chapter - iii visakhapatnam steel plant profile and socio-economic ...

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.