ORGANIZATION STRUCTURE TRAINING

AT
Bhilai Steel Plant Ltd.

A Report submitted in partial fulfilment of the requirements for the degree of

Master of Business Administration

By

Animesh Sharma
REGISTER NUMBER
256147065
Under the Guidance of

PROF. SREERENGAN V.R. &

Mr. Vikash Chandra

MBA PROGRAMME
SCHOOL OF BUSINESS AND MANAGEMENT
CHRIST (DEEMED TO BE UNIVERSITY), BANGALORE
(Times New Roman, Font Size 16, Centre Alignment, Bold)
 Declaration

I hereby declare that the Organization Structure Training report on XYZ Ltd.,
has been undertaken by me for the award of Master of Business Administration
degree. I have completed this study under the guidance of Prof. Sitaram.

I also declare that this Organization Structure Training report has not been
submitted for the award of any Degree, Diploma, Associate ship, Fellowship or
any other title, in CHRIST (Deemed to be University) or in any other university.

Place: Bengaluru Signature_____________

Date: DD-MMM-YYYY

Certificate by Corporate in Letterhead

 (If available)

Acknowledgement
I am indebted to all the people who helped me accomplish this Organisation
Structure Training successfully.

First, I thank the Vice Chancellor Dr Joseph C C, CHRIST (Deemed to be

University), Bangalore, for giving me the opportunity to do my project.
I thank [Link] Mathew, Dean, [Link] S, Associate Dean, Dr
Sathiyaseelan B, Associate Dean, Dr Mareena Mathew , Head (Main Campus),
Prof. Krishna MC, Head (Central Campus), of MBA programme, School of
Business and Management, CHRIST (Deemed to be University),Bangalore, for
their kind support.
I thank Prof. Sreerengan for his support and guidance during my training. I
remember him with much gratitude for his patience and motivation, but for
which I could not have submitted this work. I wish to express my sincere thanks
to my corporate mentor,
[Link] Chandra, General Manager (HR), Bhilai Steel Plant , for giving me an
opportunity to work under his guidance and successfully complete my training.
I thank my parents for their blessings and constant support, without which this
training would not have seen the light of day.

Synopsis
Body text in Times New Roman, Font size 12, Line spacing 1.5, Left Aligned throughout the
report

Bhilai Steel Plant is a steel manufacturing company, situated in Bhilai, Chhattisgarh,

responsible for being India’s first and largest Indian Plant to produce steel rails, it has been
recognised for it’s high-quality steel products and contributions to various sectors
Chapter 1 highlights the history and the journey of Bhilai Steel Plant, It also details, their
vision, their mission as well as core values.
Chapter 2 will explain in detail how the organisation is structured as well as discuss the
advantages and drawbacks of this type of organisation structure
Chapter 3 provide a detailed overview of the various departments that help the company
function, such as Materials Management, Purchases, Finance, Marketing and Human
Resources, and their different responsibilities as well as how these departments work together
in order to keep the company functional
Chapter 4 will deep dive and discuss the different strengths, weaknesses, opportunities as
well as threats in the context of Bhilai Steel Plant
The last Chapter will include a survey, that will asses the view of managers and non-
managers at Bhilai Steel Plant about the company and how are their views on the company
The Final Chapter will provide an insight across Bhilai Steel Plant’s key result areas, it then
discusses the growth plans and other plans for expansion

Chapter No. TABLE OF CONTENTS Page

 No.
1 INTRODUCTION TO ORGANIZATION
2 ORGANIZATION STRUCTURE
3 FUNCTIONAL DEPARMENTS
4 SWOT ANALYSIS
FUNCTIONAL HIGHLIGHTS ACROSS
5
KEY RESULT AREAS
FINDINGS, RECOMMENDATIONS
6
AND CONCLUSIONS
REFERENCES / BIBLIOGRAPHY

Table LIST OF
No. TABLES Page No.

CHAPTER 1
 INTRODUCTION TO ORGANIZATION

Bhilai Steel Plant is a steel manufacturing company, situated in bhilai, Chhattisgarh,

responsible for being India’s first and largest Indian Plant to produce steel rails, it has been
recognised for it’s high-quality steel products and contributions to various sectors. Bhilai
Steel Plant has been divided into various shop and each shop manufactures various steel
products, such as, from rails and structured mill steel rails, heavy steel beams, angles,
channels, sleeper as well as heavy structured crane, from the universal rail mill, we get both
short and long rails(260 m) and from the rest of the mills, we get products ranging from tmt
rounds, wire rods, plates, plain as well as tmt bars & rebars.

Bhilai Steel Plant, located in Bhilai, Chhattisgarh, is one of India’s largest steel-producing
facilities. Established in the year 1955 with the help of soviet union, it is the main producer of
steel rails, as well as a major producer of a wide steel products such as steel plates and other
steel products, the plant also produces and market various chemical by products from it’s
coke oven and coal chemical plant. Bhilai Steel Plant was the first plant to get ISO:9001 for
it’s quality management in the year 1994

VISION: The vision of Bhilai Steel Plant is to be a well respected and world class
corporation and a leader in the Indian Steel Business, this includes being a leader in quality,
productivity, profitability and customer satisfaction

MISSION: The mission is focus on being economics self-reliance as well as industrial

development. It aims to be a leading steel producer, contributing to India’s economics growth

Core Values: Bhilai Steel Plant prioritizes Quality, Environment, Safety, and People as its
core values, striving for a world-class organization by continuously improving across these
areas. The company focuses on: quality in processes and activities, maintaining a clean and
sustainable environment, ensuring a safe and healthy work environment, and enhancing
employee productivity through development and fostering a positive work culture

Steel Making Process:

In order to start the process of converting raw iron ore and saleable steel, BSP first have to
procure raw materials required in order to convert raw iron into saleable steel, the majority of
the iron ore is procured from Dalli-Rajhra Mines, we also get limestone from Nandani &
Kuteswar, Dolomite from Hirri Mine, & coal from imported sources.

The ores that have arrived at the facility, unload at the ore handling plant, where
bedding/blending, storage and transfer to production units, the raw materials are unloaded in
peripheral yards form where they are transported to open yards of the ore handling plant by
conveyor belt, now the blending methodology used is a process of mechanised stacking and
reclaiming functions.

Next we move onto Coke production, from Coke oven , we convert raw coal into coke, this
will be used as fuel in blast furnace, it’s second function is to recover volatile matter and CO
gas, there are various subsections of coke oven such as CHP-I, CHP-II, Partial Briquetting,
Coke oven Batteries, Coke Sorting Plant, In short, coal is blended, crushed and charged into
coke oven, where it is carbonized in the absence of air.

Coke Oven (source: BSP Master Modex)

Next we move fine iron ore, coke breeze, limestone and other raw materials are mixed to
create a larger mass called sinter, this process happens in the Sinter Plant-III, the sinter is then
crushed cooled and screened in order to further process it in the blast furnace.

We then take the sinter to blast furnace, where we smelt the sinter in order to produce hot
metal, the blast furnace is a core component in the steel making process where iron is reduced
to produce, various material are charged into the blast furnace, we have a bell top charging
system, which ensures controlled and uniform burden distribution, materials are charged from
the top. Preheated air is blasted or blown towards the bottom. Temperatures reach around
2000 deg. Celsius, molten iron is collected at the bottom and the impurities combine with
limestone/dolomite to form slag, which floats over iron. Hot metal is then transported to Steel
Making Shop

Blast Furnace No.8 (Source: Sail)

At BSP, Steel melting shops is where the hot metal from the blast furnaces is converted into
steel, a mix of hot metal, scraps and fluxes are charged into converter, high purity oxygen is
blown, in order to reduce the Cabon content to 2 percent or less in order to convert this hot
metal into steel, then these are then filled in moulds and cooled down.

There are two Steel Melting Shop currently SMS-II & SMS-III, both of these produce
different product with the help of continuous casting, SMS-II produces Slabs, blooms which
are used in plates mills as well as Rails and structural mill.

SMS-III produces Blooms and Billets which are used in Unicersal Rails Mill & Merchant
Mill to produced finished steel products

Different Mills in BSP:

 Rails and Structural Mill
 Universal Rails Mill
 Merchant Mill
 Wire Rod Mill
 Plates Mill
 Bars and Rods Mill
1.
 CHAPTER 2
ORGANIZATIONAL STRUCTURE

Director in
Charge

ED (Projects) ED (M.M.) ED (Works) ED(Finanace) ED (PNA) ED (Mines)

CGM CGM CGM CGM CGM CGM

GM GM GM GM GM GM

DGM DGM DGM DGM DGM DGM

Bhilai Steel Plant (BSP), as a unit of Steel Authority of India Limited (SAIL), operates under
a well-defined administrative structure designed to ensure efficient management and
operational control. At the apex, BSP is headed by a Director (Plant), who reports directly to
the Chairman and Board of Directors of SAIL. The Director (Plant) is responsible for overall
plant performance, strategic planning, and implementation of policies as set by the SAIL
corporate office.

BSP is organized into various functional and operational departments, each led by
departmental heads who oversee specific domains such as production, materials management,
finance, human resources, projects, and maintenance. These departments are further
subdivided into specialized shops or units (e.g., rail mill, universal rail mill, structural mill,
coke ovens, etc.), each managed by shop managers or unit heads.**

Supporting these core functions are administrative departments like personnel &
administration, safety, environment, and quality control, which ensure compliance with
statutory requirements, corporate governance standards, and best practices in safety and
quality. The plant also has dedicated teams for research & development, CSR, and legal
affairs, reflecting its commitment to innovation, social responsibility, and regulatory
compliance.

The organisation follows a divisional structure, organizations are split into divisions based
on specific products, services or geographies. For this reason, this structure is typically used
by large companies that operate in broad geographic areas or own separate, smaller
companies.

Each division has its executive leadership, departments and resources. For example, a large
software company may separate its organization based on product type, so there's a cloud
software division, a corporate software division and a personal computing software division.

This is most useful for larger companies that benefit from organizing their workforce into

relatively independent groups. Businesses using a divisional structure may have one or

more of the following characteristics:

 Selling a wide range of customer-facing product lines

 Offering both businesses-to-customer and business-to-business services
 Advertising to a wide variety of demographics
 Marketing their brand in different geographic locations
 Serving major clients who need individualized attention

Pros of using a divisional structure:

1. Creates more accountability and transparency
2. Gains local competitive advantage
3. Improves company culture
4. Increases offerings efficiently
Cons of using a divisional structure:
1. Costs more to operate
2. Uses economies of scale
3. Encourages rivalries
 4. Fosters silo mentality

CHAPTER 3
FUNCTIONAL DEPARMENTS

Public Relations:
The job of the public relations Department in Bhilai Steel Plant is publicize the events,
activities and maintain a good social reputation with both the public as well as the corporate
sector, The structure of the PR depart is that there are 7 executives as well as 5 non-
executives while they also have external contracts to outside firms, to have some of the work
outsourced, The public relations office is responsible for handling the following.

1. Daily Press Releases

2. Facebook

3. Twitter

4. BSP Homepage

5. Boarding

6. Brochures

as well as they are in charge of handling WhatsApp groups for executives’ position employee
where they get regular updates.

In order to analyse the effectiveness of the article or statement published, they perform a
daily clipping test, in which they collect media mention or clips about your brand, this is used
to determine how many times you brand have been mentioned in print, broadcast, or online
media. The budget allocated for non-contractual work is 1.2 cr. and for contractual work it is
as 1 cr.

the recruitment for this department is rare and some of their work is being contracted or
outsourced. All the personnel are directed to not talk to the public or media, it is mentioned
that, the only personnel who can contact or mention anything to media is the pr department.
In case of a bad press, or any misinformation that is being spread against the company or the
press, the pr department issues a rebuttal in the media they mainly contact with local
newspapers and/or local media, but in case of major news that is affecting the nation, they
also deal with national press.

Material Management (Purchases):

The materials management department is responsible for logistics and handling of materials
required for the plant to run and function on a daily basis. It all start when a department
requests a purchase requisition, in this document the department or shop list the type of
material/product they want as well as the quantity needed, what was the last purchase price
mentioned as well as a list of previous vendors or if they want a particular vendor, from this
we can discuss the different type order the material management department deals with on a
day to day basis, these types of order are open tender, limited tender, proprietary tender, or a
open tender single order,

In a brief explanation, open tender is open to all the vendor in the vendor base, the limited
tender is open to the list of vendor given by the shop or the department, and in a proprietary
tender, the department or shop gives a single oem manufacturer from which they prefer their
products, the after that a reverse auction is held, in which the lowest bidder is given the
tender, if the vendor is unable to fulfil the tender, then either when providing the contract
there is an LD clause which is then charged on them, this also happens in the case the vendor
informs that the shipment will be delayed, if the vendor defaults, then the department issues
the tender to the second lowest bidder, and the differential is then recovered from the first
vendor.

Once the shipment is ready, it is then shipped to BSP through the help of Balmer Lawrie,
another PSU, which helps the Bhilai Steel Plant procure the materials, after the shipments
arrive, they arrive and are kept in stores, where they have inspection officer, who check the
quantity and quality of product, if the products meets the standard, then it taken by the
department that ordered the product/material.

Contract Labour Cell (HR):

Bhilai Steel Plant is massive PSU, and a labour intensive one too, hence they a department
which specifically tackles the problem of contract labour, this start with a department issuing
a requirement of labour, they provide the number of labour the duration they are required for,
then through their contractor base, they hold a reverse auction, and the lowest bidder if given
the contract, then the labour are then given wages on the no. of days they have attended as
well as their daily wages, varies on the basis of if they are skilled unskilled, semi-skilled or
highly skilled. There is also a distinction if they work above or underground. The attendance
right now is taken on a manual basis through registers, which can then lead to biases between
the labourer and later on to dispute between the labourer and the contractor with bsp being
the primary employer in front of an arbitrator.

Bhilai Steel Plant is moving towards digital methods to record attendance such face scanners,
these will ensure no bias, and at the moment they do a rigorous checking, by asking the bank
statements of both the labourer as well as the contractor to ensure timely payments, but this is
done on a sample basis as there are 20000 contract labourer and ensuring each and everyone
is humongous task.

Rules and Policy:

Corporate office situated in New Delhi is responsible for majority of the rules and regulations
enforced. There are various rules for example Service rules, Hsl rules, Standing order (Plant),
Standing order (Mines). The majority of personnel are under Standing order, the people who
employed before the year 1980 still follow the HSL (Hindustan Shipyard Limited Rules) but
most of the personnel follow the standing order and these orders varies for the people who
work in the plant or in the mines, these rules also define how leaves are awarded, and how
they can be used. The department also sends recommendation, if the rules are becoming
outdated or if the rules is being employ friendly and management.

Recruitment & Manpower Planning:

Recruitment and Manpower Planning is responsible for recruiting personnel, before any
recruitment is conducted a thorough survey from each department, which lists every
personnel, that is required for every department, there are two types of recruitment, one is
through the normal process and other one is through compassionate employment, after
report/execerise is reported, it is then send to the corporate office for approval, after the
approval, the manpower planning is then released to recruitment who then issues adverts,
thorugh which people apply and after a database screening, a written test is conducted as well
as a skill test and then a final list is composed after which a medical examination
Finance Department:
The finance Department at Bhilai Steel Plant is Split into various different sub-sections, Cost,
Budget, Wage, Store Bills, Projects, Central A/c, CPF, Operations A/c, Concurrence, Raw
Materials A/c, Mines, Cash Section.

All of the above-mentioned department hold a certain function that is crucial for the working
of the company, without even one of these sub-division working properly the company would
go to loss. The first department is the budget department, at the end of year, an exercise is
done, in which every department conducts a through survey of their financial and how much
cost have they bare during the year, this will include buying of new equipment as well as cost
of repairs raw materials, combing all these data we get a rough budget which then send to the
corporate office in order to get the approval, once approved, the budget is then sanctioned
and there are budget code, if anything is bought, the concerned department puts the budget
code in the system, if the bill exceed the budget, then in these types of cases, we have to get
approval from DIC level of authority.

The department ensures timely payment, by paying the bill by 10 days after the arrival of the
bill, in general if they are not able to pay, then they have sensitized the bill and revert the
payment, a daily report is prepared in which all the bill that are left due are sorted since they
have to be given priority in the order of payment.

When a purchase requisition order comes in, it first goes through concurrence, it is the job of
the concurrence department to form contracts which sees the vendor does have the chance to
default by either delay of shipment or providing the wrong goods, in both the cases the
vendor signs a LD clause or a liquidated damages clause which ensure if the vendor does
default he/she will be held liable and hence before the contract begins, BSP asks the vendor
for a security deposit. This will be overviewed by the concurrence department.

The wage department is in charge of issuing of wage of all the employees, it keeps a clear
record of all the employees through SAP and what wages does employee get and that data is
then sent towards the Cash department which will then issue the wages to be sent to all the
accounts.
Cash sections is responsible for issues order of payment to vendor as well as employees, this
will be the section which will be held responsible, so the basic process is whichever section is
passing an entry, in the name of cash section, this help maintain a level of transparency in the
whole accounting system.

Human Resources:
The Human Resource Department is split into two divisions, Central Functions &
Departmental HR, The Central Functions include, Rules & Regulation, Contact Labour Cell
(CLC), RTI, HRIS, EPMS, Executive Cell, Industrial Relations, Recruitment & Manpower
Planning.

RTI or Right to Information department is responsible for solving any query or question,
posed to the company by an outside authority. They are given the responsibility to follow
through the questions that are asked by public and appeal. The HRIS stands for Human
Resource Information System, is a software that is sued by companies to manage and
automate core HR processes, including payroll, benefits, administration, time & attendance as
well as employee data, it also includes punishments posed to employs, for example deduction
in salary will be shown here, that will be forwarded in through with payroll.

E-Sahyog is a one stop solution for employee where they can check and apply to loans, perk
options, filing income tax, salary slip, hospital booking, furniture allowance etc.

EPMS or Executive Performance Management System is an in-house software developed by

SAIL, all executives have to record their Key Performance Areas in the online PMS within
the stipulated time period, All executives have to record their Key Performance Areas in the
online PMS within the stipulated time period, a performance diary to be maintained online to
keep a record of key information related to performance. The reviewing officer can view the
performance diary of the concerned executive.

Executive Cell is in charge of handling the promotion or disciplinary action of the all the
executive in Bhilai Steel Plant, they also are in charge in case if someone wants to change
their personal details in system. Executive Cell also oversees the human resource officer by
acting as their HR officers.

Industrial Relations is in charge of handling making a peaceful working environment inside

the Bhilai Steel Plant. They coordinate with various other outside factors such as police,
unions, etc. In case, if there is going to be a strike held they are in the forefront to resolve the
conflict and offer a peaceful solution. IR is in the forefront in order for the Plant to not shut
down in case of a strike.

Then we come to enquiry cell, the responsibility of this cell is to arbitrate or oversee the
disciplinary cases, HR will send the cases to enquiry officer and HR will represent the
company and the employee to who against the complaint is filled can either accept the
charges or fight it by providing sufficient proof in order to revoke the charges filled against
him. If the Charges are proven right then those are then sent towards the concerned
departments disciplinary officer who will then lay the punishment onto the accused.

The Central Functions are restricted to one area, but on the other hand Shop or Department
HR are generalist who are supposed to know the basic of every topic mentioned above in
order to correctly help their concerned employees

Marketing and Sale:

The Marketing & Sales function is managed primarily through SAIL’s Central Marketing
Organisation (CMO), which is responsible for the marketing and distribution of the plant’s
diverse steel products across India and in export markets. The CMO operates a robust
nationwide network of regional and branch offices, stockyards, and authorized dealers,
ensuring that BSP’s products reach a wide range of customers, from large institutional buyers
to smaller clients in remote locations. The marketing process begins with the CMO gathering
market intelligence, customer requirements, and sales forecasts. Orders are then routed to the
plant’s Branch Sales Officer (BSO), who coordinates with production units to check product
availability and schedule dispatches. All departments are linked through a Management
Information System (MIS), which facilitates real-time communication and efficient order
processing. The marketing team also works closely with the production and quality control
departments to ensure customer specifications are met and delivery timelines are maintained.
Customer satisfaction is a key focus, with mechanisms such as the Customer Satisfaction
Index (CSI) and Key Account Management (KAM) in place to enhance responsiveness and
service quality

Projects:
The Projects Department at BSP is responsible for the planning, execution, and monitoring of
technical and capital projects within the plant. This includes formulation of project proposals,
procurement of necessary inputs, coordination of trials and experiments, and comprehensive
data analysis. The department works in close collaboration with production, materials
management, and finance to ensure projects are aligned with plant objectives and completed
within budget and time constraints.

Communication within the Projects Department and with other departments is structured and
systematic. Project progress is regularly reviewed, with updates shared among stakeholders
through formal meetings and reports. The department also liaises with the Research &
Development Centre for Iron & Steel (RDCIS) for technological support and with external
vendors for procurement and specialized services
 CHAPTER 4
SWOT ANALYSIS

SWOT Analysis of Bhilai Steel Plant

Strength

 Market Leadership and Legacy:

BSP is India’s first and largest producer of steel rails and a major supplier of wide
steel plates and structural steel, making it a flagship unit of SAIL and a market leader
in its segment.
 Diverse Product Portfolio
The plant manufactures a wide range of products including rails (up to 260 meters),
heavy beams, angles, channels, TMT bars, wire rods, and chemical by-products,
catering to various sectors like railways, construction, and defence.
 Quality Certifications and Awards
BSP holds multiple ISO certifications (9001, 14001, 45001, 50001, SA:8000) and has
won the Prime Minister’s Trophy for Best Integrated Steel Plant eleven times,
reflecting its commitment to quality, safety, and sustainability.
 Strong Social and Economic Impact
As a major employer and economic driver in Chhattisgarh, BSP has contributed
significantly to regional development, providing comprehensive benefits to
employees and supporting local education, healthcare, and infrastructure.
 Technological Collaboration and Modernization
Established with Soviet collaboration, BSP has continued to modernize its operations,
including the commissioning of new blast furnaces and adoption of energy-efficient
technologies.
Weaknesses

 Aging Infrastructure and Environmental Impact:

Some plant facilities are based on older technology, resulting in higher emissions and
energy consumption compared to newer steel plants. Environmental and health
impacts have been noted, with a need for further modernization and mitigation
measures.
 Limited Portfolio Diversification:
Compared to private sector competitors, BSP’s product portfolio is less diversified,
making it vulnerable to fluctuations in core product demand.
 Raw Material Constraints:
Limited control over captive mines and raw material sources can lead to supply
disruptions and higher input costs.
 Capital Utilization and Bureaucratic Processes :
As a PSU, BSP sometimes faces inefficiencies in capital allocation and slower
decision-making due to bureaucratic procedures, which can affect responsiveness and
competitiveness.

Opportunities
 Expansion and Modernization:
Ongoing modernization projects, such as the commissioning of new blast furnaces
and adoption of advanced technologies, can boost capacity, efficiency, and
environmental performance
 Growing Domestic and Export Demand:
With India’s infrastructure and railway expansion, there is increasing demand for
high-quality steel products, offering BSP opportunities to expand its market share
 Product and Market Diversification:
Developing new grades of steel, value-added products, and exploring export markets
can help BSP reduce dependency on a few core products and customers.
  Sustainability Initiatives:
Investing in green technologies, waste heat recovery, and energy efficiency can
improve environmental performance and align with global sustainability trends.

Threats
 Intensifying Competition
Private sector steel producers with modern plants and diversified portfolios pose a
significant competitive threat, especially as regulatory barriers reduce and the market
liberalizes.
 Raw Material Price Volatility
Fluctuations in the prices and availability of iron ore, coal, and other inputs can
impact production costs and profitability
 Regulatory and Environmental Scrutiny
Increasing environmental regulations and expectations for sustainability may require
significant investment and operational changes.
 Operational Inefficiencies
As a PSU, BSP faces challenges such as overstaffing, strong trade union presence,
and rigidities in workforce management, which can limit productivity improvements
compared to private competitors
 CHAPTER 5
FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT AREAS

1. Key Result Area of Bhilai Steel Plant:

1.1. Product Quality and Innovation

1.2. Productivity and Operational Efficiency
1.3. Customer Satisfaction
1.4. Profitability and Cost Management
1.5. Safety and Health
1.6. Environmental Sustainability
1.7. Employee Development and Engagement
1.8. Technological Advancement
1.9. Corporate Social Responsibility (CSR)
1.10. Compliance and Governance

2. Manpower Planning:
Manpower Planning is a crucial function of every organisation; it involves strategically
forecasting and managing the supply of human resources to meet and organisation’s
current and future needs. Before recruitment happens, an exercise if followed for a
duration of 5-6 months in which extensive study of manpower or lack of manpower is
done, where each and every department send a memo with how many manpower is
needed in order to sufficiently run the department, with a list of qualification required for
the post. This list is then sent to the corporate office, which approve a certain no. of new
recruits as well as a initial budget, both of these are then forwarded to the recruitment
department.
3. Working Time Policy:
 4. Financial Information:

As of 31st march 24 As of 31st march 23 % of Total (2024)

Assets

Current 9398.77 7269.86

Non-Current 26545.18 26924.78

Liabilities

Current 5473.42 5039.85

Non-Current 2931.50 4260.76

Total Revenue

External sales 30702.12 28667.66

Inter segment sales 2417.64 1693.79

Total Revenue from ` 30361.45

sale of products

Operating Profit / 3548.54 954.33

(Loss)

Source: SAIL Annual Report

The financial data for Bhilai Steel Plant indicates a robust asset base, with current assets
standing at ₹9,398.77 crore and non-current assets at ₹26,545.18 crore in the latest period,
reflecting stability and long-term investment in infrastructure and operations. On the
liabilities side, current liabilities amount to ₹5,473.42 crore, while non-current liabilities are
at ₹2,931.50 crore, suggesting a healthy balance between short-term obligations and long-
term debt.
In terms of revenue, the plant achieved external sales of ₹30,702.12 crore and inter-segment
sales of ₹2,417.64 crore, contributing to a total revenue from product sales of ₹30,361.45
crore. This demonstrates strong market demand and effective sales strategies. Notably, the
operating profit has shown significant improvement, rising to ₹3,548.54 crore from ₹954.33
crore in the previous period. This substantial increase in operating profit highlights enhanced
operational efficiency, better cost management, and potentially improved market conditions.

Overall, the financial performance of Bhilai Steel Plant reflects solid asset management,
prudent liability control, and a marked improvement in profitability, positioning the company
well for future growth and sustainability.

2.1 Ratio Analysis

Types of Ratios:

1. Liquidity Ratio: This ratio assesses the company’s capacity to meet its short-term
debt obligations. A higher liquidity ratio indicates that the business maintains a
strong cash position, reflecting its ability to readily cover immediate liabilities.
Current Ratio = Current Assets / Current Liabilities
The current liquidity ratio of BSP is 1.717
2. Profitability Ratio:

[Link] System
For non-executives:
At Bhilai Steel Plant, the performance appraisal system for non-executives (excluding mines)
is designed to ensure uniformity, accountability, and objective assessment of employees. The
appraisal is conducted annually and is based on two main parameters: performance and
attendance. Performance is evaluated across nine key indicators: job performance (output),
job knowledge and skill, multi-skill utilization, conduct and behaviour, punctuality and
availability, innovativeness, cost and quality consciousness, initiative and leadership, and
housekeeping and safety consciousness. Each parameter carries a specific weight, and both
the Reporting Officer and Reviewing Officer assign marks, the average of which determines
the Total Factor Score. Attendance is graded separately based on the number of days present
in the year. Final grades-Outstanding, Good, Satisfactory, Poor, or Very Poor-are assigned
based on combined scores, and these grades are crucial for promotions and upgradations. The
system also includes provisions for counselling and job rotation for consistently low
performers, ensuring continuous improvement and alignment with organizational objectives.

For Executives:
The executive promotion policy at Bhilai Steel Plant (BSP), as part of SAIL, is structured to
ensure a transparent, objective, and merit-based advancement for executives. Promotions are
typically conducted on an annual basis, with the exception of certain grades where
promotions may occur twice a year. There are two types of promotion, 1. Promotion within a
cluster of scale of pay/grade, 2. Promotion between clusters of scales of pay/grade.

The Final Rating of the “Executive Performance Management System” provides

categorisation of executives in terms of different level of performance, the following credit
points shall be adopted:

Promotion Within Cluster ‘A’

For Promotion from E-1 to E-2 grade : An executive in E-1 scale will be promoted to E-2
scale on acquiring 140 Credit Points based on his/her appraisal ratings.

Provided that the executive will be promoted to E-2 scale only after completion of four (4)
years in E-1 grade relaxable by a maximum of 3 months, which shall include the one year
training period as Management Trainee but not later than completion of five (5) years of
service in E-1 grade.
For Promotion from E-2 to E-3 : An executive in E-2 grade shall be considered by the
Departmental Promotion Committee (DPC) for promotion to E-3 grade; subject to following:

a) The executive is having minimum of 3 years‟ service in the E-2 grade.

b) He/she possesses a minimum qualification of Graduation/Diploma in Engineering or

equivalent.

Promotion Between Clusters:

The main basis for promotion is the Average Credit Points (ACP), which are calculated from
performance appraisal scores over previous years. Other factors considered include
qualifications, length of service, and interview performance. For some grades, a mandatory
online test and training are also required. Executives with high performance or high potential
are chosen in the month of June of every year, this list is rotated and training and career
advancement plan will be prepared for such executives. This list comprises of executives in
E-3 and above grades and having a min ACP of 45 over the last five appraisal years.

Executives with Low Potential, similar to the list with high potential executives, a list with
low potential is also prepared, this list includes executives in E-3 and above grades and
having an ACP of 21 or less over the last five appraisal year
 CHAPTER 6
FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

In order to find out the views of managers at various levels and non- managerial staff, I
created a simple survey for the both the parties, that was then filled out while interviewing
with the different departments. During this periods, I have talked to various people at varied
positions, I have two separate surveys one for managerial positions and one for the non-
managerial positions. The survey was conducted and each applicant was given the form to fill
and they were asked questions to which they had to answer on the basis of 1 to 5, where 1 is
the lowest and 5 is the highest.

The following is the result of that survey:

The above is a few examples of questions asked in the survey for the managerial position
holders. Through this survey I understood the challenges and opportunities faced and given to
these personnel, through this survey I have talked to manager at various levels, from general
to assistant.

For Non-managerial Positions:

Conclusion:

Using the above survey as our database, we can conclude that for the manager’s perspective,
the company has given a clarity on goals as well as have a system of inter departmental
communication. Both of these include with support from top management & various career
opportunity growth makes BSP a very employee friendly company to work at. While there is
a problem of resource allocation as well as having way too much manpower as compared to
private players

On the other hand, for the non-managerial staff the working conditions are high as well as
strict adherence to safety protocols, pooled along with friendly and approachable supervision
and job security, while the salary and benefits and a lack of correct training adequacy as well
as welfare facilities shows a miss balance in the benefits given to non-managerial staff.

Both managerial and non-managerial employees view Bhilai Steel Plant as a stable and
supportive workplace, with strong job security, effective communication, and a positive work
culture. Managers particularly value the clarity of organizational goals and the opportunities
for career growth, while non-managerial staff appreciate the safety standards and job security.

However, there are areas for improvement. Managers would benefit from greater resource
allocation and decision-making autonomy, while non-managerial staff seek better
compensation, more comprehensive training, and improved welfare facilities. Recognition
and reward systems could also be enhanced for non-managerial employees to further boost
engagement and satisfaction.

In summary:

Bhilai Steel Plant is seen as a reputable and reliable employer, but continued focus on
resource development, compensation, and employee recognition will help sustain and
enhance employee satisfaction across all levels.
REFERENCES/BIBLIOGRAPHY
(APAformat)
APPENDIX
(If any)