Jindal Saw Limted - Commercial Functions Internship Report

Commercial Functions
Internship
Report
By: Harsh v. Singh

1

PREFACE
The blend of learning and knowledge acquired during my
practical studies at the company is presented in this Report.
In the modern era, expert knowledge and specialized
technologies will become part of our day to day life, which
will further increase the need of Practical knowledge in
education to enter in actual world. The rationale behind
visiting the Jindal Saw Limited Company and preparing the
Report is to study the Jindal Saw limited basics, history and
development in the Steel sector.
The Internship Report starts with the basic concepts of steel,
history and also covers the general information of the Jindal
Saw Limited Company; its functional departments such as ,
HR & ER, Administrative, PPC, Procurement and Stores,
Supply Chain Management, Financial and Accounting, etc.
The information presented in this Internship Report is
obtained from sources from Company Personnel, Company
Websites, kotaksecurities.com, sharekhan.com, other
Websites, and Company Reports, Other management
Literature.

2

ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and there are no
exceptions. The report being submitted today is a result of collective
effort. There are innumerous helping hands behind it who have guided me
on my way.
At the first outset, I would express my sincere and heart-full gratitude and
appreciation to all those who have actively taken keen interest in my
Commercial Functions Internship and making my experience successful.
I’m deeply and extremely thankful to Mr. Anurag Shrivastava, P r es id e nt –
J S L, M u nd r a O pe r at io n ; w h o h a s s h o w n g r e at s ig n if ic a nc e i n
de v el o pi ng yo u ng t al e nt l i k e me a nd s u pp o r t ed to perform my
Commercial Functions Internship. I am also grateful to all Head of the
Departments (HOD’s) for providing me several data, figures and
services as well as sharing their experience with me and teaching me
different techniques implementing in industry.
I’m thankful to my college; Garden City College for creating such an
opportunity for the students to broaden their skills. I am gratified with their
efforts.
I appreciate the Guidance and Mentoring given by Mr. V K Singh,
HOD– Stores wh o h as h e l p e d m e t o pe r f o r m internship and be
familiar to the practical aspect and uses of theoretical knowledge and
clarifying the career goals.
Lastly, I’m heartily thankful to each and every person of the staff of various
departments and down the line in Jindal Saw Limited, who has directly or
indirectly helped me during my Internship. If I’ve missed anyone, I want to
acknowledge the humble request for forgiveness and I would like
them to know that without their support there would have a lot of
difference in the task.

3

Declaration
I, Harsh V. Singh student of Garden City College, Bangalore; hereby
declare that the project work entitled “Commercial Functions
Internship” submitted to the HR & ER Department is a record of an
original work done by me under the guidance of all Head Of The
Departments (HOD’s).
And this report work has not been performed on the basis for the
award of any Degree or diploma/associate-ship/fellowship and similar
project if any. The entire Data’s, Figure’s and information belongs to Jindal
Saw Limited.
This Report has not been previously
examinations/Institutes/Universities.
Date: 31-01-2013
Place: Village: Samaghogha,
Paragpar – Mandvi Road,
Taluka Mundra, Distt. Kutch,
Gujarat – 370415

submitted

for

any

Signature
Harsh Singh

4

INDEX
Sr. No.
1.
2.
3.
4.
5.

Particulars
Introduction of Company
About Jindal Saw Limited
Jindal Saw Limited Profile
Corporate Social Responsibility
Corporate Governance

Page No.
7
10
13
17
23

6.
7.
8.
9.

Milestone
Marketing
Human Resource & Employee Relation (HR & ER)
Integrated Management System (IMS)

31
33
44
60

10.
11.
12.
13.
14.

Information Technology (IT)
Administration
Health, Safety And Environment (HSE)
Occupational Health Center (OHC)
Civil (Maintenance’s )

133
193
207
281
295

15.

Projects

305

16.
17.
18.
19.
20.
21.
22.
23.

Production, Planning & Control (PPC)
Purchase (Procurement)
Stores
Quality
Scrap Management
Dispatch
Logistics
Accounts

312
329
342
370
376
394
401
413

5

Industry Outlook
The Indian Pipe Industry – gaining momentum
Indian steel pipe industry has taken great strides in last few years. In order to
gain more profit from investment, domestic enterprises constantly improve their
production capacity as well as product quality, but with various adverse factors
created by the international financial crisis, increased price of upstream raw
materials and contracted downstream demand, the overall situation and price
movements have become a cause of concern.
Most steel pipe manufacturers in India supply their products to oil & gas
companies, both domestic and overseas. Pipe companies currently have a strong
order book from their domestic and overseas clients. The demand scenario till
the mid of 2008 was looking promising for the pipeline industry. The US has a
large oil & gas pipeline network. Of this, over half the network is more than 30
years old and needs replacement. West Asia also account for a large demand for
pipelines since it is the main source for crude oil in the world and there are
number of projects related to exploration and production (E&P) activities. Oil &
gas companies operating in West Asia prefer Indian pipe manufacturers to
others because of the cost competitiveness arising out of close proximity and
lower cost of production of Indian vendors.
On the domestic front too, India, like many other countries, aims to be selfsufficient in oil & gas products. At the same time, there is growing demand for oil
& gas products from the Indian middle class, whose income levels have risen in
recent times. Currently, natural gas accounts for only 8.5% of India's total
energy requirement and this figure is expected to increase to 24% over the next
few years. Higher demand for oil & gas products will require good infrastructure
for distribution across the country. Even the city gas distribution system is at a
very nascent stage in India (confined to certain pockets of a few cities) and will
only expand in coming years. It is expected that India's pipeline network will
almost double in the next 5 years.
6

Introduction
Jindal Organization
The $12 billion Jindal Organization in one of India’s largest business groups,
ranked fourth amongst the Top Indian Business Houses in terms of assets.
Established in 1970 by Mr. O. P. Jindal, the organization has expanded and
diversified into varied business areas in a planned manner, thereby ensuring
the creation of a synergistic foundation for its various business ventures. The
Jindal Group was founded in 1952 by steel visionary Shri O. P. Jindal, a firstgeneration entrepreneur who started an indigenous single-unit steel plant in
Hisar, Haryana. The Organization’s manufacturing facilities are spread across
13 plants at ten pivotal locations in India, with two plants situated in USA.
Presently the group has manufacturing outfits across India, US, UK and
Indonesia and mining concession in Chile, Bolivia, Indonesia & Mozambique
and marketing representative's offices across the globe.
The Organization has always been Technology-driven, leveraging its tech
strengths as the bedrock for its diversified product portfolio. Yet, despite the
diversity, the focus at Jindal has always been steel. From mining of iron ore to
the manufacturing of value added steel products, Jindal has a pre-eminent
position in the flat steel segment in India and is poised to emerge as a major
global player, with it’s the flat steel segment in India and is poised to emerge a
major global player, with its overseas manufacturing facilities, and its
strategies manufacturing and marketing alliances with global majors.
Within the Jindal Organization, people have always played a key role. The
organization has consistently picked highly experienced technocrats and
skilled professionals from a variety of disciplines. Today, the Jindal Team
comprises one of the most coveted talent pools of technological acumen
available in the country. The Knowledge base and hands-on expertise of this
Team has enabled the Organization to put up large scale projects in record
time.
7

The core team of the group comprises the founder's four
sons who manage group companies:
Mr. Prithvi Raj Jindal
Mr. Sajjan Jindal
 Jindal Saw Ltd.
 JSW Steel Ltd.
 Jindal SAW USA , LLC
 JSW Energy Ltd.
 Hexa Securities & Finance Company
 JSW Holdings Ltd.
Ltd.
 JSW Infrastructure & Logistics
 IUP Jindal Metals and Alloys
Ltd.
Limited
 Vijaynagar Minerals Pvt. Ltd.
 S V Trading Limited
 Jindal Praxair Oxygen
 Jindal ITF Ltd.
Company Ltd.
 JSoft Solutions Ltd.
 JSW Building Systems Ltd.

Mr. Ratan Jindal
Mr. Naveen Jindal
 JSL Stainless Limited
 Jindal Steel & Power Limited
 PT Jindal Stainless, Indonesia
 Jindal Power Limited
 JSS Steelitalia Ltd.
 Jindal Petroleum Limited
 Jindal Stainless Steelway Ltd.
 Jindal Steel Bolivia S.A.
 art d'inox: Austenitic Creations
 Jindal Shadeed Iron & Steel
Private Limited
LLC.
 arc: Jindal Architecture Limited
 Jindal Africa Pty. Investments
 Parivartan City Infrastructure Ltd.
(Pty) Ltd.
 Jindal Cement
 Jindal Power Trading Company
Limited

8

The technology-driven group employs over 50,707 people across the globe.
Shri O. P. Jindal over the years built a reputation of integrity and dynamism
and his four sons are today continuing with his rich legacy. Now headed by
Smt. Savitri Devi Jindal, the group is still expanding, integrating, amalgamating
and growing across sectors around the world.

9

About Jindal SAW Limited
Jindal SAW Ltd. Formerly known as SAW PIPES LTD Belong to USD $ 16.5
billion O.P. Jindal Group, the forerunners of the steel, stainless Steel Industry
and Pipe Industry and one of the country's topmost industry houses and the
foremost indigenous steel producers and exporters. Mr. P.R. Jindal promoted
Jindal SAW Ltd. in the year 1984, when it became the first company in India to
manufacture Submerged Arc Welded (SAW) Pipes using the internationally
acclaimed U-O-E technology. It was the time when country was importing
most of its high-grade steel line pipe to meet the growing requirement of Oil
& Gas Sector Companies in India both for their Off-shore and on-shore Line
Pipes Projects.
Jindal SAW LTD. is in a commanding position in India’s tubular market, being
the undisputed leader with a turnover in excess of Rs. 7500 Crore.
With integrated facilities at multiple locations and an ever expanding market
opportunity, Jindal SAW Ltd. has diversified from a single product company to
a multi-product company, manufacturing large diameter submerged arc pipes
and spiral pipes for the energy transportation sector; carbon, alloy and
stainless steel seamless pipes and tubes manufactured by conical piercing
process used for industrial applications; and Ductile iron (DI) pipes for water
and wastewater transportation. Besides these, the company also provides
various value added products like pipe coatings, bends and connector castings
to its clients. Therefore, has evolved itself into a preferred and reliable
Provider of Value, in all its Business.
JSL is the First Indian Line Pipe manufacturing Company to have an in-house,
world class NACE Laboratory. The first Company to have manufactured 100%
seam radio-graphed pipes, boiler quality pipes for high pressure and high
temperature application, the first to have manufactured Connector casing
Pipes, the first to have ISO 9001 Certification for Quality Management System.
ISO 18001 (OHSAS) Certification for Occupational Health and Safety
Management System. Quality is embedded in the grains of JINDAL SAW LTD.
The fact that Jindal SAW has accreditation to ISO-9001, ISO 14001 and
10

ISO18001 through world renowned Certification Agencies – DNV, is indicative
that quality in JINDAL SAW LTD. starts with quality of thoughts, quality of
action and quality of people, who ultimately achieve the quality product i.e.
Completely Satisfying and strictly in-accordance with the Customer
Specification/Requirement.
JSL manufactures line pipes in-accordance with API, DNV, Shell & Petrobras
specifications and all other major national & international standards &
specifications. The combined capacity of all the three LSAW pipe
manufacturing mills: one located at Kosi Kalan and two located near Port
Mundra; is over 10 Km’s of pipes per day and 750,000 tons per annum. On a
very ideal size of pipe, the capacity can go up to 850,000 tons per annum.
Over the years Jindal SAW has continued to gain the confidence and trust of its
stakeholders - from employees, associates, shareholders and people whose
lives
have
benefitted
by
the
company's
Endeavour’s.
With its vision of sustainable development firmly in place, Jindal SAW has
played a leading role in developing livable cities across the world - that in turn
has helped transform the lives of people staying in them.
Ensuring timely transportation of oil, gas and water, Jindal SAW helps
residents and organizations in numerous cities function efficiently. The pipes
produced by the company are energy efficient, reduce dependence on fossil
fuels,
and
help
conserve
natural
resources
like
water.
At the very core of Jindal SAW is imprinted the conviction of never being
content with the success attained and it is constantly striving for newer
horizons. New boundaries, new challenges and new opportunities keep the
company driven to surge ahead. Venturing forward into different areas of
businesses with Jindal ITF, a subsidiary of Jindal SAW, the company is making
rapid progress in urban services sectors with:



Water, Wastewater and Solid Waste Management
Domestic Transport and Logistics
11



Transportation Equipment Fabrication

Having identified the immense potential offered by these sectors for the
future, JITF has diversified into five business verticals in these areas: JITF
Ecopolis, JITF Aquasource, JITF Vector, JITF Shipyards, and Jindal Rail
Infrastructure.

Our Vision:
"To be the most preferred and reliable provider of value in all our
businesses."

Core Values:







Integrity.
Respect for Individual.
Meritocracy.
Dynamic Thinking.
Creativity & Innovation.
Social responsibility.

12

Jindal Saw Limited Profile
LOCATION:
Registrar & Share Transfer Agent:
RCMC Share Registry Pvt. Ltd.
B-106, Sector 2,
Noida, Delhi NCR
City: Noida
State: Uttar Pradesh
Pin-code: 201301
Tel: 4015880
Fax: 2444346
Registered Office:
A-1- UPSIDC Industrial Area,
Nandgaon Road,
Kosi Kalan
City: Mathura District
State: Uttar Pradesh
Pin-code: 281403
Email ID: investors@jindalsaw.com
Web Url: http://www.jindalsaw.com
Corporate office:
Jindal Centre,
12, Bhikaiji Cama Place
City: New Delhi
State: Delhi
Pin-code: 110066
Email ID: investors@jindalsaw.com
Form of Organization:

Limited Company
13

Incorporation Date:
Year Ending Month:
Accounting Year:
(AGM)Annual General Meeting Month:

31/10/1984
March
1st April to 31st March
September

Listing Information:
ISIN:
NSE Code:
BSE Code:
BSE Group:
Face Value (INR):
Market Lot of Equity Shares:
Bloomberg Code:
Reuters Code:

INE324A01024
JINDALSAW
500378
B
10
1
JSAW IN
JIND.BO

The company forms a part of following indices:
 BSE 500 Index (500 Cos)
 BSE Capital Goods Sector Index
 BSE Dollex Index (200 Cos)
 BSE Mid-Cap Index
 CNX 200 Index
 CNX Metal Index
 S&P CNX 500 Equity Index (500 Cos)
Listed On:
1. Bangalore Stock Exchange Ltd.
2. Calcutta Stock Exchange Association Ltd.
3. Cochin Stock Exchange Ltd.
4. Delhi Stock Exchange Assoc. Ltd.
5. Hyderabad Stock Exchange Ltd
6. Madras Stock Exchange Ltd.,
7. National Stock Exchange of India Ltd.
8. Over The Counter Exchange of India Ltd.
9. The Stock Exchange, Mumbai
14

Organisation Hierarchy
Directors

Smt. Savitri Jindal
Sh. P. R. Jindal
Sh. Indresh Batra
Ms. Sminu Jindal
Sh. Devi Dayal
Dr. S. K. Gupta
Sh. Kuldip Bhargava
Dr. Raj Kamal
Agarwal
Sh. Ravinder Nath
Leekha

Chairperson
Vice Chairperson
Managing Director
Managing Director
Director
Director
Director
Director

Director

Sh. H. S. Chaudhary Whole Time Director
Company Secretary
&
Compliance Officer: Sh. Sunil Jain
Bankers:
State Bank of Patiala
State Bank of India
Punjab National Bank
15

Canara Bank
Axis Bank
Calyon Bank
HDFC Bank
ICICI Bank
Ing Vysya Bank
Standard Chartered Bank
State Bank of Mysore
State Bank of Travancore
Syndicate Bank
United Bank of India
Statutory Auditors: M/s N. C. Aggarwal & Co.
Chartered Accountant
Internal Auditors:

M/s Singhi & Co.
Chartered Accountants
M/s T. R. Chadha & Co.
Chartered Accountants

16

Corporate Social Responsibility
CSR Policy:
Corporate Social Responsibility (CSR) Policy of Jindal SAW Ltd.
Corporate Social Responsibility is strongly connected with the principles of
Sustainability; an organization should make decisions based not only on
financial factors, but also on the social and environmental consequences.
Therefore, it is the core corporate responsibility of Jindal SAW Ltd. to practice
its corporate values through its commitment to grow in a socially and
environmentally responsible way, while meeting the interests of its
stakeholders.
Jindal SAW Ltd. recognizes that its business activities have wide impact on
the societies in which it operates, and therefore an effective practice is
required giving due consideration to the interests of its stakeholders including
shareholders, customers, employees, suppliers, business partners, local
communities and other organizations. The company endeavors to make CSR a
key business process for sustainable development. Jindal SAW Ltd. is
responsible to continuously enhance shareholders wealth; it is also committed
to its other stakeholders to conduct its business in an accountable manner
that creates a sustained positive impact on society. Our company is committed
towards aligning nature; and has adopted eco-friendly policy in place. Besides
regular updating, effluent management and energy efficiency, the company
also
undertakes
plantation
drives
around
its
units.
As a corporate entity, the company is committed towards sustainability.
Ongoing dialogues with shareholders provide valuable approach with an
objective that each business decision takes into account it’s social and
environmental impacts and plans. Providing independence and dignity to
people with reduced mobility is also a key concern of the company. Svayam, a
CSR initiative of the company is headed by Sminu Jindal Charitable Trust. It
17

has been engaged in making various public places accessible to all especially
the elderly and the disabled. This initiative aims at not only generating
awareness about the trials and tribulations of reduced mobility challenged
populace (that includes the elderly, expecting mothers, mothers with new
born babies as well as toddlers and the physically challenged) but also mould
public and policy makers opinion in favour of public private participation in
providing and executing accessibility solutions. Svayam aspires to make India
barrier free and provide universal access to all. Despite having been around
for a relatively few years Svayam has taken the lead to make the public places
universally
accessible
and
barrier
free
to
all.
Svayam was recently awarded the National Tourism Award of Excellence
jointly with ASI for making the World Heritage Site of Qutub Minar in New
Delhi as Most Accessible & Disabled Friendly Historical Monument.
Having been afflicted by reduced mobility as a result of an accident at the age
of 11 that made the founder of Svayam - Sminu Jindal wheelchair bound
physically, she did not allow her spirit to be chained. On the contrary it added
wheels to her spirit, which egged her to take life head on.
Guiding

Principles:

Jindal SAW Ltd. is vigilant in its enforcement towards corporate principles and
is committed towards sustainable development and inclusive growth. The
company constantly strives to ensure strong corporate culture which
emphasizes on integrating CSR values with business objective. It also pursues
initiatives related to quality management, environment preservation and
social
awareness.
To attain its CSR objectives in a professional manner and integrated manner,
the
company
shall:

18

 Undertake proactive engagement with stakeholders to actively
contribute
to
the
socio-economic
development
of
the
periphery/community in which it operates.
 Using environment friendly and safe processes in production.
 Create a positive footprint within the society by creating inclusive and
enabling infrastructure/environment for livable communities.
 Ensure environmental sustainability by adopting best ecological
practices and encouraging conservation/judicious use of natural
resources.
 Work towards mainstreaming the marginalized segments of the
society by striving towards providing equal opportunities and making
meaningful difference in their lives.
 Focus on educating the girl child and the underprivileged by providing
appropriate infrastructure, and groom them as future value creators.
Assist in skill development by providing direction and technical
expertise to the vulnerable thereby empowering them towards a
dignified life.
 Emphasize on providing basic nutrition/health care facilities with
special focus on establishing health centers for the mother and child as
well as the elderly.
 Facilitate water conservation by reducing water consumption at the
plants and taking up rain water harvesting projects.
 Create a business value chain which is sustainable – environmentally +
socially + economically.
 Promote an inclusive work culture.
 Work towards generating awareness for creating public infrastructure
that is barrier free, inclusive and enabling for all including the elderly
and the disabled.
 Create positive awareness towards the need to adopt measures that
lead towards reducing carbon footprints, dependence on fossil fuels
and promote alternate energy approaches.

19

 Promoting the well being and development of employees and their
families through an inspiring corporate culture that engenders good
values.
 Employee participation is an important part of developing responsible
citizenship. Our company encourages and motivates employees to
spend time volunteering on issues of their interest.
 At the time of national crisis, as a company it is imperative for us to
respond to emergency situations & disasters by providing timely help
to affected victims and their families.
Svayam
Dignity
for
people
with
reduced
mobility
Jindal SAW Ltd. proudly supports Svayam - An initiative of S.J. Charitable
Trust.
Jindal SAW Ltd. continues to support Svayam, which has set an exemplary
pace in not only creating awareness but also in motivating various civic and
government agencies to take the necessary steps in making public
infrastructure accessible and inclusive for all.
Svayam reaches out to all stakeholders by way of seminars, workshops, free
training sessions, presenting papers at various international forums and
sharing the learning from various experiential projects it is involved in.
Svayam articulates mobility needs of people to government bodies like
Ministry of Urban Development, Ministry of Tourism, Ministry of Social Justice
and Empowerment etc and to society at large to ensure that each one of us
thrives in an inclusive and barrier free environment.
Svayam was founded by Ms. Sminu Jindal, MD Jindal SAW Ltd. She devotes
extensive time, resources and energy to realize Svayam's mandate of
providing wings to people with reduced mobility.
Her single-minded dedication to the cause has not only given it the right
impetus but also influenced policymakers to incorporate steps to meet the
rising demands of 'inclusivity for all'.
20

Svayam has been working across India towards making tourism
infrastructure including different modes of transportation accessible to a
diverse group of users especially the elderly and the disabled and in the last
few years it has managed to stir a change. Here are some of Svayam's
achievements:
















Svayam has helped Delhi Transport Corporation to make 1400 BusQueue-Shelters across Delhi accessible and worked with Public Works
department (PWD) and New Delhi Municipal Council (NDMC) to
build accessible sidewalks, where none existed.
Svayam has evaluated the pilot BRT system which has been running
since 2007 and has shared the inputs with the Ministry of
Transportation.
Svayam has developed a blue print to enhance accessibility for the new
capital region outside Ahmedabad and has shared the same with The
State of Gujarat.
Svayam works closely with the Archeological Survey of India (ASI) to
make world heritage sites in India such as Qutub Minar & Red Fort in
Delhi and Taj Mahal in Agra accessible and work is underway on other
sites.
Svayam is also a member of the core committee of the Ministry of
Tourism working towards enhancing accessible tourism in India.
On an invitation from the Ministry of Urban Development Svayam has
been a part of the Ministry’s Core Committee to help them bring about
Uniformity in the Standards on Accessible Environment for India in the
light of best practices from around the world. Also, currently Svayam is
undertaking audits of the Central Government buildings across India for
the Ministry of Urban Development.
Svayam has been invited by the Bureau of Indian Standards (BIS) to
review and revise their existing standards on Functional Requirement
in Buildings to ensure they are accessible for all.
In an Endeavour to promote an inclusive society, Svayam won the bid
for the 13th TRANSED (International Conference on Mobility and
Transport for Elderly and Disabled People) at Transport Research
21

Bureau of the United States of America where the other contenders
were Germany and South Africa. The conference which has been hosted
in 11 countries so far including UK and the USA is scheduled to be held
in New Delhi, India on September 17-21, 2012.
AWARDS AND RECOGNITIONS






National Tourism Award of Excellence by Ministry of Tourism, Govt. of
India for making the World Heritage site Qutub Minar in New Delhi as
the most accessible & disabled friendly historical monument.
National Tourism Award for the ‘Best Maintained & Disabled Friendly
Monument’ for Red Fort in 2011
Svayam’s poster titled “Accessible Public Road Transportation System”
was adjudged the Best Poster under the theme “Design guidelines, case
studies, manuals, best practices.” at TRANSED conference, Hong Kong in
June 2010.

DISABLILITY AWARENESS AND SENSITIZATION WORKSHOPSTRAINING AND
ADVICACY ACTIVITIES INITIATED BY SVAYAM






Svayam conducts regular lectures, trainings and simulations with
trainee government school teachers in the Teacher Training Institutions
of SCERT (State Council for Educational Research & Training).
Svayam has been invited by Ministry of Tourism to conduct weekly
training sessions at IHM, Pusa to sensitize budget hotel owners on the
issues of accessibility under the capacity development program of the
Ministry.
To sensitize drivers and conductors of Delhi Transport Corporation on
serving passengers with disabilities, Svayam joined hands with AICB to
conduct training and simulating sessions and trained their master
trainers.

Svayam has conducted workshops in Architecture College at Jaipur, Rajasthan.

22

Corporate Governance
Jindal SAW Ltd. firmly believes that the essence of corporate governance is
based on the following key aspects:
Integrity & Fairness
The management's freedom should be exercised within a framework of checks
and balances. Accordingly, the Company will conduct its affairs in a manner
that ensures fairness to all stakeholders, both internal as well as external. To
this end, the Company has formulated ethical standards and evolved
processes and methodologies that prevent the misuse of power and facilitate
fair and effective management.

Code of Conduct
Company has evolved the following code of conduct for its Directors and
senior management:
FOR BOARD OF DIRECTORS AND SENIOR MANAGEMENT OF JINDAL SAW
LTD.
As per sub clause I (D) (i) of the revised Clause 49 of the listing agreement
with the stock exchanges relating to Corporate Governance, Board of
Directors of the Company is required to have a Code of
Conduct to be followed by all the Board Members and Senior Management of
the Company.
For this purpose, the term “Senior Management” shall mean personnel of the
Company who are members of its core management team excluding the Board
of Directors. Normally this would comprise all members of management one
level below the Executive Directors including all functional heads. In other
words Executive Directors (non Board members), Senior Vice Presidents/Vice
Presidents and other functional heads will fall under the purview of this Code.
As per sub clause I (D) (ii) of the Clause 49 of the listing agreement the Board
Members and the Senior Management shall affirm compliance with the Code
23

on an annual basis. The Annual Report of the Company shall contain a
declaration to this effect signed by the Chief Executive Officer. This Code will
also be put on the Company’s web site.
In pursuance of the said Clause, the Board of Directors of the Company in their
meeting held on January 25, 2005 approved the Code of Conduct which has
become effective w.e.f. January 25, 2005. A copy of the Code of Conduct as
approved by the Board of Directors is provided hereinafter.
THE CODE OF CONDUCT FOR DIRECTORS AND SENIOR MANAGEMENT
This Code of Conduct will provide Directors and Senior Management of
JINDAL SAW LTD. (the Company) general guidance on the standards of
conduct expected of the Directors and Senior Management including
guidelines on conflict of interests. Within the Company there are other
policies/procedures, which complement or support this Code.
Board Members and Members of Senior Management will;
• Exercise the care, diligence and skill of a reasonably prudent person under
comparable circumstances.
• Ensure to enhance and maintain the reputation of the Company.
• Strive to contribute toward the growth, stability and service that the
Company seeks to provide to its consumers, members, stakeholders and
society in general.
• Conduct themselves in a professional, courteous, and respectful manner at
all times.
• Make available to and share with fellow Directors all information as may be
relevant to ensure proper conduct and sound operation of the Company.
COMPLIANCE WITH LAWS
The Company’s Directors and Senior Management shall comply with all the
applicable provisions of laws and regulations of the countries in which the
company operates.
24

Company’s Directors and Senior Management shall contact Company’s legal
counsel in case they have questions regarding applicable laws.
No Director or Member of Senior Management shall commit or condone an
illegal act or instruct another employee, etc. to do so. Directors and other
Senior Management are expected to be sufficiently familiar with any
legislation that applies to their work, to recognize potential liabilities and to
know when to seek legal advice.
No Director or Member of Senior Management staff shall create or condone
the creation of a false record and shall not destroy or condone the destruction
of a record, except in accordance with the guidelines laid down in this regard
or permitted under any law of the land for the time being in force.
CONFLICT OF INTEREST
A Director or a Member of Senior Management has an actual conflict of
interest when he is performing a duty or function of the position and in the
performance of that duty or function has the opportunity to further his or her
private interests.
There is an apparent conflict of interest when a reasonably well-informed
person could perceive that a Director’s or Member of Senior Management’s
ability to perform a duty or function of the position was or will be affected by
the Directors’ or Member of Senior Management’s private interest.
The Company depends upon the integrity of all the Directors and Members of
Senior Management who have knowledge of a decision or activity of the
Company that involves or might involve a conflict of interest.
Directors and Member of Senior Management will perform their duties
conscientiously. Every Director and Member of Senior Management must
avoid any situation in which there is an actual or apparent conflict of interest
that could interfere or could be perceived to interfere with the Director’s or
Member of Senior Management’s judgment in making decisions in the
Company’s best interests.
25

Every Director and Member of Senior Management shall disclose all the
circumstances that constitute an actual or apparent conflict of interest. These
disclosures shall be made to the Board of Directors.
OUTSIDE BUSINESS INTERESTS
Directors and Members of Senior Management should declare their outside
business interests at the time of engagement and are required to limit outside
business activities to avoid any conflict of interests or breaches of any of the
provision of this Code.
Notwithstanding any outside business activity, Directors and Members of
Senior Management are required to act in the best interests of the Company.
CONFIDENTIAL INFORMATION
Directors and Members of Senior Management should at all times maintain
the confidentiality of all confidential information and all records of the
Company, and must not make use of or reveal such information or records
except in course of the performance of their duties or unless the documents or
information becomes matter of general public knowledge.
Similarly, Directors and Members of Senior Management should not use the
confidential information obtained through their association or employment
with the Company to further their private interests or the private interests of
their relatives.
Directors and Members of Senior Management using the Company’s computer
data base or electronic mail system will be expected to comply with any
internal policies and procedures that guide the storage, use and transmission
or information through this medium.

26

INVESTMENT IN COMPANY’S SHARES
Directors or Members of Senior Management are expected to comply with the
Insider Trading Regulations of the Company and/or any other
regulations/guidelines regarding investment in the Company’s shares issued,
from time to time, by the Securities and Exchange Board of India (SEBI).
OUTSIDE EMPLOYMENT
Directors or Members of Senior Management may hold outside jobs or engage
in modest self-employment activities in their own time, using their own
resources, and in a manner not adversely affecting their performance in the
Company.
However, no Directors or Members of Senior Management may accept work
with a competitor, or with any entity that could lead to conflict of interest or a
situation prejudicial to the interests of the Company.
ENTERTAINMENT, GIFTS AND BENEFITS
It is essential to the efficient business practices that all those who do business
with the Company as contractors/customers etc. have access to the Company
on equal terms.
Directors or Members of Senior Management should not accept entertainment
or gifts (gifts or entertainment in this clause includes cash, preferred loans,
securities or secret commissions), which grant or appear to grant preferential
treatment to a potential or actual contractor/customer of the Company. A
business relationship with the Company will be conditional on compliance
with this Code.
Similarly, no Director or Member of Senior Management may offer
entertainment, gifts of benefits, in order to secure preferential treatment for
the Company.
27

Gifts, entertainment and benefits may only be accepted or offered by a
Director or Member of Senior Management in the normal exchanges common
to business relationships.
PROFESSIONAL DEVELOPMENT
The Directors and Members of Senior Management will encourage and
support the professional development of the employees of the Company and
provide them all necessary assistance and cooperation.
ENVIRONMENT AND SAFETY
Environmental Protection is a fundamental value of the Company. Directors
and members of Senior Management have a crucial role in ensuring that
Company’s operations comply with the environmental legislation and
standards.
Safety must be everyone’s concern. The Company is committed to providing
all employees a safe, healthful and harassment free workplace and to ensuring
safe and respectful work practices and conditions Directors and Members of
Senior Management has both a legal and a moral responsibility for the safety
and the protection of the environment.
PATENT AND DISCOVERIES
Directors and Members of Senior Management are often engaged in various
forms of research or problem solving for the Company. The product of their
efforts produced within the scope of their employment belongs to the
Company, whether the product was concluded while actually at work or not.
Such products include computer programs, technical process, inventions,
research methods, reports or articles, and any other form of innovation or
development. Directors and Members of Senior Management shall maintain
28

confidentiality of these kinds of knowledge/patents and will not put the same
to personal use.
USE OF THE COMPANY’S PROPERTY
Directors or Members of Senior Management must not misappropriate the
Company’s property for personal use.
Directors and Members of Senior Management are entrusted with the care,
management and cost-effective use of the Company’s property, including the
use of Company’s name, and should not make use of these resources for their
own personal benefit.
Directors and Members of Senior Management should ensure that all the
Company’s property assigned to them is maintained in good condition and
should be able to account for such property.
Directors and Members of Senior Management may not dispose of the
Company’s property except in accordance with the guidelines for this
purpose.
RESPONSIBILITY
The Company is determined to behave, and to be perceived, as an ethical
corporation. Directors and Members of Senior Management must adhere to
the standards described in this Code of Conduct.
WHERE TO SEEK CLARIFICATION
Any Director or Member of Senior Management requiring any clarification
regarding this Code of Conduct may contact Company Secretary.
Transparency & Disclosure
The Company believes that transparency means that all the policies, decisions
and actions are clearly explained to those to whom the Company is
responsible, in particular, those who are affected by such policies, decisions
29

and actions. Accordingly, such transparency is implemented through proper
disclosures, at the same time ensuring that the Company's strategic interests
are not jeopardized. In practice, this is achieved through strong MIS, robust
internal controls, an active audit committee and strict adherence to
procedures by the Board of Directors.
Accountability & Responsibility
The executive management of the Company is accountable to the Board of
Directors, which in turn is accountable to shareholders and other
stakeholders, including customers, employees, vendors, creditors, and to
society and the general public at large. The Company also believes that high
levels of accountability are ensured by vesting decision-making powers at
appropriate levels of the organizational hierarchy. Hence, empowerment is an
integral part of the Company's philosophy of corporate governance.
At Jindal SAW Ltd., the principle of corporate governance is based on two core
aspects:




The management must be given the executive freedom to drive the
Company forward, towards its goals, objectives and vision, without
undue restraints.
This freedom of management must be exercised prudently within a
framework of effective accountability.

Shareholders/Investors Grievance Committee
For Jindal SAW Ltd. all stakeholders are of critical importance and Company
reaches out to all stakeholders to make appropriate disclosures at regular
intervals and take all necessary steps for an expeditious remedy of any of their
grievances. The Company has a Shareholders/ investors Grievance Committee
to specifically look into any complaint of shareholders/ investors and deals
with all issues relating to investors grievance, including transfer of shares,
non-receipt of dividends, issue of duplicate shares etc. The Company also has
a special cell for investors who have fixed deposits with Company to address
all their queries and attend to all their grievances.
30

Milestone
1984 :

Founded in 1984.

1986 :

Commissioning of first and only UOE Pipe Mill manufacturing LSAW
Pipes in Kosi Kalan, India with a capacity of 250,000 M.T P.A,
located about 1200 Km’s from nearest west coast port of India.

1988 :

API Line Pipe production commences.

1989 :

First order for ONGC casing Pipe completed.

Three major offshore projects awarded by ONGC under
1992/93 : international competitive bidding - Italian and Japanese being L2
and L3 bidders.
Seamless Pipes and Tubes Division commissioned at Nashik & First
1994 :
Coating plant commissioned at Kosi Kalan.
1995 :

Received first export order

1998 :

First Induction bending plant commissioned at Kosi Kalan

2000 :

Commissioning of second LSAW pipe manufacturing facility as
100% export oriented unit using JCO forming process at
Nanakapaya, Mundra to meet the export market with a capacity of
300,000 MT per annum close to Port Mundra – The first major
private port on west coast of India.
Internal coating plant commissioned at Kosi Kalan Commissioning
of second Coating plant at Nanakapaya – Port Mundra

2002 :

Concrete weight coating plant commissioned at Nanakapaya – Port
Mundra

2003 :

Commissioning of third Coating plant at Samaghogha, Mundra.

2004 :

Commissioning of third Pipe mill manufacturing LSAW Pipe using
JCO forming process in Samaghogha, Mundra with a capacity of
250,000 MT per annum.
31

2005 :

Commissioning of fourth Pipe mill manufacturing HSAW (Spiral)
Pipe at Samaghogha, Mundra with capacity of 150,000 MT per
annum.

2005 :

Start up of Integrated Pipe Unit Ductile Iron Pipe manufacturing
plant of 200,000 capacity along with Blast Furnace of 250,000 MT
per annum capacity and a Coke Oven plant.

2008 :

Commissioning of fifth & sixth Pipe mill manufacturing HSAW
(Spiral) pipe at Bellary - Karnataka and Samaghogha-Mundra with a
combined capacity of 390,000 MT per annum.
Second Induction bending plant commissioned at Samaghogha,
Mundra.

2009 :

Commissioning of seventh Pipe mill manufacturing LSAW using JCO
forming in Nanakapaya - Port Mundra with capacity of 300,000 MT
per annum.

32

Pricing strategy
Pricing of welded steel pipes are very volatile. Pricing of steel depends on
several factors. Some of these factors are:
1. Cost factor.
2. Demand factor.
3. Competitive factors.
1. Cost factors:
Majorly cost based pricing is adopted in JSL. The method determines the price
of a product or service that uses direct costs, indirect costs, and fixed costs
whether related to the production and sale of the product or service or not.
These costs are converted to per unit costs for the product and then a
predetermined percentage of these costs is added to provide a profit margin.
Cost based pricing is done by two means. First, present costs of raw material,
operational costs incurred and several indirect costs are involved, by
calculating these costs the pricing is done. Second, by considering the
economic factors and objectives the mark up price is decided.
2. Demand factor:
Steel market is very volatile. The pricing is highly dependent on the demand in
international market. Since the product is welded steel pipes and is used for
conveyance of oil and natural gas, therefore the demand of oil and gas is a
major driver of prices. Oil and gas demand and prices are major drivers of
prices. When oil and gas companies hold the projects, demand of commodity
fluctuates which in turn affects the prices of steel pipes.
3. Competitive factors:
Company has to keep an eye on competitor’s price. India
In steel pipe sector is facing major competition from many countries like
China, Japan, and Korea etc. Dealing in international market with potential
competitors is not an easy task. Competition in international market is intense
and major business comes from foreign clients. Pricing strategy of
competitors plays an important role in such condition.
34

Marketing Strategies
Marketing is JSL is well defined. JSL is market leader in SAW pipes. Marketing
department in JSL works mainly on two marketing strategies:
1. Personal Selling.
2. Public relations and publicity.

 Personal Selling
Personal Selling is one of the oldest forms of promotion. It involves the use
of a sales force to support a push strategy (encouraging intermediaries to
buy the product) or a pull strategy (where the role of the sales force may
be limited to supporting retailers and providing after-sales service). It is
the personal selling process that allows JSL the greatest freedom to adjust a
message to satisfy customers’ information needs. Sales force allows the
marketer or seller to communicate directly with the prospect or customer
and listen to his or her concerns, answer specific question, provide
additional information, inform, persuade, and possibly even recommend
other products or services.
Personal selling in JSL is used to meet some objectives of promotion in the
following ways:
1. Building Product Awareness – Salespeople, especially when selling in
steel pipe markets, is to educate customer on new product offerings. In
fact, salespeople serve a major role in discussing products with clients.
Building awareness using personal selling in very important in business
markets. As discussed, the advent of controlled word-of-mouth
marketing is leading to personal selling becoming a useful mechanism
for introduction customers to new products.
2. Creating Interest – The fact that personal selling involves person-toperson communication makes it a natural method for getting customers
to experience product awareness as sales professionals can often
35

accomplish both objectives during the first encounter with a potential
customer.
3. Providing Information – When salespeople engage customers a large
part of the conversation focuses on product information. Marketing
organization provide their sales staff with large amounts sales support
including brochures, research reports, computer programs and many
other forms of informational material.
4. Stimulating Demand – By far, the most important objectives of
personal selling is to convince customers to make a purchase. In The
Selling process used to gain customer orders.
5. Reinforcing the band – Most personal selling is intended to build longterm relationships with customers. A strong relationship can only be
built over time and requires regular communication with a customer.
Meeting with customers on a regular basis allows salespeople to
repeatedly discuss JSL’s products by doing so help strengthen
customers’ knowledge of what the company has to offer.
 Personal Selling Department Structure

36

A shown in the above figure, marketing department mainly works as sales
force. The Main emphasis of JSL is on personal selling. Department Structure
is like figure shown above and hierarchical. Customers including major.
Sales department is divided into two divisions:
1. Export Team
2. Domestic Team
Export Team: This team deals with only foreign clients. The main work of
these teams is to fulfill the objectives (Given above). In export division, 3
export teams are available. These teams deal geographically. Globe is
divided into three sections and each team is given an area and team is
responsible for the given territory only. In most of the countries where
presently the company is dealing, JSL has its representative territory. The
respective export team deals with the client. The three territories defined
are:
(A)
(B)
(C)

Latin America, Gulf and Middle East.
Africa and CIS (Commonwealth of independent states)
Rest of the companies.

Domestic Team: These teams deal with domestic clients. In Domestic
division, 2 teams are available.
Working of marketing department: Orders confirmation process is done in
two ways. First, through bidding, in this process tenders are floated by clients.
Bidding is done by suppliers and slowest price quoted supplier is selected.
Mostly, government agencies and institution go for tender process.
Government institutions before finagling orders check the credibility of the
company. This process includes several checks comprising study of annual
report, quality standards being followed and present and past clients etc.
Client interaction with management is also a part of building relations with
clients.
Clients are allowed to visit the manufacturing unit to be aware of the
processes.
37

Public Relations: Along with being a successful business entity Jindal Saw
Limited has an active sense of social responsibility. As a leading transnational, the Company is committed to being a good corporate citizen
wherever the company is engaged in business activities and interests. The
company’s Corporate Social Responsibility Programme voluntarily integrates
social and environmental concerns into their operations. As a responsibility
corporate entity, JSL shoulders many responsibilities.
The organization attempts to give its workforce a quality life, a hazard-free
working environment, and drive them to a higher standard of living by
providing them access to amenities like housing, transportation, medical
facilities, schools, and other civic infrastructure. As part of community service,
JSL has adopted many villages surrounding the plants. Active volunteers from
organization undertake regular literacy drives; organize free health camps,
mobile eye-care units and continuously strive to make these villages
independent and progressive.
Svayam
JSL has also undertaken project Svayam under its CSR. The aim of the project
is to create “Barrier Free” environment for physically challenged people, who
continue to face barriers that prevent them from enjoying full civil, political
and development rights. This is Due to ignorance in our society.
Vidya Devi Jindal School
At, VDJS, a Residential School for Girls, the medium of teaching is the
English language. The school provides education that nurtures the traditions
of our culture and also absorbs the finer influences of the west. It focuses on
all round development of personality and thorough education of girls in order
to make them conscientious and responsible citizens. More importantly, the
school imparts the right values and norms of behavior, thus helping the girl
students enhance their confidence and poise. The school is set in restful and
calm surroundings.

38

Distribution Channels
Mr. Jindal said JSL aimed to provide a unique experience of buying steel
products through branded distribution channels. There are two types of
distribution channel - through traders and through clients. Traders act as an
indirect channel between the buyer and the seller. Mostly cash transactions
take place where traders are involved and accounts to almost 90%-95% of the
total transactions taking place. There is no direct dealing with the company as
such. Traders either hoard a certain amount as inventory, whereas there can
be other situations where they keep zero inventory. The amount kept as
inventory is meant for meeting uncertain demand and the trader delivers the
product to the end user. In case of zero inventory, the trader regulates the
material flow only after receiving from the manufacturer. Inventory can be of
standard/fixed size or customized size. Standard size is generally meant for
traders whereas clients are provided with customized inventory, suiting their
particular demand/s. Traders usually order small amounts, whereas clients
purchase in bulk. Direct transaction takes place between the company and the
client. Transaction can be in the form of credit or cash basis. Clients of Jindal
Saw Ltd. are domestic as well as international. Domestic clients include
companies such as Bharat Petroleum, Indian Oil, ONGC, Reliance Petroleum,
Reliance Industries, Cairn, etc. International clients include GASCO, PEDEC,
PETROCHINA, PETRONAS, Saipem, etc. The company also uses 3rd party
logistics. Transportation cost depends on the contract made between the
parties.
The diagram below shows a direct distribution. There are more number
of transactions taking place in a direct distribution which also leads to
increase in cost& time. Moreover, it does not offer a customized solution.

39

In case of indirect distribution, through traders, there is less number of
transactions taking place which also results in decrease in cost and time. If the
trader acts as an assembler, it can offer customized solution to its end-user
which is not possible in-case of direct distribution.

40

Product range
Large Diameter Pipes (SAW pipes)
SAW pipes are used primarily in the oil & gas sectors and accordingly the
prospects depend on the pipeline projects in India and abroad. New gas finds
from RIL at Krishna Godavari Basin, Cairn Energy at Rajasthan and ONGC
would create a huge demand for transportation of these to plant locations.
Major investments are planned for distribution and transportation of gas & oil
by oil & gas marketing companies in India. Major players who would benefit
from such plans would include JSL, Welspun-Gujarat, Man Industries and PSL
Ltd. The industry is raw material intensive, with raw material accounting for
65-70% of the total income. The major raw material used for manufacture of
SAW pipes are steel plates which are sourced locally and are also imported in
order to avail of duty concessions available from export of SAW pipes. It
constitutes of HSAW and LSAW pipes. The size range of the LSAW pipes varies
between 16 inches - 56inches for outer diameter and up to 50.8 mm of wall
thickness. For HSAW pipes it varies between 18 inches - 100 inches for outer
diameter and wall thickness of up to 25.4 mm. The combined installed large
diameter pipe manufacturing capacity of these facilities is 1,650,000 MT per
annum.
Ductile iron pipes
DI pipe find application in water transportation infrastructure and sanitation
projects. Owing to its superior characteristics with respect to tensile strength,
ductility, impact resistance, longer life, etc DI pipe replaced cast iron pipe in
developed countries in the field of water supply and sanitation and a similar
trend is being observed in India. DI pipe is being preferred for new projects
due to its superior performance and negligible price difference. The main
customers for DI pipes are PWDs (public works department) of State
governments, municipal bodies, companies implementing irrigation projects
and major contractors. Currently, the major suppliers of DI pipes are JSL and
Electro steel Castings Ltd. Port based facility of Ductile Iron pipes located on
41

Western coast of India. For the production of DI pipes they have state of the
art facility with latest technology. The installed capacity is of 300,000 MT per
annum with latest linings /coatings facilities conforming to
National/International standards.
Seamless tubes
Seamless tubes are used in the oil related as well as non oil related industries.
In oil and gas sectors they are used in applications such as line pipes, casing
pipe production tubing and drill pipes in oil refineries, petrochemical plants.
In non oil sector, seamless tubes are used for various mechanical, structural,
chemical and automobile applications. Demand of seamless tubes is mainly
dependent on the oil and gas exploration activities. With GOI focus on the self
reliance in oil and gas sector, exploration activities have increased many folds.
With participation of private players in exploration activities the demand of
seamless tubes has also increased significantly.

42

Competitive Advantage
U-O-E & J-C-O forming processes
This is a special type of process of forming the steel pipes which is only
followed by JSL. No other company follows this process. This is a method how
the pipes are formed, which give the company an advantage over its
competitors.

Pricing
JSL is believed in giving Value pricing to its customers. Prices for pipes are
lowest when compared to its competitors, where as the products are of very
good standards. It is considered a value for money.

Location advantage
Location has a very prominent role in pricing. Manufacturing plant of JSL is
located in Mundra in Gujarat which is close to the port. This gives easy access
for shipping of material to customers.

Quality Standards
JSL believes in keeping good quality standards. It follows ISO 9001, ISO14001,
ISO 18001 etc which are very high quality standards and internationally
recognized.
These are few factors which give JSL a competitive edge over other
competitors.

43

Human Recourse
&
Employee Relation

44

Departmental Structure
HR Functions

GM (HR & ER)

AGM- HR

•Manpower Planning.
•Recruitment
•Training &Development

•Promotions
•Transfer
•HR Policy related to all matters
•Disciplinary matter
•Welfare
•School
•Bachelor Accommodation

AGM-E R

•Disciplinary matter

•Industrial Relations
•Uniform
•Time office functions
•Contract Cell administration
•Pay roll administration
•Liaison with labour Dept.
•Legal Compliance
•Wage & salary administration

•Family Accommodation

45

Roles and Responsibility
Level

HOD – HR &
ER

AGM -HR

Responsibility
 Initiating activities related to legal issue of Civil Court, Labour
Court, Industrial Tribunal, High Court etc. on behalf of the
company.
 Liaison with various agencies including local authorities,
Revenue Officials, Labour Department, PF Authority, etc.
 Processing of all contracts related bills after verifying Labour
Law compliance
 Effective implementation & maintenance of Integrated
Management System in the department.
 Planning and providing resources for effective implementation of
Integrated Management System systems.
 Guiding and motivating personnel for effective follow-up of
Integrated Management System documentation with respect to
objectives and respective MP.
 Communicating Management reviews.
 Providing resources for objectives & targets.
 Ensuring effective internal communication in HR and ER
Departments.
 Approval of new objectives and targets in line with Integrated
Management policy.
 All activities related to training and development.
 Initiating activities related to in-house training as well as for
deputing employees for External Training programme.
 Initiating activities related to disciplinary action.
 Co-ordinating activities related to procurement and
disbursement of various items related to welfare.
 Man Power Planning activities.
 Initiating the process of recruitment, promotion and transfer of
employees.
46

Level

Responsibility








AGM-ER
(AMR)















Coordinating school administration through Educational Trust.
Monitoring the progress of Objective & Targets
Implementation of OCPs/WIs
Effective control of record which required for implementation of
Integrated Management System in the department.
Identifying new objectives and targets.
Guiding and motivating HR team for effective implementation of
Integrated Management Policy.
Identifying environmental aspects and hazards and other
requirements for effective implementation Integrated
Management System in the department.
Providing day to day consumables.
Supervising Time Keeping Function for both Staff & Officers.
Maintaining records of officers with respect to attendants, leave,
shift allowance, maintain LTC record and process the claims.
Maintaining record pertains to leave encashment. Maintaining
record of OL & Medical Leave of staff.
Time Office Administration & compliance of Factories Act and
maintain its records.
Checking and preparing salary and wage details etc.
Preparing legal compliance report for effective implementation
of Integrated Management System.
Updating legal register.
Assisting MR for effective documentation, Implementation and
maintenance of Integrated Management System.
Communicating non conformities related to Integrated
Management Systems.
Recording and reporting corrective and preventive actions for
identified Non conformities.
Assisting MR for performing internal audits as per plan.
Monitoring and periodically reporting the progress of Objective
47

Level

Responsibility





& Targets.
Assisting implementation of OCPs/WIs
Maintaining Records required for Integrated Management
System.
Plant cleanness and plant house keeping
Communicating identified environmental aspects and hazards to
his subordinates.

48

Process Flow Chart
Receive Approved Manpower Requisition From Respective HODs.

Find the Resumes from the various Sources.

Screening of Resumes as per Requirement.

Send the Screened Resumes to respective user department for short listing

Plan the interview schedule of short listed candidates and intimate to respective HOD.
Followed by completion of interview process.

After screening of finalization of compensation package, the selected candidates will be issued with
''letter of Offer''.
On going of the new employee with the organization and on successful completion of the training /
probationary period, the progress review report is forwarded to the concernd HOD for overall
assesment and for the recommendations . HR Department shall initiate the subsequent action of
confirmation of service of the employee.

Other Activities like Performance Appraisal, Promotion, Transfer, and Disciplinary Action Will Be taken
Care by Head Hr&Er Head in Consultation with Concerned HOD.

The annual performance of the employees working in IPU is accessed every year by their immediate
superior of the concerned department and HOD thru Performance Management System is reviewed by
HR&ER department in consultation with unit heads the HR&ER department shall tabulate the
recommendation of the HODs and the promotion /increments are released with Management's
consent.

49

HOD of Respective Department Identifies Training Needs Of Their Departmental Employees In
Performance Appraisal Forms For Staff And Officers And These Forms Are Sent To HR Dept.

HR Dept. Scrutinises appraisal forms and tabulates the needs.
HR Dept. Inform Training Schedule And On The Basis Of That The Concerned Department Head Is
Notified To Nominate The Employee Depending Upon Availability Of Seats. The Nominations Received
From Various Departments Are Screened By HR Dept. /Unit Head And Then Is Forwarded To
HODThrough Nomination Forms.
On Receipt Of Confirmation From HR, Concerned Employee Is Informed About His Nomination Through
HOD Who In Turn Confirms His Participation Directly To HRD Dept.
HR Dept. Co-Ordinate In-House Training for Employees As Identified In the Last Appraisal
HR Dept Maintains and Updates Necessary Records.
Records of Any Training (Internal Or External) Imparted To Employees Are Maintained In Training
Program Register After Receiving Training Feed Back Form The Concerned Employee.

OHS System Awareness Training Module Will Be Provided To The Entire Department.

Safety Awareness Training Module Will Be Prepared By HSE Dept.
Health Awareness Training Module Will Be Prepared By HR Dept.
Core team Members Will Impart Training in Their Departments and Record the Same in the Training
Record/ Sheet and Submit the Sheet to MR/ HR Dept. The Schedule for Training Will Be Submitted To
MR / HR Dept. from All Departments

In Case Of New Recruit, OHS Awareness Training Will Be Covered As A Part Of Induction Training.

If The Training Provided Is Not Sufficient, Further Training Is Provided.

50

HR & ER Process Sheet
CONTROLS:
 As per planning schedule.
 Training Requirements.






INPUTS:
Based on departmental needs.
Training Calendar.
All employees required for training.
Performance appraisal.








Activities:
Competency skill matrix
Training need identification
Training Planning and communication
Execution of training
Evaluation of training
Effectiveness verification

OUTPUTS:
 Trained personal
 Satisfied departmental needs
 Monitoring and Measurement of Processes:
- Monitoring the training given to employee’s monthly basis.
- Evaluate the training needs for the employees on regular basis
Objectives:
- To impart 15000 man hours of training in the current year – 100 %
compliance is targeted.
- 100% compliance to all applicable legal and other identified requirements.
- 20% more employees to be cover in IMS Awareness Training.

51

DISCIPLINARY ACTION
1

Purpose:

2

Scope of
Application:

To initiate disciplinary action against the delinquent
employees.
To maintain proper discipline of all the employees at JSL
(IPU).

Procedure:
Task
Responsibility
HR & ER department initiates disciplinary action
HOD – HR & ER
against an employee either on receipt of complaint
from HOD as per the Model Standing Order/Company
Rules are made applicable.
The disciplinary action proceedings by Standing
HOS – HR
Order/Company Rules as applicable. The appointment
of inquiry officer will be done by competent authority.
After approval of competent authority, Enquiry officer
HOS – HR
will be obtained for proceeding disciplinary action
delinquent employee.
The enquiry officer will be submitted the proceeding of
HOS – HR
enquiry with his finding to the competent authority.
Competent Authority will approve the findings to take
the disciplinary action employee will be recorded in the
service record of the concerned employees.
If the disciplinary action taken by the company has
HOD – HR & ER
been challenged by the employee before appropriate
Government Authority, then HR & ER Department will
initiate Legal proceedings after obtaining of competent
authority.
VERIFICATION, CORRECTIVE AND PREVENTIVE ACTION:
Concerned HOD shall ensure the implementation of the above procedure. In
case of any deviation corrective and preventive actions shall be initiated.
52

TRAINING & DEVELOPMENT
1

Purpose:

2

Scope of
Application:

To impart Training to employees of JSL, IPU,
Samaghogha Unit
All the employees of Jindal Saw Limited, (IPU)

Procedure:
Task
HOD of respective department identifies training needs of
their departmental employees in Performance Appraisal
forms for staff and officer and these forms are sent to Hr
department.
HR Department scrutinizes appraisal forms and tabulates
the needs.
HR Department inform training schedule on the basis of
the above table, the concerned department head is
notified to nominate the employee depending upon
availability. The nomination received from various
departments are screened by HR Department and then
forwarded to HOD through nomination forms.
On receipt of confirmation from HR & ER Department
concerned employee is informed about his nomination
through HOD who in turn confirms his participation
directly to HR Department.
HR Department co-ordinate in-house training for
employees as identified in the last appraisal.
HR Department maintains and updates necessary records.
Specific training if found necessary, is also organized by
HR Department in co-ordination with HOD.
Records of any training (Internal or External) imparted to
employees are maintained in Training programme
Register after receiving training feedback from the
concerned employee.
OHS System awareness training module will be prepared
by HSE Department.

Responsibility
Concerned HOD
HOS (HR)

HOS (HR)

HOS (HR)
HOS (HR)
HOS (HR)
HOS (HR)
HOS (HR)

HOS (HR)
53

Safety awareness training module will be prepared by HSE
Department.
Health awareness training modules will be prepared by
the HR Department.
All departments will be provided with training recording
sheet.
 Core Team Members will impart training in their
departments and record the same in the training
record/sheet and submitted to MR/HR Department
from all departments.
 In case of new recruited, IMS awareness training
will be covered as a part of Induction Training.
Training Module of IMS awareness will be reviewed once
in a year by MR in consultation with QC, HSE,
Administration and HR Department for updating the same.

HOD – HSE/HR
Department
Medical officer
HOS (HR)
Core Team
Members & AMR

HOS (HR)


54

Recruitment, Promotion, Transfer & Performance
Appraisal
1

Purpose:

2

Scope of
Application:

To ensure right person for right job through
Appraisal of employees.
Appraisal of JSL.

Procedure:
Task
Responsibility
 The approved manpower requirement is send by
HOD of the concerned Department to HR & ER
Head accordingly. All other related activities
regarding appointment are conducted by HR &
ER Head under concurrence.
 If the candidate is appointed on probation for a
specific period, the recommendation/appraisal
after expiry of said period is sending by HOD
through HR & ER Head for further necessary
action.
HR
 Other activities like promotion conducts transfer
Department/Concer
through HR head in consultation with HOD.
ned Department
 For promotion increment, the Performance
HOD
Appraisal forms are sent by HOD through Unit
Head to HR office for necessary action.
 All the employees working at JSL, IPU will be
assessed every year by their immediate superior
of the concerned Department Head/Superior
Officer of the assessment will be conducted by
HR & ER department annually.
55

WELFARE
1
2

Purpose:
Scope of
Application:

Activities related to Welfare of JSL, IPU Unit employees.
 Service Awards & Recognition.
 Uniform For Employees

Procedure:
Task
(A) SERVICE AWARDS
All the employees putting in long term & sincere
effort with JSL (IPU) are eligible for award as per the
committee decision.
All the eligible employees will be identified as per the
stipulated criteria.
The requirement of awards/prizes will be informed
to purchase department through indent other
system.
Purchase Department will procure the long term
service awards and handover the same to HR & ER
Department after approving the quality by HR & ER
Department.
HR & ER Department will disburse the award to the
eligible employees on independent Day/Republic
Day every year.
Award & Certificate is being issued to the concerned
eligible employees for acquiring good performance
in their respective area on the eve of Independent
Day/Republic Day every year.
(B) UNIFORM FOR EMPLOYEES
All the regular employees who are working in
company eligible for Uniform.
HR & ER Department will raise the uniform indent
and forward the tabulation of requirement of
uniform to Head office.
On receipt of uniform it will be verified with the
challan/Purchase Order quantity and will be

Responsibility
HOD (HR & ER)
HOD (HR & ER)
HOD (HR & ER)
HOD (HR & ER)
HOD (HR & ER)

HOD (HR & ER)
HOD (HR & ER)
HOS (ER)
HOS (ER)
HOD (HR & ER)
Officer/Executive
56

disbursed to the concerned employees and the
concerned will acknowledge the receipt of uniform
cloth in prescribed list. In case, the Purchase order
for Purchase of uniforms has been released ER
Department will certify the receipt of uniform &
disbursed accordingly.

57

“Observation”
Ever since the father of scientific management, Frederick Taylor, and
later Peter Drucker started classifying industrial workers and working
masses as the real assets of organizations and businesses, the concept
of human resources management has gained credence. Today, the
human resource department is often the engine room of an
organization. It devises, organizes and coordinates everything related
to the employees within an organization and the overall workplace.
The human resources department plays an important role in
attracting, motivating and retaining the most qualified employees. Its
structure depends on the size, type and needs of the organization. The
HR department structure and HR roles must align with the overall
corporate structure and business strategies.
Human resource management is responsible for the creation,
implementation and interpretation of personnel policy. A policy that is
unclear or open to many interpretations can lead to potential discord
both internally and externally. It is the duty of HR managers to make
certain their policies are clear and enforceable.
Their results-based training gives HR professionals the knowledge
they need to oversee a company's performance evaluation process. HR
managers know the procedures and criteria that produce rock-solid
appraisals not easily challenged by disgruntled workers. Conducting
effective performance appraisals demonstrates a company's
commitment to employee engagement, which boosts corporate image
and helps drive profits.
58

The human resources department is a versatile and multi-functional
division within an organization. The department is responsible for
hiring, employees, training workers, maintaining interoffice
relationships and interpreting employment laws. The department
works diligently behind the scenes to ensure an organization runs
efficiently.
When you receive your paycheck at the end of a payment cycle, you
can thank your payroll manager for providing you all that
information in a simple manner. Of course, if there's an error, that's
the person who will receive the brunt of the anger. A payroll manager
works within the human resources department of a business and is in
charge of handling all payroll duties within the company.
Managing a human resource department entails more than simply
hiring and firing employees. The human resource department is
essential in cultivating organizational development, working with
business units to provide services inclusive of training staff, explaining
and ensuring employment laws are followed, developing policies and
job descriptions, strategic planning, performance management,
recruitment and keeping the workplace environment safe.

59

Integrated
Management System

60

Important Instructions
This manual defines the Integrated Management System of JINDAL SAW
LIMITED (IPU) and is the intellectual property of the organization. Any
contents of this manual must not be reproduced / copied unless specifically
permitted in writing by the Authorized Personnel.
Normative References
Integrated Management System Manual briefly describes the Quality system,
Environmental performance and General health & Safety established and
maintained in the Jindal saw limited
(IPU)
Standards applicable: ISO 9001:2008, ISO 14001: 2004, OHSAS
18001:2007
Exclusion: QMS ISO 9001:2008
Exclusion to clause references no 7.3 [Design & Development Provision]
Design and Development provision does not apply to the activities currently
carried out by Jindal saw Limited (IPU) as the products are manufactured in
accordance with customer requirements/International standard
specifications. If the company introduces this activity in future, the MR shall
ensure that relevant policies and procedures are documented & implemented
as per requirements of standards ISO 9001:2008, ISO 14001: 2004, OHSAS
18001:2007
Statutory & Regulatory requirement. :
Jindal saw Limited (IPU) follows statutory and regulatory requirements to
product & Process applies with its latest revisions and amendments and
commits to abide by conditions said therein. Jindal saw Limited (IPU) also
follows requirements of EMS ISO 14001:2004 and BS OHSAS 18001:2008
Data for the above is updated in Register of regulations
64

Following are the definitions terminology used in integrated
management system Integrated management system Requirements‐
Requirements of ISO 9001:2008, ISO
14001:2004 & BS OHSAS 18001:2007 standards
Definitions based on the standard of Quality Management system – ISO
9001:2008
Acceptance Criteria
Defined limits placed on characteristics of materials, products or services
Customer
The recipient of a product provided by organization.
Calibration
Comparison and adjustment to a standard of known accuracy.
Control Features
A documented method to perform an activity to ensure conformance with
specified requirements.
Controlled Document
Any document which has a unique no. or other identification, issue no., issue
date etc. and is stamped “CONTROLLED” in red ink.
Concession/ Waiver
Written authorization to use or release a quantity of material, components or
stores already produced but which do not confirm to the specified
requirements.
Delivery
That point in time and physical location at which the agreed transfer of
ownership takes place.

65

Design Acceptance Criteria
Defined limits placed on characteristics of materials, products or services
established by the manufacturer to ensure conformance to the product design.
Documentation
Recorded information
Defects
The non‐fulfillment of intended usage requirements.
Grade
An indicator of category or rank related to features or characteristics that
cover different sets of needs for products or services intended for the same
functional use.
Inspection
Activities such as measuring, examination, testing, gauging one or more
characteristics of a product or services and comparing these with specified
requirements to determine conformity.
Manufacturer
An applicant who makes or process products.
Manufacturing Acceptance Criteria
Defined limits placed on characteristics of materials, products and services
established by the manufacturer to ensure conformance to the manufacturing
requirements.
Nonconformity
The non‐fulfillment of specified requirements. Any non‐fulfillment of or
deviation from specified requirements of product Result of activities or
processes.

66

Process
A set inter‐related resources and activities which transform inputs into
output.
Product Permit/ Deviation Permit
Written authorization, prior to production or before provision of a service to
depart from specified requirements for a specified quantity or for a specified
time.
Product Liability
Service liability, a generic term used to describe the onus on a producer or
others to make restitution for loss related to personal injury, property damage
or other harm caused by a product or service.
Quality
The totality of features and characteristics of a product or service that bear on
its ability to satisfy stated or implied needs. Conformance to specified
requirements.
Quality Loop
Quality spiral conceptual model of interacting activities that influence the
quality of a product or service in the various stages ranging from the
identification of needs to the assessment of whether these needs have been
satisfied.
Quality Policy
The overall quality intentions & policy direction of organization as regards
quality as formally expressed by the top management.
Quality Management
That aspect of the overall management function that determines and
implements the quality policy.

67

Quality Assurance
All those planned and systematic action necessary to provide adequate
confidence that a product or service will satisfy given requirements for
quality.
Quality Control
The operational techniques & activities that are used to fulfill requirements
for quality.
Quality System
The organizational structure responsibilities, procedures, processes &
resources for implementing quality management. The organizational
structure, responsibilities, control features and resources needed to manage
quality.
Quality Plan
A document setting out the specific quality practices, resources and sequence
of activities relevant to a particular product, services, contract or project
Quality Audit
A systematic and independent audit examination to determine whether
quality activities and related results comply with planned arrangements and
whether these arrangements are implemented effectively and are suitable to
achieve objectives.
Quality Surveillance
The continuing monitoring and verification of the status or procedures,
methods, condition processes, products and services and analysis of records
in relation to stated reference to ensure that specified requirements for
quality are being met.

68

Quality Management Review
A formal evaluation by top management of the status and adequacy of the
quality system interrelation to quality policy and new objectives resulting
from changing circumstances.
Reliability
The ability of an item to perform a required function under stated conditions
for a stated period of time.
Specification
The document that prescribes the requirements with which the product or
services has to conform.
Special Process
Process, the result of which cannot be fully verified by subsequent inspection
and testing of product
Supplier
Any individual or company that provides materials, products or services to
the manufacturer.
Critical material
Material whose specifications are critical and affect the quality of product.
Organization
The organization that provides a product to the customer.
Traceability
The ability to trace the history, application or location of an item or activity or
similar items or activities by means of recorded identification.

69

Definitions based on the standard of Environmental Management system
ISO 14001:2004.
Continual improvement: Recurring processes of enchanting the
environment management system in order to achieve improvements in
overall environmental performance consistent with the organization’s
environmental policy.
Corrective action: Action to eliminate the cause of a detected nonconformity.
Environment: Surroundings in which an organization operates, including air,
water, land, natural resources, flora, fauna, humans and their interrelation.
Environmental aspect: Element of an organization’s activities or products or
services that can interact with the environment.
Environmental impact: Any change to the environment, whether adverse or
beneficial, wholly or partially resulting from an organization’s environmental
aspects.
Environmental management system (EMS): Part of an organization’s
management system used to develop and implement its environmental policy
and manage its environmental aspects.
Environmental objective: Overall environmental goal, consistent with the
environmental policy, that an organization sets itself to achieve.
Environmental performance: Measurable results of an organization’s
management of its environmental aspects
Interested parties: Person or group concerned with or affected by the
environmental performance of an organization.

70

Internal Audit: Systematic, independent and documented process for
obtaining audit evidence and evaluating it objectively to determine the extent
to which the environmental management system audit criteria set by
organization are fulfilled.
Nonconformity: Non‐fulfillment of a requirement.
Prevention action: Action to eliminate the cause of a potential
nonconformity.
Prevention of pollution: Use of processes, practices, techniques, materials,
products, services or energy to avoid, reduce or control the creation. Emission
or discharge of any type of pollutant or waste in order to reduce adverse
environmental impacts.
Definitions based on the standard of Occupational health and safety
assessment series addressed in BS OHSAS 18001: 2007.
Acceptable risk: Risk that has been reduced to a level that can be tolerated
by the organization having regard to its legal obligations and its own OH&S
policy.
Audit: Systematic, independent and documented process for obtaining “audit
evidence” and evaluating it objectively to determine the extent to which “audit
criteria” are fulfilled.
Continual Improvement: Recurring process of enhancing the OH&S
management system in order to achieve improvements in overall OH&S
performance consistent with the organization’s OH&S policy.
Corrective Action: Action to eliminate the cause of a detected nonconformity
or other undesirable situation.
Document: Information and its supporting medium.
71

Hazard: Source, situation or act situation with a potential for harm in terms of
injury or ill health or a combination of these.
Hazard identification: Process of recognizing that a hazard exists and
defining its characteristics.
Ill health: Identifiable, adverse physical or mental condition arising from
and/or made worse by a work activity and /or work related situation.
Incident: work related event in which an injury or ill health or fatality
occurred, or could have occurred.
Note 1: An accident is an incident which has given rise to injury, ill health or
fatality.
Note 2: An incident where no injury, ill health, fatality occurs may also be
referred as “near miss”, “near hit”, “close call” or “dangerous occurrence”.
Note 3: An Emergency situation is a particular type of incident
Interested parties: person or group, inside or outside the workplace,
concerned with or affected by the OH&S performance of an organization.
Nonconformity: Non‐fulfillment of a requirement.
Occupational health and safety: Conditions and factors that affect or could
affect the health and safety of employees or other workers, visitors or any
other person in the workplace.
OH&S management system: Part of an organizations management system
used to develop and implement its OH&S policy and manage its OH&S risks.
OH&S objective: OH&S goal, in terms of OH&S performance, that an
organization sets itself to achieve.
72

OH&S performance: Measurable results of an organization’s management of
its OH&S risks.
OH&S policy: Overall intentions and direction of an organization related to its
OH&S performance as formally expressed by top management.
Organization: Company, corporation, firm, enterprise, authority or
institution, or part or combination thereof, whether incorporated or not,
public or private, that has its own functions and administration.
Preventive action: Action to eliminate the cause of a potential nonconformity
or other undesirable potential situation.
Procedure: Specified way to carry out an activity or a process.
Record: Document stating results achieved or providing evidence of activities
performed.
Risk: Combination of the likelihood of an occurrence of a hazardous event or
exposure and the severity of injury or ill health that can be caused by the
event or exposure.
Risk assessment: Process of evaluating the risk arising from a hazard, taking
into account the adequacy of any existing controls, and deciding whether or
not the risk is acceptable.
Work place: Any physical location in which work related activities are
performed under the control of the organization
Customer / Interested Parties:
• Customers
• Regulating Authorities
• Nearby Companies/ localities
• Third Party Inspectors
• API/SASO
73

Suppliers / Interested Parties:
• Suppliers of materials/ products/ parts
• Suppliers of Services
• Suppliers of Equipments/ machines
• Contractors
• Various Consulting Organizations

74

Certifications
FOR JINADAL SAW LTD. (IPU)
OHSAS BS 18001:2007 TUV NORD Baroda
EMS ISO 14001:2004 BVC Ahmadabad
FOR DI PIPES
QMS Certifications – ISO 9001:2008 from BVC
Ahmadabad
BIS License‐ for DI pipes IS: 8329:2000 from
M/s. BIS Rajkot.
Kite Mark License for DI pipes ISO: 2531 BSEN:
545 from BSI, UK (London)
FOR JCO & SPIRAL:
QMS as per ISO 9001:2008
API Monogramming License from API 5L/IS:
3589
FOR COATING
QMS as per ISO 9001:2008

75

Strengths of Management Systems
The company over all has achieved required levels of consistency of
operations and as well necessary controls for environment and safety
within short period.
Company’s strength includes:
→ Strong Technical Expertise.
→ Professional Management.
→ Well‐Equipped Plant
→ Trained Manpower
→ Optimum utilization of man, machine, materials, Methods and Money.
→ High adherence to requirements/specifications
→ Positive Work Environment
→ Health, Safety and Environmental consciousness
1. The company ensures to protect environment during production and
maintenance activity.
2. The selection of site, material and methods are ensured to have minimal
impact on environment
3. Focused policy for all management systems approved by Managing
Director
4. Objectives and targets are derived using all the inputs suggested in
different management system standards.
5. Electronic Legal Register has been developed considering detailed
requirements of various applicable OHS legislation.
6. “Other Requirements” have been derived and are being finalized.
7. Plant is certified for its QMS as per ISO 9001 Standard & OH&S
management system using BS OHSAS 18001 standard.
8. Monthly patrol rounds are conducted in all zones by Safety Officers.
Special safety review rounds are conducted using experts from consulting
organizations. Additionally, each dept also conducts the safety and
environmental patrol round monthly.
9. HSE dedicated magazine “Jaishila” is published annually on the event of
5th June, World
76

10. Environment Day and the copy is sent to all employees, their families and
other stake holders.
11. Hazardous waste is managed with environmentally sound waste disposal
practices.
12. All licenses, authorizations, consents are renewed well in time and all the
statutory submissions are done much earlier than the legal limits. Special
round of legal compliance evaluation has been conducted using
professional services to ensure legal compliance to the maximum
possible extent.
13. The plant also has one full time Fire officers trained at Fire Engineering
College at Nagpur.
14. Additionally a team of fire sentries are deployed all over the Plant for
monitoring the hot work permits. The plant has a very good fire safety
management system including special fire water reservoirs, fire hydrants
system, sufficient no of fire extinguishers backed up by annual
maintenance contract for maintaining the extinguishers, fire tender, etc.
15. Top management commitment for all management systems is excellence
is quite evident based on the time spent in reviews, number of training
programs conducted to create awareness on different management
systems.
16. All the incidents are reported, investigated with specific authorized
person’s involvement for major cases and CAPA are implemented.
17. The plant has organized visits of OHS core team members to various
other JSL plants to study good OHS practices. It has further planned for
taking the teams of management and union to visit the OHS best practice
plants in India for bench marking purpose.
18. A commitment to environment
19. Committed to environmental sustainability
20. Building an enviable environmental reputation
21. Compliance with standards, codes of manufacturing is adhered during the
production of all products at JINDAL SAW LIMITED (IPU) on a regular
basis.

77

22. Monitoring and control product and its characteristics are accomplished
mainly through In-process and final inspection/testing. Statically process
control data, internal audit results used for process improvement.
23. Equipment and process when newly installed are approved by MD.
24. Preventive maintenance of equipment/machines used for production is
carried out to ensure the continued process capability and availability of
plant/machinery for production and reduce the impacts on the
environment.

78

Procedure for Document Control
Purpose:
To establish procedure for document control with respect to
adequacy assessment, approval, issue, amendment, use of current
versions, controls on documents of external origin and
management of obsolete documents.
Scope
This procedure covers the document control activities for:
 Integrated Management System Policy
 Integrated managements system Objectives
 Integrated Management System Manual
 Integrated Management System Procedures
 Departmental Manuals
 Codes and Standards
 Equipment Manuals
 Other External Origin documents
References
 Integrated Management System Manual
 Master List of IMS Documents
 IMS Departmental Manuals
 International Standard QMS‐ISO 9001, EMS‐ ISO 14001 & OHSAS BS
18001—Requirements
Procedure:
Sr.
Details
Responsibility
No.
1. Document control system that controls all documents
AM
and data that relate to satisfy the elements of
International Standard QMS‐ISO
9001,EMS‐ISO 14001 and OHSAS‐BS 18001 shall
ensures that :
79

2.

3.
4.

 They can be located.
 They are periodically reviewed, revised as
necessary and approved for adequacy by
authorized personnel.
 The current versions of relevant documents are
available at all locations where operations could
significantly impact the performance of
Integrated Management System.
 They are legible, dated, readily identifiable and
properly stored.
 The right document is available at the right time
in the right place.
 Documents are revised/ updated based on the
outcomes of audit results, improvements,
changes in base data, legal requirements, etc
Documents shall be approved before use, When
necessary to update the documents shall be changed
and reapproved before issue.
Documents shall be identified by suitable headers
and/or numbers.
Documents/
Procedures
under
Integrated
management system shall
include‐
 Title
 Document number ‐‐‐‐‐‐‐‐Document number
will be defined as
 Manual‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐JSL/IPU/IMS/MN‐01…
 IMS
Procedure‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
JSL/
IPU/IMS/PR‐01…
 Department
Manual‐‐‐‐‐‐‐‐‐‐
JSL/IPU/IMS/DM‐01…
 IMS Formats ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ JSL/IPU/IMS/FR‐01…
 Version Number

Director/Unit
Head/HODs
MR /AMR
MR/AMR

80

5.

6.

7.

8.

 (X.Y) is the Version number
 X‐‐‐‐‐ Issue Number (1, 2…..)
 Y‐‐‐‐‐‐ Revision Number (0, 1, 2….)
 Effective date

Date on which the newly approved
document becomes effective.
 Signature of Person(s) responsible for
preparation and an approval.
 The revision status of the documents.
 Reason for changes is updated in the
MR/AMR
amendment history document.
 Records shall be maintained according to
requirements of their corresponding procedure.
 Applicable documents shall be made available
wherever required.
External Origin Documents, such as equipments
MR/AMR
manual and standards shall also be controlled through
master‐list of documents of respective department.
Obsolete versions of documents shall be moved to MR/HODs/User
obsolete file after placing new approved documents.
Obsolete Documents shall be destroyed/ Deleted. If
required to retain, they shall be marked as
Obsolete/old and shall be stored in folder having such
name.
The documents posted on common data centre
IT Head
(Server Copy) shall be protected for any virus, fire
risk, etc by IT department

81

Documents and Records
 Master list of IMS Documents
 Integrated management system manual
 IMS Departmental Manuals
 IMS Procedures
 List of Records
 International Standard ISO 9001:2008, ISO 14001:2004 & BS OHSAS
18001:2007
Effectiveness Indicators
 The document control is verified during internal audits.
 Any audit issues to be resolved timely.
 Implementation of Corrective and preventive actions

82

Procedure for Record Control
Purpose
This procedure defines the methodology for the control of records in order to
establish, implement & maintain a procedure for identification, maintenance,
storage, protection, retrieval, retention and disposal of records as well as
results of audits and reviews.
Scope
This procedure is applicable to all the activities, services and products of
Jindal saw limited (IPU) intended for the control of records in order to
demonstrate the conformance to specified requirements and the effective
operations of the integrated management system.
References
 Integrated management system manual
 IMS Departmental Manual
 International Standard ISO 9001:2008, ISO 14001:2004 & BS OHSAS
18001:2007
Procedure:
Sr. No.
Details
1.
The records shall be maintained as hard copy
and or on electronic media.
The concerned department shall maintain
records in legible & easily retrievable
condition during the retention period.
2.
Soft Copy records, worksheets shall be stored
in computer with restricted access
3.
The registers and reports for the records shall
be kept safely in cupboards/drawers in such a

Responsibility
HODS/AMRS/MR

HODS/AMRS/MR
HODS/AMRS/MR

84

4.

5.

6.

way as to prevent damage, deterioration or
loss
After the records are no more required (after HODS/AMRS/MR
retention
period),
they
shall
be
destroyed/deleted.
Retention period of records shall be decided HODS/AMRS/MR
and mentioned in the list of records by
originating department following aspects may
be considered for deciding the retention
period. Records of following category shall be
retained:
 Regulatory record
 Contractual requirements
 Record Relevant to track down
Performance of the organization
 Emergency Response and preparedness
The record shall be maintained and made HODS/AMRS/MR
available for evaluation to the interested party
or his representative, if necessary.

Documents and Records













Training
Process monitoring
Inspection, maintenance and calibration
Contractor and supplier
Incident investigations
Tests for emergency preparedness,
Internal and External audits
Management review Meetings
Communication records
Applicable legal requirements,
Significant environmental aspects and OH&S hazards
HSE meetings,
85

Jindal Saw Limted - Commercial Functions Internship Report

Jindal Saw Limted - Commercial Functions Internship Report

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