Professional Documents
Culture Documents
CHAPTER-1:
CHAPTER-2:
CHAPTER-3:
ANNEXURE-1:
ANNEXURE-2:
BIBLIOGRAPHY-:
CHAPTER-1:
1.1General Introduction:-
Heavy industry does not have a single fixed meaning as compared to light industry.
It can mean production of products which are either heavy in weight or in the
processes leading to their production. In general, it is a popular term used within the
name of many Japanese and Korean firms, meaning 'construction' for big projects.
Example projects include the construction of large buildings, chemical plants, the H-
IIA rocket and also includes the production of construction equipment such as
cranes and bulldozers. Alternatively, heavy industry projects can be generalized as
more capital intensive or as requiring greater or more advanced resources, facilities
or management.
Heavy industry is often defined by governments and planners in terms of its impacts on
the environment. These definitions concentrate on the seriousness of
any capital investment required to begin production or of the ecological effect of its
associated resource gathering practices and by-products. In these senses,
the semiconductor industry is regarded as "heavier" than the consumer
electronicsindustry even though microchips are much more expensive by weight than
the products they control.Heavy industry is also sometimes a special designation in
local zoning laws.Many pollution control laws are based on heavy industry, since heavy
industry is usually blamed for pollution more than any other economic activity.
Indian Railways is 150 year old. It is largest railway system in world under one
management. It is a lifeline of country. It is biggest civilian employer in the world .No
strike in last 30 years in spite of 17 lakh workers. Always targeted by public during
any rally, agitation etc. Indian Railways covers 64000 of route km along length &
width of the country .It runs 12000 trains every day .it carry 1.4 crore passengers
& 16 lakh tonnes of goods every day.It is fuel efficient system. Railways has 7500
engines,38000 coaches & about 2.5 lakh of wagons.7000 stations & about 500
computerized passenger reservation centers.1 lakh km of track.17 lakh
employee(10 lakh in Group C) including 10000 officers.6 lakh staff Qrs .Biggest
township Kharagpur has 12000 qrs .
The first proposal for a rail system was initiated in 1832 in Madras, but due to
financial constraint it never saw the daylight. The East India Company then decided
to assist private entrepreneurs who wished to establish a railway system in India,
even if it was not commercially feasible. In 1845, two companies the East Indian
Railway Company operating from Calcutta and the Great Indian Peninsular Railway
(GIPR) operating from Bombay were formed. The first train to be commissioned to
service was on December 22, 1851 for hauling of construction material in Rourkee.
But the first passenger train started operations on April 16, 1853 between Bori
Bunder, Bombay and Thana covering a distance of 34 km. It marked the beginning
of railways in India. The British government then inspired private entrepreneurs to
set up rail link under a plan that would provide them with an assured return of 5%
during the initial years of operation. But once the rail link was completed, the
ownership would pass on to the government, though the concerned company could
operate the rail link. In 1901 the British constituted the Railway Board. It worked
under the department of Commerce and Industry. For the first time after the railway
board was constituted the railway started making profit. By 1907 all the railway
company was taken over by the Government. By 1920 the network of Indian railway
had increased to 61,220 km. Realizing a need for a central management, the
government took over the functioning of the railways and detached the finances of
the railways from other governmental revenues. Between1920 to 1929 the railways
witnessed enormous growth, but were severely crippled afterwards by the great
depression and Second World War. By 1946 all rail links were taken over by the
government.
After Independence
In the initial years after Independence, India faced a huge challenge in terms of rail
network. It received a dilapidated rail network. Around 40 per cent of the rail link went to
Pakistan, a large no of rail lines had to be rerouted through Indian territory. A majority of
the rail line available today were laid by the British. Insufficient investment and
inefficient management and maintenance have greatly restricted growth in route length.
The former Indian princely states had a total of forty two separate railway systems,
including thirty two lines amounting to 55,000 km. They were brought under the purview
of the Indian Railways.In 1951 the government mooted the idea of forming zones and a
total of six zones were initiated. As the Indian economy developed, railway production
took place within the country. By 1985 steam locomotives were phased out. In
1987,computerisation of reservation was carried out starting with Bombay.
Post reforms in the 1990's the progress of the railways was not satisfactory. The
Rakesh Mohan Committee report suggested that the railways needed a complete
overhaul if any progress had to be made. Since it was not that easy from a political point
of view, it was not given due importance by the inner circle in the railways. But with the
appointment of Mr. Lalu Prasad in 2004 as railway minister, things changed
dramatically. In the next five years the minister and his team worked out a strategy to
bring about a complete turnaround in the working of the railway.
A well planned strategy to build around capacity generation through optimization of the
existing infrastructure and assets.Adopting a different approach to the social and
commercial segment of the traffic.Increasing the passenger carrying capacity of
important trains. Improved operational efficiency meant the unit cost ofoperation
reduced.Dynamic and market driven tariff policy linked to seasonality and price elasticity
of demand.The policy of overhaul increase in freight rates has been replaced by a
system of differential tariff based on market conditions.Tremendous growth in traffic
volumes, revenues and surpluses has proven the fact that the process of globalization
hasbrought positive results for everyone concerned.
Indian Railways (IR), a state-owned railway company, had a near monopoly in the
country's rail transport. It was also the second largest with 63,028 route kilometers,
108,706 track kilometers and busiest rail networks in the world. IR was the world's
largest commercial utility employer, with more than 1.6 million employees.A legacy from
the British rule, IR had been a socio-economic entity, striving to achieve its justifiable
economic existence. With the liberalization of Indian economy since 1991, the policies
of the railways became obsolete. To become economically viable in the competitive era,
IR faced hurdles like duality of objectives, hazards of safety considering its
organisational size and the emergence of competition from other means of transport like
airlines, particularly low cost airlines. In 2001, IR was written off as the burgeoning
responsibility for the government. Experts opined that by obliging to political and social
agendas, IR failed to utilize its capacity and achieve its profit goals. Amidst criticism, IR
stabilized its financial situation in 2002-03.In 2004, Lalu Prasad Yadav (Lalu), a famous
political leader, was given charge of Ministry of Railways, one of the most sought after
portfolios in the government owned utilities of India. He proved to be a dark horse, as
under his leadership, IR adapted and implemented cost effective strategies to raise the
revenues. For the first time the passenger fares and freight rates were not hiked to
increase revenues but the, per train load was increased by 4-5 tonnes on selected
tracks to yield higher revenue. Such measures combined with a “value for customer”
philosophy and considerations of IR as an economic enterprise, were elementary in
bringing about Indian Railways’ turnaround. The Railway Budget 2006-07 had great
plans for expansion and growth for railways and a landmark Dedicated Freight
Corridors.
Objectives:
To understand the dynamics of rail transport industry in India and the monopoly of
Indian Railways.
To analyse the conflicting goals of Indian Railways as a public utility organization vs. a
self run profitable organization.
To scrutinize the leadership roles played by various politicians and its impact on the
growth and development of Indian Railways.
To debate on the future strategies of Indian Railways.
Keywords :
Indian Railways (IR); East India Railway Committee; Operations of IR; Social
responsibility versus profitability; Bureaucracy; Operational inflexibility; Railway board;
Subsidized fares; Growth Strategies.
Industry Profile:-
History
Indian Railway History is spread well over 200 years which started from introduction of
steam engines by British government to current trains running at 150 kmph.
The plan to introduce a railway network, transformed the entire Indian history. This
pioneering plan of action was first introduced in 1832, but no measures were taken into
consideration. In 1844, the private industrialists were permitted to initiate a railway
system. Governor General of India, Lord Hardinge proposed this plan to introduce the
railway system. East India Company along with two private companies initiated the
establishment of rail system.
In 1851, 22nd December, the first rail came into being at Roorkee. After a year, got
introduced first passenger rail service between Thana, Mumbai and Bori Border. This
railway track covered around 34 kilometers distance. Since its inception, the Indian
railway service never looked back.British Government advanced towards several private
investors to persuade them to enter the venture, with a promise to obtain 5% annual
return initially. The railway network in 1880 acquired a mileage of around 9,000 miles,
working mostly through Calcutta, Madras and Bombay.
India, by 1895 had started industrializing its own engines. In a short span of time,
various kingdoms started their independent railway systems. The network of railway
system extended up to Andhra Pradesh, Rajasthan and Assam. In the year 1901, a
board of railways was formed,which worked underneath the supervision of Department
of Commerce and Industry. The board comprised of railway manager, an agent and a
Chairman respectively.
In 1907, many railway companies came under the control of the government and started
to draw efficient profits. Consequently, the primary electronic locomotive materialized in
the subsequent year. At the time of war, the conditions of railway became worse. The
government.
1.2(b) Growth And Present Status Of The Industry:-
The railways have devised a planned strategy to remove bottlenecks and increase
capacity to meet the demand. The key areas of focus would be up gradation of
infrastructure,modernization of wagons technology,advanced signaling and
telecommunication, induction of high horse power locomotives, grade separation and
usage of information technology to decrease transit times and reduce unit operational
cost. The railways also propose to construct state of the art passenger and freight
terminals bench.Over the next 5 to 10 year the government plans to give utmost priority
to low cost, rapid pay back and high return investments with the view of speeding up
works on doubling railway line, port connectivity, gauge conversion, signaling.and
telecom, renewal of assets and modernization of passenger terminals.The government
has initiated private investments in major stations to create world class passenger
amenities and services.There is an increase in demand for coaches. The government
has proposed to meet the increase in demand partly through increase in the capacity in
the existing production units and partly by setting up a new manufacturing unit through a
joint venture under Public Private Partnership (PPP).The railways are also planning to
build a super specialty hospital in Patna. If successful, the concept would be extended
to other parts of the country.
Research Overview
This Frost & Sullivan research service titled Strategic Analysis of the Growth
Opportunities in the Indian Rail Industry provides current market size, forecasts, as well
as the key market drivers and restraints. In this research, Frost & Sullivan's expert
analysts thoroughly examine the following markets: passenger rail services and
coaches, freight rail services and wagons,rail infrastructure, locomotives and wheels, as
well as signaling systems and technology.This analysis is available through the
publisher's Automotive & Transportation Growth Partnership Services program. With
continuous access to intelligence and resources from all seven perspectives of the
Complex Business Universe, the Growth Partnership Services program ensures that
you and your Growth Team™ are able to maintain a 360 Degree Perspective of the
market. This comprehensive, objective information allows your company to mitigate risk,
identify new opportunities, and drive effective strategies for growth.
Market Overview
Indian Rail Industry Chugs Along with Increased Private Participation and Renewed
Focus onFreight and Infrastructure Development.The Indian Railways, which runs more
than 18,400 trains, covering 6,856 stations daily, is all set to benefit from higher private
participation. The magnitude of the Indian Railways’infrastructure upgrade and
modernization program has made private participation an integral Strategic Analysis of
the Growth Opportunities in the Indian Rail Industry –
component of all developments for key initiatives. The ongoing and proposed Metro Rail
projects in several Indian cities, including Delhi and Mumbai, have encouraged large-
scale private participation in the areas of providing engines and coaches as well as
infrastructure development for both domestic and multinational companies. These
projects can expand the reach of railways as a preferred mode of passenger
transportation. Apart from persuading private participants, the Indian Railways is also
looking to bolster its revenues through the use of technology and investment in port
connectivity and rail infrastructure. Meanwhile, the opening up of the container rail
segment for private participation has given a huge boost to the cargo segment. Private
investments have gone a long way in reducing the infrastructural limitations of the
Indian Railways and creating opportunities in the extremely profitable freight
transportation services. 'Already, the 15 approved operators have gained high volumes
of freight from various industries, including transportation of cars by rail, which was not
done earlier by the government-owned Container Corporation of India Ltd.(CONCOR),'
says the analyst of this research. 'Once the ongoing project of Dedicated Freight
Corridors becomes a reality, several more participants are expected to join the
competition of container rail operations and fulfill the vast demand for rail freight
services.'Acknowledging the business opportunity presented by the steadily growing
freight segment,the Indian Railways plans to invest in connectivity for all major ports.
This will allow cargo from/to the hinterlands to be transported directly from/to the port to
avoid the bottlenecks of road transportation and existing rail routes. India has the
second largest railway network in the world, covering over 63,600 km and carrying
about 30 percent of the nation’s cargo.'However, within the rail network, some key
routes such as Delhi-Mumbai and Delhi-Kolkata have a utilization of more than 140
percent,' notes the analyst. 'To add to the congestion,there are no dedicated routes for
cargo traffic and hence, the cargo traffic not only subsidizes the passenger traffic, but is
also accorded lower priority.'After being written off as a financially unviable organization
by industry experts, Indian Railways has made a dramatic turnaround in the last few
years. There has been a paradigm shift from the tariff regime (using freight services to
subsidize passenger services) to a focus on freight as a primary growth driver.
Meanwhile, Indian Railways’ customer-friendly approach to passenger services has
ensured that both passenger as well as freight revenues will escalate, throwing open
numerous opportunities for companies in diverse segments of railways. India’s
emergence as a manufacturing hub for various sectors has buoyed the economy and
attracted investments in infrastructure as well as hiked demand and consumption. 'A
sharp rise is expected in the traffic flow between manufacturing centers,ports, and
inland container depots (ICDs) over the next four to five years,' observes the analyst.
'Owing to the cost benefits of rail transportation, the Indian Railways is likely to gain
significant revenues from these trends.'
Market Sectors
Expert Frost & Sullivan analysts thoroughly examine the following market sectors in this
research:
- Passenger rail services and coaches
- Freight rail services and wagons
Strategic Analysis of the Growth Opportunities in the Indian Rail Industry - Market
ResearchReports -...
- Rail infrastructure
- Locomotives and wheels
- Signaling systems and technology
Technology
The following technology is covered in this research:
- Railway signaling and communication technologies
Riding high on the rebound in economic activity, Indian Railways recorded a healthy
growth in earnings during the first two months of the current fiscal. Revenue earnings
from passengers rose at a faster 7.5% compared to the 7.2% figure in goods earnings.
However, goods account for over 65% of the railways’ total earnings.Coal accounts for
the largest chunk of the total goods earnings of the railways. While transport of coal
rose 7.2% in FY10, this growth decelerated to 3.1% in April 2010. The reason for this
lower growth has always been a topic of debate.While Coal India — India’s largest
thermal coal producer — claims there was a shortage of rakes to transport coal, an
Indian Railways statement shifted the blame, saying Coal India had moved from a
linkage regime to a fuel supply agreement (FSA) regime.It had been decided by an
inter-ministerial group that all FSAs will be routed through the ministry of railways to
take into account logistics issues. Apparently, CIL did not comply with the directive,
thereby hampering railways’ plans for movement.Traffic movement of fertiliser,
petroleum oil products and cement surged 9.6%, 15.1% and 13.8%, respectively
Wednesday, November 07, 2007: Traditional telecom carriers can no longer rely on
conventional competitive tactics such as price cuts, promotions and basic product
bundling to maintain their edge in the consumer segment, warned Gartner. The
research firm also said that non-traditional telecom players like Apple, Google and
Nokia, which have a strong understanding of consumers, are adopting new business
models that are forcing carriers to reassess their approach and service delivery. Faced
with this competition, traditional telecom carriers will attempt to transform themselves by
primarily exploiting content, but Gartner predicts that more than 80 per cent will fail.
"The players that will be amongst the successful 20 per cent will be the ones that
provide a consumer-centric experience, for example, through interactive TV, where
users will be able to chat online while watching their favorite TV programmers," said
Martin Gutberlet,vice,president,Gartner.
Owning infrastructure initially gives telecom carriers some competitive edge but this is
mitigated by non-traditional competitors that don’t own a network but bundle their
services attractively. "As demonstrated by Apple and Google, three new attributes are
coming into play and driving change in the marketplace that the traditional telecom
players must embrace to become successful content enablers, which create and/or
deliver content. They are trust, usability and an exciting customer experience," said Gut
Berlet.In this changing landscape, the winners will be those companies that understand
consumers' needs, focusing on usability and actually giving control back to the users.
The losers will be the ones that focus on overly technical product differentiation that the
majority of consumers will not understand and therefore not use.
Gartner predicts that by 2012, half of the 20 largest carriers will establish new lines of
business outside telecom, such as media entertainment, advertising and managed
services, but more than half will fail. Further, leading carriers in developed markets such
as Vodafone and BT will be able to derive at least 15 per cent of revenue from such
non-traditional sources.
"To uncover adjacent markets, carriers must leverage their unique assets, in areas such
as billing, secure authentication and quality of service, and develop multiple
partnerships to add creative talent to existing operational expertise," added Gartner.
According to Gartner, three business models are emerging that will help carriers remain
competitive through 2012. Content Innovator is entering the media market; Embracing
this model, content innovators produce and own their content and will use exclusive
content to differentiate themselves; Aggregator -- the aggregator model will not involve
the creation of content, rather the sourcing and packaging of it. Bit Pipe Carrier, the third
model, represents a stable business model based on connectivity as a utility but with
both lower revenue and lower margins than today.
Rather than emphasizing content and services, the bit pipe model is driven by
operational excellence. In order to maintain profits amidst declining revenues, carriers
that adopt a bit pipe approach are expected to reduce their core operational staff by at
least 20 per cent by 2012, driven by internet protocol (IP) technology, infrastructure
consolidation, process automation, operational outsourcing and cutthroat competition.
"The risk of this model is making the wrong network investment decision," Gut Berlet
said.
He added, "We envisage that carriers will use any combination of the three business
models. A company that has successfully deployed this approach is Telephonic, which
was once a content innovator and following its sale of Eudemon became an aggregator
and a bit pipe carrier."
"The telecom industry in 2012 will be very different from the one we know today.
Developing strong partnership skills, focusing on customer user groups, embracing
Internet services and starting to talk the language of Web 2.0 will enable the carriers to
thrive well into the future," concluded Gut Berlet.
CHAPTER-2:
Revenue Rs.13,727lakh(US$297.9million).
Burn Standard is the symbol of diversified activities. It has two large engineering works
in West Bengal, one refractory works located at Salem, Tamil Nadu and the Chennai
Project Division. It employs over 2000 persons, out of which about 1000 belong to its
two engineering units. Since nationalization it has registered a creditable growth and the
trend is continuing. The turnover of the Company has increase from Rs. 79.83 crores in
1982-83 to 295.57 crores in 1996-97 recording a growth of over 144.98% in 15 years
(approx).
Organization Today:-
Burn Standard Company Ltd (BSCL), A Govt. of India Undertaking was formed with the
merger of two well known engineering organizations namely Burn & Co. Ltd. and Indian
Standard Wagon Co. Ltd. following their nationalization in April, 1975. Subsequently,
after the formation of Bharti Bhari Udyog Nigam Ltd., (BBUNL) a holding company
under the Ministry of Industry, Govt. of India in 1987, Burn Standard became a
subsidiary of BBUNL along with six other Eastern India based Engineering Companies.
Due to different market condition and other relevant factors company became sick and
still awaiting final judgment for its revival. Meanwhile company transferred from ministry
of heavy industry to ministry of railways and as such companies total activities is
presently monitored by ministry of railway.
During the early days Burn undertook building and contracting work. Subsequently the
firm ventured into the field of railway engineering and altogether new development in
the country's economy during the 50s of the last century. With the rapid expansion of
activity in Railways. Burn purchased about 11 acres of land at Howrah Works. It started
manufacturing railway rolling stocks to cater to the increasing demand of Indian
Railways. Today, Howrah Works cover an area of 16.172 hectares with covered
accommodation of 80,215 Sq Metres and Burnpur Works has an area of 21 hectares
with covered area of about 45,000 Sq. Mtrs.
Burn Standard Company Ltd., is one of the oldest and foremost engineering Company
and the largest wagon builder in India. The wagon building activities are concentrated in
the two engineering units at Howrah and Burnpur situated in west Bengal, India.
The History of Burn Standard Co Limited dates back to 1781, when Burn & Co. was
established on the West side of River Hooghly in Calcutta. Thereafter, the company
diversified its activities in several areas covering Heavy Steel Fabrication, Large
Turnkey Projects, Oil Processing Platforms, Steel and Manganese Castings,
Refractories and other related products. The Company now possesses over 10 (ten)
manufacturing units spread over the four states of West Bengal, Bihar, Madhya Pradesh
and Tamil Nadu in India.
Several thousands of wagons have been manufactured and supplied to Indian Railways
over the last 60 years or so and still being supplied. Whether it is four wheeler wagon or
eight wheeler bogie wagon, all major design have been fabricated by this Company.
Apart from supplies to Indian Railways, The Company has also manufactured and
supplied to supply special purpose wagons to various core sectors like power, steel &
Plants in India.
The Howrah & Burnpur units are engaged in the manufacture of Railway Rolling
Stocks and Components. The Steel Foundry Unit is located within its Howrah Unit and
two Forge Shops are located at Howrah & Burnpur. The Jellingham unit is fully devoted
for fabrication, transportation, installation and commissioning of Well Head Platforms.
The Company is a subsidiary of Bharat Bhari Udyog Nigam Ltd., (BBUNL), the largest
group in India manufacturing Rly. Wagons, Coaches etc. with decades of experience
and a large number of skilled manpower backed by professional management.
The Company have supplied to M/s. National Aluminium Co. (NALCO) till date 514
numbers of special purpose wagons fitted with Air Fluidising System for bulk movement
and quick unloading of Alumina powder. These wagons are plying between NALCO
Damanjodi Factory to Angul Factory in Orissa and Visakhapatnam port in Andhra
Pradesh, India. These BTAP Type wagons are eminently suited for bulk movement of
powdery materials like cement, fertilizer etc.
This Company has also supplied 225 numbers of sophisticated Bottom Discharge
Wagons to National Thermal Power Corporation (NTPC) New Delhi for their various
plants in the count.
ITI At A Glance
The strength of over two centuries engineering expertise of erstwhile Burn Standard
& Company Ltd, and the Indian Standard Wagon Co Ltd, were merged in 1976 to
form Burn Standard Company Limited, a Govt. of India undertaking. Burn
Standard (BSCL) today is a leader in the Indian Heavy Engineering Industry with
versatile production facilities and extensive engineering capabilities with 3 (three)
Engineering manufacturing units at Howrah, Burnpur and Jellingham, and 8 (eight)
Refractory manufacturing unit all over India.
Complete range of railway products, value added services and customized
Business lines-
(d) Steel Castings, Pressings, Forgings Bridge Girders, Structurals, Sleepers, Points
& Crossings, Wagon Components.
(e) Off-shore platforms - Jacket, main deck, helideck etc.
Project Items.
(a) Ash Handling Plants.
(b) Coal Handling Plants.
(c) Spares supply for Ash Handling Plants
Refractory Items
(a) Magnesite Brick
(b) Fire Brick
(c) Mag Alumina Brick
(d) Calcined Magnesite
(e) Mag Crabon Brick
(f) DBM / ROK Sinter
(g) Ramming Mass
(h) Crude Magnesite
(i) Dunite
(j) Other Basic Refractory Items
PRODUCTION CAPACITY
Wagon
Couplers 6000 Nos
Components
Railway Track
Point & Crossings 6000 sets
Items
The Company have established Design and Drawing offices which are capable of
undertaking total engineering work for tailor-made equipment as well as turnkey projects
from conceptual stage in his disciplines of Mechanical, Electrical, Structural and Civil
engineering to final commissioning of the plant / equipment. In the field of railway
equipment, Burn Standard is fully equipped to undertake design and development of all type
of wagon components including tailor made wagons for any specific application.
PRODUCTS
DWDM PRODUCTS
SWITCHING
OCB-283 ISDN EPABX IP-TAX SSTP
TRANSMISSION
Satellite, Optical, Microwave, VHF /UHF
BROADBAND EQUIPMENT
IT AND CONVERGENCE
Educational ERP
SMPS Power Plant Indoor & Outdoor
Miscellaneous
Smart/SIM Cards, Power Plants, Banking Automation Equipment, Non-Conventional
Energy Systems, TWT-HPA
GSM / CDMA
Optical Transmission
VSAT
Defense Products
ANANDA MK II BEU
STM1 ENCRYPTOR
STM 1 Encryptor encrypts/decrypts SDH formatted data
at bit rates of 155Mbps. It accepts either electrical /
Optical Interface as clear data input and gives out
encrypted data again as Electrical or Optical Interface.
Works with proprietary algorithm and Key management.
The encryptor provides NMS interface for monitoring and
alarm indication. It is equipped in standard 19” sub rack.
While working on long haul Optical lines it has in built
facility of Optical regenerators. Unit has low power
consumption and works from -48v DC Power supply.
BEU IP
FAX ENCRYPTOR
During the period of April to November, 2006, Engineering Sector executed 383 Nos.
BOXN HS, 194 Nos. BOBRN, 43 Nos. BOST HS, 712 Nos. BOGIE and 864 Nos.
COUPLER for a total value of Rs.99.00 crores (GV) or Rs.33.15 Cr. (BV) to Railways.
The Refractory Unit of Salem Works executed 28000 M/T. Basic Bricks and Mortar
valued Rs.28.43 crores to SAIL and other miscellaneous customers during the said
period. Salem Works has also exported 5650 M/T of Mortar for a total value of
Rs.4.50 crores to different foreign customers.
(b) Market Scenario:
The Company has order Balance of Rs.186.00 Cr. (GV) or Rs.100.00 Cr.(BV) as on
01.04.06. The Company could able to secure fresh order during April to November,
2006 of Rs.146.00 Cr. (GV) or Rs.74.00 Cr.(BV).
In the Refractory area, order for 5000 M/T MCB and 2500 M/T Burnt Bricks valued
Rs.18.00 Crores is expected in December, 2006 from Bokaro Steel Plant. As a result,
capacity of Heavy Duty imported Press would be gainfully utilised.
A MOU between BSCL with Hindusthan Copper Ltd. for supply of Refractory without
tendering for 2 - 3 years is expected to be taken place within this financial year.
Further process has been initiated to continue MOU between BSCL with ISP (SAIL
Plant) which is going to be expired in March, 2007.
(c) Exports:
Salem Works has received trial order of Ladle Bricks from Qatar Steel which has
been successfully supplied. SW has participated in Export Tender of Rs.7.00 Cr. for
supply of Mag Ramm. Mass, the decision has not yet been made.
CHAPTER-3:
Research Methodology:
The project is directed towards an aim understanding employee relation and its
emerging trends on an system for executives in BSCL. The objective is to find out
possible employee relation For executives in the BSCL. .
Explanation
Step: 1 To decide the objective of the study to be carried out.
answer to research question and control variance. There are three types of research
design system.
Explanatory Research.
Descriptive Research
Casual Research.
Among the above mentioned types descriptive research design has been chosen.
Descriptive research is to find ad efficient sales force, of FC. In order the study the
characteristics and variables, cross sectional analysis was conducted by using field
survey method . In the process of field survey, a questionnaire was developed and
circulated to the respondents, which formed the basis for entire research.
through interacting with the individuals and analyzing the information of them to whom I
respondents. The secondary data is obtained through the various books on investment
which are referred by the organization and also through the internet.
Questionnaire Design:-
The questionnaire was designed in such a way that would facilitate the researcher in
getting the required information from the respondent. The questions were framed
keeping in mind the various aspects like financial status, past and present performance
of the individual’s or firm in which uses for analyzing customer preference of financial
product, for regular returns growth etc information has been collected to financial
Primary Data:
Primary data are obtained by a study specially designed to full fill the data needs
of problem at hand. Such data are original in character and generated by the way
of questionnaire feedback.
1. Questionnaires.
2. Interview Schedule.
3. surveys
Secondary data :
Data that are not originally collected but rather obtained from published
unpolished sources are known as secondary data. These sources are magazines,
journals, websites, annual reports etc.
1. Website of BSCL.
2. Annual reports of BSCL.
3. Magazines & journals of BSCL.
4. collected from the files, registers.
Sample design:
A sample design is a definite plan for obtaining sample from a given population. It
refers to the technique the researcher would adopt in selecting items to be
included in the sample.
Sample Technique:
Sample size = 20
Sampling Technique:
Under this method whole population is taken as a single composite unit for
purpose of sampling. This method is used for.
Male 70 70
Female 30 30
CHART-1
No. of respondents
70
Male
100 Female
Total
30
Inference: - The table and chart show the gender wise classification of respondent the
chart show that 70 % of respondents are male and 30 % of respondent are female.
Yes 60 60
No 30 30
No idea 10 10
CHART-2
No. of respondents
60
Yes
No
No idea
100
Total
30
10
Q3 Do you think the technology change is very big challenge for BSCL ?
yes 70 70
No 30 30
No idea 0 0
No. of respondents
70
yes
No
100
No idea
Total
30
Yes 70 70
No 20 20
Sometimes 10 10
No. of respondents
70
Yes
100 No
Some time
Total
10
20
Q5. The BSCL is capable of responding to emerging technology needs on its own?
Yes 70 70
No 20 20
Some time 10 10
No. of respondents
70
Yes
100 No
Some time
Total
10
20
Yes 60 60
No 30 30
Sometimes 10 10
CHART-6
No. of respondents
60
Yes
100 No
Sometimes
Total
10
30
yes 80 80
No 10 10
Some time 10 10
CHART-7
No. of respondents
80
yes
100 No
Some time
Total
10
10
Yes 80 80
No 10 10
No idea 10 10
CHART-8
60
100 Yes
No
Some time
Total
20 20
Q9. The BSCL is sufficiently regarded by long term stake holders to ensure its long
term competitiveness?
Yes 60 60
No 20 20
Some time 20 20
CHART-9
60
20
20
No
Some time
Total
100
Yes 80 80
No 10 10
Can’t say 10 10
CHART-10
60
20
20
No
Some time
Total
100
Q11. Are the present trends in heavy industry encouraged to make new joint venture?
Yes 50 50
No 30 30
Some time 20 20
CHART-11
60
20
20
No
Some time
Total
100
Yes 80 80
No 10 10
Some time 10 10
Total 50 100
CHART-12
60
20
20
No
Some time
Total
100
Yes 60 60
No 20 20
Some time 20 20
CHART-13
60
100 Yes
No
Some time
Total
20 20
Yes 60 60
No 40 40
No idea 0 0
CHART-14
60
100 Yes
No
No idea
Total
40
The findings of the study are on the basis of primary data collected from primary
data collected from BSCL.
The findings are the inference collected from the various table. It’s the view
point of or opinion that represents the majority of the executives, which have
been summarized.
(a) The study reveals that the majority of executives are P.G.
Degree holders.
(h) Majority of the respondents feel that the ability of the performance
appraisal is to access training needs.
(i) Performance appraisal system contributes to the improvement of
communication between superior
& subordinate.
(j) The majority of the executives are of the opinion of the performance
appraisal system in the organization is to have employee growth &
development.
(k) The majority of the executives are of the opinion that the performance
appraisal system should be accessed annually.
(l) Majority of the respondents are of the opinion that appraisal must focus
on both performance & potential.
S.W.O.T Analysis Of ITI LTD
Strength:
BSCL is India’s one of the pre independence public sector enterprise set
up in the year 1781 and it has more than 50 years of experience in the
industry.
This company is a leader in the Indian Heavy Engineering Industry
equipment manufacturer.
This company is one of the oldest and foremost engineering Company and
the largest wagon builder in India.
Multi-location state-of-the-art manufacturing facilities accredited with ISO
9001:2000.
It has best electrical furnace in wogan manufacturing in south east asia.
The organization has a good reputation among it’s customers.
Due to proximity of river Ganga near 100yerds so there is a plenty of water
supply.
All most all components are manufactured by company to his works due to
good infrastructure.
Large work force with technical expertise.
One of the best R&D.
It has an MOU with Calcutta electric supply company to provide 15
megawatt power uninterrupted.
Proven track record no strike or lockout for two decades.
Revise pay scale the minimum wages of a worker will be Rs-7000-
21000which became 26000 for motivated worker.
There is a continuous process of training indoor and outdoor for skilled
and efficient employee.
Technical collaboration with world’s leading companies
Quick adoption to new technology and latest technology
Weakness:
Shortage Manpower
Poor Marketing
Training the ages and less qualified to latest technology is it not liable
Lack of performance appraisal
Lack of managerial control
Lack of motivational factors
Internal policies
Resistance to change by same groups of employees
Opportunities;
Threats:
1993-94 1527 84
1997-98 1263 15
1998-99 1539 27
1999-2000 2085 46
2000-01 2144 28
2001-02 2317 21
M F M F M F
OTHERS 35 16 44 - 79 16 95
CHAPTER-5:
Conclusion:
There is a continuous search and efforts by the top management for improving
Industrial Relation. Almost every employee understand & operates by the
objective of the industrial Relation in the organization.
Recommendations:-
ANNEXURE- 1:
[Personal Information]
Address…………………………………………………………………….............
Mobile No…………………………………………………………………..............
Occupation/ Designation……………………………………………....................
D.O.B……………………………………………………………………….............
ANNEXTURE-2:
Q.2: Do you think the technology change is very big challenge for BSCL .?
own?
Q.5 Are the new trends in Heavy industry challenge for BSCL. ?
Q. 8 Is the BSCL sufficiently regarded by long term stake holders to ensure its long
term competitiveness?
Q. 10 Are the present trends in Heavy industry encouraged to make new joint venture?
Ans: (a) Yes b) No (c) Some times
Q.14 What suggestion do you have for improving the Industrial Relation?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_________
Your
Signature.