deval patel hrm

8/7/2019 DEVAL PATEL HRM

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PROFILE

Type : Public (BSE:500470)

Founded : 1907

Headquarters : Ratan Tata (Chairman)

Hemant Nerurkar

(Managing Director)

Industry : Hot and Cold Coils & Sheets

Wire and Rods

Construction Bars, Pipes

Structural and Forging

Quality Steel

Revenue : US$32.77 Billion (2009)

Total assets : $31.16 Billion (2009)

Employees : 66,548 (2009)

Parent : Tata Group

Website : www.tatasteel.com



INTRODUCTION

y Est lished i 1907, Ta ta S teel is As ia's f i st and Ind ia's larges t pr i ate sec t r s tee l

company. Ta ta S teel is among the lowes t cos t producers of s teel in the wor ld and one

of the few se lect steel compan ies in the wor ld that is EVA+ (Econom ic Va lue Added).

y Ta ta S teel is the wor ld¶s 6th larges t steel company w ith an ex isting annua l crude s teel

produc tion capac ity of 30 Milli on Tonnes.

y Ta ta S teel has a ba lanced g loba l presence in over 50 deve loped European and fas t

grow ing As ian marke ts, w ith manufac tur ing un its in 26 coun tr ies.

y Ta ta S teel`s Jamshedpur (Ind ia) Works has a crude s teel produc tion capac ity of 6.8

MTPA wh ich is s lated to increase to 10 MTPA by 2010.

y D eterm ined to be a major g loba l steel player, Ta ta S teel has recen tly included in its

fold Na tSteel, As ia (2 MTPA) and Millenn ium S teel (1.7 MTPA) and a lso acqu ired



Corus crea ting a manufac tur ing ne twork in e ight marke ts in Sou th Eas t Asia, Europe

and Pac if ic coun tr ies.

y Wh ile the Company is focused in the pursu it of its opera tiona l goa ls, it is a lso

comm itted to be ing a good corpora te c itizen. Ta ta S teel extends suppor t to theeconom ica lly underpr ivileged no t by char ity bu t by s treng then ing and empower ing

them w ith exper tise and know ledge. I t commun ity ou treach programmes covers the

Ta ta S teel managed c ity of Jamshedpur and over 600 v illages in and around.



HER ITAGE :-

y The Founder - Jamsetji Nusserwanji Tata (1839 -1904)

y Jamse tji Nusserwanj i Ta ta ranks among the grea test visionar ies of Indus tr ial

enterpr ises of a ll time.

y With the mos t extraord inary imag ination and presc ience, he laid the founda tions and

became a key f igure in Ind ia¶s indus tr ial rena issance.

y A p ioneer in town p lann ing, he was ma inly respons ible for modern izing Bombay and

conce ived a s teel town to the very last detail, later to be named Jamshedpur, af ter h im.

y P ioneers - Sir Dorabji Tata (1859 -1933)

y J N Ta ta had exhor ted to h is sons to pursue and deve lop h is life¶s work; h is e lder son,

D orabj i Ta ta carr ied ou t the beques t.

y It was Jamse tji Ta ta who had env isioned the projec ts, it was in fac t D orab Ta ta who

actua lly brough t the ven tures to ex istence. He was the f irst Cha irman of the g igan tic

Ta ta en terpr ises.

y The grea t labour s tr ike in 1920 in Jamshedpur ended in a day due to h is interven tion.

It demons trated Ind ia cou ld have no be tter emp loyer of labour than S ir D orab.



Jehangir Ratanji Dadabhai Tata (1904 -1993)

JR D Ta ta has been one of the grea test builders and persona lities of modern Ind ia

in the twen tieth cen tury.

He assumed Cha irmansh ip of Ta ta Sons L imited a t the young age of 34; bu t his

char isma tic, d isc iplined and forward -look ing leadersh ip over the nex t 50 years and more, ledthe Ta ta Group to new he ights of ach ievemen t, expans ion and modern ization.

He was the p ioneer of c ivil av iation in Ind ia. In 1932, he introduced a ir transpor t in the

coun try--the en terpr ise later became A ir Ind ia.

Governmen t of Ind ia conferred the h ighes t civilian award of the land, Bhara t R atna to JR D

Ta ta in 1992.



y HUMAN R ESOU RCE POLI CIESOF TATA STEEL

MANPOWE R PLANNING

y Manpower p lann ing enab les H R depar tmen t to projec t its shor t to long term needs on

the bas is of its depar tmen tal plans so that it can adjus t its manpower requ iremen ts to

mee t chang ing pr ior ities. The more chang ing the env ironmen t the depar tmen t is in,

the more the depar tmen t needs manpower p lann ing to show :

y

the number of recru its requ ired in a spec if ied timeframe and the ava ilab ility of talent

ear ly indica tions of po tential recru itmen t or re tention d iff iculties

surpluses or def icienc ies in cer tain ranks or grades

availab ility of su itab le qua lif ied and exper ienced successors

PER FORMAN CE APP R AISAL

y Performance appra isa l assesses an individua l's performance aga inst prev iously agreed

work objec tives. Performance appra isa l is norma lly carr ied ou t once a year. They

assess key resu lt areas of their emp loyees, workers and superv isors. S ince it is a jo int

respons ibility of the individua l and the superv isor; every individua l in TIS CO are co

pr ime to each o ther.

It also enab les managemen t to compare performance and po tential betweenemp loyees and subord inates of the same rank. R ating of emp loyees is done by their

performances. I t is g iven as per ranks very good, average, and average to med ium and

below average. On the bas is of these rank ings h ighes t reward of the year is g iven to

bes t suitab le worker. The be tter perform ing emp loyee ge ts the major ity of ava ilab le

mer it pay increases, bonuses, and promo tions.

y TR AINING AN D D EVELOP MENT

y The Techn ica l Educa tion Adv isory Comm ittee gu ides emp loyee deve lopmen t andtraining in line w ith s trategic goa ls of the company and long -term objec tives. The in-

house tra ining cen tres impar t major ity of the training programmes. (Techn ica l

Ins titute & Managemen t D eve lopmen t Centre).

Employees are a lso depu ted to o ther organ izations and training cen tres in the

coun try such as ITI and abroad for spec ialized tra ining.



Off icers are trained into bus iness managers through spec ial genera l managemen t

programmes such as a t CED EP, France.

They are trained to know the changes in env ironmen t, marke t, and in s teel pr ices.

They a lso ge t training of prob lem so lving techn iques, conf lict managemen t, etc.

y COMPENSATION PLANNING

y It depends on f inanc ial capab ilities.

Year ly incremen ts are g iven.

Compensa tion for inf lation is common for a ll emp loyees. (f lat ra tes)

It is dec ided by un ion and managemen t where var ious demands are nego tiated.

It is pa id as per o ther indus tr ies.

Individua l performance bonus is a lso g iven.

y DEVELO PM ENT OF E MP LOYEES

y At Ta ta S teel, there is a con tinuous effor t of s tay ing in touch w ith emp loyees to

ensure that there is the r ight culture to engage them in cons istent performance

improvemen t. There are we ll-estab lished and effec tive arrangemen ts a t each bus iness

loca tion for transparen t commun ica tion and consu ltation w ith Works Counc ils and

Trade Un ion represen tatives. Fur ther, the Company has a lways reg istered s teady

qua lity improvemen t and produc tivity enhancemen t through ded ica ted effor ts of the

Company¶s Performance Improvemen t teams, focused on techn ica l best prac tice

transfer and the va lue of know ledge ne tworks.

y Towards the we ll-being of emp loyees Ta ta S teel has pu t into prac tice many

initiatives, even ts and programmes that have he lped to crea te no t only an endur ing

loya lty amongs t emp loyees bu t also enab led them to have a more fu lf illed life.

y SPE CIAL BENEFITS P R OVI D ED TO E MPLOYEES

y

M edical facilities: Free med ica l fac ilities for emp loyees and their fam ily, wh ichcon tinues even af ter re tiremen t.

y H ousing facilities: Subs idised e lectr icity, wa ter and hous ing fac ilities to a ll

emp loyees.



y H igher studies: Mone tary incen tives to emp loyees acqu ir ing h igher qua lif ications in

a re lated f ield a long w ith s tudy leave, scho larsh ips e tc. when necessary.

y H oliday H omes : Ta ta S teel has f ive ho liday homes for benef it of emp loyees dur ing

vaca tion.

y Tata Steel Officers¶ Beach Club : All off icers of Ta ta S teel are e ligible to be

members of the Beach Club that offers ho lidays in elite hosp itality cha ins.

y Family Benefit Scheme : In the trag ic case of a fa tality in the Works, a mon thly

pens ion equa l to the amoun t of the last drawn sa lary of the deceased is g iven to the

lega l heir un til the time the deceased wou ld have a ttained the age of 60.

y D EVELOPING PEOPLE

y Va luing its peop le as a grea t asse t, Ta ta S teel is comm itted to their deve lopmen t, bo th

in order to benef it the individua l and to benef it the Company through increased

know ledge and sk ills. In order to leverage max imum po tential of human resource to

ach ieve bus iness objec tives the Company recogn ises that enr ichmen t of peop le w ill

help re tain a mo tivated workforce in a compe titive env ironmen t.

y Skills Development - Non-officers

y Sk ills tra ining is a process that beg ins a t the time of an emp loyee jo ining the company

and con tinues throughou t his or her career. Emp loyees work in c lusters of mu lti-

sk illed workers and move across and w ithin c lusters on improv ing their sk ills leve ls.

The Techn ica l Tra ining Ins titute impar ts voca tiona l and bas ic sk ills tra ining; the

depar tmen ts impar t on-the-job training.

In order to promo te se lf -direc ted learn ing, the Company has introduced e -learn ing

whereby emp loyees can access e lectron ic courses from their depar tmen tal e-Learn ing

cen tres.

y Ta ta S teel Managemen t D eve lopmen t Centre conduc ts a number of manager ial and

func tiona l compe tency based programmes for off icers and superv isors. The objec tives

of these programmes are :

y To bu ild individua l capab ility by enhanc ing manager ial and func tiona l compe tenc ies

wh ich are cr itica l to opera tions, serv ice and suppor t func tions.



y To bu ild a leadersh ip p ipeline in the organ isa tion to prepare the peop le to mee t the

cha llenges of grow th, g loba lisation and change.

y equal opportunity practises

y Ta ta S teel is an equa l oppor tunity emp loyer and does no t discr iminate on the bas is of race, cas te, re ligion, co lour, ances try, mar ital status, sex, age or na tiona lity. The

Company¶s Aff irma tive Ac tion Po licy promo tes equa l access to its emp loymen t and

oppor tunities and a ll dec isions are mer it based. R espec t for equa l oppor tunities as se t

out in the Ta ta Code of Conduc t is fo llowed. The H R Po licy and Aff irma tive Ac tion

Po licy are mon itored by the E thics Counse lor and suppor ted by an effec tive gr ievance

redressa l mechan ism.

y Ta ta S teel encourages fema le emp loyees to advance their career w ith initiatives

ded ica ted towards persona l deve lopmen t and profess iona l advancemen t. The Women

Empowermen t Cell exam ines and addresses the issues and concerns of fema le

emp loyees and ensures that they do no t miss ou t on any grow th oppor tunity

y Freedom of association and collective bargaining

y Ta ta S teel respec ts the emp loyees¶ r ight to exerc ise freedom of assoc iation and

collective barga ining and prov ides appropr iate suppor t for this. There is an

estab lished sys tem of jo int work ing and co llective barga ining, wh ich ensures that every emp loyee is ab le to exerc ise this r ight withou t any fear. P ioneer ing the concep t

in Ind ia, a sys tem of Jo int Consu ltation has been in p lace in Ta ta S teel for more than

50 years.

deval patel hrm

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