#Group 5

Kaushik Sahoo UM19215

Megha Mishra UM19221
Siddharth Pujari UM19247
Siddhartha Biswal UM19249
Sidhant Kamal Nayak UM19250
COMPANY OVERVIEW 1912: Jamsetji Tata's plant produces its first
steel ingot. 8-hour workday introduced
1980: Crude steel production reaches 2 MT
Founded in 1907 by Jamsetji Tata
1994: Awarded Best integrated steel plant

Tata Steel group is spread across five continents 2004:  Tata Steel acquired the Singapore-

with an employee base of over 65,000 based NatSteel for $486.4 million in cash
2005: Acquired Millennium steel in Thailand
Tata Steel's consolidated India crude steel
2007: Acquired the Corus group and Tata
production capacity stands at 19.6 MnTPA
Steel-Europe is established
2012: Awarded the Deming Grand prize
Aspire to be the global steel industry benchmark 2017: Crude steel production reached 23.88
for Value Creation and Corporate Citizenship MT
Awarded Dun & Bradstreet Corporate Awards
Tata Steel strives to strengthen India’s industrial
for the third time in a row
base through effective utilization of staff and
Awarded in “Best Risk Management Practice”
materials.
 TATA Steel Business Model : The Virtuous Cycle
Collaboration with technical institutes - 20
Business owned
project True sense of More willing
Extensive use of rail transport governance ownership to take risk

High R & D Expenditure -

Hub and Spoke Rs 448 Cr (FY12-16) Innovation
Stockyard Model
Squad based approach
using Agile principles
Downstream & Allied Increase Solid
Business activities Improve resource efficiencies
waste utilization
Lowest cost producer of
Captive Iron Ore & Raw Material security Cost competitiveness steel in Asia
Coking coal mines

Green Field & Brown field expansions

Inhouse - Data science capability Economies of Scales Large Volume

Manpower training
Continuous
expenditure last 5 years Learning Economies
Improvement
(FY12-16) - 578 Cr
Theory of Consequences derived from choices
Theory of Choices enabled from Consequences Choices Flexible Consequences Rigid Consequences
 COMPANY TATA STEEL SAIL JSW
Parent company Tata Group SAIL(Govt. of India) JSW Group
Employees 32984 70617 12599
19.26 (Indian)+12.3(Overseas) 21.4 MnTPA 19 MnTPA
Current Capacity MnTPA

C Annual Production 16.26 (Indian) MnTPA 14.38 MnTPA 16.27 MnTPA

O Net sales (crores) 70,610.92 66,967.31 76,727.00
M Net Profit (crores) 10,533.19 2,178.82 8,259.00
P 48,596.76 68,842.44
Market Cap ( crores) 17,327.55
E
T Strip & long Steel products, Iron Steel, flat steel products, long
I Segment ore mining, Agricultural Iron & steel market steel products, wire products,
implements plates
T
O
R
Construction, automotive, Construction, engineering, power, Infrastructure, Oil Industry,
Target Group infrastructure, capital goods railway, automotive and defence automobile and construction
A industry
N
A
L The global steel industry One of the key and strategic steel
benchmark for value creation and Respected world class corporation producer in the country catering
Y corporate citizenship & the leader in Indian steel business to almost all segments with range
Positioning
S in quality, productivity, profitability of steel products
& customer satisfaction
I
S
  Best in industry for Safety, health & sustainability
 Preferred partner for customers in attractive

SWOT Analysis 
segments
Most enriched and value added product mix in
India
Helpful Harmful INTERNAL  Extensive processing and distribution network
 Captive Mines self sufficiency till 2030
 Global bench mark in capacity utilization 98%
 Lowest Cost producer globally
 Service & Solutions Customer OPPORTUNITIES STRENGTHS  Downstream integration
ready to pay for convenience  Consolidated market leadership by BSL
 Rural Market New Sustainable steel Products acquisition
 Growth In Long Products: Greener & efficient
products
 Anti dumping law
 Geographically expand to West  Acquisition hampering its
and North liquidity position
 Difficulty in attracting talents
due to concentrated location
THREATS WEAKNESSES  Perception of employees is
the job growth is slow
 Unstable upper
management
after Tata overreaching
 Employee’s lackadaisical
attitude due to low attrition
 Intensifying protectionism globally rate
 Poor Infrastructure and logistics  Ageing workforce .
 Entry of new competition EXTERNAL
 Fluctuating exchange rate
 100% FDI , may lead to inflow
of foreign companies which
would use cutting edge
technology
 CSF

Economic and Social factors Customer relationships

• Higher Annual Net Income after Taxes • Efficient CSRs and strong company
(ANIAT) over Cost of Capital image
• High dividend and Capital • Quality products at a reasonable price
Appreciation

Knowledge and Learning Internal Processes

• Enhanced competencies in the • Efficient leveraging of maximum

formulation and implementation of value/benefit of CSR and its cost
CSR • Production of quality steel at
• Integration of cost-consciousness in minimum production costs
organizational culture and processes
Thank you