Intern Project MBA

“HR POLICIES AND ITS IMPLEMENTATION”
AT
SUBMITTED BY:
PURNA CHANDRA TUNGA
EXAM ROLL NO.- 21MBA038
COLLEGE ROLL NO- MBA21/45
SUBMITTED TO:
DEPARTMENT OF PROFESSIONAL STUDIES

GOVERNMENT AUTONOMOUS COLLEGE , ANGUL
UNDER UTKAL UNIVERSITY
(IN FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MBA)
UNDER THE GUIDANCE OF
INTERNAL GUIDE EXTERNAL GUIDE

MRS. LIPIKA PARIDA MR . SOURAV KUMAR MOHANTY
FACULTY (HR) HR MANAGER (PAYROLL )
1
Working on this project “ HR POLICIES & ITS IMPLEMENTATION IN
JINDAL STEEL AND POWER LTD. ” was source of immence knowledge
to me. We would like to express my sincere gratitude and valuable
support thought the course of this project work.
I wish to acknowledge my indebtedness to my project guide Mr. Sourav
kumar Mohanty(HR manager payroll) , Mr. Jitendra saraf sir ,Mr.
dhananjaya sir , Mr . K.M Pathak sir , Mr. diptiranjan jena sir and faculty
guide Mrs. lipika parida without whose sincere guidance and support this
project would not have been a success. Thanking them is a small gesture
for the generosity shown.
The project is a satisfactory outcome of several days’ hard
work. We are thankful to the respondent who has given us feedback and
Co-operation during the preparation of this project.
Finally, I take this opportunity to thank the entire
senior executives ‘team and every associated of this organization, who
have helped me directly and indirectly during this period of project
preparation.
Purna Chandra Tunga

College roll no-MBA21/45
I do hereby declare that this Dissertation project report titled
“ HR policies & ITS implementation in Jindal Steel and
Power” is the result of my own effort in the training which I did
as a part of the curriculum , for the in fulfillment of the
requirement for the degree of MBA under Utkal University ,
Vanivihar.
All the reference and citations in this project have been

acknowledged by me. I am entirely responsible for any mistake
in this research work.
It has not been duplicated from any other earlier

works and all information provided in this report is genuine. It has
not been submitted to any other university or any other degree.
Dt: PURNA CHANDRA TUNGA

Place : Angul EXAM ROLL NO : 21MBA038
This is to certify that the dissertation project work entitled “HR
policies & its implementation in Jindal Steel and Power,
Angul” is an original work and this work has not been submitted
elsewhere in any form. This project work is done by Purna
Chandra Tunga in fulfillment of MBA at Government
(Autonomous) college , Angul Affiliated to Utkal University during
the academic year 2021-2023.
He has done this project with much effort and satisfactory.
Date : Mr. Sourav Kumar Mohanty

Place: HR manager (payroll)
Common office JSPL , Angul
This is satisfy that the project entitled “HR policies & Its
implementation in Jindal Steel and Power , Angul” submitted by
Purna chanda Tunga. College roll no-MBA21/45 , CLASS-MBA 2nd
year to the Govt(autonomous) college , Angul is original and
benifited research work conducted under my guidance and
supervision . All the reference and citation in thus project have
been duly acknowledge by him.
Mrs. Lipika parida

Date: HR Faculty
Place: Government(autonomous) college , Angul
PREFACE
It is very rarely experienced that an academic obligation becomes

an enjoyable experience and work is more memorable one. My
training period in the JSPL, Angul preciously such experiences had
given me an opportunity to access, the concept of the theory
against the practical reality.
I have given all the importance to my project

for its accuracy. I have made my level best to make my project a
real one. I have attempted my best to avoid any kind of
ambiguity in the contents.
The information is gathered through report of the

company, discussion with the company employees, labour,
officials; HRD meets of the persons, books and magazines etc. All
these information are being interpreted in this manner that even
a lay man can understand and their impact on the JSP, Angul.
Besides all this avoid things I have ensured

that this project fulfills the MBA norms. I have taken meticulous
care to get it properly documented, and most importantly avoid
ambiguity in the given data. I have given emphasis in every aspect
of the project.
CONTENT
CHAPTER TOPIC PAGE

NO. NO.
• INTRODUCTION
• OBJECTIVE OF THE STUDY
• SCOPE OF THE STUDY
CHAPTER 1 • RESEARCH METHODOLOGY
• LIMITATION
CHAPTER 2 • COMPANY PROFILE
• CONCEPTUAL FRAMEWORKOF HR
POLICIES
CHAPTER 3
• HR POLICIES OF JINDAL
CHAPTER 4
CHAPTER 5 • DATA ANALYSIS AND INTERPRETATION
• FINDINGS
CHAPTER 6
• Suggestions
• Recommendations
CHAPTER 7 • CONCLUSION
• BIBLIOGRAPHY
ANNEXURE
INTRODUCTION
EXECUTIVE SUMMARY.
HR POLICIES
Human resources policies are a set of rules for hiring, promotion, work process,
leave, termination, work environments, compensation, performance appraisal, and
many other vital functions. HR policies are also a layout of how an organization will
treat its people and property. These essential documents are developed by HR
managers along with company administrators. It’s necessary to recite these policies
before a complication arises; it’s preferable that you know how to respond.
HR policies are the proper code of conduct that helps the

company understand about a safe and secure working environment for all employees.
The principal purpose of HR policies is to direct the employees more efficiently and
maintain the smooth functioning of the organization. Therefore, the very base of HR
policies creates a solid and practical foundation for companies to guide and lead their
employees toward progress and welfare. It also retains the company from any legal
abidance in case of any lawsuit filed against the company by any employee.
The HR department is also the first department to know of a

situation like an argument breaking out or the company’s employee productivity
falling. Therefore, a good HR department is also essential as they can sense these
issues way in advance and can take measures to avoid them. This helps in protecting
the company in the long run.
However, for an HR department to be able to protect the company

they require a legal backdrop. Having the right HR policies in place helps the HR to
take timely disciplinary actions for future conflicts. Since the policies of a company
are documented there can be no bias or partiality in their implementation.
The main functions/policies of HR are described as under..

➢ RECRUITMENT
➢ TRAINING AND DEVELOPMENT
➢ CODE OF CONDUCT
➢ PAYROLL
➢ LEAVE POLICY
➢ INSURANCE etc….
OBJECTIVE OF THE POLICY

❖ To know how the recruitment procedure are held in JINDAL STEEL AND
POWER.
❖ To know how Jindal steel and power provide incentives to retain key talent
and maintain a stable work environment.
❖ To know how Jindal steel and power provide quality and consistent training
opportunities for new members.
❖ To know how the pay roll department maintain their roles
accordingly.
❖ To know Jindal steel and power how meet compliance with local rules and
regulation.
SCOPE OF THE STUDY

The scope of the study covers the detailed data about how the human resource
planning are made , how recruitment proceeds, how the job analysis are
worked , how the job evaluation are made , how employees get their training
and development ,how employees get their compensation
It could be used to identify human resource functions for the individual and
the organization as a whole.
An attempt was made to know the pleasure of employees regarding HR

functions at JINDAL STEEL AND POWER LTD.
METHODOLOGY
Jindal steel and power being an industrial establishment, researcher collected the
opinions in the random sampling method. Jindal depends upon the conservation,
advancement & utilization of its workforce. To conduct any research a scientific
method must be followed. It is so vast that to have a detail study of the entire Jindal’s
population was not possible. Therefore for the purpose of the primary data the
researcher has to rely on questionnaires to collect information’s will be
comprehensive for the studies. The questionnaires were distributed personally among
the respondent and were collected by an informal discussion to get the maximum
information about the collected data. In practice it is very difficult to collect
information from all the executives .
There are 2 types of data are used in this project such as :
Primary data
Secondary data
Primary data
during the course of the study or research can be through observations or through
direct communication with respondents on one form or another or through personal
interviews. I have collected primary data by the means of a Questionnaire. The
Questionnaire was formulated keeping in mind the objectives of the research study
Secondary data
The secondary data means data that is already available i.e., they refer to data, which
has already been collected and analyzed by someone else. When a secondary data is
used, the researcher has to look into various sources from where he can obtain data.
This includes information from various books . news , internet etc..
LIMITATIONS
The following are the limitations faced by me during the course of the study.
• The sample consisted only of employees in the day shift. Employees of the
night shift were not considered for the purpose of study.
• Convenient sampling was used as the mode of conducting the research.
• The questionnaire contained mostly multiple-choice questions; therefore many

respondents may not have given a proper thought before answering the
questions.
• Sensitive company information cannot be displayed in the project report.
• The investigator has researched within a very limited period (one month),
because it has been taken as a fulfillment of the condition for the completion of
the MBA course.
COMPANY PROFIL
Type Public
Traded as • BSE: 532286

• NSE: JINDALSTEL
ISIN INE749A01030
Industry Steel, Energy
Founder O P Jindal
Headquarters New Delhi, India[1]
Area served Worldwide
Key people Naveen Jindal (Chairman)[2]

Bimlendra Jha[2] (MD)
Products Steel, Iron, Electricity generation and distribution
Revenue ₹56,921 crore (US$7.1 billion) (2022)[3]
Operating income ₹15,513 crore (US$1.9 billion) (2022)
Net income ₹8,249 crore (US$1.0 billion) (2022)
Total assets ₹76,643 crore (US$9.6 billion) (2022)
Total equity ₹37,095 crore (US$4.6 billion) (2022)
Number of employees 21,000 (2022)
Parent O.P. Jindal Group
Website jindalsteelpower.com
Jindal Steel and Power Limited (JSPL) is an Indian steel company. JSPL is a part
of OP Jindal Group.
In terms of tonnage, it is the third largest private steel producer in India and only
private player in India to produce rails. The company manufactures and sells sponge
iron, mild steel slabs, rails, mild steel, structural, hot rolled plates, iron ore pellets
and coils. Jindal Steel and Power set up the world's first coal-gasification based DRI
plant at Angul, Odisha that uses the locally available high-ash coal and turns it into
synthesis gas for steel making, reducing the dependence on imported coke-rich
coal.
IT’S BRANCHES
Raigarh(Chhattisgarh)
JSPL's Raigarh plant is the world's largest coal-based sponge iron

manufacturing facility in the world, with up to 3.6 million tonnes per
annum (MTPA) steel production capacity. It has an installed 299 MW
captive power plant (CPP) at Raigarh and a 540 MW CPP at Dongamauha,
district Raigarh, Chhattisgarh
Equipped with in-house Design & Engineering and Quality Assurance
facilities, JSPL's heavy machinery division in Raipur has expanded its
manufacturing capacity & capabilities to meet the critical requirements of the
industry.
ANGUL (ODISHA)
Jindal Steel and Power operates India's a Steel Plant at Angul – Odisha, consisting of
a 4.25 MTPA Blast Furnace. The Integrated Steel Plant initially envisaged as the
country's first steel plant to be based on purely locally available raw material,
involved setting up the world's largest Coal Gasification Plant (CGP) for Steelmaking
through the DRI (Direct Reduced Iron) route.
JSPL has a 6 MTPA integrated steel plant at Angul, Odisha. It has a 1.2
MTPA plate mill, 1.5 MTPA Bar Mill and 810 MW captive power plant at Angul. Its
plate mill is capable of producing 5-meter-wide plates, which is the widest plate ever
built in India. The facility develops special grade plates for various critical
applications like boilers, petroleum pipes, shipbuilding, automotive, oil exploration,
earthmovers, warships, armoured vehicles and nuclear applications
Recently Union steel minister Ram Chandra Prasad Singh inaugurated Jindal Steel's
1.4 MTPA TMT rebar mill at its integrated complex in Odisha's Angul district
BARBIL
JSPL's pellet plant at Barbil has a total installed capacity of 9 MTPA production for
different pellet grades. The plant includes a dry grinding facility that harnesses the
recuperation type of straight grate technology.
PATRATU (JHARKHAND)
Jindal Steel & Power has established a 1.6 MTPA capacity steel plant at Patratu ,
Jharkhand. The company plans to establish other industrial projects in this region as
well.
JSPL's manufacturing facility at Patratu, Jharkhand has a total finished steel
capacity of 1.6 MTPA. The company operates a Wire Rod Mill (0.6 MTPA) and a
Bar Rod Mill (1MTPA), along with a rebar service centre. These mills are equipped
to offer products like TMT Rebars, Rounds, Angles, Wire Rods, and other ready-to-
use products like Weld Mesh, Cut and Bend Rebars.
LISTINGS AND SHAREHOLDING
The equity shares of JSPL are listed on the Bombay Stock Exchange[13] and
the National Stock Exchange of India.
Shareholding: On 31 March 2022, the promoter group Jindal Group held 60.5% of
its equity shares. 27% of the shares were owned by the Institutional Investors. Public
shareholders own approx. 12.5% of its shares.
Shareholders (as on 31-March-2022) Shareholding
Promoter Group (Jindal Family) 60.45%

Foreign Institutional Investors (FII)/NRI/OCB/Trusts/Foreign national 9.7%
Public 12.5%
Financial Institutions/Banks/Mutual Funds/UTI/Insurance companies/Central 27%

Government
total 100%
JSPL’S LARGE UNIT PRODUCTS
Steel is an alloy of iron and carbon with
improved strength and fracture resistance compared to other forms of iron.
Many other elements may be present or added. Stainless steels that
are corrosion- and oxidation-resistant typically need an additional
11% chromium. Because of its high tensile strength and low cost, steel is
used in buildings, infrastructure, tools, ships, trains, cars, bicycles,
machines, electrical appliances, and weapons.
Iron is a chemical element with symbol Fe (from Latin: ferrum) and atomic
number 26. It is a metal that belongs to the first transition series and group 8 of
the periodic table. It is, by mass, the most common element on Earth, just ahead
of oxygen (32.1% and 30.1%, respectively), forming much of Earth's outer and inner
core. It is the fourth most common element in the Earth's crust, being mainly
deposited by meteorites in its metallic state, with its ores also being found there.
Electricity generation is the process of generating electric power from sources

of primary energy. For utilities in the electric power industry, it is the stage prior to
its delivery (transmission, distribution, etc.) to end users or its storage (using, for
example, the pumped-storage method).
These are the main products which are produced in jindal steel and power. There are
also many products are produced in Jindal which are shortly described as under..
Rails
Giving impetus to the significant rail sector, JSPL has pioneered the manufacturing
of 120 meter long track rails in the Indian sub–continent. The world’s longest track
rails are a testimony of JSPL’s manufacturing capabilities where continuous
innovation is a practice rather than an exception.
Parallel Flange Sections
JSPL pioneered the production of medium and large size Hot Rolled Parallel Flange
Beams and Column Sections (H–Beams) in India. The beams are cost effective and
provide design–flexibility.
Plates & Coils
JSPL is equipped with India's first 'one of a kind' state–of–the–art plate mill that
produces plates and coils of 3.5 and 3 meters width, respectively, for the first time in
the private sector. The products are of premium quality, owing to its sound steel
refining properties.
Semi–Finished Products– JSPL has a capacity to produce about three million tonnes
per annum of semis which are primarily used for captive use in JSPLs’ 0.75 million
tonne per annum capacity Rail & Universal Beam Mill and 1.0 million tonne per
annum capacity Plate & Stackle Mill. Power– the company started power generation
over a decade back. In the beginning it was a captive power facility using waste heat
from the rotary kiln boilers and the coal rejects of the washery. Over the years
however, Jindal Steel and Power Ltd (JSPL) and its affiliate Jindal Power Ltd. (JPL)
have come up in a big way and are producing about 1400 MW power through both
captive and commercial facilities.
Ferro Chrome – At JSPL, high–grade chrome ore, one of the pre–requisites for
making ferro chrome, is sourced from the captive chrome ore mines in Sukinda
Valley of Orissa.
Sponge Iron – JSPL has world's largest coal–based sponge iron manufacturing
facility and stands out as the market leader in coal–based sponge iron industry within
India. Efficient backward integration has rendered JSPL as the only sponge iron
manufacturer in the country, with its own captive raw material resources and power
generation capacity helping the company to monitor both price and quality of its
products.
History of the jindal steel and power.
Jindal Steel & Power Limited (JSPL) was established in the year 1990 by hiving off
the Raigarh & Raipur Divisions of Jindal Strips Ltd. JSPL forms a part of the $ $12
billion (over Rs. 60,000 crore) Jindal Group. JSPL is a leading player in Steel,
Power, Mining, Oil & Gas and Infrastructure.
The O P Jindal Group has emerged as one of India's most dynamic business
groups over the past three decades. Today, the group is a multi–billion, multi–
location, multi–product business empire. From mining iron ore and coal, the group
produces sponge iron, ferro alloys and a wide range of hot–rolled and cold–rolled
steel products ranging from HR coils/sheets/plates, hot–rolled structural sections and
rails to CR coils/sheets, high–grade pipes and value added items such as stainless
steel, galvanized steel & coated pipes. It has not only diversified into power
generation but also into petroleum, infrastructure, diamond and high value metals &
mineral exploration. The group has manufacturing facilities across India, US &
Indonesia and marketing/representative offices across the globe.
An enterprising spirit and ability to discern future trends have been the driving
force behind the company's remarkable growth. The company has scaled new heights
with the combined force of innovation, adaptation of new technology and the
collective skills of its 15,000 strong, committed workforce. It has won wide acclaim
for its efficient operations and commitment to environment & society.
JSPL has consistently tapped new opportunities by increasing production capacity,
diversifying investments, and leveraging its core capabilities to venture into new
businesses. JSPL’s investment commitments in steel, power, oil & gas and mining
have touched more than $ 30 billion (Rs. 1,50,000 crore). The company, today, is the
largest private sector investor in the state of Chhattisgarh.
The company is having altogether eight facilities in India, of which four are in
Chhatisgarh, two in Orissa and one in Jharkhand while its international facility is
located at Bolivia (South America). JSPL is exploring steel production and mining
projects in other parts of the world, such as Mozambique, South Africa, Mongolia,
Brazil and Indonesia. JSPL has diversified into exploration of diamond, gold,
precious stones and other high value metals and minerals in Chhattisgarh, Jharkhand
and Republic of Congo.
Other group company’s are:
• JSL Ltd.
• Jindal Saw Ltd.
• JSW Steel Ltd.
• Chhattisgarh Energy Trading Company Limited (CETCL) is an affiliate of
Jindal Steel and Power Limited. It was incorporated in Sept.2008 .Currently
CETCL is category ‘II’ licensee
• Jindal Power Limited – Jindal Power Limited (JPL), an affiliate of JSPL has
set up India’s first mega power project – the 1000 MW O P Jindal Super
Thermal Power Plant at Raigarh, Chhattisgarh.
Awards/ Achievements:
2013
Greentech Platinum CSR Award 2013.
2012
Commences commercial operation of 4th Unit of 135 MW power at Dongamahua,
2011
SPL launches on–market cash offer to acquire Rocklands Richfield.
Jindal Steel Bolivia commences dispatch of iron ore from EL–Mutun mines, Bolivia.
Think Odisha Leadership Award 2011.
Asia Pacific HRM Congress 2011 Awards.
Greentech Platinum CSR Award 2011.
Justice PN Bagwati Award.
CII National Excellence Award 2011.
Dun & Bradsheet – Rolta Corporate Awards 2011.
Corporate Social Responsibility Awards:
JSPL has been accorded the 'Think Odisha leadership Award' 2010 for the third year
consecutively for its excellence in the field of Corporate Social Responsibility (CSR).
JSPL bags Think Odisha Leadership Award in Corporate Social Responsibility 2009
for the best community development programme and its implementation in rural
areas.
JSPL conferred with CSR Excellence Award by ASSOCHAM for promoting and
propagating Corporate Social Responsibility initiatives.
'Transforming Vision into Reality' award for 2009–10 was awarded to JSPL at the
CSR Quest 2010 at Ranchi.
for the best communitydevelopment programme and its implementation in rural
areas. Mega India Excellence Award 2009 (for Best Company in Corporate Social
Responsibility).
Golden Peacock CSR Award 2006.
Sports Promotion Awards:

FICCI annual award 2006 for corporate initiatives in sports.
HR Awards:
JPL received Amity Corporate Excellence Award for the Best Power Generation
Company.
JSPL won award for Organization with Innovative HR practices and Institution
Building at 18th Global HR Excellence Awards at the World HRD Congress.
JSPL commended with 'Strong Commitment to HR Excellence' at CII NATIONAL

HR EXCELLENCE AWARD 2009.
SAIL–HR Award for excellence in Human Resource Management 2009.
JSPL among Top–20 'Best Companies To Work For' by Business Today – 2009.
CII Chhattisgarh HR Excellence Award – 2004.
Asia Pacific HR Excellence Award – 2003.
Safety Awards:
Greentech Safety Award 2009: Gold Award…
National Safety Award (Mines) 2006, by the Ministry of Labour

National Safety Award (Mines) 2005, by the Ministry of Labour..
National Safety Award (Mines) 2004, by the Ministry of Labour.
National Safety Award for the year 2003, by the Ministry of Labour.
Greentech Safety Award – 2003.
Second prize in the National Safety Award 1998 for longest accident–free period by
the Ministry of Labour.
Performance Awards:
Naveen Jindal won the Ernst and Young Entrepreneur of the Year award for 2010 in
the field of Energy and Infrastructure.
JSPL ranked 3rd in the Metals Category of Business World's India's Most Respected
Companies survey.
Jindal Steel and Power gets Forbes Asia’s ‘Fabulous 50’ international award.
Jindal Steel and Power ranked as number 25 in the list of Super 100 companies in
India.
JSPL secures 39th rank in Business World BW 500 rankings and also ranked as 15th
‘Most Profitable’ and 18th in ‘Highest Market Capitalization’ category, November,
2010JSPL has top ranked in the “Steel” category of Business Today’s BT 500 India’s
Most Valuable Companies – in the Private Sector Business Today, November, 2010
JSPL features in Forbes Asia’s Fab 50 companies 2010 Forbes Asia, September,
2010.
JSPL rated as second highest value creator in the world by Boston Consulting Group
in September 2010.
Jindal Steel & Power was selected as the top Indian company in the Iron and Steel
sector for the Dun & Bradstreet – Rolta Corporate Awards 2010.
JSPL rated as one of the best Blue Chip companies in India by Dalal Street
Magazine, March, 2010.
JSPL rated among one of the highest wealth creators by Dalal Street Magazine,
March, 2010.
Naveen Jindal received the CNBC's Most Promising Entrant into the Big League
Award at IBLA 2009 for Jindal Steel & Power Limited.
Jindal Steel & Power accorded the Forbes Asia's 'Fabulous 50' international award in
2009 for being the best of Asia Pacific's biggest listed companies showing long term
profitability, sales and earnings growth as well as projected earnings and stock price
gains.
JSPL ranked 36th among India’s 100 Most Profitable Companies by Business &
Economy Magazine, September 2009.
2nd most investor friendly company, Business Today – 2008.
Golden Peacock National Quality Award – 2008.
One of the ten fastest growing large size companies (Dalal Street Journal – 2006).
One of the ten most investor friendly companies (Dalal Street Journal–2006–2007).
Rated Amongst the Top 20 Investor Friendly Companies by Business Today.
National Award for Excellence for Cost Management – 2005.
As the top 20–investor friendly companies in the Year 2004 by Business Today
IIM Quality Award for 2003 by the Indian Institute of Metals, instituted by the
Bureau of India Standards.
Golden Peacock National Quality Award – 2002.
CII (ER) Quality Award – 2002.
I.I.M. Quality Award – 2001.
JSPL was nominated as one of the Emerging Companies of the Year 2001 by The
Economic Times.
Rajiv Gandhi National Quality Commendation Certificate – 2001.
Energy Conservation Award:

National Energy Conservation Award 2010
National Energy Conservation Award – 2009
CII (ER) Fuel Conservation Award – 2002
Environment Management Awards:
Srishti Green Cube Award–2010

Golden Peacock Innovation Management Award 2010
'Good Green Governance (G–Cube)' Awards 2009–10
Golden Peacock Innovation Award 2009
Winner of 'Shrishti Green Cube Award 2009/2010'
Golden Peacock Environment Management Award – 2008

Greentech Environment Excellence Award – 2008
Srishti Green Cube Award for Good Green Governance – 2007

Golden peacock Eco–innovation Award – 2007.
Srishti Green Cube Environment Excellence Award – 2006
Greentech Environmental Excellence Award – 2006

Golden Peacock Environment Management Award – 2003

Third prize in the private sector–manufacturing segment, by the Institute of Cost &
Works Accountant of India (ICWAI)
An ISO 9001 Certification by BSI • ISO 14001 Certification of Environment

Management System
Certifications:
Quality Management System – ISO 9001:2008Environmental Management System –

ISO 14001:2004Occupational Health & Safety Management System.
MANAGEMENTS OF JINDAL
CHAIRMAN- MR. NAVEEN JINDAL
A well-known Indian Industrialist and Philanthropist, Mr Naveen Jindal is the
Chairman of Jindal steel & Power limited (JSPL), India’s leading infrastructure
Conglomerate with interests in steel, mining and power sector.
His vision at JSPL is driven by the core principle of Nation Building. Under his
leadership, each of the businesses of JSPL is focused towards building world-class
capabilities to make India self-reliant and a global economic powerhouse. His
tenacity and drive have transformed JSPL into a conglomerate with presence across
Africa, Oman and Australia.
Mr Jindal was declared the Industry Communicator of the year by the World Steel
Association in 2016. He was featured by the Fortune magazine as Asia’s 25 Hottest
People in Business for turning a struggling steel company into an Asian blue-chip
giant. JSPL, under his leadership, was declared as the highest wealth creator in the
world between the Years 2005-2009 by the Boston Consulting Group. In 2011, The
Economic Times-Corporate Dossier list featured him as India’s Most Powerful
CEOs. Ernst & Young conferred upon him the Entrepreneur of the Year Award in the
field of Energy and Infrastructure in 2010.
He is the President of the Flag Foundation of India. He led a campaign to

democratise the Tricolour, and his decade-long legal struggle resulted in a historic
Supreme Court judgment allowing every Indian to display the Indian Flag with pride
on all days of the year. He was elected twice to Indian Parliament where he served as
a Parliamentarian for 10 years and made many contributions.
Mr Naveen Jindal is also the founding Chancellor of O P Jindal Global University,

which is ranked the number one private university in India as per the QS World
university rankings 2021.
Mr Jindal completed his MBA from the University of Texas at Dallas (UTD) in
1992. In recognition of his exceptional entrepreneurship skills and public service, the
School of Management of the University of Texas, Dallas christened it as the Naveen
Jindal School of Management. This recognition has led to the establishment of the
Naveen Jindal Institute for Indo-American Business Studies.
He is an avid sportsperson, an active Polo Player and a National record holder in

skeet shooting.
He is married to noted Indian classical dancer and a compassionate CSR leader Ms

Shallu Jindal. The couple is blessed with two children, Venkatesh and Yashasvini.
Mr. Bimlendra Jha
Managing Director
Mr. Bimlendra Jha has worked with the Steel industry for nearly 3 decades and has
his fingerprints over most flagship transformation programs at Tata Steel. As CEO of
Tata Steel UK, Mr. Bimlendra Jha led the £15 bn restructuring of British Steel
Pension Scheme to de- risk the business in Europe against formidable political odds.
Mr. Bimlendra Jha returned to India in 2019 as MD & CEO of Ambuja Cement
Limited before embarking on an entrepreneurial journey in 2020. He is deeply
passionate about green alternatives for the industry and water conservation. Apart
from running his own firms, leveraging his experience, Mr. Bimlendra Jha provides
expert opinion and advisory services to industrial clients and large consulting firms.
Mr. Bimlendra Jha has been the inventor of Aspire program at Tata Steel developing
a practical framework for leveraging TOC, TQM, TPM, Six Sigma and EVA
governance in a unified framework. In the award of Deming Grand Prize to Tata
Steel, case studies from his integrated approach were well appreciated by the
examiners as contributors of new knowledge in the company's improvement journey.
He created an easy to grasp training program for these improvement concepts and
developed trainers to educate more than 40,000 employees at Tata Steel. Mr.
Bimlendra Jha has served on the Board of Tata Group Innovation forum, Tata Steel
Europe, Energy & Climate Change Board of CBI in UK and several others in India
and Europe.
Mr. D.K. Saraogi

Group CEO – Steel
Mr. Dinesh Kumar Saraogi has been associated with JSP since its inception. He is
currently serving as Group Chief Executive Officer – Steel. He is responsible for
JSP’s operating units of Angul, Raigarh, Patratu, Barbil, Raipur Machinery Division
and the Steel Structural Division Punjipatra,. He is also the Occupier and Whole time
Director & Mines Owner of the company.
With an experience of more than 41 years in diverse fields & vast knowledge, he has
been an inspiration for every individual in the organisation. Mr. Saraogi is well-
known for his steadfast & diligent demeanours and has handled various challenging
projects across the JSP group.
Mr. Saraogi started his career with the Jindal Group in 1988 with Jindal Strips Ltd.,
commissioning the pilot plant facilities to produce Sponge Iron / Pig Iron and Ferro-
alloys. By virtue of his exceptional leadership ability, Mr. Saraogi progressed
consistently from the level of Manager (Works) to higher positions and is currently
leading as Group CEO, - Steel since April’22.
From 1988 to 2007, Mr Saraogi discharged his responsibilities with distinction &
played a key role in operations of Raigarh plant of JSP.
In 2007, he was entrusted with the leadership of setting up the 6 MTPA Steel &
Power Project at Angul, Odisha, starting from essential land acquisition to
establishing the complete integrated steel making complex. In 2010, he served as
Executive President and Head of Jindal Shadeed Iron & Steel LLC in Oman.
In 2012, he again spearheaded the Angul steel plant project and installed the largest
SMS Electric Arc Furnace plant & the widest Plate Mill in the world. Today, the
Angul steel plant is home to the world’s first CGP-DRI plant. In 2018, Mr. Saraogi as
COO Chattisgarh, was entrusted with full capacity utilization of JSP’s Raigarh steel
plantIn April 2022, he assumed the role of Group CEO – Steel Division of JSP.
His rich experience, knowledge and business competence earned him several
prestigious awards, such as Best Corporate Leader Award of Odisha, 2013, at
Bhubaneswar; Best Corporate Leader Award of Odisha, 2014; FAME Award for
“Best Director of the year, 2019”; Leading Director Award 2020-21 at Sonmarg,
Kashmir.
He holds a degree in Mechanical Engineering, Batch of 1981, from Govt
Engineering. College, Jabalpur. His wife, Mrs. Sujata Saraogi, a graduate from BHU,
Varanasi, is a devoted mother & a homemaker. She is also the President of Jindal
Mahila Samiti, Raigarh, which has a significant presence in CSR activities in and
around Raigarh. They are blessed with two able sons, Mr. Shashank Saraogi and Mr.
Somansh Saraogi, who are married and settled in the USA.
Mr. Hridayeshwar Jha
Executive Director, Angul (Odisha).
An highly energetic leader with overall career experience of 40 years in steel making
in almost all functions of a large steel plant including operations, maintenance,
engineering, green-field & brown-field projects, marketing & sales, TQM, mining,
safety etc.
Mr Jha is an Electrical Engineer from IIT, BHU & has pursued his PGDBM (Gold
Medalist) from XLRI, Jamshedpur. He has also done M.Sc (Power Electronics) from
NIT Jamshedpur & Executive Education programs from institutes like CEDEP -
INSEAD, France & IMD, Switzerland.
He has served on the Boards of several Tata Steel Companies including NatSteel
Singapore, Tata Steel Thailand, TMILL, ISWP - Chairman, RAWMET (T S Alloys),
Tata Steel Asia Limited and Tata Refractory Ltd.
Prior to joining us, he has led transformational changes and breakthrough

improvements in Liberty Steel Newport as Director Projects. Mr Jha is an avid reader
and has a keen eye in identifying and reducing different bottlenecks across the steel
value chain.
MR. RAMKUMAR RAMASWMY --- WHOLETIME DIRECTOR &

CFO
Mr. Ramkumar Ramaswamy is a seasoned finance professional and brings with him
a rich and varied experience of over 25 years, managing finance teams in high growth
business environments, driving for growth in mature markets, driving business
turnaround, long - term strategy development, designing and implementing
governance, risk management and financial control frameworks, digital
transformation, organizational design, large scale change management and coaching
and leading teams in multi- cultural environments. He brings with him rich functional
experience across sales & marketing, supply chain, controllership, financial planning
and analysis, treasury, investments, tax, shared services and digital transformation.
Mr. Ramkumar has diverse industry experience spans across FMCG, Chemicals, Oil
& Gas, metals, minerals, and natural resources.
Mr. Ramkumar Ramaswamy was appointed as the Chief Financial Officer of the
Company w.e.f. May 21, 2022.
BOARD OF DIRECTORS
MR. SANJAY KAPUR - Independent Director.
Mr. Sunjay Kapur is the Chairman of SONA Comstar

Ltd.
Sona BLW Group is primarily in the automotive

component manufacturing business, the company is the
largest manufacturer of precision forged gears in the
world: with a dominant market share. The company
supplies gears to all the leading [global] passenger
cars, trucks, and off highway vehicles as well as Farm
Equipment.
Comstar, the electrical division assembles starter motors for passenger cars and
SUVs. Comstar was originally a part of the Visteon Group.
The Sona Comstar Group has 10 plants spread across India, China, Mexico and the
USA.
Mr. Sunjay Kapur did his schooling from The Doon School, India. He was the House
Captain of Hyderabad House and represented The Doon School in Swimming, Water
Polo, Tennis, and Field Hockey. Following which he attended the Williston
Northampton School, Easthampton in Massachusetts, USA. Mr. Sunjay Kapur
graduated with a BBA from The University of Buckingham, UK.
He has also done a programme on “Growth in the Family Enterprise”, at the Indian
School of Business and The University of Pennsylvania (Wharton). In addition to
this, he was the class of 2006 of “The Birthing of Giants” at MIT, USA (a 3-year
programme done by YEO, MIT, and Inc. Magazine). Mr. Sunjay Kapur also
successfully completed the Owner President Management program at the Harvard
Business School in February 2013. He is part of the Harvard Business School
Alumni.
Mr. Sunjay Kapur is the Vice President of the Automotive Component Manufacturers
Association (ACMA).
He has been the Chairman of the Electric Mobility Committee (with a focus on
creating a viable Environment for green vehicles in India) for ACMA. Mr. Sunjay
Kapur is also a member of the National Council of Confederation of Indian Industries
(CII) and was the Co-Chair of the Smart Manufacturing Committee (2017 to 2020).
Mr. Sunjay Kapur was the Past Chairman of the CII Haryana State Council (for the
year 2020 – 2021). He is currently the Co-Chairman of the Manufacturing Council
CII (20202021).
Mr. Sunjay Kapur has been appointed as Member of Board of Governor of the Doon
School in the year 2020-21.
Apart from his business interests, Mr. Kapur has always been passionate about
encouraging entrepreneurs in the country. It was in the pursuit of this cause that led
him to achieve success in being elected as the Global Chairman of The
Entrepreneurs’ Organization (EO – formerly known as YEO) 2007-2008. He was the
first (and so far only) person from India to hold this prestigious position.
Mr. Ramkumar Ramaswamy
Wholetime director & CFO
Mr. Ramkumar Ramaswamy is a seasoned finance

professional and brings with him a rich and varied
experience of over 25 years, managing finance teams
in high growth business environments, driving for
growth in mature markets, driving business
turnaround, long - term strategy development,
designing and implementing governance, risk
management and financial control frameworks, digital
transformation, organizational design, large scale
change management and coaching and leading teams
in multi- cultural environments. He brings with him
rich functional experience across sales & marketing,
supply chain, controllership, financial planning and
analysis, treasury, investments, tax, shared services
and digital transformation. Mr. Ramkumar has diverse
industry experience spans across FMCG, Chemicals,
Oil & Gas, metals, minerals, and natural resources.
Mr. Ramkumar Ramaswamy was appointed as the Chief Financial Officer of the
Company w.e.f. May 21, 2022.
Mr. rohit kumar
Independent Director
Mr. Rohit Kumar fulfils the criteria of being

Independent Director as mentioned in the
Companies Act, 2013, Listing Regulations and can
be appointed as Independent Director of the
Company.
Mr. Rohit Kumar is a Qualified Chartered

Accountant (ACA) with All India merit, a
management accountant (Grad CWA) and a
company secretary (ACS).
Mr. Kumar is a seasoned professional with approx.

30 years of experience in banking and financial
services and has held senior leadership positions at
First Abu Dhabi Bank, Bank ABC, Al Masraf and
ICRA in different International Markets.
As Chief Risk Officer at Al Masraf Bank, a mid-size federal bank headquartered in

Abu Dhabi, having predominant operations in UAE, Mr. Kumar was responsible for
managing Credit, Market, Liquidity, Risk Analytics, Retail Product programs,
Operational Risk, BCM, Information and Cyber Security, Regulatory and
implementation of Risk Systems and for ensuring alignment of Group Risk Appetite,
Risk Strategies and Risk Policies in line with Bank’s Strategies.
Prior to Al Masraf Bank, Mr. Kumar worked as Group Head of Risk Management at
Bank ABC having operations in 15 countries including Bahrain, USA, UK,
Singapore, Europe, Brazil, Dubai, Egypt and Jordon.
Mr. Kumar has also worked as Head – Group Integrated Risk Management at First
Abu Dhabi Bank (FAB), a leading Bank having footprint in 14 countries, for 12
years;
As General Manager and Head of Banking and Finance at ICRA Limited for 13
years, a leading credit rating and consulting firm in India and affiliate of Moody’s.
He undertook several projects with leading Banks and multilateral agencies across
the globe in implementing their risk management systems, formulating business
strategies, valuations and due-diligence. Served as a member of credit rating
committee.
Mr. Kumar possesses strong analytical, planning and managerial skills and has a
proven track record of building and leading strong multi-cultural teams with
diversified talent pools.
Mr, Naveen jindal
Chairman
A well-known Indian Industrialist and Philanthropist,

Mr Naveen Jindal is the Chairman of Jindal steel &
Power limited (JSPL), India’s leading infrastructure
Conglomerate with interests in steel, mining and power
sector.
His vision at JSPL is driven by the core principle of

Nation Building. Under his leadership, each of the
businesses of JSPL is focused towards building world-
class capabilities to make India self-reliant and a global
economic powerhouse. His tenacity and drive have
transformed JSPL into a conglomerate with presence
across Africa, Oman and Australia.
Mr Jindal was declared the Industry Communicator of the year by the World Steel
Association in 2016. He was featured by the Fortune magazine as Asia’s 25 Hottest
People in Business for turning a struggling steel company into an Asian blue-chip
giant. JSPL, under his leadership, was declared as the highest wealth creator in the
world between the Years 2005-2009 by the Boston Consulting Group. In 2011, The
Economic Times-Corporate Dossier list featured him as India’s Most Powerful
CEOs. Ernst & Young conferred upon him the Entrepreneur of the Year Award in the
field of Energy and Infrastructure in 2010.
Mr BIMALENDRA JHA
Managing director
Mr. Bimlendra Jha has worked with the

Steel industry for nearly 3 decades and
has his fingerprints over most flagship
transformation programs at Tata Steel. As
CEO of Tata Steel UK, Mr. Bimlendra
Jha led the £15 bn restructuring of British
Steel Pension Scheme to de- risk the
business in Europe against formidable
political odds.
Mr. Bimlendra Jha returned to India in 2019 as MD & CEO of Ambuja Cement
Limited before embarking on an entrepreneurial journey in 2020. He is deeply
passionate about green alternatives for the industry and water conservation. Apart
from running his own firms, leveraging his experience, Mr. Bimlendra Jha provides
expert opinion and advisory services to industrial clients and large consulting firms.
Mr. Bimlendra Jha has been the inventor of Aspire program at Tata Steel developing
a practical framework for leveraging TOC, TQM, TPM, Six Sigma and EVA
governance in a unified framework. In the award of Deming Grand Prize to Tata
Steel, case studies from his integrated approach were well appreciated by the
examiners as contributors of new knowledge in the company's improvement journey.
He created an easy to grasp training program for these improvement concepts and
developed trainers to educate more than 40,000 employees at Tata Steel. Mr.
Bimlendra Jha has served on the Board of Tata Group Innovation forum, Tata Steel
Europe, Energy & Climate Change Board of CBI in UK and several others in India
and Europe.
Mr. Damodar mittal
Mr. Damodar Mittal is Executive Director

with over 34 years of experience in the
Iron, Steel, and Mining industry. He started
his career as a Graduate Engineer Trainee
(GET) with Jindal Steel & Power Limited
in 1989 and rose to the position of
Executive Director.
Mr. Mittal is also a project management

professional with an understanding of
organizing and executing various projects
by focusing on planning, project
administration, strategic scheduling,
quality, cost control, and optimum resource
utilization.
He is credited with implementing innovative approaches to completing the most

challenging tasks more easily and economically within the short time frame. He is
responsible for various aspects of ironmaking technology such as - production
management, benchmarking and managing, technology, conceptualization and
establishing the viability of solutions for future needs and business scenario planning
for the global market.
Mr. Sabyasachi Bandyopadhyay
Mr. Sabyasachi Bandyopadhyay started his

career in the steel industry in 1990 post his
undergraduate in Metallurgical Engineering.
In the initial period of his career, he was a
Melter in Electric Arc Furnace and worked in
various operating functions at the Steel
Melting Shop. He is a highly energetic and
versatile leader with hands-on experience in
multiple aspects of the business including P &
L, Operations, Steel Technology,
Digitalization, Supply Chain, Raw Material
Procurement, and Sales & Marketing.
Prior to re-joining JSP in August 2021, he was with Big River Steel LLC., USA, as
the Chief Technology Officer & Chief Strategy Officer. During his 30 plus years in
the industry, he has worked with reputed steel companies across the world namely
SAIL, STELCO Inc., Canada, Severstal, Steel Dynamics Inc., USA, and JSP. He has
also been on the Board of Directors for Association of Iron & Steel Technology,
USA.
Mr. Bandyopadhyay completed his undergraduate in Metallurgical Engineering from

Jadavpur University, Kolkata, India. Subsequently, he finished his M-Tech from NIT
Durgapur in Extractive Metallurgy and Foundry Technology with emphasis on Alloy
Steel Production.
DR. BHASKAR CHATTERJEE
Dr. Bhaskar Chatterjee, a former IAS officer, is a

Post graduate in History, M.Phil, M.B.A., Ph.D. &
LLB.
He joined the Indian Administrative Service in 1975
and has held many distinguished positions including
Secretary to the Government of India, Department
of Public Enterprises, Ministry of Heavy Industries
& Public Enterprises; Principal Adviser, Planning
Commission; Additional Secretary, Department of
Land Resources, Ministry of Rural Development.
As Principal Secretary, Steel and Mines, Govt. of Odisha, he was involved with all
the mining operations and raw material procurement for the steel industry particularly
iron ore. He was fully concerned with all the backward and forward linkages
concerned with the steel industry and was part of the team that was consulted during
the formulation of the Steel Policy.
Having worked in various assignments related to the Indian economy – specifically
in Industries, Coal, Mining and Steel, he was associated closely with all aspects of
Industrial Development such as the allocation of power, land and other infrastructure
and also with the key aspects of industrial policy.
Another key position held by him, was DG & CEO of the Indian Institute of
Corporate Affairs, Ministry of Corporate Affairs where he spearheaded the National
Foundation for Corporate Governance. He played a significant role in the drafting of
the Companies Act 2013 and was instrumental in shaping the contours of the subject
of Corporate Governance.
Dr. Bhaskar Chatterjee is widely acclaimed as the Father of Corporate Social
Responsibility (CSR) in India. He was instrumental in framing and issuing the CSR
guidelines for Public Sector Enterprises (PSEs) in April, 2010. Thereafter, he played
a major role in the inclusion of Section 135 in the Companies Act of 2013 and in the
framing of the rules thereafter.
As Secretary in the Department of Public Enterprises, he was led reform and change
in the Public sector, laying special emphasis on Corporate Governance,
Revitalization of the MOU system, Human Resource Management, Sustainable
Development and Corporate Social Responsibility. As Principal Adviser, Planning
Commission, he was deeply involved not only with a number of micro and macro-
economic measures but was also a part of the team responsible for shaping India’s
response to the global economic crisis.
Having spent eight years in the Ministry of Human Resource Development, he
acquired very rich experience in the education sector, right from primary education
and literacy to Higher and University Education.
Mrs. Shivani Wazir Pasrich
Independent Director
Mrs. Shivani Wazir Pasrich is an actor, activist
and promoter of the Arts, former Miss India
Worldwide and a Classical dancer. She is an
Economics Honours graduate from Lady Shri
Ram College & Law graduate from Faculty of
Law, Delhi University.
She is also a Master of Ceremonies and an
Educationist. She has acted in Yash Chopra’s
National award-winning film and has to her
credit more than five hundred television shows &
over a thousand live events.
She is the Founder of the Commonwealth
Cultural Forum (a platform for creative people of
the world to come together), Chairperson of the
Commonwealth Society of India, CEO of SWP Productions and Director of The
Study School..
MS. KANIKA AGNIHOTRI

INDEPENDENT DIRECTOR
Ms. Kanika Agnihotri is a lawyer by profession,

having experience of close to two decades. She
has expertise in various areas of law i.e. litigation,
corporate and commercial fields. Ms. Agnihotri
graduated with Honours from Govt. College for
Girls, Chandigarh, in 1999.
Thereafter, she received her Bachelor in
Legislative Law (LLB) from Punjab University, in
2002. She began her professional career at the law
office of Ms Gita Mittal (2002-2003) and
thereafter worked with Karanjawala and Company
(2003-2005). Ms. Agnihotri set up her
independent practice in 2006 and is presently the
Managing Partner at the firm of lawyers – ‘SKV
Associates’. She has since represented several
large corporates from the real estate, power,
finance, infrastructure and public sector
companies.
Mission
“Building nations, empowering communities”
Vision
“An ever-flourising company focused on national
building,value creation and sustainable development.”
Values
“Extreme ownership better than before
respect for people sustainability”
. . .
CONCEPTUAL FRAMEWORK OF HR POLICIES
HR policies are the proper code of conduct that helps the

company understand about a safe and secure working environment for all employees.
The principal purpose of HR policies is to direct the employees more efficiently and
maintain the smooth functioning of the organization. Therefore, the very base of HR
policies creates a solid and practical foundation for companies to guide and lead their
employees toward progress and welfare. It also retains the company from any legal
abidance in case of any lawsuit filed against the company by any employee.
The HR department is also the first department to know of a

situation like an argument breaking out or the company’s employee productivity
falling. Therefore, a good HR department is also essential as they can sense these
issues way in advance and can take measures to avoid them. This helps in protecting
the company in the long run.
However, for an HR department to be able to protect the company

they require a legal backdrop. Having the right HR policies in place helps the HR to
take timely disciplinary actions for future conflicts. Since the policies of a company
are documented there can be no bias or partiality in their implementation.
The main HR policies defined as : recruitment , training and development , pay rolls
etc.. This functions are described as under…
RECRUITMENT
In human resource management, “recruitment” is the process of finding and hiring

the best and most qualified candidate for a job opening, in a timely and cost-effective
manner. It can also be defined as the “process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an
organization”.
t is one whole process, with a full life cycle, that begins with identification of the
needs of the company with respect to the job, and ends with the introduction of the
employee to the organization.
When we speak of the recruitment process, we immediately think of activities

such as the analysis of the requirements of a specific job, attracting candidates to
apply for that job, screening the applicants and selecting among them, hiring the
chosen candidates to become new employees of the organization, and integrating
them into the structure.
Obviously, the main reason why the recruitment process is implemented is to find
the persons who are best qualified for the positions within the company, and who
will help them towards attaining organizational goals. But there are other reasons
why a recruitment process is important.
THE RECRUITMENT PROCESS
Organizations, depending on their structure and specific needs, may have special
procedures that they integrate into their recruitment process. For purposes of
discussion, however, we will take a look at the general approach of a recruitment
process, one that is used by most organizations or companies across various
industries.
Many say that recruitment begins when the job description is already in place and
the hiring managers begin the process of actually looking for candidates. However, if
we are looking at it more holistically, the process begins way earlier than that.
Prior to the recruitment process, the organization must first identify the vacancy and
evaluate the need for that position. Will the organization suffer if that vacancy is not
filled up? Is there really a need for that open position to be occupied by someone? If
the answer is affirmative, then you can proceed to the recruitment.
STEP-1: CONDUCT A JOB ANALYSIS
Basically, this step will allow the human resources manager, hiring manager, and
other members of management on what the new employee will be required to do in
the position that is currently open for filling up. This has to be done in a systematic
manner, which is what the job analysis is for.
According to human resource managers, the position or job description is the “core
of a successful recruitment process”. After all, it is the main tool used in developing
assessment tests and interview questions for the applicants.
a) Build a job description.
Before anything else, the organization must first know exactly what it needs. Or
who it needs. It could be that the organization deemed a need for a job that is not
included in the current roster of jobs. Hence, the need to create a new one
Job analysis involves identification of the activities of the job, and the attributes
that are needed for it. These are the main parts that will make up the job
description. This part has to be done right, since the job description will also be
used in the job advertisement when it is time to source out talents.
The job description generally includes the following:
• Title and other general information about the position

• Purpose of the position in the unit, department, and organization as whole
• Essential functions of the job or position
• Minimum requirements or basic qualifications
b) Review the job description
Once the job description has been created, it is a good idea to review it for accuracy,
and to assess whether it is current or not. Also, in cases where job descriptions are
already in place, there is a need to revisit them and check their accuracy and
applicability with respect to the status quo. What if the job description is already
outdated? A review will reveal the need to update the job description, for current
applicability.
There are three positive outcomes from conducting a review of the job description:
• To ensure continuous improvement of the organizational structure. This

can be an efficient way of conducting organizational audit, to determine which
jobs are redundant and thus no longer needed, and which ones are needed.
• To evaluate competencies for each position. Jobs evolve. In as much as
circumstances and work conditions change, so will the requirements for the
job. It is possible that a job may require a new competency from the worker
that it did not need before. By evaluating the competencies, the impact of the
job within the organizational structure is ensured.
• To evaluate competencies for each position. Jobs evolve. In as much as
circumstances and work conditions change, so will the requirements for the
job. It is possible that a job may require a new competency from the worker
that it did not need before. By evaluating the competencies, the impact of the
job within the organizational structure is ensured.
c) Set minimum qualifications for the employee who will do this job.
These are the basic requirements that applicants are required to have in order to be
considered for the position. These are required for the employee to be able to
accomplish the essential functions of the job. Therefore, they should be relevant and
directly relate to the identified duties and responsibilities of the position.
The organization may also opt to include other preferred qualifications that they are
looking for, on top of the minimum or basic.
d) Define a salary range.
The job must belong to a salary range that is deemed commensurate to the duties and
responsibilities that come with the position. Aside from complying with legislation
(such as laws on minimum wages and other copensation required by law), the
organization should also base this on prevailing industry rates.
For example, if the position is that of a computer programmer, then the salary range
should be within the same range that other companies within the same industry offer.
STEP-2 : SOURCING OF TALENT
This is the stage where the organization will let it be known to everyone that there is
an open position, and that they are looking for someone to fill it up.
Before advertising, however, the organization must first know where to look for
potential candidates. They should search out the sources where the persons that can
potentially fill the job are going to be available for recruitment. That way, they will
know where to direct their advertising efforts.
Various methods are employed by organizations in order to advertise the open

position.
• Networking. Word-of-mouth is the best form of advertising, and when it takes
the form of networking, it becomes more effective. In recruitment, this is often
done through representatives of the company attending college and career
fairs, letting them know about the opening in their organization. This is a tactic
employed by large software and tech companies that want to hire fresh, young
and brilliant minds into their organization. They personally visit colleges,
targeting the top students. They also use their connections within the industry
to attract the attention of talents with the highest potential.
• Posting. Recruitment often involves the application of candidates both from
within and outside the company. Thus, in order to attract the best possible
talents, it is recommended that the posting of the open positions be made
internally and externally. Internal posting usually takes the form of the vacancy
announcement being displayed in bulletin boards and other areas within the
business premises where the employees and visitors to the company are likely
to see it. Posting externally may be in the form of flyers being distributed, or
vacancy notices being displayed in other areas outside of the business
premises. Companies with websites often post open positions on their
company site, while some also use job boards.
• Print and media advertising. One classic example of this would be the
Classifieds section of the local daily or weekly newspaper. Companies looking
for people to fill up open positions make the announcement in the newspapers,
providing the qualifications and the contact details where prospective
applicants may submit their application documents. When trying to attract the
attention of suitable candidates, the organization makes use of various tools
and techniques. If it wants to get the best candidates, then it should not be
haphazard about things.
• Developing and using proper techniques. The company may include various
offerings in order to attract the best candidates. Examples are attractive
salaries, bonus and incentive packages, additional perks and opportunities that
come with the job, proper facilities at work, and various programs for
development.
• Using the reputation of the company. Perhaps the best publicity that the
company can use to attract candidates is its own reputation in the market. If the
company is known for being a good employer – one that aids in its employees’
personal and professional growth and development – then it is a good point for
the company to capitalize on in advertising its open positions.
STEP-3: SCREENING OF APPLICANTS
his is most probably the part of the recruitment process that requires the most amount
of work. This is where the applicants’ skills and personalities are going to be tested
and evaluated, to ascertain whether they are a good fit for the job and its description.
• Preliminary screening. It is often the case, especially in large organizations,

where one open position will receive hundreds to thousands of applications
from candidates. In an ideal world, it would be good for the hiring managers to
be able to interview each and every single one of them. However, that is also
impractical, and very tedious. Not really advisable, especially if the
organization is in need of manpower in the soonest possible time. Thus, there
is a need to shorten the list of candidates, and that is done through a
preliminary screening. Usually, this is conducted by going through the
submitted resumes and choosing only those that are able to meet the minimum
qualifications. It is possible that this would shorten the list of applicants,
leaving a more manageable number.
• Initial interview. The candidates who were able to pass the preliminary
screening will now undergo the initial interview. In most cases, the initial
interview is done through phone. There are those who also conduct interviews
through videos using their internet connection. Often a basic interview, this
may involve the candidates being asked questions to evaluate or assess their
basic skills and various personal characteristics that are relevant to the open
position.
• Conduct of various tests for recruitment. The hiring managers may conduct
tests on the skills of the candidates and how they use these skills and talents.
Other tests that are often employed are behavioral tests and personality
assessment tests.
• Final interview. Usually depending on the number of candidates for the job,
and the preference of the hiring managers and senior management, a series of
interviews may be conducted, gradually narrowing down the list of candidates.
This may go on until the company has finally come up with a shortlist of
candidates that will undergo a final interview. Often, the final interview
requires a face-to-face meeting between the candidate and the hiring
managers, as well as other members of the organization. Top management
may even be involved during the final interview, depending on the job or
position that will be filled up.
Selection. In this stage, the hiring managers, human resources representatives, and
other members of the organization who participated in the process meet together to
finally make a selection among the candidates who underwent the final interview.
During the discussion, the matters considered are:
• Qualifications of the candidates who were able to reach the last stage of the
screening process
• Results of the assessments and interviews that the final pool of candidates
were subjected to
• There will be no problem if they have a unanimous decision on the candidate
that the job will be offered to. In case of varying opinions, the majority will
prevail.
• If they do not arrive at a decision, there may be a need to restart the recruiting
process, until such time that they are able to reach a decision that everyone
will be satisfied with.
STEP-4: FINALIZATION OF THE JOB OFFER
The last step of the previous phase involves the selection of the best candidate out of
the pool of applicants. It is now time for the organization to offer the job to the
selected applicant.
• Making the offer: To make things more formal, a representative of the

company or of the human resources department will contact the candidate and
inform him that he has been selected for the job. In this stage, complete details
of the compensation package will also be made known to the applicant.
• Acceptance of the offer by the applicant: The applicant should also
communicate his acceptance of the offer for it to be final. Take note that, if the
selected applicant does not accept the job offer and declines it, the recruitment
process will have to start all over again.
STEP-5: INTRODUCTION AND INDUCTION OF THE NEW
EMPLOYEE.
The moment that the applicant accepted the job offer, he has officially gone from
being an applicant to an employee of the organization. The induction process will
now begin.
Usually, the beginning of the induction process is marked by the signing of the
employment contract, along with a welcome package given to the new employee.
The date for the first day that the employee will have to report for work and start
working in the company will be determined and communicated to the newly hired
employee.
However, it doesn’t end there. The employee will still have to undergo pre-
employment screening, which often includes background and reference checks.
When all these pre-employment information have been verified, the employee will
now be introduced to the organization
TRAINING AND DEVELOPMENT

The process of training and development is an activity that aims to improve the
performance of the individuals and groups in an organisation. Organisations
curate systematic procedures to educate employees on the necessary technical
and management skills for their roles. Learning more about the process of
training and development can help you support and encourage your team to
develop and improve. In this article, we describe the training and development
process, explain the steps you can take to develop the process and discuss its
benefits of training and development for an organisation.
What is training and development process ?
An organisation adopts a training and development process to improve skills,

gain knowledge, clarify concepts and change professional attitudes.
Organisations can do this with the help of structured education to enhance
employee productivity and performance. It involves a structured education
system that focuses on enhancing the skills, methodology and content required
to improve productivity and encourage high performance. The process includes
training employees under constant monitoring to develop their skills and overall
personality, which may directly affect the overall growth of the organisation.
How to develop a training and development process ?
The process of training and development involves several steps to ensure that it is
effective. Here is a list of a few important steps that you can take if you are interested
in learning more about how to develop a training and development process in an
organisation:
Why is training and development is important ?
Successful businesses understand that it’s more beneficial and cost-effective to

develop their existing employees instead of seeking out new talent.
The top ten benefits of employee training and development programs include:
1. Increased productivity: When employees stay current with new procedures

and technologies, they can increase their overall output.
2. Reduced micromanagement: If workers feel empowered to perform a task,

they typically require less oversight and work more independently.
3. Train future leaders: Organizations must have a solid pipeline of well-trained

and innovative potential leaders to grow and adapt over time.
4. Increased job satisfaction and retention: Well-trained employees gain

confidence in their abilities, leading to greater job satisfaction, a reduction in
absenteeism and overall employee retention.
5. Attract highly skilled employees: Top recruits are attracted to firms with an
identifiable career path based on consistent training and development.
6. Increased consistency: Well-organized training ensures tasks are performed
uniformly, resulting in tight quality control that end users can trust.
7. Increased camaraderie: Training and development helps create a sense of

teamwork and collaboration.
8. Bolstered safety: Continuous training and development helps ensure
employees have the knowledge and skills to perform a task safely.
9. Ability to cross-train: Providing consistent training creates a knowledgeable

team overall where employees can help train or assist each other as needed.
10.Added innovation: Consistently trained employees can help develop new

strategies and products, contributing to the company’s bottom line and
continued success.
How to develop a training and development process
The process of training and development involves several steps to ensure that it is
effective. Here is a list of a few important steps that you can take if you are
interested in learning more about how to develop a training and development
process in an organisation:
1. Identify the need for training and development process

If you are conducting a training program in a company, you can assess the scope of
growth for employees and the overall organisation. This can be to start a new
department, strengthen the existing teams, launch new products or upgrade existing
products. Identifying the need for a training program and choosing one that fits your
requirements is essential to make employees understand and adapt to new techniques
and production flows.
2. Set specific goals and objectives

Once you identify organisational needs, the next step is to set a specific goal or
objective for the training and development. Whether it is spreading awareness about
new product launching or learning the installation process of new software, establish
a clear plan that meets the needs of your training program.
3. Decide on training methods and developed a detailed plan

A thorough training plan consists of learning methods, content matter, learning flow
and other essential aspects. Here are a few methods of training that you can choose
from:
• Classroom training
• Computerised training
• Simulation based training
• On-the-job or hands-on training
• Role- playing
• Case study
• Training videos
4. Implement the training program
After deciding on a training plan and method, the organisation can execute the
training process through comprehensive, step-by-step instruction and coaching. For
this, the company can schedule training activities and use the required resources.
Based on the size of the group and the type of training, the company may decide on a
suitable location for the training to help make it more successful.
5. Evaluate the output
It is essential for organisations to assess the impact of the program, its effectiveness
and the degree of its success. You can ask the employees for feedback to know
whether the program was helpful and to review if they have any suggestions for
improvement. You can also conduct quizzes, practical exercises and tests to assess
the success of the training.
6. Monitor performance
The last phase before completing training and development is to monitor employee
performance. Based on the training assessment results, management can find out if
the training was adequate for the present or if they may require advanced sessions.
The management can also plan future training and development programmes and
their scope accordingly.
PAY ROLE DEPARTMENT
Payroll means the company’s financial record of payments made by the employer to
the employees, including wages, bonuses, salaries, incentives, etc. The company
must prepare an employee’s payroll for all its employees from the time they are hired
till retirement/resignation. Processing payroll without delays in accordance with
various statutory compliances is a significant activity of a company.
In India, payroll processing refers to the steps involved in calculating the total
remuneration of each employee of the company/organisation. It is an overwhelming
process as it consists of calculation of gross salary, bonuses, net salary, daily wages,
Provident Fund (PF) payment, professional tax payment, Tax Deduction at Source
(TDS), allowances, etc., that are part of each employees’ monthly salary payment.
Payroll processing is one of the essential yet complicated business processes. Thus,
errors might happen while processing and executing salaries that might hamper the
employees’ morale and productivity. Employees rely on the company’s process to
get paid without delays, irrespective of the organisation’s size. Payroll plays a crucial
role in a company’s Human Resource Management (HRM).
Payroll is defined as the process of paying salary to the employee of a

company/organisation. It starts with preparing the list of employees to whom salaries
must be paid and end with recording those expenses.
The payroll process involves calculating what is due to the employees for a specific
payroll cycle after adjusting the required deductions like employees’ PF contribution,
TDS, meal coupons, etc. The payroll cycle is the gap between two salary
disbursements of an employee. Generally, payroll is processed every month in India.
The payroll process requires different teams, such as HR, payroll and finance, to
work together. However, due to modern technology, businesses can effortlessly
manage all the payroll processing complexities.
PAY ROLE ACTIVITIES
Step 1: Onboarding employees
The first step of payroll processing is onboarding employees and preparing the list of
employees to be paid salaries.
Step 2: Defining payroll policy
Companies should define their payroll policies and get them approved by the
management for processing standard payroll execution. Every company has their
own approach to employee engagement, philosophy and work culture. A company
needs to define the below policies for standardising payroll processing:
• Pay policy.
• Employee benefits policy.
• Leave and attendance policy.
• Salary components, including deductions.
• Pay schedule policy.
Step 3: Gather employee inputs
Employee inputs like bank account details, PAN, address, income tax declarations,
proof of investment, etc., are essential for payroll processing. Usually, the companies
collect these inputs from employees at the time of their joining/onboarding by the
concerned department/team. Each department/team will collect and maintain
employee inputs necessary for processing payroll, such as:
• The finance team maintains information about every employee’s variable
pay, bonus, commission, deductions, payments, income tax declarations,
etc.
• The HR team maintains every employee’s information about the leave,

attendance, overtime work hours, loss of pay reports, employee exit date,
salary revision, etc.
• The admin team maintains information about employee-related bills,
• transportation bills, reimbursement of expenses, etc.
Step 4: Validate employee inputs
After the inputs are compiled from the information provided by the employees and
different teams, the validity of their details must be checked for accuracy and
correctness before using it for the actual payroll process. All active employees must
be considered for validating data, and former employees must not be included in
salary and compliance payments. Validation of employee inputs eliminate the risk of
committing mistakes in the payroll processing, and the consequences faced while
rectifying them.
ACTUAL PAYROLL ACTIVITIES .
The actual payroll activity involves mainly only one step, which is as follows:
Step 5: Calculation of payroll
The validated inputs of employees should be fed into the system maintained by the
company for processing payroll to calculate every employee‘s paycheck. This results
in the net salary payment of each employee after adjusting the necessary deductions
and taxes due. Net salary is usually arrived at by deducting the gross deductions from
an employee’s gross salary. The payroll calculations are done using spreadsheets or
through payroll software.
The essential elements of salary structure for calculating the net salary include the
following:
• Cost to Company (CTC).
• Allowances.
• Prerequisites.
• Arrears.
• Professional tax, PF, insurance deductions.
• Leave adjustment.
• Payslip.
• Form-16.
• Reimbursements.
• Bonus, incentives, expenses and one-time payments. (if any)
• Employee financial details.
• Employee investment declarations.
• Loan repayment. (if any)
POST PAYROLL ACTIVITIES
The post-payroll activities involve the following steps:

Step 6: Accounting
The salaries paid to employees must be recorded as they are the biggest expenses for
a company. Payroll accounting involves maintaining the company accounts with
regard to employees’ salaries.
Step 7: Pay employee salaries
The company must first ensure that its bank account has sufficient funds to make the
salary transfers to its employees. The companies will send the salary bank advice
statement to the concerned bank directing it to disburse salaries from the salary bank
account. However, the company can automate this salary payment process to
employees through software with an in-built direct deposit feature. The companies
must also distribute payslips to each employee either individually or through
automated software.
Step 8: Compliance and reporting
During payroll processing, all statutory deductions of an employee such as TDS, PF,
Employees State Insurance (ESI) and professional tax are deducted. These payments
should be made to the appropriate government departments within the respective due
dates. The deductions must be reported to the government departments by filing the
respective forms prescribed by each department.
STATUTORY COMPLIANCES FOR PAYROLL MANAGEMENT
In India, companies have to follow the legal regulations in their payroll management
while disbursing salaries to their employees. There are many statutory requirements
that Indian companies must adhere to, and they must ensure compliance with these
legal regulations. If companies fail to adhere to these statutory compliances, they will
have to face heavy penalties
Thus, detailed knowledge of legal expertise and compliance is required to minimise

the risk associated with the non-compliance of statutory requirements. The general
statutory compliances that every company has to follow for their payroll
management in India are:
• ESI fund and pf funds
• Professional tax
• TDS (tax deduction at source )
• Gratuity
HR POLICIES IN JINDAL STEEL AND POWER LTD.
The HR policies of Jindal steel and power is described as under:----
RECRUTMENT IN JINDAL
Recruitment refers to the process of identifying, attracting, interviewing, selecting,
hiring and onboarding employees. In other words, it involves everything from the
identification of a staffing need to filling it.
Recruitment is the first step in building an organization's human capital. At a high

level, the goals are to locate and hire the best candidates, on time, and on budget.
The various stages of recruitment are mentioned below.
1) Identify the manpower requirement with the respective hods
What are your existing hiring needs? May be an employee just left or a new job
position just opened. Once you identify the vacancies that exist, you can then define
the job specifications such as skills, knowledge, experience, etc.
You can determine your hiring needs by checking
• Any gaps in performance, skills or proficiencies that you need to fill

• A sudden increase in workload that your team cannot seem to handle
• Any employees who will be leaving the company soon
In this phase jspl identify the manpower need or requirement with

respective hods. In this phase jspl asked about the job detail through
HODS.
2) Check that whether the requirement is approved or not.
In this 2nd phase JSPL check that whether the new requirement is approved by
respective HOD or not.
3) Source the potential candidate through online channel
Talent sourcing is the process of actively searching for qualified candidates. Through
this process, your team engages with prospective candidates that can be moved to
your talent pipeline to fill current and future positions. These types of outreach
recruiting examples include building an employer brand, so candidates understand
the benefits of working with your company.
JSPL source the potential candidate through online channel for example linkdin,
Naukri portal ( c.v sourcing , job posting , mass mailing)
4) Screen the resume based on several searches factors such as skills,

recently updated resume , , location , experience certificate , and
previous employment.
Resume screening is the first level of vetting the applicants to determine

their candidacy for any open role.
There are several aspects taken into consideration for defining the ideal
candidate which often includes education criteria, previous experience, and other
profile relevant information.
While screening a resume, a recruiter matches these factors/job requirements
with the resumes to make a final decision on whether or not to move the
candidate to the next round of recruitment.
According to the skills , updated resume, location, experience certificate and
previous employment jspl screen the candidates for the job .
5) Calling the shortlisted candidates to know their interest on the job
Shortlisting is the process of identifying the candidates that meet the criteria laid out
in the job listing. They’re the candidates that you want to move forward with in the
recruitment process, most likely by having an initial interview or otherwise moving
on to the next stage of the recruitment funnel.
JSPL calling the shortlisted candidates to know about their interest on the job.
6) Finalizing interview schedule and making the interviewer to be

available.
Finally JSPL called the candidates who are shortlisted and make a time table for
their interview keeping in mind the interviewer to be available.
7) JSPL Plan interview( through google meet , zoom , whatsaap ) and selection
processed , including screening call , assessment and in personal interview .
8) In case if candidate is selected JSPL send a mail , regarding document verification

like last 3 months salary slip , bank statement , salary breakup , appointment letter
, any recent increment letterif is their , pan card , aadhar card , JSPL personal
biodata form .
9) This document is required to identify what is the actual salary of the candidate
and understand whether the document is correct or not .then jspl have to do
negotiation(salary).
10) After salary negotiation done and if candidate is okey with the salary JSPL
share proposed offer through mail.
11) Proposed offer is related to salary breakup of JSPL , if candidate is confirming

in mail that he/she is okey with salary then JSPL send letter of intern it mean
offer letter .
12) As per the process of JSPL candidate have to do premedical checkup , because
JSPL want to know that the candidate is fit to join or nor.
13) If candidate is fit then he/she can resign from current job.
14) JSPL do background verification through different agency and vender .
15) JSPL have their different onboarding processes like they have their own HRS
portal .
16) After completing the joining formalities JSPL generate hiring code , position id
17) JSPL have their own system on onboarding they welcome new joinees with
welcome kiit ,PPE kiit etc….
TRAINING AND DEVELOPMENT

IN JNDAL .
A formal definition of training & development is any attempt to improve current
or future employee performance by increasing an employee's ability to perform
through learning, usually by changing the employee's attitude or increasing his or her
skills and know.
The company performs this project by circulating the Training Need

Identification Sheet to
each and every department and following the Reports Officers and HOD’s to provide
the duly
filled by them for each individual employees who are reporting to them. This project
covers
more than 26 Departments which includes Technical, Non-Technical, School, Central
Services departments etc.
Preparation of Training Need Identification Sheet (TNI):
▪ Competency Matrix is prepared, keeping in view of four main competencies that

are required for every employee i.e., Technical/Functional, Generic, Behavioral,
Safety and Quality, which also includes the individual employee details
Name of the employee, Employee Code, Department, Designation, Year of

Experience etc. b. Position Description such as the Position, Desired
Qualification, Designation Range, Experience, Area of HPPT & Reporting Officer
Name.
Brief responsibilities of the employees.
The competency/skills are rated on a proficiency scale of 1 to 5 and are measured

against actual and desired level of competency, where 1 is the Limited and 5 is the
Expert Level. Through this competency gaps are identified. Annexure 2 & 3)
Training Menu Cards are also prepared mentioning the four core competencies
i.e., Technical/Functional, Generic, Behavioral, Safety and Quality which are
assigned by specific codes for various competencies.
Another sheet is their which gives the Information regarding the contact person
for each and every individual department, which may help in any kind of issues.
After the completion of the TNI sheet, we float the Sheet to the respective HOD’s
and
Reporting officers to fill up for their respective employees, a Training &
Development Team
is keep on following in case of any doubt.
After 3-4 months of this ongoing project, almost 86% responses were covered which
gives
the clear highlight where the organization needs to provide training.
Once the training needs are identified and the number of employees requiring such
training is
ascertained, decision is then taken as to whether there will be in house(internal)
training
programs or the employees will be nominated to attend training programs at various
institutes
outside the organization, i.e., to attend external training programs.
In JSPL, Angul training is imparted on the basis of:

Needs identified from the performance review process-on a yearly basis at the
individual level.
Needs identified at the division/departmental level by the Division/Departmental

Heads on areas which are specific to that particular Division/Department.
Needs identified at functional/technical level by functional/technical Head like

the
Marketing/Human Resources/Purchase/Finance/ Power Plant/Steel Plant/ DRI Plant
etc.
Organizational level training needs such as programs on Total Quality

Management,
Supervisory development, Cost improvements, etc.
▪ OBJECTIVE & SCOPE OF THE STUDY
▪ OBJECTIVE:
▪ The Objective of this report is to understand the practices of Competency

Mapping
pertaining to theoretical perspective of the study and to find out the impact of
competency mapping on productivity of the employees at Jindal Steel & Power
Limited, Angul.
▪ It also includes to identify the Competency Gap of Power Plant employees who
are
the HPPT members in various areas and PAICC members also.
▪ SCOPE:
▪ Competency mapping, which is yet unexplored in India, is considered as one of

the
best human resource tool, which leads in most adequate recruitment and selection of
an employee. Thus to have the in depth knowledge of competency mapping, the
study
is done. And apart from that, it is also necessary to find its importance and
applications in an organization. Apart from this, the study is done with the object to
understand competency mapping for an employees.
NUMBER OF DEPARTMENT
1.BLAST FURNAC 3.SINTER PLANT 5.TQM
2.POWER PLANT 4.CRMHS 6.LDP
9.DRI
7.COKE OVEN
8.CENTRAL MAINTENANCE 10.OHC
PAY ROLL IN JINDAL STEEL AND POWER LTD.
The Company has formulated a policy called “Remuneration Policy” to ensure

the payment of equitable, competitive remuneration to all Directors, Key
Managerial Personnel (KMP) and employees of the Company which is based
on individual performance, Company’s benchmark, Industry practices and
performance of the Company as a whole. Framing of the Remuneration Policy
is also mandated by the Companies Act, 2013 and the Listing agreement as
amended from time to time.
Key Principles of the Remuneration Policy
• Align remuneration with the long term interests of the Company and its
shareholders
• Minimize complexity and ensure transparency
• Link to annual business performance of the company
• Promote a culture of meritocracy and is linked to key performance and
business drivers
• Reflective of market competitiveness so as to attract the best talent
Components of payroll
Gross pay
Gross pay, also known as gross income, is the total payment that an employee earns
before any deductions or taxes are taken out.[5] For employees that are hourly, gross
pay is calculated when the rate of hourly pay is multiplied by the total number of
regular hours worked. If the employee has overtime hours, these are multiplied by the
overtime rate of pay, and the two amounts are added together.[6] Also included in
gross pay is any other type of earnings that an employee may have. These may
include holiday pay, vacation or sick pay, bonuses, and any miscellaneous pay that
the employee may receive.
Deductions
There are a wide array of voluntary deductions that can be taken out of an employee's
gross pay, some of which are taken out before taxes and some being taken out after
taxes. Pre-tax deductions are deductions that are taken out of an employee's gross pay
amount before it is subject to tax.and could include health, dental, or life insurance,
deductions for
certain retirement accounts, or deductions for FSA or HSA accounts.
After-tax deductions are deductions that are occur after taxes have been taken out of
an employee's pay.
Reimbursements
Payroll components may include reimbursements for some expenses that an

employee bears on behalf of the company. In many cases this helps an employee save
taxes. An employee typically has to submit some bills to validate the actual amounts.
This has to then be approved typically by their manager and finance team. Some
common reimbursement components in Indian Payroll include Telephone Bills,
Driver Salary, Fuel Reimbursements etc.
Taxes
Various levels of government require employers to withhold various types of income

tax and payroll tax. In the United States, payroll taxes are used to support Social
Security and Medicare costs while income taxes are used for
other federal and state programs.
Wage garnishments
A wage garnishment is a court-ordered method of collecting overdue debts that
require employers to withhold money from employee wages and then send it directly
to the creditor. Wage garnishments are post-tax deductions, meaning that these
mandatory with holdings do not lower an employee's taxable income. Unpaid debts
that may result in wage garnishments include credit card bills and medical bills, child
support and alimony, federal student loans, and tax levies. Each of these
garnishments may have different limit on the amount that may be deducted.
Net pay
Net pay is the total amount that an employee receives after all required and voluntary
deductions are taken out.
Salary structure in JSPL

The salary structure of JSPL is shown in below figure.
The percentages of different catagorys are mentioned below.
CTC (Let it is 100% which is 100000)
TVC (-10%)
TVP (90000)
BASIC (40%of TVP which is 360000)
BONOUS(20%) PF 12%
BONUS (8.33%) EX-GRATIA(11.67)
(Monthly) (Yearly)
CTC
CTC full form is Cost To Company. It means total salary package & benefits
received by employee in a year.
CTC or Cost to Company is the total amount that a company spends (directly or
indirectly) on an employee. It refers to the total salary package of the employee. CTC
is inclusive of monthly components such as basic pay, various allowances,
reimbursements, etc. and annual components such as gratuity, annual variable pay,
annual bonus, etc.
CTC is never equal to the amount of take-home salary of the employee. There are
many components in the CTC that one does not receive as part of take-home salary.
CTC = Gross Salary + PF + Gratuity

Basic salary
A basic salary is a take-home salary or base income earned by an employee. It does

not include overtime pay, commission, bonus, or any other compensation provided
by the company. Basic salary is the ‘fixed amount’ paid to an employee by the
employer in return for the roles and responsibilities assigned to and performed by the
employee. Your gratuity, EPF, and ESIC are deducted on the basis of your basic
salary. Your basic salary amount depends on your designation and the kind of
industry you are working in.
Gross salary
Gross salary is the amount calculated by adding up one's basic salary and
allowances, before deduction of taxes and other deductions. It includes bonuses,
over-time pay, holiday pay, and other differentials. Gross Salary = Basic Salary +
HRA + Other Allowances.
Net salary or take-home salary
Net salary or take-home salary is obtained after deducting income tax at source
(TDS) and other deductions as per the relevant company policy. Net Salary = Basic
Salary + HRA + Allowances - Income Tax - Employer's Provident Fund -
Professional Tax.
Allowances
an allowance is an amount received by the employee for meeting service

requirements. Allowances are provided in addition to the basic salary and vary from
company to company. Some common types of allowances are discussed below which
provide by JSP:
• HRA or House Rent Allowance: It is an amount paid out to employees by
companies for expenses related to rented accommodation.
• Leave Travel Allowance (LTA): LTA is the amount provided by the company
to cover domestic travel expenses of an employee. It does not include the
expenses for food, accommodation, etc. during the travel.
• Conveyance Allowance: This allowance is provided to employees to meet
travel expenses from residence to work.
• Dearness Allowance: DA is a living allowance paid to employees to tackle the
effects of inflation. It is applicable to government employees, public sector
employees, and pensioners only. But JSP not provide to the employee.
Reimbursements
Occasionally, employees are entitled to several reimbursements like medical
treatments, phone bills, newspaper bills, etc. The amount is not received in the
salary, but on submission of the bills, reimbursement is given. Generally, there is an
upper limit for every category of reimbursement
Provident Fund
Provident fund is an investment both by the employer and the employee each month,
the lump sum amount of which acts as an employee's retirement benefits scheme.
Form 16
The company issues a Form 16 which contains the details about the salary earned by
the employee and the amount of tax deducted. The taxpayer is required to submit
Form 16 to file the Income Tax returns every financial year. It acts as the proof of
his/her income and tax paid to the government
Benefits offered by JSPL
Employee Benefits are the indirect and non-cash compensation paid to an employee.
These benefits are given to employees over their salaries and wages. They are also
called fringe benefits that are offered to attract and retain employees.Employees love
benefits. They want appreciation and recognition for their hard work. Job satisfaction
is directly tied up with employee satisfaction.
Leave benefits
In JSP, some leave that provied to a employee

1. Privilege Leave (PL) or Earned Leave (EL)
2. Casual Leave (CL)
3. Sick Leave (SL)
4. Maternity Leave (ML)
5. Optional leave
6. Holiday leave
7. Family shifting leave
8. Bereavement Leave
Privilege Leave (PL) or Earned Leave (EL)
The EL o PL leave typically used for personal reasons such as vacation, to observe
festivals that are not declared holidays, etc. Its basically provide 30 days to a
supervisry and above grade employees and 18days to workers in JSPL
Casual Leave (CL)
Apart from EL, JSPL also provide a leave type called Casual Leave. Such leaves
accommodate any urgent/ unforeseen personal requirements as against EL being
planned leaves. It mostly 7days per year and its not carry forword to next year.
Sick Leave (SL)

Sick Leave (SL) also called Medical Leaves (ML), these are provided on the grounds
of sickness or in case of accidents. It is 8days leave per year for supervisor or above
level and 14days for the worker level employees.
Maternity Leave (ML)

JSPL follows the Maternity Benefit Act of 1961 which entitles employers to 26
weeks or 182 days of paid leave to any women.
Optional Leave
Optional leave means a holiday that is optional, and it is the discretion of the
employee whether they want to take leave on that particular day or not. and it is not
mandatory to close the entire office on that day. Jspl provide 8days for that.
Holiday Leave
Holiday leave means the leave time accrued by working a state holiday or accrued
when the holiday falls on a day the employee is not scheduled to work or is on paid
sick leave. Holiday leave may be included in annual leave time. It is 8days in JSPL
Family shifting Leave
When a employe shift to new location, JSPL provide 3days leave for shifting her
family. It mostly 7days leave if they shift from other state.
Bereavement Leave
Bereavement Leave is a type of leave granted to when there is a death in the family
or dependent. JSPL provide upto 3days for leave.
Mediclaim Benefit
At JSP, we believe that the company’s series of achievements embark the triumph of
all our dedicated professionals who remain our most valuable assets. Our employees
define the course of our success and we depend on their innovative ideas, energy and
commitment. Hence, our goal is to focus our efforts on building a system that
includes an engaged, talented and motivated workforce who will contribute to the
company’s growth and its success; today and in the future. JSP committed to
protecting the health and wellbeing of all our employees where in we ensure that our
people are provided with a safe and secure working environment.
provide health insurance and life insurance to their employees, the premium
for which is borne by the employer and is included in the CTC.According to JSP,not
only the self employee but, The benefit of family coverage is one policy insures the
whole family. This means the family does not need to shop for and purchase
individual plans for every member. JSP provide health insurance to the self
employee, employee’s Spouses, 3 children upto 25 years of old, and employee’s
parents, if dependent on employee. It is the family defination of JSP.Many
employers offer this kind of coverage because it can be very appealing to employees
who have families and could thus benefit substantially from this arrangement.
Many policy are given bellow that provided by the JSP to the employee.
➢ Every employee is important assets for a company therefore JSP focuesd on
ZERO casuality. Each and every employee covered in health scheme
.According to designationa or grade level JSP provied diferent type of benefits
to the employee, like-
For the supervisor or worker claim upto 2Lkh rupees.
For the CG 4 employee cliam upto 4Lkh rupees .
For the CG 3 employee claim upto 6Lkh rupees .
For the CG 2 employee claim upto 8Lkh rupees .
For the CG 1 or 0 employee claim upto 10Lkh rupees.
➢ EWS (Employee welfare scheme) is another benefit for the emplyee.The
objectives of employee welfare scheme.
I. To enhance the level of morale of employees
II. To create a loyal, contented workforce in organization.
III. To develop a better image of the company in the minds of the employees.
IV. To enable the workers to live comfortably and happily.
V. To develop efficiency of the workers.
In JSP, EWS depends on the employee’s length of sevice, which served to the
company
➢ JSP give a another option to choose for him, the top-up plan. In this top- up
plan employee choose for him which help to major health related issue for
family member. For this option choosing, employee pay some premium for
this top-up plan. The premium paid 3month gap to 3month gap and the
premium approximately in between 2000rs to 3000rs.
➢ Matarnity For the working women, this benefits is very helpful to mother and
his family. JSP provide to the mother 70,000rupees for normal delevery and
1,00,000rupees cesarean delivery. This benefit only available for 2 children.
➢ JSP another mediclaim for his employee Cataract surgery. this a procedure to
remove the lens of your eye and, in most cases, replace it with an artificial
lens. Normally, the lens of your eye is clear. A cataract causes the lens to
become cloudy, which eventually affects your vision, threfore company
provide 50,000rupees per eye for his treatment.
➢ JSP facilities for there employee in the emergency case of health issue,
company give abulance travel charge upto 20,000rs.
➢ For nasal surgery, company provide up to 1,00,000.
GPAIP (Group Personal Accident Insurance Scheme)

JSP provide, at no cost, a base amount of group coverage as well as the ability to
purchase supplemental coverage and coverage for employee’s spouses and children.
In JSP all employee are covered by this scheme its not matter the level of group
employee. In this scheme, in case of death of the employee, JSP 50 times more of
salary amount paid as compensation to the employee’s family.
To the lower level employee minimum 7,00,000rupees compensation from the
company.
To the higher level employee minimum 2,00,00,000ruppes compensation
from the company.
Company provide pension to their dependent nominee till death of nominee.
All the settlement in between 15 days time after claimimg.
Provided that no compensation shall be paid for death or disablement as described
above arising out of intentional self-injury, suicide, attempted suicide, death or
disablement due to accident while under the influence of intoxicating liquor or drugs
and death or disablement while breaching law with criminal intent.
PF
PF stands for Provident Fund. It is a scheme for salaried employees to invest during
work life and enjoy the benefits after retirement. It is a compulsory, government-
managed retirement savings strategy for employees, who can contribute a part of
their savings towards their pension fund, every month. The entire process is
monitored by EPFO (Employees Provident Fund organization). not only JSP,Any
organization that has more than 20 employees is entitled to PF and must register with
the EPFO.
PF contribution process at jspl -
BASIC
PF
EMPLOYEE EMPLOYER
12% Employee 12% EPF (3.67%)

Basic+DA pension scheme
( 8.33%)
EPF
24%
• 12% Employer’s contribution includes 3.67% EPF and 8.33% EPS

• Total contribution made by the employer is distributed as 8.33% towards
Employees’ Pension Scheme and 3.67% towards Employees’ Provident Fund.
• All contributions are updated in the EPF member passbook.
• The contribution made by the employee goes totally towards the provident
fund of the employee.\
• Apart from the above-made contributions, an additional 0.5% towards EDLI
has to be paid by the employer.
• Certain administration costs towards EDLI and EPF standing at the rate of
1.1% and 0.01% respectively also have to be incurred by the employer. This
means that the employer has to contribute a total of 13.61% of the salary
towards this scheme.
Afer 2014,According to new law The maximum amount of contribution to be made

by the employer is set at 1250rupees or rate of 12% of on the basic salary. It must be
basic salary upto Rs. 15,000 . the amendment of new PF law Rs. 1,250 per month is
the maximum contribution to EPS. It means that both the employer as well as the
employee has to contribute employer maximum 1250ruppe and employee contribute
12% pf the basic salary each per month towards this scheme. Initially, this amount
was set at 12% of Rs. 6,500, which would equal Rs. 780 to be contributed by both
the employer and the employee.
Type of Provident funds
There are various types of provident funds; some are exclusive to government
employees while others are meant for private employees. However, the government
regulates provident funds and in India, the authority lies with the Employees'
Provident Fund Organisation (EPFO). Take a look at some common types of
provident funds.
Employees Provident Fund (EPF)
Employee Provident Fund, also known as a Recognized Provident Fund, is the most
popular type of PF in India. All businesses or corporations with more than 20
employees must offer retirement benefits to the employees and contribute to the PF.
Since most Indians are employed by private businesses, they prefer EPF accounts. It
has several pros and cons as well.
It offers higher interest rates between 8-9 per cent. And the best thing about EPF is
that the amount that the employee pays is matched by the employer as well, and a
major part of the sum is handed out at the time of retirement. The rest is paid in
instalments as a pension. EPF matures only on retirement, and the amount received is
tax-free as long as the employee has been working with the company for more than 5
years.
Per recent rules, interest on deposits over ₹ 2.5 lakhs in a year is taxed from the
employee.
DATA ANALYSIS AND
INTERPRETATION
➢ Are you satisfied with the external recruitment sources performed in your
organization.
external recritment sources
agree Disagree
INTERPRETATION: Regarding external recruitment sources 87% employees

are satisfied or agree whereas 13% are not satisfied which is performed in the
organization. Therefore, the employees are satisfied by recruitment process.
➢ Are you satisfied with the monetary reward given on bringing a
candidate on board?
monetary reward
agree Disagree
INTERPRETATION: Regarding monetary reward given on bringing on board

84%of employees are satisfied and 16% are not satisfied.
➢ For Employee performance is the training need analyzed in your
organization.
employees performance
agree Disagree
INTERPRETATION: Regarding employee performance, 91% of employees

are satisfied whereas 9% of employees are not satisfied. It means that most of
the employees get affected from this evaluation.
➢ Effectiveness of training program in your Organization is evaluated by
observing the post training performance of employees.
effectivenesss of training program
agree Disagree
INTERPRETATION: Regarding effectiveness of training program, 89% of the

employees are satisfied whereas 11% of the employees are not satisfied. It
means that some of the employees want that evaluation of effectiveness of
training program should be done with some other method.
➢ Are you satisfied with the privilege leave provided to you?
privilege leave
agree Disagree
INTERPRETATION: Regarding privilege leave provided to employees, 87%

of the employees are satisfied whereas 13% of the employees are not satisfied.
➢ Are you satisfied with the monetary rewards?
monettary reward
100
90
80
70
60
50
40
30
20
10
0
agreee disagree
monettary reward
INTERPRETATION: Regarding monetary rewards, 89% of the employees are

satisfied whereas 11% of the employees are not satisfied. It means that some of
the employees want to implement non-monetary rewards in the organization.
➢ Are you satisfied with contingencies cover under Personal Accident
Insurance policy?
contingencies
Disagree
agree
0 10 20 30 40 50 60 70 80 90
contingencies
INTERPRETATION: Regarding contingencies provided under this policy,

83% of the employees are satisfied and 17% of the employees are not satisfied.
➢ Are you satisfied with the services covered under Mediclaim policy?
services
120
100
80
60
40
20
0
0 0.5 1 1.5 2 2.5
-20
INTERPRETATION: Regarding services provided under Mediclaim policy,

91% of the employees are satisfied and 9% of the employees are not satisfied.
➢ Are you satisfied with the informal communication pattern?
informal communication process

100
90
80
70
60
50
40
30
20
10
0
agree disagree
informal communication process
INTERPRETATION: Regarding informal communication pattern, 87% of the

employees are satisfied and 13% of the employees are not satisfied. It means
most of the employees are comfortable with this communication process.
➢ The induction of your organization covers organizational structure and
policies.
induction
agree disagree
INTERPRETATION: Regarding induction of organization, 90% of the

employees are satisfied and 10% of the employees are not satisfied. It means
that most of the employees are benefited
FINDINGS
• The Policy of the company provides facilities for all round growth of
individuals by training in-house and outside the organization,
reorientation, lateral mobility and self-development through
selfmotivation.
• The Policy grooms every individual to realize his potential in all facets
while contributing to attain higher organizational and personal goals
• The Policy builds teams and foster team-work as the primary instrument
in all activities.
• The Policy implements equitable, scientific and objective system of
rewards, incentives and control.
• The Policy recognizes worth contributions in time and appropriately, so
as to maintain a high level of employee motivation and morale.
• The employees agree on the part of their performance that they know
what is expected from them.
• The employees understand how their work goals relate to company’s
goals.
• Company inspires the employees to do their best work every day
• The employees are not satisfied with the communication and decision-
making process as it leaks the information related to organization.
• The employees do not receive the appropriate recognition and rewards for
their contributions and accomplishments
• The employees feel that they are not paid fairly for the contributions they
make to company’s success.
Suggestion & recommendation
Of my limited knowledge and experience has tried to suggest something to

the company of the various area of activities. The suggestion truly based
upon the fact. Which are observed and realized during the project work. They
are as follows-
1) The Performance Appraisal of employee is evaluated on the basis of 360

degree feedback or 180 degree feedback.
2) The Organization should focus on mentor system intend to help
employees in their career progression.
3) The Training should be mandatory for all level of employees.
4) The Departments should develop constructive attitude towards each
other.
5) The company should give the appropriate recognition for the
contributions and accomplishments made by employees. A flexible
reward system should be adopted by organization to improve employee
motivation.
6) A more transparent and full proof communication system developed in
the organization.
CHAPTER
Conclusion
Study shows that-
❖ The Policy of the company provides facilities for all round growth of
individuals by training in-house and outside the organization,
reorientation, lateral mobility and self-development through
selfmotivation.
❖ The Policy implements equitable, scientific and objective system of
rewards, incentives and control
❖ The Policy recognizes worth contributions in time and appropriately, so
as to maintain a high level of employee motivation and morale.
❖ The employees agree on the part of their performance that they know
what is expected from them.
❖ Company inspires the employees to do their best work every day
Jindal steel and power (JSP)is consider one of the largest producer of Steel
and also profitable Public sector in India . It is the company, which produce
the international quality of stell and power of latest technology. During the
project work ,realized that their work culture was extremely good. The
performance of employees was highly satisfactory . The management has
also done every possible effort to smoothen industrial relation.Jindal Steel
and Power Limited, since its inception has worked towards helping society
and achieving sustainable development. It is one of the few companies in
India that strives not only for profits but aims to create a real difference at
the ground level. JSP aim and focued on zero casuality. But during project
work, found that there was a normally problem, so there was a natural
dissatisfaction among the employee.
BIBLIOGRAPHY
Websites:
Jindal Steel Power || Home
Jindal Steel and Power - Wikipedia
Jindal Steel & Power Ltd||About Us (jindalsteelpower.com)
Books
“Human Resource Management” by Ashwathapa.

“Human Resource Management” by Michael Armstrong.
“Human Resource Policy Analysis: Organizational Applications” by Richard J.
Niehaus.
ANNEXURES
Name of Employee: -----------------------------------------------------------------------

Designation: ----------------------------------------------------------------------
QUESTIONNAIRES
1) Are you satisfied with the external recruitment sources performed in your
organization.
1. Agree 2. Disagree
2) Are you satisfied with the monetary reward given on bringing a candidate
on board?
3) For Employee performance is the training need analyzed in your
organization.
4) Effectiveness of training program in your Organization is evaluated by

observing the post training performance of employees.
5) Are you satisfied with the privilege leave provided to you?

6) Are you satisfied with the monetary rewards?

•
7) Are you satisfied with contingencies cover under Personal Accident
Insurance policy?
• Agree 2. Disagree
8) Are you satisfied with the services covered under Mediclaim policy?
9) Are you satisfied with the informal communication pattern?

10) The induction of your organization covers organizational structure and

policies.
1.Agree 2.Disagree

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“HR POLICIES AND ITS IMPLEMENTATION”

PURNA CHANDRA TUNGA

EXAM ROLL NO.- 21MBA038

COLLEGE ROLL NO- MBA21/45

DEPARTMENT OF PROFESSIONAL STUDIES

UNDER UTKAL UNIVERSITY

UNDER THE GUIDANCE OF

INTERNAL GUIDE EXTERNAL GUIDE

Purna Chandra Tunga

All the reference and citations in this project have been

It has not been duplicated from any other earlier

Dt: PURNA CHANDRA TUNGA

Date : Mr. Sourav Kumar Mohanty

Mrs. Lipika parida

It is very rarely experienced that an academic obligation becomes

I have given all the importance to my project

The information is gathered through report of the

Besides all this avoid things I have ensured

CHAPTER TOPIC PAGE

CHAPTER 2 • COMPANY PROFILE

CHAPTER 5 • DATA ANALYSIS AND INTERPRETATION

HR policies are the proper code of conduct that helps the

The HR department is also the first department to know of a

However, for an HR department to be able to protect the company

The main functions/policies of HR are described as under..

OBJECTIVE OF THE POLICY

SCOPE OF THE STUDY

An attempt was made to know the pleasure of employees regarding HR

• The questionnaire contained mostly multiple-choice questions; therefore many

• Sensitive company information cannot be displayed in the project report.

Traded as • BSE: 532286

Industry Steel, Energy

Headquarters New Delhi, India[1]

Area served Worldwide

Key people Naveen Jindal (Chairman)[2]

Products Steel, Iron, Electricity generation and distribution

Revenue ₹56,921 crore (US$7.1 billion) (2022)[3]

Operating income ₹15,513 crore (US$1.9 billion) (2022)

Net income ₹8,249 crore (US$1.0 billion) (2022)

Total assets ₹76,643 crore (US$9.6 billion) (2022)

Total equity ₹37,095 crore (US$4.6 billion) (2022)

Number of employees 21,000 (2022)

Parent O.P. Jindal Group

JSPL's Raigarh plant is the world's largest coal-based sponge iron

LISTINGS AND SHAREHOLDING

Promoter Group (Jindal Family) 60.45%

Financial Institutions/Banks/Mutual Funds/UTI/Insurance companies/Central 27%

Electricity generation is the process of generating electric power from sources

Corporate Social Responsibility Awards:

Sports Promotion Awards:

JSPL commended with 'Strong Commitment to HR Excellence' at CII NATIONAL

SAIL–HR Award for excellence in Human Resource Management 2009.

CII Chhattisgarh HR Excellence Award – 2004.

Asia Pacific HR Excellence Award – 2003.

National Safety Award (Mines) 2006, by the Ministry of Labour

National Safety Award (Mines) 2004, by the Ministry of Labour.

Greentech Safety Award – 2003.

2nd most investor friendly company, Business Today – 2008.

Golden Peacock National Quality Award – 2008.

Rated Amongst the Top 20 Investor Friendly Companies by Business Today.

National Award for Excellence for Cost Management – 2005.

Golden Peacock National Quality Award – 2002.