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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/