Ispat was planned with an aim to provide the best and increase
their customer base. Ispat was the member of LNM group. And as such
it came up as Ispat Indo in 1976 in Indonesia as Greenfield site with a
planned production of 65,000 metric tonnes of bars per annum.
Ispat Industries Ltd. is the flagship of the Ispat Group. Its core
competence is the production of high quality steel at its integrated
steel plant, “Geetapuram”, at Dolvi in Raigad district and at
Kalmeshwar in Nagpur district, both in Maharashtra state (India).
One of the Top 20 Industrial Houses in Corporate India &
Professionally Managed Organization is the 6th largest company in
terms of Fixed Assets. Six manufacturing facilities spread over four
States in India.
ISPAT GROUP OVERVIEW
Set up the world’s largest & most efficient single module sponge iron
(DRI) plant operating at 110% capacity in the first year of operation
First Indian company to set up a continuous galvanizing line for thin
gauge sheets and a colour coating line for manufacture of colour
coated (steel) sheets. Unique global distinction of marrying latest
technologies in steel-making (thin slab casting technology with the
Conarc. process). Technology-intensive conglomerate.
Clearly a competitive advantage in today's turbulent
employment environment is not achieved easily. Building a stable
workforce takes considerably more than just throwing money at people
or giving them use of a fancy car. There's more involved than just a lot
of aggressive recruiting or strong attention to retention. To achieve
workforce stability, with all its financial and operational advantages,
employers must invest energy in resources in a range of discrete
strategies. When woven together, these various aspects create a
comprehensive model for building and maintaining that coveted
condition of a solid, stable workforce that drives more dollars to the
Since its inception, the Ispat Group has been moving from strength to
strength, consistently breaking new grounds and spearheading new
developments in iron and steel. Ispat Industries, the flagship of the
Ispat Group, has taken expansive technological strides to emerge as
one of India’s leading manufacturers of quality steel products. In the
process, the company and its parent Group have achieved many firsts
in the steel sector and swept past a host of memorable milestones.
Mr M L Mittal, the founder chairman of the Ispat Group, begins his
foray into the iron and steel business with the takeover of an ailing
rolling mill in Calcutta, India. The plant is turned around and later sold
A combination of technological vision and management leads Mr M L
Mittal to experiment with an electric arc furnace at a steel plant in
Vizag, India. Spotting emerging trends in steel-making technology, he
establishes nine such greenfield plants in India. Soon, he acquires the
necessary licence and takes over TOR Steel.
Mr M L Mittal enters the international steel arena by setting up PT
Ispat Indo in Indonesia. He christens his steel-making Group as ‘The
Ispat Group’. In the Hindi language, ispat means steel.
This decade witnesses a series of acquisitions around the world and
hectic expansion in India. The Ispat Group takes over the Iron & Steel
Company of Trinidad and Tobago, Sidemgical Del Balsar SA, Mexico,
and additional units in Canada, Germany and Ireland. In India, the
Group sets up the first thin gauge galvanised sheet unit, a specialty
mini-mill to make rails and structurals - Ispat Profiles, and a cold
rolling complex at Nagpur.
Nippon Denro Ispat Limited, now known as Ispat Industries (IIL), is
established and it rapidly emerges as the largest manufacturer of
galvanised steel products in the private sector.
To better provide steel solutions to an increasingly sophisticated
marketplace, IIL sets up a highly advanced cold rolling reversing mill,
in collaboration with Hitachi of Japan, to manufacture a wide range of
cold rolled carbon steel strips.
IIL installs a colour coating line – the first of its kind in India – for the
manufacture of pre-painted colour steel sheets.
Business interests within the Ispat Group are demarcated. The eldest
son, Mr L N Mittal continues to manage the international operations
while Mr Pramod Mittal and Mr Vinod Mittal, the younger brothers
focus on steel and other businesses in India.
IIL commissions the world’s largest gas-based single mega module
plant for manufacturing direct reduced iron (sponge iron), at its
Maharashtra-based Dolvi plant. Within three months, the plant
exceeds its capacity of 1 million tonnes per annum (MTPA) of high
A 1.5 MTPA hot strip mill with Continuous Strip Processing (CSP)
technology is installed at Dolvi. A mechanised multi-functional jetty
situated close to the plant facilitates the automation of raw material
A world-class integrated steel plant for the production of hot rolled
coils is launched, armed with cutting edge technologies, such as the
Conarc Process for steel making and the Compact Strip Process, both
introduced for the first time in Asia.
The new millennium is witness to the erection and commissioning of a
2 MTPA b last furnace at the Dolvi steel complex in record time.
And the saga has just begun…
Ispat would like to be a knowledge-based organization that
continuously achieves economic value for stakeholders by optimizing
resources through operational excellence, enabled by technology and
driven by continuous innovation to meet customer satisfaction.
To attain and maintain market leadership through technological and
product superiority, at a competitive cost, to maximise value-addition.
Recruitment is the development and maintenance of adequate
Recruitment is an important part of a business' human resource
planning. In all businesses, people are a vital resource - and they need
to be managed as such. The overall aim of the recruitment and
selection process is to obtain the number and quality of employees
that are required in order for the business to achieve its objectives.
Sources: The function of recruitment is to locate the sources of
manpower to meet job requirements and specification. Recruitment
forms the first stage in the process, which continues with selection and
ceases with the placement of the candidate. Recruitment has been
regarded as the most important function of personnel administration.
Unless the right type of people is hired, even the best plans,
organization charts and control systems will be of no avail. A company
cannot prosper, grow, or even survive without adequate human
Determine the present and future requirements of the organization
in conjunction with the personnel planning and job analysis
Increase the pool of job candidates with minimum cost.
Start identifying and preparing potential job applicants who will be
Increase organizational and individual effectiveness in the short and
Meet the organization’s legal and social obligations regarding the
composition of its workforce.
To be successful, the recruitment process must follow a number
of steps. These are:
• Defining the job
• Establishing the person profile
• Making the vacancy known
• Receiving and documenting applications
• Designing and using the application form
• Notification and final checks
Methods and Techniques of Recruitment
There are types of recruitment method-
Direct Method: The most frequently used direct method is at
schools, colleges, management institutes and university
departments. The organizations have definite advantages through
campus recruitment. First, the cost is low; second, they can
arrange interviews at short not the most ice; third, they can meet
the teaching faculty; fourth, it gives them an opportunity to “sell”
the organization to a large student community seeking campus
Indirect Method: The most frequently used indirect method or
technique of recruitment is advertisement in publications such as
newspaper, magazines and trade journals as well as technical and
professional journals. The choice of media, place and timing of the
advertising and appeals to the reader, all determine the efficacy of
advertisements. A useful advertisement has to give a brief
summary of the job; a summary of the organization covering
product/service, size, type of industry, profitability, expansion
programmes; and an offer of compensation package. The
advertisements should indicate information about the organisation
and the job providing opportunity to the potential candidates to
contact the recruitment office in confidence.
Third- Party Methods: The most frequently used third-party
methods are public and private employment agencies. Public
employment exchanges have been largely concerned with factory
workers and clerical jobs. They also provide help in recruiting
professional employees. Private agencies provide consultancy
services and charge a fee. They are usually specialised for different
categories of operatives, office workers, salesman, supervisory and
management personnel. Internet recruiting is an emerging field and
therefore relatively few corporations have gathered substantive
data at this point. Companies are successfully attracting a high
promotion on-line resumes, even for non-technical positions,
because increasing numbers of job seekers are turning to the
Internet Recruiting: The internet is playing a more important
role in recruitment. Websites can provide internet users with
information on the type of work the company is involved in and the job
opportunities that are available. Interested parties can respond by e-
mail. This has the advantage of a quick turnaround time and reduces
the amount of paperwork that would normally be associated with
written job applications. Further the internet allows an organisation to
reach a larger and broader range of applicants than traditional
methods. The majority of companies involving in active Internet
recruiting believe that it helps them to attract better quality applicants,
given that internet users tend to better educated and obviously more
computer literate than non-users.
Executive search is a planned, systematic and persistent
campaign designed to determine and evaluate candidates’ proven
ability, with the experience, knowledge, specific skills and the personal
qualities required. It requires detailed knowledge of the industrial,
business and functional areas from which to select a group of potential
candidates. From time-time most employers face a deficiency of a
suitably qualified managerial staff to meet the needs of the growing
organisation. When filling top-level positions, many organisations use
management consulting firms that specialise in the recruitment of
executive personnel. They find and screen candidates, check
references, and present the most qualified candidates. If the search
firm is chosen wisely, company time and money will actually be saved
Assessment and Improvement of Recruiting
The recruitment activity is supposed to attract the right people
at the right time. It is concerned with attracting those whose
personalities, interests and preferences will most likely to be matched
by the organisation and who have the skills, knowledge and abilities to
perform adequately. Apart from looking at qualifications and
experience, other personalities traits like eagerness to learn and
adapt, independence and creativity are just as important. Besides
having a logical and analytical mind, they have to be willing to try and
not to be afraid of failure. Manpower managers must constantly review
and improve methods of recruitment and sources of manpower supply.
However, most managers fail to develop a long-range recruiting
programme through careful assessment. The evaluation procedure
consists of assessing the existing employees in terms of their job
success, determining the sources from which “good” and “poor”
employees come from and that of the method used. Manpower
managers should also attempt to improve their recruitment system.
Further, recruitment activity should be integrated with the human
resource plan of the organization.
Everyone knows that retaining top talent is essential to
How to succeed in Employee Retention
. To maintain a stable workforce, employers must deliberately
engage in retention activities. These efforts range from re-recruiting
interviews to family activities and individualized compensation
packages. People need to feel wanted, valued, appreciated. They want
to do meaningful work and have some say in how their jobs are
designed, managed, and measured. Today's employees want to be
stable, but are often "chased out" by those who are more concerned
with power and position than with caring for people.
A Changing Work Force and Workplace
Fundamental changes are taking place in the work force and the
workplace that promise to radically alter the way companies relate to
their employees. Hiring and retaining good employees have become
the chief concerns of nearly every company in every industry.
Companies that understand what their employees want and need in
the workplace and make a strategic decision to proactively fulfill those
needs will become the dominant players in their respective markets.
The fierce competition for qualified workers results from a
number of workplace trends, including:
A robust economy
Shift in how people view their careers
Changes in the unspoken "contract" between employer and
A new generation of workers
Baby boomers striking out on their own after hitting corporate
Changes in social mores
Concurrent with these trends, the emerging work force is developing
very different attitudes about their role the workplace. Today's
employees place a high priority on the following:
Sense of community
Quality of life issues
Flexibility and nonconformity
To hold onto your people, you have to work counter to prevailing
trends causing the job churning. Smart employers make it a strategic
initiative to understand what their people want and need -- then give it
Five Strategies for Retaining Employees
Retaining employees and developing a stable work force involves
a two-step process -- understanding why employees leave in the first
place, and developing and implementing strategies to get them to
Employees leave jobs for five main reasons:
Poor working conditions
Lack of appreciation
Lack of support
Lack of opportunity for advancement
Overcoming these reasons requires the implementation of five distinct
categories of retention strategies:
Environmental strategies create and maintain a workplace
that attracts, retains and nourishes good people.
Relationship strategies focus on how you treat your people
and how they treat each other.
Support strategies involve giving people the tools, equipment
and information to get the job done.
Growth strategies deal with personal and professional growth.
Compensation strategies cover the broad spectrum of total
compensation, not just base pay and salary.
Top Tips for Retaining Employees
To retain their employees, companies should implement the
following best practices:
Hire right to begin with.
Engage in longer orientations with new employees.
Live the values.
Use creative rewards and recognition.
Create annual personal growth plans for each employee.
Consider non-compete agreements.
Recruiter-proof your company.
Make it easy for people to get their jobs done.
Do corporate succession planning.
Conduct exit interviews with employees who resign.
Retaining Key Employees
By focusing on key players who truly make or break your
business, you can get the most leverage from your employee retention
efforts. Retaining key employees requires a five-step process:
Identify key employees and positions.
Know what motivates your key employees on an individual level.
Provide a deferred compensation plan.
Monitor and manage key employee performance.
Review key employees annually.
Using Benefits as an Employee Retention Tool
Employee benefits provide a powerful tool for attracting and
retaining top-notch employees. To design a retention-oriented benefits
program, use the following steps:
Create a benefits mission statement.
Identify your audience and their specific benefits wants and
Define a benefits budget that fits within the financial constraints
of the company.
Give employees as much control as possible over their benefits.
Communicate the plan.
Creative Rewards and Recognition
Reward people for specific behaviors/results.
Make your rewards program simple and easy to understand.
Get employees involved in designing and running the program.
Make it fun!.
Recruitment Process of ISPAT industries LTD.
Quick Reference - Overview of the Steps in the
Recruitment Process for Staff Positions and Identification of
the Responsible Party
• Getting The Job Posted
• Receiving Applications and Resumes
• Screening Applications and Resumes
• Interviewing Candidates
• Checking References
• Requesting The Hire Of The Final Candidate and
Submitting Additional Required Information
• Approving The Hire Request
• Extending Job Offers
• Completing The Administrative Processes Following The
Acceptance Of A Job Offer
I. GETTING THE JOB POSTED
To begin the process of recruiting for a vacant position, complete
a Recruitment Action Request (RAR) form for the position to be
posted. All completed RARs must have the necessary signatures based
upon established departmental approved mechanisms.
In addition to completing a RAR, a Hire and Classification
Justification (HCJ) Form must be completed.
Confirmation of Posting:
Once a position is posted on the Staff Employment Opportunities
Listing, SCS sends the hiring department contact an e-mail confirming
the position has been posted and provides pertinent information
regarding the recruitment process, including the name of the Staffing
and Compensation Specialist assigned to assist the department with
filling the vacancy.
All advertising for staff positions must be coordinated with and
approved by SCS, whether it be in a newspaper, in a professional
journal, on an employment website, a List Serve, or some other
The Staffing and Compensation Specialist assigned to the
vacancy will advise the hiring department on the most effective
sources for attracting a qualified pool of diverse candidates and filling
The Staffing and Compensation Specialist will draft the ad and
provide the hiring department with a copy for review and concurrence
prior to placement of the ad. If the hiring department prefers to draft
the ad, a copy of the draft must be submitted to the Staffing and
Compensation Specialist for review. The Staffing and Compensation
Specialist may modify the ad to ensure consistency with University
advertising standards and/or to further encourage interest and
response to the vacancy. All edits made to a draft submitted by the
hiring department will be reviewed with the hiring department prior to
the placement of the ad.
The Staffing and Compensation Specialist will be responsible for
the placement of all ads, unless the selected venue requires a
membership that SCS does not possess. These types of memberships
typically apply to profession specific associations and List Serves. In
these cases, the hiring department may place the ad with the venue
after the Staffing and Compensation Specialist has approved the
placement of the ad.
Hiring departments are responsible for paying for employment
advertising for vacant positions in their departments. SCS will pay for
advertising that is periodically initiated by SCS in order to bring in a
qualified pool of diverse candidates for positions that are found
University-wide and for which there are multiple vacancies (i.e. ads for
Secretary, Executive Aide, Executive Coordinator).
Job fairs are another means of promoting, or "advertising,"
employment opportunities at the University. Each year, SCS
participates in several comprehensive job fairs organized by external
organizations. SCS also works with individual GW departments in
conducting job fairs for University positions that are difficult to fill.
Hiring department involvement in a job fair, whether it is
arranged by an external organization or one developed internally,
must be coordinated with SCS.
III. RECEIVING APPLICATIONS AND RESUMES
Resumes submitted online by external job seekers and Employee
Transfer Applications, and accompanying resumes, submitted online by
internal job seekers via the Staff Employment Opportunities Listing
will be electronically transmitted simultaneously to SCS and the hiring
In order to ensure appropriate applicant tracking, resumes or
applications submitted via mail, fax or walk-in must be submitted
directly to SCS. Hard copy resumes or applications that a hiring
department receives directly from a job seeker must be forwarded to
SCS immediately upon receipt. Resumes and applications received by
SCS via mail, fax or walk-in will be forwarded to the hiring department
within one business day of receipt.
IV. SCREENING OF APPLICATIONS AND RESUMES
Who Is An Applicant:
The hiring department is responsible for screening all
applications and resumes received from SCS to determine if an
individual applying for the vacant position can be considered an
An applicant is an individual who submits an application and/or
resume or curriculum vitae to SCS in response to an announced
position and meets the stated minimum qualifications of the
announced position contained in the classification description or job
Individuals who do not meet the definition of an applicant may
not be considered a candidate for the position.
Applicants for positions requiring typing/keyboarding skills are
required to take the GW-approved typing test, and individuals must be
referred to the Staffing and Compensation Specialist assigned to the
vacancy for administration of the test.
Federal law requires that employment test be job related and
valid predictors of job performance.
Currently, the Department of Human Resource Services only
administers a general typing test. Any other employment tests must
be approved by the Office of Equal Employment Opportunity and must
be administered by the Department of Human Resource Services. For
example, if a hiring department wants applicants for an Accounting
Analyst vacancy to create a spreadsheet using Excel as part of the
screening process, the hiring department must consult with the Office
of Equal Employment Opportunity to determine if this test is
appropriate and whether it may be administered.
Who Is A Candidate:
A candidate is an applicant who meets the stated minimum
qualifications for an announced position and receives consideration for
employment by the hiring department.
Evaluations made in determining who is a candidate must be
based on job-related criteria and departmental needs.
V. INTERVIEWING CANDIDATES
The hiring department is responsible for interviewing candidates.
It is vital that all employment interviews are conducted fairly and
All interview questions must be relevant to the performance of
the job for which the candidate has applied.
VI. CHECKING REFERENCES
The hiring department is responsible for checking references.
References are a means for employers to validate information
provided by the candidate on their resume and application, and to
obtain information regarding the candidate's work performance.
References must be obtained for the final candidate if the individual is
an external candidate. A minimum of two references must be
obtained: the final candidate's current employer and the individual's
second to last employer.
References are not mandatory for internal candidates. However,
hiring departments are encouraged to obtain at least a reference from
the internal candidate's current supervisor.
Obtaining Consent From The Candidate:
Consent must be obtained from the candidate to contact his or
For external candidates, this consent is obtained via the
For internal candidates, this consent is obtained via the
Employee Transfer Application.
Obtaining The References:
Discuss with the candidate how best to approach the process, as
each may have a different need for confidentiality. In particular,
please make sure the candidate has indicated that their present
employer may be contacted before proceeding to obtain references
from the present employer (this information is located under the
"Work Experience" section of the Employment Application and under
the "Current GW Work Experience" section of the Employee Transfer
If the candidate has indicated his or her present employer may
not be contacted, please call the Staffing and Compensation Specialist
assigned to the vacancy for advice on handling this type of situation.
Only contact references of the candidate to whom you plan to
extend a job offer, bearing in mind how awkward it might be for a
candidate to have his or her current supervisor contacted, only to be
turned down by the hiring department.
If the hiring department has any concerns regarding SCS
approval of the final candidate's hire, please discuss the matter with
the Staffing and Compensation Specialist assigned to the vacancy prior
to conducting the reference checks.
VII. REQUESTING THE HIRE OF THE FINAL
CANDIDATE AND SUBMITTING ADDITIONAL
Receipt of the required documentation in HRS Staffing and
Compensation Services (SCS) is essential to assist in the University’s
compliance with District of Columbia and federal record-keeping
requirements. The chart below identifies the materials that must be
submitted to SCS when requesting the hire of the final candidate.
Please review this chart very carefully as the required documentation
will depend, in some cases, on the method of receipt of a resume
and/or application by a hiring department (i.e. electronic or hard
copy). The chart identifies the minimum required documentation. If a
hiring department wishes to submit resumes and applications to SCS
for all categories of individuals who applied for a position, they may do
VIII. APPROVING THE HIRE REQUEST
SCS places a high priority on requests for hire so that job offers
may be extended within one business day, or less, of receipt in SCS of
all required information. The review process may take longer if the
hiring department does not return the required documentation to SCS
or there is a concern or problem about the hire request. For example,
questions may arise regarding the individual's qualifications or the
When reviewing hire requests, the Staffing and Compensation
Specialist assigned to the vacancy will review all the documentation
returned as well as the following:
The candidate's qualifications in comparison to others who
applied for the position.
The proposed salary in relation to place in the grade range and
the candidate's qualifications in comparison to the entry-level
Departmental salary equity issues.
Institutional salary equity issues.
Prevailing market salaries.
The Staffing and Compensation Specialist then recommends the
approval or disapproval of the hire request, with explanatory
The Staffing and Compensation Specialist will consult with senior
HRS management, as needed, before providing final notification to the
hiring department on the status of the hire request.
IX. EXTENDING JOB OFFERS
Vacant positions must be posted on the Staff Employment
Opportunities Listing for at least three workdays before the
department can extend a job offer (i.e. the earliest a job offer can be
extended, after the appropriate recruitment process outlined in this
document has been followed, is the Thursday morning following the
Friday posting of the position).
Extending The Job Offer:
After SCS has notified the hiring department, via e-mail,
that the salary level has been approved, the department may
extend the job offer. (If the hiring department prefers that SCS
extend the job offer, this must be arranged with the Staffing and
Compensation Specialist when the hire request is submitted to SCS.)
The hiring department, in extending the job offer, may not
exceed the salary level approved by SCS. If the hiring department
finds that further salary negotiations with the candidate are necessary,
the revised salary level must be reviewed with, and approved by, SCS
before any commitments are made to the candidate.
When The Job Offer Is Accepted:
If the job offer is accepted by the candidate, there are important
administrative steps that the Staffing and Compensation Specialist
must coordinate with the candidate to finalize the hiring process.
These steps, which are described in more detail below, include
entering the candidate in the University's information system,
arranging for attendance at New Employee Orientation, and sending a
letter-confirming acceptance of the job offer.
It is the hiring department's responsibility to instruct the
candidate, upon his/her acceptance of the job offer, to contact the
Staffing and Compensation Specialist within one business day of their
acceptance of the job offer. The hire is not final until the candidate
The hiring department is also accountable for notifying the
Staffing and Compensation Specialist, via e-mail, of the candidate's
acceptance of the job offer and if a salary range was originally
identified on the Recruitment Disposition Form for the proposed salary,
the e-mail must include the salary level that was accepted by the
When The Job Offer Is Declined:
If a candidate declines the job offer extended by the
department, it is the hiring department's responsibility to notify the
Staffing and Compensation Specialist via e-mail.
X. COMPLETING THE ADMINISTRATIVE PROCESSES
FOLLOWING THE ACCEPTANCE OF A JOB OFFER New Employee
The Staffing and Compensation Specialist enrolls final candidates
who accept the job offer, and who are external hires, in the first
available New Employee Orientation session upon their employment
with the University.
Close of the Recruitment Process:
Once an individual has accepted a job offer, the Staffing and
Compensation Specialist removes the position from the Staff
Employment Opportunities Listing.
At the close of the recruitment process, SCS sends letters to the
unsuccessful applicants, notifying them that another applicant was
Retention of ispat employees:
In today's competitive business environment it is important to
assess not only the competition but successful organizations realize
the value of employee assessment surveys to create a work
environment that is pleasant, and motivates employees to be
committed and effective performers. Employee assessment has
identified 15 aspects of an organization's work climate that, if positive,
can help retain employees, reduce turnover, and enhance job
performance and satisfaction. Employee Surveys from allows you to
assess employee opinions about the quality of your work climate and
can be used to identify opportunities for improvements. As it is rightly
said that its 16 times better to retain an employee than to recruit a
TheIspat industries Survey is a comprehensive employee survey
tool that assesses all 15 aspects of an organization's work climate:
Employee clearly understands their job duties
and their role within the organization.
Employee/Management Relations Assessment:
Employee relationships with management are
based on trust, cooperation, open communication, and employees
believe management is effective.
Employees value and feel values by their co-
workers and the organization.
Important information is communicated
effectively, and employee believes they have a voice in the
Performance/Reward System Assessment:
Employee performance is fairly evaluated, and
they are adequately rewarded for their contributions.
Career Development Assessment:
Employee is provided with adequate
training/development opportunities to improve their professional skills.
Decision-making, delegation, and coordination
are effective. Innovation: Work methods are innovative and employees
are encouraged to be creative and express new ideas.
Employee and customer needs are valued by the
Employee is encouraged to be a team player and
is provided the support needed to perform effectively.
Quality of Service Assessment:
Employee is proud of the quality of service
provided by their work team and the organization.
Conflict Management Assessment:
Conflicts are handled openly and fairly and
innovative ways of preventing conflicts are used throughout the
Employee is motivated to perform well and
morale is high.
Employee understands the direction the
organization is headed and the organization's vision and goals
ISPAT believes in 4C's
Commitment to assess employee engagement,
Culture to gauge leadership and accountability,
Communications to identify roadblocks to effective management and
Compensation to measure employee perceptions of pay and benefits.
Procedure of ispat employee survey:
Ispat Industries Limited (IIL) firmly believes that health and
safety is one of its prime concerns. It is the company's policy that the
management shall do all that is reasonable to provide a safe and
healthy workplace and make every possible effort to prevent accidents
and minimise health hazards in the company's operations,
maintenance and other plant activities.
To achieve this objective:
IIL will strictly comply with relevant statutory provisions and
adhere to various technical codes and standards.
The company has set up a fire and safety department manned by
qualified professionals who will be closely associated with the day-
to-day operations of the plant, and who will also impart relevant
training to the employees. This will ensure that safe, healthy and
environment-friendly conditions prevail within the company, and
that accidents are prevented.
The company is committed to involving its employees in safety
activities through their active participation in safety committees
meetings, fire drills and safety week celebrations.
The safety performance of each employee will be evaluated at the
time of his or her annual appraisal and career advancement review.
The company will consider safety and health as a primary criterion
in the selection and procurement of plant, equipments and
The company shall impart adequate training to employees to
improve safety within the company.
The company shall periodically assess the status on safety, health
and environment by using various techniques such as safety audits
and risk assessments.
To identify the hazards in the day-to-day operations, we
conduct internal and external safety audits every year. This year, we
conducted internal safety audits through Tata AIG Risk Management
Services and IFFCO Tokyo Risk Assessment Services. An external
safety audit was also held through M/s K R Bedmutha Asso.
Additionally, the company's own officers carry out safety surveys and
inspections at regular intervals.
To check the emergency preparedness, we conduct mock
drills including fire drills at regular intervals.
Increased awareness always helps in accident prevention. To make the
employees aware of the hazards associated with their work, the
company has put up safety instruction boards, posters and slogans at
all key locations.
To make the company a benchmark in industrial safety by achieving
zero accident status through:
Elimination of unsafe conditions and unsafe acts
Training of employees
Raising employee involvement
Employee Involvement in Safety
We firmly believe that safety is a line function and employees are the
key to improving it. We involve employees in safety activities through:
Safety committee meetings
Observance of safety week
To minimise the risk of accidents, the following tools are used:
Sound engineering practices
Personal protective equipment
Work permit system
Safe operating procedures
Compliance with statutory requirements
We firmly believe that safety is a state of mind and that all unsafe
behaviour results from a wrong mindset. Training is the best tool
available to ensure that employees are armed with the proper
mindset. At Ispat, we place great emphasis on safety training. In the
past year, we have conducted 74 training programmes for employees
covering, about 1500 employees.
Safety audits are conducted through external agencies on a yearly
basis and suggestions are implemented immediately. Further, safety
surveys are conducted on a monthly basis by the company's safety
officers and time bound corrective action is taken.
Sound Engineering Practices
The plant layout and design are approved by the factory inspectorate.
The technology used in the plant is the latest and incorporates many
inherent safety measures to safeguard against human errors.
Personal Protective Equipments
To take care of the dynamic risk arising out of the plant activities, we
have provided various Personal Protective Equipments (PPEs) to the
One key accident prevention tool is a permit-to-work system. At Ispat,
we have successfully launched this system. Any non-regular work
carried out in the hazardous areas has to be associated with a work
A work permit will not only fix the responsibilities but also clearly spell
out the precautions required to be taken while carrying out the job.
This has helped us in reducing the rate of accidents.
Safe Operating Procedures
Any plant-related activity is associated with a safe operating procedure
and all the operations staff are required to strictly follow the same.
Safety through Total Productivity Management (TPM)
We have constituted a Safety, Health and Environment Pillar (SHE
Pillar) under TPM and various health, safety and environment-related
activities are carried out under this, with the active involvement of
Safety of Visitors
Visitors are in no way considered different from the company
employees, as far as safety is concerned. No visitor is allowed to enter
the plant premises unless he is escorted by an employee and is
wearing adequate safety gear.
As spelt out in our safety policy, we strictly adhere to the provisions
1. Factories Act 1948
2. Petroleum Act 1934
3. Indian Electricity Act 1910
4. Indian Boiler Act 1923
5. Environment Protection Act 1986
6. Public Liability Insurance Act 1991
7. Motor Vehicle Act 1989
8. Manufacture Storage and Import of Hazardous Material 1989
9. Gas Cylinder Rules 1981.
10. Static and Mobile Pressure Vessel Rules 1981
36 out of 40 departments have remained accident-free
50 per cent reduction in accidents as compared to 2001-02
Accident rate reduced to 1.21 from 3.43 (2001-2002)
Second lowest in accident indices as compared to similar industries in
India (Steel and Power sector)
Human Resource Development Policy
Human capital is an appreciating asset at Ispat Industries Limited. Our
employee skill-sets are our competitive edge along with technological
innovation. Our employee skill-sets differentiate us from our
The objectives of our Human Resources Development initiatives are:
To become the Business Partner, thus, not just acquiring skills to
solve specific problems, but also expanding minds to address
problems and opportunities with a full understanding of cross-
To continue developmental initiatives to harness the total
potential of our human capital.
To make Ispat a learning organization for continued success.