Job Satisfaction at Bhilai Steel

A
Project report on
“A Study on Job Satisfaction of Employees in Bhilai Steel Plant.”
Submitted in partial fulfillment for award of:
Master of Business Administration

An integrated plant of SAIL
Steel authority of India limited
Guided by: Submitted by :

B.Hemalatha Jitendra Kumar sahu
DGM (P-MPS/RECTT/NW) MBA-4TH SEM

USN NO-1AY09mba62
MBA Department,
Acharya Institute of Technology,
Soldevanahalli, Bengaluru
CERTIFICATE
ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 1

TO WHOM IT MAY CONCERN
Date: Name of Guide:
B.HAMALATHA
DGM (P-MPS/RECTT./NW)

STUDENT DECLARATION
I hereby declare that the internship report titled
“A Study on Job Satisfaction of Employees in Bhilai Steel Plant.”
Submitted in partial fulfillment of the requirements for the degree of
MASTER IN BUSINESS ADMINISTRATION
TO
ACHARYA INSTITUTE OF TECHNOLOGY
Is my original work and not submitted for the award of any other degree, diploma, fellowship or
other similar title or awards.
DATE NAME-JITENDRA KUMAR SAHU
Place :- Bangalore SIGNATURE-

Guide Declaration
This is to certify that JITENDRA KUMAR SAHU bonafide student of 4th Semester
MBA has undergone A Summer Project Training from 3RD January 2011 to 19TH
February 2011 at BHILAI STEEL PLANT under my guidance towards the partial
fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION,
VISVESWARAIAH TECHNOLOGICAL UNIVERSITY, BELGAUM.
Department of Management Studies

Acharya Institute of
Technology
Banagalore-90

MBA Department, Acharya Institute of Technology, Bengaluru
This is to certify that Mr. JITENDRA KUMAR SAHU bearing the U.S.N No:
1AY09MBA62, studying in 4th sem. MBA at our Institute has conducted this work
titled” Study on Job Satisfaction of Employees in Bhilai Steel Plant.”
based on original study conducted at BHILAI STEEL PLANT, CHATTISGARH,

under the guidance of Dr.GURURAJ professor of MBA Department, Acharya
Institute Of Technology and Mrs. B.Hemalatha(DGM (P-MPS/RECTT/NW) of
bhilai steel plant, Chhattisgarh, during the period 03-01-2011 to 19-02-2011
Further, it is declared that this report is the original work and has not been submitted
to any other University or Institute for the award of any Degree or Diploma.
Internal Guide: Dr. Gururaj sir
External Guide: Mrs. B.Hemalatha(DGM (P-MPS/RECTT/NW)
Date:

Acknowledgement
I would like to express my deep and sincere thank of gratitude to my institution
ACHARYA INSTITUTE OF TECH., Bangalore and to those who have been
instrumental in the completion of my project. I have received a lot of help directly
and indirectly from a number of people.
I also express my sincere thanks to our Director MRS.SHALINI REDDYfor giving

me this opportunity to undertake this project.
I owe my sincere thanks and gratitude to my guide Dr. Gururaj B. Urs for his
guidance and encouragement during the project.
I would like to take this privilege, to specially thank respected Mrs.

B.HEMALATHA DGM (P-NW/MPS/Rctt), BSP who has given me opportunity to
do this project & also for his kind support & valuable guidance which helped me to
complete this project.
My special thanks to respect Mrs. A.A.Lal (Sr.Manager P-NW&GE) BSP, who has
given me guidance & support during my completion of this project.
I would like to thank Dr. S.K.Shukla, Senior Research co-coordinator & M. Rajan
Senior private secretary the employees of BSP department, staff of BSP & my
friends who helped me a lot for successful completion of this report.
I would like to express my gratitude and heartfelt thanks to my respected parents &
my brother for the cooperation, encouragement & moral support.
Date : JITENDRA KUMAR SAHU

Preface
There’s a little bit of SAIL in everybody’s life….
Many students may have done work on this project in different ways/styles. I have
also tried to work on this project in a different way. It was for the first time I got the
opportunity to work in such a prestigious and well known organization. And things
which I have experienced in my training period are going to help me throughout my
life time. I have worked on this project with great enthusiasm and zeal. I have tried
to cover almost all the things which I have experienced and learned during the
training period. To run a giant organization each and every department has to play
its role effectively. In this era of cutthroat competition there is no room for
complacency. Steel is the basic frame work which has built nation it contributes
every aspect of life
The project reports on the topic “A Study on Job Satisfaction of Employees in Bhilai
Steel Plant.”
This project report has prepared for the organization Bhilai Steel Plant. In which the
problem is Job Satisfaction of employees has found, and some recommendation has
given on the basis of data analysis, programme going on some of the executive
participants & its effectiveness on non-participant executives.
The purpose behind this research is to get an exposure of corporate world as well as
working culture by getting associated with research .If this report proves to be
fruitful to anybody/any organization by any means, I will consider my work
worthwhile.
This research helps in understanding practical applicability, which is a part from

theoretical concept.
Finally the findings, records & suggestion

MEANING OF THE PROJECT
The word ‘Project’ has a great importance in department of the new thing or idea
techniques. The importance of this word becomes specified purpose, when the study
is about financial management then it becomes more specific. Even a single alphabet
of this word represents the phase of management.
Planning Operation Effectiveness Techniques
P R O J E C T
Resources Joint effort Collect
P: - This implies for ‘Planning’ Planning gives framework of future. How will we
take steps in future? It is a predetermined procedure about the future work.
R: - This implies for the ‘Resources’ Resources that are available through which
we will go ahead. Resources have their own role in the development of any
organization.
O: - This implies for ‘Operations’ Operations may be the existing or adopted

sequential procedure.
J: - This gives ‘Joint effort’, Joint Effort, which directly indicates rewards, the co-
ordination or teamwork.

E: - It means the ‘Effectiveness’ Effectiveness i.e. every aspect of the project
should be effective.
C: - It means to ‘Collect’ Collection that brings together all the relevant things,
which are necessary to make any project effective.
T: - This implies for ‘Techniques’ without a new or developed Technique an

organization cannot compete in this changing environment.
Therefore, Project means Planning, Resources, Operation, Joint Efforts,

Effectiveness, Collect, Techniques
In addition, if we want to complete project successfully we should keep all the

above-mentioned points in our mind.

THE SEVEN C’S
The 7’C SAIL that promote to the market as follows:
Consistent Quality
 Committed Delivery
 Customized Product
 Contemporary Product
 Competitive Settlement
 Complaint Settlement
 Culture of Customer Services

Contents
CHAPTER NO. CONTENTS PAGE NO.
PART-A
1 Industrial profile 9– 16
BRIEF HISTORY OF SAIL

MAJOR UNITS
JOINT VENTURE
MAJOR SUPPLIERS
MAJOR BUYERS
COMPETITORS
ORGANISATION STRUCTURE
2 Company profile 17-29
BRIEF HISTORY OF BSP

ORGANISATIONAL STRUCTURE
PROCESS FLOW CHART
MARKET SHARE
AWARDS AND ACCOLADES
3 Corporate Plan 30
4 Employees Welfare Schemes 31-33
STATUTORY WELFARE SCHEMES

NON- STATUTORY WELFARE SCHEMES
4 Performance Highlights 35-39
5 Plant Visit Detail 45-49
PLATE MILL
COKE OVENS
SMS
RAIL & STRUCTURAL MILL
MERCHANT MILL
WIRE ROD MILL

CONTENTS
CHAPTER NO. PART-B(JOB SATISFACTION OF PAGE NO.
EMPLOYESS OF BSP)
1 About Job Satisfaction 54
2 Advantage Of Job Satisfaction Study 55
3 Job Satisfaction And Other Variables 56
Factors Related To Job Satisfaction 57-61
CHARACTERISTICS OF INDIVIDUAL
4
CHARACTERISTICS OF JOB
5 Models Of Job Satisfaction 62-63
6 Measuring Job Satisfaction 64
7 Objective Of The Study 67
8 Research Methodology 69
9 Method Of Data Collection 70
QUESTIONNAIRE
SURVEY
SAMPLE UNIT
10 Data Analysis & Interpretation 73-92
11 Finding 94-95
12 Suggestion 97
13 Conclusion 98-100
CASES OF SATISFACTION & DISSATISFACTION

14 Bibliography 102
15 Annexure 103

LIST OF FIGURES
SERIAL NO. TOPIC PAGE NO.
1 ORGANISATION STRUCTURE OF SAIL 16
2 ORGANISATIONAL STRUCTURE OF BSP 20
3 PROCESS FLOW CHART 21
4 TURNOVER 40
5 PROFIT OVER THE YEARS 40
6 LABOUR PRODUCTIVITY 41
7 HOT METAL PRODUCTION 42
8 CRUDE STEEL PRODUCTION 43
9 SALEABLE STEEL PRODUCTION 43
10 FINISHED STEEL PRODUCTION 44

INDUSTRY PROFILE
BHILAI STEEL PLANT

BHILAI

Brief History of SAIL
About SAIL
Vision – To be a respected world class corporation and leader in India steel
business in quality, productivity, profitability, and customer satisfaction
Steel Authority of India Limited (SAIL) is the leading steel-making company in

India. It is a fully integrated iron and steel maker, producing both basic and special
steels for domestic construction, engineering, power, railway, automotive and
defense industries and for sale in export markets.
Ranked amongst the top ten public sector companies in India in terms of turnover,
SAIL manufactures and sells a broad range of steel products, including hot and cold
rolled sheets and coils, galvanized sheets, electrical sheets, structural, railway
products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces
iron and steel at four integrated plants and three special steel plants, located
principally in the eastern and central regions of India and situated close to domestic
sources of raw materials, including the Company's iron ore, limestone and dolomite
mines.
SAIL's wide range of long and flat steel products is much in demand in the domestic
as well as the international market. This vital responsibility is carried out by SAIL's
own Central Marketing Organization (CMO) and the International Trade Division.
CMO encompasses a wide network of 38 branch offices and 47 stockyards
located in major cities and towns throughout India.
With technical and managerial expertise and know-how in steel making gained over
four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers
services and consultancy to clients world-wide.
SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new
technologies for the steel industry. Besides, SAIL has its own in-house Centre for
Engineering and Technology (CET), Management Training Institute (MTI) and
Safety Organization at Ranchi. Our captive mines are under the control of the Raw
Materials Division in Calcutta. The Environment Management Division and Growth
Division of SAIL operate from their headquarters in Calcutta. Almost all our plants
and major units are ISO Certified.
SAIL's Background and History
A Rich Heritage the Precursor SAIL traces its origin to the formative years of an
emerging nation - India. After independence the builders of modern India worked
with a vision - to lay the infrastructure for rapid industrialisaton of the country. The
steel sector was to propel the economic growth. Hindustan Steel Private Limited was
set up on January 19, 1954. The President of India held the shares of the company
on behalf of the people of India.
SAIL Today
SAIL today is one of the largest industrial entities in India. Its strength has been the
diversified range of quality steel products catering to the domestic, as well as the
export markets and a large pool of technical and professional expertise.
Today, the accent in SAIL is to continuously adapt to the competitive business
environment and excel as a business organization, both within and outside India.
SAIL - Into the Future

SAIL’s Growth Plan 2010
Much has happened ever since SAIL’s Corporate Plan was announced in 2004.
Investment plans for the three speciality steel plants have been firmed up. Company
has grown in size with the amalgamation of IISCO (now renamed as IISCO Steel
Plant). Production targets have been revised from 19 million tonnes (MT) of steel to
about 24 MT. Estimated investment has increased from Rs 25,000 crore to around
Rs 40,000 crore. And the time period has been squeezed by two years, bringing the
targeted year of completion of major projects from 2012 to 2010.
Steel Authority of India Limited, Community
MECON, a leading consultant in the field of metallurgical industry, has been

assigned the task of preparing composite project feasibility reports (CPFRs) for
Bhilai, Durgapur, Rourkela and Bokaro Steel Plants of SAIL, indicating various
schemes required to be implemented along with all requisite auxiliary services,
essential utilities logistics and infrastructure support necessary to achieve the
enhanced production.

Major Units
Integrated Steel Plants
• Bhilai Steel Plant (BSP) in Chhattisgarh

• Durgapur Steel Plant (DSP) in West Bengal
• Rourkela Steel Plant (RSP) in Orissa
• Bokaro Steel Plant (BSL) in Jharkhand
• Alloy Steels Plants (ASP) in West Bengal
Special Steel Plants
• Salem Steel Plant (SSP) in Tamil Nadu

• Visvesvaraya Iron and Steel Plant (VISL) in Karnataka
Subsidiaries
• Indian Iron and Steel Company (IISCO) in West Bengal

• Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
• Bhilai Oxygen Limited (BOL) in New Delhi
Joint Venture
SAIL has promoted joint ventures in different areas ranging from power plants to
e-commerce.

• NTPC SAIL Power Company Pvt. Ltd
Set up in March 2001, this 50:50 joint venture between SAIL and the National
Thermal Power Corporation (NTPC) operates and manages the Captive Power
Plants-II of the Durgapur and Rourkela Steel Plants which have a combined
capacity of 240 MW.
• Bokaro Power Supply Company Pvt. Limited
This 50:50 joint venture between SAIL and the Damodar Valley Corporation
formed in January 2002 is managing the 302-MW power generation and 1880
tonnes per hour steam generation facilities at Bokaro Steel Plant.
• Bhilai Electric Supply Company Pvt. Limited now NSPCL
Another SAIL-NTPC joint venture on 50:50 basis formed in March 2002

manages the 74 MW Power Plants-II of Bhilai Steel Plant which has additional
capacity of producing 150 tonnes of steam per hour.
• UEC SAIL Information Technology Limited
This 40:60 joint venture between SAIL and USX Engineers & Consultants, a
subsidiary of the US Steel Corporation, promotes information technology in the
steel sector.
• Metaljunction.com Private Limited
A joint venture between SAIL and Tata Steel on 50:50 basis, this company
promotes e-commerce activities in steel and related areas.
• SAIL-Bansal Service Center Pvt. Ltd.
SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to
promote a service centre at Bokaro with the objective of adding value to steel.
• North Bengal Dolomite Limited

A joint venture between SAIL and West Bengal Mineral Development
Corporation ltd on 50:50 basis was formed for development of Jayanti Dolomite
Deposit, Jalpaiguri for supply of Dolomite to DSP and other plants.
• Romelt-SAIL (India) Ltd
A joint venture between SAIL, National Mineral Development Corporation

(NMDC) and Russian promoters for marketing Romelt Technology developed by
Russia for reducing of iron bearing materials, which is carried out with carbon in
single stage reactor with the use of oxygen.
Major suppliers of Bhilai steel plant

1. Apollo industrial corporation Mumbai
2. Ashok Leyland Chennai\
3. BHEL Bhopal and Mumbai
4. Bharat petroleum gas Nagpur
5. Birla corporation limited kolkotta
6. Cimmco Birla limited new delhi
7. Dunlop India limited kolkotta
8. Siemens casting limited Mumbai
9. Simplex casting limited Raipur
10.HMT ltd. Ranchi
Major buyers
1. Indian railways
2. vizard profiles limited
3. high pressure boiler plant BHEL trichy
4. NTPC super thermal power project
5. Jindal steel and power limited raigarh
6. NTPC limited New Delhi
7. common India limited delhi
8. Chandigarh industrial journalism and development corporation chandigarh
9. cropro international Italy
10.Sangyong corporation Japan
Competitors
1. Ispat industries limited

2. alloyds steel limited
CHAIRMAN
3.Essar steel
DIRECTOR limited
(TECH) MANAGING DIRECTOR, BSP
4.
DIRECTOR
Jindal steel and power limited
PERSONNEL MANAGING DIRECTOR, BSL
5. Jindal strips limited
DIRECTOR FINANCE MANAGING DIRECTOR, RSP
6. uttam steels limited
7.National
CHIEF steel industries limited
VIGILANCE
MANAGING DIRECTOR, DSP
8. Bhusan steel and strips limited
EXE. DIR
(OPERATION)
EXECUTIVE DIRECTOR VISL
EXE. DIR (IA)
EXECUTIVE DIRECTOR SSP

ED (TECH & LEGAL
SERVICE)ORGANISATION STRUCTURE OF SAIL
EXECUTIVE DIRECTOR ASP
EXE. DIR (PROJECTS)
EXE. DIR (CMMG)
ACHARYA
EXE. DIR. (CIG) INSTITUTE OF TECHNOLOGY,BANGALORE | 20
EXE. DIR. (CP)

COMPANY PROFILE
BHILAI STEEL PLANT

BHILAI

Brief History of BSP
About BSP
Bhilai Steel Plant is a flag ship unit of Steel Authority of India Limited. SAIL, a
fully integrated iron and steel maker, produces both basic and special steels for
domestic construction, engineering, power, railway, automotive and defense
industries and for sale in export markets. In terms of annual production SAIL is the
18th largest steel producer in the world.
Living up to the confidence reposed by Honorable President of India (Fig. -1) SAIL
created perhaps the biggest turnaround in the corporate history of India, led of
course by BSP, which contributed to 60% of its profits.
India 2020 – A vision for the new Millennium
“We still have a number of persons in our country in Steel

authority of India Limited (SAIL)……… They have the
will to excel and transform the country, given a long term
vision” (Pg.91)
- Dr. A.P.J. Abdul Kalam
Fig -1
Living up to the description by Jawaharlal Nehru as significant symbol of a new age

in India, Bhilai Steel Plant has been performing consistently despite many odds and
has achieved profits for the 18th consecutive year. It broke its own record of highest
ever profit of Rs 1932 crore by any steel plant in 2003-04 and registered a profit of
Rs 4042 crores in 2004-05. In the year 2005-06 also it earned a handsome profit of
Rs. 2781 Crores despite input price escalation. The true testimony to BSP’s status of
a world class steel plant is that BSP’s EBITDA margin of 33% is quiet comparable
to many International steel players like POSCO (30%), NIPPON (19%), MITTAL
STEEL (16%0, ARCELOR (16%), etc. It’s Gross Margin to average capital
employed at 182% is a Global Benchmark. This is on account of strong internal

response to raise the production levels to unprecedented heights and increase in
value added production without any significant investment so as to seize the
opportunities offered by the rising steel demand.
Maintaining the track record, BSP continued to operate above the rated capacity in
production of the three main items viz. Hot Metal, Crude Steel and Saleable Steel.
BSP is the first steel plant in India to have crossed the annual production of 5MT
crude steel in the year 2005-06.
In order to meet the challenges of Corporate Plan 2012 and to maintain the
leadership position of BSP in Indian steel industry, the leadership has taken bold
steps to make significant investments for breakthrough improvements in efficiency,
resource management, knowledge and skill by deploying world class tools. This
year is a milestone in BSP journey when new tools have been introduced viz. ERP,
Knowledge Management, Six Sigma, Multi-skilling etc.

ORGANISATIONAL STRUCTURE OF BHILAI
STEEL PLANT
MANAGING DIRECTOR
ED (F&A)
ED (PROJECTS) ED (WORKS) ED (P&A) ED (MM)
GM
90 (F&A) GM (TS)
GM (PROJECTS) GM (MM)
GM (PERS)
GM (M&SP)
GM (PP&E & BEDB)
GM (HRD)
GM (IA) GM I/C (SERVICES)
GM (SAFETY) GM (MS)
GM I/C
(MINES)
GM I/C (M&U) (REFR) DGM (L & A)
DIR (M&HS) GM (P MILL & MILLS-LP)
ACVO GM (CO, CCD & SP, OHP)
GM I/C (PE, EN & STEEL)

COC
GM (QUALITY)
GM (CCS) - SMS-II

PROCESS FLOW CHART: BHILAI STEEL PLANT
Defective heavy blooms

MERCHANT PRODUCTS Defective billets cuttings
TMT Rejected Slabs
BAR,ANGLES,CHANNELS
WIRE ROD
Plate Mill side shearing
PLATES Defective Plates
SEMIS Rail Cutting
RAIL AND STRUCTURES Rod Cutting
Slags

MARKET SHARE OF BSP’S PRODUCT RANGE:-
SAIL BSP
BARS & RODS 8.70% 5.90%
STRUCTURALS 17.90% 13.90%
RAILWAY MATERIALS 89.30% 85.90%
TOTAL LONG PRODUCT 14.80% 11.80%
PLATES 52.90% 23.90%
TOTAL FINISHED STEEL 22.4O% 07.70%
TOTAL SEMIS 13.00% 06.10%
TOTAL SALEABLE STEEL 20.00% 07.30%

Unit Capacity ‘000T
Coke Ovens 3303
SP-2 3137
SP-3 3197
Blast Furnaces 4080
SMS-I 2500
SMS-II 1425
Blooming Mill 2149
Billet Mill 1501
R& S Mill 750
Merchant Mill 500
Wire Rod Mill 420
Plate Mill 950
Table 1
Committed to Corporate Sustainability, BSP publishes its Corporate Sustainability

report as per GRI guidelines and its third report for the year 2004-05 has been
verified by Ernst & Young. Bhilai Steel Plant tracks its performance on triple
bottom line. It has created impressive infrastructure for the society, contributed to
peripheral development, education, health, sports & cultural advancement of the
society in which it operates. Its focus on environment has led to close to 5 million
trees planted during last decade in the plant, township and its captive mines.
Apart from focusing on solid waste utilization it also promotes rain water
harvesting in the region.

Main Products Market Size (M T ) Mkt. Share
Rails 0.72 100%
Plates 3.8 24%
Bars, Rods & Strls 17 4.8%
Semis 13.7 6%
Fig:1
Glimpse of product portfolio and targeted market share after proposed

implementation of unit perspective Plan 2012 is given in Table-4.
Table-4 : Main Products & Expected Market Share 2011-12
Current MarketExpected Domestic

Main Products
Share Market Share
Rails 100% 100%
Plates 24% 30%
Bars, Rods &

4.8% 10%
Structural’s.
HR Coils / Sheets Nil 6%
Pipes Nil 6%
Awards and Accolades

Glimpse of some of the awards and accolades bagged by Bhilai Steel Plant and its
employees:
• Bhilai Steel Plant bagged the most prestigious “Prime minister’s Trophy
Award 2004-05” for becoming the best among integrated steel plant. Out of
16 PM’s Trophy awarded so far Bhilai Steel Plant has bagged it 9 times.
• 5 Employees from Rail & Structural Mill bagged Prime Minister’s Shram
Ratna – The highest Shram award. Out of total 15 awarded so far in the
country, 13 awardees are from Bhilai Steel Plant.
• 3 Employees from Bhilai Steel Plant bagged PM’s Shram Veer award and 5
Shram Shree in 2004.
• 10 Employees were honoured with the Rashtriya Vishwakarma award - a
total of 262 BSP employees have been awarded since inception.
• Bhilai Steel Plant bagged the Green Tech Silver Safety award, 2006 instituted
by Green Tech Foundation. Bhilai Steel Plant is receiving this award for last
3 years in different sectors i.e. Steel sector in 2003-04, Metallurgical sector in
2004-05 & Mining and Metal Sector in 2006.
• Ispat Suraksha Puraskar for the year 2005 awarded to BSP by JCSSI.
• Bhilai Steel Plant has won “Corporate Sustainability prize” instituted by CII-
ITC Centre of Excellence for the year 2006 in the “Independent Unit
category” for exemplary performance in environmental economic and social
dimensions of sustainable development
• Bhilai Steel Plant bagged the prestigious Indira Gandhi Memorial National
Award - 2004 of Excellent Pollution Control Implementation Gold Award for
Excellence in Indian Industries, sponsored by the International Greenland
Society, Hyderabad
• BSP, a Winner of Gold Award in Metal Sector for outstanding achievement
in Environment Management for the year 2004-05, sponsored by the
Greentech Foundation, New Delhi.
• Golden Peacock Eco-innovation award 2006 has also been bagged by Bhilai
Steel Plant.
• Bhilai Steel Plant received IIM National Quality Award 2005 in the category
of Integrated Steel Plant.
• Golden Peacock Award for the most innovative product was awarded to
Bhilai Steel Plant in the 16th World congress on Total Quality (WCTQ 2006)
• Bhilai Steel Plant was declared winner for HR Excellence Award by CII,
Chhattisgarh.

Credo
• We build lasting relationships with customers based on trust and mutual
benefit.
• We uphold highest ethical standards in conduct of our business.
• We create and nurture a culture that supports flexibility, learning and is
proactive to change.
• We chart a challenging career for employees with opportunities for
advancement and rewards.
• We value the opportunity and responsibility to make a meaningful difference
in people's lives.
Plant Level Policies

Quality Policy
To make Quality as the hallmark of every process and activity and enhance customer
satisfaction through Innovation, Product Differentiation and Effective Quality
Management System.
HR Policy
• To enhance employee productivity attuned to business goals of Bhilai Steel Plant.

• To promote a work culture which encourages the employees to contribute their
best
• To strive for making a meaningful difference in the quality of life of employees
• To develop proactive and customer focused HR team engaged in continual
innovation and change management.
Environmental Policy (Works Area)
Bhilai Steel Plant (BSP), Steel Authority of India Limited, is an integrated steel plant
with an annual production capacity of 4.0 million tones of steel and progressing
towards 7MT, specializing in production of rails, heavy structural’s, merchant
products, wire rods and plates. Bhilai Steel Plant collective re-affirms its commitment
to protect environment and shall strive to:
• Introduce sound environmental management practices for minimizing pollution

and its impact on air, water, land, flora, fauna and human beings.
• Conduct operations in an environmentally responsible manner for complying with
legislation and regulations related to its environmental aspects.
• Conserve and optimally utilize raw materials, energy, water and other resources.
• Minimize waste generation and promote its recovery, recycling and reuse.
• Achieve continual improvement in environmental performance by setting and
reviewing the objectives and targets periodically.
• Enhance environmental awareness amongst employees and interested parties.
• Communicate Environmental Policy to the persons working for or on behalf of the
organization and make it available to public on demand.
Maintenance Policy
• Maintenance of equipment for maximum availability and reliability. Upkeep of

other assets for infrastructural support and strength.
• Monitoring of equipment, health and vital parameters in a systematic / scientific
way and to devise appropriate maintenance strategy for each equipment.
• To control / reduce cost of maintenance through innovation, design out, revamping
and reclamation.
• To fully utilize and enhance the in-house facilities for repair and generation of
spares.
• Modernize and induct state-of-art technology to meet the present and future needs
of plant equipment.
Social Accountability Policy Occupational Health & Safety Policy
BSP being a responsible corporate citizen BSP is committed to :

shall continuously strive to enhance value
• Create work site free from Occupational
for its stakeholders by promoting a safe,
Health & Safety hazards for its
healthy and socially accountable work employees.
culture by : • The Safety of the people associated with
it, those living in the neighborhood of its
• Adhering to Social Accountability
plants, mines & units,
Management System based on
• Pursue the safety efforts by adhering to
internationally recognized SA: 8000
Occupational Health & Safety
Standards.
Management system based on the
• Positively influencing its Suppliers & requirements of internationally
Contractors in adhering to the SA recognized OHSAS: 18001 Standard and
Management System requirements its periodic review at Works.
• Demand accountability for safety
• Complying with all applicable laws. performance & provide the resource to
make safety programme work,
• Involve all employees for continual
improvement in OH&S,
• Comply with the applicable legislation &

other requirements of OH&S.

Environmental Policy (Township)
Town Services Department of Bhilai Steel Plant caters to infrastructure facilities

and civic amenities for the residents of Bhilai Township, covering an area of about
40 square KM. TSD in their operation and activities, commit to demonstrate
environmental leadership by :
• Implementing environmentally sound practices that minimize/prevent air, water

and land pollution.
• Ensuring compliance with all applicable legal and other requirements related to
its environmental aspects.
• Promoting continual improvement in environmental performances by setting
and reviewing objectives and targets periodically.
• Minimising waste generation and implementing sound waste disposal practices.
• Conserving and optimally utilizing water, energy and other resources.
• Promoting green belt development and enhancing green cover of township.
• Enhancing environmental awareness amongst citizens & interested parties.
• Communicating Environmental Policy to all the persons working for or on
behalf of the Town Service Department and making it available to public on
demand.
Energy Management Policy
• Introduce sound Energy Management practices.

• Operate in an energy efficient manner for complying with legislation and
regulation. Conserve and optimally utilise raw materials, petroleum fuels, steam,
power, compressed air, water and other resources.
• Minimise Energy losses, promote usages of by-product fuels and waste energy
recovery.
• Achieve continual improvement in energy performance by settling and
reviewing the objectives and targets periodically.
• Energy conscious employees.

Corporate Plan 2012
As the largest steel producer in the country, Steel Authority of India Limited (SAIL)
has always believed in structured planning for achieving organizational growth. This
has also contributed significantly to national interests, given the steel sector’s strong
backward and forward linkages.
Changes in business environment call for periodical review of long-term plans. In

the backdrop of the upheavals faced by the global steel business in the recent past,
the general perception that the current phase of buoyancy in the market will last for
a longer time-span, and market growth projections of around 8%, SAIL felt it
necessary to prepare a long-term perspective plan for itself, superceding the last
such plan drawn up in 1992. ‘Corporate Plan-2012’, which has been drawn up as a
consequence, provides a blueprint for the company’s growth in the coming years, in
tandem with a growing market.
By 2012, the consumption of steel in India is expected to reach around 55 to 60

million tonnes (MT), nearly double the current level. Given its available
infrastructure and skill base, SAIL has the comparative advantage to supply
additional volumes at the most competitive cost to the nation. Besides, the Centre
for Policy Research, in its November 2002 report dealing with perspectives up to
2025, indicates that the Construction, Cold-reducing and Oil & Gas Transportation
segments are poised for major growth in India. TMT Bars & Rods, Structurals,
HR/CR Coils, Plates and Pipes have been identified as the key growth products for
the domestic steel industry. For SAIL, which is an established and significant player
in these product segments, the scenario holds a huge potential for growth.
Corporate Plan-2012 envisages enhancement in SAIL’s domestic market share from

the current level of around 26% (it is estimated that in 2003-04 steel consumption in
the country crossed 30 MT) to around 27% (of the projected 55-60 MT) through a
mix of measures, including stepped-up production, further intensification of market-
orientation, and improved cost and quality competitiveness, supported by rational
investment and multiple managerial interventions to optimize resource utilization.
For realistic achievement, the plan has been split into two stages – Stage-1
pertaining to the period up to 2006-07 and Stage -2 upto 2011-12.

EMPLOYEES WELFARE SCHEMES
Organizations provide welfare facilities to their employees to keep their motivation
levels high. The employee welfare schemes can be classified into two categories viz.
statutory and non-statutory welfare schemes. The statutory schemes are those
schemes that are compulsory to provide by an organization as compliance to the
laws governing employee health and safety. These include provisions provided in
industrial acts like Factories Act 1948, Dock Workers Act (safety, health and
welfare) 1986, Mines Act 1962. The non statutory schemes differ from organization
to organization and from industry to industry.
STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following
provisions:
1. Drinking Water: At all the working places safe hygienic drinking water
should be provided.
2. Facilities for sitting: In every organization, especially factories, suitable

seating arrangements are to be provided.
3. First aid appliances: First aid appliances are to be provided and should be
readily assessable so that in case of any minor accident initial medication can
be provided to the needed employee.
4. Latrines and Urinals: A sufficient number of latrines and urinals are to be

provided in the office and factory premises and are also to be maintained in a
neat and clean condition.
5. Canteen facilities: Cafeteria or canteens are to be provided by the employer

so as to provide hygienic and nutritious food to the employees.
6. Spittoons: In every work place, such as ware houses, store places, in the dock
area and office premises spittoons are to be provided in convenient places and
same are to be maintained in a hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so
that they can work safely during the night shifts.
8. Washing places: Adequate washing places such as bathrooms, wash basins

with tap and tap on the stand pipe are provided in the port area in the vicinity
of the work places.
9. Changing rooms: Adequate changing rooms are to be provided for workers

to change their cloth in the factory area and office premises. Adequate lockers
are also provided to the workers to keep their clothes and belongings.
10. Rest rooms: Adequate numbers of restrooms are provided to the workers
with provisions of water supply, wash basins, toilets, bathrooms, etc.
NON STATUTORY SCHEMES
Many non statutory welfare schemes may include the following schemes:
1. Personal Health Care (Regular medical check-ups): Some of the

companies provide the facility for extensive health check-up
2. Flexi-time: The main objective of the flextime policy is to provide

opportunity to employees to work with flexible working schedules. Flexible
work schedules are initiated by employees and approved by management to
meet business commitments while supporting employee personal life needs
3. Employee Assistance Programs: Various assistant programs are arranged

like external counseling service so that employees or members of their
immediate family can get counseling on various matters.
4. Harassment Policy: To protect an employee from harassments of any kind,

guidelines are provided for proper action and also for protecting the aggrieved
employee.
5. Maternity & Adoption Leave – Employees can avail maternity or adoption

leaves. Paternity leave policies have also been introduced by various
companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate
insurance coverage of employees for expenses related to hospitalization due
to illness, disease or injury or pregnancy.
7. Employee Referral Scheme: In several companies employee referral scheme

is implemented to encourage employees to refer friends and relatives for
employment in the organization.
PRODUCTION PLAN FOR 2007-08

(Revised after discussions on 22/2/07)
SAIL: BSP/PPC Unit : '000 T
ITEM Proposed Plan
OVEN PUSHING(Eq nos/Day) 760

BF COKE 3144
SINTER : SP-I 1100
SP-II 2700
SP-III 3300
TOTAL SINTER 7100
HOT METAL 5700
PIG IRON 323
CRUDE STEEL
SMS-1 2600
SMS-2 2700

TOTAL CRUDE STEEL 5300
SMS-2/CCS -SLABS 1675
-BLOOMS 1025
TOTAL 2700
INGOT ROLLING 2600
BILLETS PRODN. 2030
SALEABLE STEEL
RSM : RAILS 895
: HY. STRUCTURALS 45
TOTAL 940
MERCHANT PRODUCTS 620

WIRE RODS 620
PLATES 1250
TOTAL FINISHED STEEL 3430
SEMIS :
BBM : BLOOMS 165
BILLETS 730
CCS : BLOOMS 35
SLABS 205
TOTAL SEMIS 1135
SALEABLE STEEL 4565

PERFORMANCE HIGHLIGHTS: 2007 – 08
During 2007-08, the year of Golden Jubilee, Bhilai Steel Plant continued to forge
ahead in the areas of production, productivity and techno-economics. With
expansion activities picking up pace for enhancement of production capacities, BSP
took up various projects and chalked out an ambitious road map (production plan).
Special emphasis was also given to the production of Special Steel/ Value added
products.
With depleting Iron Ore reserves & constraints in Coal supplies throughout the year,
Coke Oven pushing had to be regulated resulting in reduced production of Hot
Metal. For optimally utilising the available Hot Metal, production at SMS-2 was
maximised to sustain higher production of Rails & Plates. The semis component in
Saleable Steel was restricted in order to sustain production in finishing mills.
Against all odds, the Plant continued to operate well above the rated capacity in all
major areas of production and achieved a capacity utilization of 112.4 % in Hot
Metal, 129.1 % in Crude Steel and 140.8 % in Saleable Steel. This has resulted in a
growth of 9.4%, 5.3% and 4.9% respectively over the last year. In response to
increasing market demand all the four finishing mills viz. RSM, MM, WRM & PM
operated well above the rated capacity and achieved best ever yearly production
for the first time since inception. As regard of Saleable Steel at, the plant operated
above the rated capacity for the fifteenth year in succession and notched a
production of 4.43 MT.
The upward trend in production was maintained throughout and several new records
were established. Bhilai Steel Plant registered substantial growth and achieved best
yearly production of Sinter from Sintering Plant-3, Total Sinter, Hot Metal, Cast
Steel at SMS-2, Cast Slabs, Cast Blooms, Total Crude Steel, Rails, Total Rails &
Structurals, Merchant Products, Wire rods, Plates, Total Finished Steel and Total
Saleable Steel. Growth was also registered in the areas of production of Limestone
from Nandini, Iron Ore from Rajhara, BF Coke, Sinter from Sintering Plant 2, Ingot
Steel at SMS-1, Ingots rolled at BBM and Billets from CBM.
Several Strategies were adopted & new initiatives were taken up for enhancing
performance and to provide a cutting edge to the organization during the year, which

paved the path for continuous growth and helped in maximizing our share in the
domestic steel market. Some of the initiatives were:
 Optimum utilization of available resources like operating all seven Blast
Furnaces and three Converters with 3 Casters simultaneously with the fourth Caster
being operated on overlapping sequence.
 Maintaining average pushing level at 718 equivalent ovens per day throughout .
 Higher Finished Steel component in Saleable Steel at 81.4 % registering a
growth of 6.3 % over last year.
 Greater thrust on value addition of products like gradual switch over to higher
grade, i.e. Fe-500 for both TMT Bars & Rods.
 Enhancing customer satisfaction by on-line invoicing of deliveries by road.
 Rolling of different TMT profiles simultaneously from different strands at
WRM.
 Charging of Nut Coke with Iron Ore lumps in BF 3 & 4.
 Use of Chiller in ASU-3 of OP-2 to increase Oxygen Production.
 Maximize Utilisation of Grinding facilities for increasing CDI injection in BF’s.
 100 % Utilisation of LD slag.
Best Ever Monthly performance:

Several monthly records were achieved in different shops during the year 2007-08,
which are:

 Highest Converter lining life of Conv-A in July at 6,316 Heats, which was the
best in all the SAIL plants, surpassing the previous best of 6,252 Heats of Conv-
A in August 2006.
 Best-ever monthly oven pushing in November at 769 Eq. Ovens surpassing the
previous best of 765 Eq. Ovens in December 2005.
 Best ever monthly production of Sinter from SP-2 in March’08 at 305,547 T
surpassingthe previous best of 278,351 T in March 2001.
 Best-ever monthly production of Sinter from SP-3 in August & January at
3,25,210 T and 3,40,000 T respectively surpassing the previous best of 3,25,080
T in January 2007.
 Best-ever monthly production of Total Sinter in January at 6,75,823 T
surpassing the previous best of 6,73,624 T in March 2007.
 Best-ever monthly production of Hot Metal in December & January at
4,88,506 T & 4,91,359 T respectively surpassing the previous best of 4,84,776 T
in March 2007.
 Best-ever monthly production of Cast Steel at SMS-2 in December at 2,38,865
T surpassing the previous best of 2,38,851 T in March 2007.
 Best-ever monthly production of Cast Blooms at SMS-2 in December &
January at 97,114 T & 1,00,024 T respectively surpassing the previous best of
96,943 T in March 2007.
 Best-ever monthly processing of heats through secondary route in December
& January at 1,289 Nos & 1,331 Nos respectively surpassing the previous best
of 1,279 Nos in March 2007.
 Best ever monthly production of Billets from CBM in January at 1,92,660 T
surpassing the previous best of 1,90,375 T in March 2007.
 Best-ever monthly production of Finished Rails in August and March at 85,750
T & 86,196 T respectively surpassing the previous best of 85,689 T in March
2006.
 Best-ever monthly production of UTS-90 Rails in August at 75,737 T
respectively surpassing the previous best of 75,015 T in January 2007.
 Best-ever monthly loading of UTS-90 Rails in August at 77,764 T surpassing
the previous best of 76,284 T in March 2005.
 Best-ever monthly production of Merchant Products in May, September,
January & March at 60,473 T, 62,374 T, 65,021 T & 69,550 T respectively
surpassing the previous best of 60,343 T in March 2007.

 Best-ever monthly production of EQ Wire Rods in June, August, October &
March at 18,938 T, 20,044 T and 20,790 T & 21,140 T respectively surpassing
the previous best of 15,606 T in February 2007.
 Best-ever monthly production of TMT Bars in December & January at 39,229
T & 44,760 T respectively surpassing the previous best of 38,676 T in April
2004.
 Best-ever monthly production of TMT Wire Rods in July & January at 29,256
T & 34,707 T respectively surpassing the previous best of 20,454 T in May 2004.
 Best-ever monthly production of TMT Bars & Rods in May, July & December,
January at 47,543 T, 61,957 T, 67,757 T & 79,468 T respectively surpassing the
previous best of 45,991 T in April 2004.
 Best-ever monthly production of Finished Plates in December and March at

1,12,729 T & 116,486 T surpassing the previous best of 1,12,680 T in March
2007.
 Best-ever monthly production of BQ Plates in April & may at 10,473 T &
12,724 T respectively surpassing the previous best of 8,826 T in March 2003.
 Best-ever monthly production of HT Plates in October at 18,308 T surpassing
the previous best of 16,612 T in December 2006.
 Best ever monthly production of Finished Saleable Steel in March’08 at
326,893 T surpassing the previous best of 314,740 T in March 2007.
 Best-ever monthly production of Saleable Steel in January and March at
4,07,534 T & 410,451 T respectively surpassing the previous best of 4,07,306 T
in March 2007.
 Best ever Loading of UTS-90 26-M Rails in June at 25,316 T surpassing the
previous best of 24,753 T in January 2005.
 Best ever loading of UTS-90 Long Rails in May, December & January at
10,071 T, 11,637 T & 12,409 T respectively surpassing the previous best of
9,491 T in November 2006.
 Best-ever monthly Sale of coal chemicals in May & October at Rs. 23 Crores &
Rs. 26 Crores respectively surpassing the previous best of Rs. 22.98 Crores in
December 2006.
Best Ever performance was achieved in the month of March’08. In all 7 Best Ever
Monthly records were achieved, which are:

1. Best ever monthly production of Sinter from SP-2 in March’08 at
305,547 T surpassing the previous best of 278,351 T in March 2001.
2. Best-ever monthly production of Finished Rails in March’08 at 86,196
T surpassing the previous best of 85,750 T in August 2007.
3. Best ever monthly production of Merchant products in March’08 at
69,550 T surpassing the previous best of 65,021 T in January 2008.
4. Best ever monthly production of EQ Wire Rods in March’08 at 21,140
T surpassing the previous best of 20,790 T in October 2007.
5. Best ever monthly production of Plates in March’08 at 116,486 T
surpassing the previous best of 112,729 T in December 2007.
6. Best ever monthly production of Finished Saleable Steel in March’08
at 326,893 T surpassing the previous best of 314,740 T in March 2007.
7. Best ever monthly production of Saleable Steel in March’08 at
410,451 T surpassing the previous best of 407,534 T in January 2008.

MARKET PROFILE: size, competitors, stage of growth
FIG: CONTRIBUTION OF COUNTRIES TO GLOBAL STEEL

INDUSTRY

BHILAI STEEL PLANT
IMAGE OF BHILAI STEEL PLANT

Plant visit detail
Plate Mill
Capacity - 9,50,000 T
Plates thickness - 8-120 mm
Width - 1500-3270 mm
Length - 5-12.5 M
The modern Plate Mill rolls out heavy and medium plates, as well as those for pipe
manufacturers. Plates of wide variety, in any required size, and strength, chemical
and physical properties, can be produced here. It has capacity to produce high
pressure, boiler quality and high tensile steels. Shipbuilding plates, conforming to
Lloyds specifications, and pressure vessel boiler plates, conforming to various
ASTM, ASME standards, have withstood the challenges of nature and time. Some
of the unique features of the mill are on-line finishing facilities and off-line
normalising facilities. Bhilai has the widest plate mill in the country, and it uses
continuously cast slabs as input. Liquid steel produced under controlled conditions
in the LD Converters is rinsed with argon gas to homogenise the composition as
well as to remove non-metallic inclusions before continuous casting so as to ensure
the production of high quality feedstock for the Plate Mill. As per customers'
requirement or specifications, plates are normalised in a roller hearth normalising
furnace.
Captive mines
Iron-Ore - Dalli-Rajhara Iron Ore Complex, 80 kms from Bhilai

Limestone - Nandini, 23 kms from Bhilai
Dolomite - Hirri, 150 kms from Bhilai
Coke Ovens
BATT NO. OF OVEN COAL USEFUL SP.HEAT
NO. OVENS HEIGHT(M) HOLDING VOLUM CONSPN.
CAPACITY E PER KCAL/KG
PER OVEN OVEN
(T) CU.M.
1-8 65 4.3 16.8 21.6 625-675
9&10 67 7.0 32.0 41.6 625-675
Blast Furnaces
• 3 of 1033 Cu m capacity each

• 3 of 1719 Cu m capacity each
• 1 of 2350 Cu m capacity
Steel Melting Shop
Steel-making through BOF, VAD/Ladle Furnace/RH-Degasser and Continuous

casting route
• 3 converters of 110/130 T
• VAD unit, RH degasser, Ladle furnace
• 3 Slab Casters, 1 bloom caster, 1 Combi caster
Annual Capacity: 1.425 MT Cast steel
Rail & Structural Mill
Capacity - 7,50,000 T
Products
• Rails - R52 Kg/m & R60 Kg/m ; UTS 880 N/mm2 rails as per IRST-12/96
specifications , Euronorms and international standards.
• Thick web asymmetric rail Zu 1-60
• Beams - 600,500,450,400,350,300 & 250.
• Channels - 400,300 & 250.
• Angles - 200 & 150.
• Crossing Sleeper.
• Crane Rails - KP80, 100,120 & 140.
• Bhilai is the sole supplier of the country's longest rail tracks of 260 metres.
Bhilai Rails
• Largest producer and leading rail maker of the world.

• Four and a half decades of experience in rail making.
• Produced over 15 million tonnes of rails; 2.7 lakh km in length.
• Indian Railways- World’s second largest rail company moves exclusively on
Bhilai rails.
• Bhilai rails are subjected to world’s highest traffic density and axle loads.
• Rails exported to 10 countries with exports to South Korea, New Zealand,
Argentina, Turkey, Iran, Egypt, Ghana, Bangladesh and Malaysia.
Technological Superiority
• Steel from LD Convertor – Ladle furnace - RH Degasser – Concast route;

achieving world best level of degassing/refining to less than 1.5 ppm of
hydrogen in liquid steel in 100% of heats.
• Capability to produce as rolled lengths of 80 meter and welded panels upto
260 meters
• High degree of Straightness due to world’s most advanced and Laser
straightness measurement based end straightening machine.
• World class tested rails passing through state of art online NDT equipment;
Laser straightness measurement, Ultrasonic and eddy current testing machines
• Computer controlled automatic rail handling system and automatic yard
mapping for rail storage.
• Computerised Rail Tracking system for collection and storage of all process
and testing related data of each rail.
Bhilai Rails- Universally Certified
• RDSO, Indian Railways

• RITES Ltd
• ISO-9001-2000 certified by LRQA (Lloyds Register Quality Assurance)
• ISO 14000 certified by BIS
• Crown Agents, London
• General Superintendence Company, Geneva
• Lloyds Register Of Shipping
• Robert W Hunt & Company
• Overseas Merchandise Inspection Company, Tokyo
• Egyptian Railways Inspection Team
• Tuboscope Vetco Gmbh, Deutschland
Bhilai’s Special Purpose Rails
• Copper Molybdenum Corrosion resistant rails

• High yield strength/ UTS vanadium micro-alloyed rails
• High conductivity metro rails
• Copper-Chromium alloyed High strength Rails
Merchant Mill
Capacity - 5,00,000 Tonnes
Products
• Plain Rounds : dia 28, 32, 36,40, 50,53, 56, 63 & 67

• TMT Bars : 25,28, 32, 36, 40 & 45
• Lt. Structurals :Channel 100 x 50, 75 x 40
• Angles : 50 x 50 x 5 upwards to 90 x 90 x 10
* Customised product campaigns are being taken up for shorter durations in case of
light structurals and rounds for compliance of smaller quantity orders as per
committed delivery within the month.
Wire Rod Mill

Capacity - 4, 20,000 T
• Wire Rods (Plain, Electrode Quality & TMT) in 5.5, 6, 7, 8 & 10 mm plain
and ribbed, and 12 mm plain in coil form
• 8, 10, and 12 mm TMT
Environment Management

A conscious corporate citizen, BSP has gone in for ISO-14001 certification for its
Environment Management System.
ISO 14001 certification
o EMS established at Plate Mill, Rail & Structural Mill, Wire Rod Mill,
Merchant Mill and Steel Melting Shop-1.
- Reduction in noise levels
- Conservation of electricity and lubricants
 EMS established at Dalli Mines
Pollution Control Measures
The plant has introduced environment friendly coal dust injection system in the
Blast Furnaces, de-dusting system and electrostatic precipitators in other units and
has planted lakhs of trees in a concerted afforestation drive that has seen Bhilai
transform into one of the ten cleanest industrial townships in the country.
• 48.4 lakhs saplings planted so far. The survival rate is 90%.
Energy Consumption
Continuous monitoring
• Apex Committee Inspection by HODs.

• Quarter review of Safety activities by ED(W)
• Fixing responsibility of line managers.
• Contractor workers safety - IPSS procedure enforcement, contractors' audit,
safety exhibitions
• Safety workshops
Regular inspections
• Inspection of gas pipelines

• Inspection of structures, equipments and installations
• Risk Control Grading System implemented in Coke Ovens Battery 9 & 10,
Blast Furnace, SMS-1 and extended to BBM, Foundry Shop, and SMS-II.

Quality Management System
Facilities relating to quality,

ISO 9001 SEAL OF QUALITY
All major production units and marketable products in Bhilai Steel Plant are covered
under ISO 9001:2000 Quality Management System. This includes manufacture of
blast furnace coke and coal chemicals, production of hot metal and pig iron, steel
making through twin hearth and basic oxygen processes, manufacture of steel slabs
and blooms by continuous casting, and production of hot rolled steel blooms, billets
and rails, structural’s, plates, steel sections and wire rods.
Bhilai's products come with a complete assurance of quality.

This is achieved as a result of unrelenting attention
and meticulous procedures at every stage of the
process and upgrading of testing methods and
equipment.
Right from selection of input material for steelmaking, the process parameters are
kept under close control. Intensive checking of all quality parameters continues
throughout the subsequent operations of casting, reheating and rolling. Express
analysis with the help of sophisticated, direct-reading spectrograph and gas analyzer
ensures a narrow range of chemical composition. Intensive metallographic
investigation with modern instruments like Scanning Electron Microscope, Image
Analyzer and Micro Hardness Tester is carried out to assess the quality of the
product.
The key points of control are:
• Chemical analysis of hot metal, liquid steel and final product.

• Inspection of surface and internal quality of the product by visual and
ultrasonic inspection.
• Monitoring and control of heating/reheating parameters.
• Dimensional and surface check during rolling and on finished product.
• Maintenance of cast identity throughout the process up to the end product
Human Resource Development :
• Training need assessment is a continuing process.

• About 19,000 employees are imparted training every year.
• The focus is on need-based innovative programmes, such as Action
Collaboration.
• Multi-Skilling
• Major HRD Interventions
Green City
• Contrary to the popular perception about industrial townships being dirty and
polluted, the city of Bhilai is characterised by blue skies, clean air and green
expanses. A green-fingered population and a management aware of its
obligations as a corporate citizen have come together for a massive tree-
plantation drive over a period of years that has resulted in the township that
stands starkly green in a dry regional backdrop. About 48.4 lakhs saplings
have been planted so far with a survival rate of 90%. The sprawling Maitri
Bagh, has the biggest musical fountain in the country, a zoo with a variety of
quadrupeds and birds, an artificial lake with boating facilities,a toy train etc.
A number of small and large parks in the residential sectors of the steel city
are maintained by the Plant's Town Administration Department which also
undertakes the civic amenities such as street lighting, cleaning and
maintenance of the tree-lined carpeted roads inside the steel township. The
water to the township is supplied from the Maroda water treatment plant
having a capacity of 30 million gallons per day. Water is distributed
throughout the township through a system of underground reservoirs and
overhead tanks.
• Schematic Diagram of Coke Oven Batter
SINTERING PROCESS A Sinter Plant typically comprise the following sub-units

as shown below.

CONTINUOUS CASTING
Continuous casting technique accounts for more than 60% of total liquid steel in the
world. The main advantages of steel processing through CC route are higher yield,
lower energy consumption, elimination of primary mills.

PART-B
INTRODUCTION
JOB SATISFACTION
“Job-Satisfaction is the favorableness or unfavourableness with which employees

view their work.”
Employees attitude, job satisfaction and industrial morale are often synonymously
but they are no the same. A favorable attitude may contribute to job-satisfaction
because job-satisfaction is the result of so many attitudes.
Likewise job-satisfaction and morale do not carry the same meaning, though job
satisfaction improves the employee morale. Job satisfaction may refer to a person or
a group. An individual or a department may perform the job-satisfactorily or
unsatisfactory.
Job-satisfaction may also apply to part of an individual job. The management may
satisfied with the overall performance of one’s job but it may be dissatisfied with
apart of his job say leave planning which may be defective.
ADVANTAGE OF JOB SATISFACTION STUDY

1. Knowledge Of General Level Of Satisfaction – A study of job-satisfaction
gives the management knowledge of general level of satisfaction among the
workers of the company. The study may be made with reference to a
particular subject a particular group of employees. It tells how employees feel
about their jobs and about the organization, what part of their feelings needs
attention and whose feelings are involved etc. Such study is a powerful
diagnosis instrument for looking at employees problems.
2. All Round Communication – The flow of communication is in all directions,
i.e., upward, downward and lateral because such survey are planned taken up
and discussed. When we encourage the worker to explain what is in their
minds, upward communication may be fruitful.
3. Improved Attitudes – The attitudes of workers are improved through job-
satisfaction study. It acts as a safety value, releases one’s emotions by
expressing them during the course of survey. Thus job-satisfaction study to an
expression of management interest in employees-welfare which gives
employees a better feeling towards management.
4. Determining Training Needs – It determines the training needs of the
employees and the supervisors. It can be well established in the course of
survey in what areas the employees are dissatisfied or not satisfied. It helps
the management to determine whether employees or supervisors need
Training in which field so that the management may arrange for the training.
5. Benefits To Unions – Executives and union office bears discuss about the
various wants of the employees. Unions rarely oppose the survey results and
in most of the cases support them ,especially when they know they will share

the results .
JOB-SATISFACTION AND OTHER VARIABLES
1. Job-satisfaction and Turnover- Job-satisfaction correlates with turnover.

Employees having low job-satisfaction leave their employer as early as
possible. Low job-satisfaction increase the turnover and high job-satisfaction
decrease it. Thus it has a negative correlation with lab our turnover.
2. Job-satisfaction and Absenteeism- Absenteeism has the same relationship
with the job satisfaction as has the turnover. Both are negatively correlated.
Employees who have low job satisfaction tend to remain absent off and from
their job.
3. Job-satisfaction and Community Condition- Job-satisfaction is influenced
by community conditions. Poor community condition pull down job
satisfaction and better community condition push it up. But this is now true.
What usually happens is that employees compare their community condition
with their job conditions. If job conditions are better than community
condition, job satisfaction is higher. Workers compare jobs ‘why office’ with
the community way of living and they are more satisfied when these two
values come reasonably close together. If job’s way of life is better than the
community way of life, job-satisfaction is higher. If job’s way of his life is
worse than the community way of living job satisfaction will be lower.
FACTORS RELATED TO JOB-SATISFACTION
1. Characteristics of the individual

• Individual difference - Individual difference make the study of job-
satisfaction complicated. As each one is different in his habits, attitude,
nature, etc, so each one different in his perception about self, his job
and the organization he works for. One may be satisfied, whole others
may be fully dissatisfied, some others may be quiet indifferent in the
similar work environment. Thus individual differences provide the
extent of job-satisfaction.
• Age – There are differences of opinions that there is any correlation
between age and job-satisfaction. Herzberg has established an
important correlation between age and job-satisfaction. According to
him, in the early years of his employment, the morale of the youth is
high and it decreases after sometime. Some other researches show that
taking in account the occupational level as constant, there is generally a
positive correlation between age and job-satisfaction up to the age of
the early sixties and then there is a sharp decrease. Other studies shows
no relation between age and job-satisfaction.
• Education and intelligence – Studies by Catril, Lawler, etc, indicate
that, with occupational level held constant, there is negative
relationship between educational level and job-satisfaction particularly
the pay satisfaction. Ash(1954) has relationship between
these two variables. It is very difficult to find out the reasons for the
differences in outcome of the various studies because these
researches are based on theoretical framework.

• Sex – Hulin and Smith(1964) found no relationship between sex and
job-satisfaction. There is a group of variables relating to sex which
concerns the job-satisfaction such as pay, promotional avenues and
more satisfied with their job than men despite the fact that men and
women were getting the same pay and status.
2. Characteristics Of the Job
• Occupational Level- Various studies shows that higher the level of

job, the greater the job satisfaction. Various needs are satisfied at
different level of job, Gurin, Veroff and Feld (1960) found that men of
high status have more ego-satisfaction than men at low status in the
organization. Porter(1926) established that higher level jobs satisfy the
ego of person because they get high status and more pay. It happens
due to social system. People in society, valued some jobs in
comparison to lower-level jobs and they feel themselves more satisfied
as soon as they get it.
• Job-content- Various researches such as those of Wyatt, Fraser and
Stock(1929), Baldamus(1951),Walker and Guest(1952), man and
Hoffman(1960), and Hackman(1974) indicate that the greater the
variations in the job content, the greater the satisfaction of the
individuals involved The study made by Walker and Guest(1952) in an
automobile assembly plant found that in the jobs that involved five or
more distinct operation, 69% of the workers, working on the
• Operations favorable job feeling and only 33% of workers engaged on

single operation job liked their job.
• Considerate Leadership- A large number of research studies point out
the conclusion that considerate leadership results in higher job

satisfaction than inconsiderate leadership. Although different studies
used the different instruments of measurements, procedures etc., yet the
trend of their findings is almost consistent. Supervisor and the feelings
among subordinates for him are some of the considerations that affect
the satisfaction of the jobs. If the supervisors or superiors cooperate
with their subordinates, the subordinates will be more satisfied and if
their inconsiderate decisions harm the subordinates or they lack
leadership qualities, the subordinates will fell themselves dissatisfied.
• Pay and Promotional Opportunities – These two variables are
positively related to job-satisfaction. Both of these are tied up with
occupational level and social prestige. In additions, each of these
variables are also has the capacity to fulfill an increasing number of
needs. If there are promotional avenues open in a particular job the
person concerned will fell satisfied because promotional avenues are
important considerations in job-satisfaction. If there is no promotion or
if the job lacks promotional avenues a person will fill dissatisfied.
Though promotional opportunities are closely related with the merit but
seniority is also considered.
• Social Interaction and Working in a Group – Interaction of people
with others or groups may result in job-satisfaction and dissatisfaction.
If interaction is unsatisfying a person may withdraw himself in case of
voluntary group. But it is not always possible in an organization group
to withdraw and the result is frustration and the more the interaction,
the more the frustration. If other’s behavior in the group is similar to
his own and others recognizes him in the achievement of goals the
interaction is more satisfying.

• Security of Job – If the organizations provide job security, the people
in the organization feel satisfied and if they are quite insecure they will
be frustrated. Job Security is an important consideration on lower level
or unskilled jobs. On the other hand it is secondary consideration on
higher level or technical or skilled jobs.
• Intrinsic Aspects of Jobs – The intrinsic value of job differs from man
to man, so job-satisfaction also differs. A person is satisfied with his
job because he is especially trained for that job and has the capability of
performing it well. Another persons prefers that job only because
through it gets recognition in the group or society. Still others may be
interested in the job because it is easy to perform. Whatsoever may the
reason for accepting the job, a person may feel satisfied or dissatisfied
with the job due a number of reason. For example, amore skilled may
feel if there is low job requirements.
• Working Conditions – If the working conditions in the job in an
organization are better in comparisons to similar jobs in other
organization. The worker will be more satisfied. If these are worse, they
feel dissatisfied.
The significance of a factor depends on the nature of man and the situations of the
case. Wages may be important factor for one while others may feel promotional
avenues more important. Some others may prefer job security and its social values
in feeling satisfied.

Job Satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of one’s job
1. an affective reaction to one’s job
2. an attitude towards one’s job
3. Weiss (2002) has argued that job satisfaction is an attitude but points
out. Researchers should clearly distinguish the objects of cognitive
evaluation which are affect (emotion), beliefs and behaviors.
4. This definition suggests that we form attitudes towards our jobs by

taking into account our feelings, our beliefs, and our behaviors.
Models of Job Satisfaction

Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given facet of work (e.g. the
degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes
when expectations are/aren’t met. When a person values a particular facet of a job,
his satisfaction is more greatly impacted both positively (when expectations are met)
and negatively (when expectations are not met), compared to one who doesn’t value
that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more
satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states
that too much of a particular facet will produce stronger feelings of dissatisfaction
the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable over time and across careers and jobs. Research
also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued
that there are four Core Self-evaluations that determine one’s disposition towards
job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism.
This model states that higher levels of self-esteem (the value one places on his self)
and general self-efficacy (the belief in one’s own competence)
Lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads
to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job
satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace this theory states
that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. Motivating factors are those aspects of the job that

make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating
factors are considered to be intrinsic to the job, or the work carried out. Hygiene
factors include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hack man & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner to
changes in motivating/hygiene factors.. Finally, the model has been criticized in that
it does not specify how motivating/hygiene factors are to be measured.
Job Characteristics Model
Hack man & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced
Meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results), in turn influencing work outcomes (job satisfaction, absenteeism,
work motivation, etc.). The five core job characteristics can be combined to form
motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of
studies that assess the framework of the model provides some support for the
validity of the JCM.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale (named after

Rensis Likert). Other less common methods of for gauging job satisfaction include:
Yes/No questions, True/False questions, point systems, checklists, and forced choice
answers.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures
one’s satisfaction in five facets: pay, promotions and promotion opportunities,
coworkers, supervision, and the work itself. The scale is simple, participants answer
either yes, no, or can’t decide (indicated by ‘?’) in response to whether given
statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The
MSQ measures job satisfaction in 20 facets and has a long form with 100 questions
(five items from each facet) and a short form with 20 questions (one item from each
facet). The JSS is a 36 item questionnaire that measures nine facets of job
Satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants
respond to by choosing a face.
Variables and Measures
The overall job satisfaction levels of the Faculty members measured with the help of
five dimensions namely; Job, supervisor, coworkers, pay and promotion.
Information regarding faculty members' age, education, job level, foreign

qualification, numbers of years in organization, other sources of income, sex, and
marital status have also been obtained.(Shamail etal, 2004)
Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about their
jobs and a predictor of work behaviors such as organizational citizenship,
absenteeism, and turnover. Further, job satisfaction can partially mediate the
relationship of personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with
life tend to be satisfied with their job and people who are satisfied with their job
tend to be satisfied with life. However, some research has found that job satisfaction
is not significantly related to life satisfaction when other variables such as nonwork
satisfaction and core self-evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to
researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-academic
management literature. A recent meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r=.18; the average true
correlation, corrected for research artifacts and unreliability, was r=.30. Further, the
meta-analysis found that the relationship between satisfaction
and performance can be moderated by job complexity, such that for high-complexity
jobs the correlation between satisfaction and performance is higher (ρ=.52) than for
jobs of low to moderate complexity (ρ=.29). In short, the relationship of satisfaction
to productivity is not necessarily straightforward and can be influenced by a number
of other work-related constructs, and the notion that "a happy worker is a productive
worker" should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than
job satisfaction. The link between job satisfaction and performance is thought to be
a spurious relationship; instead, both satisfaction and performance are the result of
personality.

OBJECTIVE OF THE STUDY
• To study the rate of turnover of employees.

• To analyse the attitude of employees about job satisfaction.
• To analyse employees grievances with reference to their job satisfaction.
• To study about the welfare facilities provide to employees which leads to job
satisfaction.
• To analyse the compensation package provided to employees which enhance
job satisfaction.

RESEARCH METHODOLOGY
“Research Methodology is a way to systematically solve the research problem.” It is
a science of studying how research is done scientifically. We study the various steps
that are generally adopted by a researcher in studying his research problem along
with logic behind them.
This study has used an exploratory design to analyze the effectiveness of training
and development for retaining the employees of BSP.
Research Methodology may be summarized in following steps:-
1. Defining Research Objective.
2. Preparing Research Design.
3. Implementation of Research Design.
“Research Design is arrangement of condition for collection & analysis of data in a
manner that aims to combine relevance to research purpose with economy in
procedure.”
Method of Data collection

Questionnaire:-
A Questionnaire consists of a number of questions printed or typed in a definite
order on a form. Questionnaire is mailed to respondents who are expected to read
&understand the questions & write down the reply in the space meant for purpose in
questionnaire itself. Questionnaire contains simple & straight forward questions for
the respondents.
Survey:-
Surveys are concerned with describing, recording, analyzing & interpreting
conditions that either existed or exist. Surveys are example of field research.
Sample Unit
Sample is the representative unit of the population .It is neither feasible nor
desirable to cover entire population so the sample size is taken 53.
Sources of Data

Primary Data:
“The Primary Data are those which are collected afresh & for the first time & thus
happen to be original in character.”
Secondary Data:
“The Secondary Data are those which have already been collected by someone else
& which have already been passed through statistical process.”
Population:
“Population refers to total of items about which information is desired.” Population
is said to be finite if it consist of fixed number of elements to enumerate it in
totality.
Sample Unit:
“The elementary units or group or cluster of such units form the basis of sampling
process they are called as Sample Units.”

DATA ANALYSIS & INTERPRETATION
1. Do you like your job and your organization where you work?
No. of Respondents Percentage (%)

Strongly Agreed 26 49

Agreed 20 38
Disagreed 02 4
Strongly Disagreed 05 9
53 Total
PERCENTAGE
Strongly Disagreed,
5, 9%
Strongly Agreed,
Disagreed, 2, 4% 26, 49%
Strongly Agreed
Agreed
Disagreed
Strongly Disagreed
Agreed, 20, 38%
INTERPRETATION:
In the survey of 53 samples, 49% Employees are strongly Agreed that they like their
job and their organization, 38% Employees are Agreed, 4% Employees are
Disagreed while 9% Employees are Strongly Disagreed.
2. Does your job provide enough opportunity to use your skill and knowledge?

Agreed 30 56

Disagreed 02 4
53 Total
PERCENTAGE
Strongly Agreed,
Strongly Disagreed, 19, 36%
Disagreed, 2, 4% 2, 4%
Strongly Agreed
Agreed
Disagreed
Strongly Disagreed
Agreed, 30, 56%
INTERPRETATION:
In the survey of 53 samples, 36% Employees are Strongly Agreed that the
organization provide enough opportunity to use their skills and knowledge, 56%
Employees are Agreed, 4% Employees are Disagreed while 4% Employees are
Strongly Disagreed.
3. Do you think your job is repetitive and lacks in variety?

Agreed 20 38

Disagreed 23 43
53 Total
PERCENTAGE
Strongly Disagreed, Strongly Agreed, 4,
6, 11% 8%
Strongly Agreed
Agreed, 20, 38% Agreed
Disagreed
Disagreed, 23, 43%
Strongly Disagreed
INTERPRETATION:
In the survey of 53 samples, 8% Employees are Strongly Agreed that their job is
repetitive and lacks in variety, 20% Employees are Agreed, 43% Employees are
4. Do you think promotional prospects in your organization are fair?

Agreed 29 55
Disagreed 13 25

53 Total
PERCENTAGE
6, 11% 9%
Disagreed, 13, 25% Strongly Agreed

Agreed
Agreed, 29, 55% Disagreed

Strongly Disagreed
INTERPRETATION:
In the survey of 53 samples, 9% Employees are strongly Agreed that their
promotional prospects in their organization are fair, 55% Employees are Agreed,
25% Employees are Disagreed while 11% Employees are Strongly Disagreed.
5. If you get an opportunity would you like to change the nature of your job?

Agreed 26 49
Disagreed 13 25
53 Total

PERCENTAGE
7, 13% 13%
Strongly Agreed
Agreed
Disagreed, 13, 25%
Disagreed
Agreed, 26, 49%
Strongly Disagreed
INTERPRETATION:
In the survey of 53 samples, 13% Employees are Strongly Agreed that their
promotional prospects in their organization are fair , 49% Employees are Agreed,
25% Employees are Disagreed while 13% Employees are Strongly Disagreed.
6. Is your opinion taken in to consideration when there is any decision

making in your organization?

Agreed 30 56
Disagreed 13 25
53 Total

PERCENTAGE
Strongly Agreed, 6,
Strongly Disagreed, 11%
4, 8%

Agreed
Disagreed
Agreed, 30, 56%
Strongly Disagreed
INTERPRETATION:
In the survey of 53 samples, 11% Employees are Strongly Agreed that their opinion
taken in to consideration when there is any decision making in their organization,
56% Employees are Agreed, 25% Employees are Disagreed while 8% Employees
are Strongly Disagreed.
7. Are you happy with your organization’s working environment.

Agreed 32 60
Disagreed 01 2
53 Total

PERCENTAGE
Strongly Disagreed,
11, 21% Strongly Agreed, 9,
17%

Agreed
Disagreed
Strongly Disagreed
Agreed, 32, 60%
INTERPRETATION :
In the survey of 53 samples, 17% Employees are Strongly Agreed that they happy
with their organization’s working environment, 60% Employees are Agreed, 2%
Employees are Disagreed while 21% Employees are Strongly Disagreed.
8. Does your senior officer recognize and praise when you do a good job?

Agreed 27 50
Disagreed 03 6
53 Total

PERCENTAGE
Strongly Disagreed,
12, 23% Strongly Agreed,
11, 21%
Strongly Agreed
Agreed
Disagreed, 3, 6%
Disagreed
Strongly Disagreed
Agreed, 27, 50%
INTERPRETATION:
In the survey of 53 samples, 21% Employees are Strongly Agreed that their seniors
recognize and praise, when they do good job, 50% Employees are Agreed, 6%
9. Do you feel that medical facilities given by your organization are enough
and satisfactory ?

Agreed 26 49
Disagreed 08 15
53 Total

PERCENTAGE
Strongly Disagreed,
13%
Strongly Agreed
Agreed
Disagreed, 8, 15% Disagreed
Agreed, 26, 49%
Strongly Disagreed
INTERPRETATION:
In the survey of 53 samples, 13% Employees are Strongly Agreed that they are
satisfied with the medical facilities given by their organization, 49% Employees are
Agreed, 15% Employees are Disagreed while 23% Employees are Strongly
Disagreed.
10. Do the organization provide good educational facilities for your

Children?

Agreed 29 55
Disagreed 07 13
53 Total

PERCENTAGE
Strongly Disagreed,
11%
Strongly Agreed
Agreed
Agreed, 29, 55%
Strongly Disagreed
INTERPRETATION:
organization provide good educational facilities for them and their children, 55%
Strongly Disagreed.
11. Do the organization arrange cultural activities for you and your
Children ?

Agreed 36 67
Disagreed 02 4
53 Total

PERCENTAGE
12, 23% 6%
Strongly Agreed
Disagreed, 2, 4%
Agreed
Disagreed
Agreed, 36, 67%
Strongly Disagreed
INTERPRETATION :
organization arrange good cultural activities for them and their children, 67%
Strongly Disagreed.
12. Do the organization arrange sports activities for you ?

Agreed 27 50
Disagreed 12 23
53 Total

PERCENTAGE

13, 25% 2%
Strongly Agreed
Agreed, 27, 50% Agreed
Disagreed
Disagreed, 12, 23% Strongly Disagreed
INTERPRETATION :
organization arrange sports activities for them, 50%Employees are Agreed, 23%
13. Are you subjected to adequate training and development programs ?

Agreed 32 60
Disagreed 05 9
53 Total

PERCENTAGE

13, 25% 6%
Strongly Agreed
Agreed
Strongly Disagreed
Agreed, 32, 60%
INTERPRETATION :
subjected to adequate training and development programs, 60% Employees are
Disagreed.
14. Are you satisfied with your safety training ?

Agreed 21 40
Disagreed 18 34
53 Total

PERCENTAGE
Strongly Disagreed,
9, 17%
Strongly Agreed, 5,
9%
Strongly Agreed
Agreed
Disagreed
Agreed, 21, 40%
INTERPRETATION :
satisfied with their safety training, 40% Employees are Agreed, 34% Employees are
15. Do your organization provide any social securities to its employees ?

Agreed 28 53
Disagreed 9 17
53 Total

PERCENTAGE
Strongly Disagreed,
11, 21%
Strongly Agreed, 5,
9%
Strongly Agreed
Agreed
Strongly Disagreed
Agreed, 28, 53%
INTERPRETATION :
organization provide social securities to them, 53% Employees are Agreed, 17%
16. Do you think your grievance are properly handled and redressed ?

Agreed 32 61
Disagreed 05 9
53 Total

PERCENTAGE
Strongly Disagreed,
10, 19%
Strongly Agreed, 6,
11%
c Agreed
Disagreed
Strongly Disagreed
Agreed, 32, 61%
INTERPRETATION :
grievance are properly handled and redressed, 61% Employees are Agreed, 9%
17.Are you satisfied with the compensation package provided to the

employees in case of injuries or disability/ death at the time of work ?

Agreed 26 49
Disagreed 07 13
53 Total

PERCENTAGE
Strongly Disagreed,
11, 21%
Strongly Agreed, 9,
17%
Strongly Agreed
c Agreed
Strongly Disagreed
Agreed, 26, 49%
INTERPRETATION :
satisfied with the compensation package provided to them, 49% Employees are
Disagreed.
18.Are you satisfied with the various welfare facilities provided by the
Organization ?

Agreed 29 55
Disagreed 05 9
53 Total

PERCENTAGE
Strongly Disagreed,
11, 21%
Strongly Agreed, 8,
15%
Strongly Agreed
c Agreed
Disagreed, 5, 9%
Disagreed
Strongly Disagreed
Agreed, 29, 55%
INTERPRETATION :
satisfied with the various welfare facilities, 55% Employees are Agreed, 9%
19. Do you think performance appraisal is fair in your organization ?

Agreed 24 45
Disagreed 14 26
53 Total

PERCENTAGE
Strongly Disagreed,
8%
Strongly Agreed
c Agreed
Disagreed
Agreed, 24, 45%
INTERPRETATION:
performance appraisal is fair in the organization, 45% Employees are Agreed, 26%
20. Are you aware of your salary and various contents ?

Agreed 27 51
Disagreed 02 4
53 Total

PERCENTAGE
Strongly Disagreed,
10, 19%
Strongly Agreed,
Disagreed, 2, 4% 14, 26% Strongly Agreed
c Agreed
Disagreed
Strongly Disagreed
Agreed, 27, 51%
INTERPRETATION :
aware of their salary and various contents, 51% Employees are Agreed, 4%
FINDING
FINDING
After Data Analysis & Interpretation, I find that :-
1. 49% Employees are Strongly Agreed that they like their job and their
Organization where they work.
2. 56% Employees are Agreed that their job provides enough

Opportunity t o use their skill and knowledge.
3. 43% Employees are Disagreed that their job is repetitive and lacks in
Variety.
4. 55% Employees are Agreed that their promotional prospects in their

Organization is fair.
5. 49% Employees are Agreed that if they get an opportunity they

Would like to change the nature of their job.
6. 56% Employees are Agreed that their opinion are taken in to

Consideration when there is any decision making in their organization.
7. 60% Employees are Agreed that are happy with their organization’s
Working environment.
8. 50% Employees are Agreed that their senior officer recognize and
Praise when they do a good job.
9. 49% Employees are Agreed that they feel the medical facilities given
By the organization is enough and satisfactory.
10. 55% Employees are Agreed that their organization provides good
Educational facilities for their children.
11. 67% Employees are Agreed that their organization arrange cultural
Activities for them and their children.
12. 50% Employees are Agreed that their organization arrange sports
Activities for them.
13. 60% Employees are Agreed that they are subjected to adequate
Training and development programs.
14. 40% Employees are Agreed that they are satisfied with their safety
Training.
15. 53% Employees are Agreed that their organization provide any social
Securities to their employees.
16. 61% Employees are Agreed that their grievance are properly handled
And redressed.
17. 49% Employees are Agreed with the compensation package provided
to them in case of injuries or disability/death at the time of work.

18. 55% Employees are Agreed with the various welfare facilities
Provided by the organization.
19. 45% Employees are Agreed that their performance appraisal is fair in
their organization.
20. 51% Employees are Agreed that they are aware of their salary and
various content.

SUGGESTION
SUGGESTION
After considering various parameters and data’s, I would like to give the following
suggestions each of the suggestion given has its own fall outs and therefore be
implemented with utmost care. So the organization has to seriously think about it and
take necessary steps.
• The training provided is not adequate. The organization should provide need
based training facilities to all grades of employees as per their job
requirement.

• The organization should improve the working environment of the employees
so that they can work better and increase productivity (In case of many
departments where workers work in extreme hazardous conditions).
• The trainees are free from the confusion and pressure of the work situation
and therefore, they can concentrate fully on learning.
• The promotion policy in the organization should be transparent so that the
employees will work hard to improve themselves for promotion. The
organization should change the concept of time based promotion and give the
employees promotion according to their work & sincerity.
• The organization should increase the sports and cultural activities for
employees.
CONCLUSION
CONCLUSION
BSP promises a glowing future for itself and the country’s development in
order to harness the benefit and standard of living of the people of the state and the
country.
After six weeks of Vocational Training, I came to the conclusion that the
employees of the BSP are satisfied with their Jobs but dissatisfied in few other areas
of development.
THE CASES OF SATISFACTION ARE

• Most of the employees are satisfied with the organization working
environment.
• Seniors recognize and praise the work of the sub-ordinates in general.
• Most of the employees feel that their grievance are properly handled and
redressed.
• Employees are satisfied in general with the various welfare facilities provided
by the organization.
CASES OF DISSATISFACTION ARE :
• Employees feel that the job they do is repetitive and lacks in variety.
• Employees are not satisfied with their safety training.
• Employees are not satisfied with the medical facilities.
• Employees feel performance appraisal are not fair.

BIBLIOGRAPHY

BIBLIOGRAPHY
Books
Human Resource Management : Chhabra T.N.
Research Methodology : Kodhari C.R.
Internet
http://www.sail.co.in/plants_bhilai.asp
Company profile

http://www.sail.co.in/searchindex1.asp
About the SAIL
http://www.fieldtofactory.lse.ac.uk/SteelPlantHistory.htm
History of Bhilai Steel Plant
http://www.hinduonnet.com/fline/fl1424/14240890.htm
Growth of Sail
http://www.hdfcsec.com/company/snapShotShow.php?icode
Recent development and future plans
ANNEXURE
QUESTIONNAIRE
‘A STUDY ON JOB SATISFACTION OF EMPLOYEES IN
BHILAI STEEL PLANT’
NAME ………………………… DESIGNATION ………………………….
DEPARTMENT……………… PHONE NO. ……………………….....
Please answer the questions on the basis of the following parameters in the scale of
1 to 4. Strongl
Strongl
Disagre y
y Agreed
ed Disagre
Agreed
2 ed
3
1
4
1. Do you like your job and your organization where you work?
2. Do your job provide enough opportunity to use your skill and knowledge?

3. Do you think your job is repetitive & lacks in variety?
4. Do you think promotional prospects in your organization are fair?
5. If you get an opportunity would you like to change the nature of your job?
6. Is your opinion taken in to consideration when there is any decision making

in your organization?
7. Are you happy with your organization’s working environment?
8. Do your senior officer recognize and praise when you do a good job?
9. Do you feel that medical facilities given by your organization is enough and
satisfactory?
10. Do the organization provide good educational facilities for your children?
11. Do the organization arrange cultural activities for you and your children?
12. Do the organization arrange sports activities for you?
13. Are you subjected to adequate training and development programs?
14. Are you satisfied with your safety training?

15. Do your organization provide any social securities to its employees?
16. Do you think your grievance are properly handled and redressed?
17. Are you satisfied with the compensation package provided to the employees
in case of injuries or disability/death at the time of work?
18. Are you satisfied with the various welfare facilities provided by the
Organization?
19. Do you think performance appraisal is fair in your organization?
20. Are you aware of your salary and various contents?

Job Satisfaction at Bhilai Steel

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Master of Business Administration

Steel authority of India limited

Guided by: Submitted by :

DGM (P-MPS/RECTT/NW) MBA-4TH SEM

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 1

Date: Name of Guide:

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 2

I hereby declare that the internship report titled

“A Study on Job Satisfaction of Employees in Bhilai Steel Plant.”

Submitted in partial fulfillment of the requirements for the degree of

MASTER IN BUSINESS ADMINISTRATION

ACHARYA INSTITUTE OF TECHNOLOGY

DATE NAME-JITENDRA KUMAR SAHU

Place :- Bangalore SIGNATURE-

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 3

fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION,

VISVESWARAIAH TECHNOLOGICAL UNIVERSITY, BELGAUM.

Department of Management Studies

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 4

based on original study conducted at BHILAI STEEL PLANT, CHATTISGARH,

Internal Guide: Dr. Gururaj sir

External Guide: Mrs. B.Hemalatha(DGM (P-MPS/RECTT/NW)

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 5

I also express my sincere thanks to our Director MRS.SHALINI REDDYfor giving

I would like to take this privilege, to specially thank respected Mrs.

Date : JITENDRA KUMAR SAHU

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 6

This research helps in understanding practical applicability, which is a part from

Finally the findings, records & suggestion

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 7

Planning Operation Effectiveness Techniques

Resources Joint effort Collect

O: - This implies for ‘Operations’ Operations may be the existing or adopted

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 8

T: - This implies for ‘Techniques’ without a new or developed Technique an

Therefore, Project means Planning, Resources, Operation, Joint Efforts,

In addition, if we want to complete project successfully we should keep all the

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 9

The 7’C SAIL that promote to the market as follows:

 Culture of Customer Services

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 10

BRIEF HISTORY OF SAIL

BRIEF HISTORY OF BSP

4 Employees Welfare Schemes 31-33

STATUTORY WELFARE SCHEMES

4 Performance Highlights 35-39

5 Plant Visit Detail 45-49

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 11

2 Advantage Of Job Satisfaction Study 55

3 Job Satisfaction And Other Variables 56

Factors Related To Job Satisfaction 57-61

6 Measuring Job Satisfaction 64

7 Objective Of The Study 67

9 Method Of Data Collection 70

CASES OF SATISFACTION & DISSATISFACTION

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 12

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 13

BHILAI STEEL PLANT

An integrated plant of SAIL

Steel authority of India limited

ACHARYA INSTITUTE OF TECHNOLOGY,BANGALORE | 14