JUL/AUG 2010

A bimonthly publication ofNatSteel Holdings Pte Ltd

MICA (P) No. 171/07/2010

Putting customers firstGiven the current volatile market, developing a strong relationshipwith our customers is vital in achieving the goals of both the customers and our organisation.

natsteel bul let in jul/aug 10

The main areas for improvement are1. Use of fact-based analysis in improvement projects2. Structure of review meetings3. Communication and deployment of leadership system4. Systematic analysis of customer feedback and its use in

strategic and operation decisions

When the detailed assessment report is available in Aug 10, TQM will work with the various departments to draw up a road map for improving on the areas identified. nsh

President & CEO, Mr Vivek Kamra (extreme right) exchanging a few words with the TBEM assessors at the TBEM Assessment Opening Meeting

ValueCreation

There are many avenues for us to further improve service excellence, and Mr Kamra provided one: “Customer service excellence could be accomplished not only by serving customers to the best of our ability, but also by responding faster to their needs by upgrading our IT capabilities,” said Mr Kamra. nsh

The Service Vision for NatSteel is to be the best in service quality for steel reinforcement products by delighting customers in all our dealings.

And one word sums up what we need to do to reach our Service Vision – NatSteel

Needs and expectations of customersAct on customer feedbackTrain employeesService customers with passion and careTotal involvement of the organisationExcel in customer serviceEmployee rewards and recognitionLearning for continuous improvement

Customer-focused Culture in NatSteelThe Customer-focused Culture Team, which comprises 17 members, was set up in May this year with the objective of creating a culture in NatSteel where staff are customer-centric in their daily job activities and are motivated in serving and helping our customers.

Some of the activities that have been or will be rolled out are:i. An internal customer-focused culture survey for staff ii. Training on customer engagement skills, and product

and application knowledge for staffiii. Implementation of rewards and recognition to reward

employees

Customer DayTo kick-start a customer-focused culture in NatSteel and create awareness of the importance of customer service excellence, the first Customer Day was held on 15 Jun 10 at GMO L4. Representatives from four of our key customers shared their experience working with NatSteel and their expectations going forward. The event was attended by Mr Kamra and various managers. The Customer-focused Culture logo was also unveiled to signify NatSteel’s commitment to customer service.

Mr Kamra (left) launching the new

Customer-focused Culture logo with

Melvin Choo (right), Senior Vice President

for Commercial on Customer Day

(left) Vincent Ang, Assistant GM of HL Building Materials Pte Ltd, and(right) Chia Yong Hwee, Managing Director of Zap Piling Pte Ltd,sharing their experience working with NatSteel

Chairman of the Customer-focused Culture

Committee, Tony Tan, COM, talks about the

importance of placing customers first.

Customers are crucial to any business. Without customers, we have nosales; without sales, we have no revenue and profits. “Given the current volatile market, developing a strong relationship with our

customers is vital in achieving the goals of both the customers and our organisation. We should work towards mutual trust and cooperation,” said Mr Vivek Kamra, President & CEO, emphasising the importance of placing our customers first.

While we continue to improve our products and services to deliver the best value to our customers, customer service is a key factor that differentiates us from our competitors. Thus at NatSteel, we need to build a customer-focused culture where customer service is given priority and each employee strives to achieve service excellence at every customer contact point.

However, external customers are not our only customers; we also have internal customers – colleagues in other departments whom we provide our services to. By serving our internal customers well, we will be able to work together to achieve organisational excellence.

The logo explained1. The round dot refers to a

person’s head, signifying us heading towards a customer-focused culture.

2. The orange and blue shapes refer to Customer-focused Culture (CFC).

3. The two orange shapes also represent smiles – a simple smile is the first step towards customer service excellence.

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Leadership handoverat Tata Steel Europe

Dr Karl-Ulrich Köhler willtake over from Kirby Adams as the Managing

Director and Chief Executive Officer of Tata Steel Europe with effect from 1 Oct 10.

Dr Köhler, 54, was appointed Chief Operating Officer in Feb 10 and is working closely with Mr Adams in implementing a

new strategy and business model to enable Tata Steel Europe to compete more effectively in a challenging steel industry.

For details, please refer to the Intranet under the ‘The Group’ section.

A s part of our effort towards continuous improvement, NatSteel participated in the TBEM External Assessment again this year. This assessment will help us gauge where we stand in terms of organisational excellence.

As part of the site visit, a six-assessor team from various Tata companies visited NatSteel from 22 to 25 Jun 10. Based on our observations and interaction with the assessors, NatSteel remains in same score band of 451 – 550 or ‘Good Performance’ as last year.

Gaining more focus in our TBEM journeyBy Tan Sock Lan, TQM

Putting customers firstBy Andrew Leong, IAD

C O N T E N T S

COVER STORY2&3 news bytes22&344&55

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Putting customers first

Leadership handover at Tata Steel EuropeGaining more focus in our TBEM journeyThe tour of discoveryBringing on a new concept of sellingMaking decisions effectively across theregionAccess knowledge onlineBest Suggestion for Jan-Apr 10

Take charge of your learning plan

NSAU’s Drug and Alcohol PreventionProgramme kicks off!NSX’s growing influence in XiamenNSX’s CEO speaks at ‘The 3rd Dialoguebetween Fortune 500 & APEC SMEs’

E-Training - Unveiling new features toempower youHave fun with your family at the Zoo!NSR achieved 300 LTIF-Free DaysSafety Newsflash

Doing our part for the community

Early detection will save your life!Health scheduleManaging process safety

ESH quiz resultsESH quiz

natsteel bul let in jul/aug 10

How can NatSteel work effectively as a Group? At the second C3 workshop in Singapore, the steering and working committees examined various NatSteel

business processes such as Production, Marketing, HR, Finance and Strategic Planning. They discussed the different levels of accountability between business units (the different NatSteel companies in the region) and a corporate centre (regional headquarters that looks after the region as a whole), and clarified how decisions should be made across the Group.

The workshop started with the Shield Exercise, a creative exercise which participants were tasked to use only drawings to describe each business unit, which enabled everyone to understand the business units from a different perspective. The participants also brainstormed and discussed NatSteel’s operating model and supporting work culture attributes.

Based on the outputs from the workshop, the committees will design an organisation structure that supports the way NatSteel wants to work together to achieve identified goals. Action plans will be also further developed to support our desired work culture and align it across the region. nsh

Make decisions effectively across the regionBy Arthur Tay, CEO’s Office and Loretta Chen, HRD (Project leads for C3)

Two of the workshop participants, Grant Johnston (top), BB and Gan Seng Tiong (left), NSX presenting on their drawings during the Shield Exercise

C3 steering and working committees

discussing different work processes

NSV

NSX

NSAU

ValueCreation

Distribution network under the RVM programme

NATSTEEL(producer) DISTRIBUTORS

RETAILERS INDIVIDUAL HOUSEBUILDERS (end users)

RVM programmeRVM is an integrated marketing programme started in India

to develop the Tata brand for the individual house builder. This business-to-consumer distribution model differs from

our traditional business-to-business selling model.The RVM programme has been rolled out in Indonesia and

Vietnam, and China (Xiamen).

A group shot of the RVM team [consisting of staff from

NatSteel’s Strategic Marketing department and

NatSteelVina (NSV)] to commemorate the success of

the first retailer seminarRetailers packing the event hall

for the first retailer seminarMr Lam (left), NSV’s Vice Group Directorpresenting a token of appreciationto one of the retailers

Supervisors of new joins are encouraged to use the Section VI of the PMS form to continue the onboarding process. Section VI has an ‘On-the-job Learning Plan’ which supervisors should use to narrow the employee’s knowledge gaps with regards to his/her work scope.

Before the six-month confirmation mark, there will also be a people quiz for the new joins, and the score for the quiz will be recorded in their PMS form.

Supervisors of new employees – LOOK OUT!

When you attended orientation previously, it was simply known as the orientation programme. But now, it is called the Discovery Tour. It is led by the

Human Resource department and the various department managers known as Tour Leaders. Compared to previous orientation sessions which were held in a sit-down classroom format, Discovery Tour is an interactive session where new employees get to walk around the different departments. During the walkabout, there are pit stops where new employees can talk to the Tour Leaders and find out more about the various department functions – a key benefit for the new staff.

One of the new employees, Myat Lin Maung, TECH said: “Such a walkabout and sharing session gave me an opportunity to venture into other offices, which I usually would not be able to. This has enabled me to familiarise myself with other NatSteel departments.” nsh

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To build on the success of earlier seminars held for distributors under the Retail Value Management (RVM) programme in Vietnam, the next series of

seminars was organised for retailers. This is part of the RVM team’s effort to create a distribution system that is based on an organised retail network servicing the local markets.

The first retailer seminar to introduce the RVM concept was well-received with representatives from 69 retailers participating in the event. The session was highly interactive; the representatives were eager to know more about the programme and asked many questions.

It was also a good opportunity for RVM team to network with the local business community.

Said Koon Beng Kin, Assistant Vice President for Strategic Marketing: “This is a splendid occasion for us to build stronger relationships with both our distributors and retailers.”

Going forward, the RVM team plans to hold seminars for the end users as well, and expand their network to 18 distributors by Mar 11.

The first retailer seminar was held in Phu Tho, Vietnam on 18 Jun 10. nsh

Bringing on A new concept of sellingBy Brian Chong, SM

The tour of discoveryBy Theresa Lim, HRD

Plant tourQuality Assuranceand Quality ControlLab

Human Resource/Corporate Comms

Department stop

Commercial Department stop

Environment, Safety and HealthDepartment stop

Operations Division stop

You are thinking of going for a certain course but you are not sure if it meets your requirements. If you know what your learning objective is, it is an easy decision to make. Hence, the Learning and Development team has revamped Section V of the PMS form to help you identify individual learning objectives and evaluate course effectiveness by enabling you to compare course outcomes with your initial goal.

Section V now consists of two main sections:

Make use of the revamped PMS form and take charge of your personal learning plan (empowerment!). With effective planning and training, you will be able to enhance your capabilities in the required areas and become more productive and effective in your job! nsh

Take charge of your learning planBy Merywn Tan, HRD

External TrainingThis section captures your learning needs that require external learning programmes and seminars.

Learning objectivesSpecific knowledge/skills areas to improve in after the training. These are to be agreed upon by both you and your supervisor. A learning objective statement should have:a. Performance – What should the learner be able to do?b. Condition – Under what conditions (resources/

environment) should the learner perform?c. Standards – Key performance indicators

Training priorityTraining requirements are divided into four priority levels, which are:• Critical• Mandatory

• Re-Assessment

• Others

It is essential that you work out your training schedule with your supervisor so that he/she able to plan manpower capacity to ensure that department operations are not impacted when you go for training.

To perform basic tasks required for the jobTo fulfil government or regulatory requirementsTo renew expired certification or refresh previous knowledge and skillsOther training needs

Internal TrainingThis section captures your learning needs that are fulfilled through internal programmes conducted by our employees.

Internal training to be receivedThis part enables you to put in the in-house training programmes that you will be undergoing eg. safety briefings conducted by our employees.

Internal training to be conductedIf you are an appointed NatSteel trainer, this will enable you to indicate the amount of effort that you have put in training your colleagues.

natsteel bul let in jul/aug 10

learning & developmentnews bytes6 - 7

Add KP

Browse KP

Ask Expert

Expert’s Blog

Imagine this situation – you are stressed over a work-related problem which you do not know how to resolve, and you are not sure where to start finding the relevant information. Fret not! You can simply log on to the Knowledge Management (KM) Portal

to search for the required information and/or get advice from practitioners (identified staff who have process knowledge of a particular function)/experts. It is also a portal that enables us to add, store and retrieve Knowledge Pieces (KP) contributed by our colleagues.

Basic features of KM portal include:1. Add KPA channel for contributing KP for sharing after evaluation by practitioners/experts.

2. Browse KPA channel for finding specific KP under each process, area and sub-areas

3. Ask ExpertAn avenue for asking experts on specific knowledge related to their fields

4. Expert’s BlogA forum where users are invited to discuss specific topics

What’s more, you can also view information from other Tata Steel companies (TS India, TS Europe and TS SE Asia)!

To kick-start the use of the KM portal in NatSteel, the KM Portal team has conducted training sessions with some of the process (i.e. scrap, refractories, steel-making, construction practices) owners since May this year, so that they will have a better understanding of the basic concepts and methodology of KM, and the use of the KM Portal. They can then start leveraging the KM portal for their daily work.

For details on the KM Portal, please contact our KM Portal team (Jeffrey Ong, NSR; Theresa Lim, HRD and Yeong Chee Kong, ISOL). You can also explore the portal @ http://gkm.corp.tatasteel.com.

nsh

Each of us plays an important role in growing this knowledge pool by contributing our experience, much like Wikipedia. With this knowledge sharing and interaction with various KM users and experts, we will be able to increase our knowledge of various work processes and adopt best practices across the group.

Accessing knowledge onlineBy Gerardo Rublica, FIN and Lynn Chan, IAD

Screenshot of the KM Portal

KM portal training conducted in

May this year

ValueCreation

With the numerous training

programmes that employees

are attending, we need to have

a system where we can manage

post-training performance effectively

by providing employees with specific

feedback.

In the new e-training system, feedback will be collected

through training evaluations. These evaluations will also

allow L&D to know the quality of training providers for

future recommendations.

What you will get: The e-training portal is going

to be enhanced to enable such training

evaluations to be captured online and allow

employees to retrieve past evaluations easily from

the Intranet. Employees can also print them out

and include them as part of the PMS form during

the year-end review.

This new feature is also in conjunction with NatSteel’s

environment-friendly initiative to reduce paper usage.

Look out for updates on e-training communication

sessions and articles in the upcoming bulletin issues! nsh

E-Training – Unveiling new features to empower you

natsteel bul let in jul/aug 10

snippets

news bytes

When: Sep 10Where: NatSteel

Beginning in September, a Safety

Bulletin will be produced and

distributed every two months to

enable all staff to keep in touch with

the latest news and initiatives on

safety. Look out for it!

SafetyNewsflash

When: 12 Sep 10Where: Singapore Zoo

The annual Family Day is here again!

This year, it will be held at the

Singapore Zoo. More details will be

coming your way.

Have fun with yourfamily at the Zoo!

When: Aug 09 to May 10

Where: NatSteel Recycling (NSR)

Congratulations to NSR for achieving 300

LTIF-Free Days! To celebrate this achievement,

an appreciation dinner buffet was held at

NatCafe on 11 Jun 10 for both employees and

contractors. NSR management and staff will

continue their effort to make NSR a safer

workplace for everyone.

NSR achieved300 LTIF-Free Days

Thank you for your support for i-Suggest!Please visit i-Suggest website on the Intranet to know more.

Problem IdentifiedRubbish is thrown into waste bins and sent for disposal. There is no segregation of waste for recycling.

Solution ProposedRecycling bins for various materials, such as paper, aluminium cans, wood waste, can be set up at strategic locations within the plant. These categorised rubbish can then be sent to waste recycling centres.

This will add to NatSteel’s contribution towards the environment and raise awareness of the need to reduce and reuse waste.

Improvements to SuggestionTo meet the desired objective and ensure that the recycling bins are properly used, the Suggestion Review Committee (SUREC) recommended that the idea be explained to NatSteel workers during toolbox meetings. In addition, different types of bins should be placed at different locations so that the bins can be effectively utilised. For example, bins for aluminium cans and plastics can be placed in the canteen while bins for paper collection can be put at the offices.

Best Suggestion for Jan – Apr 10

Proposed byJustin Tan, SCM

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NSAU’s Drug and Alcohol Prevention Programme kicks off!By Leonie Carlile, NSAU

NSAU has recently enhanced our Drug and Alcohol policy and programme, and is rolling out training across the company. The aims of this programme are to educate our staff on the dangers and associated problems of misusing alcohol, illicit and prescription drugs, as well as to ensure that all our employees are fit for work. This programme also contributes to our safety culture, providing a safer work environment, and gives our employees better knowledge about the use of drugs and alcohol. nsh

Staff at Townsville attending the Drug and Alcohol Prevention Programme’s workshops

CEO of NatSteel Xiamen (NSX), Gan Seng Tiong, delivered a keynote speech at ‘The 3rd Dialogue between Fortune 500 and APEC SMEs’. Not only did he share Tata Steel’s and NatSteel’s effort on climate change and the Group’s Corporate Social Responsibility philosophy and programme, he also proposed the concept of ‘Green Steel’.

‘Continuous Innovation and Opportunities Sharing in the China Market’ was the theme of this forum, which was organised by the Ministry of Industry & Information Technology, in Fuzhou, China on 1 Jul 10 and attended by many CEOs and senior management from top global companies such as Intel, Haier and BASF. nsh

NSX’s CEO speaks at ‘The 3rd Dialogue between Fortune 500 & APEC SMEs’ By Lai Meiqing, NSX

Gan Seng Tiong speaking at the Dialogue

This was only three months after the first steel forum was held with another large steel information service provider, steelhome.

These steel forums are held as part of the Retail Value Management (RVM) initiative, to introduce NSX and showcase its earthquake-resistant rebars. nsh

It’s a clear sign of NatSteel Xiamen (NSX)’s growing influence as the steel market leader in Xiamen when it organised not one, but two steel forums with some of the biggest steel information service providers in China.

Together with mysteel, one of biggest steel information service providers in China, NSX organised a steel forum on 26 Jun 10 which attracted 400 participants comprising traders, distributors, dealers and steel mills representatives from the Fujian Province.

NSX’s growing influencein Xiamen By Lai Meiqing, NSX

11TBCTBCTBCTBC

EventsTrauma ManagementAutomatic External Defibrillator TrainingOccupational Health Talk - Hand InjuriesFitness Test/ChallengeHealth Talk - How can sinusitis affect you?

ByEFAR AmbulanceOlson Healthcare Pte LtdWest Point HospitalOHU & SRCSingHealth

21TBCTBCTBC

TBC

Work-life Talk - Simple strategies to turn off tantrumsHypertension & Cholestrol Management ProgrammeWeight Management WorkshopHealth Talk - Understanding the relationship of coronary

disease and heart attacksAutomatic External Defibrillator Training

Fei Yue Family Service CentreKhoo Teck Puat HospitalKhoo Teck Puat HospitalNTUC

Olson Healthcare Pte Ltd

natsteel bul let in jul/aug 10

environment, safety & health

© All rights reserved. No reprints or transmission in part or full of any article is allowed without the prior written permission of the publisher. The views expressed in the articles do not necessarily reflect the opinions of the editorial team.

editorial contributors Andrew Leong, IADArthur Tay, CEO’s OfficeBrian Chong, SMChew Kean Beng, CABChoo Swee Soon, CCDEric Gan, MSPEric Kong, HRDEvelyn Pong, OHUGerardo Rublica, FINHendra Wijaya Kusomo, LOGLai Meiqing, NSXLeonie Carlile, NSAU

editorial team Liu Fang Joo, HRDZhou Junlin, HRDSharon Aw, HRD

If you have any comments/ideas, just drop the Editor a note:

NatSteel Bulletin c/o Human Resource Department NatSteel Holdings Pte Ltd 22 Tanjong Kling Road, Singapore 628048 T (65) 6265 1233 F (65) 6266 3697 enquiries@natsteel.com.sg www.natsteel.com.sg

printing Pixel Tech Pte Ltd

design TheRedMAU

Lim Yong Chuah, ISOLLok Xuan Zhi, CDDLoretta Chen, HRDLynn Chan, IADMerywn Tan, HRDMohd Ismail Abdullah, NSRNg Kek Loon, EMEStanley Lui, MBMStanley Sim, MBM (EME)Tan Sock Lan, TQMTheresa Lim, HRDWong Siew Ting, HRD

Early detection will save your life By Evelyn Pong, OHU

Janet Eng (right), MESH, learning self-breast examination

Mobile screening bus for women

Do you know that Cervical and Breast Cancers are the two most common cancers among women in Singapore? Both are also occurring more and more

frequently. However, the good news is that with early detection, these two cancers can be treated effectively, with good survival rates.

Thus, OHU conducted health talks and demo sessions to educate NatSteel staff on the importance of regular screening for early detection. OHU also arranged for the mobile screening bus to come to NatSteel on 21 Jul 10 to conduct mammograms and pap smear tests for female staff.

“We have brought this service right to NatSteel’s door-step for our staff’s convenience and at a discounted price so that more of our colleagues are able to benefit from this programme,” said Melissa Goh, OHU.

If you have not gone for the necessary tests, don’t procrastinate. Do so today. nsh

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Doing our part for the community

ESH quiz results no. 03/2010

Congratulationsto the 50 lucky winners!

A $10 NatCafe voucher awaits you!The winners’ list will be put up on the Intranet and ESHD will notify youeither through email or your supervisor to collect your prize.

ANSWERSince the new fume extraction system was installed, dust collection has increased, fugitive dust emission into atmosphere has reduced and dust concentration has been reduced significantly, which showed that air quality has improved.

“Seeing their happy facesmade the trip worthwhile,”said Chung Yuan Mei, MESH

Twenty-two volunteers from Supply Chain Management and MESH took ten of the elderly from St Joseph’s Home to the National Museum of Singapore on 25 Jun 10.

Seventeen volunteers from NatSteel Recycling and Rolling Mill volunteered at the Society for the Physically Disabled on 18 Jun 10, helping to create communication charts, maintain wheelchairs and do simple carpentry work.

Twenty volunteers from Meltshop and Human

Resource took ten St Joseph’s Home residents to the Resort World Sentosa on 31 May 10.

All original entries, one per staff, should reachHRD by 31 Aug 10. Winners’ names will be published on the Intranet homepage. ESHD will also contact you via email or phone.

Stand a chance to win a $10 NatCafe voucherby answering these questions correctly >>>>>>>>>>>>>>>>>>>>

Name

Dept

Tel

I/C

Email

1. Process safety management is the application of management systems and controls on a manufacturing or chemical process in a way that

process hazards are so that process-related injuries and incidents are .

2. We need to focus on PSM so that we are able to in process safety information, process hazard analysis, and

emergency planning and response, as well as to of assets and facility, and .

ESH Quiz no. 04/2010

Our safety standards have improved and LTIF has reduced from 10.23 to 1.22 in FY10 since we started our

Safety Journey with DuPont two years ago. However, we will need to continue with our safety effort as we strive towards our FY12 goal of 0.4 LTIF.

One area that we are now focusing on is Process Safety Management (PSM). What is PSM? It is the application of management systems and controls on a manufacturing or chemical process in a way that process hazards are indentified, understood, and controlled, so that process-related injuries and incidents are prevented.

Managing Process safetyBy Ng Kek Loon, EME (PSM Safety Sub-committee)

environment, safety & health12

Four-Step Review of PSM

Step 1 Establishing the Safety CultureStep 2 Providing management leadership and commitmentStep 3 Implementing a comprehensive PSM programmeStep 4 Achieving excellence through operational discipline

Process SafetyInformation

ProcessHazardsAnalysis

OperatingProcedures andSafe Practices

Management ofTechnologyChange

QualityAssurance

Prestart-UpSafety Reviews

MechanicalIntegrity

Management of“Subtle Changes”

Training andPerformance

Contractors

IncidentInvestigation

Management ofPersonnel Change

Emergency Planningand Response

Auditing

Employerof Choice

Conducted by DuPont, the PSM training was

attended by 74 management and staff

And why do we need to focus on PSM? It will enable us to address gaps in process safety information, process hazard analysis, and emergency planning and response, as well as to maintain the integrity of assets and facility, and manage change.

Upstream production centres (MSP, MBM and NSR) will kick off with PSM first. nsh

Source: DuPont