JSW Steel LTD Vishwanth 06124

A report on the organization study of
JINDAL SOUTH WEST STEELS Ltd
Submitted in partial fulfillment of the requirement of the MBA degree
JAIN UNIVERSITY
Submitted By:
MANISH HARLALKA
Register No: 16MBA14107
Under the guidance of:

Prof. L.S.R SIR
CMS BUSINESS SCHOOL

BANGALORE
CMS BUSINESS SCHOOL

JAIN UNIVERSITY
Bangalore 560078
STUDENT DECLARATION
I hereby declare that this internship training report entitled An Organization

Study of JINDAL SOUTH WEST STEELS Ltd has been
undertaken and completed by me under the valuable guidance of

Prof. L.S.R SIR This project report has been
submitted to Bangalore University, as a part of partial fulfillment for
the award of the degree of Master of Business Administration. I also
declare that this report has not been submitted to any other
University or for any other degree of diploma.
Place: BANGALORE
Date:
MANISH HARLALKA
GUIDE CERTIFICATE
This is to certify that the project entitled ORGANIZATION STUDY OF

JINDAL SOUTH WEST STEELS Ltd prepared by MANISH HARLALKA
registration no 16MBA14107 has been conducted under my direct supervision and
guidance. This study is in partial fulfillment for the award of Master of Business
Administration from Jain University, Bangalore. Further it is certified that this
project or theory has not been previously submitted to any other university for the
requirement of master of Business Administration.
PLACE: BANGALORE
DATE:
Prof. L.S.R
ACKNOWLEDGEMENT
I am deeply indebted to HAROLD PATRICK, Dean and

Prof.L.S.R(Project Guide) for providing me an opportunity to take up this
internship study and all the learned faculty members of CMS BUSINESS
SCHOOL for their encouragement and guidance through the course of
my Internship Project Report.
I am extremely grateful to SANTHOSH SIR (Asst. Manager, HRD,

Jindal South west steels Ltd) for giving me this valuable opportunity to
carry out training at Jindal South West Steels Ltd.
I offer my sincere thanks to the Jindal South west Steels Ltd, staff of
various departments for their kind co-operation and encouragement.
Place: Bangalore
Date: MANISH HARLALKA
Reg. No: 16MBA14107

PRINCIPALS CERTIFICATE
This is to say that this report is the result of Internship undergone by Mr.
MANISH HARLALKA register number 16MBA14107 at JINDAL SOUTH
WEST STEEL LTD, THORANAGALLU under the guidance and supervision of
Prof.L.S.R. This has not formed a basis for the award of any Degree/ Diploma of
a University.
Place: Bangalore
Date:
Dr.HAROLD PATRICK
(DEAN)
CONTENTS
TOPICS Page
No
INTRODUCTION 01
Chapter
1 INDUSTRY PROFILE 02
Chapter 2 COMPETITORS 03
Chapter 3 COMPANY PROFILE 04

History
Location
Important break troughs
Values
Vision
Corporate Responsibility
Chapter 4 ORGANISATION HIERARCHY 12
Chapter 5 FUNCTIONAL DEPARTMENTS

Production Department 14
Finance Department 32
Marketing Department 34
HR Department 41
Chapter 6 SWOT ANALYSIS 56
Chapter7 FINDINGS 57
Chapter 8 SUGGESTIONS AND CONCLUSIONS 58
BIBLIOGRAPHY 60
INTRODUCTION
The internship project report will help to gain practical knowledge of the course the organization in
this particular case is JSW STEELS LTD.
In this training report an attempt is made to understand the working of an organization as a whole
with the co-ordination of all the functional departments, with due respect the managerial aspect.
The main object of this internship project is to study the functional overview, organization structure,
manufacturing process and to study the SWOT analysis & core competence of organization.
The scope of this internship project is to know about the Overall background of the steel industry in
India, company back ground of JSW steel ltd upstream and a detail study in the field of HRM, Finance,
marketing & production of the company.
.
The Modes of collecting data in completing this internship project is based on, The Primary data
collected through direct contact with the all department heads and Employees. Secondary data is gathered
from the published magazines, Annual report, and induction manual.
The project which has been undergone is confined to the study of performance of the company in the
past and present. The study was based on the published reports & information collected from the companies
senior personnel. However, the study could not gather information from the consumers, dealers & other
stake holders. This report only helps to gain the practical knowledge but does not involve problem analysis.
The study was carried within a short span of time i.e. 6 weeks.
CHAPTER -1
INDUSTRY PROFILE
The Indian Steel industry is almost 100 years old now. India is the 6th
largest producer of iron ore and the 9th largest product crude steel in the world.
Till 1990, the Indian steel industry operated under a regulated environment with
insulated markets and large scale capacities reserved for the public sector.
Production and prices were determined and regulated by the Government, while
SAIL and Tata Steel were the main producers, the latter being the only private
player. After the liberalization was introduced in the year 1992, many domestic
steel industries entered into the global market.
Steel is a product of capital intensive and complex industry that requires

national attention for its development. In 1990, the Indian steel Industry had a
production capacity of 23 MT.But, now with a current capacity of 35 MT is today
in the world. Steel is a highly capital intensive industry and cyclical in nature. Its
growth is intertwined with the growth of the economy at large, and in particular
the steel consuming industries such as manufacturing, housing and infrastructure.
The demand of steel is a basically derived a demand, growth in the industry is
dependent on the level of activity of the steel consuming industries specifically the
construction, automotive, appliances and other consumer durables.
With capital investments of over Rs 100, 000 crores, the Indian steel
industry currently provides direct/indirect employment to over 2 million people.
As India moves ahead in the new millennium, the steel industry will play a critical
role in transforming India into an economic superpower.
CHAPTER -2
COMPETITORS
Steel Authority of India Limited (SAIL): It is contemplating cost

reduction through cutting operating expenses, Purchasing expenses, social
infrastructure expenses, inventory carrying costs etc. The company is
aiming at reducing its main power from a level of 170000 to 100000 in
next 3-4 years through a combination of natural attribution and VRS
schemes. SAIL is redeploying its surplus assets within its own units to
productive use.
Rastriya Ispat Nigam Limited: The Company has taken number of

restricting majors to improve financial performance of the plant with govt.
assistance.
TATA Steel: It is amongst the lowest cost steel producers of HR coils

in the World and their vision is to become lowest cost steel producer of the
world in neat future. Based on the platform of low cost raw materials and a
modern plant the company targets to produce HR coils at costs below OSD
170 /ton. The labor productivity is still poor and in absence of safety net, it
is difficult to play off redundant labor.
Essar Steel: It uses power from its own captive plant and uses 70%
lump are to achieve cost reduction. The company is planning of installing a
pallet plant for reducing cost of production and achieving economy of
operation besides continuous. Uninterrupted supply of long turn metallic
needs. It has introduced construct system of labor instead of permanent
employs.
LIOYDS STEEL INDUSTRIES LTD: The Company entered into an

agreement with western coalfields ltd, (WCL) for opening an underground
mine exclusively for the use of Lloyds steel.
CHAPTER -3
COMPANY PROFILE
Mr.OM PRAKASH JINDAL was the founder of JINDAL Industrial group.

In 1952 he started making steel pipes, bends and sockets at Liluah, near Kolkata.
But the total focus of Mr.O P JINDAL was the steel.
From mining of iron ore to the manufacturing of value added steel
products, JINDAL has a pre-eminent position in the flat steel segment in India as
is on its way to be a major global player, with its overseas manufacturing and
marketing alliances with other world leaders.
Innovative product mix backed by storing in houses, R&D, World class
quality, highly competitive prices, on time deliveries and excellent sales network
hence enabled JINDAL to emerge as a front-runner in the Indian steel industry.
JSWs history began in 1982, with first the purchase of the land for the
Vasind plant and setting up a 20 Hi CR mill. Later a mini steel mill, Piramal
Steels was acquired at Tarapur in 1983, which was soon thereafter named as
Jindal Iron and Steel Co. Ltd. (todays JSW Steel Ltd. Downstream). These
facilities in Vasind and Tarapur in Maharashtra have continuously undertaken
technological upgradations and expansions, which has made the Downstream Unit
todays largest manufacturer and exporter of galvanized products in India.
In 1994, in order to achieve the vision of moving up the value chain and
building a strong resilient company, Jindal Vijayanagar Steel Ltd (todays JSW
Steel Ltd. Upstream) was promoted. This plant is located at Toranagallu in the
Bellary-Hospet area, the heart of high-grade iron-ore belt, spread over 3700 acres
of land. The plant is 340 kms from Bangalore and well connected to Goa and
Chennai ports. It has good rail connection to major ports such as Goa and
Chennai, which are 400-500 Kms from the plant site. The plant site is also well
connected through a network of state and national air linkage available through a
major aiport at Bangalore. This region was chosen for the venture because of the
availability of rich iron ore in the region. Other raw materials required for various
processes is collected from the adjoining areas like, Bijapur, Sandur and
Dhone(AP). Water is being availed from Tungabhadra Dam, located in hospet,
30Kms from the plant layout.
JSW under the leadership of Mr Sajjan Jindal, share a common mantra
for success. JSW is Rs 9,000 crore integrated entity encompassing steel, power,
industrial gases, minerals and port business. It ranks among Indias top business
houses in turnover, size and scale of operations. The focus, now, is to achieve a
position of excellence in the global area and innovate the future for nation
building.
Today JSW Steel Ltd., is a fully integrated steel plant and third largest steel
maker after Steel Authority of India Limited (SAIL) and TATA Steel.
JSW with an estimated production capacity of 4 million tons per annum is

one of the largest green field and fully integrated steel plant investment in
Southern India. JSW steel ltd, would work on COREX technology. The plant
consists of RMHS department, 5 million tons Pellet plant, 2.3 million tons Sinter
plant, two Corex modules for producing 1.6 MT hot metal, two Blast Furnace
plants and two 120 tons BOF converters ,two ladle furnace, two single stand
continuous slab casters and Hot
Strip Mill.
Some of the important break troughs are

Indias only fully integrated stainless steel plant
Indias only integrated private sector galvanized steel producer
Ferro- chrome: another break through in JINDAL
Indias only diameter submerged Arc welded steel pipes
World standard sponge iron
Indias only integrated green-field steel project.
JINDAL have also pioneered Indias first continuous slab casting
machine and Indias first hot strip mill to produce hot rolled stainless steel
coils.
JINDAL is pioneers the India to use the newly introduced process
of Corex C-2000 module, developed by Voest Alpine, Australia to
manufacture pig iron.
Values:
Young thinking is crystal clear transpararency and openness in

regard to transactions, operations and interaction with JSWs stake
holders.
Young thinking fosters leadership, implying that true leadership
entails speed, resilience and coherence with which decision are made
independently by each member of organization.
Young thinking is unique, for being able to differentiate benefits
from diverse action so as to be able to provide superior products of
JSWs customers and the community at large.
Young thinking involves the will to strive for and deliver value
beyond expectations.
Vision:
Preparing the groundwork and nurturing of the next generation

Young thinking.
The continuous improvement of cost stewardship in the
value chain.
The ability to foster abiding customer relationship, by anticipating
needs and delivering beyond expectation.
Act as catalyst for growth the nations steel industries, the marketing
of value added branded products for domestic and global market.
CORPORATE RESPONSIBILITYS:
Environmental policy.
1. Restoring and conserving the ecological balance.
2. Implementing effective environmental management
practices in all activities.
3. Carrying out operations for going beyond compliance of
statutory rules & regulations.
4. Promoting Zero Waste concepts by implementing recovery
recycle & reuse technologies.
5. Growing green belts and ecological parks in a d around the
plant.
6. Evaluating & including environmental awareness among all

employees.
Apart from its quest to excel in its business activities, JSW has strong
commitment to social action as a part of its Corporate Social Responsibility. So,
corporate social responsibility at JSW has been taken up with great commitment
and imagination. Following the tradition of the Jindal Organization, JSW provides
hosing colonies, medical benefits, recreational and other facilities for its
employees.
Such trend setting efforts have not been confined to the plants but also for
to the communities at large. Wherever JSW sets up base, it supports the
aspirations of the neighboring communities, especially in the areas of education,
health, sports, and culture and infrastructure facilities.
The philosophy of Jindal South West Foundation is We Cherish People.
HEALTH Initiatives:
JSW runs the Jindal Sanjeevani Hospital, providing the best secondary and
tertiary health care at Vijayanagar, in Bellary District, Karnataka. It is fully
equipped with state of the art operation theatre and modern diagnostic
departments. They organize artificial limb camps, create employment
opportunities for physically handicapped, organizing free medical camps, which
includes Cancer and AIDS awareness programmes.
HIV/AIDS Awareness Program:

The Foundation initiated a comprehensive HIV AIDS Awareness program
with
the help of Modicare Foundation, a non-profit, non government organization with
the objective to develop an understanding of how AIDS is affecting society
directly and indirectly. It aims at reaching out to every employee at their
respective locations, making them aware about the mounting concerns and how to
be more provocative and sensitive to the need of the HIV/AIDS. All the employee
community at Vasind and Tarapur have been covered and this initiative will be
extended to local areas in a comprehensive way.
EDUCATION Initiatives.
The foundation runs three English Medium schools with subsidized
monthly
fees. In association with Azim Premji Foundation planned to achieve quality in the
provision of elementary education to children by creating an excitement in the
schools. They have instituted Computer Aided Learning Centres, which imparts
education to children in the most innovative and creative way through computers
in the villages around Bellary. They run Shramsadhna Vocational Training Center
in thane district ( Maharashtra), where, in association with Father Agnels
Polytechnic, Bandra, it provides skill development, career guidance and create
awareness of modern methods of agriculture and animal husbandry. Akanksha
Vocational Training center at Vidyanagar provides training to rural girls in
tailoring. The foundation runs Jindal South West Community Advancement
scheme where in scholarships are granted to employees children pursuing
technical courses and to students in rural and backward areas of Maharashtra and
Karnataka.
Early Childhood Education (ECE) Project.

JSW Foundation and Integrated Child Development Scheme (ICDS) jointly
initiated the Early Childhood Education (ECE) Project with technical support from
Center For Learning Resources, Pune. This project aims at developing skills of
anganwadi workers to be effective as early childhood educators. The project
envisage to apprise anganwadi workers teach the principles of learning & various
teaching methods that encourage the skills & intellectual development of children
between 3 to 6 years.
COMMUNITY Initiatives
They have built concrete roads, which have significantly reduced the dust
pollution levels of the surrounding villages, especially in Bellary, Hospet,
Toranagallu and Sandur, districts of Karnataka. They have concreted the gateway
to the historical Hampi, World Heritage site. The foundation has also contributed
towards building the Rangasharda Theatre and the ashram of Sri Ravishankar at
Bangalore and has donated land for an ayurvedic ashram in Vasind. They have
initiated the clean Bellary project where they have introduced a mechanized
garbage disposal system for the first time in the Bellary district. A special truck
fitted with self-loading and unloading hydraulic system including 25 garbage bins
and 200 dustbins were introduced. They have contributed for street lights and
drinking water facilities at Vasind village. They have created a revolving fund for
the benefit of the rural women.
The beneficiaries get interest free loans from this revolving fund for
purchase of buffaloes and for starting other small business. We are organizing free
veterinary health
check-up camps, fodder production workshops and feed making training to these
women beneficiaries. We plan to increase the number of beneficiaries many folds
by forming a MACS (Mutually Aided Co-operative Societies).
Women Crane Operators at JSW Steel Ltd.

In a unique endeavour to empower not so privileged in a unique endeavour
to
empower the underprivileged women in a patriarchal society like ours, JSW Steel
Ltd., has decided to induct 11 women workers into doing jobs at the factory level,
which were traditionally reserved for men.
These women are being trained for functions like a supervisor of blast
furnace, stores and on the payload. They have been provided with two sets of
uniforms, shoes, helmet and goggles for safety. They work in general shift from 9
am to 6 pm. These trainees will be assessed after 4 months on their performance
and will be promoted as Asst. Operators and then as Operators. This enhancement
of job profile will fetch them Rs. 7000-8000 as against Rs. 400-500 otherwise per
month. This has raised their confidence and enhanced their employability. These
women will act as role model for the community and will inspire the women to
take up such unconventional assignments
HERITAGE Initiative
JSW endeavour is to formulate a comprehensive and holistic master plan
for the
management of the unique ruins of the Vijayanagar Empire. The foundation
supports the Hampi Utsav where local and national level artists participate in
dance, music and other art forms.
JSW have drawn up the master plan for the conservation of the
Chandramuleshwara temple, which will be the first conservation project. This is
being done in association with the Global Heritage Fund, San Francisco to ensure
international standards. The Foundation has sponsored the book New Light to
Hampi, edited by John M Fritz and George Michell, which has incorporated the
recent research on Vijayanagar Empire. The Foundation co-sponsored the book
The Guide to the Architecture of the Indian Sub Continent by Takeo Kamiya, an
eminent Japanese Art Historian.
SPORTS Initiatives
The Jindal Squash Academy in Vasind has been set up to promote
excellence in
sports and give exposure to rural youth. This academy has nurtured talent of
international repute. Young sportsmen from this academy have represented India
at the Asian Junior championships. We also house a badminton academy, which
regularly organizes state level badminton tournaments in Karnataka. The
swimming academy has trained swimmers who now regularly participate and win
at the national levels. Our Jindal South West Foundation ladies hockey team has
won the Under-17 Karnataka State Hockey Championship title at the recently held
championship at Davangere, Karnataka.
ART & CULTURE Initiatives

Jindal Arts & Creative Interaction Center which encourages creative
interaction
between the arts, organizes film premiers, promotes art awareness through a series
of workshops, beautifies city spaces through its Art In Public Spaces schemes
and generate awareness for social issues by organizing workshops and panel
discussions. The foundation publishes a visual arts magazine ART India-The Art
News magazine of India. It has won the national printing competition hosted by
the all India Federation of Master Printers. We have established the Friends of JJ
School of Arts Trust to restore the buildings of the historic art school and its
surroundings and add value its school curriculum. We also organized Writers
Bloc, A festival of 9 original plays at the Prithvi and NCPA. The Jindal Art
Foundation, Royal Court Theartre, London, British Council Mumbai and Rage
productions collaborated in providing a platform to playwrights through a series of
workshops at the JSW Steel Ltd., Vasind premises.
Over a period of two years 9 original stories that were conceived at the
workshops were showcased, which received great reviews across the city of
Mumbai. A major step was to co-sponsor a book New Light on HAMPI (Recent
research on Vijaynagara, Edited by John M Fritz and George Michell). We also
sponsored a book A Guide to the Architecture of the Indian Sub continent by
Takeo Kamiya an eminent Japanese Art Historian.
Jindal South West Foundation organized an Enamelling Workshop at the
international enamel studio, Vasind. This age-old craft was presented by
Eleizabeth Turrel along with Veenu Shah, Vivek Das and Kana R. Lomror who
created an innovative mural on steel. Participants and interested audience created
their own enameled pieces, under the guidance of the artists, which they carried
home. The Foundation has also organized workshops like Stone Carving
workshops where artists
from Bangladesh participated and a Steel design workshop, which brought
forward innovative design and usage of steel.
Kalasangam
With an objective of creating awareness on cultural aspects viz., art,
literature,
music, dance and theatre among employees and their families residing at
Vidyanagar, the foundation has created Kalasangam for harnessing local talents. It
offers a platform to exhibit their talent for enthusiasts in the above-mentioned
fields and organizes several interfaces with specialists in various arenas.
Kalasangam is a confluence of Art, Drama, Literature, Music and all which imitate
nature.
It is a forum for the manifestation of the perfection of art among Jindalites.
It is an esoteric and aesthetic medium of expressions across the artistic hearts of
Jindalites. The idea of Kalasangam was conceived in July 04 for harnessing the
hidden talents. A voluntary membership of 106 Jindalites was enlisted with 5
coordinators, one for each stream viz., Art, Music, Theatre and Dance.
Kalasangam was formally launched on 21.09.04 with a dance drama performance
by child artists. The logo of Kalasangam was coined by in-house members which
depicts the theatre, literature, music and dance forms
.
Mumbai Festival
The nine-day festival, intended to revitalize Mumbais image through a
series of
cultural and entertainment events across the city. The festival aimed at putting
Mumbai on the international festival circuit, thus acting as a major catalyst for
tourism in Mumbai. The Art & Heritage section, the highlight of which was a 60 ft
Mannat Wall painted by the citys noted artists, was presented by Sangita Jindal
and supported by the Hindal South West Foundation.
CHAPTER -4
ORGANISATION HIERARCHY
CHAIRMAN
VICE-CHAIRMAN
CEO
DIRECTOR DIRECTOR DIRECTOR DIRECTOR

OF FINANCE OF OF OF
HR MARKETIN PRODUCTI
GM CS GM GM GM
AGM AGM AGM AGM
GM: General Manager
CS: Company Secretary
AGM: Assistant General Manager
CEO: Chief Executive Officer

BOARD OF DIRECTORS:
1. Mrs.Savitri
Devi Jindal
(Chairperson)
2. Mr.Sajjan Jinda
(Vice chairman & MD)
3. Dr. B.N.
Singh. (Joint MD
& CEO)
4. Mr.Seshagiri Rao
M.V.S. Director
(Finance)
5. Dr.Vinod
Nowal Director
(commercial)
6. Dr. S.K.Gupta
(Director)
7. Dr.Vijay
Kelkar
(Director)
8. Mr. Anthony Paul

Pedder (Director)
9. Mr.Uday M.
(Director)
10. Mr. Lancy Varghese

(Company Secretary)
CHAPTER -5
FUNCTIONAL DEPARTNENTS
PRODUCTION PROCESS OF JSW
RMHS
PELLET SINTER
PLANT PLANT
COREX - I COREX - II BF-I B F - II
BOF
HSM
Abbreviations
RMHS: Raw Material Handling System

BF: Blast Furnace (One & Two)
BOF: Basic Oxygen Furnace
HSM: Hot Strip Mill
RAW MATERIAL HANDLING SYSTEM (RMHS)
RMHS is backbone of industry which supply raw material of requisite

quality in adequate quantity to respective department.
Functions of RMHS
Receive raw materials in adequate quantity.

Allocate space for raw material stacking.
Effective bedding and blending of incoming raw materials from
different mines to get homogeneous mixture.
Timely supply raw material to respective department.
Raw Materials Required for Production: Iron ore lump and fines, lime stone,
dolomite, quartzite, manganese ore, non coking coal and coke
Source of Raw Materials:
Coal Australia, China, South Africa
Coke China, Russia
Lime Stone(For Iron Making) Dhronachalam, Bagalkot
Lime Stone(For Steel Making) Dubai
Dolomite Dhronachalam, Bagalkot
Ore Fines Sandur, Hospet
Quartz Sandur
The storage area is divided into four locations namely.
Coal Yard
Ore Yard
Additive Yard
Stock House
Equipments Used in Supplying Raw Materials to various Departments:
1. Wagon Tippler 2 Nos
2. Stacker Re-claimer 7 Nos
3. Barrel Re-claimer 1 No
4. Twin Boom Stacker 1 No
5. Screening Plant 2 No
6. Approximately 22 km long conveyor system.
Wagon Tippler
Wagon Tipplers are used for unloading of raw materials received through
railway wagons. Side arm charger places each loaded wagon of the rack on the
tippler table which is then tippled by tippler. Material discharged onto the hoppers
is conveyed to the down stream conveyers through apron feeders.
Technical specification:
Type of Tippler. : Rota side XL Hi lift

No of tippling per hour. : 20
Angle of rotation of Wagon : 155 degree
Type of drive. : Hydraulic
Stacker Re-claimer
These equipments are meant to stack the raw material in the yards and also
to reclaim the same for conveying to the consuming departments. Out of these five
three are used in the coal yard and two in ore yard.
Stacking rate Coal : 1000 TPH

Ore : 1200 TPH
Reclaiming rate Coal : 750TPH
Ore : 500 TPH
Long travel speed : 15 m/min
No of buckets : 8
Type of drive : Hydraulic
Barrel Re-claimer
This equipment is meant to reclaim iron ore fines for conveying to pellet
plant.
Reclaiming capacity : 1000 TPH

Barrel speed /Cutting speed : 41.09 m/min
Bucket volume : 322 lts
Barrel cutting dia : 5450 mm
Twin Boom Stacker
This equipment is meant to stack iron ore fines in the yards.
Technical specifications:
Stacking capacity : 1200 TPH

Rail centers : 7000 mm
Boom Luff speed : 4 m/min
: -12 deg to 16
Boom inclination deg
Long travel speed : 20 m/min
Conveyor system
74 conveyers are installed in raw material handling system
Belt width of conveyors ranges from 800mm to 2000mm
Conveying capacity ranges from 300 TPH to 1200 TPH.
Customers of RMHS Department in Plant Layout:
Pellet Plant Iron ore fines, Lime Stone and Coke
Sinter Plant Iron ore fines, Lime Stone and Coke
Sinter, Iron ore, Coke, Limestone,

Blast Furnace
Dolomite
Corex Plant Pellets, Iron ore, Non coking coal,

Coke, Lime stone, Dolomite, Quartzite
Basic Oxygen Furnace (BOF) Iron ore and Dolomite
PELLET PLANT
Raw materials required:

Iron Ore
Limestone
Dolomite
Coal / CDP dust
Coke
Bentonite as binder
Corex / BOF Sludge
Water
Final Products Obtained:

Pellets
Gas
Slag
Process:
The capacity of Pellet Plant is 5 MTPA and pellet size ranges from 6 to 12
mm.The process of converting Ore into Pellets is called Pelletisation. In this
process the iron ore fines are converted into tiny balls of suitable size by rolling
the fine material with a critical amount of water and to which an external binder or
additive may be added. Tiny balls produced are called pellets.
It makes green pellets using balling disks and indurate using the straight
grate machine. Lime Stone/dolomite is used as flux and bentonite as a binder.
Corex gas is the fuel for the indurating furnace and the sludge from the corex plant
is used to add carbon to the pelletising mix.
Different Steps in Pelletisation:

1. Feed Preparation Drying, Grinding and Mixing
2. Green Ball production and sizing
3. Green ball Indurations Drying, Pre-heating, Firing and Cooling.
Finally this Pellets is stored for next Production process in the Plant Layout
and the remaining are Marketing outside to their consumers.
SINTER PLANT

Iron Ore
Limestone
Dolomite
Coal / CDP dust
Coke
Bentonite as binder
Corex / BOF Sludge
Water
Sinters
Slag
Gas
Process:
The Sinter Plant capacity is 2.3 MTPA. Producing sinter as major raw
material for Blast Furnace process, Sinter Plant is also uses the same raw materials
which were used in Pellet Plant. But the process is difference in this plant
compared to Pellet plant. Sintering is an agglomeration process which produces
strong and porous lumps from a powdered uncompacted mass of iron ore with the
application of heat to the stage of incipient fusion. The heat necessary is supplied
by the combustion of coke breeze.
Finally these Sinters are sending through conveyor system to Blast Furnace
for next Production Process.
BLAST FURNACE
There are two Blast Furnaces at JSWSL, BF-1 rated capacity 0.9 MTPA
and BF-2 is 1.3 MTPA.

Sinter
Iron Ore
Limestone
Coke
Water
Dolomite
Quartz
Hot Metal
Slag
Gas
Blast furnace structure contains 4 major zones:
Hearth
Bosh
Stack
Tuyers
Process:
In the blast furnace solid charged materials like iron ore, coke and lime
stone are charged in the vertical shaft of the furnace at the top and hot air blast is
blown through tuyers which are located at the bottom level. The oxygen form the
pre heated blast combines with the carbon of coke and generates heat and carbon
monoxide. the gas phase containing mainly nitration and carbon monoxide
ascends upwards through the charge which reacts with and extracts heat from the
gas wastes eventually the gas melts and metal and slag thus formed gets stratified
and separated to obtain the metal fundamentally therefore the blast furnace is a
counter current reactor.
The main chemical reactions are reduction of iron oxide to iron and burning of
coke. The iron oxide may get reduced as
2Fe2O3+3C= 3CO +2Fe
Since the iron oxide is directly reduced by carbon it has been referred as
direct reduction of iron oxide. The CO required for indirect reduction is essentially
generated at the tuyer level where carbon of the coke burns as 2C + O2=2CO
As the gases rise and carry out the reduction the CO2 content of the gas increases
and the following reaction takes place. (CO2+C=2CO)
This is known as solution loss reaction. Lime stone and dolomite which is
added as a flux in the charge get calcined. Blast furnace is shaft type counter
current reactor I which heat is exchanged and chemical reaction take place
between gas and charge material. Iron oxide along with fluxes and coke is charged
in furnace from top and hot blast air at 1050C is blown through tuyer at bottom.
The hot ascending gases hats up the descending charge material accompanied by a
variety of physical and chemical reactions giving hot metal and slag which are
tapped at regular interval
.
Finally this Hot Metal is transported to next Production department.
COREX PLANT
There are two Corex Plants at JSWSL, each of 0.8 MTPA (Corex I &II)

Pellets
Iron Ore
Limestone
Non coking Coal
Coke
Pure oxygen
Water
Dolomite
Quartz

Hot Metal
Corex Gas
Slag Process of Corex Plant:
The corex process is based on physical separation of reduction and melting

processes which are carried out in two vessels namely reduction shaft and melter
gasifier respectively. Iron oxide in the form of pellets alongwith fluxes are charged
into reduction shaft and are reduced with gases produced in the melter gasifier.
The reduced product DRI is charged into melter gasifier through DRI screws
according to melting rate. Coal is charged into melter gasifier alongwith DRI and
pure oxygen is blown through tuyeres. The gas produced in melter gasifier is
classified and fed into reduction shaft. Hot metal and slag are tapped at regular
interval and process is controlled as per hot metal quality requirement. Corex
consists of two reactors, the reduction shaft and the melter gasifier.
Figure shows the Corex process schematically. The reduction shaft is placed
above the melter gasifier for easy descend of material by gravity. The volume of
the reduction shaft and the melter gasifier is about 600 m 3 and 2200 m3
respectively. The functions of reduction shaft and the melter gasifier are explained
in the following.
Reduction shaft:
Iron ore, pellets and additives (i.e. limestone and dolomite) are
continuously charged into the reduction shaft via lock hopper system located on
the top of the shaft. The burden descends through the shaft by gravity. The
reduction gas is injected through the bustle located about 5 meters above the
bottom of the shaft at 850oC temperature and over 3 bar gauge pressure. The gas
moves in the counter current direction to the top of the shaft and after the exit
from the shaft it is termed as top gas. The top gas
Lump Ore / Pellets

/Additives
Scru
bber Ex
Top Gas Ga
Coal
Reduction
Shaft
Reductio Scrubb
n Gas er
Hot Gas
Cyclone
Compressor
Cooling Gas
Melter
Gasifier Dust
Oxygen
Settling Pond
Slag and
Hot metal
temperature is around 250oC. Some amount of Coke is also added to the shaft to
avoid clustering of the burden inside the shaft due to sticking of ore/ pellets and to
maintain adequate permeability in the burden.
Following are the primary reactions taking place inside the shaft.
Reduction of iron oxide by CO and H 2 and transforming the iron oxides to
metallic
iron.(Fe2O3 Fe3O4 FeO Fe)
Calcination of limestone and dolomite
CaCO3 = CaO + CO2 (endothermic)
CaMg(CO3 )2 = CaO. MgO + 2 CO2 (endothermic)
Carbon deposition reaction and formation of Fe3C

(exothermic
2 CO CO2 + C )
(exothermic
3 Fe + 2CO Fe3C + CO2 )
After a residence time of about 6 hrs inside the shaft, the iron bearing material
gets reduced and achieves the metallization to the extent of about 90 to 95%, and
is termed as DRI. Subsequently, 6 discharge screws convey the DRI from the
reduction shaft to the melter gasifier.
The reduction gas is nearly fully de-sulphurized in the shaft due to the
presence of the burnt lime and dolomite according to the following reactions.
CaO + H2S = CaS + H2O
MgO + H2S = MgS + H2O
A low content of the hydrogen sulphide of the top gas is important with
respect to the further usage of the Corex gas.
The metallization degree of the DRI and the calcination of the additives are
strongly dependent on the following parameters.
Amount and quality of the reduction gas flow
Temperature of the reduction gas
Reducibility of the iron carrier
Grain size of the solids charged
Reduction gas distribution in the shaft
The specific reduction gas flow is maintained at about 1000 - 1200Nm3/ton
of iron carrier charged to the shaft.
Melter gasifier:
The melter gasifier can largely be divided into three reaction zones as the
following.
Gaseous free board zone (Upper part or dome)
Char bed (Middle part above oxygen tuyeres)
Hearth zone (Lower part below oxygen tuyeres)
Due to continuous gas flow through the char bed, there also exists a fluidized
bed in the transition area between the char bed and the free board zone.
The hot DRI at around 750-800oC along with the calcined limestone,
dolomite is continuously fed inside the melter gasifier through DRI down pipes.
The DRI charging pipes are uniformly distributed along the circumference near
the top of the melter gasifier so as to ensure proper distribution of material over
the char bed. Additionally non-coking coal, quartzite and required quantity of coke
are continuously charged by means of lock hopper system. Like reduction shaft
the melter gasifier also operates at an elevated pressure in excess of 3 bar gauge.
Oxygen plays a vital role in Corex process for generation of heat and
reduction gases. It is injected through the tuyeres, which burns the coal char and
generates CO. This hot gas ascends upward through the char bed. The sensible
heat of the hot gases is transferred to the char bed which is utilized for melting
iron and slag and other metallurgical reactions. The hot metal and slag are
collected in the hearth. The efficiency of the furnace depends largely on the
distribution of this gas in the char bed and utilization of the sensible heat of the
gas. The dome temperature is maintained between 1000 and 1100 oC which assures
cracking of all the volatile matter released from the coal. The gas generated inside
the melter gasifier contains fine dust particles which are separated in hot gas
cyclones. The dust collected in the cyclones is recycled back to the melter gasifier
through the dust burners, where the dust is burnt with additional oxygen injected
through the burners. There are four such dust burners located around the
circumference of the melter gasifier above the char bed. The exit gas from the
Melter Gasifier is having a temperature of 1000 to 1050 oC (Approx). This gas is
cooled to 850 oC through addition of cooling gas. The analysis of cooling gas is
similar to that of reduction gas. Subsequently, this 850 oC gas is separated from the
dust in the cyclone and is made available for Reduction Shaft as reduction gas.
A part of reduction gas is scrubbed using water sprays and the clean gas is
compressed and made available as cooling gas. The excess gas is used to control
the
plant pressure. This excess gas and the reduction shaft top gas are mixed prior to
the take over point. Thereafter this gas is termed as Corex export gas.
Following are the reactions taking place inside the melter gasifier.
Drying of coal (100oC)
Devolatilisation of coal (200 to 950oC) and liberation of methane and
higher hydrocarbons
Decomposition of volatile matter
Due to the higher temperature prevailing in the melter gasifier free board
zone, the hydrocarbons are cracked into hydrogen and elementary carbon.
CnHm = nC + ( m/2) H2
It is desirable that all higher hydrocarbons are cracked in the free board
zone so as to assure generation of a good quality reduction gas. Maintaining a
dome temperature between 1000 and 1100oC confirms the same.
Further reactions in the freeboard zone are outlined as the following.
CO2 + C = 2 CO Boudouard reaction
H2O + C = CO + H2 Water gas reaction
CO + H2O = CO2 + H2 Shift reaction
Decomposition of un burnt limestone and dolomite
Residual reduction of iron oxide
Direct reduction of FeO in the DRI takes place by carbon in the
char bed.
Burning of coal char by oxygen
Burning of the coal char takes place near the tuyeres. The maximum
temperature inside the melter gasifier exists in front of the tuyeres. The following
carbon gasification reaction takes place in the tuyere area.
2C + O2 = 2CO
2CO + O2 = 2CO2
C + CO2 = 2CO
Melting and formation of hot metal and slag
Finally this Hot Metal is transferred to next Production Department.
BASIC OXYGEN FURNACE (BOF)

Hot metal
Pure Oxygen
Iron Mixture
Water

Slabs
Slag
Fough
In this Plant the Hot Metal which is received from both Blast Furnace (I &
II) and COREX (I & II) are mixed together in the mixer for making steel. The
Plant capacity is 4 MTPA.The main aim of this Plant is to remove the Sulphar and
Silicon content in the Hot Metal.
Process Flow Chart
S
L
HMDS-1 A
B
MIXER-1
E
X
H LHF-2 P
CASTE
M CONVERTER-1 R-3 O
R
F T
R
O
HMDS-2
M
I &
R S
O L
N A
B
M CONVER CASTE S
A TER-2 CAS- R-2
OB
K RH-OB T
I MIXER-2 O
N H
G S
HMDS-3
M
LHF 1
CONVERTER-3 -
CASTER-1
Specifications of Mixer :
Capacity : 1300T
Average Si : 0.6 %
Average S : 0.010%
Converter:
BOF route is the most widely used steel making process. The hot metal is
charged in to the Converter (Pear Shaped Vessel used for steel making) along with
the scrap. Oxygen (at 99.9% purity) is blown through a water-cooled lance at high
pressure to oxidize the impurities in the charge. Fluxes like lime and calcined
dolomite are added to the charge during the process to facilitate the chemical
reactions. After the process is completed, steel is tapped into a ladle, required
amount of Ferro Alloy are added and sent to LHF for further processing. Slag
which is formed during the process is emptied into a slag pot and sent to slag
yard.
Specifications of Converters:
Nos : 3 nos.
Capacity : 130T Nominal
Blow time : 17min
Tap to Tap time : ~ 45min
Average Heat wt : 130 T
Ladle Heating Furnace:
The ever increasing demand for high quality steel particularly for critical
applications made it necessary for steel plants to install ladle furnaces. Ladle
Furnace not only facilitates heating of the steel to the temperature needed by the
Caster and also helps in flotation of the impurities to the slag. Trimming additions
of Ferro Alloy are made at LHF to fine tune the chemistry of the steel.
Other Sec.Metallurgy facilities like CAS-OB and RH-OB are being added to the
existing setup to enhance the production from 2.5 Mt to 4.0 Mt.
Continuous Casting Plant (CCP)
In this Plant the Hot Metal which is obtained from BOF is converted into
Slabs.
Continuous casting is teeming of liquid metal in short mould with false

bottom, through which partially solidified slab is continuously drawn at the same
rate at which metal is being poured.
The reheating and slabbing process can be omitted here because the cast
strand has a near-net shape similar to that of the semi-finished product. The yield
is much higher compared to Ingot Process because the continuously cast strand
has only two small end portions, in contrast to the ingot tops and bottoms which
must be cropped from every ingot. Solute element segregation and nonmetallic
inclusions are much lower in continuously cast slabs. Advanced technologies have
improved the productivity and surface quality of the slabs.
Specifications of each Slab:
Width 800 - 1650mm

Thickness : 220mm
Weight : 22-24 Tons.
Length : 12.5Mts
HOT STRIP MILL
Slabs
Corex Gas
HR Coils
Major units of Hot Strip Mill:
RE-HEATING FURNACE - Walking beam type, heat the slabs to the rolling
temperate by using corex gas.
PRIMARY DESCALER - The purpose of primary declare is to remove the scale

which is formed Due to the oxidation of hot metal when it comes out of the
furnace
.Decaling is done using water jets at a pressure of 180 bar.
ROUGHING MILL -It is powerful four-high reversing roughing mill equipped
with a powerful hydraulically operated vertical edger with an automatic width
control for effective slab reduction which facilitates easier operation of the
finishing mill and produces a good quality hot rolled coils (HRC).
COIL BOX - It achieves uniform temperature of the bar from head end to tail end,
effecting isothermal rolling and perfect control on the gauge.
ROTARY CROP SHEAR - The purpose of rotary crop shear is to crop the front
end and tail end of the strip prior to entering the F1 stand the cut is made on the
fly. The shear is composed of two horizontal drums with curved knife blade and a
straight knife blade on each drum.
PINCH ROLL SCALE BREAKER To remove the fine scale formation from
the strip before it enters the finishing stands by using high precision water spray
on the top and bottom of the transfer strip.
FINISHING MILL - To ensure a good quality strip with good gauge control,
profile control and a surface free from any possible defects. The plant has a six
stand 4-hi finishing mill equipped with Automatic gauge control, Work rolls
bending quick control, Roll changing devices, Low inertia hydraulic inter stand
loopers and De-scaling facilities.
RUN OUT TABLE - This is provided in between Finishing Stand # 6 and coiler.
The strip coming out of finishing stand having a temperature of 850 C to 950 C.
is cooled down to a temperature of 540C to 650 C. A series of water jets well
spread uniformly over the strip from the bottom and laminar cooling heads are
provided at the top. ROT table consists of 96 mts length and 20 number cooling
header.
DOWN COILER -Two hydraulic down coilers are supplied by Danieli United,
USA equipped with out-board bearing supports to take care of heavy coil
windings. Hydraulically controlled wrapper rolls with jump control ensure
compact winding with no damage to the Strip surface.
FINANCE DEPARTMENT
The main aim of Financial Department is to planning and developing the

financial/holding structure of the company, thus ensuring the coherence of
financial activities and that the management team, perform their legal, financial
and shareholder responsibilities. They are also responsible for the co-ordination
and management of external financial reporting, budgeting and investor relations.
Tax planning, internal controls and Risk management and Costing. Finally, the
responsibility of accounting operations is to manage day to day business
transactions.
Financial Planning
Financial forecasting is the basis for financial planning. Forecasts are
merely estimates based on the past data. Historical performance may not occur in
the future. Planning means what a company would like to happen in the future,
and includes necessary means what a company would like to happen in the future,
and includes necessary action plans for realizing the predetermining intentions.
Steps in Financial Planning

The following steps are involved in financial planning:
Past Performance: Analysis of the firms past performance to ascertain the
relationships between financial strengths and weakness.
Corporate Strategy and Investment Needs: Determining the firms
investment needs and choices, given its growth objective and overall
strategy.
Cash Flow from Operations: Forecasting the firms revenues and expenses
and need for funds based on its investment and dividend policies.
Consequences of Financial Plans: Analyzing the consequences of its
financial plans for the long-term health and survival of firm.
Consistency: Evaluating the consistency of financial policies with each
other and with the corporate strategy.
Overview on financial structure:
2007 (in crores) 2006 (in crores)
Sources of Funds
Share Holders Fund : 5594.05 4356.22
Loan Funds : 4173.03 4096.05
Tax liability : 1012.66 742.03
Total : 10779.74 9194.30
Application of Funds
Fixed Assets : 10192.03 8379.93
Current Assets : 2485.63 2567.86
Current Liabilities : 2285.73 2142.61
Gross Sales (Rupees in Crores)
2006- 933
07 7
2005-
06 6802
2004-
05 7036
2003- 359
04 0
2006(in
2007(in Crores) Crores)
Net Turnover : 8699.59 6598.49

PBT : 1915.18 1301.89
PAT : 1292.00 856.53
Earning per share (EPS) in Rupees
2006-07 78.88
2005-06 55.57
2004-05 59.78
2003-04 21.46
MARKETING DEPARTMENT
Marketing Arrangement of JSW

The strings of the management of the company are in the hands of Board of
Directors who reports to the Vice President. The Vice President looks after the
affairs of the company.
The various units of JSW:
Raw Material Handling Store (RMHS)
Pellet Plant (PP)
Corex
Basic Oxygen Plant (BOF)
Continuous Casting Plant (CCP)
Hot Strip Mill (HSM)
A senior member of marketing department directly controls the marketing

network of JSW. The company has got systematic documentation procedure to
control the dispatch activity.
After the production, the company sends to its plant regarding consumer
requirements, quality and quantity details, and transportation facility and delivery
date to dispatch department for dispatch the goods at correct time.
Main Products for Marketing:

HR Coils
Slabs
Pellets
Market
Marketing is so basic that it cannot be considered a separate function, it is
really the whole business sees from the point of view of final results.
Marketing is a view point which looks at the entire business process has a
high integrated effort in discover, Create, arose and satisfy the customer needs.
Market: It is a place where a goods and services are exchanged; the term
market means to aggregate of all demands for as particular product or service. It
also refers to
aggregate of all consumers-existing and potential for product. JSW has a very
Good market for almost all market centers.
CUSTOMER
DIRECT TRADERS
CUSTOMERS
Direct customers will approach with the bulk order for their utilization.
Traders place the orders for resale and profit out of it.
The material is loaded into truck or rail without any variation of quality.
The senior officer also checks this at the time of loading.
Sales Plan
The company should have correct and clean sales plan and the same plan
must be followed each and every time. Otherwise, the finished output remaining
blocked and the working capital cannot be obtained to perform the day-to-day
activities of the firm.
The interested customers send a letter to JSW for enquiry their availability of the
product, Terms, condition etc. If they find satisfactory the order will be placed
which including quality, quantity of the products, mode of transport terms of
payments etc. After receives the purchase order the correspondence section of the
sales department scrutinizes the purchase order and if the same size is satisfactory,
JSW sends a sales order and as acceptance letter.
One of the duplicate copies of the sales order is retained with the dispatch
section and one with accounts department. The purchase then confirms his order
by sending back the acceptance letter duly signed.
JSW after receiving the acceptance scrutinizes it and them the corresponds section
seeks to range for the availability on required goods and duly prepares a Daily
Dispatch Plan Which is passed on the dispatch section and then carry on.
The invoices prepare including all the charges like the prices of the stock in
addition to the freight, local excise duty and other loafing and unloading charges.
The company also adopts certain sales promotion activities direct the product
toward customer.
Sales Promotion
Sales promotion is a key ingredient in marketing campaigns sales
promotion consists of diverse collection of incentive tools, mostly short term,
Designed to stimulate quicker as greater purchase of particular product as services
by consumer on the trade.
Sales promotion covers those marketing activities other than advertising,
publicity and personal selling. It is acts as a bridge between personal selling and
advertising.
JSW adopts sales promotion techniques:
JSW is going to provide price off, a straight discount off the list
price on each case purchased during a stated time period.
The company developed customer sensitiveness and it provides
incentives and discounts on regular and bulk purchases.
Sometimes JSW provides transport allowances to buyers.
Marketing plan at JSW

Marketing planning is formulated mainly by the top level management
people. And senior managers of each branch officers follow the decision regarding
planning.
In JSW before marketing planning the top level management makes a
business plan by considering by annual demand and production capacity and then
year target plan and monthly plan.
Senior Vice president of marketing (Mumbai) of JSW makes the marketing
planning. This plan is formulated by taking into consideration orders received.
The orders received by giving
1. Personal visit to company near by JSW.
2. Traders like Hero cycles, Calcutta Tubes, and Tube product of India etc.
3. Through Branch Offices by E-mail, Fax etc.
The standard let for marketing department is to achieve the sales target for
current year is 2.1 million tons. Once the main plan is formulated by top level
management it is sent to each of its branch office and also the head office located
at Mumbai sends the new plan to each of its branch office.
In keeping touch with the main and each months plans, the marketing manager of
JSW formulates dispatch plan daily for the purpose of distribution of goods
according to the orders received.The standard given to achieve the sale target of
1,75,000 tones per month.
Objectives of marketing planning are:
To achieve set standard
To enjoy profits
To satisfy customers as it is buyers
market. According to JSW the benefits of marketing
planning are:
1. It encourages innovation and creativity.
2. Marketing planning improve competitive strength.
3. Marketing planning helps to meet the demand.
4. It minimizes the risk and uncertainty.
5. Marketing planning focuses attention on objectives.
6. Marketing planning helps to reduce the cost of production.
7. Marketing helps the manager to adopt strategies according to its.
8. Changing market opportunity.
9. Marketing planning helps the manager to take decision.
10. Marketing planning facilitates control.
Physical Distribution
The process of getting goods to customers has traditionally been called
physical distribution. Creating a customer and creating a product do not complete
the process of marketing, delivering the product the customers is an equally
important part of this process and that is reffed to as distribution in marketing
parlance.
Physical distribution is a process of reaching the product to the consumers.
It coordinates all the activities in the physical flow of product between producer
and consumer.Physical distribution provides place and time utility to product. It is
distribution that makes the product available at the right place and at the right
time, there by distribution maximizes the companys change to sell the product
and strengthening its competitive position. It is now becoming prominent cost
area.
There are two major components
1. TRANSPORTATION
2. WAREHOUSING
1. TRANSPORTATION:
It is the first among the major function of physical distribution. It adds time
utility and place utility to the product.
There are four main type of transportation; the manufacture must also
known the relative costs of made.
Roadway Transport
Railway Transport
Waterway Transport
Airway Transport
The main product of JSW in HR Coils (HOT ROLLED). The weight of
each coil will be approximately 20 to 30 tons, so the Airway transport is not the
best mode for transportation because it is more costly, capacity will be limit and
cannot carry bulk orders.
The transportation mode of JSW is Roadway and Railway. For Export
orders it is send though waterway by costal shipping.
JSW has chosen roadway because of following to others:
Cost is low compared to others
More accurate.
It eliminates the terminal cost.
Roadways are very convenient to both manufactures as well
as buyers.
JSW use truck as main vehicle for transportation.
JSW basically prefer for road transport when the order is
less than 2000 tons.
JSW uses Railway as mode of transport when the order is
more than 2000 tons, because it is cheaper than road transport.
2. WAREHOUSING
Every company has to share finish goods until then sold, because
production and consumption cycles pure match. As a matter of fact, Warehousing
Management has two distinct and equally importing parts.
The physical job crafting scanning the network of storage
points and
The managerial task of controlling the inventory levels.
Advantages of maintaining warehouse:
To ensure timely delivery
To see smooth running of production
To meet the demand
It helps in balancing demand and supply and in stabilizing the prices. The
product, produced is dispatched to different place according to the orders received
and extra products are stored in the warehouse for future dispatch.
But JSW doesnt maintain more stock because their capacity is 2.5 million
tons, out of which their produce 2.1 million tons and 60% of its production is
down stream (Purchased by Group Company).
JSW is maintaining a small part as a stock in Bangalore, Chennai and
Hyderabad because there concentrating on small market also, the profit margin
high.
Channels of distribution:
An industrial goods manufacturer can use its sales force to sell directly to
industrial customers or it can industrial distributors, who sell to the industrial
customers.
JSW has adopted the following distribution channels:

JSW receives orders directly from industrial customer.
JSW sells their product through their branch offices only.
The JSW is having depots in Bangalore, Chennai and Hyderabad; they are
concentrating on small market by maintaining small stock.
EXPORT
DEALERS DIRECT
JSW is exporting their product though dealers and direct customers about
11% of their production.
JSW is marketing 60% of their production to their Group Companys.

Market Share:
In South India JSW is having 60% of Market Share.
Major Competitors in Market:
Steel Authority of India Limited
(SAIL)
Rastriya Ispat Nigam Limited
TATA Steel
Essar Steel
HUMAN RESOURCES DEPARTMENT
JSWs Human Resources philosophy is based on dignity of work, fostering

a culture of learning, meritocracy sans bias of any kind and commitment to highest
standards of safety at the workplace. Modern business demands quickness of mind
and action. Systems by themselves do not deliver. People do as do people-led
skills and initiatives.
They have always invested in people and believe in creating an
environment where people are valued as individuals and are given equal
opportunities for achieving professional and personal goals. Consistent and clear
HR practices, participative management, excellent welfare activities have made
the company one of the most preferred employers in the steel industry. The role of
HR in JSW is to be a Change Agent of the organization in order to align people
& processes to the Companys strategic objectives. The Steel industry, not only in
India but also the world over, continues to face tumultuous times, where change is
the only constant. The HR focus is to make change seamless and to ensure
CHANGE, BEFORE CHANGE CHANGES YOU (a succinct slogan in an
internal competition on Change Awareness).
Work Culture
Driving the growth of the JSW are 4800 committed employees. The
diversity of location, language and culture blends seamlessly into a common work
ethos, which hinges on fostering excellence, recognizing and rewarding
entrepreneurship. We believe in empowerment, delegation and calculated risk
taking. JSW ongoing endeavor is to create an organizational ambience where
talent can bloom. To do so, we strive to make the workplace a source of creativity,
innovation and one that makes work meaningful.
They ensure that all JSW policies, progressive initiatives and goals are fully
communicated to all employees and that they understand and relate to these. JSW
commitment to JSW people is reflected in the sense of belonging and pride every
employee feels towards JSW and the passion and commitment they bring to their
work.
Employee Communication: The Human Resources Department handles
employee communication. You as an employee may have certain questions,
queries, complaints, suggestions and ideas that you would like to share, this
is
possible through the employee employer communication kinship, offered
in this company. Communication is given a high priority and this is so
because we consider it necessary to remove barriers and increase the intra-
organization flow of information.
Open Door Policy: You, as an employee of the company, have the
freedom to go through and voice your perceptions, your suggestions and any
matter that are relevant to you and your job. Your active participation is
needed and appreciated to ensure that an open and free exchange of
communication exists.
Role of Supervisor: Your Supervisor is your first source of information,
advice, help, encouragement and training, and is the person directly
responsible for assigning, directing and reviewing your work. He is the
person who will correct your weaknesses, reward and consolidate your
strengths. You are free to air your views about your performance and
suggestions to your supervisor for a suitable response.
Employer-Employee Relations: All throughout the history of Jindal
Organization, the relation between the management and employees have
been excellent and the same trend is being followed at JSW too. The working
environment and the organizational culture provide a glimpse of this reality.
Mentor-Mentee Relationship: JSW employees have a good mentor-
mentee relationship. Every senior employee takes upon himself, the task of
improving the performance of his juniors. The mentor is a source of
information, encouragement, help and guidance, in adherence to our culture
of continuous learning and shared knowledge.
Working Conditions
We believe that people are our principal asset. They are the ones who create
everything thats valuable to the company. All they need is the platform to do so.
The wide variety of businesses that JSW is involved in, provides present and
potential employees plenty of opportunities to grow, as well as the cross-
functional exposure to enrich and widen their horizons. A huge and not always
clearly visible, effort lies behind the success of any organization. We believe in
taking our people along as we forge ahead. Total employee involvement is
embedded in the companys culture. This has only been possible, as each one of us
has done our bit in the quest for excellence.
Care and concern for fellow-employees are evident everywhere. We take
care of the quality of work delivered as well as the environment in which it is
executed. Our lush green plants, which are a no tobacco zone, provide the right
ambience to employees. Housing facilities, school, library and a recreation center
are just some of the highlights of the quality of life that we offer. We have begun
to look at a broader canvas as new opportunities, are being thrown up by the day.
Thus, in turn, is making accelerated growth and promotion opportunities at all
level a reality. The compensation structure in JSW is comparable with the top in
the steel industry. What is immeasurable is the work environment the
responsibility, the challenge, the opportunities for horizontal and vertical mobility,
and the freedom and flexibility in decision-making.
All of these positives have created an environment that is warm, friendly
and extremely conducive to professional and personal growth.
Discipline: The Company believes in maintaining a very high level of

organizational discipline by synergizing personal discipline with technological
discipline.
Accommodation: Not just houses but a way of life JSW has housing colonies
in Toranagallu, Vasind and Tarapu.
Upstreams township Vidyanagar, home to our employees won the Prime
Ministers award for the best-planned township in the year 1998 as well as the
Indian Developer Felicitations, 2005 award for the best industrial township. It is
a perfect example of combining 21st century living in the sylvan splendors of
nature and the timeless architectural charm of Hampi, capital of the 15 th century
Vijayanagara Empire. In addition, Vijay Vittal Nagar has also been constructed for
housing contract employees. The various facilities in the vicinity of the township
ensure the comfort of the employees and their families. A centrally located
clubhouse with swimming pool and recreation facilities, guest houses, temple, two
schools DAV Jindal Vidyamandir and Jindal Adarsh Vidyalaya, occupational
health centre, Jindal Sanjeevini Hospital, Vijayanagar sports club all go to make
living in Vidyanagar an unique experience.
Above all this, the project has resulted in creation of infrastructure like
pipelines for water, roads, and railway lines all adding to the development
prospects of the entire region places of lounst attraction are Hampi, Pampa
sarovar, Tungabhadra and Narihalla dams, Harishankar Spring and Kumaraswamy
temple which are within 50 kms radius of the upstream plant. The downstream
plant Vasind has three colonies,
adjacent to the plant premises. The easily accessible recreation centre guest
houses. Jindal Vidyamandir (school). Occupational Health Centre makes living in
Vasind, a comfortable experience, Similarly. Tarapur has two colonies, Kurgaon
and RH-1, at a reasonable distance from the plant. The local TIMA andTMRCT
hospitals take care of the employees needs adequately. Local areas of tourist
attraction include Kelve and Bordi beaches near Tarapur and Mahuli fort and
Manasam (Jain) Mandir near Vasind.
Health & Safety: The safety and health of the employees are ensured by
maintaining safe processes, carrying out safe practices, providing a sale
environment imparting adequate and proper training. Issuing detailed instructions
as regards the area of operation and inculcating safety awareness among all
employees. Cost considerations or the demands of production and operations do
not overshadow safety considerations. Like at JSW, every employee including
contract employees undergo Industrial Safety training before they actually take up
their assignments in the company.
It is the responsibility of all employees to:
Exhibit a high sense of personal discipline.
Learn the safety procedure applicable to the job and follow it.
Use personal protective equipment and other safety devices as required.
Maintain cleanliness & order in every area of work.
Report all safety and fire hazards immediately to the management.
Work in a team in demanding situations.
Jindal Sanjeevini Hospital: Providing the best secondary and tertiary health care,
this hospital has 24 hours casualty and emergency wards. It is fully equipped with
state-of-the-art operation theatre and modern diagonistic facilities.Our
commitment to people is not only limited to the steel township but extends to the
nearby villages. Apart from direct and indirect employment to local people, the
community is benefited through our ongoing rural development activities.
Library: A collection of management and personal development related books are
available with the HR department for use by the stall. The company has an e-
Library where one can reserve his choice of books against the availability of the
same.
HRD Center/Jindal Knowledge Centre: The company has Jindal Knowledge
Centre (JKC) at Vijayanagar and an HRD center at Vasind. We will soon be setting
up a Developmental Centre of Excellence in Mumbai. It is the venue for many
programs, seminars, conferences and meetings. It has a library, a training facility
and study area.
The JKC has books and magazines on various topics. JKC has augmented state of
the art infrastructure for faster and timely access to information. In order to
provide value addition, JKC has installed WEB based Online Public Access
Catalogue (WEB OPAC) of its holdings, with a table of contents, which can be
accessed in a more interactive way.
Working Rules & Regulations

Hours of Work and Weekly Holidays: The Corporate office
begins at 9.00 am and closes at 5.30 p.m. It remains closed on the second
and fourth Saturdays of a month.
The plants have timings that are regulated by service conditions,
prevailing at the respective locations. The employees work on all
Saturdays.
Attendance: Being at work regularly and on time is an important
part of the overall job performance. If illness or an unexpected problem
prevents you from coming to work, please contact your supervisor at the
earliest possible, on your first day of absence. For extended illness, a
doctors certificate is required.
Paid Holidays: Holidays are given on the calendar year system
which is from January to December. Employees are eligible to avail 10
paid holidays in a year. The list of holidays for the year is released by the
end of December every year.
Leave: An employee is entitled to avail Privilege Leave (PL), only
on confirmation and completion of one year of service. He can however
avail of Casual Leave and Sick Leave, during the training probation period.
Casual Leave (CL): An employee is eligible for 7 days casual
leave in a
calendar year. CL is credited to the employees account on the 1st of
January every year. Unavailed CL will lapse on 31st December.
Sick Leave (SL): Each employee is eligible for 7 days of sick
leave during one calendar year. Unavailed SL at the end of the calendar
year will be added to PL Account.
Privilege Leave (PL): Employee will be eligible for 24 days of
Privilege Leave for every completed year of service.
Maternity Leave: Confirmed female employees shall be entitled to
Maternity leave for a period not exceeding twelve weeks after completion
of one year of service as per the provisions under. The Maternity Benefits
Act 1961. Female employees working at the corporate office, Mumbai and
those covered under. The Employees State Insurance Act (ESIC) 1948 will
be entitled to avail benefits as per the ESIC Act.
Recruitment
Campus
Recruitment:
We recruit at the management and graduate engineer trainee level from
premier management schools and engineering colleges and we are always looking
for young men and women high on initiative and nurturing a strong desire to make
a positive difference to the success of our businesses.
Summer Trainees:
The JSW Summer Trainee Program is designed to facilitate the
professional development of young talent and sometimes identify talented culture-
fit employees for the companys Management Trainee program the Summer
Trainee program provides a learning of the vagaries and complexities of our
business from the ground up. With value-creating live projects the intern begins
appreciating the intricacies of his or her function and the impact that its has on
business. The quality and content of projects provides an opportunity to
complement your classroom learning with hand-on experience.
Management Trainee:
JSW has always been home to great leaders-passionate professionals with a
razor sharp focus and a far-sighted vision. We believe in the combination of
leadership of experience and leadership youth. The average age to occupy
leadership positions within JSW has come down because of significant
investments in inducting and developing young talent. The functional training
stints include sales and marketing, technical, finance, logistics, supply chain and
human resources focus.
Graduate Engineer Trainees:

The technical expertise across our plants is honed during a yearlong
Graduate Engineer Trainee program. It boasts of a mix of graduates from premiere
Engineering colleges and high potential internal candidates both of whom are
selected through a rigorous assessment process.
Coaches and mentors at the locations supplement their expertise, thereby
enhancing the learnings. During the training program the trainees are exposed to
various cross-functional modules besides in-depth practical knowledge of their
core function. Each trainee has specific learning objectives through a project in
each plant that he is assigned during the course of his training.
At the very beginning of training, a mentor is assigned to the GET & MT. The role
of the mentors, most of whom have been trained in mentoring is to interact with
their mentees on a regular basis, act as a friend and guide and also facilitate his/her
overall development.
Lateral Recruitment:
The wisdom of experience that an experienced new recruit brings to the
table will complement the challenging nature of our assignments that form your
ladder of progress. All positions are those of an entrepreneur.
Working with a business that constantly evolves newer ways of managing
business and processes we are learning-relearning old and new lessons every day.
With a business plan to grow double digit every year it is the impatience to deliver
results that sees everyone charged through the year.
Probation
Any new recruit who joins the company will be put on a probation period
for a period of 6 months. The probation period is to facilitate assessment of the
new entrants competence and suitability. The period of probation would be
mentioned in the appointment letter. On completion of probation performance is
evaluated and if it is found satisfactory confirmation is granted. However, should
the performance be found unsatisfactory probation period may be extended or he
decision in regard to termination is at the sole discretion of the management.
Deputation
JSW has various companies under its wing. At any given point of time a
concerned company may request the services of any employee of another
company for a particular assignment. In such a case the required employee may be
put on deputation for that specific job.
Resignation
An employee ceases to be in employment once his submitted resignation
has been accepted and he is relieved from the companys services. An employee
on probation may resign from the company by giving sufficient notice of 24 hours
while a
confirmed employee will have to give a notice period of one month. He will be
relieved on completion of notice period as per letter of his appointment or
standing order of the company as applicable. The resignation letter should be
submitted to the General Manager-Human Resources through the functional
heads.
Performance Management System (PMS)

So, you are a super-performer and wondering how our company recognizes
your efforts.
The PMS assesses performance, based on targets, set in sync with the
Annual Business Plan. A database housing the performance of every employee
provides a ready tracking system for employee performance. It is linked to
compensation, development and career moves. Also in a super-charged work
environment like ours, the key to success is delivery.
Performance Incentive Reward is one such performance incentive, which
rewards team performance and is directly linked to delivery of business results.
The competition is tough, the targets challenging, but the adrenaline charge is
definitely worth it. With everyone competing, you can feel the energy all around
you. Non-monetary rewards are through selection for internal and external
executive training programs which comprises a series of outbound activities,
indoor games, classroom discussions and business workgroups where the
companys key contributors participate.
Openness is central to the way the company works. Our open appraisal
system is a joint effort between the appraiser and the appraise.
Performance on the job is not the sole criterion for evaluation; the factors
given below are given due importance.
Job knowledge
Customer satisfaction
Man management
Decision making
Human relations
Safety orientation
Panning and organizing
Clarity in communication
Taking initiative in getting the job done
Fostering innovation and creativity
Ability to get along with others
Quality and quantity of work
An employee is eligible for annual appraisal, on completion of probation.
Training and Development

Training and development is a high-focus human resources initiative. An
employee is given ample opportunities to learn and grow. As we have a diverse
business portfolio, no single set of competencies will do. Each business requires a
unique skill set. The challenge is to identify these skills. Also, with speed being of
essence, organizations and employees need to continuously learn and perform.
JSW has tie up with JFE, (Japan), VAI (Austria), for imparting training. We
also sponsor employees for exposure to the state-of-art technology at POSCO
(Korea), BAO Steel (China). China Steel, etc., in addition, employees are being
trained in the UK, USA, France, Germany, etc., at the site of the foreign
collaborators/equipment suppliers to take care of the expansion as well as
modernization of the plant.
Training programs at JSW are classified as: Multi-tier programs aimed at
addressing the needs of individuals at different levels in the organization and in
different functions. Under this category are programs for outstanding Leadership,
Emerging Leadership, Young Leaders and General Management, etc., Functional
programs to develop skills in sales and marketing supply chain, finance and
manufacturing.
Role-specific programs aimed at developing skills for specific assignments such as
unit heads, function and department heads.
Competency-based programs that focus on building individual skills and
enhancing personal and team effectiveness
Business-focused programs to address business needs issues and practices
specific to a particular business. Outreach programs such as performance
management programs and team-building workshops are conducted on-site.
Compensation & Benefits
The objective of our compensation philosophy is simple-to attract, retain
and motivate talented and qualified people to achieve business objectives.
Guiding principles for compensation Market Competitive-the Companys
compensation practices are competitive with other employers who are comparable
in size, scope and performance. Flexible-Compensation practices are tailored to
address specific business needs as well as local business issues and local market
differences Performance linked Compensation is linked to key business results and
is driven by business, individual and team performance. Equitable-the use of
consistent standards in the administration of compensation practices throughout
the Company, results in equitable treatment for all employees Developmental-
Benefit packages are structured to facilitate the development and application of
individual talent through our Company. Cleary communicated-The compensation
program is clearly defined and communicated to all.
The following details give an overview of the various compensation and benefits
policies, which are applicable to the employees in the organization.
Pay & Benefits Package

Pay and benefits package includes basic salary, monthly allowances, annual
and retirement benefits. Efforts are made to ensure that payments are fair,
reasonable and in line with industry practice. To achieve this, the organisations
participate in several salaries and benefit surveys every year to benchmark jobs
that are similar in nature in the industry. All payments are governed by the
applicable income tax rules.
This section briefly outlines some of the highlights of the pay and
perquisites, applicable to employees. These may be reviewed/revised from time to
time, It is the duty of an employee to ensure that proper nomination for legal heir
is available in the company records to facilitate 0faster redress in case of any
eventuality.
1. SALARY (MONTHLY): Salary, as it appears on the pay slip, consists up of

the following components:
a. Basic salary: Basic salary is based on the expertise of the
employee, applicable to the grade, industry standards.
b. House Rent Allowance (HRA): HRA is payable, if no company
accommodation is provided.
In addition to the above, as per the companys policy, conveyance, etc as
admissible, are paid.
The deductions are:
a. Provident Fund (PF): Monthly PF account deduction at the rate of
12% of the basic salary along with any VPF deduction authorized by the
employee.
b. Profession Tax (PT): Profession tax is deducted on the basis of the
gross salary as per the rates applicable to the state in which the employee is
presently working.
c. Income Tax (IT): At the beginning of every financial year, the F &
A department requests for a declaration of proposed tax saving investment
that an employee is planning to make during the year. An estimate of the
annual income of any employee is available with the F&A section to
facilitate calculations. The details of IT deductible incomes can be obtained
from the F&A department. In case of any candidate joining the
organization in the middle of a financial year, it becomes his/her
responsibility to contact the F&A section to get details regarding how the
taxable income/IT will be calculated.
d. Life Insurance Premium (LIP): Deductions can be made from the
salary on account of personal life insurance policies taken by the employee.
The premium would be deducted from the salary if an employee so
requests and the same has to be made in writing to the Human Resources
department.
e. Miscellaneous deductions: Any other deductions as decided by the
Head of Human Resources.
2. SALARY (QUARTERLY)
Medical Reimbursement Allowance Employees on regular grade are
eligible for medical reimbursement/allowance @ 8.33% of basic salary paid
quarterly upto the extent of medical bills submitted and any shortfall of the bills
will be carried forward up to March of the next year to avoid income tax
deductions. Employees not under the tax bracket need not submit the bills.
3. SALARY (ANNUAL)
a. Leave Travel Assistance (LTA): Employees are eligible to claim
LTA after completion of one years service with the company as per the
LTA rules provided hereinafter.
b. Bonus: Bonus as per the provisions of the Payment of Bonus Act,
1965. This will be paid to the employee annually in the first quarter of the
new financial year.
4. PERFORMANCE REWARD: In order to enhance performance of the

individual performance reward is given as per their grades on the basis of the
performance of the individual and the company. This amount varies from year to
year and is paid monthly.
5. INCREMENTS: Increments will be given annually during the first quarter
of the new financial year each year. This is based on.
a. The performance of the company in the previous financial year.
b. Consideration as regards to the industry Practices and inflation in
the country.
c. The individual employees performance.
Increments for New Recruit: Pro-rata increment will be paid to the

employee during the first quarter of the financial year, subsequent to his joining.
The cut off date applicable for increments is 16 th of the month and appropriate
rounding is done to the nearest month e.g. if one joins on December 16 then for
increment purposes calculation of months is done from January 1 st However for
assessment to be done, minimum 6 months of service is required.
6. RETIREMENT BENEFITS: The statutory benefits as required by law are

provided to all employees of the company.
a. Employees Provident Fund (EPF) & Family Pension Scheme
(FPF) EPF provides a lump sum payment to employees on separation and
pension under the Employees Pension Scheme, which consists of monthly
contributions from the employees salary and equal contributions towards
the fund by the company. Every employee is covered under the EPF
Scheme with offect from his/her date of joining the organization. The
statutory 12% of his basic salary is deposited
under the PF account/trust. For more information under this head,
employees can contact the location Human Resources department or refer
to the EPF scheme Revised Family Pension Scheme95 to get more details.
b. Voluntary Provident Fund (VPF): The employees can make
voluntary increase in the contribution towards the PF account over and
above the statutory deduction of 12% after giving a written undertaking to
this effect. This would be subject to a maximum of 20% of the basic salary.
The company will not make any additional continuation towards the same.
It is the responsibility of all
employees to inform the Human Resources department of any change in
their personal status. In case of change in the nominations in respect to
Provident Fund account, the concerned employee should fill up the form
No.2(revised) in duplicate and the same has be submitted to the location
Human Resources department at the earliest.
7. OTHER BENEFITS
Gratuity Scheme and loans are incorporated in practice the details of these
are available on the intranet or in the Human Resources Manual.
Lost and Found Articles
It is advisable not to keep any valuables, including cash around desk, open
drawers or other easily accessible places. Please contact Administration
Department regarding lost and found articles.
Notice Boards
Company notice boards are centrally located and notices of interest are
displayed you can keep abreast of all company news and events through these
notice boards
Telephone Calls
We encourage employees to keep personal calls to the minimum. You may
make outward local calls or receive incoming calls of an emergency nature which
may be kept as brief as possible.
Visiting Cards: The Company will provide for visiting cards to be printed
for the employees at the level of Deputy Manager and above. Exceptions are
made for individuals who have to maintain either very strong customer
contacts or liaison with government officials on a regular basis. Others below
the level of Deputy
Managers should have the approval of the concerned Executive Committee
members.
Stationery: If an individual employee requires any stationery, he/she can
fill up a requisition form and get the same approved from his/her immediate
boss, collect the stationary upon submission of the same to the
Administration Dept.
Expense Claim: An employee can claim any expense incurred by the
employee on official duty within the rules. Your Supervisor will explain to
you the exact procedure to claim this.
Uniform: All the employees are to wear the uniform, provided by the
company (at manufacturing plants) on all working days.
Attendance: Swiping machines are installed across all the offices and
plants, where the employees are required to swipe their entry and exit.
Questions: If you have any doubts-
a. Policy related to your travel entitlements, housing; details on

medical and LTA benefits-you may speak to the location HR or refer to the
HR Manual.
b. House rules, transportation, office stationery: you may speak to the
Administration Staff. They would be glad to assist you.
In a competitive marketplace and in the face of increasing business
pressures, it
has never been more important to communicate effectively with external and
internal audiences. JSW today recognizes the need for professionals with a wide
range of communications skills at their fingertips in order to build its brands and
reputations, leading to company success and shareholder satisfaction. By
embracing the positives of corporate communication and Public Relations, we
understand the importance of its role and how it contributes directly to good
business. Successful communications is increasingly central to the management of
an organizations reputation in all its forms.
Commercial performance, corporate values and good governance are all
critical to the more holistic perception of a company now increasingly demanded
by the market. This includes investors, customers, the media and employees.
Corporate communication function covers the broad array of media relations,
investor relations, and annual/quarterly reports, social responsibility and
community affairs, corporate and issues of advertising, industry relations.
The Quarterly Newsletter

It keeps employees up-to-date about the latest news, activities and various
happenings in the group. It also acts as a major source of information to the
employees
and is one of the best methods to increase communication, within the organization.
It contains information about.
Company: New products and services, expansion, diversification and
growth, major contracts, safety and environmental protection activities, sales
promotional activities etc.
People: Sports tournaments, community activities, awards, prizes and
scholarships, remarkable personal experiences etc.
Events: Inauguration of a new unit, branch or office, participation in
trade/industry fairs, get-togethers, meetings etc.
Customers/ Agents: Increasing relationships with the companys agents/
dealers and customers. Through interviews, write-ups, coverage of dealer
meet.
The Newsletter invites contributions from everyone.
Success through Corporate Identity
One of the most valuable business assets that an organization has is its
visual identity. Like all corporate resources, it too needs care, attention and
nurturing to be able to show substantial results. To assist initiative under and at the
same time project a strong, cohesive image, JSW initiated the design of a well-
planned corporate design program.The symbol and logo represent a positive image
of the company. It highlights the Jindal contribution towards making JSW a
billion-dollar company with low cost operational efficiency leading to high
profitability and their commitment and support for its integrity from the top
management.
CHAPTER -6
SWOT ANALYSIS
Strength:
1. JWS has good reputation in steel market. This is the result of long
experience of around 3 decades in the steel industry.
2. The major strength of JSW lies with the price.
3. State-of-art technology. The Corex process makes it a low cost
production of steel in the industry.
4. Production Quality is the strength of the JSW.
5. Exemptions from sales tax as major dispatches are made from plant
site.
6. JSW is having 60% of market share in south India.
Weakness:
1. Transportation costs are high due to non-availability of trucks and
other means of transportation easily.
2. JSW is far away from the main market and it is difficult for them to
dispatch the products because they dont have good transport facilities.
3. Problems with efficient Warehousing and out bound transportation.
Opportunity:
1. Located in the centre of Bellary-Hospet region, a high grade iron
belt.
2. Easy access to the major parts of Goa, Chennai and Mumbai.
3. It lies in the vicinity of large potential and unexplored market of
southern India.
Threats:
1. Tough competition from the players such as TISCO (TATA
integrated steel corporation), SAIL (Steel Authority of India Limited),
Essar steels.
2. Foreign company like Mittal steels and POSCO entering Indian
steel.
3. Price war may result due to close competition and price being the
main constraint in steel marketing.
4. Dumping of metal from countries like Korea and China is another
major threat.
.
CHAPTER -7
FINDINGS
JSW is not providing safety precautions to the contract

workers.
JSW exports are not up to the mark.
JSW is consuming oxygen from atmosphere.
Most of the Training programs are given only to technical
workers.
JSW is planning to increase the production.
JSW is not using any strategy in promoting their products.
JSW is recruiting more technical candidates than non technical
candidates.
JSW mainly concentrates on recruiting the candidates
through campus interview.
The waste which comes in the process of production from
various plants will be recycled by manufacturing cement for their
own purpose.
JSW produce power from the corex gas, which is the
byproduct of the corex plant.
JSW Gross Sales has increased up to 37% in 2007 compared
to 2006 financial year.
JSW Net Sales has increased up to 38% in 2007 compared
to 2006 financial year.
JSW has spent total Rs 175.47 crores on employee
Remuneration and Benefits.
CHAPTER -8
SUGGESTIONS:
JSW must concentrate on safety of both company

employees and Contract workers.
JSW must enter into new markets.
JSW must plant more trees both in plant layout and out side.
Provide good commission to the Trading for future increase

of sales
Employees have to be given training for handling their jobs.
Training program is necessary to all the workers, to improve

the quality of production.
The company must give importance to sales promotion.
Dealers meeting should be held once in 3 months to solve

the problem of dealers and to take their valuable suggestion.
An effective method should be adopted for evaluating the

employee's performance.
JSW has to provide additional computer courses to the

employees.
CONCLUSION:
JSW is fully integrated steel plant in India which followed by TATA

Steels and the only green plant in India.JSW is the 1 st plant to introduced Corex
technology in India by this technology the cost of production will be reduced as
compared to other competitors in the steel industry. JSW is producing world
standard sponge Iron in global market and branded products for Domestic market.
JSW will give so much importance to safety of employees and their

Remuneration and Benefits. JSW is also concentrating much on campus
Recruitment. In JSW the total numbers of employees are 3500; out of this 95% is
Technical. JSW is marketing 60% of their production to their Group Companys
and 11% is exporting through dealers and direct customers. JSW is spending 7-8%
of their profit for society improvement. JSW have Clear transpararency and
openness in regard to transactions, operations and interaction with JSWs stake
holders.
BIBLIOGRAPHY:
Books Referred:
1. Marketing management by Kotler Philip Pearson Education

Publishers 11th Edition
2. Human Resource Management by V.S.P.RAO Excel Book
Publishers 2nd Edition
Manuals and Journals:
1. Records & Reports of company

2. Employee Handouts
3. Annual Reports of JSW
Web Sites:
1. www.steel.com
2. www.steeldynamics.com
3. www.infoline.com
4. www.jsw.in

JSW Steel LTD Vishwanth 06124

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A report on the organization study of

JINDAL SOUTH WEST STEELS Ltd

Submitted in partial fulfillment of the requirement of the MBA degree

Under the guidance of:

CMS BUSINESS SCHOOL

CMS BUSINESS SCHOOL

I hereby declare that this internship training report entitled An Organization

undertaken and completed by me under the valuable guidance of

This is to certify that the project entitled ORGANIZATION STUDY OF

I am deeply indebted to HAROLD PATRICK, Dean and

I am extremely grateful to SANTHOSH SIR (Asst. Manager, HRD,

Reg. No: 16MBA14107

Chapter 3 COMPANY PROFILE 04

Chapter 5 FUNCTIONAL DEPARTMENTS

Chapter 6 SWOT ANALYSIS 56

Chapter 8 SUGGESTIONS AND CONCLUSIONS 58

Steel is a product of capital intensive and complex industry that requires

Steel Authority of India Limited (SAIL): It is contemplating cost

Rastriya Ispat Nigam Limited: The Company has taken number of

TATA Steel: It is amongst the lowest cost steel producers of HR coils

LIOYDS STEEL INDUSTRIES LTD: The Company entered into an

Mr.OM PRAKASH JINDAL was the founder of JINDAL Industrial group.

JSW with an estimated production capacity of 4 million tons per annum is

Some of the important break troughs are

Young thinking is crystal clear transpararency and openness in

Preparing the groundwork and nurturing of the next generation

6. Evaluating & including environmental awareness among all

HIV/AIDS Awareness Program:

Early Childhood Education (ECE) Project.

Women Crane Operators at JSW Steel Ltd.

ART & CULTURE Initiatives

DIRECTOR DIRECTOR DIRECTOR DIRECTOR

AGM AGM AGM AGM

GM: General Manager

CS: Company Secretary

AGM: Assistant General Manager

CEO: Chief Executive Officer

8. Mr. Anthony Paul

10. Mr. Lancy Varghese

PRODUCTION PROCESS OF JSW

COREX - I COREX - II BF-I B F - II

RMHS: Raw Material Handling System

RMHS is backbone of industry which supply raw material of requisite

Receive raw materials in adequate quantity.

Source of Raw Materials:

Coal Australia, China, South Africa

Coke China, Russia

Lime Stone(For Iron Making) Dhronachalam, Bagalkot

Lime Stone(For Steel Making) Dubai

Dolomite Dhronachalam, Bagalkot

Ore Fines Sandur, Hospet

The storage area is divided into four locations namely.

Type of Tippler. : Rota side XL Hi lift

Stacking rate Coal : 1000 TPH

Reclaiming capacity : 1000 TPH

Twin Boom Stacker

This equipment is meant to stack iron ore fines in the yards.

Stacking capacity : 1200 TPH

Customers of RMHS Department in Plant Layout:

Pellet Plant Iron ore fines, Lime Stone and Coke

Sinter Plant Iron ore fines, Lime Stone and Coke

Sinter, Iron ore, Coke, Limestone,

Corex Plant Pellets, Iron ore, Non coking coal,