article (the analytical study of ispat industries limited(iil)).docx

7/30/2019 ARTICLE (THE ANALYTICAL STUDY OF ISPAT INDUSTRIES LIMITED(IIL)).docx

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Article

INTRODUCTION:

ISPAT TODAY ONWARDS

Ispat Industries Limited (IIL) is one of the leading integrated steel makers and the largest

private sector producer of hot rolled coils in India. Set up as Nippon Denro Ispat Limited in

May 1984 by founding chairman Mr M L Mittal, IIL has steadily grown into a Rs 9,400-crore

company, assuming its position as flagship of the reputed Ispat Group. A corporate powerhouse

with operations in iron, steel, mining, energy and infrastructure, the Group today figures among

the top 20 business houses in the country.

Headquartered at Mumbai, IIL employs a total of 3000 people and is the leader in the national

speciality steel market. The company's core competency is the production of high quality steel,

for which it employs cutting edge technologies and stringent quality standards. It produces

world-class sponge iron, galvanized sheets and cold rolled coils, in addition to hot rolled coils,

through its two state-of-the art integrated steel plants, located at Dolvi and Kalmeshwar in the

state of Maharashtra.

The sprawling 1,200 acres Dolvi complex houses the 3 million tonne per annum hot rolled

coils plant, that combines the latest technologies - the Conarc process for steel making and the

compact strip process (CSP) - introduced for the first time in Asia.

The complex also has a 1.6 million tonne per annum sponge iron (DRI) plant, which was

commissioned in 1994 as the world's largest and most efficient gas-based single mega module

plant. Moreover, the Dolvi complex is home to a 2 million tonne blast furnace and also boasts a

mechanised multi-functional jetty situated nearby, that facilitates the automation of raw

material handling.

A new 2.24 million tonnes per annum sinter plant, a 1260 tonnes per day oxygen and a new

electric arc furnace have also been commissioned at IIL Dolvi.

Ispat is the only steel maker in India and among a few in the world to have total flexibility in


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choice of steel making route, be it the conventional blast furnace route or the electric arc

furnace route. Its dual technology allows Ispat the freedom to choose its raw material feed, be

it pig iron, sponge iron, iron ore, scrap or any combination of various feeds. It also has total

flexibility in choosing its energy source, be it electricity, coal or gas.

The Kalmeshwar complex houses Ispat's 0.4 million tonnes cold rolling complex, which also

includes the galvanized plain/ galvanized corrugated (GP/GC) lines and India's first colour

coating mill.

Technology and innovation have always been the cornerstones of IIL's quest for excellence and

these state-of-the-art plants facilitate the company's mission to attain and sustain market

leadership, through technological and product superiority.

The company's strengths lie in its integrated process management, knowledge management and

control systems. And its seamless supply chain management systems further the efficient use of

raw materials, while its staff of highly skilled engineers, technicians and managers with

specialised domain knowledge, ensure the choice of the relevant technology and the ability to

produce international quality products at a competitive price.

In line with its vision for the future, IIL is expanding its HRC capacity to 3.6 million.

Moreover, it aims to complete its vertical integration process, increase the proportion of high-

grade and value-added steel products in its product mix and leverage the advantage the modern

design and the size of the facilities offers.

With investments of over US $2 billion, IIL is the seventh largest Indian private sector

company in terms of fixed assets. It aims to consolidate its market leadership in the national

specialty steel market by capitalising on the proximity of its manufacturing facilities to major

consumers of flat steel products in Maharashtra, while increasing its presence in international

markets by using its convenient port location.

In the short span of time since its inception, Ispat Industries has steadily raised the bar - in

terms of its relentless pursuit of technological advancement, unwavering focus on innovation,

strident emphasis on quality products and its constant initiatives aimed at ensuring customer


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satisfaction. As it rapidly forges ahead on all these fronts, IIL has successfully reinforced its

position as market leader, while simultaneously making technological breakthroughs and

setting even higher standards for itself.

ISPAT at a glance


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METHODOLOGY:

This study Keeps in viewing the requirement of balanced growth of employees where an

employee acquires broad based experience before going up vertically, it has been thought to

provide the avenue of career development through job rotation.

Objectives:

This policy seeks to optimize the potentialities of employees fully by putting her/him through

more apt and productive assignments & exposure and at the same time meet the requirements of

the organization by fully optimizing available talents.

To promote growth of employees from within Focus on the growth of high performers in the organization through competency

development to fulfill future organizational requirements

To provide avenues to an employee towards his/her career growth within theOrganization

Scope:

All regular employees in grade E08 & above category preferably those who havecompleted two years in the current position.

In all other grades, inter-departmental and intra-departmental transfers will take placedepending on the opportunities available within the organization, as well as the

companys requirements.

Quantum of job rotation

Every department shall strive to have 1% Job Rotation every month. However, this will not

apply to departments/positions requiring specialized knowledge and skill.


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Rules:

Inter as well as intra-department rotation will qualify as Job Rotation. Head of Department to prepare monthly plan of rotating 1% employees based on length

of service in the current role.

HOD to recommend if any additional training is to be imparted to prepare the employeefor the new assignment.

Suitability for job rotation to be ascertained keeping in view qualification, skill andexperience.

Job Description for the new role to be made available to the employee. Intra-department rotation to be finalized by HOD. Inter-department, but intra-division

rotation to be finalized by concerned Divisional Head. In case of inter-division job

rotation, request is to be routed through HR Department.

Performance in the new role to be regularly monitored for smooth operation of theDepartment.

ISPAT Product

Sponge Iron Hot Rolled Coils Cold Rolled Coils Galvanised Sheets/Coils Colour Coated Sheets


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KEY RESPONSIBILITY AREAS (KRA)

The Team Leaders in association with the Project Manager write performance standards for

each key area of responsibility on the employee's job description. The employee actively

participates in its development. Standards are usually established when an assignment is

made, and they are reviewed if the employee's job description is updated. The discussions of

standards include the criteria for achieving satisfactory performance and the proof of

performance (methods the Team Leader will use to gather information about work

performance).

PERFORMANCE APPRAISAL-KRAS

People will perform as per what is measured Types of Performance Measures:- Self judgements Rate of work Quality of work Accidents & Breakage Job Knowledge Job tenure Absenteeism Supervisory judgement Peer judgements


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History

Ispat Industries Limited (IIL) is one of the leading integrated steel makers and the largest private

sector producer of hot rolled coils in India. Set up as Nippon Denro Ispat Limited in May 1984

by founding chairman Mr M L Mittal, IIL has steadily grown into a Rs 9,400-crore company,

assuming its position as flagship of the reputed Ispat Group. A corporate powerhouse with

operations in iron, steel, mining, energy and infrastructure, the Group today figures among the

top 20 business houses in the country.

Headquartered at Mumbai, IIL employs a total of 3000 people and is the leader in the national

speciality steel market. The company's core competency is the production of high quality steel,

for which it employs cutting edge technologies and stringent quality standards. It produces

world-class sponge iron, galvanized sheets and cold rolled coils, in addition to hot rolled coils,

through its two state-of-the art integrated steel plants, located at Dolvi and Kalmeshwar in the

state of Maharashtra.

The sprawling 1,200 acres Dolvi complex houses the 3 million tonne per annum hot rolled coils

plant, that combines the latest technologies - the Conarc process for steel making and the

compact strip process (CSP) - introduced for the first time in Asia.


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CONCLUSION

Performance Management is a closed-loop, integrated system that spans the complete

management planning and control cycle including the processes, metrics, methodologies,

systems and software tools that collectively manage the implementation of an organisations

strategy. The purpose of Performance Appraisal is to make effective use of its human resources.

This system is used as an instrument to channelize the skills and competencies of employees in

proper direction, which is useful to the individual as well as to the organisation. In the emerging

scenario of rapid obsolescence, only those corporations will keep pace with the world that is

serious about motivating and adding value to their employees. Thus this system helps in

improving employee performance, development of the employees professionally, better

understanding between superiors and subordinates, validating the personnel records and

programs and helps in taking proper regarding wage and salary.


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BIBLIOGRAPHY

Books:

-Human Resource Management, A.M. Sharma

The book mainly focuses on performance appraisal system which is ideally an organisation

designed programme involving both the organisation and the personnel to improve the

capability of both. -Human Resource Management and Industrial Relations, P. Subba Rao

Journal:

-NHRD: Performance Management Framework

The journal includes a new look at PMS. It defines how PMS should be carried on through

360 degree appraisal.

-HRD Newsletter: Performance or Potential

-Human Resourse Management, Shubha Rao

HRM News Letters

Human Resourse Management-S.S.Khanka


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WEBLIOGRAPHY

www.ispat.com

www.hr.about.com

www.managementparadise.com

WWW.MANAGEMENTHEAVEN .COM
http://www.ispat.com/http://www.ispat.com/http://www.hr.about.com/http://www.hr.about.com/http://www.managementparadise.com/http://www.managementparadise.com/http://www.management/http://www.management/http://www.managementparadise.com/http://www.hr.about.com/http://www.ispat.com/

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