Post on 14-Feb-2017
C H A P T E R - I I I
VISAKHAPATNAM STEEL PLANT PROFILE AND
SOCIO-ECONOMIC PROFILE OF RESPONDENTS
i. Development of Steel Industry in India
ii. Opportunity for Growth in Steel Industry
iii. Organisation Profile
iv. Vision, Mission and Objectives
v. VSP Policies
vi. Human Resource Development
vii. Marketing Network
viii. Corporate Social Responsibility
ix. Achievements and Awards
x. Statistical Information
xi. Socio-Economic Profile of Respondents
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CHAPTER-III
VISAKHAPATNAM STEEL PLANT PROFILE AND
SOCIO-ECONOMIC PROFILE OF RESPONDENTS
This chapter is divided into three sections. Section - I deals with the Industry
profile, Section - II covers the entire profile of the Organization and Section - III reveals
about the Socio-economic profile of respondents.
Section – I
i. Development of Steel Industry in India:
The Indian Steel Industry began with the setting up of Tata Iron and Steel Co. in
1911 by Late Sri J.R.D.Tata at JAMSHEDPUR in JHARKAND State. With abundant
raw material available within the country, the industry has grown significantly since
independence. Prompted by the socialistic pattern of development, the license for large
scale integrated steel units was received for the Public Sector. As a result, TISCO’s Plant
was the only integrated plant outside government control.
Besides, the Government had price distributive controls over mild-steel
manufacturers. Imports were subjected to quantitative and tariff based restrictions and
foreign investments were also restricted. The additions to capacity were not uniform.
During the first 3-5 year plans, there was a significant addition to capacity over 14
million tonnes of crude steel.
In the seventies, a host of mini-steel plants (most ranging within 10000 to 50000
tones per annum capacity) came up with Electric Arc Furnace (EAF) technology,
producing steel from scrap. These were setup in the private sector to meet shortages,
which arose due to stagnation in investment and capacity creation.
In the eighties, steel units using electric induction technologies were introduced.
These units on scrap and were best suited to carter to remote areas. These units,
however, were not essentially cost-effective compared to large integrated plants. Once
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the price control on steel was removed in 1992, these units could not withstand
completion in wake of rising electricity cost and increase in the price of steel-scrap. At
the time of price de-control, mine-steel units based on EAF and EIF accounted for a
combined capacity of 7 million tonnes per annum.
The steel industry development strategy took a paradigm shift in 1991 after four
decades of elaborately controlled development. No doubt, of all the industries steel
received maximum support from the Government, but due to lack of competitiveness, the
industry became inefficient. The departure from import substitution had a far-reaching
impact.
ii. Opportunity for Growth in Steel Industry:
The demand of finished steel in India is estimated to go up to 32 MT by the turn of
the century and up to 62 MT in the coming decade. The supply is estimated to be 39 MT
during the corresponding period, thus leaving a wide gap between the supply and
demand.
The gap between the demand and supply of steel is only one side of the steel
scenario. Behind the cold statistics lies an opportunity, which the existing as well as new
steel manufacturers must tap. This is possible by promoting steel consumption in the
country. The per capital consumption of steel in India is a mere 24Kg.
With such a large demand of steel in sight, massive investment plans are underway
to develop and add capacity to the Indian steel industry. The existing steel industries are
also going through a transition in order to competitive in the changed business
environment.
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Section - II
iii. Organization Profile
Steel occupies the foremost place amongst the materials in use today and pervades
all walks of life. All the key discoveries of the human genius- for instance, steam engine,
railway, means of communication and connection, automobile, aero-space and
computers, are in one way or other, fastened together with steel and with its sagacious
and multitude of useful properties making it indispensable for furthering and achieving
continual growth of the economy - be it construction, manufacturing, infrastructure or
consumables. The level of steel consumption has long been regarded as an index of
industrialization an economic maturity attained by a country. Keeping in view the
importance of steel, the following integrated steel plants with foreign collaborations were
set up in the Public Sector in the post-independence era:
SI .No Steel plant Collaborated By
1 Durgapur Steel Plant Britain
2 Bhilai steel Plant Erstwhile USSR
3 Bokaro Steel Plant Erstwhile USSR
4 Rurkela Steel Plant Germany
To meet the growing domestic needs of steel, govt. of India decided to set up an
integrated steel plant at Visakhapatnam. An agreement was signed with erstwhile USSR
in 1979 for cooperation in setting up 3.4 M T integrated steel plant at Visakhapatnam.
The foundation stone for plant was laid by the then Prime Minister, Indira Gandhi on
20th January 1971.
The project was estimated to cost Rs 8,397.28 Cr. Based on prices as on 4th
quarter of 1981. However, on implementation of construction and commissioning of the
whole plant in 1992, the cost escalated to around Rs 8,500 Cr. Unlike other integrated
steel plants in India, Visakhapatnam Steel Plant (VSP) is one of the most modern steel
plants in the country. The plant was dedicated to the nation on 1st
August 1992 by the
then Prime Minister, P V Narasimha Rao.
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New technology, large scale computerization and automation etc., are
incorporated in the Plant. To operate the Plant at international levels and attain high
labour productivity, the organizational manpower has been rationalized. The Plant has a
capacity of producing 3.0 m T of liquid steel and 2.656 m T of saleable steel.
RINL commissioned in August 1992 as a first shore based steel plant in the
country. Rashtriya Ispat Nigam Limited (RINL) having its Plant at Visakhapatnam
known as Visakhapatnam Steel Plant is known for its excellence in performance and has
been making profits consistently for the last decade in spite of not being bestowed with
captive mines for iron ore and coal mines. Productivity, efficiency and yields have been
above par and with all this, attained the status of Navratna. RINL has been a leader in the
country on several technical parameters especially Fuel rate, Specific Energy
Consumption and Specific Water Consumption, right from the year of its integrated
operation.
RINL-VSP established its presence both in the domestic and international markets
with its superior quality of products. VSP has been awarded all the three international
standards certificates, namely, ISO 9001:2000, ISO 14001:1996 and OHSAS
18001:1999. RINL-VSP is the first Indian Steel Plant to get the ‘Capability Maturity
Model Integrated – Level 3’ Certification issued by ‘Software Engineering Institute of
Carnegie Mellon University’, USA for implementation of IT systems in VSP. RINL-
VSP is the first Public Sector Enterprise (PSE) and first in Steel sector in India to get BS
EN 16001 Certification for Energy Management system, a recent feather in its cap.
RINL has been conferred with “Navratna” status in November, 2010 which is a
testimony to its consistent performance over the last few years with its dedicated and
committed work force. RINL-VSP has an excellent layout capable of expanding up to 20
Mtpa. RINL-VSP is today on the growth with commissioning of 6.3 Mtpa expansion
facilities progressively from 2011-12. RINL is heading fast towards commissioning of
major units individually and integration of all units for final production from hot metal to
billet in 2nd half of 2011-12. RINL has already launched next phase of expansion to
11/12 Mtpa and is all set to enter into the product segments CRGO and CRNO grades.
The ongoing initiative of adoption of waste heat recovery from sinter machines is the first
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of its kind in Indian steel industry. Even in the existing plant, 40 MW is being generated
with effective utilization of waste heat gases and top pressure recovery and will scale up
to a level of 90 MW with 6.3 Mt expansion.
On production front, RINL-VSP achieved capacity utilization of 113 per cent,
114 per cent and 116 per cent in Hot Metal, Liquid Steel and Saleable Steel respectively
during 2010-11. Production in all major units exceeded 100 per cent of rated capacity for
the 10th consecutive year. Value added production w.r.t saleable steel is 79 per cent and
is the best since inception. On financial front, RINL registered a record turnover
Rs.11,517 crores during 10-11 and is the market leader for Bars and Structurals.
Some of the Management strategic initiatives during 2010-11 include:
Acquisition of 51 per cent stake in M/s EIL the Holding Company of M/s OMDC
and M/s BSLC (Bird Group of Companies) which has iron ore reserves of 200 Mt.
MoU with Indian Railways for setting up Axle Plant in New Jalpaiguri, West
Bengal, forming a 100 per cent subsidiary company for the purpose.
Appointment of consultant for firming up plans to diversify the product mix to flat
products category including high grade steel required in the country comprising
CRGO and CRNO electrical steel etc. in the next phase of expansion to11Mt
capacity
Implementation of Enterprise Resource Planning package in strategic areas which
is at an advanced stage.
Capital investment of more than Rs.6,000 Crores is also being made towards
upgradation and modernisation of existing facilities along with addition of Converter and
Caster, thereby increasing capacity to 7.3 Mtpa of liquid steel which include upgradation
of Blast Furnaces, Converters, Sinter Plant and related facilities with latest technology.
Cutting edge technology / practices adopted at VSP
Sourcing from the internal generation of the captive air separation plant, oxygen
enrichment of the blast in both the blast furnaces has been carried out which has
helped in remarkable improvement in the shop performance. Use of oxygen in the
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cold blast up to a level of 1.7 per cent has resulted in improving the smelting rate
thereby augmenting the production to a great extent.
To generate power to the extent of 20.6 MW by utilizing the waste heat recovered
from the straight line coolers of sinter machines 1&2 under collaboration with
NEDO (New Energy & industrial technology Development Organization), Japan
and pulverized coal injection at blast furnaces 1&2 up to 150 kg/tHM to reduce
coke rate are some of the cutting edge technologies the company has embarked
upon, the progress of which is at an advanced stage and are expected to be
implemented by 2011-12.
List of all the quality awards/recognitions that company received during 2010-11.
“Navaratna” status conferred on RINL during November 2010
The Steel Minister's trophy for 2006-07 and 2009-10
Recognition as one of "India's Best Companies to Work for 2011" based on
study conducted by the Great Place to Work Institute Inc. and The Economic
Times. RINL ranked 31st among top 50 participating companies and 5th
position in Manufacturing and Production category. RINL achieved this
recognition continuously 3 years in a row
Selected for the award of 'Certificate of Merit' of 'Global Human Resource
Development Awards- 2010' by "International Federation of Training and
Development Organizations"(IFTDO), London.
Bagged Award for 'Best Management Practices' instituted by Govt. of AP for
performance in Production, Productivity, Labour practices, Industrial relation
and CSR.
Recognition as "Excellent Water Efficient Unit" during a National
competition for Excellence in Water Management-2010 organized at Hyderabad
by CII.
Second prize amongst the integrated steel plants for the 'National
Sustainability Award' of the Ferrous Division of Indian Institute of Metals on
14th November in Bangalore.
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'Indira Gandhi Raj Bhasha Shield' for Hindi implementation on 14th Sept.
2010.
First prize in the contest on "INSSAN Award for Organizational Excellence in
Suggestion Scheme" in Steel Units' category.
Bagged 5 Nos of the prestigious Prime Minster’s 'Shram Awards' presented by
Ministry of Labour, Govt of India, given annually to the excellently performing
workers. 1 'Shram Bhushan' (50 per cent among all PSUs and 25 per cent
among all sectors) and 4 'Shram Veer' awards (67 per cent among all PSUs and
33 per cent among all sectors).
Achieved two ‘Class-C Viswakarma Rashtriya Puraskar (VRP)–2008’ awards
for innovative suggestions. RINL has won this distinction for the sixth time in a
row.
Teams from RINL bagged 20 Gold, 7 Silver and 2 Bronze Medals at the 10th
Chapter Convention of Quality Circle (CCQC) Forum of India held at
Visakhapatnam.
Seven 'Quality Circle' (QC) teams and Four '5S' teams of RINL bagged 'Gold
Medals' at the 'International Convention on Quality Concept Circles (ICQCC)-
2010
Its total manpower as on 31st December 2011 and 2012 are 17856 and 18,163.
The main products are Bars, Wire rods, structurals, rounds, billets, blooms,
pig iron and by-products.
It is having 23 Marketing offices and stock yards spread over the country.
VSP Technology: State-of-the-Art
Seven meter tall Coke Oven Batteries with coke dry quenching
Biggest Blast Furnaces in the country.
Bell-less top charging system in Blast furnace
100 per cent slag granulation at the BF Cast House
Suppressed combustion – LD gas recovery system
100 per cent continuous casting of liquid steel
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“Temporal” and “Stelmor” cooling process in LMMM and WRM
respectively.
Extensive waste heat recovery systems
Comprehensive pollution control measures
Major Sources of Raw Materials:
TABLE 3.1: MAJOR SOURCES OF RAW MATERIALS
Raw Material Source
Iron Ore Lumps 7 Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking coal Australia
Medium Coking coal ( MCC) Gidi/Swang/Rajarappa/Karali
Water Supply:
Operational Water requirement of 36 mgd is being met from the Yeleru Water
Supply Scheme.
Power Supply:
Operation Power requirement of 180 to 200 MW is being met through Capacitive
Power Plant. The capacity of the power plant is 286.5 MW. VSP is exporting around 60
MW power to Andhra Pradesh State Electricity Board (presently Powergrid & EPDCL).
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Major units:
TABLE 3.2: MAJOR UNITS OF PRODUCTION
Department Annual capacity
(‘000 T)
Units (3.0 MT Stage)
Coke Ovens 2.261 4 Batteries of 667 Ovens and 7 Mts. height
Sinter Plant 5,256 2 Sinter machines of 312 Sq. Mts. G area each
Blast Furnace 3,400 2 furnaces of 3200 Cu. Mts. Volume each
Steel Melt Shop 3,000 3 LD Convertors each of 133 Cu. Mts. Volume
and six 4 strand bloom casters
LMMM 710 4 stand finishing Mill
WRM 850 2*10 Stand finishing Mill
MMSM 850 6 Stand finishing Mill
Main Products of VSP:
TABLE 3.3: MAIN PRODUCTS OF VSP
Steel Products By- Products
Angels Nut Coke Granulated Slag
Billets Coke Dust Lime fines
Channels Coal Tar Ammonium Sulphate
Beams Anthracene Oil
Gases: Liquid Oxygen,
Nitrogen, Argon Gas
Squares Hot Pressed Naphthalene
Flats Benzene
Rounds Toluene
Re-bars Zylene
Wire Rods Wash Oil
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iv. Vision, Mission and Objectives:
Vision: To be a continuously Growing world – class company
To
Harness our growth potential and sustain profitable growth
Deliver high Quality and cost competitive products and be the first choice of
customers
Create an inspiring work environment to unleash the creative energy of people
Achieve excellence in enterprise management
Be a respected corporate citizen, ensure clean and green environment and develop
vibrant communities around us
Mission:
To attain 16 million ton liquid steel capacity through technological up-gradation,
operational efficiency and expansion; augmentation of assured supply of raw materials to
produce steel at international standards of cost and quality; and to meet the aspirations of
the stakeholders.
Objectives:
Expand plant capacity to 6.3 MT by 2011-12 with the mission to expand further
in subsequent phases as per the corporate plan
Revamp existing Blast Furnaces to make them energy efficient to contemporary
levels and in the process increase their capacity by 1.0 Mt, thus total hot metal
capacity to 7.5 Mt.
Be amongst top five lowest cost steel producers in the world
Achieve higher levels of customer satisfaction
Vibrant work culture in the organization
Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns.
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Core Values:
Commitment
Customer Satisfaction
Continuous Improvement
Concern for Environment
Creativity & innovation
v. VSP POLICIES:
VSP takes all necessary actions for the fulfillment of regulatory requirements. It has
dedicated departments for this purpose. Energy conservation, environmental preservation,
safety in work place, and occupational health gets highest priority in the company. Some
of the policies in this regard are reproduced below.
Quality Environment and Occupational Health & Safety Policy:
Visakhapatnam Steel Plant is committed to meet the needs and expectations of
customers and other interested parties, the occupational health and safety of work force
and to preserve the environment. The accomplish this, it is required to:
Supply quality goods and services to customers’ delight.
Document, implement, maintain and periodically review the management systems
including the policy, objectives and targets.
Use resources efficiently and reduce waste & prevent pollution.
Comply with all relevant Legal. Regulatory and other requirements applicable to
products, activities and processes in respect of Quality, Environment.
Occupational Health & Safety and ensure the same by contractors.
Continually improve quality, environment, Occupational health and safety
performance with respect to products, activities, processes, premises and services.
Encourage development and involvement of employees
Maintain high level of quality, environment, occupational health and safety
consciousness amongst employees and contract workers by imparting education
and training.
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Energy Policy:
Visakhapatnam Steel Plant is committed to optimally utilize various forms of
energy in a cost-effective manner to effect conservation of energy resources. To
accomplish this, we will
Monitor closely and control consumption of various forms of energy through an
effective energy Management System.
Adopt appropriate energy conservation technologies
Maximize the use of cheaper and easily available forms of energy
HIV/AIDS Policy:
Visakhapatnam Steel Plant is committed to prevent and control the spread of
HIV/AIDS among its employees and their family members.
To accomplish this,
VSP educates its employees and their family members on prevention, care and
counseling of HIV/AIDS, and on safe blood donation and transfusion.
If an employee has been infected, it shall endeavor to keep information about the
illness confidential.
A HIV positive employee shall be encouraged to continue to work in his or her
job unless medical conditions interfere with the specific job he or she is doing.
It ensures that co-employees do not shun their HIV positive peer or refuse to work
alongside them.
It shall not discriminate against any employee infected with HIV/AIDS with
regard to promotions, training and any other privileges applicable to all
employees of the organization.
It shall ensure that the general medical tests conducted before the issue of
appointment letter will not cover HIV/AIDS without the informed consent and
pre-test counseling of the candidate.
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It shall encourage employees to participate in voluntary counseling and testing.
However, HIV/AIDS test will not be part of any annual or time-to-time health
check-ups without the employees’ consent and re-test counseling.
It provides all its AIDS patients Anti-retroviral Therapy, as and when necessary.
It ensures that all Health care personnel follow “Universal Precautions” to prevent
the spread of the disease.
HR policy:
Visakhapatnam Steel Plant believes that its employees are most important
resources. To realize the full potential of employees, the company is committed to:
Provide work environment that makes the employees committed and motivated
for maximizing productivity.
Establish systems for maintaining transparency, fairness and equality in dealing
with employees
Empower employees for enhancing commitment, responsibility and
accountability.
Encourage teamwork, creativity, innovates and high achievement orientation.
Provide growth and opportunities for developing skill and knowledge
Ensure functioning of effective communication channels with employees
Customer Policy:
VSP will Endeavour to adopt a Customer-focused approach at all times with
transparency.
VSP will strive to meet more than the customer needs and expectations pertaining
to products, Quality, value for Money and satisfaction.
VSP greatly values its relationship with Customers and would make efforts at
strengthening these relations for mutual benefit.
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Information Technology Policy:
RINL/VSP is committed to leverage Information Technology as the vital enabler
in improving the customer-satisfaction, organizational efficiency, productivity, decision
making, transparency and cost-effectiveness, and thus adding value to the business of
steel making. Towards this, VSP shall:
Follow best practices in process Automation & Business Process through IT by
in-house efforts / outsourcing and collaborative efforts with other organizations /
expert groups / institutions of higher learning, etc, thus ensuring the quality of
product and services at least cost.
Follow scientific and structured methodology in the software development
processes with total user involvement, and thus delivering integrated and quality
products to the satisfaction of internal and external customers.
Make the most out of the sate-of-the art technologies in the IT field while going
for the suitable cost effective IT infrastructure and software.
Ensure high level of date and information security across the organization.
Strive to spread IT- culture amongst employees based on organizational need, role
and responsibilities of the personnel and facilitate the objective of becoming a
world class business organization.
Enrich the skill-set and knowledge based of all related personnel at regular
intervals to make employees knowledge –employees.
Periodically monitor the IT investments made and achievements accrued to
review their cost effectiveness.
vi. Human Resource Development:
HRD Group – Key Initiatives:
RINL believes that the employees are its assets and strives to realize their
potential in full for mutual advantage. The human resource development involves
development of the employee as a whole.
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In-house Training Programs
Nominations to External Training Programs
Organizations Research, Employees’ Satisfaction Surveys & Voice of
employees’ Index.
Organization Development
Membership with Professional Bodies
Performance Appraisal for Executives
Human Resource Information System
In-plant training for Management Students
Lectures by eminent personalities Corporate Presentations
Interactions with professionals, academicians and consultants
Knowledge Management
Initiatives on “Six Sigma”
Emancipation of women through WIPS. Women Development Programs
(spring Board)
Thrust on “Samalochana”
Pursuit of Business Excellence Model (BEM)
Dil Ki baat
Training and Development:
The needs of induction training, skill up gradation, unit training, computer related
training, refresher training, foreign training, faculty development etc. are attended by the
Training & Development Centre while management development and attitudinal
development are taken care at the Centre for Human Resource Development.
Training in certain specialized areas safety, fire prevention, occupational health
etc. is also taken up by departments specializing in respective fields.
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Man Power at a Glance:
TABLE 3.4 : MANPOWER AT A GLANCE
[AS ON 31.12.2012]
Manpower Works Projects Mines
Commercial
(Marketing,
Stores & Purchase
Finance Personnel Total
Executives 3,920 342 117 575 286 926 6166
Non -
Executives
11,003 44 238 143 22 547 11997
Total
Employees
14,923 386 355 718 308 1,473 18163
vii. Marketing Network:
VSP has a wide network of Regional offices and Branch Offices spread across the
country for marketing of its products. There are 5 Regional Offices and 23 Branch
Offices. Stock Yards are attached to each of the Branches. These are catering to the needs
and expectations of the customers in various segments. The details of Regional Offices
and Branch Offices are brought out below:
TABLE 3.5: DETAILS OF REGIONAL OFFICES AND BRANCH OFFICES
Region Location of Regional Office Branches
East Kolkata Bhubaneswar, Kolkata, Patna
North Delhi Agra, Chandigarh, Dehradun, Delhi,
Faridabad, Ghaziabad, Jaipur, Kanpur,
Ludhiana
West Mumbai Ahmadabad, Indore, Mumbai, Nagpur, Pune
South Chennai Bangalore, Chennai, Kochi, Coimbatore
Andhra Visakhapatnam Hyderabad, Visakhapatnam
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Further, VSP has 04 Consignment Sales Agents in Raipur, Jamshedpur,
Pondicherry and Jammu for selling VSP’s products.
In addition to the above, Exports are carried out by the Exports Wing of
Marketing Department, located at Head Quarters, Visakhapatnam. For carrying out sales
of By-products, a separate section is there at Head Quarters.
Marketing Department of Visakhapatnam Steel Plant has successfully entered into
international markets right from the year of its integrated operations i.e., 1992. The
Company has been recognized as a Star Trading House by the Joint Director General of
Foreign Trade, Ministry of Commerce, Government of India right from the second year
of integrated operations i.e., 1993-94. This status is given to those companies, which
maintains a specified quantity of exports in the preceding three years. Subsequently, the
certificate has been renewed till 31-3-2009. As a strategy, the company is maintaining its
presence in the Export Market.
The principal products of VSP include, Pig Iron, Steel Products consisting of
Wire Rods, Reinforcement Bars rounds, Structure’s like Angels, Beams, Channels
and Squares and semis like Blooms and Billets. VSP also markets By-products
like Coal Chemical and Ammonium Sulphate and Granulated Slag. The
industries, where products of VSP are used are Construction Industry, Wire
Drawing Industry, bright Bar Industry, Fastener Industry and Forging and Re-
rolling Industry.
The end users of VSP’s products are Construction Sector, Electrode
Manufacturers, Railways, Automobile Industry, Engineering Industry, Cable
Industry, etc. While Coal Chemicals are used by Chemical Industries, Ammonium
Sulphate is used in Agriculture and Granulated Slag is used in Cement Industry
for Cement manufacturing.
In order to get twin advantages of tapping the potential for steel consumption in
the rural areas and increasing the customer base, RINL, VSP has started the system of
appointing District Level Dealers (DLDs) for distributing steel in the rural markets from
2004-05. Phase-wise implementation of this scheme is planned. Till the end of 2007-08,
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139 DLDs have been appointed. Almost all the districts, where RINL’s Branch Office or
CSAs are not there in the Southern states and the neighboring States of Orissa,
Chhattisgarh and Maharashtra, the Company has appointed DLDs.
Pollution Control Measures adopted in VSP:
The scope of Enterprise Resource Planning (ERP) includes Marketing, Material,
Management, Finance, and HR including Payroll, Production Planning and Projects.
Generally, integrated steel plant is seen as a major contributor to environmental pollution
as it discharges volumes of waste products. Elaborate measures have been adopted to
combat air and water pollution in VSP. In order to be echo-friendly, VSP has planted
more than 3.4 million trees over an area of 35 Sq. Kms. and incorporated various
technologies at a cost of Rs. 460 Crores towards pollution control measures.
Some of the major provisions in the upgraded standard with which VSP has compiled
are:
Defining the scope of its activities.
Incorporating all legal and other requirements applicable to VSP.
Agreeing to communicate its “significant aspects” to external parties through an
“Annual Report” each year.
Providing training to all contractors’ workers (before starting any work) and
giving them a copy of the “Policy on Safety, Health & Environment” in 3
languages .
Stipulating the essential environmental requirements in the “General Conditions
of Contract “for complicate by all suppliers of equipment /services to VSP.
The EMS covers 47 departments viz. operation, maintenance and service
departments including the Central Industrial Security Force (CISF) Fire Wing,
Training and Development Centre, Materials Management Department.
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Enterprise Resource Planning in VSP:
The journey towards excellence with its thrust on “UKKU SANKALP” ERP
Project envisaged to attain integration of all the business functions. In VSP, Ukku
Sankalp has been initiated to implement ERP along with END CONSULTANTS
M/s Price WATERHOUSE Coopers. The Project ensures desired levels of centralized
communication and collaboration amongst individuals, departments, locations, vendors,
partners and customers, which is a necessity for VSP to realize its vision “to become the
continuously growing world class organization monitoring, procurement and costing. The
implementation period envisaged is 9 months from the date of placement of order.
viii. Corporate Social Responsibility:
Formation of CSR Foundation:
A trust was registered viz., “RINL CSR foundation” in May 2007.
Focus on Health Care: as a Corporate Citizen, VSP is taking care of Health of
people in and around VSP, its periphery and Model Steel Villages through its
CSR activities.
Emphasis on Education:
Scholarship to Girl Students, free seats in Visakha Vimala Vidyalayam Schools,
Grant to Arunodaya Special School, personal Computers to Zilla Parishad Schools, 300
sets of Desk-cum-Benches to Schools, Hindi Book sets were given to 17 Zilla Parishad
School, Principal Associate in successfully organizing the prestigious 95th
Indian Science
Congress of Andhra University which was inaugurated by the Hon’ble Prime Minister of
India.
With a view to enhance the skills of teachers, Training of teachers in peripheral
villages was also taken up.
Competency Development Programs for school Children through Jaycees.
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Initiatives of Empowerment and Employability:
In order to instill a sense of responsibility among women to undertake profession
even while taking care of their Household duties, the following CSR activities
have been taken up partnership with Jan Sikshan Samsthan(JSS), National
Institute for Micro, Small & Medium Enterprises (NIMSME), Visteel Mahila
Samithi (VMS)
Community Development for sustainable growth:
Construction activities in Rehabilitation Colonies, children’s Traffic awareness
Park in VUDA PARK in Visakhapatnam, Foot-over Bridge in Visakhapatnam
city, Support to Mandal Vikalagunta Seva Sangham for construction of dormitory
for physically challenged children and support to 21st Century Gurukulam at
Andhra University for rural education benefiting hundreds of students per year.
VSP has identified to develop 7 villages as Model Steel Villages in the vicinity of
VSP which will have the facilities like Community Halls, school buildings, Rural
Houses, Bus Shelters, treated water supply, street lighting, conversion of kutcha
roads to pucca roads, tree plantation etc.,
VSP – a supportive Facilitator in matters of Welfare, Sports and Cultural
Efflorescence, Arts & Cultural and other activities like support to Destitute
(Prema Samjam ) at Visakhapatnam, Agro–forestry Programmes covering Bio-
diesel Plantation covering 8 Hectares.
Relief measures in natural disaster like floods etc.,
Welfare measures in the areas populated by SCs/STs/Weaker Section of the
society.
CSR Activities:
Activities undertaken:
1. Educational, training & employability i.e., distribution of Personnel Computers,
School Books and Desk-cum-benches, Entrepreneurship awareness program
(EAP) through National Institute for Micro, Small & Medium Enterprises,
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Hyderabad. Vocational training Programmes like Light Motor vehicle Deriving,
embroidery, leaf plate making, liquid blue making including bottling, beautician
course etc., through Jan Shikahan Sansthan.
2. Health:
General Medical Camps, de-addiction programs, Cancer detection camps,
diabetes screening camp, cataract screening camp &HIV/AIDS sensitization
through street plays.
3. Community Development:
“Jaladhar” – An Earth Water Gravity Scheme taken up at Dumbriguda Mandal,
Arakku Agency and is in progress. SC/ST Hostels in Guntur & Ongole –work in
progress Function Hall in Durgavanipalem initiated.
4. Partnership with:
D’Sarada Trust, District Authorities & Tribal Welfare Development Authority
HR Management
Human resources initiatives at VSP are closely linked to the corporate strategy of
the organization. VSP has harmonious industrial relations where the entire workforce
works as a well knit team for the progress of the company. The productive environment
prevailing in the progress in the company fosters an atmosphere of growth –both for the
employees and for the company.VSP has introduced multi-skilling concept since
inception and the employees are trained to imbibe this. VSP has adopted a system of
overlapping shifts-the first of its kind in the industry. This system ensures smooth
changeover of the shifts and uninterrupted pace of operation of the plant during the shift
change over. The labour productivity is 349 tonnes/man/year for (2008-09)
ix. Achievements & Awards
The efforts of VSP have been recognized by various forums. Some of the major awards
received by VSP are in the area of energy conservation, environment protection, safety,
quality, Quality Circles, Rajbhasha, MOU, sports related awards and a number of awards
and a number of awards at the individual level. Details are placed at Appendix-I.
79
Hallmark of ‘Vizag Steel’ as an Organization
Visakhapatnam Steel Plant is moving forward with an aura of confidence and
with pride amongst its employees who are determined to give their best for the company
to enable it to reach new heights in organizational excellence.
At the same time, no single advantage accruing from a knowledge society is
found wanting by the neighborhood community with the growth & development of a
phenomenon called ‘VIZAG STEEL’ existing so close to its proximity. Futuristic
enterprises, academic activity, planned & progressive residential localities are but few of
the plentiful ripple effects of this transformation take immense pride to uphold the
philosophy of mutual (i.e., individual and societal) progress.
The remarkable performance on production front coupled with prudent financial
management has not only resulted in achieving significant net profits but also helped
Rashtriya Ispat Nigam Limited emerge as a ‘NET POSITIVE COMPANY’ in January,
2006 by wiping out all its accumulated losses during 2005-06.
80
x. Statistical Information:
a. Production Performance (‘000 Tonnes)
TABLE 3.6: PRODUCTION PERFORMANCE
Year Hot Metal Liquid Steel Saleable Steel Labour Productivity
(Tonnes/man years)
1999-2000 2,943 2,656 2,382 192
2000-2001 3,165 2,909 2,507 211
2001-2002 3,485 3,083 2,757 228
2002-2003 3,941 3,356 3,056 253
2003-2004 4,055 3,508 3,169 262
2004-2005 3,920 3,560 3,173 398
2005-2006 4,153 3,603 3,237 414
2006-2007 4,046 3,606 3,290 413
2007-2008 3,913 3,322 3,074 389
2008-2009 3,546 3,145 2,701 359
2009-2010 3,900 3,399 3,167 361
2010-2011 3,830 3,424 3,077 339
2011-2012 3,778 3,310 2,990 340
b. Commercial Performance (Rs. Crs)
TABLE 3.7: COMMERCIAL PERFORMANCE
Year Sales Turnover Domestic Sales Exports
2000-2001 3,436 3,122 322
2001-2002 4,081 3,710 371
2002-2003 5,059 4,433 626
2003-2004 6,174 5,406 768
2004-2005 8,181 7,933 248
2005-2006 8,469 8,026 443
2006-2007 9,131 8,487 424
2007-2008 10,433 9,878 555
2008-2009 10,411 10,333 78
2009-2010 10,635 10,284 351
2010-2011 11,517 11,094 423
2011-2012 14,462 14,047 415
81
c. Financial Performance (Rs.Crs)
TABLE 3.8: FINANCIAL PERFORMANCE
Year Gross Margin Cash Profit Net Profit
2000-2001 504 153 (-)291
2001-2002 690 400 (-)75
2002-2003 1,049 915 521
2003-2004 2,073 2,024 1,547
2004-2005 3,271 3,260 2,008
2005-2006 2,383 2,355 1,251
2006-2007 2,633 2,584 1,363
2007-2008 3,515 3,483 1,943
2008-2009 2,355 2,246 1,336
2009-2010 1,096 1,518 797
2010-2011 1,107 1,248 659
2011-2012 1,449 1,455 752
d. Expansion Plan
TABLE 3.9: EXPANSION PLAN OF PRODUCTION
The images of the following important production units are placed in Exhibit-I to VII.
i. Blast Furnace
ii. Coke Ovens & Coal Chemical Plant
iii. Light and Medium Merchant Mill
iv. Medium Merchant & Structural Mill
v. Sinter Plant
vi. Steel Melt Shop & Continuous Casting
vii. Wire Rod Mill
Product Capacity (MT) Additional Facilities
envisaged
Present Future
Hot Metal 4.00 6.50 New BF with 3800 CuM Capacity
Charge Sinter 5.26 8.50 New Sinter Plant of 400 Sq.M.area
Liquid steel 3.70 6.30 SMS-2 with two 150 Cum
converters, Two 6 Std Billet casters
& one 6 std Round caster
Saleable steel 3.34 5.72 -
Wire wood 1.05 1.65 New WRM of 600,000T.Annum
Bars
&structural
1.95 3.40 New SBM of 750,000T/Annum
New SM of 700,0000T/Annum
Seamless
Pipes
- 0.30 Seamless tube plant of
300,000T/Annum
82
Section – III
xi. Socio-Economic Profile of Respondents:
Employees play a significant role in influencing the effective functioning of an
organization. The quality of services by the organisation and the consequent image or
good will created in the eyes of public at large depends on the efficiency with which the
personnel perform the tasks.
In view of the significant role of personnel in the effective functioning of
organisation, it would be fruitful to examine and understand their socio-economic
characteristics that influences, in a large measure of, their behaviour and performance.
Therefore, an attempt is made in this section to present the socio-economic profile of
selected employees of VSP.
1. AGE: Age has influence on one’s own life. As age advances the maturity of an
individual increases. The attitude, mental maturity, exposure, individuality and the
behaviour pattern of a person varies with advancement in the age. Productivity also said
to be a function of age. During youth men and women are in full of vigour and vitality,
the achievement level of productivity at work place is naturally high. However, it cannot
be totally rejected that the productivity is inversely related to age. In other words as age
advances, normally, productivity per person decreases and vice-versa.
The following table presents the different age groups of the respondents in the
sample.
83
Table 3.10: AGE GROUPS OF THE RESPONDENTS
Age Frequency Percentage (%)
20-30 43 8.6
30-40 91 18.2
40-50 232 46.4
50-60 134 26.8
Total 500 100.0
The above table (Table 3.10) exemplifies the Age-wise distribution of the
respondents by in RINL. Overall, it is evident from the above data that a majority (46.4
per cent) of the respondents is in between 40-50 years of age, while 26.8 per cent of the
respondents are between 50-60 years of age group, whereas 18.2 per cent of the
respondents are in the age group of 30-40 years. The least percentage i.e. 8.6 per cent
respondents’ age is in between 20-30 years.
CHART 3.1: AGE-WISE DISTRIBUTION OF THE RESPONDENTS
8.6
18.2
46.4
26.8
0
5
10
15
20
25
30
35
40
45
50
20-30yrs 30-40yrs 40-50yrs 50-60yrs
Per
cen
tage
Age
Age-wise distribution
84
2. GENDER: In our society gender plays a vital role. Especially in India it is a male
dominated society. Earlier men used to play a dominant role where as women are
confined to home only. The days are changing so also the role of women is also changing
accordingly. Now-a-days women are also occupying important positions. It is an
accepted fact that the perceptions defer from person to person and from gender to gender.
Keeping this difference in view the researcher thought that it is necessary to collect the
gender wise data for the purpose of research.
Table 3.11: GENDER OF RESPONDENTS
Gender Frequency Percentage
(%)
Male 446 89.2
Female 54 10.8
Total 500 100.0
The above table indicates the Gender-wise distribution of the respondents in RINL. It is
observed from the data that a vast majority of 89.2 per cent of the respondents are male
while the remaining 10.8 per cent are female respondents. The pictorial representation is
shown below.
85
CHART 3.2: GENDER-WISE DISTRIBUTION OF THE RESPONDENTS
3. RELIGION: Religion plays an important role in the human civilization and culture.
It is felt that religious affiliation of employees will have influences on their work
behaviour and performance. It could be observed from that data presented in the table
that the respondents mostly belong to Hindu religion (74.75 per cent). The predominant
Hindu population in this state has been reflected among the employees selected for
study.1 Table 3.12 represents the distribution of respondents by religion.
Gender of the respondents
Male
Female
86
Table 3.12: RELIGION-WISE DISTRIBUTION OF RESPONDENTS
Religion Frequency Percentage (%)
Hindu 372 74.4
Muslim 11 2.2
Christian 73 14.6
Others 44 8.8
Total 500 100.0
Chart 3.3: RELIGION – WISE DISTRIBUTION OF RESPONDENTS
74.4
2.2
14.6
8.8
0
10
20
30
40
50
60
70
80
Hindu Muslim Christian Others
Per
cen
tage
Religion of the respondents
87
It is quite natural that around 74.4 per cent of the country’s population belongs to
Hindu religion. Therefore, the sample also mostly represents Hindus. This is followed
by Christian forming 14.6 per cent of the respondents, others such as Sikhs, Jains, etc (8.8
per cent) and Muslims (2.2 per cent).
4. CASTE: Caste system is the most important and utmost universal basis of social
stratification of Hindu Society. Though its binding force is diminishing in social
communication and outward behaviour, still it is a potent favour in influencing social
values, customs, marriage relations etc. The economic and cultural life of people have
roots in their caste and social background2.
In India, for centuries the people of Hindu religion have been divided into various
castes depending on the nature of their profession. This situation had led the emergence
of several castes. It is a sorrow state of affairs that people belong to some castes is still
leading an isolated life without access to several resources of the country. In order to
uplift the down-trodden and ill-fated people belonging to lower order caste groups, viz.,
Scheduled Castes, Scheduled Tribes and Listed Backward Classes (LBCs), the
Government has reserved a certain proportion of jobs in all PSE’s, Government Offices
and Government Aided Agencies and Institutions. Around half of the jobs have been
reserved for all these groups of people. It is observed from the data furnished in the
Table 3.13 that the employment of SC & ST’s is marginally lower than the percentage of
stipulated reservation where as the proportion of LBCs is four percent higher than its
stipulated reservation. Of course, the objective of reservation, of jobs to these sections of
population is to provide employment to the minimum level of 22 per cent for SC & ST’s,
25 per cent to LBC groups of people. VSP is adhering to the stipulation of the
Government and provided employment to the poor section of the society. This is a most
welcoming sign.
88
Table 3.13: CASTE WISE DISTRIBUTION OF RESPONDENTS IN THE SAMPLE
Caste Frequency Percentage (%)
SC 64 12.8
ST 14 2.8
BC 134 26.8
OC 288 57.6
Total 500 100.0
Chart 3.4: CASTE-WISE DISTRIBUTION OF RESPONDENTS
The above table reveals that half of the respondents belong to Forward Caste.
This is followed by Backward Castes 26.8 per cent and Scheduled Castes 12.8 per cent
Scheduled Tribes 2.8 per cent of the sample.
Caste of the respodents
0
10
20
30
40
50
60
70
SC ST BC OC
Pe
rce
nta
ge
89
5. MARITAL STATUS: Marriage is an important event in one’s life. Marriage is
treated as an important social institution in India. But its form and functions may change
according to the socio-cultural environment of the society. Marriage in India is
considered as a religious sacrament in which a man and a woman are bound in permanent
relationship for the physical, social and spiritual purposes, sexual pleasure and
procreation. It influences the style of living and also the attitude, disposition and
commitment towards work. Sometimes, matters relating to their household also affect
the state of mind of the employees at work.
Table 3.14: MARITAL STATUS OF THE RESPONDENTS
Marital Status Frequency Percentage (%)
Married 425 85.0
Un Married 50 10.0
Separated 18 3.6
Widower/Widow 7 1.4
Total 500 100.0
90
Chart 3.5: MARITAL STATUS OF THE RESPONDENTS
Chart 3.5 shows that 85 per cent of the respondents were married, 10 per cent
were unmarried 3.6 per cent were separated and 1.4 per cent widower / widow.
It is also observed that all the women respondents have got married and hence it
could be inferred that all unmarried respondents are males. Personal interviews with the
unmarried respondents reveal that they did not marry because (a) most of them are eldest
earning members of the family having responsibility of performing marriage of their
sisters; (b) some of them are only earning members having obligation of taking care of
educational needs of their younger brothers and/or sisters; (c) to redeem the debt
obligations of the family. It is the culture of the eastern countries especially in India in
the absence of the parents or the earnings of the father is not enough to discharge the
family obligations, the son(s) of the family take the responsibility and postpone the
decision of marriage until he/they fulfill those obligations.
Marita Status of the Respondents
0
20
40
60
80
100
120
Married Un Married Separated Widower/Widow Total
Pe
rc
en
tag
e
91
6. DEPENDENTS: The number of dependents will have a bearing on the economic
conditions of the employees. It is natural that higher the number of dependents, higher
would be financial burden on the family. It is pertinent to mention here that the
observation of Morse study of white-collar workers. Indicates that the “more dependents
one has, the less satisfaction he has with the job”3. The numbers of dependents to those
respondents are presented in Table 3.15.
Table 3.15: NUMBER OF DEPENDENTS OF RESPONDENTS IN THE SAMPLE
Number of Dependents Frequency Percentage (%)
1 38 7.6
2 86 17.2
3 124 24.8
4 136 27.2
5 64 12.8
6 39 7.8
7 13 2.6
Total 500 100.0
92
CHART 3.6: NUMBER OF DEPENDENTS OF RESPONDENTS IN THE SAMPLE
It can be seen from the table that 364 respondents (60.26 per cent) has less than
three dependents, 29.96 per cent of the respondents have three to five dependents and
9.78 per cent of the respondents have five to eight respondents. On average the
respondents have had three dependents. It is notable that no respondent is free from
dependent in the family. This reflects typical and true Indian family system. Husbands
takes up wage employment or earn through some economic activity wife stays at home
looking after household duties and the children get education depending on the income of
the parent. In some cases the son(s) even after completion of graduation / post graduation
may depend on parent as he could not secure any gainful employment.
7. EDUCATION: Education play an important role in determining one’s socio-
economic status in the entire society.4 It should be noted that education is a pre-requisite
for progress and development of an individual. The high incidence of illiteracy amongst
people constitutes one of the greatest barriers to their development. It limits the scope of
employment, training, utilization of health facilities and exercise of legal and
constitutional rights.5
Number of the Dependents
7.6
17.2
24.8
27.2
12.8
7.8
2.6
0
5
10
15
20
25
30
1 2 3 4 5 6 7
Pe
rcen
tag
e
93
Educational qualification forms an important basis in hiring of employees in an
organization. The qualifications differ from job to job and also from position to position.
The educational qualifications of the respondents are shown in Table 3.16.
Table 3.16: EDUCATIONAL QUALIFICATIONS OF RESPONDENTS
Education Frequency Percentage (%)
Intermediate 42 8.4
Degree 115 23.0
Technical Degree 114 22.8
Post Graduate 110 22.0
Professional Degree 119 23.8
Total: 500 100.0
94
CHART 3.7 : EDUCATIONAL QUALIFICATIONS OF RESPONDENTS
From the above analysis, it can be understood that only 42 respondents out of 500
respondents are having 10 + 2 qualification (Intermediate) and for rest of the respondents
qualification which they are possessing more than degree. Hence it can be concluded that
the education level of all the respondents are followed as per requirements of the
organization.
8. MIGRATION: The magnitude of the urban unemployment problem in the
developing countries stems from the rate of rural-urban migration. If the rate of such
migration exceeds, the capacity of the urban economy to absorb the problem of
unemployment. High cost of living, pollution and other social evils etc. emanate. The
urban labour market is characterized by low wages and disequilibrium in supply and
demand forces for certain skilled manpower.6 Rural – urban migration is both a symptom
of changes in the productive structures and also a contributing factor to such changes.7
Social scientists who have attempted to assess the phenomenon are divided in their views
on the impact of migration. One view is that mobility is a necessary part of economic
8.4
23 22.8 22
23.8
0
5
10
15
20
25
Inter Degree Technical Degree
PG Professional Degree
Per
centa
ge
Educational Background
95
growth which facilitates industrialization, improves income distribution and induces
technological changes in agriculture.8 Contrary to this, the other group is of the opinion
that the unabated and unplanned rural-urban migration in low income groups are creating
problems of transportation, housing, sanitation, water supply and environmental
pollution. So much to say that the urban local governments, with their meager resources,
are unable to cope up with these problems.
The composition of employees of VSP is a combination of natives as well as
immigrants. Immigrant means the person belongs to neighbouring or other districts of
Andhra Pradesh State or other States of the country. In other words, people who do not
belong to the District of Visakhapatnam are treated as migrants.
Table 3.17: NATIVITY OF RESPONDENTS
Frequency Percentage (%)
Native 394 78.8
Immigrant 106 21.2
Total 500 100.0
96
CHART 3 .8: NATIVITY OF RESPONDENTS
From the above analysis, it can be understood that out of the 500 respondents 106
(21.2 per cent) respondents are immigrants, mostly hailed from Orissa, Bihar, West
Bengal and other places. 78.8 per cent respondents are belongs to local category. Hence
as per given details it can be concluded that the organization is following the national
reservation policy in balancing the manpower in the organization.
9. ECONOMIC STATUS: The respondents financial position is also examined
taking into account their asset acquisition and liabilities. Ambition and aspiration to
accumulate wealth may make an individual to acquire properties movable or immovable
either through savings or by short-term barrowing or by any other legitimate means.
The status and standard of living of a person is influenced by the income he could
generate from all sources including main source i.e. employment in VSP. Some
employees could earn from other sources, such as agricultural property, house property,
etc. The sources of income of respondents are shown in Table 3.18.
79%
21%
Nativity of the respondents
Native
97
Table 3.18: ANNUAL INCOME OF RESPONDENTS FROM DIFFERENT SOURCES
Source of Income Respondents Percentage (%)
Income from salary 378 75.6
Income from Agricultural Land 12 2.4
Income from House property 48 9.6
Income from any other earning 62 12.4
Income from other sources 0 0
Total : 500 100
The above table shows that 378 respondents have had only one income source i.e.
income from salary. Its percentage is 75.6 respondents (2.4 per cent) are earning from
salary as well as income from agriculture. 9.6 per cent of the respondents expressed that
they had income from house property. In case of 62 respondents their members of the
family are also earning and contributing to the family. It can be concluded that majority
of the respondent’s financial position it’s neither weak nor high.
10. DEBT OBLIGATIONS : The respondents borrow money from various sources to cater
to their needs. The agencies from which they have borrowed money are shown in Table 3.19.
Table 3.19: INDEBTEDNESS OF RESPONDENTS
Response on having any debts Frequency Percentage (%)
Yes 315 63.0
No 185 37.0
Total 500 100.0
Table 3.19 reveals that 315 out of 500 respondents borrowed from different
sources of financial institutions, out of which Credit Co-operative Society is the main
source of borrowing in meeting their needs. Out of the total respondents, 220
respondents have availed loans from Visakhapatnam Steel Plant. The purpose of these
98
borrowings is very specific. It is granted either to construct a new house or for
expansion, renovation or repairs to existing structure. 91 respondents borrowed from
Commercial Banks besides VSP Society in order to meet the family obligations and the
rest of the respondents (04) have approached private money lenders. Informal interview
with them revealed that they borrowed from moneylenders at various rates of interest in
order to perform the marriage of their children and educational expenses of their children.
11. OWNING A HOUSE: In the process of research it was felt that owning a house by
an employee is also affect to the ethics of the employee performance. As per that opinion
was gathered from the employees in the organization and the following details were
perceived, which was incorporated in the following Table 3.20.
TABLE 3.20: OWNING A HOUSE BY THE EMPLOYEES AMONG RESPONDENTS
OWNING A HOUSE Frequency Percentage (%)
Yes 272 54.4
No 228 45.6
Total 500 100.0
99
Respondents’ accommodation in case of not owning a house:
TABLE 3.21: STAYING IN STAFF QUARTERS OR RENTED HOUSES
Do you own a house Frequency Percentage (%)
Staff Quarters 133 26.6
Rented House 95 19.0
Total 228 45.6
Interpretation:
As per the analysis it is found that out of the sample respondents, 272 employees own
house at different vicinity of the city which is built by them out of the housing loans
granted by the organization. Majority of the employees are motivated by this facility and
treated as one of the inspiration to maintain better ethics in the organization.
12. TRANSPORT FACILITY: As a part of responsibility of the employer it is
necessary to arrange transport facility to their employees to attend the work place on time
safely. In the process of that following opinions were gathered from the employees
regarding to their mode of transport to attain to the office. As per that the following
details were disclosed and presented in the Table 3.22.
TABLE 3.22: MEANS OF TRANSPORT TO ATTEND OFFICE WORK BY RESPONDENTS
Number of Dependents Frequency Percentage (%)
Own two wheeler 293 58.6
Own four wheeler 96 19.2
Office vehicle 4 0.8
Public transport 107 21.4
Total 500 100.0
100
Interpretation:
As per the analysis it is found that out of the sample respondents, 58.6 per cent of
employees are coming to office by their own two wheelers and 19.2 per cent of
employees are coming on their four wheelers and remaining employees were attending to
office by public transport and office vehicles.
The economic socio profile will act as a catalyst in the ethics followed by
employees. In this regard the above data were gathered and analyzed in order to know the
impact of employee’s ethics on the above facilities and its detailed discussion was
presented in the next chapters.
101
References:
1. According to 1991 census, Hindus Constitutive 88.75 in the total population
of Andhra Pradesh State.
2. Sashi, Jain ‘Status and Role perception of middle class women Puja
Publisher, New Delhi, 1988.
3. Morse, Nancy C., satisfaction in the white-collar job, Ann Arbor Institute for
Social Research, University of Michigan, 1953, pp – 72 –73.
4. Anju Agarwal and Aroral, D.R., ‘Woman in Rural Society, Vohra publishers
and Distributors, Allahabad, 1989, p. 13.
5. Sivarameshwari, Report of the National Commission of Self employed
workers and workers of the informal sector.
6. 2001 census.
7. Bairoch, ‘Urban unemployment in Developing Countries - The nature of the
problem of proposals for its solutions’, Geneva.
8. Guy Standing, ‘Population Mobility and Productive Relations: Demographic
Links and Policy evaluation’, World Bank Staff Working Paper, 1984.