August - September 2015

CHANGE TO WIN

vxLr&flracj 2015

Born out of the dream of self reliance for an

Independent India, Steel Authority of India Limited
(SAIL) celebrated the Independence Day with a lot of
fervor and vibrance. Like every year this year, too
was marked by grand celebrations and expressions of
faith in the unity and sovereignty of the country.
Celebrations for the national festival were organized
across SAIL plants and units in the country.
At the corporate headquarter's, for the first time in the
history of the organization, there was a change in the
festivities, with Mr. Sanjay Kumar, Section
Officer, R&I section, Administration department
hoisting the national flag. In the true spirit of for the
people, by the people Mr Sanjay was presented with
a guard of honor.
During the next leg of the programme Director
Finance, Mr Anil Choudhary addressed the gathering
and apprised the SAIL collective of the challenges
before the company. He said that employees are the
biggest asset of the organisation and they have the
power to bring about change for better with their
positive attitude. Referring to the Chinese slow
down he remarked that we must aim to produce
quality products in line with market demand.
During his address, he also emphasized the
significance of benchmarking against competitors
and bring about drastic improvement in technoeconomic parameters.
Director Technical, Mr SS Mohanty enthused the
gathering by reminding them of the rich heritage of

August 2015

SAIL. Speaking about tackling the impending

challenges he said, We must ensure that we
respond and nor react to situations. This way we
will always be able to take better decisions in
interest of the company that will fare well for the
company. He added that any organization is only as
strong as its workforce and advised the collective to
work with greater cohesion and team work. Director
Technical further said that Corporate Office needs to
work in tandem with our plants to ensure ramping up
of Production again as expectations of Stakeholders
is very high from SAIL.
During his address, Director Raw Material and
Logistics, Mr Kalyan Maity emphasized on putting
the phrase, right person for the right job into the
action. He said that SAIL is capable of giving a new
direction to the steel industry, for which he
recommended that we stress on reaping benefit from
our investments, improve in-house R&D and
maximize productivity. He said that all of us must
aim to contribute our best for the company.
Director Commercial, Mr Binod Kumar reiterated his
faith in the capabilities of individual employee. He
said that we must develop an attitude of finishing
off pending jobs on priority so that we can achieve
the best returns out of the investments we have
made. He said that SAIL marketing collective will
work closely with Plants to meet the expectations of
the customers and the market.

August 2015

Later, a vibrant and colourful

cultural programme was presented
by tender aged lovely children of
different age groups who
performed on patriotic songs.
While a group of young kids
marched on the tune of Nanha
Munna Rahee Hoon, a group of
older kids performed on the song
Maa Tujhe Salaam.
Mr. Ashok Messi, Head
Messenger RTI & Personnel
department sang a patriotic song
from 1963 movie Phool Bane
Angaarey that was reminiscent of
the sacrifices of our brave soldiers.
The event was anchored by Ms.
Sonal Singh, Deputy Manager,
Corporate Affairs Division.

August 2015

To unfurl
the national flag
is a great
honour
Sanjay Kumar

Mr Sanjay Kumar is a picture of

fortitude and dedication, as he works
through incoming mail, documents
and parcels on his desk in the R&I
section.
The pride he takes in his work and
the company is clearly evident
from the neat stack of papers and
his painstaking efforts to complete
his job within time. For him, work
is worship and comes first every
time.
The expression of intense
concentration on his face mellows
into a smile, as soon as one mentions
August 2015

the Independence Day celebrations at

SAIL Headquarters this year. He
mentions that unfurling and saluting
the national flag filled him with
immense pride and satisfaction. The
fact that I was the first lower level
employee in the history of the
organization to unfurl the national
flag is a great honour that I have been
bestowed with he says with his head
held high and eyes brimming.
Sanjay feels thankful to the
management, his department and the
employee union for recommending
his name for such an honorous task.
I am really thankful to the
Management, Mr. Manoj Kandpal,
Mr Pujari, Captain Vikram and Mr.
Raj Solanki for making me a part of
the celebrations in such a unique way.
I will cherish this memory for the rest
of my life.

Mr Sanjay joined SAIL in the year

1992 as a maintenance assistant.
Being differently-abled he was
recruited in the handicapped quota.
But Sanjay challenges his limits each
day at work and due to his hard work
climbed the ladder with swiftness and
ease. He is today the Section Officer
of an important wing of the
Administration department. Lauding
the support and encouragement he
received from peers and seniors alike
he says, I joined SAIL 23 years ago,
since then I have never been denied a
promotion or treated with apathy.
SAIL has contributed significantly to
my life.
Sanjay has today become an
example of dignity and equality at
work not just at the Corporate
Headquarters but also the entire
organization.
4

PM: Start-up India, Stand-up India

The Honble Prime Minister also spoke of the welfare

schemes launched by the Union Government, including
Atal Pension Yojana, Pradhan Mantri Suraksha Yojana,
Pradhan Mantri Jeevan Jyoti Yojana, and the schemes
launched for labour welfare.
Describing children as the greatest brand ambassadors for
"Swachh Bharat Abhiyan," the Prime Minister said this
vision had generated great interest for the people of India.

The Honble Prime Minister, Shri Narendra Modi, on 15th

August, 2015 highlighted the resolve of 125 crore Indians,
as "Team India", to make India a developed nation by 2022
the 75th anniversary of independence.
Addressing the nation from the ramparts of the Red Fort on
the occasion of India's 69th Independence Day, the Honble
Prime Minister gave a broad overview of the achievements
of Team India, over the last 15 months. He said that the
unity, simplicity and brotherhood of 125 crore Indians, is
the strength of this nation.
The Honble Prime Minister stressed on the need for
farmers' welfare and declared that the Ministry
of Agriculture would
be renamed as the
Ministry of Agriculture
and Farmers' Welfare.
He said that his
Government was
focusing on raising
farm productivity, and providing electricity and irrigation
to farmers. He said the Pradhan Mantri Krishi Sinchai
Yojana had been launched with an outlay of Rs. 50,000
crore.
The Honble Prime Minister recalled some of the resolves
he had made in his Independence Day address last year. He
said the promise of toilets in all schools has been almost
fulfilled, with the cooperation of States. He said financial
inclusion had received a big boost with the opening of 17
crore bank accounts through the Pradhan Mantri Jan Dhan
Yojana. He said the Rs. 20,000 crore deposited in the Jan
Dhan accounts reflected the "richness of India's poor".
5

The Honble Prime Minister announced the

"Start-Up India" initiative, which would encourage
entrepreneurship among the youth of India. He said
each of the 1.25 lakh bank branches, should encourage
at least one Dalit or Adivasi entrepreneur and at least
one woman entrepreneur. "Start-Up India, Stand-Up
India," the Prime Minister said.
The Prime Minister reiterated his Government's resolve to
make India a developed nation by 2022, with a house and
access to basic services like electricity, to all. He also
reiterated his vision for the development of eastern India.
Questioning the practice of "interviews" for recruitments
even at relatively junior levels, the Prime Minister called
upon concerned departments to end this practice at the
earliest, and to promote merit by recruiting only through
transparent, online processes.
Info-graphics courtesy: HT Mint
August 2015

Finance Minister Arun Jaitley Inaugurates

Conference on Roadmap to 300 Million Tonnes,
Opportunities & Challenges for Secondary Steel Sector

The Union Minister of Finance,

Corporate Affairs and Information and
Broadcasting, Shri Arun Jaitley
inaugurated the conference on
Roadmap to 300 Million Tonnes:

Opportunities & Challenges for

Secondary Steel Producers in the
presence of the Union Minister for
Steel and Mines, Shri Narendra Singh
Tomar and Minister of State for Steel
and Mines, Shri Vishnu Deo Sai in
New Delhi recently. The maiden
conference of secondary steel makers
from across India, along with
representatives of the government, was
organised at Vigyan Bhawan by the
Ministry of Steel, on 22nd August,
2015 in collaboration with Joint Plant
Committee and Federation of Indian
Chambers of Commerce and Industry
(FICCI). Shri Jaitley presided the
inaugural session as the Chief Guest.
Lauding the Steel Ministrys initiative
to have an interaction with secondary
steel producers with a problem-solving
approach, Shri Jaitley in his inaugural
address, exuded enthusiasm with the
growth prospect of steel in the country.
Steel is integrated with the quality of
life, he opined, saying that it was no
rocket science to predict that the steel
sector is bound to grow. Outlining the
August 2015

challenges faced by Indian steelmakers

owing to large scale dumping and
uncertainty in the global market, Shri
Jaitley urged Indian steel producers to
overcome such transient challenges
by strengthening their own
competitiveness. Where economies
exist on strong and solid foundation,
it is not very challenging to
withstand transient changes, he
averred. Expressing concern over the
spiral effect of stress in steel sector,
which upsets the financial
performance of banks, in turn affecting
the loan available to other sectors, Shri
Jaitley said that steel makers must
address the root-cause and improve
their competitiveness and not resort to
band-aid approach. The Finance
Minister congratulated Shri Narendra
Singh Tomar and Ministry of Mines,
by stating the MMDR Amendment Act
2015 was a landmark initiative in
amending the law. He exhorted all
participants to make use of business
friendly policy of the current
government and expressed faith in the
able leadership of Shri Tomar.
Shri Tomar in his keynote address
underlined the employment generating
and growth causing potential of the
steel industry and expressed that the
vision to take Indian steel production
from the present level of 110 MT to 300
MT cannot be realised without the
active and equal participation of
secondary steel makers, along with
major steel producing companies.
The recent visit of Prime Minister to
steel plants in Burnpur and Rourkela,

his presence at the signing of MoUs in

Chhattisgarh and Jharkhand for setting
up of integrated steel plants through
Special Purpose Vehicle route, and the
presence of Finance Minister in AllIndia conference for secondary steel
makers, validate that this government
is whole-heartedly committed to the
Make in India initiative, Shri Tomar
said. He assured governments support
to secondary steel makers, and
encouraged participants to convey
their concerns with clarity, find
ways and means to increase
production, generate employment
opportunities and find sustainable
solutions.

The Minister of State Shri Vishnu Deo

Sai reiterated that secondary steel
producers will play an important role in
achieving the 300 MT vision of the
government of India. The then
Secretary Steel Shri Rakesh Singh
pointed out that India offers immense
scope for both primary and secondary
producers of steel, as the country is
growing at an appreciable rate, the
availability of raw materials have been
eased through the new MMDR law and
access to power & logistics have
improved over time.
6

Government of India
to revive VISL with investment of `1000 crore:
Union Steel & Mines Minister
Union Minister for Steel & Mines,
Shri Narendra Singh Tomar
announced plans for expansion and
modernization of Steel Authority of
India Limiteds Visvesvaraya Iron &
Steel Plant during his maiden visit to
the unit on 21st August, 2015. Shri
Ananth Kumar, Union Minister for
Chemical & Fertilizer, and other
dignitaries were also present on the
occasion.
Addressing the gathering Shri Tomar
said, The Ministry is trying to
ensure availability of raw material
to VISL and once that is done, the
government intends to revive VISL
by modernization and expansion of
its facilities with an investment of `
1000 crore. However, this
investment will be subject to
recommendations of the consultant
and approval by SAIL board. We
shall try to expedite the whole
process. He also added that for raw
material security, steps will be taken
by the state government to allot 140

Honble Minister during his visit to the plant premises.

hectares at NEB range Sandur Taluk,

Bellary district, to VISL, as soon as
the case pending in High court is
settled. Shri Tomar informed that he
had held two meetings with Honble
Chief Minister, Karnataka and raised
the issue of allotment of mines
including 240 hectare of iron ore
mines, in the Ramanadurga area to
VISL for iron ore security.

VISL at a glance
VISL started operation
in 1923
Established by Bharat Ratna
Sir M. Visvesvaraya.
Plant produces alloy & Special steels.
Supplies to Defence,
Railways, Automobile,
Engineering Sector and
Tool-making industry.

VISL Products

500 Rounds for BSL (86)

BG Coach Axles for RWF

Billets

Blooms

Crane proof machine wheels

Crane wheel blanks for

BSP-Proof Machined

CRM Rolls for BSL

Finished Products ready

for dispatch-1

1.2 T Ingot

Finished Rounds

50 38 Flats for
Rifle Factory Ichapur

Hammer Base Plate

for RWF

Hammer Block for RWF

Idle Rolls for BSP

LFM Gear Shaft

Round Corner Square for

Ordnance Factory (BOFORS)

Rounds

Rounds Corner Square

for RFI

Shrouds for BSP

Sigment Rolls for BSP

Silicon Steel Mill Rolls

Spindle BSP (RSM)

Table Roller for BSP

Trunion for BSP

August 2015

Dr. A.K. Pujari, Secretary, MSME,

assumes additional charge as CMD, SAIL
Dr. Pujari has the experience of public sector management
in the State of Karnataka for several years. His notable
postings include Principal Secretary, IT & Biotechnology;
Managing Director, Karnataka Food & Civil Supplies
Corporation; Registrar, Bangalore University; Addl.
Commissioner, Commercial Tax; Addl. Secretary, Finance;
Deputy Commissioner of Dakshina Kanada District &
Shimoga District. Dr. Pujari has served in Government of
India in various capacities including the Director General of
Foreign Trade in the Department of Commerce. He is
currently the Secretary in the Ministry of Micro, Small and
Medium Enterprise where he is involved in policy making
at the highest level. Before the present portfolio he has
served as the Secretary in the Ministry of Mines.
Dr. Pujari has done Ph.D in Economics from Boston
University and holds a post graduate degree in Economics
from Delhi School of Economics.

Dr. Anup K Pujari, IAS, Secretary, Government of

India, Ministry of Micro, Small and Medium Enterprise has
been assigned the additional charge of the post of Secretary,
Ministry of Steel. Dr. Pujari has also assumed the charge of
CMD, Steel Authority of India Ltd. (SAIL) with effect from
1st October, 2015. He is a 1980 batch officer of Karnataka
cadre.

Dr. Pujari interacting with SAIL, Directors after taking charge

August 2015

Steel industry to witness

good growth in coming years

Addressing the 43rd Annual General Meeting held in New

Delhi on 24th sept. 2015, the then Secretary (Steel) with
Additional Charge, Chairman SAIL, Shri Rakesh Singh
said that, Even while Vision-2025 for the Company is
being given final shape, action on some of the key projects
in this road map have been initiated. Work on installation of
a state of the art 3.0 MTPA Hot Strip Mill at Rourkela Steel
Plant has started. He also added that, this mill will enable
production of high quality HR coils including high strength
API grades (upto API X 100), auto body grades and other
special value added steels. Expressing optimism over
SAILs relentless drive to fast-track its Modernization &
Expansion Plan (MEP) he said that, projects worth Rs
10,200 Crore were commissioned in 2014-15, which is the
highest for any year since inception. He also mentioned
that during FY 14-15, capital expenditure of Rs 6,840 Crore
has been incurred and for FY 15-16 capex of Rs 7,500 Crore
is planned.

producers. Clarifying that SAIL was also no exception to

this, he mentioned, the Companys net profit was down
largely due to the lower net sales realization resulting from a
subdued market in the second half of the last fiscal.
However, he added that, Indian economy has been on the
recovery path. Governments focus on infrastructure augurs
well for the Indian steel industry. We are confident that
good growth would be witnessed in domestic steel
consumption in the coming years, bringing an end to the
stagnant demand scenario.

Outlining the stress experienced by domestic steel industry

due to various reasons, Shri Singh said, Indian steel prices
had to be adjusted in line with international markets
resulting in a steep decline in realisations since Aug14.
This has impacted performance of the domestic steel

August 2015

IISCO despatches first consignment produced from USM

The first consignment of products comprising of Narrow Parallel
Flange Beams (IPE300/NPB300) from the state-of-the-art
Universal Section Mill (USM) of the newly modernized IISCO
Steel Plant was dispatched on August 30, 2015. The Mill started
production of Parallel Flange Sections in August 2015 after the
new Plant of IISCO was dedicated to the nation in May this year
by Honble Prime Minister Sh Narendra Modi. With this a new
era in structural rolling of long products is ushered in the country.

The USM which is the first of its kind in SAIL and in the
country is equipped to produce various products as per the
global requirements. With these new sections produced
from the USM, SAIL readies to offer more options for
structural engineers/project designers.

USM Products
Parallel Flange Beam of 240mm to 750mm
Universal Beams of 200mm to 450mm
Channels of 200mm to 400mm
Equal Angles of 150mm and 200mm
Z & U Special Sections

Parallel flanged beams

n
Preferred

in construction of high span bridges

n
Structural fabrication
n
Cost saving of up to 20%
n
Improved metallurgical strength
n
High demand due to smaller size & weight
n
High net sales realization

The sections produced from the new USM have wide usage
in infrastructure and construction activities because of its
efficiency & ease of fabrication/construction thereby
reducing the cost of construction considerably. Angles to be
produced by the mill have a very good demand in
Transmission Line Tower (TLT) segment.
With these new sections, SAIL readies to offer more
options for structural engineers/project designers.
First batch of Structurals despatched from ISP

August 2015

10

Universal Structural

Mill at IISCO Steel Plant

5

Rolling in progress

Rolling at Tandem Mill and heading towards Finishing Bay

Various views of the Bloom cum Beam Blank Caster

2

Hot Saw Cutting

Cooling Bed

Ready for strapping

10
4

Stacking after strapping at despatch bay

11

August 2015

August 2015

12

WORKING WITH A PURPOSE - CHANGE TO WIN

WORKING WITH A PURPOSE - CHANGE TO WIN

Steel market in India is very

competitive and volatile. All the
major steel players have
launched massive expansion
plans and none of them have
indicated any signs of going
slow on their growth
manoeuvers. Though
consumption is going up, but it
is being met through surging
imports primarily from China.
In this scenario, selling even a
tonne of steel in the domestic
market is a major challenge. The
unfolding scenario is of
constant change much like a
soccer match.
In the game of football, while each
position is vital for success, it is often
the center forwards who drive the
victory home. They take it upon
themselves to make the team win and
satiate their hunger for success.
Similarly, in the life of an organization,
top and bottom line are dependent on

amazing speed, agility, alertness and a

dqN dj xqtjus dh reUuk to adapt and
win in the ever changing work
environment. They get us the
maximum value for our products and
quite naturally are the first touch points
for the customers.

the Net Sales Realization which a

company is able to earn. It is the job of
our product and marketing managers to
get the best possible net sales
realization in this volatile market.
They are our NMS i.e. Neymar, Messi
and Suarez in this scenario.

Recently, Shri R.K. Singhal, Editor,

SAIL News and Chief of Corporate
Affairs had a chance to interact with
some of the Center forwards of SAIL
through email
as well as
telephonically to understand from
them the challenges of marketing steel
in the current environment and the
strategies the company might employ
to overcome the continued
pressure on price
realizations.

THE GAME

Retention
Service
They are the ones who act with
Availability of Extensive
Sticking to Timelines
He believes that the
Chinmoy Swain,
Provide Tailor
Senior Manager
present market
(Marketing - T&S),
Minimize Waiting time
scenario is hostile
Haldia
and competitive,
Maximizing production of
Steel Marketing in todays time
domestic players are
Minimize
has undergone a sea change from
not just battling for the
Awareness of
customers wallet with
just being a run-of-the-mill
Prompt action on
domestic steel makers but
function of an enterprise (i.e. selling what has been
Deliver what
also with importers. A
produced) to building strong evolving relationship with

customers and other stake holders.

Chinmoy an ace marketing executive for SAIL, known for
his common sense business approach and market
understanding says, To market a commodity product

surprising fact in favour is that

related cost associated attributes play a pivotal role in

influencing the final purchase decision.
13

Senior Manager (Marketing - LP) &

Branch Manager, Jaipur
The clich Customer is the
King was never as true as it is
today. In the current times, the
demand has to be met in the
shortest possible lead time i.e.
from ready stock. Narinder puts
it all in perspective when he
says, Material has to be top
class and above all at the best possible price. The biggest
challenge is to ensure that we are able to keep our
regular customers in our fold by ensuring timely supply
so that they are not taken up by our competitors.
Aware of what the markets have in store for him,
he feels that competitors too are leaving no
stone unturned to increase their
customer base and to get well
entrenched. The markets
CHANGERS
fluctuate either way, but
of customers
keeping customers with
you at all times is the
and Pricing
KEY.

and Precise Customization

Narinder feels that
and Delivery Schedules
customers have
become very
Made Solutions
demanding and they
and Quick response
are not willing to wait
Value Added Products
even a single day for
supplies due to large
Inventories
number of options
Market Dynamics
available with them.
There is a sense of
change n market condition
immediacy and competitors
you Promise
in India are slugging it out to
poach each others market share.

last year i.e 2014-15, 9.32 million

tonnes of steel was imported, a jump of 71%
while total domestic production was 91.46 million
tonnes (Source: Steel Ministry website)

like steel (though the product carries its inherent

strength and variation) the services bundled with it and

Narinder Singh Rathee

Hence, understanding the buying behavior of customers to

decipher customer insights will differentiate a winner and
successful marketer from others and help building a strong
evolving relationship with the customers.
August 2015

Moreover, people can now order all

kind of products on-line with higher
flexibility and assurance of shorter lead times,
higher customization (steel/alloys types) and smaller lot
sizes. There is also more visibility of supply sources and
prices, which is making it imperative for steel producers to
adapt to this new complexity.
Recent announcement by Honble Minister of Road
Transport and Highway, Shri Nitin Gadkari, suggesting the
August 2015

setting up of a portal for sale of steel are developments that

have the potential to alter the dynamics of steel marketing in
India. He has already set up a portal for sale of cement.
The company may have to invest in the emerging digital
space to cater to such discerning consumers who wish to
order online.
The two main criteria to survive in the market is by ensuring
competitiveness and having ready stock. We need to have
mega depots at 3 / 4 locations across the country where all
the categories / sizes are maintained at all times and are
replenished before stock out position. Transportation
contract for the entire related Warehouse to that Depot to
ensure that we use our ability as a supplier that never says a
NO for any material at any time at any place in the country.
We need to optimize our logistics and take the help of
centralized ERP working in SAP.

Prabhat Kumar
Senior Manager
(Marketing - FP), Bokaro
Competition in domestic
market has intensified and
every company is fighting it out
to retain the market share.
Surplus capacity & availability
in the global markets have posed major challenges for
domestic producers. The exports from china have become a
cause of major concern for all Steel producing Countries.
Everybody, including competitors, are bearing the brunt of
low demand, coupled with falling prices, which is being
reflected in the falling bottom-lines of most of the steel
producers. Echoing the sentiments expressed by the then
Secretary, Steel, Sh. Rakesh Singh, Prabhat says , Today,
everybody is trying hard to sell their stocks even at a
price even below their marginal cost so that (a) at least
the customer base remains intact and they dont end up
adding to their inventories which they might have to sell
at an even lower price in the future (b) going slow on
their expansion plans, (c) trying to grab their
competitors market share by offering cheaper rates.
Shri Rakesh Singh, the then Secretary, Government of India
and Additional Charge, Chairman SAIL has said that the
Company is following a strategy where in addition to
increasing volumes and focused cost reduction, the thrust
will be on maximizing production of value added products
to get the benefit of increased infrastructure spending in the
near future.
14

WORKING WITH A PURPOSE - CHANGE TO WIN

Prabhat also adds that many of the steel makers are today
focusing on niche marketing by selling more and more
value added or special quality steel where realization is
slightly higher.

Punnya Mukherjee

Another major challenge Prabhat points out - is cost

reduction. At a time when globally steel is available far in
excess of the demand, to successfully market, survive and
compete in the market, one has to be cost effective. While
some of cost control is in our hand, some others like
reducing the cost of transportation and capital etc are really
not in our hands, but these are things which contribute
significantly in determining the final price of steel in the
hands of the consumers and matter the most in an extremely
competitive global steel market.

A self motivated officer,

Puunya feels that this is the age
of customer centric marketing
and the competitors are always there to offer a better deal.
She says that in general the demand in CR has slowed down
whereas the suppliers are many. However there is always a
gap in demand and supply of certain sizes of CR. The
market is very dynamic as it keeps changing from time to
time depending on the supply in the market. Punnya
mentions, The challenge is to bridge this gap in demand
and supply resulting in just in time supply for those
items. To do this we need ready stocks in a wide cross
section of sizes.

Rajat Kumar Naik

Senior Manager (Marketing FP), Kolkata
Rajat is enthusiastic about
taking up fresh challenges. He
says that ensuring Just in Time
supplies to customers could be a
fresh starting point. He feels that
customers who rely on just in
time supplies cannot afford
delays and so cannot their suppliers, catering to such
segments could give a big boost to the business.
Being in marketing for more than a decade now, Rajat feels
that the need of the hour, more than ever before has been to
provide right materials at the right time. Providing
services that adhere to the time and quality requirement
of the customer is the game changer says Rajat. He adds
that if the quality of materials is high and the cost of
purchase low, there is nothing that can stop us from
ensuring a sale.
Rajat who visits his customers many times during the week,
feels that SAIL could use superior quality as a unique
selling proposition. He also thinks that that there are two
kind of customers who are important for any business, ones
that already do business with us and the second with whom
we can do business. He says that our efforts should always
be to retain the existing customers and we must pay extra
attention to our prospective customer.
For improving realizations, we need to understand
customers requirement, their buying needs and preferences
with focused interaction. ADHERE TO COMMITMENT
LEVEL in terms of delivery and quality is vital.
15

Senior Manager
(Marketing FP),
BSO- Kolkata

Sharing her insights she says, In CR we are faced with over

supply which is a major challenge. Under such
circumstances the other related challenges would be
customer retention and meeting customers expectation
w.r.t. product integrity, price, availability and delivery
schedule
The market is moving towards customization and direct
movement to the consumers from the Plant. The consumer
expectation is going up in line with that requirement.
Besides there is trend of direct delivery from the plant to the
consumer by the competition.
Awareness and sharing of market dynamics viz.
competitors product, prices, promotion, market space and
combating the same would certainly help in optimizing
market share. In my opinion, having a dedicated fleet of
transporters would help us in the long run in the CR space
which is very competitive.

K Vinodan
Senior Manager
(Marketing - FP), Chennai
Vinodan is concerned about the
huge inflow of cheap imports
from other countries. He thinks
that in a price conscious market
like India this could mean a
matter of sustenance. He is of the view that coupled with
this the low demand scenario prevailing in the country
also has a big impact on profitability.
August 2015

WORKING WITH A PURPOSE - CHANGE TO WIN

Vinodan is proactive in his approach and believes that

despite having a lack of sufficient project orders, individual
efforts for capitalizing on the smallest of opportunity could
make all the difference. Competitors adopt Aggressive
pricing and intensive customer contact techniques to
remain buoyant. I think we could add more thrust to our
efforts and better understand the customer requirements to
give them a tailor made solution. he says.
He adds that having the first positive recall as far as
customers are concerned could mean all the difference to
improving the top and bottom line.

A K Agarwal
Senior Manager (Finance), Jalandhar
A bright finance executive,
Mr. Agarwal says it is vital to
ensure visibility amongst
customers by paying regular
visits to their premises thus he is
advocating continuous touch
with customers.
He feels that deep understanding of the market trends and
dynamics can lead to better planning and inventory
management.

Vinay Kumar
Senior Manager (F&A),
Kolkata
The international prices being
low over the past some time,
there has been constant pressure
on steel prices. Vinay outlines
being competitive as the way to move forward, putting his
thoughts into words he says, "To achieve cost
competitiveness is the biggest challenge right now
because demand is there but due to lower international
prices, there is consistent pressure on prices.
While enhancing volume of products would increase the
revenues, the real boost in profits will come from selling
more contribution aggregators. These are items that will
earn more value for the same quantity of products. Speaking
in favour of marketing an increased quantity of value added
products he says, In the present scenario, where we are
struggling to recover total cost, we have to concentrate
on contribution-aggregators. Vinay seems to emphasize
that our colleagues in plant and marketing must focus on
commercial prudence as illustrated below in the case from
Godavari District of Andhra Pradesh where focus was on
overall billing.

Further, according to Vinay, we should develop

appropriate matrix for reducing channel cost.

He feels that in present market conditions decisions should

be taken promptly. He seems to share the words of John
Ferriola, CEO, Nucor, who in a recent World Steel
Dynamics conference we that we often here say that
if things continue at this pace. The problem is that they
dont continue you often hear people say, If things
continue at this pace.But the problem is things dont
continue at this pace. They get faster. Changes in other
fields computing power, robotics, chemistry all
accelerate the rate of change. For example, it took china
about 6 years, from 2008 to 2014, to add about 300
million tones of steel production. China is expected to
add another 300 million tones in the next three years.
Cutting the amount of time in half. So we cant look back
at the steel world of 1985 and say, Well, itll be another
30 years before we see that much change again.
According to Mr. Agarwal, sound business sense demands
that problems be recognized and resolved here and now.
Therefore, it is important that field personnel be given more
powers, regarding prices & faster decision for disposal /sale
of products.
August 2015

District Collector of the

West Godavari district in
the state of Andhra Pradesh,
Mr Jaju initiated a rural egovernance project in
which the service delivery
would be provided through
rural kiosks run by local
unemployed youth drawn
from economically
backward sections.
The kiosks had been set up
with subsidies and low
interest loans from the
government. Mr Jaju knew
that government support
would be available only for a
limited time period and the
youth had to learn quickly to
operate with an identity of
small scale entrepreneur.
On the basis of some
back-of-the-envelope

calculations, he figured out

that unless the kiosk
operators reached a certain
level of income per month,
there was little likelihood
that they would be able to
continue the operations
after the initial support
period. In his personal
interactions with the youth,
he kept focusing on
achieving certain level of
overall billing and the new
work areas they should
initiate to enhance their
earnings. Without this
sensitivity to the larger goal
of sustaining the kiosks, the
change could have ended up
as a mere Flash-in-the-pan
Source:
Change Management by V.
Nilakant & S. Ramnarayan

16

CUSTOMER FOCUS

We are what we do repeatedly

Aristotle
In a very recent interview
given to McKinsey & Co.
Mr. Mario Longhi, CEO
of United States Steel,
one of the largest steel
companies of the world
says, "we need to have a
customer focus, to really
understand what
solutions theyre looking
for so that we can apply
our science and our
capabilities to help them and create value for both,
including ourselves". Mr. Longhi is not alone in
highlighting the vital role of customer satisfaction in
success of a business. People who went to create great and
successful companies have all stressed on the importance of
realizing customer focus to enhance customer experience,
which translates to profitability and success of business in
the long run.
Mr. Jeff Bezos, founder,
Chairman and CEO of
Amazon.com, the largest
e-commerce retailer of
US, says, If you are
competitor focused, you
have to wait until there
is a competitor doing
something. Being
Customer focused
allows you to be more
pioneering.
The nature of steel industry is dominantly cyclical and
many important global indices and factors influence the
health & wealth of steel business. Factors like global steel
capacity, production trends, oil prices and economic growth
trends of other countries primarily have affect on the steel
industry.
In recent times, steel industry around the globe is witnessing
the upheaval due to the over production by worlds largest
steel producer, China. The sudden slowdown in Chinese
economy is disturbing markets all over the world. Along
with that, the rippling effect of devaluating Yuan is felt from
US to Middle East. The steel exporting countries have
become or are fast becoming gross importers of cheap steel.
India is bearing the brunt of cheap imports not only from
China but the FTA countries are also sending handsome
percentages to our market. The first five months of the
current fiscal saw a growth of around 5 % growth in
domestic steel consumption, but most of the Indian steel
companies showed negative growth in the steel selling
17

numbers. Domestic steel companies are struggling to

realize even their production costs due to cheap imported
steel flooding the market. Market conditions are difficult
and the demand supply balance is under pressure.
The fiercely competitive market conditions call for strategic
reorientation by leading steel companies from being
product focused to market and customer focused. The
companies are making conscious efforts to have interactive
and collaborative focus on customer engagement for better
sales, capturing new markets and marketing the new
products. The learned wisdom demands that the
companies should avoid being competitor focused which
might not be an effective marketing move and thus become
futile. To checkmate the market pressure created by
competitors, becoming customer-obsessed will bear
profitable fruits. There has be to be an endeavor to make
our own product so attractive, that it wins the hearts of our
customers and establishes an emotional connect with
them", says Mr. Rajesh Srivastava, Corporate consultant,
entrepreneur and academic in a recent article in the Mint
newspaper.
The way marketing, including customer service and
satisfaction, is managed by a company can become the most
powerful form of differentiation in doing business and
ultimately earning profit. Indeed, that may be how some
companies in the same industry differ most from one
another. In present times, when every positive action taken
can contribute to profitability of the organization, Team
SAIL News was prompted to look at some of the customer
feed backs obtained in recent past and discuss them
threadbare. Editor of SAIL News and GM of Corporate
Communications reached out to some of the marketing
personnel in SAIL to share their experiences of customer
interactions for the benefit of all concerned. One point,
which strongly emerged from the discussions and views
from our stakeholders, was Customer focus helps in
maintaining the current business and enhancing the
future prospects. Today, when we are rolling out new and
better products from our new mills, it becomes most
pertinent to retain our existing customers and also claim
new territories. As rightly said by business author Michael
LeBouef that, a satisfied customer is the best business
strategy of all. SAIL aims to achieve customer
satisfaction through: Right Material at Right Time, Just in
Time Delivery and Zero Complaint Tolerance. But are we
doing it or are we doing it correct? One of our big customers
said that, I can buy SAIL Steel with complete blind trust.
He further added that SAIL needs to build upon this fund of
goodwill by ensuring defect free supply all the time and
supplying more customized products. An NCR based
dealer of SAIL said, product handling could be improved to
August 2015

CUSTOMER FOCUS

deliver better. Another national buyer praised our

Maharatna status and said SAIL is internally preferred
supplier for us. It added that SAIL can focus a little more
on quality and price to combat the competition. Another
dealer suggested that the after sales service is a vital aspect
and smoother stockyard handling & operations flow could
greatly help SAIL in elevating its customer service to the
next level.
Founder of the giant
computer firm
Microsoft, Mr. Bill
Gates had once said
that, Your most
unhappy customers are
your greatest source of
learning. So, these and
many more feedbacks
provided to us by our
customers helped us form
some of the most valuable insights towards how we are
perceived. They also guided us towards the areas where we
can improve and grab the market back which is volatile and
becoming more and more intelligent. When our marketing
personnel responded to our interview questions, which
were based largely on our marketing approach, they all gave
us insightful ideas and their outlook of improving the
system. The ideas unanimously echoed sentiments
including - Raising quality standards, making information
systems integrated and maintaining & improving delivery
schedules.
Always available to our Customers: SAIL marketings
approach is towards serving our customers personally and
the effort is to know all of them in terms of their needs and
ordering preferences. Our Branch managers (BMs) have
always shown admirable attitude in making visits to the
customers premises. In the interview, some of them shared
the interactions with our SAILs loved customers, which are
highly valued as these provide BMs with valuable insights
about steel markets and its behavior. The discussions are
always challenging and are learning experiences. The
sharing of information on our new products and existing
products to fit In with their existing and future needs is the
prime motivation of these interactive sessions. The New
Generation of steel customers have become very
sophisticated and are very well
informed about the products,
prices and capability of
competitors and, that of SAIL as
mentioned by Mr. Pankaj
Singh, Senior Manager
(P&A), Mumbai. Therefore,
our marketing officers have their
tasks clearly cut out for them to
engage aggressively with customers, by offering better
value proposition and by continuously innovating
August 2015

approaches. Mr Singh stressed on the practice of sharing of

information and said it is key to our success, be it about
product or technology and best practices across the world.
Mr. Rajat Kumar Nayak stressed on the importance of
special attention to our existing customers besides
continuing to act positively and to interact with potential
customers to diversify our customer base. Mr. Narinder
Singh Rathee and Ms. Punnya Mukherjee also shared
similar sentiments. According to them, the efforts should be
to reach out to our customers to look for areas of agreements
and minimize the disagreements.

Importance of sales call / visit to

the customer
JIM KOCH
Founder & Chairman of Boston Beer Company

I've come to see making a sales call as one of the most

challenging intellectual activities there is - certainly
more immediately challenging than anything i did at BCG.
The essence of selling is figuring out how what you're
offering will help customers accomplish their objectives not your objective, their objectives. Anything else is
pointless and self serving. When i walk into a bar,
I have about 30 seconds to understand the economics of
the place. What is its strategy and, who are the clientele?
how does it make money? What's the weakest draft line,
and how would sales increase if we replaced it with one
of ours? Who's the decision maker? Then you need to
connect personally. There's complexity and ambiguity to it,
and the selling process done right can be lofty and engaging.
You gain a much higher quality of knowledge than you can
at your desk.
**Havard Business Review, Jul-Aug 2012

Be Sensitive to Change: According to our branch

managers, the power of customers has been growing and
they have the option to get the material from a large number
of alternative sources. The success mantra is availability in
JIT mode to ensure the right material at the right time to
meet their deadlines and commitments to their customers in
this multispeed world. The marketing collective and the
company needs to be sensitive to changing market
landscape both in terms of quantity and in terms of quality.
The requirement of value
added steel is expected to get a
leg up on the back of
infrastructure projects and
establishment of smart cities.
Ms. Leena Mandal, Senior
Manager (Personnel - OD),
Kolkata mentioned SAIL
collective to endeavor
Encashing our PMs dream project Make in India and
Smart City Avenue and Revenue!! One of our customers
had suggested that frequent customer meets gives good
insights about the changing customer sentiments. This can
18

CUSTOMER FOCUS

largely help any marketing team in gathering the changes or

deciphering customer behaviour.
Customize to serve better:
Customers attach value to a product in proportion to its
perceived ability to help solve their problems or meet their
needs. All else is derivative. As a
specialist in industrial marketing
has expressed it, the product is
the total package of benefits the
customer receives when he buys
it. The need of the hour is to cater
exactly as per the requirements of
customers. This philosophy is
relevant to almost every industry today. Steel market is
catching up fast with this idea, where steel suppliers are
cutting, trimming steel as per the exact requirement of
customers, ultimately supplying them cheaper and
customized goods. Ms. Punnya Mukerjee says
customization is the need of the hour. She adds that, In
certain cases we have managed to produce customized
grades and cut them to length in customized sizes from your
service centre. This helps in
realizing better NSR. Mr.
Chandan Chowdhury, Senior
Manager (Administration),
Kolkata has emphasized on the
need of customizing our
services. He says his customers
are internal but he strives
everyday to give better services
to them and that should be the mantra across SAIL. If we can
make our customers smile, no matter what, it will definitely
take us miles.
Investing to tap emerging opportunities-The digital way:
Time and speed is a pre-requisite to the present business
models. Now that things are available on the press of a
button and click of a mouse, customers want quick and
ready information. Mr Narinder Rathee says customers are
not ready to wait even a single day for supplies as they have
several available options. He says, we need to optimize our
logistics and take help of centralized ERP working in SAP.
Mr. Prabhat Kumar points out the need of real time product
information from Plants with respect to order status,
production plan coupled with
improved storage practice. He
has given example of sending
information on offer letters,
challans through phone, to
make things faster. Many have
suggested for adopting SAP in
marketing and warehousing
processes. Ms. Nitya
Subramanian, Senior Manager (P&A), Mumbai
suggested using SMS and Whatsapp for providing
19

information on requisitioned products and offer letters. Mr

Pankaj Singh suggested for developing IT culture and
orientation for sparing and devoting more time with and
for customers.
Commitment to Quality & Delivery:
From the interview, issues on despatch and delivery
schedules have also come up, which our BMs deal from
time to time. They have given various suggestions and ways
of improvement. Mr. Rajat Kumar Nayak stresses upon
adhering to commitment levels. Others have also vouched
for faster handling of deliveries and better packaging. Mr.
Narinder Rathee says we should improve tagging, marking
and packaging. Mr. K Vinodan, Senior Manager
(Marketing FP), Chennai, Chennai, says we should
meet requirements within schedule. Mr. Prabhat suggests
that there should be certain discipline in delivery cycle and
that should percolate right from the date of ordering till
delivery.
Every personnel from our marketing vertical is enthusiastic
to excel and strives to improve the customer experience in
their every single customer interaction. The great think
Aristotle has said we are what we repeatedly do. We
have the solution ready before us, we need to repeatedly
practice excellent marketing habits and thus become the
market leader. The buying process for customers has to be
made more convenient and less irritating. For achieving
organizational as well customers goals, the marketing
mantra needs to be properly communicated to the teams.
The communication aspect is rightly sensed and handled in
SAIL where several outbound learning programs are
conducted for the marketing teams. The objective of these

outbound programs is to motivate the line managers

towards achieving maximum efficiency and to amplify
team bonding. There are sessions on communication &
presentation, SAP training on MM module and other group
activities which are conducted from time to time. A special
marketing management programme for the fresh marketing
trainees is also conducted covering entire gamut of
marketing management. A special program for warehouse
group has also been designed. Company information is
shared with all marketing executives through a
communication program titled Aarohan. Through all
these efforts we strive to improve the way customers are
served in SAIL and thus Make things happen
August 2015

Salem Steel increasing presence

in South India

Early visitors at Koramangala store

In a major initiative to reach out to household consumers of

its branded Salem Stainless kitchen and tableware
collection, SAIL for the first time has launched two Apna
SAIL Salem Stainless Shoppe in Bengaluru and Kannur in
Kerala respectively. Under this initiative, SAIL has
appointed distributors at Salem, Bhadravati, Vellore,
Kurnool and Kannur in South India. Through these
distributors, SAIL envisages to set up a network of retailers
to extend the reach of its high quality stainless steel kitchen
and tableware collection closer to the household consumer.
These retail outlets shall be marketing the exclusive range
of Salem Stainless kitchen and tableware products under
the umbrella of the Apna SAIL Shoppe brand of SAIL.
With steel utensils being used widely in Indian households,
the stainless steel kitchenware industry in India accounts
for more than 65% of the stainless steel consumed in the
country. Salem Stainless kitchen and tableware are also
available on Flipkart.
The store in Kannur was inaugurated close to the festival of
Onam, which is very popular and widely celebrated across
Kerala. This brought huge crowds during the festival and
the store witnessed a handsome footfall. The store in
Bengaluru which is at Komarmangala, a premiere
downtown shoppers paradise, is also witnessing good
footfalls.
August 2015

Customers at Kannur Apna SAIL Salem Stainless Shoppe

Store being inaugurated

20

PERFORM or Perish
Exclusively written
for SAIL by
Mr. Kunal Bose,
an analyst with
Business Standard,
Metal Bulletin &
Dry Cargo
International

capacity of 300 million tonnes, SAIL is

engaged in expanding mining capacity
in sync with its ambitious steel
expansion programme. As it opens new
mines, SAIL wisely remains in pursuit
of acquiring new deposits in various

parts of the country. The article will

discuss the present global iron ore scene
and prospects for the mineral till decade
end. Owners of captive mines or not,
iron ore prices have a bearing on steel
trade.

Ownership of captive iron ore mines

meeting entire requirements of the
mineral of its five integrated steel plants
at Bhilai, Rourkela, Bokaro, Durgapur
and Burnpur is a defining factor of
competitiveness of Steel Authority of
India Limited (SAIL). In order to retain
the advantage of captive sourcing of iron
ore for supporting hot metal capacity
being expanded first to 23.5 million
tonnes and then to 50 million tonnes by
2025 when the country is targeting

BRAVE HEART
Sam Walsh, chief executive officer of the worlds second

earnings were down 55% to $2.099bn even while Rio sold

largest supplier of steel making ingredient iron ore is an

8% more ore on year-on-year basis at 146.5m tonnes.

exceptional brave heart. Otherwise, how could he describe a

Robust or not, profit fall of this order was not unanticipated.

43% fall in the 2015 first half profit to $2.9bn from $5.1bn a

After all, iron ore prices were on downhill since the

year earlier as robust? In justification Walsh said that the

beginning of this year to touch a record low of $44.10 a

companys working must be seen in the context of the tough

tonne on July 8. Plunging profits have squeezed the margins

operating environment that obtained in the six months to

of the companys iron ore business, as is the case with every

June. As for its all important iron ore division, underlying

other miner.

Ore Handling Plant at a SAIL plant

21

August 2015

What is, however, to be said in favour of Rio is that by way

of economies of scale (over the years it has sold quite a few
marginal assets), mining of high quality deposits largely in
Western Australias Pilbara region and Canada,
employment of cost effective technologies and effective
management of logistics chain, its overall ore production
cost has remained around $30 a tonne. This is among the
lowest in the global iron ore industry. So if an
extraordinarily efficient group like Rio experienced
meltdown in earnings by more than a half, then the plight of
the so-called tier two producers and a very large number
still below is understandable.
The world remains oversupplied with iron ore and global
steel production in the first half of 2015 was down 2% to
813,045m tonnes from 829,935 tonnes in corresponding six

CHINA FACTOR
An Indian industry
official says, prices of
iron ore and steel will
continue to be decided
very largely by Chinese
production and demand for the metal. What does not bode
well for the mineral is a statement by China Iron and Steel
Association that the countrys steel consumption was down
4.7% in the first half on account of a slowing economy and
rapidly cooling property market. Then you have more and
more iron ore delivered from massive new mines projects in
Australia and Brazil. Let the observation be read along
with views expressed by the World Bank and global
investment banking Macquaire.

months of 2014. In the same period, China, which makes

almost as much steel as the rest of the world combined and
consumes close to two-thirds of global seaborne supply of
ore, produced 1.3% less metal at 409m tonnes. How then in
August beginning the mineral staged a rally claiming a 28%
gain from the low point of $44.10 a tonne. Even then at the
rally high point ore prices were still down 20% since year
start. And that is after prices fell by half last year.
An intelligent guess for the rally is that some Chinese
steelmakers which are around the capital city Beijing
started raising production since later part of July in
anticipation of their being mandated by the government to
cut production in order to have a clear blue sky ahead of
military parade on 3rd September commemorating the 70th
anniversary of second World War. Before the parade
Beijing was hosting the world track and field
championship. This has become the practice since Chinas
hosting of the Olympics in Beijing in 2008. Since mills in

The Bank foresees 17% fall in metal prices across the board
due to... slowing demand growth in China. The largest
decline on minerals front, according to the Bank, is to occur
in iron ore due to significant increases in new capacity
from Australia and Brazil. Ore production is also set to
increase in India with more and more mines returning to
production after production was halted by court order
mainly due to violation of environment and forest
protection norms. But ore supply in the world market by
India, which only a few years ago ranked third as exporter
after Australia and Brazil, is condemned to grow slowly
because of punitive export duty of 30% both on lump ore
and fines. Expect supplies also to rise steadily from a
number of African countries where China remains engaged
in buying all kinds of resources from oil to iron ore and
making commitments to build rail, road and port facilities
for egress of mined minerals.

Hebei province, the countrys largest steelmaking centre,

Macquaire believes slowing growth in the global steel

Tianjin and Beijing outskirts were to exercise restraint, as

industry through the rest of the decade and expanding scrap

much as 6m tonnes of steel production could be lost during

pool have obvious implications for ingredients required

restriction period. Will the earlier production gain be higher

for making steel with required iron ore displacement now

or less than the loss subsequently will be known when the

larger and more pressure on metallurgical coal supply to

World Steel Association publishes production figures for

exit permanently. It says total iron ore demand in China is

August in the third week of September. Anticipation of

likely to fall to 1.13bn tonnes by 2019, down from 1.2bn

capacity use restraint besides, some mills in China lifted

tonnes in 2014. During this period, global demand for the

production encouraged by unexpected improvement in

most traded mineral is projected to be down by 84m tonnes

steel rebar and billet prices.

to 1.56bn tonnes. What about Chinese iron ore industry?

August 2015

22

The report says, with Chinese domestic iron ore having

Im absolutely happy to cap my production right now... In

already lost 100m tonnes a year over the past two years ...

fact, all of us should cap our production now and well find

reaching minimum expected volume, any further

iron ore price will go straight back up to $70, $80 and $90.

contraction in the countrys steel production will result in

Even while Forrest thought he was not making attempts to

falling imports. The fall, says the report, will not amount to

engage in cartel conduct, he got a reprimand from

a collapse but will be gradual. But a happening like this on

Australian Competition and Consumer Commission. He

the back of nearly two decades of continuous growth, even

was also roundly criticised by officials of other large mining

in the worst of times like 2008 and 2009 when the word was

groups. Walsh of Rio found the proposal to wind back

battered by memorys worst financial crisis, will in itself

production to support ore prices at elevated levels as hair

be a significant market event.

brained.
What, however, came as some consolation for Forrest is the

GRAVE FOREBODINGS

observation by a Morgan Stanley analyst that he probably

In the circumstances, forebodings for non-major producers

does speak the truth. In our view, big miners can influence

could only be grave. What also promises to keep them on

prices, if they could somehow legally act together to restrict

precipice is resolution of big miners like Vale, Rio, BHP and

supply growth. The four leading iron ore miners

Fortescue to stick to their ambitious growth plans despite very

controlling at least 70% global seaborne trade, any moves

low prices for the mineral increasingly squeezing their

by them might be perceived as attempts to jack up prices and

margins. Macquaire says major miners production growth

therefore, to fall foul of regulatory bodies in different

will likely create condition for yearly displacement of 60 to

countries. Besides regulatory concerns, major producers

80m tonnes for other producers through 2019. Visibly

are not ready to cut production for better unit value

panicked by unchecked fall in prices since the beginning of

realisation as that would in the process provide props to high

the year, Fortescue chairman Andrew Forrest said in April,

cost mines to stay in business.

Dumpers lined up for ore egress

23

August 2015

GOLDMAN SACHS FORECAST

According to Goldman Sachs, at least half the worlds tier
two producers remain at the risk of closure. At what price
point will the industry leaders start getting seriously hurt?
Certainly not at the current level nor even at $40 a tonne.

operations in Australia and Canada and not 350m tonnes

forecast earlier due to weather disruptions in the first half in
Australia. Even at the lower revised level, current years
shipments will compare very favourably with 302.6m
tonnes in 2014 when growth on a year-on-year basis was
17% over the previous year. Brazilian Vale, which gets 65

Mining and logistics efficiency have reached a level that at

per cent revenue from iron ore, remains aggressive in

most of their sites, all costs are more than covered even at

boosting production as also BHP and Fortescue. According

$30 a tonne. Mines in China, which shut operation had their

to one estimate, global surplus of seaborne iron ore supply

production costs ranging from $75 to over $100 a tonne.

is likely to grow to 300m tonnes in 2017 from an expected

BHP CEO Andrew Mackenzie saying, in iron ore, our

surplus of 175m tonnes in 2015.

focus remains on producing at lowest possible cost with

Western Australia iron ore unit cost now below $20 a tonne
as we continue to improve productivity is seen as a
commentary on the resilience of top players to ride out the
crisis which is not going to go away soon. On this strength,
industry leaders continue to step up production to small
groups disadvantage.
BHP is to lift output by 2% to 250m tonnes in 2015. Rio,
which is on the last leg of capacity expansion in Pilbara, is
now expected to ship around 340m tonnes in 2015 from its
Dumpers lined up for ore egress

Note: All photographs are of SAIL mines and Ore Handling plants.
August 2015

24

PHOTO ESSAY - OUR SUPERSTA RS - SAILS COKE MAKERS

Biswanath Behera, Senior Operative, Coke Oven, Rourkela Steel Plant

Uday Kumar Kumbhalkar, Pusher Operator,

Coke Oven Bhilai Steel Plant
SK Rao, Attendant (centre) of Coke Ovens with Ex co-workers Dilip Kumar, OCT (left) &
Bulu Swain, OCT (right) at the oven top of COB No6 in Bhilai Steel Plant.

Earth transforms coal into diamonds by burying it deep in

its heart, under intense heat and pressure coal turns strong
and acquires unparalleled toughness. SAIL employees
working in Coke Ovens departments across SAIL
epitomize the same qualities of toughness and brilliance
that are possessed by a diamond.
The similarity does not end here, they shine with the
brilliance of their fortitude and work each day with

Ashok Kumar Singh, ATT, Coke Ovens Bokaro Steel Plant

unimaginable courage to meet the challenges ahead of

them. Their work environment is one of the most difficult to
work in the steel industry but they take it in their happy
stride and prove every day what men of steel are made of.
SAIL News brings you a story of these extra-ordinary men
in a spell binding photographic narrative.
Nirmal Barla, Opretor, Coke Ovens, Rourkela Steel Plant

1. Coke, a fundamental material for producing Hot

Metal contains a minor quantity of ash and sulphur &
is used as a reducing agent in Blast Furnaces.
2. Majority of the coal used in steel making is by
converting Coal to Coke in the Coke Oven.
3. The Coke Ovens are a crucial part of steel making.
The Coke Making Process involves mixing and
heating of coal at temperatures ranging from around
1000 to 2000C within an airless oven to yield coke.
4. The Oven itself is akin to a 7 meter tall toaster, stacked
upright.

5. Once Coal is charged into the Oven it is heated &

converted into Coke.

Amarnath Prasad, OTT, Coke Ovens, Bokaro Steel Plant

6. A group of such Ovens bundled together form a Coke

Oven Battery.
7. SAILs Coke Oven Departments comprise of
batteries that are charged with Coal by a charging car.
Once coke is prepared it is extracted by a Pushing
Car using a ramming/pushing arm. The Coke so
pushed is then collected into the quenching car to be
quenched at the quenching tower either using water or
nitrogen.
Samaru Ram, Operator (Hot Job) Coke Ovens Bhilai Steel Plant

25

August 2015

August 2015

Vikram Kumar, SOST, BATTERY#6, Rourkela Steel Plant

26

Celebrating the Jewels of SAIL

Celebrating the Jewels of SAIL

CENTER FOR ENGINEE

RING & TECHNOLOGY

The Beginning
In the 1980s, SAIL felt the need to create a strong
engineering and technology setup to create expertise in new
technologies and leverage them to build the foundation of
an innovation driven organization. With this foresight,
Centre for Engineering & Technology (CET) was created in
July 1982 with a temporary office at Hindustan Times
Building, New Delhi. SAIL Board in its 83rd meeting held
on 28th January 1982, under the chairmanship of Shri K.C
Khanna, approved formation of CET. The institution was
established by SAIL primarily for identifying appropriate
and cutting edge technologies on a global basis and absorb
the adoption techniques for implementing selected
technologies in various units of SAIL.

CET IN THE PRESENT TIMES

CET worked on relatively smaller assignments to build its

capabilities, in the process making feasibility studies and
technical specifications for addition, modification &
replacement (AMR) schemes and balancing facilities in
SAIL plants. As time progressed, CET began taking up
more challenging assignments at SAIL plants across the
country. In 1987, CET established itself in Ranchi with subcenters at plant locations in Bhilai, Bokaro, Rourkela and
Durgapur. By the 1990s, CET had built a very strong
presence inside SAIL and was handling assignments for
several plants and other entities within the organization.
CET had since developed new capabilities in providing
consultancy for mine development & ore processing, raw
material handling, beneficiation and pelletisation, rebuilding/ new coke ovens and blast furnaces, sinter making,
primary & secondary steel making & refining units, rolling
mills, oxygen & power plants, pollution control systems,
steel processing units and building marketing warehouses.

Assistant Manager

To further improve its capabilities, CET signed technology

transfer agreements with leading technology suppliers like
Hoogovens (presently Danieli Corus) for hot blast stove
technology, Paul Wurth for INBA cast house slag
granulation plants, Fosbel for ceramic welding of coke
ovens and Rautaruukki for COB computerized heating
control systems.
With wide ranging areas of specialization to serve the
diverse range of client needs, technical talent and
familiarity with intricacies of SAIL plants, CET grew
rapidly since its inception. Early inroads were successfully
made in areas of coke making and iron making. Further,
successful commissioning of new batteries and furnaces in
SAILs plants over the years built strong operational
capabilities in CET and increased the confidence of all
stakeholders.
CETs VISION
To provide innovative design and engineering
solutions and be the first choice for the steel industry.
27

CET is executing several strategic projects for SAIL like the

new Hot Strip Mill, upgradation of BF-1, Beneficiation &
Pelletization plants and new SMS-III at RSP, Re-building
of Coke Oven Battery #8, new Coke Oven Battery #9, the
new Sinter Plant II, modernization of SMS-I and alternate
gas network at BSL, Beneficiation & Pelletization Plants at
Dalli Mines, new Coke Oven Battery #12, Revamping of
Sinter Cooler of SP-III and Rebuilding of Coke Oven
Battery #7 & 8 of BSP, Rebuilding of Coke Oven Battery #4
at DSP and new Coke Oven Battery #12, ISP.

Priyanka Parameshwaran,

In 1992-93, three to four private companies expressed

interest in taking over IISCO Steel Plant. Everybodys eyes
were not on Burnpur Plant but on the iron ore reserves of
IISCO. However, there was a school of thought in SAIL &
GoI which believed that IISCO should not be privatized. It
was at this time that CET was asked to conduct a review.
CET unequivocally declared in their report, that IISCO
would be revived given proper input and direction. The
report was accepted and the results are what we can all see
today

SAIL Plants & Units. With all the successes that the team at
CET has met in commissioning projects in SAIL, it has built
a strong reputation outside the organization as well.
Rs. '000 crores

A small anecdote

An equal opportunity employer, it

feels great working in CET as CET
has always welcomed innovative
ideas and has given better
opportunities for knowledge
enrichment

120

800
10.2.4

100

700
600

80

500
53.6

60

400

37
40

300

Stage ll approved
12,069
Stage ll approved
5,002

Under
Formulation at
CET
9,110

29.5
200

20

14.2
100
190

260

320

390

439

2011

2012

2013

2014

2015

Number of projects

Value of Projects

GROWTH OVER THE YEARS

Today, CET has played a vital role in providing design,
engineering and consultancy support to SAIL Plants/ Units
and has excelled itself in providing a complete range of
services from concept to commissioning of projects in the
steel industry.

Nilesh Sinha,
Deputy General Manager
It has been a wonderful learning
experience for me in CET. One
gets an opportunity to work in
diverse technological areas and
also to know a project in totalityconcept to commissioning. More learning opportunities
through technological tie ups would also help in
improving the domain knowledge of employees
What started in 1982 as a small unit of SAIL at New Delhi,
blossomed into a full fledged consultancy unit of the steel
industry with its head office in Ranchi and centres in all
major plant locations. Over the last 30 years, CET has
mastered the art of providing expert technical solutions to
August 2015

CET has successfully executed a number of flagship

projects for international steel manufactures like the
benchmarking study on Egyptian Steel Industry, design &
engineering services for upgradation of blast furnaces at
Egyptian Iron & Steel Co. (EISCO), designing of fume
extraction system for Electric Arc Furnaces for Arab Steel
& Delta Steel, Egypt and installation of Cast House Slag
Granulation plants for Birla Copper and JVSL amongst
others. Other significant contributions to SAIL have been in
areas of technical assistance to corporate office in joint
venture opportunities and strategic alliances, feasibility
study of Integrated Steel Plants at different locations, expert
& operating committees, energy audit, BIS, IPSS and MTI
faculty and SAIL R&D master plan projects etc.

CET's project status value-wise (Rs in crs)

Madhupriya,
Assistant General Manager
An organization where an individual
can voice ones opinion and make a
meaningful difference. It is also a
platform where both professional
and personal targets converge
August 2015

28

Celebrating the Jewels of SAIL

Stage-l approved projects

Construction of
barracks at Dalli,
Rajhara

March '14

Stage-ll approved projects

Upgradation of
BF #1, RSP

April '14

Re-biolding
of COB #8, BSL

June '14

Oct '14

Alternate gas
network, BSL

New HSM,
RSP

March '15

April '15

1 Mtpa Pllet plant along with

beneficiation plant at Dalli Mines

New Sinter
Plant #2, BSL

Rebuilding of
COB #7 &8, BSP
Static fac facility
for PCB, BSP

May '15

Modernisation
of SMS-I, BSL

In the last one year, Stage I & II approved projects with CET (over Rs 100 crores ea each)

29

August 2015

Celebrating the Jewels of SAIL

Vivek Bharati,
Deputy Manager
CET helps in creating future
leaders by allowing freedom of
decision making, adequately
backed by the inputs of seniors

INVESTING IN PEOPLE
If you want one year of prosperity, grow seeds.
If you want ten years of prosperity, grow trees.
If you want hundred years of prosperity, grow people
A Chinese Proverb
CET with a long and successful journey as design and
engineering consultancy organization has the acumen to
execute both green field as well as brown field projects
propelled by the teams of specialized, professional and
competent manpower, our greatest asset.
CET: Productivity in Rs. lakhs/employee
55
44
37
30
25

2010-11

2011-12

2012-13

2013-14

2014-15

Gaurav Garg,
Management Trainee
Technical
Team Spirited organization,
in s p ir in g in d ivid u a ls f o r
excellence
Realizing my aspirations, I am
very happy with my work and would love to rise up the
corporate ladder and play a bigger role in the organization

Tarun Mittal,
Management Trainee Technical
To ensure quality deliverables
(feasibility reports, DPRs, technical
specifications, cost estimates and
engineering etc.) on time, CET lays
emphasis on systematic and focused
approach towards its human resource
development. In addition to the
regular training courses on honing
skills in technical as well as managerial fronts, CET
engineers are given opportunities to work with global
engineering giants. Recent overseas visits of CET engineers
to Canada, China and Netherlands have provided a lot of
August 2015

exposure to key personnel across teams. This will help CET

solve problems it is working on more efficiently while
implementing best practices from across the world.
CET has taken sincere initiatives towards developing a
culture of knowledge management, building a competent
and knowledgeable work force and is inculcating a culture
of knowledge sharing within the organization.

BUILDING HIGH PERFORMANCE TEAMS

Successful implementation of large scale projects which
CET has been delivering requires high levels of team
work across cross-functional departments. Every project
has its Task Force which is formed with the objective to
build cohesion and collaboration with which problems are
approached by different departments. The team presents
its deliverables to the CET collective in Design Review
Meetings, before being declared fit for delivery. This is
critical in ensuring high standards of quality of output.
CET will keep on working to build stronger teams for the
future. Concerted efforts are made to identify the problem
areas across the organization and dynamic teams are being
formed to focus and come up with innovative solutions for
daily workflows. Teams not only infuse fresh ideas from a
wider cross-section but also ensure inclusive participation,
personal bonding and inculcate a sense of pride for the
organization.
Taskforces have also been formed for virtually all aspects of
operations - document standardization, systems for storage
and retrieval of documents in digital forms, creating a
drawing & document repository for SAIL, technology
forecasting and adoption in SAIL, strategy to work out
accurate cost estimates, building & improving
infrastructure in CET, updating list of acceptable makes for
equipment and spares, communicating CETs highlights in
various fora, and arranging sports and entertainment
activities to build a fit and agile team.
For an engaged and motivated workforce, it is important
that it has time to unwind, and activities which involve them
and their families to enjoy. CET teams have been very
active outside work and virtually every team member is
involved in some activity or the other. This also builds team
spirit while fostering deep bonds within the workforce. To
keep families and young ones engaged, CET regularly
celebrates annual events like national holidays, picnics,
foundation days with colorful cultural functions, drawing
and quiz competitions and sports activities, amongst other
things.
30

Celebrating the Jewels of SAIL

INTO THE FUTURE

Ruma Bharti,
Assistant General Manager
Ample opportunities to realize
ones dream in CET. It is a
launching pad for name, fame
and expertise. Apart from this,
willingness of seniors to teach and share their
experiences is excellent.
Looking into the future, CET is set to play a large role in the
growth of SAIL in the next few decades. With focus on
using engineering capabilities to improve efficiencies and
reducing cost structures, CET can bring significant value to
the plant operations.
Technological tie-ups and collaborations with large global
players for technical and manufacturing information, data,
design and related calculations and trainings have been
planned in the next few years. CET also plans to foray into
equipment design and inspection, and build vital
capabilities in this area.
Utilization of iron ore slimes, lean ores & low grade coal,
value added products, reduction in emission of greenhouse
gases, zero discharge processes, efficient waste disposal,
renewable energy are some of the areas where CET can
bring in its expertise.
Centre for Engineering and Technology has increasingly
formed the backbone of most strategic initiatives at SAIL.
As it charts its future course, it is certain that CETs
successes can propel SAIL into a technologically efficient
steel powerhouse.
It has been a wonderful learning experience for me in
CET. One gets an opportunity to work in diverse
technological areas and also to know a project in
totality- concept to commissioning. More learning
opportunities through technological tie ups would also
help in improving the domain knowledge of employees
Nilesh Sinha, DGM

31

Rendezvous
As an Executive Director
of CET, how are you
unleashing the potential
of employees?
By ensuring employees
understand their
contribution in
achieving CETs
objectives- . Setting
SMART goals for them.
Keeping employees energized and engaged through
teamwork to bring in vibrancy and dynamism.
Regular reviews & feedback to sort out issues and ensure
consistency in approach.
Need based training program on technical, finance &
managerial fronts. Exposure to latest technologies.
Making each one feel valued and motivated.
How do you propose to make CET a leading steel
consultant?
Making every employee imbibe the Vision statement of
CET
Technology is the key: Just in time exposure through
trainings, vendor meets, technical collaborations,
Creating an atmosphere of continuous learning through
competency development & knowledge management.
Carrying out CETs SWOT analysis.
Clear understanding of the present requirement and
future perspectives of clients by continual dialogue and
collaboration with client.
Some key strategies to produce a competitive advantage:
optimum utilization of resources (our engineers).
Providing holistic and cost effective solution.
Maintain high level of ethical standards.

August 2015

INNOVATION

Employees set up new beam changing station

In order to facilitate uninterrupted operation of Battery No.
1, 2 and 3, the Coke Ovens collective of SAILs Durgapur
Steel Plant has successfully installed a new pusher beam
changing station at Battery no. 1 of DSP. Now it will be
possible to change ramming rods in various pushing cars
without affecting production.
A group of innovators from the coke ovens came up with an
innovative idea to set up a new pusher beam changing
station at battery no.1. For this the roller support structures
were fabricated by CEM and erected using internal
resources. The new beam was soon positioned on the newly
constructed beam changing station and ram fitting was
subsequently carried out a few days later without affecting
the production in any of the batteries.
The pusher beam is an about 22 meter long beam, weighing
approximately 20 tonnes fitted on support rollers in the ram
cars used for pushing hot coke from the ready ovens. At
present, all batteries at SAIL DSP have two ram cars. The

pusher beams are changed at the pusher beam changing

stations, where a new beam is positioned and changed in a
planned manner. Earlier the alignment of the changin g
station was such that changing the ram rods would have
interfered with operations in the three batteries.

Enterprising colleagues of Coke ovens

Operative, Mr. Prasad & team revive Wheel Dozer

In order to facilitate uninterrupted operation of Battery No.
1, 2 and 3, the Coke Ovens collective of SAILs Durgapur
Steel Plant has successfully installed a new pusher beam
changing station at Battery no. 1 of DSP. Now it will be
possible to change ramming rods in various pushing cars
without affecting production.
A group of innovators from the coke ovens came up with an
innovative idea to set up a new pusher beam changing
station at battery no.1. For this the roller support structures
were fabricated by CEM and erected using internal
resources. The new beam was soon positioned on the newly
constructed beam changing station and ram fitting was
subsequently carried out a few days later without affecting
the production in any of the batteries.
The pusher beam is an about 22 meter long beam, weighing
approximately 20 tonnes fitted on support rollers in the ram
cars used for pushing hot coke from the ready ovens. At

Good Job in CBRS (1)

present, all batteries at SAIL DSP have two ram cars. The
pusher beams are changed at the pusher beam changing
stations, where a new beam is positioned and changed in a
planned manner. Earlier the alignment of the changing
station was such that changing the ram rods would have
interfered with operations in the three batteries.

Innovation leads to Cost Saving

An innovative group of employees from Field Machinery
(Mechanical), Cold Rolling Mill Zone of SAILs Rourkela

Steel Plant successfully overhauled a Fork Lift in Silicon

Steel Mill and put it into service, leading to savings in cost
and improvement of equipment availability.
The Godrej make Fork Lift had been out of service for more
than a year. Its Drive Axle had broken down and the
supplier was unable to supply the critical spares. The CRM
Zone FM (M) after ensuring alternate arrangements in SSM
to keep the production unaffected took up the challenging
task of reviving the forklift. After a detailed assessment,
necessary spares were arranged using in-house resources
and modifications were carried out. The job could be
completed with help from Shops Department and FM (M)
Machine Shop.

FMM-innovative job

August 2015

32

INNOVATION

In-house innovation improves productivity

A team of innovators from the Blast Furnace Area Repair
Shop of SAILs Bokaro Steel Plant successfully solved a
recurring problem in one of its Lathe Machine numbered H26, using in-house resources. The job completed within a
record time, will improve the maintenance related work in
the Blast Furnaces.
The team achieved success though extensive brain storming
to rectify the snag in the lathe machine which affected its
thread cutting and machine taper. This not just created an
operational hazard but owing to non-availability of spare
parts also affected work at the Area Repair shop.

Good Job in Blast Furnace (2)

SAFETY FIRST

Safety Week celebrations at ERWPP of RSP

ERWPP Safety Week

With the never ending stress on safety, many programmes are

organised periodically across SAIL for increasing awareness on the
theme. In this direction Safety Week Campaign was organised at
ERW Pipe Plant (ERWPP) Department of Rourkela Steel Plant
(RSP) on the theme, Business Excellence through Safety
In order to mark the occasion, safety models were displayed and a
book on safety titled, Surakshya Anubhav was released. The
highlight of the day was the skit on safety presented by employees of
the department. As part of the event winners of various competitions
organised as part of the observance were awarded. In addition to
these activities, a workshop named Surakhya Sabha, a safety meet
for the transporters, trailer drivers, cleaners, a Safety Srujani Mela
and a session on Safety through Spirituality were also organised.

AWARDS AND ACCOLADES

Young Achiever Award for SAIL employee

SAIL Academy Cadet strikes gold

One of the biggest assets that SAIL has is its workforce. Their
talent is legendary and the fact has been proved time and again by
the awards and accolades they have received. Recently, Mr
Rakesh Dhoundiyal, Senior Manager (F&A), SAIL, Rourkela
Steel Plant has been conferred with the prestigious CMA Young
Achiever Award - 2014 in the Public Manufacturing category. He
received the Award from Honourable Minister of State for
Development of North Eastern Region (Independent Charge),
Prime Ministers Office, Personnel, Public Grievances &
Pensions, Department of Atomic Energy, Department of Space,
Government of India,
Dr. Jitendra Singh in a
glittering function
organised recently in
New Delhi.
Mr Dhoundiyal was
awarded for his
contributions to
operational efficiency,
CMA Young Achiever
Risk Management,
value creation, Improving Corporate Governance and CSR as
well as innovations in Cost and Management Accounting
Practices.

Ms. Soma Karmakar, a cadet of SAIL

Athletic Academy for Girls run by
Durgapur Steel Plant has won gold
medal in the long jump event in the
World School Athletics
Championship held at Wuhan, China.
Ms. Soma Karmakar
Soma received training at the
academy for two years. In The current event she
achieved a distance of 5.42 meters.
It is noteworthy that SAIL run Athletic Academies, train
budding athletes under the guidance of expert coaches.

33

Best Mining Award for RMD Mines

The Raw Materials Division has bagged the award for
Best Mining, Overburden Management and
Beneficiation Technology. The award has been
conferred by the Jharkhand State Pollution Control
Board for right
practices followed by
the mines of RMD in
Jharkhand.
This too is an
acknowledgement of
Award being handed over
SAILs efforts for better environment management.
August 2015

AWARDS AND ACCOLADES

SAIL team excels in Regional round

of NCYM-2015
The team comprising of Ms. Lopamudra Mishra, Junior
Manager (Personnel), Mr. Sudarshan Pathi, Assistant Manager
(BE-TQM) and Mr. Jyotirmay Jena, Assistant Manager
(Projects) from SAILs Rourkela Steel Plant has emerged as
runners-up in Regional round of National Competition for
Young Managers (NCYM)-2015 organised by All India
Management Association (AIMA) held at Kolkata, recently.
The theme of the competition was
Transformational Role of Young
Managers in a New Age Economy:
Towards Building Sustainable
Organization. The team received
mementoes and a cash prize of Rs.
3000. They have qualified to
participate in the final round of the
national level competition.
NCYM-2015

Team RSP Steals Udaan Title Again

Team from RSP comprising Mr. S.S. Panda, AGM, Steel
Melting Shop - II and Mr. Sampad Mishra, Assistant Manager,
Refractories brought laurels to SAIL by winning the
Champions title in the Finals of Udaan Corporate Business
Quiz held at MTI, Ranchi. The business quiz was organised by
National HRD
network, Ranchi
chapter in association
wit h MTI, SAIL. It is
worth mentioning here
that, the duo had also
won the Udaan 2014
Championship.
Udaan 2015

SAILs Archery Cadets

qualifies for World Cup
Cadets of Eklavya Archery
Academy at Kiriburu Mines of Raw
Materials Division have been
demonstrating outstanding
performance over the years.
Recently, Nomula Lavanya a skilled
cadet of the academy has qualified
Nomula Lavanya
for the World Cup Stage 4 that will be
held at Medellin, Columbia. She secured 6th position
at national level selection camp.
In another display of exceptional talent cadets,
Lavanya, Archana Sharma, Snehal Divaker,
Indrachand Swami and Kamal Kishor demonstrated
praiseworthy performance at TATA National Ranking
Archery Tournament-3RD Stage 2015 in New Delhi.

Anubhav wins again

A team comprising Ms. Kavita Bisoyi, Junior
Manager (Refractories), Ms. Ankita Bilung, Junior
Manager (CP-II) and Ms. Lopamudra Mishra, Junior
Manager (Personnel-CRM) has emerged winners of
National Level Case Study Contest Anubhav 2015
at Management Training Institute of SAIL on
20th June 2015. The theme of this event, org
anised by National
HRD Network Ranchi
Chapter was Gen: Y
Catch One, if You Can.
The winning team was
awarded a cash award of
Anubhav
` 40,000/-

HAPPENINGS

New Benzol Plant inaugurated at Durgapur

New Benzol Plant (1.0 MT) at the Coke Ovens and Coal Chemicals
Department of DSP was inaugurated recently at SAILs Durgapur
Steel Plant. The New Benzol Plant will enhance the operational
efficiency of the coke ovens and coal chemicals department and
will improve the yield and quality of valuable benzol and
naphthalene, which are by-products of coke oven gas.
The New Plant will be used to process coke oven gas generated at
Coke Ovens Battery Nos. 1, 2 & 3. The new plant has a new Chilled
Water Plant for better removal of Benzol and Napthalene at this
plant. The plant is designed to produce 22 24 tonnes/day of benzol
and around 4 tonnes/day of naphthalene.
In this unit, firstly
naphthalene is removed
from the coke oven gas
through the naphthalene
stripping plant and
thereafter benzol scrubbers
remove benzol. Benzene
and toluene extracted from
benzol is extensibly used
pharmaceutical
industries.
CEO inaugurating New Benzol Plant
August 2015

SAIL signs MOU for lubricants

SAILs Durgapur Steel Plant which is the centralized
procurement agency for lubricants, has finalized longterm MOUs with four renowned public sector oil
marketing companies namely Indian Oil Corporation,
Balmer Lawrie, BPCL and HPCL for supply of
greases. By signing the MoU, SAIL plans to ensure a
sustainable long term partnership in securing quality
supplies of grease for all its plants at optimum cost.
SAILs total
requirement of
greases covered
through this
MOU is about
8,000 MT and is
valued at about
MOU Signing ceremony
Rs 100 Crores.
for industrial gum making, paint manufacturing and

34

HAPPENINGS

Low-pressure alarm for better operations

Aimed at stopping any unforeseen work stoppages
from taking place in the exhauster at Sinter Plant, as a
result of low pressure, an alarm has been installed in the
Sinter Plant exhauster of SAILs Bokaro Steel Plant.
The low pressure alarm system in the circuit of the
exhauster will
automatically start
ringing if the
pressure goes
down beyond a
defined limit.
Currently at the
Good Job in SINTER Plant_3.7.15 (1)
Sintering Plant of
SAILs Bokaro Steel Plant, the bearings of the
exhauster are cooled and lubricated with lubrication
oil, the pressure of which is maintained by two
motorized and one mechanical pump. In case of failure
of any of the pumps, oil pressure in the bearings can go
below the required standard and damage the bearings.

Liposuction carried out at

Bokaro General Hospital
Liposuction a body sculpting procedure was successfully
carried out successfully by a team of doctors from the
department of Plastic Surgery and Anesthesiology at the
Bokaro General Hospital. The patient a 22 year old woman
underwent the surgery to get the
desired body contour. The surgery
lasted for more than two hours during
which a sizeable amount of fat from
the patients body was removed.
The patient who is now doing well
after the surgery has been put on a
controlled diet and prescribed a
liposuction-procedure
regular exercise regime.
Liposuction involves removal of unwanted fat from the body.
Procedure involves inserting a Cannula connecting to a pump
into fat bearing areas.
The fat is then broken down and vaccum-ed out through a tube.

ENVIRONMENT

Strengthening Foundation of Sustainable mining and Ecology at RMD mines

The mines of Raw Materials Division tirelessly work to maintain the
forest ecology and environment which is essential for scientific and
sustainable mining. Stress is given on adoption of proper measures to
safeguard the environment around the mines, which is also an
important part of the policy commitments and compliance with the
applicable environmental regulations laid down by the statutory
bodies.
Going a step beyond compliance, Environmental Management System
linked to IS / ISO 14001 has been implemented and being maintained
at Kiriburu, Meghahatuburu, Bolani Barsua iron ore mines and
Kuteshwar limestone mines. Over the years, significant improvement
in prevention and control of pollution at the iron ore mines has been
achieved through introduction of the cleaner technologies and best
environmental management practices. For example:
Wet drilling to control fugitive dust from drilling
Use of High Pressure Water Sprinklers for Haul Road Dust Suppression
Stationary Water Sprinklers on permanent haul roads
Use of slurry explosives with NONEL detonation for controlling blasting hazards
High Capacity Excavators and Dumpers for handling the ore and waste
Dry fog dust suppression / dust extraction systems at ore processing areas
Long Distance Belt Conveyers for ore transportation
Effluent Treatment Plants involving thickeners with use of coagulants for
treatment of ore washing effluents and recovery and recycling of effluent
Garland drains and Toe walls with sedimentation ponds at OB dumps to
control soil erosion and surface runoff control
Check dams / siltation ponds at strategic locations to control surface run
off from the mines and dumps
Developed green belts between operating units and nearby habitations
During expansion of RMD mines, the existing ore washing / beneficiation
plants are under the process of modification through installation of state-ofCheck Dam at Gua Ore Mine
the art beneficiation technology to increase recovery of iron ore fines. The
effort will result in conservation of resources as well as minimising generation of tailings. Presently, effluents generated from
the ore beneficiation plants are being treated in Thickeners for solid liquid separation and about 60 - 70% of water is being
recovered. Underflow from the thickener is being sent to Tailing Pond for further settling of tailings. Reclaiming water from
the tailing pond through Decantation Towers is under implementation at the mines, which wil l not only reduce the water
consumption but also lead to lesser amount of water withdrawal and zero discharge.
35

August 2015

iqjLdkj vkSj lEeku

fHkykbZ ds foYlu dks 27oka lhvkbZvkbZ jk"Vh; dk;Z dkS'ky iqjLdkj

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i;kZoj.k fnol ij n'kZuh
August 2015

36

efgyk l'kfdj.k

fHkykbZ esa efgyk l'kfdj.k dh fn'kk esa ^^NksVs dne&ph mM+ku** dk;Z'kkyk
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fta+ nxh ls tqM+ k lsy

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37

August 2015

fta+ nxh ls tqM+ k lsy

jkmjdsyk }kjk yuZ Vw jhM ;kstuk dks lg;ksx

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August 2015

38

WORDS OF ENCOURAGEMENT
for June & July 2015 issues

It (SAIL News) looks very professional and

interesting particularly commend your people for
the modern and clean photography
Nicholas Walter,
Communications and Public Policy Director
World Steel Association

I am extremely happy to see the progress of New Cold

Rolling Mill 3. I send my best wishes to SAIL and in
particular to Bokaro collective for this endeavour
Brijlal Kshatriya,
Former Managing Director, Bokaro Steel Plant

I appreciate all the efforts put together for this journal.

The most eye catching items are the beautiful photographs,
especially the one on top of page #20.
Dr. Sanak Mishra,
Secretary General & Executive Head
Indian Steel Association
Former Managing Director, Rourkela Steel Plant

SAIL News looks very good this time, much better

content and pics, especially the cover page. Also it is very
well laid out. Congratulations on a good release.
Ms. Charlotte Rao,
Associate Editor, Steel
Platts, Mc Graw Hill Financial, Singapore

My heartiest congratulations to you and all those behind

bringing it (revamped SAIL News) out. Not only the get up is
impressive, it is full of information and takes me back to the
times when I worked with so many of those who were like those
who are behind this magazine.,
SK Ahluwalia,
Former Director (Commercial), SAIL
* Inhouse publication of Steel Authority of India Limited, Editor: Mr. R.K. Singhal, GM (Corporate Affairs); Published by
Mr. Annoop Joshi, AGM (CAD); Editorial Team: Mr. Siddharth Prahladan, DM (CAD), Mr. Manik Bhargava, DM (CAD),
Mr. Vinay Jaiswal, DM (CAD) and Ms Samanwita Ghosh, AM(CAD)