Name: Priya Ranjan

Roll no: 21 Marketing

Concurrent Evaluation: Marketing For Sustainability
JSW Steel Ltd.

JSW Steel Ltd

Introduction
JSW Steel Ltd. The flagship company of over $11 billion JSW Group, JSW Steel is one of India's
leading integrated steel manufacturers with a capacity of 18 MTPA. It is one of the fastest growing
companies in India with a footprint in over 140 countries. JSW Steel is an Indian steel company
owned by the JSW Group based in Mumbai, Maharashtra, India. JSW Steel, after merger of ISPAT
steel, has become India's second largest private sector steel company. The current installed
capacity is 18 MTPA. A $11 billion conglomerate, with presence across India, USA, South America &
Africa, the JSW Group is a part of the O.P. Jindal Group with strong footprints across core economic
sectors, namely, Steel, Energy, Infrastructure, Cement, Ventures and Sports. JSW's history can be
traced back to 1982, when the Jindal Group acquired Piramal Steel Limited, which operated a mini
steel mill at Tarapur in Maharashtra and renamed it as Jindal Iron and Steel Company (JISCO).
The Group set up its first steel plant in 1982 at Vasind near Mumbai. Soon after, it acquired Piramal
Steel Ltd., which operated a mini steel mill at Tarapur in Maharashtra. The Jindals, who had wide
experience in the steel industry, renamed it as Jindal Iron and Steel Co. Ltd. (JISCO). Jindal
Vijayanagar Steel Ltd. (JVSL) was set up in 1994, with its plant located at Toranagallu in the Bellary-
Hospet area of Karnataka and External Areas of Andra Pradesh, the heart of the high-grade iron ore
belt and spread over 3,700 acres (15 km2) of land. It is just 340 kilometres (210 mi) from Bangalore,
and is well connected with both the Goa and Chennai Port. In 2005, JISCO and JVSL merged to
form JSW Steel Ltd.
JSW Steel has also formed a joint venture for steel plant in Georgia. The Company has also tied up
with JFE Steel Corp, Japan for manufacturing the high grade automotive steel. The Company has
also acquired mining assets in Republic of Chile, United States and Mozambique.

History
In 1994, Jindal Vijayanagar Steel (JVSL) was set up with its plant located at Toranagallu in
the Bellary-Hospet area in the State of Karnataka, the heart of the high-grade iron ore belt and
spread over 10,000 acres (40 km2) of land. over a decade. It also set up a plant at Salem with an
annual capacity of 1 million tonne. It is on the threshold of a major expansion plan of adding 3.2
million tons per annum to its at Vijayanagar Plant to achieve 11 MTPA by 2011. It has established a
strong presence in the global value-added steel segment with the acquisition of a steel mill in US
and a Service Center in United Kingdom. JSW Steel has also formed a joint venture for setting up a
steel plant in Georgia. The Company has further acquired iron ore mines in Chile and coal mines in
USA & Mozambique.The current manufacturing capacity of company is 18 MTPA. In Aug 2014, it
acquired Welspun Maxsteel Ltd in a deal valued at around 1,000 Crores. JSW has already acquired
3 MTPA Hot Rolling Plant in Dolvi maharashtra ( earlier named Ispat Industries Ltd).
Facilities
Vijayanagar Works
India’s first 12 MTPA steel plant at single location, “the fastest growing steel plant in India”. The JSW
Steel Vijayanagar plant is the first integrated steel plant to reach 12 MTPA capacity in a single
location. It is the first in India to use the Corex technology for hot metal production .Now other steel
plants are coping the same.
The first hot strip mill at Vijayanagar was commissioned in 1997. Since then it has grown
exponentially and now has an installed capacity to produce 12 MTPA of steel. Located at a remote
village Toranagallu part of under developed North Karnataka in the Bellary-Hospet iron ore belt of
Karnataka, the fully integrated steel plant, is well-connected with both the Goa, Krishnapatnam,
Mangalore and Chennai ports.
Unique features:

 Regarded as the world’s Corex showpiece it was the first Greenfield project in India and among
the first in the world to have successfully used this technology to produce “green steel”
 Houses India’s largest blast furnace and the widest hot strip mill
 The only plant in India with pair-cross technology and twin-stand reversible cold-rolling mill
 The highest productivity steel plant in India, producing 800-plus tonnes per person per annum
 Recognized for its ‘zero-effluent discharge’ status; it reuses more than 95 per cent of process
waste
 Low carbon footprint as it recycles 96% of coke oven gas for power generation
 Uses sophisticated ambient air control infrastructure beyond and has reduced gas flaring to
lower levels.
Salem Works
JSW acquired SISCOL in the year 2004, a sick unit at that time. Quick turnaround of the plant was
achieved by expanding capacity from 0.3 Mt to 1 Mt and switching over to value added products.
Unique features:

 Complete product range

 Rounds: 5.5 to 180 mm
 RCS: 55 to 265 mm
 Flats: 60 to 101 series
 DSIR Approved R&D Centre with sophisticated modern equipments.
 Online Automatic inspection and testing facilities for Rounds and RCS up to 160
 High precision rolling Reducing and Sizing block in Bar and rod mill
Dolvi Works
The 5 MTPA integrated steel plant at Dolvi, Maharashtra majority stake acquired in 2010, is an
inherent part of JSW Steel. This is Indian's first and only operating CONARC Technology plant.
Located on the west coast of India, the plant has a jetty with a capacity of 10 million tonnes per
annum. This provides the unit with logistical advantages in importing raw materials and savings on
freight cost. The unit is connected through rail, road and sea and has given the JSW Steel a
strategic presence in western India.
The Dolvi plant caters to several industries including automotive, projects and construction,
machinery, LPG cylinder-makers, cold rollers, oil and gas sector and consumer durables.
Unique features:

 The Dolvi plant is the first in India to adopt a combination of Conarc technology for steel making
and compact strip production (CSP) for producing hot rolled coils. * The main feature of CSP is
thin slab casting.
 It can produce coils with thickness as low as 1.0 mm.
 HR coils produced at Dolvi are feed material for the two JSW Steel cold rolling and downstream
facilities at Vasind and Tarapur.
Vasind Works
The Vasind plant focuses on JSW- branded high-end steel products.It sources HR Steel coils from
the Dolvi and Vijayanagar plants to manufacture value-added, branded steel products such as
galvanised steel, plain and corrugated products as well as color-coated products.
The journey that started in 1982 with the commissioning of a 20 high cold rolling mill has turned into
a full-fledged complex with cold rolling, hot rolling, galvanizing and colour coating facilities.
Galvanized steel from Vasind is a market leader in both domestic and international markets. The unit
exports mainly to the USA, Europe and Middle East Asia and South African Continent.
The plant has a total capacity of 0.45 MTPA in galvanized and cold-rolled products, 0.225 MTPA
color coated products and hot-rolled plates manufacturing facility.

Unique features:

 Part of India’s largest coated product producer and exporter of galvanized steel.
 Manufacturer of appliance grade color coated products, a revolutionary product in the Indian
steel industry which will replace imported steel in the manufacture of white goods in India.
 It has one of the plant that acquired in JSW.
 Turn Around Delivery Time within three weeks of demand.
Tarapur Works

The Tarapur plant marks one of the first milestones for JSW Steel. This plant was originally
inaugurated on 11 May 1974 by Hon. Vasant Rao Naik, the then Chief Minister of Maharashtra. The
plant was acquired by Late Shri O. P. Jindal on 9 November 1982, from Piramal Steel Limited and
renamed Jindal Iron and Steel Company. The plant offers coated products catering to several
sectors. Tarapur plant specializes in galvanizing, Galvalume and color coated steels. It is India’s
largest producer and exporter of Coated Products.
The Tarapur plant has five cold rolling mills and five coated strip divisions, which include two dual
pot galvanizing cum galvalume lines, two color coated lines and a 30 MW captive power plant.
It has a total capacity of 0.75 MTPA (including ongoing projects) and sources coils from the
Vijayanagar and Dolvi plants to manufacture value-added branded steel products.
Features:

 The Tarapur plant is specialized for the Ultra Thin Coated Products.
 The Tarapur plant features two dual product lines for galvanized cum Galvalume with a coating
capacity of 0.45 MTPA.
 It also has 30 MW Captive Power Plant (CPP) to meet the power requirement of both Tarapur
and Vasind plant.
 Tarapur has a zero discharge facility having a multi-effect evaporator system for effluent
treatment.
 It has a unique service center facility to meet the customized requirement of various segment
like Export, OEM, Retail for their cut sheet/ corrugation and profiling requirement
 It has also installed rainwater harvesting system to meet its water requirement.
Kalmeshwar Works
One of the downstream operations of JSW Steel is executed from Kalmeshwar. The Kalmeshwar
plant has a pickling line, two rolling mills, two galvanizing lines, two color-coating lines, a Galvalume
line, six slitting and 7 cut-to-length lines, two profiling lines and a tile profiling line. It was earlier Ispat
Industries.
Features:

 Zero Liquid Discharge Facility

Definitions of Sustainability development by five authors

The definitions given below encompass all aspects of this subject. The areas of sustainable development
are dealt with in more detail later in the subject:
1. Brundtland (1987): This is the most commonly quoted definition and it aims to be more
comprehensive than most:
Sustainable development is development that meets the needs of the present without compromising the
needs of future generations to meet their own needs.
It contains within it two key concepts:
The concepts of needs, in particular the essential needs of the worlds poor, to which overriding priority
should be given, and:
The idea of limitations imposed by the state of technology and social organization on the environments
ability to meet present and future needs.

2. Harwood (1990):
Sustainable development is a system that can evolve indefinitely toward greater human utility, greater
efficiency of resource use and a balance with the environment which is which is favourable to humans
and most other species.
3. Pearce, Makandia&Barbier (1989)
Sustainable development involves devising a social and economic system, which ensures that these goals
are sustained, i.e. that real incomes rise, that educational standards increase, that the health of the nation
improves, that the general quality of life is advanced.
4. Conway &Barbier (1990)
We thus define agricultural sustainability as the ability to maintain productivity, whether as a field or
farm or nation. Where productivity is the output of valued product per unit of resource input.
5. Daly (1991)
Lack of a precise definition of the term 'sustainable development' is not all bad. It has allowed a
considerable consensus to evolve in support of the idea that it is both morally and economically wrong to
treat the world as a business in liquidation.

Tata Sustainability Group

TSG is driven by a mission to guide, support and provide thought leadership to Tata group companies in
embedding sustainability in their business strategies and demonstrating responsibility towards society and
the environment
The policy helps Tata companies to integrate sustainability considerations into all decisions and
key work processes, mitigating future risks and maximising opportunities
The Tata group sustainability policy articulates how Tata companies create long-term stakeholder value
by integrating economic, environmental and social considerations. The policy will help Tata companies to
integrate sustainability considerations into all decisions and key work processes, mitigating future risks
and maximising opportunities. It embodies the principles of product stewardship by reducing
environmental impact and enhancing health, safety and social impacts of products and services across
their lifecycles.

Further, under the policy, Tata companies commit to aspire to global sustainability leadership in the
sectors they operate in by constituting a governance structure to oversee sustainability endeavours. The
governance process, under the aegis of the Boards, identifies relevant sustainability issues and develops
comprehensive sustainability strategies with goals, targets, mitigation and adaptation action plans. The
Policy aligns the companies to undertake natural and social capital valuation to assess business risks
while adhering to global reporting frameworks.
sustainability of steel products through their life cycles like Protact®, a safe packaging material
which is infinitely recyclable with no loss of quality. Moreover, Tata Steel’s sustainability principles are
embedded in its new product development process, which focusses on lowering greenhouse gas emissions
over the life cycle of steel and optimises total cost of ownership. How does Tata Steel view challenges on
sustainability & climate change? We foresee challenges of climate change are real and will affect
everyone in the society including large and small businesses across sectors. Therefore, it is incumbent on
us to evaluate the risks and opportunities of climate change to enable us to develop our strategy to future
proof our society and businesses. Tata Steel is working actively to reduce the carbon footprints and water
intake, switch to renewals to the extent possible and embrace circular economy all of which help in
tackling this universal challenge of climate change. To mitigate the risk of climate change and to be
sustainable, Tata Steel is focussing on innovative technologies that can significantly lower emissions over
the long-term. The GHG issues and the Company’s responses are integrated into the Company’s strategy
and planning, capital investment reviews, and risk management tools. Our participation in the Task Force
on Climate-related Financial Disclosures formed by the Financial Stability Board has helped us sharpen
our focus on the disclosures which are critical to drive efficient allocation of capital and transition to a
low-carbon economy. Finally, can you elaborate a little bit on the Integrated report? The framework helps
embed corporate responsibility and sustainability into the business measurement framework. Integrated
reporting demonstrates the linkage between an organisation’s strategy, governance, financial performance
and the social, environmental and economic context within which it operates. The framework also
integrates sustainability into a company’s core business. The framework ensures a common understanding
of value creation process by reflecting integrated thinking and approach in utilising six capitals
(Financial, Manufactured, Intellectual, Human, Social & Relationship and Natural) to create sustainable
value to stakeholders. This is a principle based framework that helps companies to focus on the long term
and create sustainable value for all its stakeholders.

Challenges faced to maintain Sustainability Development.

The going is green

A presence across hydro, wind, solar and geothermal makes it easier for Tata Power to target a cleaner
energy portfolio

In the hills around Dagachhu in Bhutan, Tata Power’s newest power unit, a 126MW hydroelectric project,
has gone live with the commissioning of the first of its two 63MW units. Dagachhu is the company’s first
international project to go on stream, and the first new hydro unit after Bhira in 1927. Tata Power also has
hydro projects coming up in Georgia and Zambia. Projects such as these enable Tata Power to stand out
among power producers because it is that rare company with a presence across the renewables of hydro,
wind, solar and geothermal energy.
Experts believe that 2015 is one of the most crucial years for the planet. Across the globe, countries are
getting ready to propose their national carbon emission reduction targets. By December 2015, the United
Nations Framework Convention on Climate Change will determine whether the proposed cuts are
sufficient to maintain global warming at the 2oC above pre-industrial levels. With carbon taxes looming,
going green to balance fossil fuel power is a must-do for the power industry. And this is what Tata Power
has envisioned, setting itself a target of 20-25 percent generation from clean energy sources.
Of all the clean sources, hydro and wind are the key focus areas for this 100-year-old company. On the
occasion of its centenary celebrations on February 11, 2015, managing director Anil Sardana announced
that Tata Power would double its hydro output by adding 450MW in the coming years. “Hydro is a key
component of our clean energy vision,” he says.
Mahesh Paranjpe, chief of hydro and renewable operations, explains the need: “For a stable electrical
grid, the ratio of thermal to hydro has to be 70:30. This has come down to 75:25. India’s north and
northeast has good potential, but terrain, power evacuation facilities and land acquisition can be
obstacles.”
Stumbles in the solar system
Tata Power’s solar portfolio is still small. With a 25MW unit recently commissioned in Palaswadi,
Maharashtra, the total solar energy wattage touched 57MW in 2014. Solar energy is more predictable than
wind, but the need for large land parcels is a stumbling block.
Chief operating officer Ashok Sethi explains why wind projects are easier to set up: “One pole can
generate up to 2.5MW of power, whereas a solar energy farm will take up 8 acres to generate the same
amount of power.” To get around the land issue, Tata Power experimented with a floating solar plant to
utilise the large surface area of its lakes in Lonavla, but scaling up the operation proved difficult.
Another issue is the cost of solar panels which is still high, and together with land costs drives up the
price of power. “The cost of solar power — at Rs7 per unit — is higher than wind energy, which is about
Rs5,” says MrSethi. Even a Rs2 difference can make power too expensive for an industrial consumer. But
as solar tech advances, prices will fall. Solar is definitely the future, but energy is always linked to the
right timing and the right pricing.”
Hydro is happening but wind also accounts for a big chunk of the company’s clean energy output. Tata
Power is already India’s third-largest wind energy producer, with about 470MW generated from its wind
turbines. To this, says MrSethi, the company will be adding 200MW every year. The latest of the
company’s wind energy projects to go live was the 32MW Girijashankarwadi undertaking in
Maharashtra.
Wind energy has good potential in India with Tamil Nadu, Karnataka, Maharashtra and Gujarat being the
leaders and Rajasthan and Andhra Pradesh also showing promise. What makes wind more attractive to
producers are the figures. Rahul Shah, the chief executive of Tata Power Renewable Energy, says that
wind offers a steadier and more profitable supply of power than solar. “The plant load factor for wind is
in the range of 22-35 percent as compared with solar, which is 17-21 percent,” he explains. “Also, the
footprint of a wind installation is smaller.”
In India the challenges of putting up wind and solar farms in India are somewhat similar. Power
generation fluctuates as wind speeds or cloud cover changes with the season. Road connectivity is poor in
the remote areas that are typically better prospects for such projects. Maintenance and logistics become
challenges. And there is a dearth of 33kV lines to evacuate the power or connect to the grid.
Despite the government’s avowed support for renewables, policies and permits are also an issue, says Mr
Shah. “There are delays in getting clearances and approvals. Currently there is no single-window
clearance system in place. There is uncertainty in policies and control periods for the feed in tariff .”
Another experimental area is geothermal energy. Unlike wind and solar, geothermal resources offer 24x7
energy. Tata Power is part of a consortium that won the tender for the 240MW SorikMarapi Geothermal
Power Project in Indonesia, which is at the exploratory drilling stage. The company’s partner in this joint
venture is Origin Energy from Australia, which has a presence in geothermal projects in New Zealand and
Chile.
The geothermal play
Indonesia is promoting geothermal in a big way. “It holds the world’s largest resource of geothermal
energy, with a potential in excess of 29,000MW,” says Minesh Dave, Tata Power’s chief representative in
Indonesia.
As a resource, geothermal holds great promise. “Plant efficiency can touch up to 95 percent and the tariff
offered is attractive. However, there are a number of challenges and risks, such as the remoteness of the
site, acceptance by the community, land acquisition, transmission connectivity, the multiplicity of
approvals required and, above all, the uncertainty of the resource, which can impact profitability. It will
take two-three years and up to $100 million to prove the quality of the resource.”
Closer to home, Tata Power is exploring biomass gasification. It is setting up a small 250kW plant that
will use biomass and waste such as rice husk to produce electricity. If this is successful the pilot can be
rolled out as a rural electrification project in villages that are not connected to the grid. Apart from these
green sources, Tata Power has also set up power plants at Haldia and Jamshedpur that utilise waste gases
from blast furnaces and coke ovens to generate power, while at the same time reducing greenhouse gas
emissions.
Tata Power’s seriously big numbers relate to its coal and gas plants. But it is the company’s focus on
green and clean energies that makes it a sustainable power producer. Having one foot in the future will
certainly be of help here.

Conclusion
The Tata group’s quarterly magazine, has been in print for over six decades. The magazine features latest
best practices and innovation at Tata companies, and views from senior leadership on industry trends and
contemporary businesses.
Therefore taking into considerations the study done of sustainability development carried out by Tata is
carried out.