DAYS
REWARD AND RECOGNITION
Employees covered under MST
2006.7 - 1974
2007.8 - 2102
Benefits
-After 6 months of satisfactory utilization
-On quality basis after certification of sectional incharge
GRADE AMOUNT
S9/S10/S11 750

S6/S7/S8 600
S3/S4/S5 480
S1/S2 435
EMPLOYEE CARE
Dedicated counseling section
-Alcoholism
-Family disputes
-Absenteeism
-Pre-retirement
-school children with deviant behaviour

OBJECTIVE OF THE STUDY
The study is carried to know the working environment and

the commitment of workers’ towards their work and the
organization. The study also aims to analyse the
effectivenss of the various initiatives to enhance the quality
of work life.

RESEARCH METHODOLOGY
“Research Methodology is a way to systematically solve the research problem.” It

is a science of studying how research is done scientifically. We study the various steps
that are generally adopted by a researcher in studying his research problem along with
logic behind them.
This study has used an exploratory design to analyze the effectiveness of training
and development for retaining the employees of BSP.
Research Methodology may be summarized in following steps:-
1.Defining Research Objective.

2.Preparing Research Design.
3.Implementation of Research Design.
“Research Design is arrangement of condition for collection & analysis of data in

a manner that aims to combine relevance to research purpose with economy in
procedure.”
Method of Data collection
While working on this project the methods of collecting data are to be

predicated about which sort of data is required for the study and accordingly to
select one or more method of data collection.
The data are to be collected should be original. They are to be collected

either through direct observation or through direct communication or through
personal interviews with respondents in the forum.
The method of collecting data in this study is presented here.
Questionnaire :-
A Questionnaire consist of a number of questions printed or typed in a definite
order on a form. Questionnaire is mailed to respondents who are expected to read
&Understand the questions & write down the reply in he space meant for purpose in
questionnaire itself. Questionnaire contains simple & straight forward questions for the
respondents.

In this study 200 questinnaires were distributed.There were fifteen
questions.Questionnaire was divided into two parts.Part A consisted of general
information like name,age etc.Part B consisted of fifteen questions.Question no.1 to 10
were related to the quality of work life and question no.11 to 14 were related to
commitment of workers.Question no.15 asked for their suggestions.
INTERVIEW METHOD:
The interview method of collecting data involves presentation of

oral-verbal stimuli and reply in terms of oral-verbal responses.
When the respondents were filling the questionnaire they were

asked questions related to their answers.
SECONDARY DATA WAS OBTAINED WITH HELP OF DEPARTMENTAL JOURNALS,NET

AND SOME BOOKS.
SAMPLING
In this study the sampling has been done on random basis. A

random sample is one in which the every element has the same probability of being
chosen. The element is the object of the study, in this study our object are the
respondents (workers). We may be concerned with measurable characteristics of
these units or with the number of proportions of such units marked by presence or
absence of some qualitative characteristics. In this study the sampling is applied in
such a way that every individual has an equal chance of being included.
Sample Area:

This technique of sampling is applied in a geographical basis by
the use of reference the entire area to be surveyed is broken in to smaller area and
a few of these areas are selected on random basis
Sample Size:
The sample size is the number of sampling units selected from

the area of investigation.
In this study the sample size is 200.
The manpower distribution in BSP in terms of technical:non technical is

75:25.Therefore the questionnaires were distributed in the ratio 140:60
140 questionnaires were distributed in Technical departments.The

departments covered were SMS1,BBM,CO&CCD and MECHANICAL.
60 questionnaires were distributed in non-technical department.

0UTCOME
The following outcomes were obtained after the study.
Q1.The organization gives freedom to use your skills in your area
of job?
AGREE DISAGREE NEUTRAL TOTAL

NO. OF 136 36 28 200
RESPONDENTS

68 18 14 100
PERCENTAGE
Q2. The management gives you recognition for good results
achieved?

NO. OF 144 32 24 200
RESPONDENTS
72 16 12 100
PERCENTAGE
Q3. The work environment in terms of relation with your immediate
Superior and colleagues is
GOOD SATISFACTORY UNSATISFACTORY TOTAL

NO. OF 116 76 8 200
RESPONDENTS
58 38 4 100
PERCENTAGE

Q4. The training provided in company is

NO. OF 76 92 32 200
RESPONDENTS
38 46 16 100
PERCENTAGE
Q5. If a change is braught in your work area
You will It will not you will

agree affect you disagree TOTAL
rightaway
NO. OF 84 100 16 200

RESPONDENTS
42 50 8 100
PERCENTAGE

Q6. The welfare facilities at the work place in terms of
canteen, rest rooms and toilets are

NO. OF 32 116 52 200
RESPONDENTS
16 58 26 100
PERCENTAGE
Q7. The work environment in terms of safety and equipments is

NO. OF 64 120 16 200
RESPONDENTS
32 60 8 100
PERCENTAGE

Q8. The job given to you at present is

NO. OF 108 88 4 200
RESPONDENTS
54 44 2 100
PERCENTAGE
Q9. The company communicates the every new change in rules
and policies

NO. OF 156 32 12 200
RESPONDENTS
78 16 6 100
PERCENTAGE

Q10. Are you proud that you work in Bhilai Steel Plant ?
YES NO CAN’T SAY TOTAL

NO. OF 184 16 200
RESPONDENTS
92 8 100
PERCENTAGE
Q11. During the work exigency if you are asked to overstay
readily agree do not like it TOTAL

agree with
without reciprocal
thinking facility
about only
any
reciprocal
facility

NO. OF 132 28 40 200
RESPONDENTS
66 14 20 100
PERCENTAGE
Q12. Do you believe and actively participate in workshops or
Communication forums organized ?

NO. OF 140 32 28 200
RESPONDENTS
70 16 14 100
PERCENTAGE
Q13. If you are given additional work or responsibility in addition
to your present work
Will Will accept Will not TOTAL

readily with extra accept
accept facilities
NO. OF 104 76 20 200
RESPONDENTS

52 38 10 100
PERCENTAGE
Q14. Given a chance would you like to work in any other
organization in steel sector

NO. OF 44 116 40 200
RESPONDENTS
22 58 20 100
PERCENTAGE
ANALYSIS
Methodology
1.There are fifteen questions in the questionnaire.
2.Question no.1 to 10 are for evaluating the QUALITY OF

WORK LIFEl(QWL)
3.Question no.11 to 14 serve the purpose to know the

COMMITMENT LEVEL.

4.Question no. 15 is used to know their suggestions.
There are three options (a),(b),(c) for each questions in the

Questionnaire.
The MAXIMUM SATISFACTORY LEVEL ,option(a) is assigned 4
points.
The INTERMEDIARY SATISFACTORY LEVEL,option (b) is
assigned 2 points.
The UNSATISACTORY LEVEL ,option(c) is assigned 0 marks.
To achieve 100% satisfaction with the quality of work life it is

desired that all the 200 samples mark option (a) as their answer.
-SAMPLES 200
-POINTS FOR EACH OPTION(A) 4
-QUESTIONS RELATED TO QWL 10
- POINTS TO BE ACHIEVED FOR
100% SATISFACTION WITH QWL 200*4*10
=8000
RESULT
POINTS ACHIEVED IN THE STUDY FOR QWL5904
% OF LEVEL OF SATISFACTION WITH QWL 72.3

80
70
60
PERCENTAGE
50
SATISFIED
40
UNSATISFIED
30
20
10
0
The pie chart shows the sample with their satisfaction level.
MAXIMUM
SATISFACTION
INTERMEDIARY
SATISFACTION
UNSATISFIED
ANALYSIS OF QWL AS PER TECHNICAL AND NON TECHNICAL

STREAM
TECHNICAL STREAM
SAMPLE COLLECTED FROM

SMS 1

BBM
CO&CCD
MECHANICAL
140 Questionnaires were distributed in these four departments.

-SAMPLES 140
=5600
RESULT
POINTS ACHIEVED IN THE STUDY FOR QWL3984

% OF LEVEL OF SATISFACTION WITH QWL 71.14

80
70
60
PERCENTAGE
50
SATISFIED
40
NOT SATISFIED
30
20
10
NON-TECHNICAL STREAM
60 Questionnaires were distributed in this department.

-SAMPLES 60
-POINTS FOR EACH OPTION(a) 4
=2400
RESULT
POINTS ACHIEVED IN THE STUDY FOR QWL 1800
% OF LEVEL OF SATISFACTION WITH QWL 75
80
70
60
PERCENTAGE
50
SATISFIED
40
NOT SATISFIED
30
20
10

LEVEL OF COMMITMENT
Question no. 11 to 14 were related to the LEVEL OF COMMITMENT.
To achieve 100% LEVEL OFCOMMITMENT it is desired that all

the 200 samples mark option (a) as their answer.
-SAMPLES 200
-QUESTIONS RELATED TO
COMMITMENT 4
100% LEVEL OF COMMITMENT 200*4*4
=3200

RESULT
POINTS ACHIEVED IN THE STUDY FOR COMMITMENT 2184

% OF LEVEL OF COMMITMENT 68.25
80
70
60
PERCENTAGE
50 COMMITED
40
NOT
30 COMMITED
20
10
0
The pie chart shows the sample with their LEVEL OF COMMITMENT

MAXIMUM
COMMITED
INTERMEDIARY
COMMITED
NOT COMMITED
ANALYSIS OF LEVEL OF COMMITMENT AS PER

TECHNICAL AND NON TECHNICAL STREAM
TECHNICAL STREAM
SAMPLE COLLECTED FROM

SMS 1
BBM
CO&CCD
MECHANICAL
140 Questionnaires were distributed in these four departments.
To achieve 100% LEVEL OF COMMITMENT it is desired that all

-SAMPLES 140

COMMITMENT 4
=2240
RESULT

NON-TECHNICAL STREAM
60 Questionnaires were distributed in this department.
To achieve 100% LEVEL OF COMMITMENT it is desired that all

-SAMPLES 60
-POINTS FOR EACH OPTION(a) 4
COMMITMENT 4
=960
RESULT
80
70
60
PERCENTAGE
50 COMMITED
40
NOT
30 COMMITED
20
10

When asked about which other organization in steel the workers
would like to work if they were given a chance 16% of the sample
gave following answer and rest 84% would not like to work in any
other organization.

RINL,
VISHAKHAPATNAM
JINDAL
OTHRS
STICK TO BSP
INTERPRETATION
1.There is 72.3% satisfaction with the Quality of Work Life in the
organization.The satisfaction level related to the QWL is high in the non
technical department.
2. 68.25% of the workers are totally committed in the organization.The level

of commitment is high in the non –technical department.
3.The non technical department has higher level of satisfaction in terms of

QWL and the level of commitment is also high.

4.Given a chance 6% of the workers would like to work in
RINL,VISHAKHAPATNAM which is one of the competitors of BSP.
5.Most of the workers would like to stick to BSP and not opt for any other
organization in steel sector.This shows their level of commitment.
FINDING
After Data Analysis and Interpretation, I found that
1.More than half of the workers have good relation with their superiors and
colleagues.
2.The QUALITY OF WORK LIFE IS related to the LEVEL OF

COMMITMENT.

3.The LEVEL OF COMMITMENT Is high where the satisfaction level with
QUALITY OF WORK LIFE is high.
4.Workers know the importance of training and they feel that they require
further training.
SUGGESTION
After considering various parameters and data, I would like to give the following
suggestions each of the suggestion given has its own fall outs and therefore be
implemented with utmost care. So the organization has to be seriously think about it
and take necessary steps.

. The organization should provide need based training facilities to all grades of
employees as per their job requirement.
• The organization should improve the working environment of the employees

so that they can work better and increase productivity (In case of many
departments where workers work in extreme hazardous conditions).
• The trainees should be free from the confusion and pressure of the work
situation so that they can concentrate fully on learning.
• The promotion policy in the organization should be transparent so that the

employees will work hard to improve themselves for promotion. The
organization should change the concept of time based promotion and give the
employees promotion according to their work & sincerity.
• Where there is enough manpower the system can be centralized.
CONCLUSION
BSP promises a glowing future for itself and the country’s development in order to
harness the benefit and standard of living of the people of the state and the country.
After eight weeks of Vocational Training, I came to the conclusion that the quality
of work life is good in BSP but the management should take initiative to satisfy the

workers in terms of Training as most of them feel the further requirement of training by
the organization.
Most of the workers of the organization are committed towards their work and the
organization as more than 50% of them do not want to leave and work in any other
organization in Steel Sector.
BIBLIOGRAPHY
Collection of primary data is done through questionnaire and secondary
data is collected from some books,internet and manual from department
and library.
Books

 Kothari C.R. – Research Methodology, Vishwa
Prakashan, New Delhi Edition 1997
 Agrawal R.K. – Personnel Management, King’s Book

Publication, Edition 2001-02
Internet
http://www.sail.co.in/plants_bhilai.asp
Company profile
http://www.sail.co.in/searchindex1.asp
About the SAIL
http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htm
History of Bhilai Steel Plant
http://www.hinduonnet.com/fline/fl1424/14240890.htm
Growth of Sail
http://www.hdfcsec.com/company/snapShotShow.php?icode
Recent development and future plans

ANNEXURE
Study On
“Quality Of Work Life And Worker’s Commitment Towards

Organization In BHILAI STEEL PLANT”
Questionnaire

Part A
Name(optional):
Grade:
Length Of Service:
Department:
Age:
Part B
1.The organization gives freedom to use your skills in your area of job?
(a) Agree (b)Disagree (c) Neutral
2. The management gives you recognition for good results achieved?

(a)Agree (b)Disagree (c)Neutral
3. The work environment in terms of relation with your immediate superior

and colleagues is
(a)Good (b)Satisfactory (c)Unsatisfactory
4.The training provided in company is

5.If a change is brought in your work area

(a)You will agree rightaway
(b)It will not affect you
(c)you will disagree
6.The welfare facilities at the work place in terms of canteen,rest rooms

and toilets are
7.The work environment in terms of safety and equipments is

8.The job given to you at present is

9.The company communicates the every new change in rules and policies
(a)Agree (b)Disagree (c)Neutral
10.Are you proud that you work in Bhilai Steel Plant?

(a)Yes (b)No (c)Can’t say
11.During the work exigency if you are asked to over stay

(a)You readily agree without thinking about any reciprocal facility
(b)You agree with reciprocal facility only
(c)You do not like it
12.Do you believe and actively participate in workshops or communication

forums organized?
(a)Yes (b)No (c)Can’t say
13.If you are given additional work or responsibility in addition to your

present work
(a)You will readily accept
(b)You will accept with extra facilities
(c)You will not accept
14.Given a chance would you like to work in any other organization in steel
sector
(a)If Yes then please name it
(b)No
(c)Can’t say
15.What is/are your suggestion(s)?


BSP

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A

OCCUPATIONAL SAFETY & HEALTH OF EMPLOYEE IN BSP

SHRI SHANKARACHARYA INSTITUTE OF TECHNOLOGY &

There is a little bit of SAIL in everybody’s life… 1

There’s a little of SAIL in everybody’s life……………………..

As an essential and obligatory part of my course I have undergone 8 weeks,

There is a little bit of SAIL in everybody’s life… 2

During the actual project work Mr.S.K.Shrivastava ,Manager (P-BBM/MSG)

There is a little bit of SAIL in everybody’s life… 3

This is to certify that the Project Report titled

Submitted in partial fulfillment for award of MBA

Was carried out by ACHALA SHROTEY under my guidance.

This has not been submitted to any other University or Institution

for the award of any Degree / Diploma / Certificate.

Mrs B. Hemlatha Signature of the

There is a little bit of SAIL in everybody’s life… 4

I, hereby declare that the project report entitled

PLACE: BHILAI ACHALA SHROTEY

There is a little bit of SAIL in everybody’s life… 5

Expanding Horizon (1959-1973)

There is a little bit of SAIL in everybody’s life… 8

SAIL - Into the Future

There is a little bit of SAIL in everybody’s life… 9

The Corporate Plan was reviewed by Hon’ble Minister of Steel in Jul’06,

Item Capacity as per Expansion Plans

Hot Metal 26.18

There is a little bit of SAIL in everybody’s life… 10

Plant-wise Capacity Envisaged After Expansion (Mtpa)

 100% production of steel through Basic Oxygen Furnace (BOF) route.

 100% processing of steel through continuous casting.

 Value addition by reduction of semi finished steel.

 State-of-art process control computerisation/ automation.

 State-of-art online testing and quality control.

 Energy saving schemes.

 Adherence to environment norms

The investment for modernization and expansion programme of SAIL is estimated at

There is a little bit of SAIL in everybody’s life… 12

There is a little bit of SAIL in everybody’s life… 13

DIRECTOR FINANCE MANAGING DIRECTOR, RSP

EXE. DIR (IA)

EXECUTIVE DIRECTOR SSP

EXECUTIVE DIRECTOR ASP

EXE. DIR (CMMG)

EXE. DIR. (CP)

 Bhilai Sttel Plant (BSP) in Chattisgarh

SPECIAL STEEL PLANTS

 Alloy Steel Plant (ASP) in West Bengal

 Indian Iron & Steel Company Limited (IISCO) in West Bengal

1. NTPC SAIL Power Company Pvt. Ltd (NSPCL)

There is a little bit of SAIL in everybody’s life… 16

4. SAIL-Bansal Service Center Ltd.

There is a little bit of SAIL in everybody’s life… 18

There is a little bit of SAIL in everybody’s life… 19

PROCESS FLOW CHART OF BSP :-

There is a little bit of SAIL in everybody’s life… 20

Iron Ore lumps

Hirri Mines (150 KM)

Nandini Mines (25 KM) Blast Furnaces

PROCESS FLOW CHART OF BSP CONTD… :-

There is a little bit of SAIL in everybody’s life… 21

QUALITY POLICY Twin Hearth

There is a little bit of SAIL in everybody’s life…

Bhilai Steel Plant (BSP) has mainly three types of products:-

CORPORATE SOCIAL RESPONSIBILITY