Jindal Saw Limted - Commercial Functions Internship Report

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Jindal SAW Ltd. Formerly known as SAW PIPES LTD Belong to USD $ 16.5 billion O.P. Jindal Group.

Jindal Saw Limted - Commercial Functions Internship Report

  1. 1. Commercial Functions Internship Report By: Harsh v. Singh 1
  2. 2. PREFACE The blend of learning and knowledge acquired during my practical studies at the company is presented in this Report. In the modern era, expert knowledge and specialized technologies will become part of our day to day life, which will further increase the need of Practical knowledge in education to enter in actual world. The rationale behind visiting the Jindal Saw Limited Company and preparing the Report is to study the Jindal Saw limited basics, history and development in the Steel sector. The Internship Report starts with the basic concepts of steel, history and also covers the general information of the Jindal Saw Limited Company; its functional departments such as , HR & ER, Administrative, PPC, Procurement and Stores, Supply Chain Management, Financial and Accounting, etc. The information presented in this Internship Report is obtained from sources from Company Personnel, Company Websites, kotaksecurities.com, sharekhan.com, other Websites, and Company Reports, Other management Literature. 2
  3. 3. ACKNOWLEDGEMENT Any accomplishment requires the effort of many people and there are no exceptions. The report being submitted today is a result of collective effort. There are innumerous helping hands behind it who have guided me on my way. At the first outset, I would express my sincere and heart-full gratitude and appreciation to all those who have actively taken keen interest in my Commercial Functions Internship and making my experience successful. I’m deeply and extremely thankful to Mr. Anurag Shrivastava, P r es id e nt – J S L, M u nd r a O pe r at io n ; w h o h a s s h o w n g r e at s ig n if ic a nc e i n de v el o pi ng yo u ng t al e nt l i k e me a nd s u pp o r t ed to perform my Commercial Functions Internship. I am also grateful to all Head of the Departments (HOD’s) for providing me several data, figures and services as well as sharing their experience with me and teaching me different techniques implementing in industry. I’m thankful to my college; Garden City College for creating such an opportunity for the students to broaden their skills. I am gratified with their efforts. I appreciate the Guidance and Mentoring given by Mr. V K Singh, HOD– Stores wh o h as h e l p e d m e t o pe r f o r m internship and be familiar to the practical aspect and uses of theoretical knowledge and clarifying the career goals. Lastly, I’m heartily thankful to each and every person of the staff of various departments and down the line in Jindal Saw Limited, who has directly or indirectly helped me during my Internship. If I’ve missed anyone, I want to acknowledge the humble request for forgiveness and I would like them to know that without their support there would have a lot of difference in the task. 3
  4. 4. Declaration I, Harsh V. Singh student of Garden City College, Bangalore; hereby declare that the project work entitled “Commercial Functions Internship” submitted to the HR & ER Department is a record of an original work done by me under the guidance of all Head Of The Departments (HOD’s). And this report work has not been performed on the basis for the award of any Degree or diploma/associate-ship/fellowship and similar project if any. The entire Data’s, Figure’s and information belongs to Jindal Saw Limited. This Report has not been previously examinations/Institutes/Universities. Date: 31-01-2013 Place: Village: Samaghogha, Paragpar – Mandvi Road, Taluka Mundra, Distt. Kutch, Gujarat – 370415 submitted for any Signature Harsh Singh 4
  5. 5. INDEX Sr. No. 1. 2. 3. 4. 5. Particulars Introduction of Company About Jindal Saw Limited Jindal Saw Limited Profile Corporate Social Responsibility Corporate Governance Page No. 7 10 13 17 23 6. 7. 8. 9. Milestone Marketing Human Resource & Employee Relation (HR & ER) Integrated Management System (IMS) 31 33 44 60 10. 11. 12. 13. 14. Information Technology (IT) Administration Health, Safety And Environment (HSE) Occupational Health Center (OHC) Civil (Maintenance’s ) 133 193 207 281 295 15. Projects 305 16. 17. 18. 19. 20. 21. 22. 23. Production, Planning & Control (PPC) Purchase (Procurement) Stores Quality Scrap Management Dispatch Logistics Accounts 312 329 342 370 376 394 401 413 5
  6. 6. Industry Outlook The Indian Pipe Industry – gaining momentum Indian steel pipe industry has taken great strides in last few years. In order to gain more profit from investment, domestic enterprises constantly improve their production capacity as well as product quality, but with various adverse factors created by the international financial crisis, increased price of upstream raw materials and contracted downstream demand, the overall situation and price movements have become a cause of concern. Most steel pipe manufacturers in India supply their products to oil & gas companies, both domestic and overseas. Pipe companies currently have a strong order book from their domestic and overseas clients. The demand scenario till the mid of 2008 was looking promising for the pipeline industry. The US has a large oil & gas pipeline network. Of this, over half the network is more than 30 years old and needs replacement. West Asia also account for a large demand for pipelines since it is the main source for crude oil in the world and there are number of projects related to exploration and production (E&P) activities. Oil & gas companies operating in West Asia prefer Indian pipe manufacturers to others because of the cost competitiveness arising out of close proximity and lower cost of production of Indian vendors. On the domestic front too, India, like many other countries, aims to be selfsufficient in oil & gas products. At the same time, there is growing demand for oil & gas products from the Indian middle class, whose income levels have risen in recent times. Currently, natural gas accounts for only 8.5% of India's total energy requirement and this figure is expected to increase to 24% over the next few years. Higher demand for oil & gas products will require good infrastructure for distribution across the country. Even the city gas distribution system is at a very nascent stage in India (confined to certain pockets of a few cities) and will only expand in coming years. It is expected that India's pipeline network will almost double in the next 5 years. 6
  7. 7. Introduction Jindal Organization The $12 billion Jindal Organization in one of India’s largest business groups, ranked fourth amongst the Top Indian Business Houses in terms of assets. Established in 1970 by Mr. O. P. Jindal, the organization has expanded and diversified into varied business areas in a planned manner, thereby ensuring the creation of a synergistic foundation for its various business ventures. The Jindal Group was founded in 1952 by steel visionary Shri O. P. Jindal, a firstgeneration entrepreneur who started an indigenous single-unit steel plant in Hisar, Haryana. The Organization’s manufacturing facilities are spread across 13 plants at ten pivotal locations in India, with two plants situated in USA. Presently the group has manufacturing outfits across India, US, UK and Indonesia and mining concession in Chile, Bolivia, Indonesia & Mozambique and marketing representative's offices across the globe. The Organization has always been Technology-driven, leveraging its tech strengths as the bedrock for its diversified product portfolio. Yet, despite the diversity, the focus at Jindal has always been steel. From mining of iron ore to the manufacturing of value added steel products, Jindal has a pre-eminent position in the flat steel segment in India and is poised to emerge as a major global player, with it’s the flat steel segment in India and is poised to emerge a major global player, with its overseas manufacturing facilities, and its strategies manufacturing and marketing alliances with global majors. Within the Jindal Organization, people have always played a key role. The organization has consistently picked highly experienced technocrats and skilled professionals from a variety of disciplines. Today, the Jindal Team comprises one of the most coveted talent pools of technological acumen available in the country. The Knowledge base and hands-on expertise of this Team has enabled the Organization to put up large scale projects in record time. 7
  8. 8. The core team of the group comprises the founder's four sons who manage group companies: Mr. Prithvi Raj Jindal Mr. Sajjan Jindal  Jindal Saw Ltd.  JSW Steel Ltd.  Jindal SAW USA , LLC  JSW Energy Ltd.  Hexa Securities & Finance Company  JSW Holdings Ltd. Ltd.  JSW Infrastructure & Logistics  IUP Jindal Metals and Alloys Ltd. Limited  Vijaynagar Minerals Pvt. Ltd.  S V Trading Limited  Jindal Praxair Oxygen  Jindal ITF Ltd. Company Ltd.  JSoft Solutions Ltd.  JSW Building Systems Ltd. Mr. Ratan Jindal Mr. Naveen Jindal  JSL Stainless Limited  Jindal Steel & Power Limited  PT Jindal Stainless, Indonesia  Jindal Power Limited  JSS Steelitalia Ltd.  Jindal Petroleum Limited  Jindal Stainless Steelway Ltd.  Jindal Steel Bolivia S.A.  art d'inox: Austenitic Creations  Jindal Shadeed Iron & Steel Private Limited LLC.  arc: Jindal Architecture Limited  Jindal Africa Pty. Investments  Parivartan City Infrastructure Ltd. (Pty) Ltd.  Jindal Cement  Jindal Power Trading Company Limited 8
  9. 9. The technology-driven group employs over 50,707 people across the globe. Shri O. P. Jindal over the years built a reputation of integrity and dynamism and his four sons are today continuing with his rich legacy. Now headed by Smt. Savitri Devi Jindal, the group is still expanding, integrating, amalgamating and growing across sectors around the world. 9
  10. 10. About Jindal SAW Limited Jindal SAW Ltd. Formerly known as SAW PIPES LTD Belong to USD $ 16.5 billion O.P. Jindal Group, the forerunners of the steel, stainless Steel Industry and Pipe Industry and one of the country's topmost industry houses and the foremost indigenous steel producers and exporters. Mr. P.R. Jindal promoted Jindal SAW Ltd. in the year 1984, when it became the first company in India to manufacture Submerged Arc Welded (SAW) Pipes using the internationally acclaimed U-O-E technology. It was the time when country was importing most of its high-grade steel line pipe to meet the growing requirement of Oil & Gas Sector Companies in India both for their Off-shore and on-shore Line Pipes Projects. Jindal SAW LTD. is in a commanding position in India’s tubular market, being the undisputed leader with a turnover in excess of Rs. 7500 Crore. With integrated facilities at multiple locations and an ever expanding market opportunity, Jindal SAW Ltd. has diversified from a single product company to a multi-product company, manufacturing large diameter submerged arc pipes and spiral pipes for the energy transportation sector; carbon, alloy and stainless steel seamless pipes and tubes manufactured by conical piercing process used for industrial applications; and Ductile iron (DI) pipes for water and wastewater transportation. Besides these, the company also provides various value added products like pipe coatings, bends and connector castings to its clients. Therefore, has evolved itself into a preferred and reliable Provider of Value, in all its Business. JSL is the First Indian Line Pipe manufacturing Company to have an in-house, world class NACE Laboratory. The first Company to have manufactured 100% seam radio-graphed pipes, boiler quality pipes for high pressure and high temperature application, the first to have manufactured Connector casing Pipes, the first to have ISO 9001 Certification for Quality Management System. ISO 18001 (OHSAS) Certification for Occupational Health and Safety Management System. Quality is embedded in the grains of JINDAL SAW LTD. The fact that Jindal SAW has accreditation to ISO-9001, ISO 14001 and 10
  11. 11. ISO18001 through world renowned Certification Agencies – DNV, is indicative that quality in JINDAL SAW LTD. starts with quality of thoughts, quality of action and quality of people, who ultimately achieve the quality product i.e. Completely Satisfying and strictly in-accordance with the Customer Specification/Requirement. JSL manufactures line pipes in-accordance with API, DNV, Shell & Petrobras specifications and all other major national & international standards & specifications. The combined capacity of all the three LSAW pipe manufacturing mills: one located at Kosi Kalan and two located near Port Mundra; is over 10 Km’s of pipes per day and 750,000 tons per annum. On a very ideal size of pipe, the capacity can go up to 850,000 tons per annum. Over the years Jindal SAW has continued to gain the confidence and trust of its stakeholders - from employees, associates, shareholders and people whose lives have benefitted by the company's Endeavour’s. With its vision of sustainable development firmly in place, Jindal SAW has played a leading role in developing livable cities across the world - that in turn has helped transform the lives of people staying in them. Ensuring timely transportation of oil, gas and water, Jindal SAW helps residents and organizations in numerous cities function efficiently. The pipes produced by the company are energy efficient, reduce dependence on fossil fuels, and help conserve natural resources like water. At the very core of Jindal SAW is imprinted the conviction of never being content with the success attained and it is constantly striving for newer horizons. New boundaries, new challenges and new opportunities keep the company driven to surge ahead. Venturing forward into different areas of businesses with Jindal ITF, a subsidiary of Jindal SAW, the company is making rapid progress in urban services sectors with:   Water, Wastewater and Solid Waste Management Domestic Transport and Logistics 11
  12. 12.  Transportation Equipment Fabrication Having identified the immense potential offered by these sectors for the future, JITF has diversified into five business verticals in these areas: JITF Ecopolis, JITF Aquasource, JITF Vector, JITF Shipyards, and Jindal Rail Infrastructure. Our Vision: "To be the most preferred and reliable provider of value in all our businesses." Core Values:       Integrity. Respect for Individual. Meritocracy. Dynamic Thinking. Creativity & Innovation. Social responsibility. 12
  13. 13. Jindal Saw Limited Profile LOCATION: Registrar & Share Transfer Agent: RCMC Share Registry Pvt. Ltd. B-106, Sector 2, Noida, Delhi NCR City: Noida State: Uttar Pradesh Pin-code: 201301 Tel: 4015880 Fax: 2444346 Registered Office: A-1- UPSIDC Industrial Area, Nandgaon Road, Kosi Kalan City: Mathura District State: Uttar Pradesh Pin-code: 281403 Email ID: investors@jindalsaw.com Web Url: http://www.jindalsaw.com Corporate office: Jindal Centre, 12, Bhikaiji Cama Place City: New Delhi State: Delhi Pin-code: 110066 Email ID: investors@jindalsaw.com Form of Organization: Limited Company 13
  14. 14. Incorporation Date: Year Ending Month: Accounting Year: (AGM)Annual General Meeting Month: 31/10/1984 March 1st April to 31st March September Listing Information: ISIN: NSE Code: BSE Code: BSE Group: Face Value (INR): Market Lot of Equity Shares: Bloomberg Code: Reuters Code: INE324A01024 JINDALSAW 500378 B 10 1 JSAW IN JIND.BO The company forms a part of following indices:  BSE 500 Index (500 Cos)  BSE Capital Goods Sector Index  BSE Dollex Index (200 Cos)  BSE Mid-Cap Index  CNX 200 Index  CNX Metal Index  S&P CNX 500 Equity Index (500 Cos) Listed On: 1. Bangalore Stock Exchange Ltd. 2. Calcutta Stock Exchange Association Ltd. 3. Cochin Stock Exchange Ltd. 4. Delhi Stock Exchange Assoc. Ltd. 5. Hyderabad Stock Exchange Ltd 6. Madras Stock Exchange Ltd., 7. National Stock Exchange of India Ltd. 8. Over The Counter Exchange of India Ltd. 9. The Stock Exchange, Mumbai 14
  15. 15. Organisation Hierarchy Directors Smt. Savitri Jindal Sh. P. R. Jindal Sh. Indresh Batra Ms. Sminu Jindal Sh. Devi Dayal Dr. S. K. Gupta Sh. Kuldip Bhargava Dr. Raj Kamal Agarwal Sh. Ravinder Nath Leekha Chairperson Vice Chairperson Managing Director Managing Director Director Director Director Director Director Sh. H. S. Chaudhary Whole Time Director Company Secretary & Compliance Officer: Sh. Sunil Jain Bankers: State Bank of Patiala State Bank of India Punjab National Bank 15
  16. 16. Canara Bank Axis Bank Calyon Bank HDFC Bank ICICI Bank Ing Vysya Bank Standard Chartered Bank State Bank of Mysore State Bank of Travancore Syndicate Bank United Bank of India Statutory Auditors: M/s N. C. Aggarwal & Co. Chartered Accountant Internal Auditors: M/s Singhi & Co. Chartered Accountants M/s T. R. Chadha & Co. Chartered Accountants 16
  17. 17. Corporate Social Responsibility CSR Policy: Corporate Social Responsibility (CSR) Policy of Jindal SAW Ltd. Corporate Social Responsibility is strongly connected with the principles of Sustainability; an organization should make decisions based not only on financial factors, but also on the social and environmental consequences. Therefore, it is the core corporate responsibility of Jindal SAW Ltd. to practice its corporate values through its commitment to grow in a socially and environmentally responsible way, while meeting the interests of its stakeholders. Jindal SAW Ltd. recognizes that its business activities have wide impact on the societies in which it operates, and therefore an effective practice is required giving due consideration to the interests of its stakeholders including shareholders, customers, employees, suppliers, business partners, local communities and other organizations. The company endeavors to make CSR a key business process for sustainable development. Jindal SAW Ltd. is responsible to continuously enhance shareholders wealth; it is also committed to its other stakeholders to conduct its business in an accountable manner that creates a sustained positive impact on society. Our company is committed towards aligning nature; and has adopted eco-friendly policy in place. Besides regular updating, effluent management and energy efficiency, the company also undertakes plantation drives around its units. As a corporate entity, the company is committed towards sustainability. Ongoing dialogues with shareholders provide valuable approach with an objective that each business decision takes into account it’s social and environmental impacts and plans. Providing independence and dignity to people with reduced mobility is also a key concern of the company. Svayam, a CSR initiative of the company is headed by Sminu Jindal Charitable Trust. It 17
  18. 18. has been engaged in making various public places accessible to all especially the elderly and the disabled. This initiative aims at not only generating awareness about the trials and tribulations of reduced mobility challenged populace (that includes the elderly, expecting mothers, mothers with new born babies as well as toddlers and the physically challenged) but also mould public and policy makers opinion in favour of public private participation in providing and executing accessibility solutions. Svayam aspires to make India barrier free and provide universal access to all. Despite having been around for a relatively few years Svayam has taken the lead to make the public places universally accessible and barrier free to all. Svayam was recently awarded the National Tourism Award of Excellence jointly with ASI for making the World Heritage Site of Qutub Minar in New Delhi as Most Accessible & Disabled Friendly Historical Monument. Having been afflicted by reduced mobility as a result of an accident at the age of 11 that made the founder of Svayam - Sminu Jindal wheelchair bound physically, she did not allow her spirit to be chained. On the contrary it added wheels to her spirit, which egged her to take life head on. Guiding Principles: Jindal SAW Ltd. is vigilant in its enforcement towards corporate principles and is committed towards sustainable development and inclusive growth. The company constantly strives to ensure strong corporate culture which emphasizes on integrating CSR values with business objective. It also pursues initiatives related to quality management, environment preservation and social awareness. To attain its CSR objectives in a professional manner and integrated manner, the company shall: 18
  19. 19.  Undertake proactive engagement with stakeholders to actively contribute to the socio-economic development of the periphery/community in which it operates.  Using environment friendly and safe processes in production.  Create a positive footprint within the society by creating inclusive and enabling infrastructure/environment for livable communities.  Ensure environmental sustainability by adopting best ecological practices and encouraging conservation/judicious use of natural resources.  Work towards mainstreaming the marginalized segments of the society by striving towards providing equal opportunities and making meaningful difference in their lives.  Focus on educating the girl child and the underprivileged by providing appropriate infrastructure, and groom them as future value creators. Assist in skill development by providing direction and technical expertise to the vulnerable thereby empowering them towards a dignified life.  Emphasize on providing basic nutrition/health care facilities with special focus on establishing health centers for the mother and child as well as the elderly.  Facilitate water conservation by reducing water consumption at the plants and taking up rain water harvesting projects.  Create a business value chain which is sustainable – environmentally + socially + economically.  Promote an inclusive work culture.  Work towards generating awareness for creating public infrastructure that is barrier free, inclusive and enabling for all including the elderly and the disabled.  Create positive awareness towards the need to adopt measures that lead towards reducing carbon footprints, dependence on fossil fuels and promote alternate energy approaches. 19
  20. 20.  Promoting the well being and development of employees and their families through an inspiring corporate culture that engenders good values.  Employee participation is an important part of developing responsible citizenship. Our company encourages and motivates employees to spend time volunteering on issues of their interest.  At the time of national crisis, as a company it is imperative for us to respond to emergency situations & disasters by providing timely help to affected victims and their families. Svayam Dignity for people with reduced mobility Jindal SAW Ltd. proudly supports Svayam - An initiative of S.J. Charitable Trust. Jindal SAW Ltd. continues to support Svayam, which has set an exemplary pace in not only creating awareness but also in motivating various civic and government agencies to take the necessary steps in making public infrastructure accessible and inclusive for all. Svayam reaches out to all stakeholders by way of seminars, workshops, free training sessions, presenting papers at various international forums and sharing the learning from various experiential projects it is involved in. Svayam articulates mobility needs of people to government bodies like Ministry of Urban Development, Ministry of Tourism, Ministry of Social Justice and Empowerment etc and to society at large to ensure that each one of us thrives in an inclusive and barrier free environment. Svayam was founded by Ms. Sminu Jindal, MD Jindal SAW Ltd. She devotes extensive time, resources and energy to realize Svayam's mandate of providing wings to people with reduced mobility. Her single-minded dedication to the cause has not only given it the right impetus but also influenced policymakers to incorporate steps to meet the rising demands of 'inclusivity for all'. 20
  21. 21. Svayam has been working across India towards making tourism infrastructure including different modes of transportation accessible to a diverse group of users especially the elderly and the disabled and in the last few years it has managed to stir a change. Here are some of Svayam's achievements:         Svayam has helped Delhi Transport Corporation to make 1400 BusQueue-Shelters across Delhi accessible and worked with Public Works department (PWD) and New Delhi Municipal Council (NDMC) to build accessible sidewalks, where none existed. Svayam has evaluated the pilot BRT system which has been running since 2007 and has shared the inputs with the Ministry of Transportation. Svayam has developed a blue print to enhance accessibility for the new capital region outside Ahmedabad and has shared the same with The State of Gujarat. Svayam works closely with the Archeological Survey of India (ASI) to make world heritage sites in India such as Qutub Minar & Red Fort in Delhi and Taj Mahal in Agra accessible and work is underway on other sites. Svayam is also a member of the core committee of the Ministry of Tourism working towards enhancing accessible tourism in India. On an invitation from the Ministry of Urban Development Svayam has been a part of the Ministry’s Core Committee to help them bring about Uniformity in the Standards on Accessible Environment for India in the light of best practices from around the world. Also, currently Svayam is undertaking audits of the Central Government buildings across India for the Ministry of Urban Development. Svayam has been invited by the Bureau of Indian Standards (BIS) to review and revise their existing standards on Functional Requirement in Buildings to ensure they are accessible for all. In an Endeavour to promote an inclusive society, Svayam won the bid for the 13th TRANSED (International Conference on Mobility and Transport for Elderly and Disabled People) at Transport Research 21
  22. 22. Bureau of the United States of America where the other contenders were Germany and South Africa. The conference which has been hosted in 11 countries so far including UK and the USA is scheduled to be held in New Delhi, India on September 17-21, 2012. AWARDS AND RECOGNITIONS    National Tourism Award of Excellence by Ministry of Tourism, Govt. of India for making the World Heritage site Qutub Minar in New Delhi as the most accessible & disabled friendly historical monument. National Tourism Award for the ‘Best Maintained & Disabled Friendly Monument’ for Red Fort in 2011 Svayam’s poster titled “Accessible Public Road Transportation System” was adjudged the Best Poster under the theme “Design guidelines, case studies, manuals, best practices.” at TRANSED conference, Hong Kong in June 2010. DISABLILITY AWARENESS AND SENSITIZATION WORKSHOPSTRAINING AND ADVICACY ACTIVITIES INITIATED BY SVAYAM    Svayam conducts regular lectures, trainings and simulations with trainee government school teachers in the Teacher Training Institutions of SCERT (State Council for Educational Research & Training). Svayam has been invited by Ministry of Tourism to conduct weekly training sessions at IHM, Pusa to sensitize budget hotel owners on the issues of accessibility under the capacity development program of the Ministry. To sensitize drivers and conductors of Delhi Transport Corporation on serving passengers with disabilities, Svayam joined hands with AICB to conduct training and simulating sessions and trained their master trainers. Svayam has conducted workshops in Architecture College at Jaipur, Rajasthan. 22
  23. 23. Corporate Governance Jindal SAW Ltd. firmly believes that the essence of corporate governance is based on the following key aspects: Integrity & Fairness The management's freedom should be exercised within a framework of checks and balances. Accordingly, the Company will conduct its affairs in a manner that ensures fairness to all stakeholders, both internal as well as external. To this end, the Company has formulated ethical standards and evolved processes and methodologies that prevent the misuse of power and facilitate fair and effective management. Code of Conduct Company has evolved the following code of conduct for its Directors and senior management: FOR BOARD OF DIRECTORS AND SENIOR MANAGEMENT OF JINDAL SAW LTD. As per sub clause I (D) (i) of the revised Clause 49 of the listing agreement with the stock exchanges relating to Corporate Governance, Board of Directors of the Company is required to have a Code of Conduct to be followed by all the Board Members and Senior Management of the Company. For this purpose, the term “Senior Management” shall mean personnel of the Company who are members of its core management team excluding the Board of Directors. Normally this would comprise all members of management one level below the Executive Directors including all functional heads. In other words Executive Directors (non Board members), Senior Vice Presidents/Vice Presidents and other functional heads will fall under the purview of this Code. As per sub clause I (D) (ii) of the Clause 49 of the listing agreement the Board Members and the Senior Management shall affirm compliance with the Code 23
  24. 24. on an annual basis. The Annual Report of the Company shall contain a declaration to this effect signed by the Chief Executive Officer. This Code will also be put on the Company’s web site. In pursuance of the said Clause, the Board of Directors of the Company in their meeting held on January 25, 2005 approved the Code of Conduct which has become effective w.e.f. January 25, 2005. A copy of the Code of Conduct as approved by the Board of Directors is provided hereinafter. THE CODE OF CONDUCT FOR DIRECTORS AND SENIOR MANAGEMENT This Code of Conduct will provide Directors and Senior Management of JINDAL SAW LTD. (the Company) general guidance on the standards of conduct expected of the Directors and Senior Management including guidelines on conflict of interests. Within the Company there are other policies/procedures, which complement or support this Code. Board Members and Members of Senior Management will; • Exercise the care, diligence and skill of a reasonably prudent person under comparable circumstances. • Ensure to enhance and maintain the reputation of the Company. • Strive to contribute toward the growth, stability and service that the Company seeks to provide to its consumers, members, stakeholders and society in general. • Conduct themselves in a professional, courteous, and respectful manner at all times. • Make available to and share with fellow Directors all information as may be relevant to ensure proper conduct and sound operation of the Company. COMPLIANCE WITH LAWS The Company’s Directors and Senior Management shall comply with all the applicable provisions of laws and regulations of the countries in which the company operates. 24
  25. 25. Company’s Directors and Senior Management shall contact Company’s legal counsel in case they have questions regarding applicable laws. No Director or Member of Senior Management shall commit or condone an illegal act or instruct another employee, etc. to do so. Directors and other Senior Management are expected to be sufficiently familiar with any legislation that applies to their work, to recognize potential liabilities and to know when to seek legal advice. No Director or Member of Senior Management staff shall create or condone the creation of a false record and shall not destroy or condone the destruction of a record, except in accordance with the guidelines laid down in this regard or permitted under any law of the land for the time being in force. CONFLICT OF INTEREST A Director or a Member of Senior Management has an actual conflict of interest when he is performing a duty or function of the position and in the performance of that duty or function has the opportunity to further his or her private interests. There is an apparent conflict of interest when a reasonably well-informed person could perceive that a Director’s or Member of Senior Management’s ability to perform a duty or function of the position was or will be affected by the Directors’ or Member of Senior Management’s private interest. The Company depends upon the integrity of all the Directors and Members of Senior Management who have knowledge of a decision or activity of the Company that involves or might involve a conflict of interest. Directors and Member of Senior Management will perform their duties conscientiously. Every Director and Member of Senior Management must avoid any situation in which there is an actual or apparent conflict of interest that could interfere or could be perceived to interfere with the Director’s or Member of Senior Management’s judgment in making decisions in the Company’s best interests. 25
  26. 26. Every Director and Member of Senior Management shall disclose all the circumstances that constitute an actual or apparent conflict of interest. These disclosures shall be made to the Board of Directors. OUTSIDE BUSINESS INTERESTS Directors and Members of Senior Management should declare their outside business interests at the time of engagement and are required to limit outside business activities to avoid any conflict of interests or breaches of any of the provision of this Code. Notwithstanding any outside business activity, Directors and Members of Senior Management are required to act in the best interests of the Company. CONFIDENTIAL INFORMATION Directors and Members of Senior Management should at all times maintain the confidentiality of all confidential information and all records of the Company, and must not make use of or reveal such information or records except in course of the performance of their duties or unless the documents or information becomes matter of general public knowledge. Similarly, Directors and Members of Senior Management should not use the confidential information obtained through their association or employment with the Company to further their private interests or the private interests of their relatives. Directors and Members of Senior Management using the Company’s computer data base or electronic mail system will be expected to comply with any internal policies and procedures that guide the storage, use and transmission or information through this medium. 26
  27. 27. INVESTMENT IN COMPANY’S SHARES Directors or Members of Senior Management are expected to comply with the Insider Trading Regulations of the Company and/or any other regulations/guidelines regarding investment in the Company’s shares issued, from time to time, by the Securities and Exchange Board of India (SEBI). OUTSIDE EMPLOYMENT Directors or Members of Senior Management may hold outside jobs or engage in modest self-employment activities in their own time, using their own resources, and in a manner not adversely affecting their performance in the Company. However, no Directors or Members of Senior Management may accept work with a competitor, or with any entity that could lead to conflict of interest or a situation prejudicial to the interests of the Company. ENTERTAINMENT, GIFTS AND BENEFITS It is essential to the efficient business practices that all those who do business with the Company as contractors/customers etc. have access to the Company on equal terms. Directors or Members of Senior Management should not accept entertainment or gifts (gifts or entertainment in this clause includes cash, preferred loans, securities or secret commissions), which grant or appear to grant preferential treatment to a potential or actual contractor/customer of the Company. A business relationship with the Company will be conditional on compliance with this Code. Similarly, no Director or Member of Senior Management may offer entertainment, gifts of benefits, in order to secure preferential treatment for the Company. 27
  28. 28. Gifts, entertainment and benefits may only be accepted or offered by a Director or Member of Senior Management in the normal exchanges common to business relationships. PROFESSIONAL DEVELOPMENT The Directors and Members of Senior Management will encourage and support the professional development of the employees of the Company and provide them all necessary assistance and cooperation. ENVIRONMENT AND SAFETY Environmental Protection is a fundamental value of the Company. Directors and members of Senior Management have a crucial role in ensuring that Company’s operations comply with the environmental legislation and standards. Safety must be everyone’s concern. The Company is committed to providing all employees a safe, healthful and harassment free workplace and to ensuring safe and respectful work practices and conditions Directors and Members of Senior Management has both a legal and a moral responsibility for the safety and the protection of the environment. PATENT AND DISCOVERIES Directors and Members of Senior Management are often engaged in various forms of research or problem solving for the Company. The product of their efforts produced within the scope of their employment belongs to the Company, whether the product was concluded while actually at work or not. Such products include computer programs, technical process, inventions, research methods, reports or articles, and any other form of innovation or development. Directors and Members of Senior Management shall maintain 28
  29. 29. confidentiality of these kinds of knowledge/patents and will not put the same to personal use. USE OF THE COMPANY’S PROPERTY Directors or Members of Senior Management must not misappropriate the Company’s property for personal use. Directors and Members of Senior Management are entrusted with the care, management and cost-effective use of the Company’s property, including the use of Company’s name, and should not make use of these resources for their own personal benefit. Directors and Members of Senior Management should ensure that all the Company’s property assigned to them is maintained in good condition and should be able to account for such property. Directors and Members of Senior Management may not dispose of the Company’s property except in accordance with the guidelines for this purpose. RESPONSIBILITY The Company is determined to behave, and to be perceived, as an ethical corporation. Directors and Members of Senior Management must adhere to the standards described in this Code of Conduct. WHERE TO SEEK CLARIFICATION Any Director or Member of Senior Management requiring any clarification regarding this Code of Conduct may contact Company Secretary. Transparency & Disclosure The Company believes that transparency means that all the policies, decisions and actions are clearly explained to those to whom the Company is responsible, in particular, those who are affected by such policies, decisions 29
  30. 30. and actions. Accordingly, such transparency is implemented through proper disclosures, at the same time ensuring that the Company's strategic interests are not jeopardized. In practice, this is achieved through strong MIS, robust internal controls, an active audit committee and strict adherence to procedures by the Board of Directors. Accountability & Responsibility The executive management of the Company is accountable to the Board of Directors, which in turn is accountable to shareholders and other stakeholders, including customers, employees, vendors, creditors, and to society and the general public at large. The Company also believes that high levels of accountability are ensured by vesting decision-making powers at appropriate levels of the organizational hierarchy. Hence, empowerment is an integral part of the Company's philosophy of corporate governance. At Jindal SAW Ltd., the principle of corporate governance is based on two core aspects:   The management must be given the executive freedom to drive the Company forward, towards its goals, objectives and vision, without undue restraints. This freedom of management must be exercised prudently within a framework of effective accountability. Shareholders/Investors Grievance Committee For Jindal SAW Ltd. all stakeholders are of critical importance and Company reaches out to all stakeholders to make appropriate disclosures at regular intervals and take all necessary steps for an expeditious remedy of any of their grievances. The Company has a Shareholders/ investors Grievance Committee to specifically look into any complaint of shareholders/ investors and deals with all issues relating to investors grievance, including transfer of shares, non-receipt of dividends, issue of duplicate shares etc. The Company also has a special cell for investors who have fixed deposits with Company to address all their queries and attend to all their grievances. 30
  31. 31. Milestone 1984 : Founded in 1984. 1986 : Commissioning of first and only UOE Pipe Mill manufacturing LSAW Pipes in Kosi Kalan, India with a capacity of 250,000 M.T P.A, located about 1200 Km’s from nearest west coast port of India. 1988 : API Line Pipe production commences. 1989 : First order for ONGC casing Pipe completed. Three major offshore projects awarded by ONGC under 1992/93 : international competitive bidding - Italian and Japanese being L2 and L3 bidders. Seamless Pipes and Tubes Division commissioned at Nashik & First 1994 : Coating plant commissioned at Kosi Kalan. 1995 : Received first export order 1998 : First Induction bending plant commissioned at Kosi Kalan 2000 : Commissioning of second LSAW pipe manufacturing facility as 100% export oriented unit using JCO forming process at Nanakapaya, Mundra to meet the export market with a capacity of 300,000 MT per annum close to Port Mundra – The first major private port on west coast of India. Internal coating plant commissioned at Kosi Kalan Commissioning of second Coating plant at Nanakapaya – Port Mundra 2002 : Concrete weight coating plant commissioned at Nanakapaya – Port Mundra 2003 : Commissioning of third Coating plant at Samaghogha, Mundra. 2004 : Commissioning of third Pipe mill manufacturing LSAW Pipe using JCO forming process in Samaghogha, Mundra with a capacity of 250,000 MT per annum. 31
  32. 32. 2005 : Commissioning of fourth Pipe mill manufacturing HSAW (Spiral) Pipe at Samaghogha, Mundra with capacity of 150,000 MT per annum. 2005 : Start up of Integrated Pipe Unit Ductile Iron Pipe manufacturing plant of 200,000 capacity along with Blast Furnace of 250,000 MT per annum capacity and a Coke Oven plant. 2008 : Commissioning of fifth & sixth Pipe mill manufacturing HSAW (Spiral) pipe at Bellary - Karnataka and Samaghogha-Mundra with a combined capacity of 390,000 MT per annum. Second Induction bending plant commissioned at Samaghogha, Mundra. 2009 : Commissioning of seventh Pipe mill manufacturing LSAW using JCO forming in Nanakapaya - Port Mundra with capacity of 300,000 MT per annum. 32
  33. 33. Marketing 33
  34. 34. Pricing strategy Pricing of welded steel pipes are very volatile. Pricing of steel depends on several factors. Some of these factors are: 1. Cost factor. 2. Demand factor. 3. Competitive factors. 1. Cost factors: Majorly cost based pricing is adopted in JSL. The method determines the price of a product or service that uses direct costs, indirect costs, and fixed costs whether related to the production and sale of the product or service or not. These costs are converted to per unit costs for the product and then a predetermined percentage of these costs is added to provide a profit margin. Cost based pricing is done by two means. First, present costs of raw material, operational costs incurred and several indirect costs are involved, by calculating these costs the pricing is done. Second, by considering the economic factors and objectives the mark up price is decided. 2. Demand factor: Steel market is very volatile. The pricing is highly dependent on the demand in international market. Since the product is welded steel pipes and is used for conveyance of oil and natural gas, therefore the demand of oil and gas is a major driver of prices. Oil and gas demand and prices are major drivers of prices. When oil and gas companies hold the projects, demand of commodity fluctuates which in turn affects the prices of steel pipes. 3. Competitive factors: Company has to keep an eye on competitor’s price. India In steel pipe sector is facing major competition from many countries like China, Japan, and Korea etc. Dealing in international market with potential competitors is not an easy task. Competition in international market is intense and major business comes from foreign clients. Pricing strategy of competitors plays an important role in such condition. 34
  35. 35. Marketing Strategies Marketing is JSL is well defined. JSL is market leader in SAW pipes. Marketing department in JSL works mainly on two marketing strategies: 1. Personal Selling. 2. Public relations and publicity.  Personal Selling Personal Selling is one of the oldest forms of promotion. It involves the use of a sales force to support a push strategy (encouraging intermediaries to buy the product) or a pull strategy (where the role of the sales force may be limited to supporting retailers and providing after-sales service). It is the personal selling process that allows JSL the greatest freedom to adjust a message to satisfy customers’ information needs. Sales force allows the marketer or seller to communicate directly with the prospect or customer and listen to his or her concerns, answer specific question, provide additional information, inform, persuade, and possibly even recommend other products or services. Personal selling in JSL is used to meet some objectives of promotion in the following ways: 1. Building Product Awareness – Salespeople, especially when selling in steel pipe markets, is to educate customer on new product offerings. In fact, salespeople serve a major role in discussing products with clients. Building awareness using personal selling in very important in business markets. As discussed, the advent of controlled word-of-mouth marketing is leading to personal selling becoming a useful mechanism for introduction customers to new products. 2. Creating Interest – The fact that personal selling involves person-toperson communication makes it a natural method for getting customers to experience product awareness as sales professionals can often 35
  36. 36. accomplish both objectives during the first encounter with a potential customer. 3. Providing Information – When salespeople engage customers a large part of the conversation focuses on product information. Marketing organization provide their sales staff with large amounts sales support including brochures, research reports, computer programs and many other forms of informational material. 4. Stimulating Demand – By far, the most important objectives of personal selling is to convince customers to make a purchase. In The Selling process used to gain customer orders. 5. Reinforcing the band – Most personal selling is intended to build longterm relationships with customers. A strong relationship can only be built over time and requires regular communication with a customer. Meeting with customers on a regular basis allows salespeople to repeatedly discuss JSL’s products by doing so help strengthen customers’ knowledge of what the company has to offer.  Personal Selling Department Structure 36
  37. 37. A shown in the above figure, marketing department mainly works as sales force. The Main emphasis of JSL is on personal selling. Department Structure is like figure shown above and hierarchical. Customers including major. Sales department is divided into two divisions: 1. Export Team 2. Domestic Team Export Team: This team deals with only foreign clients. The main work of these teams is to fulfill the objectives (Given above). In export division, 3 export teams are available. These teams deal geographically. Globe is divided into three sections and each team is given an area and team is responsible for the given territory only. In most of the countries where presently the company is dealing, JSL has its representative territory. The respective export team deals with the client. The three territories defined are: (A) (B) (C) Latin America, Gulf and Middle East. Africa and CIS (Commonwealth of independent states) Rest of the companies. Domestic Team: These teams deal with domestic clients. In Domestic division, 2 teams are available. Working of marketing department: Orders confirmation process is done in two ways. First, through bidding, in this process tenders are floated by clients. Bidding is done by suppliers and slowest price quoted supplier is selected. Mostly, government agencies and institution go for tender process. Government institutions before finagling orders check the credibility of the company. This process includes several checks comprising study of annual report, quality standards being followed and present and past clients etc. Client interaction with management is also a part of building relations with clients. Clients are allowed to visit the manufacturing unit to be aware of the processes. 37
  38. 38. Public Relations: Along with being a successful business entity Jindal Saw Limited has an active sense of social responsibility. As a leading transnational, the Company is committed to being a good corporate citizen wherever the company is engaged in business activities and interests. The company’s Corporate Social Responsibility Programme voluntarily integrates social and environmental concerns into their operations. As a responsibility corporate entity, JSL shoulders many responsibilities. The organization attempts to give its workforce a quality life, a hazard-free working environment, and drive them to a higher standard of living by providing them access to amenities like housing, transportation, medical facilities, schools, and other civic infrastructure. As part of community service, JSL has adopted many villages surrounding the plants. Active volunteers from organization undertake regular literacy drives; organize free health camps, mobile eye-care units and continuously strive to make these villages independent and progressive. Svayam JSL has also undertaken project Svayam under its CSR. The aim of the project is to create “Barrier Free” environment for physically challenged people, who continue to face barriers that prevent them from enjoying full civil, political and development rights. This is Due to ignorance in our society. Vidya Devi Jindal School At, VDJS, a Residential School for Girls, the medium of teaching is the English language. The school provides education that nurtures the traditions of our culture and also absorbs the finer influences of the west. It focuses on all round development of personality and thorough education of girls in order to make them conscientious and responsible citizens. More importantly, the school imparts the right values and norms of behavior, thus helping the girl students enhance their confidence and poise. The school is set in restful and calm surroundings. 38
  39. 39. Distribution Channels Mr. Jindal said JSL aimed to provide a unique experience of buying steel products through branded distribution channels. There are two types of distribution channel - through traders and through clients. Traders act as an indirect channel between the buyer and the seller. Mostly cash transactions take place where traders are involved and accounts to almost 90%-95% of the total transactions taking place. There is no direct dealing with the company as such. Traders either hoard a certain amount as inventory, whereas there can be other situations where they keep zero inventory. The amount kept as inventory is meant for meeting uncertain demand and the trader delivers the product to the end user. In case of zero inventory, the trader regulates the material flow only after receiving from the manufacturer. Inventory can be of standard/fixed size or customized size. Standard size is generally meant for traders whereas clients are provided with customized inventory, suiting their particular demand/s. Traders usually order small amounts, whereas clients purchase in bulk. Direct transaction takes place between the company and the client. Transaction can be in the form of credit or cash basis. Clients of Jindal Saw Ltd. are domestic as well as international. Domestic clients include companies such as Bharat Petroleum, Indian Oil, ONGC, Reliance Petroleum, Reliance Industries, Cairn, etc. International clients include GASCO, PEDEC, PETROCHINA, PETRONAS, Saipem, etc. The company also uses 3rd party logistics. Transportation cost depends on the contract made between the parties. The diagram below shows a direct distribution. There are more number of transactions taking place in a direct distribution which also leads to increase in cost& time. Moreover, it does not offer a customized solution. 39
  40. 40. In case of indirect distribution, through traders, there is less number of transactions taking place which also results in decrease in cost and time. If the trader acts as an assembler, it can offer customized solution to its end-user which is not possible in-case of direct distribution. 40
  41. 41. Product range Large Diameter Pipes (SAW pipes) SAW pipes are used primarily in the oil & gas sectors and accordingly the prospects depend on the pipeline projects in India and abroad. New gas finds from RIL at Krishna Godavari Basin, Cairn Energy at Rajasthan and ONGC would create a huge demand for transportation of these to plant locations. Major investments are planned for distribution and transportation of gas & oil by oil & gas marketing companies in India. Major players who would benefit from such plans would include JSL, Welspun-Gujarat, Man Industries and PSL Ltd. The industry is raw material intensive, with raw material accounting for 65-70% of the total income. The major raw material used for manufacture of SAW pipes are steel plates which are sourced locally and are also imported in order to avail of duty concessions available from export of SAW pipes. It constitutes of HSAW and LSAW pipes. The size range of the LSAW pipes varies between 16 inches - 56inches for outer diameter and up to 50.8 mm of wall thickness. For HSAW pipes it varies between 18 inches - 100 inches for outer diameter and wall thickness of up to 25.4 mm. The combined installed large diameter pipe manufacturing capacity of these facilities is 1,650,000 MT per annum. Ductile iron pipes DI pipe find application in water transportation infrastructure and sanitation projects. Owing to its superior characteristics with respect to tensile strength, ductility, impact resistance, longer life, etc DI pipe replaced cast iron pipe in developed countries in the field of water supply and sanitation and a similar trend is being observed in India. DI pipe is being preferred for new projects due to its superior performance and negligible price difference. The main customers for DI pipes are PWDs (public works department) of State governments, municipal bodies, companies implementing irrigation projects and major contractors. Currently, the major suppliers of DI pipes are JSL and Electro steel Castings Ltd. Port based facility of Ductile Iron pipes located on 41
  42. 42. Western coast of India. For the production of DI pipes they have state of the art facility with latest technology. The installed capacity is of 300,000 MT per annum with latest linings /coatings facilities conforming to National/International standards. Seamless tubes Seamless tubes are used in the oil related as well as non oil related industries. In oil and gas sectors they are used in applications such as line pipes, casing pipe production tubing and drill pipes in oil refineries, petrochemical plants. In non oil sector, seamless tubes are used for various mechanical, structural, chemical and automobile applications. Demand of seamless tubes is mainly dependent on the oil and gas exploration activities. With GOI focus on the self reliance in oil and gas sector, exploration activities have increased many folds. With participation of private players in exploration activities the demand of seamless tubes has also increased significantly. 42
  43. 43. Competitive Advantage U-O-E & J-C-O forming processes This is a special type of process of forming the steel pipes which is only followed by JSL. No other company follows this process. This is a method how the pipes are formed, which give the company an advantage over its competitors. Pricing JSL is believed in giving Value pricing to its customers. Prices for pipes are lowest when compared to its competitors, where as the products are of very good standards. It is considered a value for money. Location advantage Location has a very prominent role in pricing. Manufacturing plant of JSL is located in Mundra in Gujarat which is close to the port. This gives easy access for shipping of material to customers. Quality Standards JSL believes in keeping good quality standards. It follows ISO 9001, ISO14001, ISO 18001 etc which are very high quality standards and internationally recognized. These are few factors which give JSL a competitive edge over other competitors. 43
  44. 44. Human Recourse & Employee Relation 44
  45. 45. Departmental Structure HR Functions GM (HR & ER) AGM- HR •Manpower Planning. •Recruitment •Training &Development •Promotions •Transfer •HR Policy related to all matters •Disciplinary matter •Welfare •School •Bachelor Accommodation AGM-E R •Disciplinary matter •Industrial Relations •Uniform •Time office functions •Contract Cell administration •Pay roll administration •Liaison with labour Dept. •Legal Compliance •Wage & salary administration •Family Accommodation 45
  46. 46. Roles and Responsibility Level HOD – HR & ER AGM -HR Responsibility  Initiating activities related to legal issue of Civil Court, Labour Court, Industrial Tribunal, High Court etc. on behalf of the company.  Liaison with various agencies including local authorities, Revenue Officials, Labour Department, PF Authority, etc.  Processing of all contracts related bills after verifying Labour Law compliance  Effective implementation & maintenance of Integrated Management System in the department.  Planning and providing resources for effective implementation of Integrated Management System systems.  Guiding and motivating personnel for effective follow-up of Integrated Management System documentation with respect to objectives and respective MP.  Communicating Management reviews.  Providing resources for objectives & targets.  Ensuring effective internal communication in HR and ER Departments.  Approval of new objectives and targets in line with Integrated Management policy.  All activities related to training and development.  Initiating activities related to in-house training as well as for deputing employees for External Training programme.  Initiating activities related to disciplinary action.  Co-ordinating activities related to procurement and disbursement of various items related to welfare.  Man Power Planning activities.  Initiating the process of recruitment, promotion and transfer of employees. 46
  47. 47. Level Responsibility        AGM-ER (AMR)              Coordinating school administration through Educational Trust. Monitoring the progress of Objective & Targets Implementation of OCPs/WIs Effective control of record which required for implementation of Integrated Management System in the department. Identifying new objectives and targets. Guiding and motivating HR team for effective implementation of Integrated Management Policy. Identifying environmental aspects and hazards and other requirements for effective implementation Integrated Management System in the department. Providing day to day consumables. Supervising Time Keeping Function for both Staff & Officers. Maintaining records of officers with respect to attendants, leave, shift allowance, maintain LTC record and process the claims. Maintaining record pertains to leave encashment. Maintaining record of OL & Medical Leave of staff. Time Office Administration & compliance of Factories Act and maintain its records. Checking and preparing salary and wage details etc. Preparing legal compliance report for effective implementation of Integrated Management System. Updating legal register. Assisting MR for effective documentation, Implementation and maintenance of Integrated Management System. Communicating non conformities related to Integrated Management Systems. Recording and reporting corrective and preventive actions for identified Non conformities. Assisting MR for performing internal audits as per plan. Monitoring and periodically reporting the progress of Objective 47
  48. 48. Level Responsibility     & Targets. Assisting implementation of OCPs/WIs Maintaining Records required for Integrated Management System. Plant cleanness and plant house keeping Communicating identified environmental aspects and hazards to his subordinates. 48
  49. 49. Process Flow Chart Receive Approved Manpower Requisition From Respective HODs. Find the Resumes from the various Sources. Screening of Resumes as per Requirement. Send the Screened Resumes to respective user department for short listing Plan the interview schedule of short listed candidates and intimate to respective HOD. Followed by completion of interview process. After screening of finalization of compensation package, the selected candidates will be issued with ''letter of Offer''. On going of the new employee with the organization and on successful completion of the training / probationary period, the progress review report is forwarded to the concernd HOD for overall assesment and for the recommendations . HR Department shall initiate the subsequent action of confirmation of service of the employee. Other Activities like Performance Appraisal, Promotion, Transfer, and Disciplinary Action Will Be taken Care by Head Hr&Er Head in Consultation with Concerned HOD. The annual performance of the employees working in IPU is accessed every year by their immediate superior of the concerned department and HOD thru Performance Management System is reviewed by HR&ER department in consultation with unit heads the HR&ER department shall tabulate the recommendation of the HODs and the promotion /increments are released with Management's consent. 49
  50. 50. HOD of Respective Department Identifies Training Needs Of Their Departmental Employees In Performance Appraisal Forms For Staff And Officers And These Forms Are Sent To HR Dept. HR Dept. Scrutinises appraisal forms and tabulates the needs. HR Dept. Inform Training Schedule And On The Basis Of That The Concerned Department Head Is Notified To Nominate The Employee Depending Upon Availability Of Seats. The Nominations Received From Various Departments Are Screened By HR Dept. /Unit Head And Then Is Forwarded To HODThrough Nomination Forms. On Receipt Of Confirmation From HR, Concerned Employee Is Informed About His Nomination Through HOD Who In Turn Confirms His Participation Directly To HRD Dept. HR Dept. Co-Ordinate In-House Training for Employees As Identified In the Last Appraisal HR Dept Maintains and Updates Necessary Records. Records of Any Training (Internal Or External) Imparted To Employees Are Maintained In Training Program Register After Receiving Training Feed Back Form The Concerned Employee. OHS System Awareness Training Module Will Be Provided To The Entire Department. Safety Awareness Training Module Will Be Prepared By HSE Dept. Health Awareness Training Module Will Be Prepared By HR Dept. Core team Members Will Impart Training in Their Departments and Record the Same in the Training Record/ Sheet and Submit the Sheet to MR/ HR Dept. The Schedule for Training Will Be Submitted To MR / HR Dept. from All Departments In Case Of New Recruit, OHS Awareness Training Will Be Covered As A Part Of Induction Training. If The Training Provided Is Not Sufficient, Further Training Is Provided. 50
  51. 51. HR & ER Process Sheet CONTROLS:  As per planning schedule.  Training Requirements.     INPUTS: Based on departmental needs. Training Calendar. All employees required for training. Performance appraisal.       Activities: Competency skill matrix Training need identification Training Planning and communication Execution of training Evaluation of training Effectiveness verification OUTPUTS:  Trained personal  Satisfied departmental needs  Monitoring and Measurement of Processes: - Monitoring the training given to employee’s monthly basis. - Evaluate the training needs for the employees on regular basis Objectives: - To impart 15000 man hours of training in the current year – 100 % compliance is targeted. - 100% compliance to all applicable legal and other identified requirements. - 20% more employees to be cover in IMS Awareness Training. 51
  52. 52. DISCIPLINARY ACTION 1 Purpose: 2 Scope of Application: To initiate disciplinary action against the delinquent employees. To maintain proper discipline of all the employees at JSL (IPU). Procedure: Task Responsibility HR & ER department initiates disciplinary action HOD – HR & ER against an employee either on receipt of complaint from HOD as per the Model Standing Order/Company Rules are made applicable. The disciplinary action proceedings by Standing HOS – HR Order/Company Rules as applicable. The appointment of inquiry officer will be done by competent authority. After approval of competent authority, Enquiry officer HOS – HR will be obtained for proceeding disciplinary action delinquent employee. The enquiry officer will be submitted the proceeding of HOS – HR enquiry with his finding to the competent authority. Competent Authority will approve the findings to take the disciplinary action employee will be recorded in the service record of the concerned employees. If the disciplinary action taken by the company has HOD – HR & ER been challenged by the employee before appropriate Government Authority, then HR & ER Department will initiate Legal proceedings after obtaining of competent authority. VERIFICATION, CORRECTIVE AND PREVENTIVE ACTION: Concerned HOD shall ensure the implementation of the above procedure. In case of any deviation corrective and preventive actions shall be initiated. 52
  53. 53. TRAINING & DEVELOPMENT 1 Purpose: 2 Scope of Application: To impart Training to employees of JSL, IPU, Samaghogha Unit All the employees of Jindal Saw Limited, (IPU) Procedure: Task HOD of respective department identifies training needs of their departmental employees in Performance Appraisal forms for staff and officer and these forms are sent to Hr department. HR Department scrutinizes appraisal forms and tabulates the needs. HR Department inform training schedule on the basis of the above table, the concerned department head is notified to nominate the employee depending upon availability. The nomination received from various departments are screened by HR Department and then forwarded to HOD through nomination forms. On receipt of confirmation from HR & ER Department concerned employee is informed about his nomination through HOD who in turn confirms his participation directly to HR Department. HR Department co-ordinate in-house training for employees as identified in the last appraisal. HR Department maintains and updates necessary records. Specific training if found necessary, is also organized by HR Department in co-ordination with HOD. Records of any training (Internal or External) imparted to employees are maintained in Training programme Register after receiving training feedback from the concerned employee. OHS System awareness training module will be prepared by HSE Department. Responsibility Concerned HOD HOS (HR) HOS (HR) HOS (HR) HOS (HR) HOS (HR) HOS (HR) HOS (HR) HOS (HR) 53
  54. 54. Safety awareness training module will be prepared by HSE Department. Health awareness training modules will be prepared by the HR Department. All departments will be provided with training recording sheet.  Core Team Members will impart training in their departments and record the same in the training record/sheet and submitted to MR/HR Department from all departments.  In case of new recruited, IMS awareness training will be covered as a part of Induction Training. Training Module of IMS awareness will be reviewed once in a year by MR in consultation with QC, HSE, Administration and HR Department for updating the same. HOD – HSE/HR Department Medical officer HOS (HR) Core Team Members & AMR HOS (HR) VERIFICATION, CORRECTIVE AND PREVENTIVE ACTION: Concerned HOD shall ensure the implementation of the above procedure. In case of any deviation corrective and preventive actions shall be initiated. 54
  55. 55. Recruitment, Promotion, Transfer & Performance Appraisal 1 Purpose: 2 Scope of Application: To ensure right person for right job through Recruitment, Promotion, Transfer & Performance Appraisal of employees. Recruitment, Promotion, Transfer & Performance Appraisal of JSL. Procedure: Task Responsibility  The approved manpower requirement is send by HOD of the concerned Department to HR & ER Head accordingly. All other related activities regarding appointment are conducted by HR & ER Head under concurrence.  If the candidate is appointed on probation for a specific period, the recommendation/appraisal after expiry of said period is sending by HOD through HR & ER Head for further necessary action. HR  Other activities like promotion conducts transfer Department/Concer through HR head in consultation with HOD. ned Department  For promotion increment, the Performance HOD Appraisal forms are sent by HOD through Unit Head to HR office for necessary action.  All the employees working at JSL, IPU will be assessed every year by their immediate superior of the concerned Department Head/Superior Officer of the assessment will be conducted by HR & ER department annually. VERIFICATION, CORRECTIVE AND PREVENTIVE ACTION: Concerned HOD shall ensure the implementation of the above procedure. In case of any deviation corrective and preventive actions shall be initiated. 55
  56. 56. WELFARE 1 2 Purpose: Scope of Application: Activities related to Welfare of JSL, IPU Unit employees.  Service Awards & Recognition.  Uniform For Employees Procedure: Task (A) SERVICE AWARDS All the employees putting in long term & sincere effort with JSL (IPU) are eligible for award as per the committee decision. All the eligible employees will be identified as per the stipulated criteria. The requirement of awards/prizes will be informed to purchase department through indent other system. Purchase Department will procure the long term service awards and handover the same to HR & ER Department after approving the quality by HR & ER Department. HR & ER Department will disburse the award to the eligible employees on independent Day/Republic Day every year. Award & Certificate is being issued to the concerned eligible employees for acquiring good performance in their respective area on the eve of Independent Day/Republic Day every year. (B) UNIFORM FOR EMPLOYEES All the regular employees who are working in company eligible for Uniform. HR & ER Department will raise the uniform indent and forward the tabulation of requirement of uniform to Head office. On receipt of uniform it will be verified with the challan/Purchase Order quantity and will be Responsibility HOD (HR & ER) HOD (HR & ER) HOD (HR & ER) HOD (HR & ER) HOD (HR & ER) HOD (HR & ER) HOD (HR & ER) HOS (ER) HOS (ER) HOD (HR & ER) Officer/Executive 56
  57. 57. disbursed to the concerned employees and the concerned will acknowledge the receipt of uniform cloth in prescribed list. In case, the Purchase order for Purchase of uniforms has been released ER Department will certify the receipt of uniform & disbursed accordingly. VERIFICATION, CORRECTIVE AND PREVENTIVE ACTION: Concerned HOD shall ensure the implementation of the above procedure. In case of any deviation corrective and preventive actions shall be initiated. 57
  58. 58. “Observation” Ever since the father of scientific management, Frederick Taylor, and later Peter Drucker started classifying industrial workers and working masses as the real assets of organizations and businesses, the concept of human resources management has gained credence. Today, the human resource department is often the engine room of an organization. It devises, organizes and coordinates everything related to the employees within an organization and the overall workplace. The human resources department plays an important role in attracting, motivating and retaining the most qualified employees. Its structure depends on the size, type and needs of the organization. The HR department structure and HR roles must align with the overall corporate structure and business strategies. Human resource management is responsible for the creation, implementation and interpretation of personnel policy. A policy that is unclear or open to many interpretations can lead to potential discord both internally and externally. It is the duty of HR managers to make certain their policies are clear and enforceable. Their results-based training gives HR professionals the knowledge they need to oversee a company's performance evaluation process. HR managers know the procedures and criteria that produce rock-solid appraisals not easily challenged by disgruntled workers. Conducting effective performance appraisals demonstrates a company's commitment to employee engagement, which boosts corporate image and helps drive profits. 58
  59. 59. The human resources department is a versatile and multi-functional division within an organization. The department is responsible for hiring, employees, training workers, maintaining interoffice relationships and interpreting employment laws. The department works diligently behind the scenes to ensure an organization runs efficiently. When you receive your paycheck at the end of a payment cycle, you can thank your payroll manager for providing you all that information in a simple manner. Of course, if there's an error, that's the person who will receive the brunt of the anger. A payroll manager works within the human resources department of a business and is in charge of handling all payroll duties within the company. Managing a human resource department entails more than simply hiring and firing employees. The human resource department is essential in cultivating organizational development, working with business units to provide services inclusive of training staff, explaining and ensuring employment laws are followed, developing policies and job descriptions, strategic planning, performance management, recruitment and keeping the workplace environment safe. 59
  60. 60. Integrated Management System 60
  61. 61. 61
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  64. 64. Important Instructions This manual defines the Integrated Management System of JINDAL SAW LIMITED (IPU) and is the intellectual property of the organization. Any contents of this manual must not be reproduced / copied unless specifically permitted in writing by the Authorized Personnel. Normative References Integrated Management System Manual briefly describes the Quality system, Environmental performance and General health & Safety established and maintained in the Jindal saw limited (IPU) Standards applicable: ISO 9001:2008, ISO 14001: 2004, OHSAS 18001:2007 Exclusion: QMS ISO 9001:2008 Exclusion to clause references no 7.3 [Design & Development Provision] Design and Development provision does not apply to the activities currently carried out by Jindal saw Limited (IPU) as the products are manufactured in accordance with customer requirements/International standard specifications. If the company introduces this activity in future, the MR shall ensure that relevant policies and procedures are documented & implemented as per requirements of standards ISO 9001:2008, ISO 14001: 2004, OHSAS 18001:2007 Statutory & Regulatory requirement. : Jindal saw Limited (IPU) follows statutory and regulatory requirements to product & Process applies with its latest revisions and amendments and commits to abide by conditions said therein. Jindal saw Limited (IPU) also follows requirements of EMS ISO 14001:2004 and BS OHSAS 18001:2008 Data for the above is updated in Register of regulations 64
  65. 65. Following are the definitions terminology used in integrated management system Integrated management system Requirements‐ Requirements of ISO 9001:2008, ISO 14001:2004 & BS OHSAS 18001:2007 standards Definitions based on the standard of Quality Management system – ISO 9001:2008 Acceptance Criteria Defined limits placed on characteristics of materials, products or services Customer The recipient of a product provided by organization. Calibration Comparison and adjustment to a standard of known accuracy. Control Features A documented method to perform an activity to ensure conformance with specified requirements. Controlled Document Any document which has a unique no. or other identification, issue no., issue date etc. and is stamped “CONTROLLED” in red ink. Concession/ Waiver Written authorization to use or release a quantity of material, components or stores already produced but which do not confirm to the specified requirements. Delivery That point in time and physical location at which the agreed transfer of ownership takes place. 65
  66. 66. Design Acceptance Criteria Defined limits placed on characteristics of materials, products or services established by the manufacturer to ensure conformance to the product design. Documentation Recorded information Defects The non‐fulfillment of intended usage requirements. Grade An indicator of category or rank related to features or characteristics that cover different sets of needs for products or services intended for the same functional use. Inspection Activities such as measuring, examination, testing, gauging one or more characteristics of a product or services and comparing these with specified requirements to determine conformity. Manufacturer An applicant who makes or process products. Manufacturing Acceptance Criteria Defined limits placed on characteristics of materials, products and services established by the manufacturer to ensure conformance to the manufacturing requirements. Nonconformity The non‐fulfillment of specified requirements. Any non‐fulfillment of or deviation from specified requirements of product Result of activities or processes. 66
  67. 67. Process A set inter‐related resources and activities which transform inputs into output. Product Permit/ Deviation Permit Written authorization, prior to production or before provision of a service to depart from specified requirements for a specified quantity or for a specified time. Product Liability Service liability, a generic term used to describe the onus on a producer or others to make restitution for loss related to personal injury, property damage or other harm caused by a product or service. Quality The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. Conformance to specified requirements. Quality Loop Quality spiral conceptual model of interacting activities that influence the quality of a product or service in the various stages ranging from the identification of needs to the assessment of whether these needs have been satisfied. Quality Policy The overall quality intentions & policy direction of organization as regards quality as formally expressed by the top management. Quality Management That aspect of the overall management function that determines and implements the quality policy. 67
  68. 68. Quality Assurance All those planned and systematic action necessary to provide adequate confidence that a product or service will satisfy given requirements for quality. Quality Control The operational techniques & activities that are used to fulfill requirements for quality. Quality System The organizational structure responsibilities, procedures, processes & resources for implementing quality management. The organizational structure, responsibilities, control features and resources needed to manage quality. Quality Plan A document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, services, contract or project Quality Audit A systematic and independent audit examination to determine whether quality activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve objectives. Quality Surveillance The continuing monitoring and verification of the status or procedures, methods, condition processes, products and services and analysis of records in relation to stated reference to ensure that specified requirements for quality are being met. 68
  69. 69. Quality Management Review A formal evaluation by top management of the status and adequacy of the quality system interrelation to quality policy and new objectives resulting from changing circumstances. Reliability The ability of an item to perform a required function under stated conditions for a stated period of time. Specification The document that prescribes the requirements with which the product or services has to conform. Special Process Process, the result of which cannot be fully verified by subsequent inspection and testing of product Supplier Any individual or company that provides materials, products or services to the manufacturer. Critical material Material whose specifications are critical and affect the quality of product. Organization The organization that provides a product to the customer. Traceability The ability to trace the history, application or location of an item or activity or similar items or activities by means of recorded identification. 69
  70. 70. Definitions based on the standard of Environmental Management system ISO 14001:2004. Continual improvement: Recurring processes of enchanting the environment management system in order to achieve improvements in overall environmental performance consistent with the organization’s environmental policy. Corrective action: Action to eliminate the cause of a detected nonconformity. Environment: Surroundings in which an organization operates, including air, water, land, natural resources, flora, fauna, humans and their interrelation. Environmental aspect: Element of an organization’s activities or products or services that can interact with the environment. Environmental impact: Any change to the environment, whether adverse or beneficial, wholly or partially resulting from an organization’s environmental aspects. Environmental management system (EMS): Part of an organization’s management system used to develop and implement its environmental policy and manage its environmental aspects. Environmental objective: Overall environmental goal, consistent with the environmental policy, that an organization sets itself to achieve. Environmental performance: Measurable results of an organization’s management of its environmental aspects Interested parties: Person or group concerned with or affected by the environmental performance of an organization. 70
  71. 71. Internal Audit: Systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the environmental management system audit criteria set by organization are fulfilled. Nonconformity: Non‐fulfillment of a requirement. Prevention action: Action to eliminate the cause of a potential nonconformity. Prevention of pollution: Use of processes, practices, techniques, materials, products, services or energy to avoid, reduce or control the creation. Emission or discharge of any type of pollutant or waste in order to reduce adverse environmental impacts. Definitions based on the standard of Occupational health and safety assessment series addressed in BS OHSAS 18001: 2007. Acceptable risk: Risk that has been reduced to a level that can be tolerated by the organization having regard to its legal obligations and its own OH&S policy. Audit: Systematic, independent and documented process for obtaining “audit evidence” and evaluating it objectively to determine the extent to which “audit criteria” are fulfilled. Continual Improvement: Recurring process of enhancing the OH&S management system in order to achieve improvements in overall OH&S performance consistent with the organization’s OH&S policy. Corrective Action: Action to eliminate the cause of a detected nonconformity or other undesirable situation. Document: Information and its supporting medium. 71
  72. 72. Hazard: Source, situation or act situation with a potential for harm in terms of injury or ill health or a combination of these. Hazard identification: Process of recognizing that a hazard exists and defining its characteristics. Ill health: Identifiable, adverse physical or mental condition arising from and/or made worse by a work activity and /or work related situation. Incident: work related event in which an injury or ill health or fatality occurred, or could have occurred. Note 1: An accident is an incident which has given rise to injury, ill health or fatality. Note 2: An incident where no injury, ill health, fatality occurs may also be referred as “near miss”, “near hit”, “close call” or “dangerous occurrence”. Note 3: An Emergency situation is a particular type of incident Interested parties: person or group, inside or outside the workplace, concerned with or affected by the OH&S performance of an organization. Nonconformity: Non‐fulfillment of a requirement. Occupational health and safety: Conditions and factors that affect or could affect the health and safety of employees or other workers, visitors or any other person in the workplace. OH&S management system: Part of an organizations management system used to develop and implement its OH&S policy and manage its OH&S risks. OH&S objective: OH&S goal, in terms of OH&S performance, that an organization sets itself to achieve. 72
  73. 73. OH&S performance: Measurable results of an organization’s management of its OH&S risks. OH&S policy: Overall intentions and direction of an organization related to its OH&S performance as formally expressed by top management. Organization: Company, corporation, firm, enterprise, authority or institution, or part or combination thereof, whether incorporated or not, public or private, that has its own functions and administration. Preventive action: Action to eliminate the cause of a potential nonconformity or other undesirable potential situation. Procedure: Specified way to carry out an activity or a process. Record: Document stating results achieved or providing evidence of activities performed. Risk: Combination of the likelihood of an occurrence of a hazardous event or exposure and the severity of injury or ill health that can be caused by the event or exposure. Risk assessment: Process of evaluating the risk arising from a hazard, taking into account the adequacy of any existing controls, and deciding whether or not the risk is acceptable. Work place: Any physical location in which work related activities are performed under the control of the organization Customer / Interested Parties: • Customers • Regulating Authorities • Nearby Companies/ localities • Third Party Inspectors • API/SASO 73
  74. 74. Suppliers / Interested Parties: • Suppliers of materials/ products/ parts • Suppliers of Services • Suppliers of Equipments/ machines • Contractors • Various Consulting Organizations 74
  75. 75. Certifications FOR JINADAL SAW LTD. (IPU) OHSAS BS 18001:2007 TUV NORD Baroda EMS ISO 14001:2004 BVC Ahmadabad FOR DI PIPES QMS Certifications – ISO 9001:2008 from BVC Ahmadabad BIS License‐ for DI pipes IS: 8329:2000 from M/s. BIS Rajkot. Kite Mark License for DI pipes ISO: 2531 BSEN: 545 from BSI, UK (London) FOR JCO & SPIRAL: QMS as per ISO 9001:2008 API Monogramming License from API 5L/IS: 3589 FOR COATING QMS as per ISO 9001:2008 75
  76. 76. Strengths of Management Systems The company over all has achieved required levels of consistency of operations and as well necessary controls for environment and safety within short period. Company’s strength includes: → Strong Technical Expertise. → Professional Management. → Well‐Equipped Plant → Trained Manpower → Optimum utilization of man, machine, materials, Methods and Money. → High adherence to requirements/specifications → Positive Work Environment → Health, Safety and Environmental consciousness 1. The company ensures to protect environment during production and maintenance activity. 2. The selection of site, material and methods are ensured to have minimal impact on environment 3. Focused policy for all management systems approved by Managing Director 4. Objectives and targets are derived using all the inputs suggested in different management system standards. 5. Electronic Legal Register has been developed considering detailed requirements of various applicable OHS legislation. 6. “Other Requirements” have been derived and are being finalized. 7. Plant is certified for its QMS as per ISO 9001 Standard & OH&S management system using BS OHSAS 18001 standard. 8. Monthly patrol rounds are conducted in all zones by Safety Officers. Special safety review rounds are conducted using experts from consulting organizations. Additionally, each dept also conducts the safety and environmental patrol round monthly. 9. HSE dedicated magazine “Jaishila” is published annually on the event of 5th June, World 76
  77. 77. 10. Environment Day and the copy is sent to all employees, their families and other stake holders. 11. Hazardous waste is managed with environmentally sound waste disposal practices. 12. All licenses, authorizations, consents are renewed well in time and all the statutory submissions are done much earlier than the legal limits. Special round of legal compliance evaluation has been conducted using professional services to ensure legal compliance to the maximum possible extent. 13. The plant also has one full time Fire officers trained at Fire Engineering College at Nagpur. 14. Additionally a team of fire sentries are deployed all over the Plant for monitoring the hot work permits. The plant has a very good fire safety management system including special fire water reservoirs, fire hydrants system, sufficient no of fire extinguishers backed up by annual maintenance contract for maintaining the extinguishers, fire tender, etc. 15. Top management commitment for all management systems is excellence is quite evident based on the time spent in reviews, number of training programs conducted to create awareness on different management systems. 16. All the incidents are reported, investigated with specific authorized person’s involvement for major cases and CAPA are implemented. 17. The plant has organized visits of OHS core team members to various other JSL plants to study good OHS practices. It has further planned for taking the teams of management and union to visit the OHS best practice plants in India for bench marking purpose. 18. A commitment to environment 19. Committed to environmental sustainability 20. Building an enviable environmental reputation 21. Compliance with standards, codes of manufacturing is adhered during the production of all products at JINDAL SAW LIMITED (IPU) on a regular basis. 77
  78. 78. 22. Monitoring and control product and its characteristics are accomplished mainly through In-process and final inspection/testing. Statically process control data, internal audit results used for process improvement. 23. Equipment and process when newly installed are approved by MD. 24. Preventive maintenance of equipment/machines used for production is carried out to ensure the continued process capability and availability of plant/machinery for production and reduce the impacts on the environment. 78
  79. 79. Procedure for Document Control Purpose: To establish procedure for document control with respect to adequacy assessment, approval, issue, amendment, use of current versions, controls on documents of external origin and management of obsolete documents. Scope This procedure covers the document control activities for:  Integrated Management System Policy  Integrated managements system Objectives  Integrated Management System Manual  Integrated Management System Procedures  Departmental Manuals  Codes and Standards  Equipment Manuals  Other External Origin documents References  Integrated Management System Manual  Master List of IMS Documents  IMS Departmental Manuals  International Standard QMS‐ISO 9001, EMS‐ ISO 14001 & OHSAS BS 18001—Requirements Procedure: Sr. Details Responsibility No. 1. Document control system that controls all documents AM and data that relate to satisfy the elements of International Standard QMS‐ISO 9001,EMS‐ISO 14001 and OHSAS‐BS 18001 shall ensures that : 79
  80. 80. 2. 3. 4.  They can be located.  They are periodically reviewed, revised as necessary and approved for adequacy by authorized personnel.  The current versions of relevant documents are available at all locations where operations could significantly impact the performance of Integrated Management System.  They are legible, dated, readily identifiable and properly stored.  The right document is available at the right time in the right place.  Documents are revised/ updated based on the outcomes of audit results, improvements, changes in base data, legal requirements, etc Documents shall be approved before use, When necessary to update the documents shall be changed and reapproved before issue. Documents shall be identified by suitable headers and/or numbers. Documents/ Procedures under Integrated management system shall include‐  Title  Document number ‐‐‐‐‐‐‐‐Document number will be defined as  Manual‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐JSL/IPU/IMS/MN‐01…  IMS Procedure‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ JSL/ IPU/IMS/PR‐01…  Department Manual‐‐‐‐‐‐‐‐‐‐ JSL/IPU/IMS/DM‐01…  IMS Formats ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ JSL/IPU/IMS/FR‐01…  Version Number Director/Unit Head/HODs MR /AMR MR/AMR 80
  81. 81. 5. 6. 7. 8.  (X.Y) is the Version number  X‐‐‐‐‐ Issue Number (1, 2…..)  Y‐‐‐‐‐‐ Revision Number (0, 1, 2….)  Effective date  Date on which the newly approved document becomes effective.  Signature of Person(s) responsible for preparation and an approval.  The revision status of the documents.  Reason for changes is updated in the MR/AMR amendment history document.  Records shall be maintained according to requirements of their corresponding procedure.  Applicable documents shall be made available wherever required. External Origin Documents, such as equipments MR/AMR manual and standards shall also be controlled through master‐list of documents of respective department. Obsolete versions of documents shall be moved to MR/HODs/User obsolete file after placing new approved documents. Obsolete Documents shall be destroyed/ Deleted. If required to retain, they shall be marked as Obsolete/old and shall be stored in folder having such name. The documents posted on common data centre IT Head (Server Copy) shall be protected for any virus, fire risk, etc by IT department 81
  82. 82. Documents and Records  Master list of IMS Documents  Integrated management system manual  IMS Departmental Manuals  IMS Procedures  List of Records  International Standard ISO 9001:2008, ISO 14001:2004 & BS OHSAS 18001:2007 Effectiveness Indicators  The document control is verified during internal audits.  Any audit issues to be resolved timely.  Implementation of Corrective and preventive actions 82
  83. 83. Process Flow 83
  84. 84. Procedure for Record Control Purpose This procedure defines the methodology for the control of records in order to establish, implement & maintain a procedure for identification, maintenance, storage, protection, retrieval, retention and disposal of records as well as results of audits and reviews. Scope This procedure is applicable to all the activities, services and products of Jindal saw limited (IPU) intended for the control of records in order to demonstrate the conformance to specified requirements and the effective operations of the integrated management system. References  Integrated management system manual  IMS Departmental Manual  International Standard ISO 9001:2008, ISO 14001:2004 & BS OHSAS 18001:2007 Procedure: Sr. No. Details 1. The records shall be maintained as hard copy and or on electronic media. The concerned department shall maintain records in legible & easily retrievable condition during the retention period. 2. Soft Copy records, worksheets shall be stored in computer with restricted access 3. The registers and reports for the records shall be kept safely in cupboards/drawers in such a Responsibility HODS/AMRS/MR HODS/AMRS/MR HODS/AMRS/MR 84
  85. 85. 4. 5. 6. way as to prevent damage, deterioration or loss After the records are no more required (after HODS/AMRS/MR retention period), they shall be destroyed/deleted. Retention period of records shall be decided HODS/AMRS/MR and mentioned in the list of records by originating department following aspects may be considered for deciding the retention period. Records of following category shall be retained:  Regulatory record  Contractual requirements  Record Relevant to track down Performance of the organization  Emergency Response and preparedness The record shall be maintained and made HODS/AMRS/MR available for evaluation to the interested party or his representative, if necessary. Documents and Records             Training Process monitoring Inspection, maintenance and calibration Contractor and supplier Incident investigations Tests for emergency preparedness, Internal and External audits Management review Meetings Communication records Applicable legal requirements, Significant environmental aspects and OH&S hazards HSE meetings, 85

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