BOKARO STEEL PLANT

“THERE’S A LITTLE BIT OF SAIL IN EVERYBODY’S

LIFE”
INTRODUCTION
 BOKARO STEEL PLANT - THE FOURTH INTEGRATED PLANT IN THE PUBLIC SECTOR - STARTED
TAKING SHAPE IN 1965 IN COLLABORATION WITH THE SOVIET UNION.
 IT WAS ORIGINALLY INCORPORATED AS A LIMITED COMPANY ON 29TH JANUARY 1964, AND WAS
LATER MERGED WITH SAIL, FIRST AS A SUBSIDIARY AND THEN AS A UNIT, THROUGH THE
PUBLIC SECTOR IRON & STEEL COMPANIES (RESTRUCTURING & MISCELLANEOUS PROVISIONS)
ACT 1978.
 THE PLANT IS HAILED AS THE COUNTRY’S FIRST SWADESHI STEEL PLANT, BUILT WITH
MAXIMUM INDIGENOUS CONTENT IN TERMS OF EQUIPMENT, MATERIAL AND KNOW-HOW.
 BOKARO IS DESIGNED TO PRODUCE FLAT PRODUCTS LIKE HOT ROLLED COILS, HOT ROLLED
PLATES, HOT ROLLED SHEETS, COLD ROLLED COILS, COLD ROLLED SHEETS, TIN MILL BLACK
PLATES (TMBP) AND GALVANISED PLAIN AND CORRUGATED (GP/GC) SHEETS. BOKARO STEEL
HAS PROVIDED A STRONG RAW MATERIAL BASE FOR A VARIETY OF MODERN ENGINEERING
INDUSTRIES INCLUDING AUTOMOBILE, PIPE AND TUBE, LPG CYLINDER, BARREL AND DRUM
PRODUCING INDUSTRIES.
VISION & MISSION
ORGANISATION & STRUCTURE
 BOKARO STEEL PLANT IS A UNIT OF STEEL AUTHORITY OF INDIA LIMITED (SAIL) UNDER THE
MINISTRY OF STEEL. WITH THE FORMATION OF SAIL, ALL THE UNITS OF ERSTWHILE
HINDUSTAN STEEL LIMITED TOGETHER WITH BOKARO STEEL LIMITED AND NATIONAL
MINERAL DEVELOPMENT CORPORATION, MANGANISE ORE INDIA LTD CAME UNDER SAIL.
 SAIL IS HEADED BY A CHAIRMAN, WHO IS OF THE RANK OF SECRETARY TO THE GOVERNMENT
OF INDIA AND SAIL HAS FOIL TIME BOARD OF DIRECTORS IN THE CORPORATE OFLBCE. THE
BOARD OF DIRECTORS OF SAIL IS COMPRISED OF 14 MEMBERS. THE OTHER DIRECTORS ARE
PART TIME DIRECTORS, COMPRISING (A) GOVERNMENT REPRESENTATIVE (B) CHIEF EXECUTIVE
OF DIFFERENT PLANTS/UNITS AND RELATED TO SAIL AND (C) ONE LABOUR REPRESENTATIVE.
 THE BOARD OF DIRECTORS CONTROLS THE AFFAIRS OF THE COMPANY. ALL MATTERS
PERTAINING TO APPOINTMENTS, PERSONNEL POLICY, EXPENDITURE, PRODUCTION PLAN, SALES
PLAN ARE FORMULATED BY THE PLANT AND APPROVED BY THE CORPORATE OFFICE BEFORE
THEY BECOME OPERATIVE. THE MIANAGING DIRECTOR IS THE CHIEF EXECUTIVE OF THE UNIT
AND IS RESPONSIBLE FOR IMPLEMENTING ALL DECISION AND DIRECTIVES OF THE BOARD. AS
CHIEF EXECUTIVE HE HAS POWERS TO CARRY OUT THE DAY-TO-DAY WORK OF THE PLANT
THROUGH A TEAM OF SENIOR OFFICERS.
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT IS THE PROCESS OF RECRUITING, SELECTING, 
INDUCTING EMPLOYEES, PROVIDING ORIENTATION, 
IMPARTING TRAINING AND DEVELOPMENT, 
APPRAISING THE PERFORMANCE OF EMPLOYEES, DECIDING COMPENSATION AND 
PROVIDING BENEFITS, MOTIVATING EMPLOYEES, MAINTAINING PROPER RELATIONS
 WITH EMPLOYEES AND THEIR TRADE UNIONS, 
ENSURING EMPLOYEES SAFETY, WELFARE AND HEALTHY MEASURES IN COMPLIANCE
WITH LABOUR LAWS OF THE LAND AND FINALLY FOLLOWING THE ORDERS /
JUDGEMENTS OF THE CONCERN HIGH COURT AND SUPREME COURT.
 Human beings bear much more highly value in an organization. Still there are some
experts those who claim that machine and technologies are replacing human resource
and minimizing their role and effort and even then humans are those masters who has
created the machine and articulated the technologies.
MANPOWER
 IN THE INITIAL STAGE OF ESTABLISHMENT OF BSL, A COMMITTEE WAS SET UP TO STUDY THE
MANPOWER REQUIREMENT. THE RECOMMENDATIONS OF THIS COMMITTEE WERE COMPARED
WITH THE DETAILED PROJECT REPORT. THIS COMMITTEE LATER EVOLVED MANPOWER
REQUIREMENT FOR OPERATIONS, CONSTRUCTIONS AND SERVICES. THE COMMITTEE
ENVISAGED ONLY EIGHT POSITIONS REPORTING DIRECTLY TO THE MANAGING DIRECTOR. IN
THE COURSE OF TIME ADDITIONAL FUNCTIONS AND COORDINATION ACTIVITIES MADE IT
NECESSARY TO INCREASE THE NUMBER OF DIRECT REPORTING OFFICER. IT CAN IX; SEEN FROM
THE ORGANIZATION CHART OF BSL

 THE MANAGEMENT OF WORKS IS A COMPLEX TASK. IT INVOLVES MANAGEMENT OF

TECHNOLOGY, HUMAN RESOURCES, FINANCE AND MATERIALS. THE WORKS ORGANIZATION
HAS EVOLVED OVER A PERIOD OF YEARS KEEPING IN VIEW THE EXPERIENCE, SPECIFIC NEEDS,
CONTROLS AND COORDINATION REQUIRED FOR FULFILLMENT OF PRODUCTION TARGETS.
RECRUITMENT
 RECRUITMENT IS A PROCESS OF FINDING AND ATTRACTING CAPABLE APPLICANTS FOR
EMPLOYMENT. THE PROCESS BEGINS WHEN NEW RECRUITS ARE SOUGHT AND ENDS WHEN THEIR
APPLICATIONS ARE SUBMITTED. THE RESULT IS A POOL OF APPLICATIONS FROM WHICH NEW
EMPLOYEES ARE SELECTED.
 PLACING THE RIGHT PERSON IN RIGHT PLACE AT RIGHT TIME.
RECRUITMENT PROCESS
I. IDENTIFY VACANCY
II. PREPARE JOB DESCRIPTION AND PERSON SPECIFICATION
III. ADVERTISING THE VACANCY
IV. MANAGING THE RESPONSE
V. SHORT-LISTING
VI. ARRANGE INTERVIEWS
VII. CONDUCTING INTERVIEW AND DECISION MAKING
SOURCES OF RECRUITMENT
Internal Sources
 Transfers
 Promotions
 Upgrading
 Demotion
 Retired Employees
 Retrenched Employees
 Dependents and relatives of
 deceased employees
External Sources
 Press Advertisement
 Educational Institutes
 Placement Agencies
 Outsourcing
 Employment Exchanges
 Labour Contractors
 Unsolicited applications
 Employee Referrals
 Recruitment at factory
RECRUITMENT POLICY
RECRUITMENT POLICY CONSISTS OF:
 OBJECTIVES
 SCOPE
 SOURCES OF RECRUITMENT
 RECRUITMENT PLAN
 JOB SPECIFICATIONS
 REQUISITIONS
 MODE OF SELECTION HR DEPARTMENT RECRUITMENT AND SELECTION TRAINING AND
DEVELOPMENT MIS AND COMPENSATION E-RELATIONS 32
 SELECTION COMMITTEE
 FINAL SELECTION
SELECTION
SELECTION IS A LONG PROCESS, COMMENCING FROM THE PRELIMINARY INTERVIEW OF THE
APPLICANTS AND ENDING WITH THE CONTRACT OF EMPLOYMENT.
1. PRELIMINARY INTERVIEW
2. BLANK APPLICATION
3. SCREENING OF APPLICANTS
4. SELECTION TESTS
5. SELECTION INTERVIEW
6. CHECKING REFERENCES
7. MEDICAL EXAMINATION
8. FINAL APPROVAL
9. EVALUATION OF THE SELECTION PROGRAMME
10. FINAL SELECTION
11. PLACEMENT.
INDUCTION
All newly appointed employees in the company will undergo suitable induction/orientation programs to be organized by the
training department. Induction program will, among other things, aim at systematically introducing the new employees to the
company, its philosophy, its major policies,technology, existing status, future plans etc. The induction program should clearly
the mutual expectations with emphasis on Company’s objective and goals.

TRAINING
Training is an indispensable part of every HR functions in the organization right now.it is one of the
most important functions of modern business and corporate bodies.it is the responsibility of all
functional departments and the top management. It is a strategic step towards a forward looking and
growth oriented management method in an organization.
TRAINING PROGRAMS
 Technological and refresher programs
 Safety and health related programs
 Skill development programs
 Computer based training programs
REMUNERATION POLICY
IN BSP, PAY AND OTHER BENEFITS FOR EXECUTIVES ARE BASED ON THE PRESIDENTIAL
DIRECTIVES ISSUED BY MINISTRY OF STEEL, GOVERNMENT OF INDIA. THE LAST PAY REVISION
EFFECTIVE FROM 1ST JANUARY, 2007 WAS DONE IN ACCORDANCE WITH PRESIDENTIAL DIRECTIVES
DATED 5TH OCTOBER, 2009. IN CASE OF NON-EXECUTIVE EMPLOYEES, THE SALARIES AND WAGES
ARE FINALIZED / REVISED IN BIPARTITE FORUM OF NATIONAL JOINT COMMITTEE FOR STEEL
INDUSTRY (NJCS). THE LAST NJCS AGREEMENT WAS FINALIZED AND SIGNED ON 1ST JULY, 2014,
EFFECTIVE FROM 1ST JANUARY, 2012. IN TERMS OF NOTIFICATION DATED 5TH JUNE, 2015 ISSUED BY
MINISTRY OF CORPORATE AFFAIRS, GOVERNMENT OF INDIA, THE PROVISIONS OF SECTION 197 OF
THE COMPANIES ACT, 2013 ARE NOT APPLICABLE TO GOVERNMENT COMPANIES. AS SUCH, THE
DISCLOSURES TO BE MADE IN THE BOARD'S REPORT IN RESPECT OF OVERALL MAXIMUM
MANAGERIAL REMUNERATION AND MANAGERIAL REMUNERATION IN CASE OF ABSENCE OR
INADEQUACY OF PROFITS ARE NOT INCLUDED IN THIS REPORT.
PROMOTION POLICY
 ON JULY 8, THE MANAGEMENT ISSUED A NEW PROMOTION POLICY OF OFFICERS. THE
NEW POLICY WILL COME INTO EFFECT FROM NEXT YEAR. WITH THE PROVISION OF
ON-LINE EXAMINATION IN SENIOR GRADE, THE WAY OF PROMOTION IS NO LONGER
EASY FOR OFFICERS.
 THE POWER OF HOD WAS ELIMINATED IN PROMOTION, THE PROMOTION WAS FIRST
GIVEN BY THE GRADING GIVEN BY HOD UP TO E-5 GRADE. IN THE NEW POLICY,
ONLINE EXAMINATION HAS BEEN MADE, ELIMINATING THIS PROVISION. 
 MUST HAVE 3 TO 4 YEARS OF EXPERIENCE IN A POST, ELIGIBILITY FOR PROMOTION
HAS ALSO BEEN DECIDED. THERE WILL BE AN OPPORTUNITY TO TAKE E-1 TO E-2
PROMOTION TWICE A YEAR IN JUNE AND DECEMBER. AT THE SAME TIME, FOR
PROMOTION OF E-2 TO E-3, E-3 TO E-4 AND E-4 TO E-5, THREE YEARS OF EXPERIENCE OF
WORKING IN ONE GRADE WILL BE REQUIRED. AT THE SAME TIME, 4 YEARS OF E-5 TO E-
6, E-6 TO E-7 AND E-7 TO E-8 GRADE WILL BE REQUIRED.
RETIREMENT
 BSP HAS INTRODUCED ITS PENSION SCHEME FOR THE BENEFIT OF ITS ELIGIBLE EX-
EMPLOYEES AND EMPLOYEES IN LINE WITH GUIDELINES ISSUED BY THE DEPARTMENT
OF PUBLIC ENTERPRISES (DPE) WITH APPROVAL OF THE STEEL MINISTRY. THE SCHEME
WILL EXTEND COVERAGE TO MORE THAN 55,000 EX-EMPLOYEES FOR AVAILING OF
THIS PENSION BENEFITS.
 TO REDUCE MANPOWER AND TO INCREASE THE QUALITY OF WORK, STEEL
AUTHORITY OF INDIA (SAIL) HAS INTRODUCED VOLUNTARY RETIREMENT SCHEME
2020 FOR OFFICERS AND WORKERS.
 EMPLOYEES OF SAIL STEEL PLANTS INCLUDING BOKARO STEEL PLANT WHO ARE
ABOVE 45 YEARS OF AGE OR HAVE MORE THAN 15 YEARS OF SERVICE EXPERIENCE IN
SAIL CAN BENEFIT FROM THIS SCHEME. THE EMPLOYEES WHO WOULD OPT FOR
VOLUNTARY RETIREMENT WOULD ALSO GET BENEFITS OF PENSION SCHEME FROM
SAIL. SAIL HAS GIVEN A NOTIFICATION IN THIS REGARD.
TRADE UNION
 BSWU IS THE RECOGNISED TRADE UNION IN BOKARO STEEL PLANT .
BOKARO STEEL WORKER'S UNION IS A
UNION OF WORKERS OF BOKARO STEEL PLANT, BOKARO STEEL CITY,
JHARKHAND. ... IT IS AFFILIATED TO ITUC AFFILIATED INDIAN
NATIONAL TRADE UNION CONGRESS (INTUC).

 IT WAS FOUNDED BY VETERAN TRADE UNIONIST AND FORMER CHIEF

MINISTER OF UNDIVIDED BIHAR BINDESHWARI DUBEY IN THE YEAR
1963, OF WHICH HE WAS ITS FIRST PRESIDENT. LATER HE MADE INTUC
PRESIDENT MICHAEL JOHN ITS PRESIDENT AND HE HIMSELF BECAME ITS
SECRETARY.
CORPORATE SOCIAL
RESPONSIBILITY
The company shall allocate at least 2% of its average net profits before taxes of the preceding three
years, towards CSR activities to sustain and improve a healthy and prosperous environment and to
improve the quality of life of the communities it serves. The company may also utilize its products and
services as suitable for its CSR activities. Any surpluses arising out of CSR projects or programmes or
activities shall be re-deployed back into CSR activities and will not form a part of the business profits of
the company.  AN EMPIRICAL STUDY IS MADE ON BOKARO STEEL PLANT INVOLVING 110 IN
WHICH 90 ARE THE PEOPLES RESIDING IN THE SURROUNDING AREAS AND 20 ARE FROM THE
MANAGERS OF THE COMPANY.

CSR ACTIVITES
  BSL RUNS, MAINTAINS AND MONITORS 42 SCHOOLS SITUATED IN DIFFERENT PLACES OF
THE TOWN.
 TRAINNING PROGAMME.
 HOSPITAL
GRIEVANCE REDESSAL
MANAGEMENT
 EFFECTIVE INTERNAL GRIEVANCES REDRESSAL MACHINERY HAS BEEN EVOLVED AND ESTABLISHED IN SAIL PLANTS
AND UNITS, SEPARATELY FOR EXECUTIVES AND NON-EXECUTIVES.
 JOINT GRIEVANCE COMMITTEES HAVE BEEN SET UP AT PLANT/UNIT LEVEL FOR EFFECTIVE REDRESSAL OF GRIEVANCES
24 SAIL PLANTS/UNITS ARE MAINTAINING 3 STAGE GRIEVANCE HANDLING MECHANISM AND EMPLOYEES ARE GIVEN AN
OPPORTUNITY AT EVERY STAGE TO RAISE GRIEVANCES RELATING TO WAGE IRREGULARITIES, WORKING CONDITIONS,
TRANSFERS, LEAVE, WORK ASSIGNMENTS AND WELFARE AMENITIES, ETC.
 MAJORITY OF GRIEVANCES ARE REDRESSED INFORMALLY IN VIEW OF THE PARTICIPATIVE NATURE OF ENVIRONMENT
EXISTING IN THE STEEL PLANTS. THE SYSTEM IS COMPREHENSIVE, SIMPLE AND FLEXIBLE AND HAS PROVED EFFECTIVE
IN PROMOTING HARMONIOUS RELATIONSHIP BETWEEN EMPLOYEES AND MANAGEMENT.
 AGAINST 376 STAFF GRIEVANCES RECEIVED DURING THE FINANCIAL YEAR 2017-18 WITH 16 GRIEVANCE PENDING FROM
PREVIOUS YEAR, 366 STAFF GRIEVANCES HAVE BEEN DISPOSED OF DURING THE YEAR, ACHIEVING 97.34% FULFILMENT.
 FURTHER, DURING FINANCIAL YEAR 2017-18, 856 GRIEVANCES HAVE BEEN RECEIVED UNDER CENTRALISED PUBLIC
GRIEVANCE REDRESS AND MONITORING SYSTEM(CPGRAMS), A NATIONAL LEVEL ONLINE SYSTEM MANAGED BY
DEPARTMENT OF ADMINISTRATIVE REFORMS AND PUBLIC GRIEVANCE (DARPG), GOVERNMENT OF INDIA AND 23
GRIEVANCES HAD BEEN CARRIED FORWARD FROM THE PREVIOUS FINANCIAL YEAR.
 TOTAL 864 GRIEVANCES HAVE BEEN DISPOSED OF DURING FINANCIAL YEAR 201718, THEREBY ACHIEVING FULFILMENT
RATE OF 98.20%. DURING THE YEAR, 92% GRIEVANCES HAVE BEEN DISPOSED WITHIN 0-15 DAYS WHILE ONLY 8% WERE
DISPOSED WITHIN 16-30 DAYS' TIME FRAME. GOVERNMENT OF INDIA HAS FIXED A TIME LIMIT OF 30 DAYS FOR DISPOSAL
OF THE PUBLIC GRIEVANCES.
GRIEVANCE REDESSAL MANAGEMENT
PUBLIC GRIEVANCE
THE SYSTEM OF REDRESSAL OF PUBLIC GRIEVANCE HAS BEEN STREAMLINED, AND ITS SCOPE BROADENED TO
INCLUDE COMPLAINTS OF SUPPLIERS, CUSTOMERS ETC. SYSTEMATIC RECORDING OF RECEIPT AND DISPOSAL OF
SUCH GRIEVANCES IS BEING CARRIED OUT. TO PROVIDE REQUISITE THRUST IN THIS AREA, ONE SENIOR
EXECUTIVE IN THE RANK OF DY.GENERAL MANAGER HAS BEEN NOMINATED AS OFFICER ON SPECIAL DUTY
(OSD) TO HANDLE AND MONITOR THE PUBLIC GRIEVANCES CENTRALLY. ALL HEADS OF THE DEPARTMENTS HAVE
BEEN ADVISED TO ACCORD DUE PRIORITY FOR REDRESSAL OF PUBLIC GRIEVANCES AS PER THE TIME FRAME
AND IN EACH DEPARTMENT, ONE EXECUTIVE IN THE RANK OF DY.CHIEF MANAGER /ASST.GENERAL MANAGER
HAS BEEN NOMINATED TO COORDINATE REDRESSAL OF GRIEVANCES.
STAFF GRIEVANCE
BSP HAS A WELL LAID DOWN PROCEDURE FOR HANDLING STAFF GRIEVANCES THROUGH COMMITTEE SYSTEMS
VIZ. AREA GRIEVANCE REDRESSAL FORUM (AGREF), CENTRAL GRIEVANCES REDRESSAL FORUM (CENGREF).
APART FROM THESE, THERE IS A SYSTEM OF ACCESS, UNDER WHICH EMPLOYEES CAN DIRECTLY MEET THE
CHIEF EXECUTIVE ON A SCHEDULED DAY TO PRESENT THEIR GRIEVANCES AND TO SEEK ON-THE-SPOT SOLUTION
THEREOF. THE REDRESSAL OF STAFF GRIEVANCES ARE COORDINATED BY THE ZONAL PERSONNEL EXECUTIVES,
WHO SEND A MONTHLY PROGRESS REPORT ON THE NUMBER OF EMPLOYEES’ GRIEVANCES RECEIVED AND
REDRESSED ETC. FOR COMPILATION, COMPUTERIZATION AND MONITORING. THE ENTIRE SYSTEM OF REDRESSAL
OF GRIEVANCES IS MONITORED CENTRALLY BY PERSONNEL IN THE COORDINATION SECTION.