Sail (1)

A

PROJECT REPORT

ON MANPOWER PLANNING OF ISP IN THE CHANGED SENARIOS

SUBMITTED BY

ROUMYASREE BOXI

In the partial fulfillment of the post graduate diploma in management(2008-2010)

INDUSTRY GUIDE

ARUP KUMAR BANERJEE

Jr Mgr (PL-MPP,Wel RCCH)

SAIL,IISCO STEEL PLANT

BURNPUR

Sinhgad Institute of Business Administration & Research, Kondhwa, Pune

To Whom It May Concern

This is to certify that the project work done on “MANPOWER PLANNING OF ISP IN THE CHANGED SENARIOS” submitted to SIBAR, kondhwa ,Pune by ROUMYASREE BOXI in partial fulfillment of the requirement for the award of degree of PGDM is a bonafide work carried out by her under my supervision and guidance .This work has not been submitted else for any other degree/diploma. The original work was carried during 1st June 2009-30th June 2009 in IISCO steel plant Burnpur.

I further add on the words that ROUMYASREE BOXI is a sincere and hard working student who has prepared this project by her own dignity and diligence.

Guided by: Dated : Seal/Stamp

Of

ISP Burnpur,SAIL

ARUP KUMAR BANERJEE

Jr Mgr (PL-MPP,Wel RCCH)

DECLATATION

I do here by declare that this Summer Training Project Report done in IISCO STEEL PLANT ,Burnpur is an original work done by me under the guidance of Mr ARUP Kr BANERJEE Jr Mgr (PL-MPP,Wel RCCH).I have tried to present this report with almost clarity and an authentic one as well.

The project report is a joint property of SIBAR KONDHWA,PUNE and IISCO STEEL PLANT (ISP) BURNPUR.The project work has been undertaken as a part fulfillment of my full time Post Graduate Diploma In Management (PGDM) from SIBAR KONDHWA,PUNE.

SUMMER TRAINEE

ROUMYASREE BOXI

SIBAR KONDHWA,PUNE

ACKNOWLEDGEMENT

For every work to be finished successfully, a final touch of finishing is required .Report making is like that final touch or finishing touch which makes the whole project works a successful one. This project work has helped me to gain a lot of knowledge and experience which will provide me sufficient course & skill to face different difficulties of

future professional life with great expertise. I’m equally thankful to the Sinhgad Institute of Business Administration & Research, Kondhwa, Pune and AICTE for this curriculum, introduced MBA/PGDM course, which has enormously helped me to

gain the opportunity of undergoing such a practical exposure in this highly competitive professional world.

I’m heartly thankful to those pleasant personalities, to whom I came in contact during this project work in IISCO STEEL PLANT, without whose kind hearted co-operation; successful completion of my whole project would become a dream.

I’m greatly obliged to Mr A.K.Mondal,AGM(HRD Center,SAIL-ISP),without whose whole hearted co-operation and guidance I could not reach the target. I also pay my sincere thanks and gratitude to Mr Arup Kr Banerjee Jr Mgr (PL-MPP,Wel RCCH,ISP-SAIL) who acted as the project guide. He is also an interesting personality who manages al the problems appeared and hurdles faced with great expertise. He is such a helpful personality who never disappointed us or disheartens us to collect required information in spite of his busy schedule and responsibility. Although there is no bench mark for a good future manager, but these personalities can be an example to follow to improve or guide oneself in the proper way for the future job.

CONTENTS

INTRODUCTIONMANPOWER PLANNINGPURPOSE OF MANPOWER PLANNINGBASIC UNIT OF MANPOWER PLANNINGHUMAN RESOURCE MANAGEMENT BLUEPRINT

COMPANY PROFILE

SAIL’S GROWTH PLANSAIL’S CORPORATE PLAN 2012

ISP ‘S KEY MILESTONEISP’S PROFILECOMPANY INFRASTRUCTUREPRODUCT MIX

MANPOWER PLANNING

THE POWERS AND DUTIES OF OFFICERS AND EMPLOYEESGENERAL FUNCTIONS OF EMPLOYEESPROCEDURES IN DECICION MAKINGPERSONAL MANUAL( PERSONAL POLICIES AND RULES)BIPARTIRE FORUMS MAJOR INITIATIVES IN MANPOWER PLANNING,SAIL,ISP-APPROACH-MESSAGEMODERNISATION IN IISCO & HR PLANNING EXPANSIONS RECRUITMENTTRAINING DEPARTMENT-HRD POLICY-OBJECTIVES OF HRD-PROGRAMME TITLECOMMUNICATIONORGANISATIONAL DISCIPLINEAPPRAISAL SYSTEM

Contd….

THE HRD DEPARTMENTQUALITATIVE CHANGESMETHODOLOGYDATA ANALYSIS

SWORT ANALYSIS OF ISPSUGGESTION TO DEVELOP NEW MANPOWER PLANNING STRATEGIESSAIL PLAN FOR FURURECONCLUSIONBIBLIOGRAPHY

INTRODUCTION

Saleable Steel Capacities (MT)

PLANT 2010

Bhilai Steel Plant 6.21

Durgapur Steel Plant 2.85

Rourkela Steel Plant 2.90

Bokaro Steel Plant 6.50

IISCO Steel Plant 2.37

Alloy Steels plant 0.43

Salem Steel Plant 0.36

Visvesvaraya Iron & Steel Plant 0.22

ISP is situated at Burnpur near Asansol in the Burdwan district of W.B which is under

SAIL

HISTORY:The origin of ISP can be traced to 1874 when James Erskine founded the

Bengal Iron Works and set up a plant at Kulti (in W.B) to produce pig iron. In 1918, the

Erstwhile IISCO, promoted by Burn and Company, came into being after changing

Hands several times. By the middleOf the 1960s, the plant, under the chairmanship of

industrialist Sir Biren Mookerjee, was producing one million tonne a year. On July 4,

1972, the company was taken over by the Government of India. In March 1979, it was

made a wholly owned subsidiary o SAIL. The erstwhile IISCO was once quoted on the

London Stock Exchange, and had the pride of place on the Calcutta Stock Exchange in

the early 1960s.

FROM THE CHAIRMAN’S DESK

Mr. S K Roongta is the Chairman of Steel Authority of India Ltd. - the largest steel producing company in the country and one of the largest in the world. SAIL is one of the world-class steelmakers amongst major steel producer companies in the world as assessed by 'World Steel Dynamics' for the year 2006. SAIL ranks amongst the biggest corporates in India with a turnover of over Rs. 40,000 cr. and a workforce of around 1.31 lakh. SAIL is the first metal company to cross Rs. one trillion of market capitalization.

An engineering graduate from BITS, Pilani and a post-graduate in International Trade from the Indian Institute of Foreign Trade (IIFT), New Delhi, Mr. Roongta started his career in 1972 as a marketing executive in SAIL, and held several vital positions in the marketing division. Acknowledged for his astute knowledge of the steel industry, analytical skills and strategic thinking, he was elevated to the SAIL Board as Director (Commercial) in 2004, and spearheaded various key marketing initiatives for the company. As Director (Personnel) of SAIL, he also headed strategic functions like HR, Business Planning and Raw Materials. He was at the forefront for upgradation of HR policies, and led initiatives for strategic alliances for meeting critical raw material needs. Mr. Roongta also headed Durgapur Steel Plant as Managing Director, as an additional charge in 2006 and during his tenure, plant could set number of records in the area of efficiency parameters.

Mr. Roongta assumed charge as Chairman, SAIL in August, 2006, and within a short span of a year, he has stamped his style on the business approach of the company. He heads one of the largest corporate boards in the world, comprising of 24 distinguished members with rich experience, of which half are independent directors from diverse fields like academics, science, economics and financial sectors.

Mr. Roongta has special interest in professional activities. He is a Fellow member of the All India Management Association (AIMA) , and Member on the Board of BITS, Pilani. He is also a council member of Indian Institute of Metals (IIM), Institution of Engineers, as well as several other institutions.

He is a Board member of International Iron and Steel Institute (IISI), Brussels and has been playing an active role in steering the global issues relating to the steel industry. He chairs the `National Committee of CII (Confederation of Indian Industries) on Steel

and Non-Ferrous Metals. He is also a member on the Board of SCOPE, an apex body of CPSEs in the country.

SAIL’S INFRASTRUCTURE (ISP)

Facilities at Burnpur

Coke Oven

Two coke oven batteries each of height 4.5 m and capacity 18.6 t of dry coal

Blast Furnace

Two blast furnaces each of useful volume 1170 cu m

Steel Melting Shop

1 Twin Hearth Furnace of 2×110 t capacity

Rolling Mills

32 Soaking Pits;

Blooming Mill capacity 0.9 Mtpa

Billet Mill capacity 0.8 Mtpa

Heavy Structural Mill capacity 0.25 Mtpa

Light Structural Mill capacity 0.12 Mtpa

Merchant & Rod Mill capacity 0.15 Mtpa

Facilities

Pollution Control

All environmental parameters like SPM, SOX, NOX, water testing are regularly undertaken to meet the Pollution Control Board norms. The department is equipped with latest testing facilities.

Computer Services

Computerized Integrated Maintenance and Materials Management System (IMMMS) based on CA-OpenIngres RDBMS under HP-UX. A Sun Solaris network running Oracle RDBMS in Finance department. Email and internet facilities.

Education

ISP runs 3 Higher Secondary, 1 Secondary and 4 Primary schools providing subsidised education to more than 7000 students. Besides, 1 co-educational English medium CBSE school with 2000+ students is supported by the company.

Health Care

A 500-bedded Central Hospital with facilities like modern OT, ICU, ICCU, Dialysis unit, Dental, isolation ward, blood bank, physiotherapy. Besides, there are Clinics in all townships and Occupational Health Centre in the plants.

MANPOWER PLANNIING

Manpower function is one of the never areas to be brought under the mantle of systematic planning. Manpower planning helps in better allocation and control over the organization’s manpower resource. A concept closely tied to manpower planning is that of manpower forecasting. What follows is an attempt to briefly describe the meaning and purpose of manpower planning, its basic requirements, the factors that influence manpower planning, and various aspects related to the allied activity of manpower forecasting.  It is to be noted that manpower planning and forecasting are seen as distinct from the wider concept of Human Resources Planning, and the complementary concept of career planning. It is not the aim here to elaborate on these areas.

Manpower Planning

 Manpower planning is a process by which an organization prepares an inventory of skills and potential available in the organization. It involves the use of the concept of planning to visualize how the organization can go through the allocation and control of its manpower resources in better fashion. In other words, it is a tool in the hands of higher management to equip themselves with the necessary data on human resources available immediately within the organization and from outside.

Purpose of Manpower Planning

 Manpower planning serves two interrelated purposes.

(1) It prepares the organization for the future in terms of planning its manpower requirement and utilizing them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. It gives a picture of manpower available within the organization to undertake any future expansion, or set up a new branch or a new plant or develop a new line of production.

(2) It allows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilization of manpower. It allows for adapting to abrupt changes in such factory as technological advances, new markets, political and economic pressures and heightened competition. In other words, manpower planning

provides the background informationwhich is necessary to deal with such forces.

The Basic unit of Manpower Planning

The basic unit of manpower planning is “skill”. If, the refre, ensures that the organization has

1. the right types or kinds of skill,2. of the right level or degree, and 3. the needed amount or number of skill units in 4. the right place at 5. the right times, 6. performing activities necessary to the vitality of the organization.

 All these are to be linked with the long range objectives of the organization.

Manpower planning Inputs

Three important inputs in manpower planning may be identified as,

1. Sufficiently accurate information about the level of present manpower resources, namely, the types of skills on the present payroll and current capabilities of the organization.

2.  Information about the manpower environment, namely labour markets, current and forecast manpower supply and demand, past and anticipated manpower trends, present training levels in the organization, development potential of untrained employees, and expenses that will be incurred in copyriding and development of skills.

3.  Information about overall organizational objectives in terms of sales, markets and growth in the future is necessary. This also becomes the objectives against which manpower plans and forecasts are structured.

Manpower Planning Results

  Manpower planning will result in formulation of general long-range manpower objectives. These objectives will influence current policies and programs in such areas

as recruiting and hiring, manpower development and training, the transfer and relocation of employees, salary administration and labour relations.

Manpower Forecasting

Manpower forecasting is one aspect or subpart of the overall manpower planning activity. While manpower planning attempts to identify general directions and trends anticipated for manpower resources in the future, forecasting is concerned with quantitative predictions of manpower trends for specific periods of time. Generally, quantitative predictions are attempted for one or five years in the future.  The most important thing in forecasting is to apply a basic model to certain important quantitative data in specified areas of manpower planning. Such a model should be able to:

1. define skill categories in the organization in terms of kind and amount;2.   identify areas of the organizations operations which are relatively self-

contained units in terms of manpower, and those areas in which separate forecast of manpower resources are desired.

3. Identity dynamic factors which determine whether the right skills are at the right places at the right time. Taking such elements, one has to apply to them known or estimated values to arrive at a calculated prediction of future manpower resources.

Forecasting can be attempted only for the most critical skill categories, perhaps between six or ten categories. Forecasting should also take into account major input and outflow factors. The input factors are :

skill developments resulting in upgrading and promotion into the skill-forecasting category;  

  Lateral transfers into the skill – forecasting category from other company locations (not involving skill upgrading);

  New hires, both new college graduates and experienced personnel.  The outflow factors are:

 Skills development, leading to promotion and upgrading to other skill categories;  Lateral transfers to other locations;   Voluntary resignations;  Involuntary attrition due to discharge, Layoff, or demotion,  Retirement and   Death

HUMAN RESOURCE DEVELOPMENT :

STRATEGIES, DESIGN AND EXPERIENCES

INTRODUCTION

In the field of Management Sciences, 1980s can be called as a decade of computers

and HRD. 1990s are likely to continue to be a decade of new technologies in every field

including human resources. It is well recognised everywhere that human competency

development is an essential prerequisite for any growth or development effort.

Research, experimentation and experience in the field of HRD has grown enormously in

the last decade. Many organizations have set up new departments known as “HRD

Departments” which symbolize the recognition of importance of people’s competency

development. These departments have done remarkable work in attempting to find out

new ways of developing employee competencies. In addition to the well known

mechanism of training, experiments are being undertaken to sue performance

appraisals, potential appraisal, feedback and counselling, mentoring, job-rotation, OD

interventions, career development systems etc.In addition to using a variety of

mechanisms to develop Human Competencies organizations have started enthusing

supervisors, line managers top management union leaders and other categories of

employees to recognise their respective role in developing their own and their

subordinates competencies. While there is a lot of progress in the field of human

resource development in the last one decade, there is lot more that needs to be

achieved. Last ten years efforts have largely been limited to large size industry and

profit sector.

WHAT IS HRD ?

HRD is the process of helping people to acquire competencies. In an organisational

context HRD “……… is a process by which the employees of an organization are

helped in a continuous and planned way to :

Develop their general capabilities as individuals and discover and exploit their inner

potential for their own and/or organizational development purposes.

Develop an organizational culture in which supervisor-subordinate relationships,

team work, and collaboration among sub-units are strong and contribute to the

professional well-being, motivation and pride of employees.”

HRD process is facilitated by mechanisms (instruments or sub-systems) like

performance appraisal, training, organizational development (OD), feedback and

counselling, career development, potential development, job rotation, and rewards.

Employees are continuously helped to acquire new competencies through a process

of performance planning, feedback, training, periodic review of performance,

assessment of the development needs, and creation of development opportunities

through training, job rotation, responsibility definition and such other mechanisms.

WHY HRD ?

People need competencies (knowledge attitudes, values and skills) to perform tasks.

Higher degree and quality of performance of tasks requires higher level or degree or

skills. Without continuous development of competencies in people an organization is

not likely to achieve its goals. Competent and motivated employees are essential for

organizational survival, growth and excellence.Over a period of time, an organization

may achieve a saturations point in terms of its growth. Even to maintain such a

saturation level of growth employee competencies need to be sharpened or developed

as organizations operate in environments that keep changing requiring the employees

to have new competencies.Any organisation that is interested in improving its services

and its effectiveness in other ways (e.g. cost reduction, reduction in delays, increased

customer satisfaction, improved quality and promptness of services, market image etc.,

needs to develop its employee competencies to perform the tasks required to bring

about such improvements.

Thus HRD is needed by every organization that is interested in :

Stabilising itself

Growing

Diversifying

Renewing itself to become more effective

Improving its systems and services

Change and becoming more dynamic

Playing leadership roles

HRD MECHNAISMS, PROCESSES AND OUTCOMES

Human Resource Development, therefore, should be a continuous process in

organizations. The nature of efforts and investments put into develop human resources

may vary from organization to organization depending on its need, nature, size etc.

This may also vary from time to time in the same organization depending on the nature

of change the organization is going through or the nature of capabilities the organization

wants to build within it. There are many methods or instruments available for

organizations to develop employee competencies.The instruments of HRD are many.

The HRD instruments should lead to the generation of HRD processes like role clarity,

performance planning, development climate, risk taking, dynamism, etc. in employees.

Such HRD process should result in more competent, satisfied and committed people

that would make the organization grow by contributing their best to it. Such HRD

outcomes influence the organizational effectiveness. A model explaining the linkages

between HRD instruments, processes, outcomes and organizational effectiveness is

presented below (RAO, 1986).

The linkages between HRD outcomes and organizational effectiveness are not easily

demonstrable due to the influence of several other variable in determining productivity.

For example, researches conducted in the past studying the relationships between job-

satisfaction and productivity, organizational health and productivity have not shown any

consistent results. This has an implication for the Chief Executives, unit heads, line

managers and HRD managers interested in HRD.

Figure I

A Schematic Presentation of Linkages Between HRD Instruments, Process

Outcomes and Organisational Effectives

HRD Mechanism or

Sub-systems of

Instruments

HRDdevelopment

Performance

Appraisal

Review

Discussions,

Feedback

Counselling

Session

Role Analysis

Exercises

Potential

Development

Exercises

HRD Processes & HRD

Climate Variables

Role Clarity Planning of

Development by Every Employee

Awareness of Competencies Required for Job-Performance

Proactive Orientation

More Trust Collaboration &

Team Work Authenticity Openness Risk-taking

Other Factors

Personnel Policies,

Top Management

Styles,

HRD Outcomes Variables

More Competent People

Better Developed Roles

Higher Work-commitment & Job involvement

More Problem Solving

Better Utilisation of Human Resources

Higher Job-satisfaction and Work Motivation

Better Generation of Internal Resources

Better Organizational

Organizational

Effectiveness

Dimensions

Other Factors

Environment, Technology, Resource Availability, History,

Training

Communication

Policies

Job Rotation

HRD INSTRUMENTS : TRENDS

The Objective of any HRD effort is to build human competencies, to build a climate and

to improve employee satisfaction with work, i.e., “competency development”, “climate

building” and “innovation development”. In competency development again the

objectives are many. These include : development of competencies of individuals (both

in relation to work and as individuals and their potential for future), developing

competencies of dyads (boss-subordinate dyads from top to bottom), of teams and for

inter-team collaboration for organizational health.In every organization a group of

people are needed to think constantly in terms of the above objectives, assess the

extent to which the above objectives are being achieved, generate mechanisms to

achieve the above objectives and keep reviewing the processes and rejuvenating the

instruments. This group is the HRD group or the HRD Department. These organization

that recognise this, have started HRD departments and recruited HRD staff.

A good number of industrial and commercial organizations have HRD staff or HRD

departments. In other organizations this role is performed either by the Personnel Chief

who is at a senior level or by the Chief Executive himself. In the non-profit sector his

realisation is just coming. Only small number of organizations like the universities and

hospitals have HRD staff or HRD departments.The most frequently used development

instruments are “Performance Appraisals” and “Training Programmes”. Development-

oriented performance appraisals have gained momentums in the last one decade.

However, many organizations are still mixing up development goals with control and

administration goals reducing the effectiveness of appraisals.

Those organizations that emphasize “performance review discussions”, “counselling

sessions” etc. rather than “appraisal ratings”, “promotions” and “rewards” seem to

achieve HRD goals far more and far better. However, accomplishing HRD goals

through training, although the nature of HRD goals achieved through these two types of

instruments are different. These issues will be discussed in subsequent units.

Role analysis exercises have helped a great deal in some organizations to bring about

role clarity and setting the climate for development. Some organizations have used role

analysis exercises to generate basic information about the key functions associated with

each role and the key competencies required to perform these functions. Such basic

data is being sued for recruitment, promotion decisions and potential appraisal,

performance planning and performance development through training. Training needs

are also being identified using these data.

View few organizations are using job-rotation as a HRD mechanism, although a number

of them carry out rotation exercises. In a HRD oriented job-rotation there is a

philosophy being job-rotation and it is a development philosophy like perspective

development or development of empathy, understanding of other departments and

development of general management skills.

OD exercise are being sued by a few organizations largely for developing team spirit,

team work and interdepartmental collaboration. Potential development exercises have

not yet begun to take shape.

HRD ISSUES

HRD is a growing field. It is also a complex area. As the knowledge based in HRD

developing, many issues are also emerging. These issues deal with structuring of the

HRD function, creating HRD climate, the HRD instruments and processes for workers,

HRD-OR-IR linkages, development of HRD professionals etc.

SAIL’s Growth Plan 2010

Much has happened ever since SAIL’s Corporate Plan was announced in 2004. Investment plans for the three speciality steel plants have been firmed up. Company has grown in size with the amalgamation of IISCO (now renamed as IISCO Steel Plant).

Production targets have been revised from 19 million tonnes (MT) of steel to about 24 MT. Estimated investment has increased from Rs 25,000 crore to around Rs 40,000 crore. And the time period has been squeezed by two years, bringing the targeted year of completion of major projects from 2012 to 2010.

Enhancing Competitiveness

The objective, however, remains the same. Beside capacity enhancement, the growth plan addresses the need of the SAIL plants and other units towards eliminating technological gaps in the production process, improving productivity levels for all stages right from raw materials to rolling mills, bringing in technologies for energy savings, yield improvement, pollution control and automation. The long term plan is to build sustainable competencies. The key technological upgradations undertaken during the growth period is expected to achieve the following :

1. 100% production of steel through BOF route2. 100% processing of steel through continuous cast route3. gradual implementation of alternative fuel injection methods like coal dust/tar

injection in all the blast furnaces4. . state-of-the-art process control computerisation / automation5. state-of-the-art online testing and quality control facilities

6. gradual implementation of Enterprise Resource Planning (ERP) across its plants.

SAIL’S CORPORATE PLAN 2012

Production (Mtpa)

Item 2004-05(Actual)

CP-12

Hot Metal 13.2 22.5Crude steel 12.5 21.6Saleable Steel 11.3 20.2

Area-Wise Investment Planned (Rs. crores)

Plant Sustenance Quality Capacity TotalBSP 2120 880 6000 9000DSP 772 545 1523 2840RSP 1199 832 2559 4590BSL 2187 833 3320 6340ASP 306 154 - 460SSP 18 - 1248 1266VISL 239 60 - 299ISP 513 - 7504 8017RMD - - 2170 2170Total 7354 3304 24324 34982% 21 9 70 100

Item 2006-07(Actual)

Capacity as per Expansion Plans 2010

Hot Metal 14.61 26.18Crude Steel 13.51 24.59Saleable Steel 12.58 23.13

Plant-wise Capacity Envisaged After Expansion (Mtpa)

Plant Hot Metal Crude Steel Saleable SteelBSP 7.5 7.0 6.53DSP 3.5 3.0 2.83RSP 4.5 4.2 3.8BSL 7.44 7.00 6.53ISP 2.91 2.5 2.37SSP - 0.18 0.34ASP - 0.48 0.43VISL 0.33 0.23 0.22Total 26.18 24.59 23.13

ISP – KEY MILESTONE

1922 - Iron making started.

1939 - Steel making started.

1936 - IISCO absorbed Bengal Iron Company.

1972 - The management of IISCO (than a private Company) was

taken over by the Government of India.

1978 - IISCO became whooy owned subsidiary of SAIL.

1994 - IISCO referred to BIFR.

1999 - The Government of India waived Rs. 1,947 crores SAIL to IISCO.

2002 (June) - The Government of India approved Rs. 540 crores SAIL’s plan for IISCO revival.

2003 (November) - BIFR approved IISCO’s revival package.

2003-04 - IISCO turned aground with a profit of Rs. 27 crore.

2005( June, 16) - Cabinet approves IISCO’s merger with SAIL.

2005(Nov,8) - SAIL’s shareholders approved IISCO’s merger with SAIL Extraordinary General Meeting.

2006(February, 16) - IISCO amalgamated with SAIL.

Product Mix

  Semis Blooms, Billets & Slabs  

  Long ProductsStructuralsCrane RailsBars, Rods & RebarsWire Rods  

  Flat Products

HR Coils, Sheets & SkelpPlatesCR Coils & SheetsGC Sheets\ GP Sheets and CoilsTinplatesElectrical Steel  

  Tubular Products   Pipes  

  Railway ProductsRailsWheels, Axles, Wheel Sets