Executive summary:

Ispat was planned with an aim to provide the best and increase

their customer base. Ispat was the member of LNM group. And as such

it came up as Ispat Indo in 1976 in Indonesia as Greenfield site with a

planned production of 65,000 metric tonnes of bars per annum.

Ispat Industries Ltd. is the flagship of the Ispat Group. Its core

competence is the production of high quality steel at its integrated

steel plant, “Geetapuram”, at Dolvi in Raigad district and at

Kalmeshwar in Nagpur district, both in Maharashtra state (India). 

One of the Top 20 Industrial Houses in Corporate India &

Professionally Managed Organization is the 6th largest company in

terms of Fixed Assets. Six manufacturing facilities spread over four

States in India.

ISPAT GROUP OVERVIEW

Set up the world’s largest & most efficient single module sponge iron

(DRI) plant operating at 110% capacity in the first year of operation

itself.

First Indian company to set up a continuous galvanizing line for thin

gauge sheets and a colour coating line for manufacture of colour

coated (steel) sheets. Unique global distinction of marrying latest

technologies in steel-making (thin slab casting technology with the

Conarc. process). Technology-intensive conglomerate.

Clearly a competitive advantage in today's turbulent

employment environment is not achieved easily. Building a stable

workforce takes considerably more than just throwing money at people

or giving them use of a fancy car. There's more involved than just a lot

of aggressive recruiting or strong attention to retention. To achieve

workforce stability, with all its financial and operational advantages,

employers must invest energy in resources in a range of discrete

strategies. When woven together, these various aspects create a

comprehensive model for building and maintaining that coveted

condition of a solid, stable workforce that drives more dollars to the

bottom line.

Milestones

Since its inception, the Ispat Group has been moving from strength to

strength, consistently breaking new grounds and spearheading new

developments in iron and steel. Ispat Industries, the flagship of the

Ispat Group, has taken expansive technological strides to emerge as

one of India’s leading manufacturers of quality steel products. In the

process, the company and its parent Group have achieved many firsts

in the steel sector and swept past a host of memorable milestones.

1952

Mr M L Mittal, the founder chairman of the Ispat Group, begins his foray

into the iron and steel business with the takeover of an ailing rolling

mill in Calcutta, India. The plant is turned around and later sold off.

1953

A combination of technological vision and management leads Mr M L

Mittal to experiment with an electric arc furnace at a steel plant in

Vizag, India. Spotting emerging trends in steel-making technology, he

establishes nine such greenfield plants in India. Soon, he acquires the

necessary licence and takes over TOR Steel.

1974

Mr M L Mittal enters the international steel arena by setting up PT Ispat

Indo in Indonesia. He christens his steel-making Group as ‘The Ispat

Group’. In the Hindi language, ispat means steel.

1980

This decade witnesses a series of acquisitions around the world and

hectic expansion in India. The Ispat Group takes over the Iron & Steel

Company of Trinidad and Tobago, Sidemgical Del Balsar SA, Mexico,

and additional units in Canada, Germany and Ireland. In India, the

Group sets up the first thin gauge galvanised sheet unit, a specialty

mini-mill to make rails and structurals - Ispat Profiles, and a cold

rolling complex at Nagpur.

1985

Nippon Denro Ispat Limited, now known as Ispat Industries (IIL), is

established and it rapidly emerges as the largest manufacturer of

galvanised steel products in the private sector.

1988

To better provide steel solutions to an increasingly sophisticated

marketplace, IIL sets up a highly advanced cold rolling reversing mill,

in collaboration with Hitachi of Japan, to manufacture a wide range of

cold rolled carbon steel strips.

1988

IIL installs a colour coating line – the first of its kind in India – for the

manufacture of pre-painted colour steel sheets.

1994

Business interests within the Ispat Group are demarcated. The eldest

son, Mr L N Mittal continues to manage the international operations

while Mr Pramod Mittal and Mr Vinod Mittal, the younger brothers focus

on steel and other businesses in India.

1994

IIL commissions the world’s largest gas-based single mega module

plant for manufacturing direct reduced iron (sponge iron), at its

Maharashtra-based Dolvi plant. Within three months, the plant exceeds

its capacity of 1 million tonnes per annum (MTPA) of high

quality DRI.

1995

A 1.5 MTPA hot strip mill with Continuous Strip Processing (CSP)

technology is installed at Dolvi. A mechanised multi-functional jetty

situated close to the plant facilitates the automation of raw material

handling.

1998

A world-class integrated steel plant for the production of hot rolled

coils is launched, armed with cutting edge technologies, such as the

Conarc Process for steel making and the Compact Strip Process, both

introduced for the first time in Asia.

2000

The new millennium is witness to the erection and commissioning of a

2 MTPA b last furnace at the Dolvi steel complex in record time.

And the saga has just begun…

Vision

Ispat would like to be a knowledge-based organization that

continuously achieves economic value for stakeholders by optimizing

resources through operational excellence, enabled by technology and

driven by continuous innovation to meet customer satisfaction.

Mission

To attain and maintain market leadership through technological and

product superiority, at a competitive cost, to maximise value-addition.

Recruitment

Recruitment is the development and maintenance of adequate

manpower

Recruitment is an important part of a business' human resource

planning. In all businesses, people are a vital resource - and they need

to be managed as such. The overall aim of the recruitment and

selection process is to obtain the number and quality of employees

that are required in order for the business to achieve its objectives.

Sources: The function of recruitment is to locate the sources of

manpower to meet job requirements and specification. Recruitment

forms the first stage in the process, which continues with selection and

ceases with the placement of the candidate. Recruitment has been

regarded as the most important function of personnel administration.

Unless the right type of people is hired, even the best plans,

organization charts and control systems will be of no avail. A company

cannot prosper, grow, or even survive without adequate human

resources.

Recruitment Purpose

Determine the present and future requirements of the organization

in conjunction with the personnel planning and job analysis

activities.

Increase the pool of job candidates with minimum cost.

Start identifying and preparing potential job applicants who will be

appropriate candidates.

Increase organizational and individual effectiveness in the short and

long-term.

Meet the organization’s legal and social obligations regarding the

composition of its workforce.

Recruitment Process

To be successful, the recruitment process must follow a number

of steps. These are:

Defining the job

Establishing the person profile

Making the vacancy known

Receiving and documenting applications

Designing and using the application form

Selecting

Notification and final checks

Induction

Methods and Techniques of Recruitment

There are types of recruitment method-

Direct Method: The most frequently used direct method is at

schools, colleges, management institutes and university

departments. The organizations have definite advantages through

campus recruitment. First, the cost is low; second, they can arrange

interviews at short not the most ice; third, they can meet the

teaching faculty; fourth, it gives them an opportunity to “sell” the

organization to a large student community seeking campus

recruitment.

Indirect Method: The most frequently used indirect method or

technique of recruitment is advertisement in publications such as

newspaper, magazines and trade journals as well as technical and

professional journals. The choice of media, place and timing of the

advertising and appeals to the reader, all determine the efficacy of

advertisements. A useful advertisement has to give a brief

summary of the job; a summary of the organization covering

product/service, size, type of industry, profitability, expansion

programmes; and an offer of compensation package. The

advertisements should indicate information about the organisation

and the job providing opportunity to the potential candidates to

contact the recruitment office in confidence.

Third- Party Methods: The most frequently used third-party

methods are public and private employment agencies. Public

employment exchanges have been largely concerned with factory

workers and clerical jobs. They also provide help in recruiting

professional employees. Private agencies provide consultancy

services and charge a fee. They are usually specialised for different

categories of operatives, office workers, salesman, supervisory and

management personnel. Internet recruiting is an emerging field and

therefore relatively few corporations have gathered substantive

data at this point. Companies are successfully attracting a high

promotion on-line resumes, even for non-technical positions,

because increasing numbers of job seekers are turning to the

internet.

Internet Recruiting: The internet is playing a more important

role in recruitment. Websites can provide internet users with

information on the type of work the company is involved in and the job

opportunities that are available. Interested parties can respond by e-

mail. This has the advantage of a quick turnaround time and reduces

the amount of paperwork that would normally be associated with

written job applications. Further the internet allows an organisation to

reach a larger and broader range of applicants than traditional

methods. The majority of companies involving in active Internet

recruiting believe that it helps them to attract better quality applicants,

given that internet users tend to better educated and obviously more

computer literate than non-users.

Executive Search

Executive search is a planned, systematic and persistent

campaign designed to determine and evaluate candidates’ proven

ability, with the experience, knowledge, specific skills and the personal

qualities required. It requires detailed knowledge of the industrial,

business and functional areas from which to select a group of potential

candidates. From time-time most employers face a deficiency of a

suitably qualified managerial staff to meet the needs of the growing

organisation. When filling top-level positions, many organisations use

management consulting firms that specialise in the recruitment of

executive personnel. They find and screen candidates, check

references, and present the most qualified candidates. If the search

firm is chosen wisely, company time and money will actually be saved

Assessment and Improvement of Recruiting

The recruitment activity is supposed to attract the right people at

the right time. It is concerned with attracting those whose

personalities, interests and preferences will most likely to be matched

by the organisation and who have the skills, knowledge and abilities to

perform adequately. Apart from looking at qualifications and

experience, other personalities traits like eagerness to learn and adapt,

independence and creativity are just as important. Besides having a

logical and analytical mind, they have to be willing to try and not to be

afraid of failure. Manpower managers must constantly review and

improve methods of recruitment and sources of manpower supply.

However, most managers fail to develop a long-range recruiting

programme through careful assessment. The evaluation procedure

consists of assessing the existing employees in terms of their job

success, determining the sources from which “good” and “poor”

employees come from and that of the method used. Manpower

managers should also attempt to improve their recruitment system.

Further, recruitment activity should be integrated with the human

resource plan of the organization.

Employee Retention

Everyone knows that retaining top talent is essential to

organizational success.

How to succeed in Employee Retention

. To maintain a stable workforce, employers must deliberately

engage in retention activities. These efforts range from re-recruiting

interviews to family activities and individualized compensation

packages. People need to feel wanted, valued, appreciated. They want

to do meaningful work and have some say in how their jobs are

designed, managed, and measured. Today's employees want to be

stable, but are often "chased out" by those who are more concerned

with power and position than with caring for people.

A Changing Work Force and Workplace

Fundamental changes are taking place in the work force and the

workplace that promise to radically alter the way companies relate to

their employees. Hiring and retaining good employees have become

the chief concerns of nearly every company in every industry.

Companies that understand what their employees want and need in

the workplace and make a strategic decision to proactively fulfill those

needs will become the dominant players in their respective markets.

The fierce competition for qualified workers results from a

number of workplace trends, including:

A robust economy

Shift in how people view their careers

Changes in the unspoken "contract" between employer and

employee

Corporate cocooning

A new generation of workers

Baby boomers striking out on their own after hitting corporate

ceilings

Changes in social mores

Life balance

Concurrent with these trends, the emerging work force is developing

very different attitudes about their role the workplace. Today's

employees place a high priority on the following:

Family orientation

Sense of community

Quality of life issues

Volunteerism

Autonomy

Flexibility and nonconformity

To hold onto your people, you have to work counter to prevailing

trends causing the job churning. Smart employers make it a strategic

initiative to understand what their people want and need -- then give it

to them.

Five Strategies for Retaining Employees

Retaining employees and developing a stable work force involves

a two-step process -- understanding why employees leave in the first

place, and developing and implementing strategies to get them to

stay.

Employees leave jobs for five main reasons:

Poor working conditions

Lack of appreciation

Lack of support

Lack of opportunity for advancement

Inadequate compensation

Overcoming these reasons requires the implementation of five distinct

categories of retention strategies:

Environmental strategies create and maintain a workplace

that attracts, retains and nourishes good people.

Relationship strategies focus on how you treat your people

and how they treat each other.

Support strategies involve giving people the tools, equipment

and information to get the job done.

Growth strategies deal with personal and professional growth.

Compensation strategies cover the broad spectrum of total

compensation, not just base pay and salary.

Top Tips for Retaining Employees

To retain their employees, companies should implement the

following best practices:

Hire right to begin with.

Engage in longer orientations with new employees.

Live the values.

Use creative rewards and recognition.

Create annual personal growth plans for each employee.

Consider non-compete agreements.

Recruiter-proof your company.

Make it easy for people to get their jobs done.

Do corporate succession planning.

Conduct exit interviews with employees who resign.

Retaining Key Employees

By focusing on key players who truly make or break your

business, you can get the most leverage from your employee retention

efforts. Retaining key employees requires a five-step process:

Identify key employees and positions.

Know what motivates your key employees on an individual level.

Provide a deferred compensation plan.

Monitor and manage key employee performance.

Review key employees annually.

Using Benefits as an Employee Retention Tool

Employee benefits provide a powerful tool for attracting and

retaining top-notch employees. To design a retention-oriented benefits

program, use the following steps:

Create a benefits mission statement.

Identify your audience and their specific benefits wants and

needs.

Define a benefits budget that fits within the financial constraints

of the company.

Give employees as much control as possible over their benefits.

Communicate the plan.

Creative Rewards and Recognition

Reward people for specific behaviors/results.

Make your rewards program simple and easy to understand.

Get employees involved in designing and running the program.

Make it fun!.

Recruitment Process of ISPAT industries LTD.

Quick Reference - Overview of the Steps in the

Recruitment Process for Staff Positions and Identification of

the Responsible Party

Guidelines

Getting The Job Posted

Advertising

Receiving Applications and Resumes

Screening Applications and Resumes

Interviewing Candidates

Checking References

Requesting The Hire Of The Final Candidate and

Submitting Additional Required Information

Approving The Hire Request

Extending Job Offers

Completing The Administrative Processes Following The

Acceptance Of A Job Offer

I. GETTING THE JOB POSTED

Necessary Paperwork:

To begin the process of recruiting for a vacant position, complete

a Recruitment Action Request (RAR) form for the position to be

posted. All completed RARs must have the necessary signatures based

upon established departmental approved mechanisms. 

In addition to completing a RAR, a Hire and Classification

Justification (HCJ) Form must be completed. 

Confirmation of Posting:

Once a position is posted on the Staff Employment Opportunities

Listing, SCS sends the hiring department contact an e-mail confirming

the position has been posted and provides pertinent information

regarding the recruitment process, including the name of the Staffing

and Compensation Specialist assigned to assist the department with

filling the vacancy.

II. ADVERTISING

All advertising for staff positions must be coordinated with and

approved by SCS, whether it be in a newspaper, in a professional

journal, on an employment website, a List Serve, or some other format.

The Staffing and Compensation Specialist assigned to the

vacancy will advise the hiring department on the most effective

sources for attracting a qualified pool of diverse candidates and filling

the vacancy.

The Staffing and Compensation Specialist will draft the ad and

provide the hiring department with a copy for review and concurrence

prior to placement of the ad.  If the hiring department prefers to draft

the ad, a copy of the draft must be submitted to the Staffing and

Compensation Specialist for review.  The Staffing and Compensation

Specialist may modify the ad to ensure consistency with University

advertising standards and/or to further encourage interest and

response to the vacancy.  All edits made to a draft submitted by the

hiring department will be reviewed with the hiring department prior to

the placement of the ad.

The Staffing and Compensation Specialist will be responsible for

the placement of all ads, unless the selected venue requires a

membership that SCS does not possess.  These types of memberships

typically apply to profession specific associations and List Serves.  In

these cases, the hiring department may place the ad with the venue

after the Staffing and Compensation Specialist has approved the

placement of the ad.

Hiring departments are responsible for paying for employment

advertising for vacant positions in their departments.  SCS will pay for

advertising that is periodically initiated by SCS in order to bring in a

qualified pool of diverse candidates for positions that are found

University-wide and for which there are multiple vacancies (i.e. ads for

Secretary, Executive Aide, Executive Coordinator).

Job fairs are another means of promoting, or "advertising,"

employment opportunities at the University.  Each year, SCS

participates in several comprehensive job fairs organized by external

organizations.  SCS also works with individual GW departments in

conducting job fairs for University positions that are difficult to fill.

Hiring department involvement in a job fair, whether it is

arranged by an external organization or one developed internally, must

be coordinated with SCS.

III. RECEIVING APPLICATIONS AND RESUMES

Resumes submitted online by external job seekers and Employee

Transfer Applications, and accompanying resumes, submitted online by

internal job seekers via the Staff Employment  Opportunities Listing will

be electronically transmitted simultaneously to SCS and the hiring

department.

In order to ensure appropriate applicant tracking, resumes or

applications submitted via mail, fax or walk-in must be submitted

directly to SCS.  Hard copy resumes or applications that a hiring

department receives directly from a job seeker must be forwarded to

SCS immediately upon receipt.  Resumes and applications received by

SCS via mail, fax or walk-in will be forwarded to the hiring department

within one business day of receipt. 

IV. SCREENING OF APPLICATIONS AND RESUMES

Who Is An Applicant:

The hiring department is responsible for screening all

applications and resumes received from SCS to determine if an

individual applying for the vacant position can be considered an

applicant.

An applicant is an individual who submits an application and/or

resume or curriculum vitae to SCS in response to an announced

position and meets the stated minimum qualifications of the

announced position contained in the classification description or job

announcement.

Individuals who do not meet the definition of an applicant may

not be considered a candidate for the position.

Employment Tests:

Applicants for positions requiring typing/keyboarding skills are

required to take the GW-approved typing test, and individuals must be

referred to the Staffing and Compensation Specialist assigned to the

vacancy for administration of the test.

Federal law requires that employment test be job related and

valid predictors of job performance.

Currently, the Department of Human Resource Services only

administers a general typing test.  Any other employment tests must

be approved by the Office of Equal Employment Opportunity and must

be administered by the Department of Human Resource Services.  For

example, if a hiring department wants applicants for an Accounting

Analyst vacancy to create a spreadsheet using Excel as part of the

screening process, the hiring department must consult with the Office

of Equal Employment Opportunity to determine if this test is

appropriate and whether it may be administered.

Who Is A Candidate:

A candidate is an applicant who meets the stated minimum

qualifications for an announced position and receives consideration for

employment by the hiring department.  

Evaluations made in determining who is a candidate must be

based on job-related criteria and departmental needs.

V. INTERVIEWING CANDIDATES

The hiring department is responsible for interviewing candidates.

It is vital that all employment interviews are conducted fairly and

consistently.

All interview questions must be relevant to the performance of

the job for which the candidate has applied.

VI. CHECKING REFERENCES

Required References:

The hiring department is responsible for checking references.

References are a means for employers to validate information

provided by the candidate on their resume and application, and to

obtain information regarding the candidate's work performance. 

References must be obtained for the final candidate if the individual is

an external candidate.  A minimum of two references must be

obtained:  the final candidate's current employer and the individual's

second to last employer.

References are not mandatory for internal candidates.  However,

hiring departments are encouraged to obtain at least a reference from

the internal candidate's current supervisor.

Obtaining Consent From The Candidate:

Consent must be obtained from the candidate to contact his or

her references.  

For external candidates, this consent is obtained via the

Employment Application.

For internal candidates, this consent is obtained via the

Employee Transfer Application.

Obtaining The References:

Discuss with the candidate how best to approach the process, as

each may have a different need for confidentiality.  In particular,

please make sure the candidate has indicated that their present

employer may be contacted before proceeding to obtain references

from the present employer (this information is located under the "Work

Experience" section of the Employment Application and under the

"Current GW Work Experience" section of the Employee Transfer

Application.).

If the candidate has indicated his or her present employer may

not be contacted, please call the Staffing and Compensation Specialist

assigned to the vacancy for advice on handling this type of situation.

Only contact references of the candidate to whom you plan to

extend a job offer, bearing in mind how awkward it might be for a

candidate to have his or her current supervisor contacted, only to be

turned down by the hiring department.  

If the hiring department has any concerns regarding SCS

approval of the final candidate's hire, please discuss the matter with

the Staffing and Compensation Specialist assigned to the vacancy prior

to conducting the reference checks.

VII. REQUESTING THE HIRE OF THE FINAL CANDIDATE

AND SUBMITTING ADDITIONAL REQUIRED

INFORMATION

Receipt of the required documentation in HRS Staffing and

Compensation Services (SCS) is essential to assist in the University’s

compliance with District of Columbia and federal record-keeping

requirements. The chart below identifies the materials that must be

submitted to SCS when requesting the hire of the final candidate.

Please review this chart very carefully as the required documentation

will depend, in some cases, on the method of receipt of a resume

and/or application by a hiring department (i.e. electronic or hard copy).

The chart identifies the minimum required documentation. If a hiring

department wishes to submit resumes and applications to SCS for all

categories of individuals who applied for a position, they may do so.

VIII. APPROVING THE HIRE REQUEST

SCS places a high priority on requests for hire so that job offers

may be extended within one business day, or less, of receipt in SCS of

all required information.  The review process may take longer if the

hiring department does not return the required documentation to SCS

or there is a concern or problem about the hire request.  For example,

questions may arise regarding the individual's qualifications or the

salary requested.

When reviewing hire requests, the Staffing and Compensation

Specialist assigned to the vacancy will review all the documentation

returned as well as the following:

The candidate's qualifications in comparison to others who

applied for the position.

The proposed salary in relation to place in the grade range and

the candidate's qualifications in comparison to the entry-level

(minimum) qualifications.

Departmental salary equity issues.

Institutional salary equity issues.

Prevailing market salaries.

The Staffing and Compensation Specialist then recommends the

approval or disapproval of the hire request, with explanatory

comments.

The Staffing and Compensation Specialist will consult with senior

HRS management, as needed, before providing final notification to the

hiring department on the status of the hire request.

IX. EXTENDING JOB OFFERS

Posting Requirements:

Vacant positions must be posted on the Staff Employment

Opportunities Listing for at least three workdays before the

department can extend a job offer (i.e. the earliest a job offer can be

extended, after the appropriate recruitment process outlined in this

document has been followed, is the Thursday morning following the

Friday posting of the position).

Extending The Job Offer:

After SCS has notified the hiring department, via e-mail,

that the salary level has been approved, the department may

extend the job offer.  (If the hiring department prefers that SCS

extend the job offer, this must be arranged with the Staffing and

Compensation Specialist when the hire request is submitted to SCS.)

The hiring department, in extending the job offer, may

not exceed the salary level approved by SCS.  If the hiring

department finds that further salary negotiations with the candidate

are necessary, the revised salary level must be reviewed with, and

approved by, SCS before any commitments are made to the candidate.

When The Job Offer Is Accepted:

If the job offer is accepted by the candidate, there are important

administrative steps that the Staffing and Compensation Specialist

must coordinate with the candidate to finalize the hiring process. 

These steps, which are described in more detail below, include

entering the candidate in the University's information system,

arranging for attendance at New Employee Orientation, and sending a

letter-confirming acceptance of the job offer.

It is the hiring department's responsibility to instruct the

candidate, upon his/her acceptance of the job offer, to contact the

Staffing and Compensation Specialist within one business day of their

acceptance of the job offer.  The hire is not final until the candidate

contacts SCS.

The hiring department is also accountable for notifying the

Staffing and Compensation Specialist, via e-mail, of the candidate's

acceptance of the job offer and if a salary range was originally

identified on the Recruitment Disposition Form for the proposed salary,

the e-mail must include the salary level that was accepted by the

candidate.

When The Job Offer Is Declined:

If a candidate declines the job offer extended by the department,

it is the hiring department's responsibility to notify the Staffing and

Compensation Specialist via e-mail.

X. COMPLETING THE ADMINISTRATIVE PROCESSES FOLLOWING

THE ACCEPTANCE OF A JOB OFFER New Employee Orientation:

The Staffing and Compensation Specialist enrolls final candidates

who accept the job offer, and who are external hires, in the first

available New Employee Orientation session upon their employment

with the University.

Close of the Recruitment Process:

Once an individual has accepted a job offer, the Staffing and

Compensation Specialist removes the position from the Staff 

Employment Opportunities Listing.

At the close of the recruitment process, SCS sends letters to the

unsuccessful applicants, notifying them that another applicant was

selected.

Retention of ispat employees:

In today's competitive business environment it is important to

assess not only the competition but successful organizations realize

the value of employee assessment surveys to create a work

environment that is pleasant, and motivates employees to be

committed and effective performers. Employee assessment has

identified 15 aspects of an organization's work climate that, if positive,

can help retain employees, reduce turnover, and enhance job

performance and satisfaction. Employee Surveys from allows you to

assess employee opinions about the quality of your work climate and

can be used to identify opportunities for improvements. As it is rightly

said that its 16 times better to retain an employee than to recruit a

new.

TheIspat industries Survey is a comprehensive employee survey

tool that assesses all 15 aspects of an organization's work climate:

Role-Clarity Assessment:

Employee clearly understands their job duties and

their role within the organization.

Employee/Management Relations Assessment:

Employee relationships with management are

based on trust, cooperation, open communication, and employees

believe management is effective.

Respect Assessment:

Employees value and feel values by their co-

workers and the organization.

Communication Assessment:

Important information is communicated

effectively, and employee believes they have a voice in the

organization.

Performance/Reward System Assessment:

Employee performance is fairly evaluated, and

they are adequately rewarded for their contributions.

Career Development Assessment:

Employee is provided with adequate

training/development opportunities to improve their professional skills.

Decision-Making/Coordination Assessment:

Decision-making, delegation, and coordination are

effective. Innovation: Work methods are innovative and employees are

encouraged to be creative and express new ideas.

Relationships Assessment:

Employee and customer needs are valued by the

organization.

Teamwork/Support Assessment:

Employee is encouraged to be a team player and is

provided the support needed to perform effectively.

Quality of Service Assessment:

Employee is proud of the quality of service

provided by their work team and the organization.

Conflict Management Assessment:

Conflicts are handled openly and fairly and

innovative ways of preventing conflicts are used throughout the

organization.

Morale Assessment:

Employee is motivated to perform well and morale

is high.

Direction/Strategy Assessment:

Employee understands the direction the

organization is headed and the organization's vision and goals

ISPAT believes in 4C's

Commitment to assess employee engagement,

Culture to gauge leadership and accountability,

Communications to identify roadblocks to effective management and

Compensation to measure employee perceptions of pay and benefits.

Procedure of ispat employee survey:

Safety Policy

Ispat Industries Limited (IIL) firmly believes that health and

safety is one of its prime concerns. It is the company's policy that the

management shall do all that is reasonable to provide a safe and

healthy workplace and make every possible effort to prevent accidents

and minimise health hazards in the company's operations,

maintenance and other plant activities.

To achieve this objective:

IIL will strictly comply with relevant statutory provisions and adhere

to various technical codes and standards.

The company has set up a fire and safety department manned by

qualified professionals who will be closely associated with the day-

to-day operations of the plant, and who will also impart relevant

training to the employees. This will ensure that safe, healthy and

environment-friendly conditions prevail within the company, and

that accidents are prevented.

The company is committed to involving its employees in safety

activities through their active participation in safety committees

meetings, fire drills and safety week celebrations.

The safety performance of each employee will be evaluated at the

time of his or her annual appraisal and career advancement review.

The company will consider safety and health as a primary criterion

in the selection and procurement of plant, equipments and

materials.

The company shall impart adequate training to employees to

improve safety within the company.

The company shall periodically assess the status on safety, health

and environment by using various techniques such as safety audits

and risk assessments.

Hazard Identification

To identify the hazards in the day-to-day operations, we

conduct internal and external safety audits every year. This year, we

conducted internal safety audits through Tata AIG Risk Management

Services and IFFCO Tokyo Risk Assessment Services. An external

safety audit was also held through M/s K R Bedmutha Asso.

Additionally, the company's own officers carry out safety surveys and

inspections at regular intervals.

Emergency Preparedness

To check the emergency preparedness, we conduct mock

drills including fire drills at regular intervals.

AWARENESS

Increased awareness always helps in accident prevention. To make the

employees aware of the hazards associated with their work, the

company has put up safety instruction boards, posters and slogans at

all key locations.

Mission

To make the company a benchmark in industrial safety by achieving

zero accident status through:

Elimination of unsafe conditions and unsafe acts

Training of employees

Increasing awareness

Raising employee involvement

Employee Involvement in Safety

We firmly believe that safety is a line function and employees are the

key to improving it. We involve employees in safety activities through:

Safety committee meetings

Observance of safety week

Accident Prevention

To minimise the risk of accidents, the following tools are used:

Training

Sound engineering practices

Personal protective equipment

Work permit system

Safe operating procedures

Compliance with statutory requirements

Training

We firmly believe that safety is a state of mind and that all unsafe

behaviour results from a wrong mindset. Training is the best tool

available to ensure that employees are armed with the proper mindset.

At Ispat, we place great emphasis on safety training. In the past year,

we have conducted 74 training programmes for employees

covering, about 1500 employees.

Survey/Audit

Safety audits are conducted through external agencies on a yearly

basis and suggestions are implemented immediately. Further, safety

surveys are conducted on a monthly basis by the company's safety

officers and time bound corrective action is taken.

Sound Engineering Practices

The plant layout and design are approved by the factory inspectorate.

The technology used in the plant is the latest and incorporates many

inherent safety measures to safeguard against human errors.

Personal Protective Equipments

To take care of the dynamic risk arising out of the plant activities, we

have provided various Personal Protective Equipments (PPEs) to the

employees.

Permit-to-Work System

One key accident prevention tool is a permit-to-work system. At Ispat,

we have successfully launched this system. Any non-regular work

carried out in the hazardous areas has to be associated with a work

permit.

A work permit will not only fix the responsibilities but also clearly spell

out the precautions required to be taken while carrying out the job.

This has helped us in reducing the rate of accidents.

Safe Operating Procedures

Any plant-related activity is associated with a safe operating procedure

and all the operations staff are required to strictly follow the same.

Safety through Total Productivity Management (TPM)

We have constituted a Safety, Health and Environment Pillar (SHE

Pillar) under TPM and various health, safety and environment-related

activities are carried out under this, with the active involvement of

plant employees.

Safety of Visitors

Visitors are in no way considered different from the company

employees, as far as safety is concerned. No visitor is allowed to enter

the plant premises unless he is escorted by an employee and is

wearing adequate safety gear.

Statutory Compliance

As spelt out in our safety policy, we strictly adhere to the provisions

mentioned below:

1. Factories Act 1948

2. Petroleum Act 1934

3. Indian Electricity Act 1910

4. Indian Boiler Act 1923

5. Environment Protection Act 1986

6. Public Liability Insurance Act 1991

7. Motor Vehicle Act 1989

8. Manufacture Storage and Import of Hazardous Material 1989

9. Gas Cylinder Rules 1981.

10. Static and Mobile Pressure Vessel Rules 1981

Achievements

36 out of 40 departments have remained accident-free

50 per cent reduction in accidents as compared to 2001-02

Accident rate reduced to 1.21 from 3.43 (2001-2002)

Second lowest in accident indices as compared to similar industries in

India (Steel and Power sector)

Human Resource Development Policy

Human capital is an appreciating asset at Ispat Industries Limited. Our

employee skill-sets are our competitive edge along with technological

innovation. Our employee skill-sets differentiate us from our

competitors.

The objectives of our Human Resources Development initiatives are:

To become the Business Partner, thus, not just acquiring skills to

solve specific problems, but also expanding minds to address

problems and opportunities with a full understanding of cross-

functional linkages.

To continue developmental initiatives to harness the total

potential of our human capital.

To make Ispat a learning organization for continued success.