Annual Report-Ministry of Steel 2020-21

ANNUAL REPORT
2020-21
Ministry of Steel
Government of India
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ANNUAL REPORT 2020-21
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S. No. Chapter Page

I. Highlights 4
II. Organisational Structure and Functions of Ministry of Steel 7
III. The Indian Steel Sector: Progress and Potential 10
IV. Steel Policies, Recent Initiatives and Impact of Covid-19 Pandemic 19
V. Public Sector 25
VI. Private Sector 37
VII. Capacity Building, Technical Institutions and Skill Development 40
VIII. Research and Development 43
IX. Promotion of Steel Usage 46
X. Energy, Environment Management and Climate Change 51
XI. Development of North-Eastern Region 53
XII. International Cooperation 54
XIII. Development of Information Technology 55
XIV. Safety 62
XV. Welfare of Weaker Sections of Society 65
XVI. Vigilance 69
XVII. Grievance Redressal Mechanism 79
XVIII. Divyang and Steel 83
XIX. Progressive Use of Hindi 85
XX. Empowerment of Women 90
XXI. Corporate Social Responsibility 93
XXII. Implementation of Right to Information Act, 2005 101
ANNEXURES 104
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CHAPTER-I
HIGHLIGHTS
1.1 Trends and developments in Steel Sector
l During the period of January to December, 2020, India remained the 2nd largest producer of Crude Steel in the
world [provisional, Source: World Steel Association (WSA)]
l The Crude Steel production expanded from 95.477 Million Tonne (MT) in 2016 to 99.57 MT (provisional) in
2020. However, the Crude Steel production showed a decline of 10.6% over the Corresponding Period Last Year
(CPLY).
l Capacity for domestic crude steel expanded from 128.277 Million Tonne Per Annum (MTPA) in 2016 to 142.724
MTPA in 2020.
l During January - December 2020, the following was the industry scenario (provisional, Source : JPC):
a) Crude Steel production stood at 99.570 MT. SAIL, RINL, TSL Group, AM/NS (erstwhile Essar Steel), JSW
Steel Ltd. and JSPL together produced 64.068 MT with a share of 64% in total production which was down
by 6.7% over the CPLY. The rest amounting to 35.502 MT came from the other producers. With 81% share
in total Crude Steel production, the Private Sector produced 80.622 MT Crude Steel which was down by
10.8% over the CPLY.
b) Pig Iron production was at 4.502 MT, down by 24.7% over the CPLY. With a share of 28% in total Pig Iron
production, SAIL, RINL, TSL Group, AM/NS, JSWL and JSPL together produced 1.249 MT which was down
by 13% over the CPLY. The rest came from the other producers with a decline of 28.5% over the CPLY. The
Private Sector produced 3.929 MT which was down by 26.3% over the CPLY.
c) Facts for total finished steel (non-alloy + alloy/stainless):

v Production of total Finished Steel stood at 91.435 MT showing a decline of 12.1% over the year.
v Export of total Finished Steel stood at 10.15 MT showing an annual growth of 23.7%.
v Import of total Finished Steel was at 4.463 MT, down by 40.0% over the CPLY.
v India was a net exporter of total Finished Steel (in volume).
v Consumption of total Finished Steel was 88.535 MT showing a decline of 13.7% over the CPLY.
Detailed information on production, consumption, import and export of total Finished Steel (alloy + non-alloy) and
production of crude steel for the last five years (2016-2020) are shown in the table below:
(in million tonne)
Item 2016 2017 2018 2019 2020*

Crude Steel
Production 95.477 101.455 109.250 111.344 99.570
Finished Steel
Consumption 83.642 88.679 96.737 102.622 88.535
Import 8.430 7.828 7.295 7.440 4.463
Export 5.902 10.871 6.692 8.205 10.150
Source: JPC; *provisional
Note: It may be noted that JPC revised the finished steel reporting system after March 2018. Prior to March 2018 JPC
used to report Gross Production of Finished Steel. From April 2018 onwards, JPC has been reporting the Crude Steel
Equivalent Production of Finished Steel.
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* - Provisional
1.2 Supply of Liquid Medical Oxygen (LMO) by Steel Companies

l To meet the huge demand in almost all State/Regions, Liquid Oxygen is being diverted from industrial use to
medical use by Steel PSUs as well as Private Companies w.e.f 11.09.2020.
l As on 16.02.2021, 100105 mt LMO has been supplied to various States, out of which 72202 mt by Private
Sector and 27903 mt by Steel PSUs.
1.3 Highlights of CPSEs during 2020-21

1.3.1 Steel Authority of India Ltd. (SAIL)
l Crude Steel Production of 10.659 milllion tonne and finished Steel of 7.513 milllion tonne (upto December, 2020).
l Sales turnover was Rs. 61,025 crore for the year ended 31st March, 2020, Rs. 45,286 crore for the nine months
ended 31.12.2020 and Rs. 45,001 crore for nine months ended 31.12.2019.
l Net worth of the Company was Rs. 37,182 crore as on 31.12.2019, Rs. 39,777 crore as on 31.03.2020 and
Rs. 40,196 crore as on 31.12.2020.
l An Interim dividend of Re.1/- per share of Rs.10 each declared for the Financial Year 2020-21.
1.3.2 Rashtriya Ispat Nigam Ltd. (RINL)
l Crude Steel Production of 2.728 million tonne and Sales of 3.10 million tonne of Saleable Steel upto Dec 2020.
l Achieved cumulative Sales Turnover of Rs. 11,447 crore upto December 2020 (Provisional).
l Net worth of the Company Rs. 3272 crore as on 31.03.2020 and Rs. 1142 crore as on 31.12.2020.
l Exports of more than 1 million tonne was achieved for the first time with a total export sales of 1.07 MT of
Saleable Steel upto December 2020.
1.3.3 NMDC Ltd.
l Production of iron ore was 21.84 million tonne upto December, 2020.
l Domestic sale of iron ore was 20.68 million tonne upto December, 2020.
l Export sale of iron ore was 1.47 million tonne upto December, 2020.
l Total Sale of iron ore was 22.16 million tonne upto December, 2020.
l NMDC has earned Profit Before Tax (PBT) of Rs. 4635 crores upto December, 2020.
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1.3.4 MOIL Ltd.
l MOIL Ltd. Produced 7.41 lakh tonne of manganese ore upto December, 2020 (provisional).
l The total income of the company was Rs. 796.05 crore upto December, 2020 (provisional).
l The Profit Before Tax of the company was Rs. 82.24 crore upto December, 2020 (provisional).
l The Profit After Tax (PAT) was Rs. 63.68 crore upto December, 2020 (provisional).
l The Net Worth of the company was Rs. 2763.38 crore as on 31.03.2020 and Rs. 2762.14 crore as on
31.12.2020.
l MOIL has paid final dividend of Rs. 71.20 crore for the financial year 2019-20 and to Central Government
Rs. 38.34 crores.
1.3.5 MECON Ltd.
l Achieved Turnover of Rs. 325.29 crore upto December, 2020 (provisional).
l The Net Worth of the Company was Rs. 291.64 crores upto December, 2020 (provisional).
l PBT/PAT of (-) Rs. 141.85 crore upto December, 2020 (provisional).
1.3.6 MSTC Ltd.
l Turnover of Rs. 237.70 crore has been achieved upto December, 2020 (provisional).
l PBT of Rs. 60.82 crore has been achieved upto December, 2020 (provisional).
l PAT of Rs. 39.56 crore has been achieved upto December, 2020 (provisional).
1.3.7 KIOCL Ltd
l Production of Iron Ore Pellets of 2.166 million tonne was achieved upto December, 2020 (provisional).
l Sale of 2.240 million tonne of iron ore pellets has been achieved upto December, 2020 (provisional).
l Revenue from operation of Rs. 1942.60 crore has been achieved upto December, 2020 (provisional).
l PBT of Rs. 121.01 crore has been achieved upto December, 2020 (provisional).
l PAT of Rs. 90.56 crore has been achieived upto December, 2020 (provisional).
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CHAPTER-II
ORGANISATIONAL STRUCTURE AND

FUNCTIONS OF MINISTRY OF STEEL
2.1 Introduction
The Ministry of Steel is under the charge of the Minister of Steel and is assisted by Minister of State for Steel. The
Ministry is responsible for planning and development of Iron and Steel industry, development of essential inputs such
as iron-ore, limestone, dolomite, manganese ore, chromites, ferro-alloys, sponge iron etc. and other related functions.
Details of the subjects allocated to the Ministry may be seen at Annexure-I. The details of Minister-in-charge and the
officers up to the level of Deputy Secretary is given in Annexure-II. The Ministry of Steel has a sanctioned strength of
246 employees out of which 181 employees are in position as on December 31, 2020.
2.1.1 Key Functions of the Ministry of Steel
l Promoting the development of infrastructure required for enhancing national steel production.
l To facilitate adequate availability of raw materials for steel industry from domestic and overseas sources.
l Creating and updating a comprehensive data base for various segments of the steel industry.
l To monitor the physical and financial performance of CPSEs and capital expenditure on projects.
l Monitoring performance of commitments made in the MOUs and modernization and expansion programme of
CPSEs.
l Facilitate improvement in performance of Iron and Steel industry through R&D and Technology intervention,
Quality Control and improvements in techno-economic parameters.
l Boosting domestic demand for steel through promotional efforts.
2.1.2 Key Divisions
The Ministry has 25 sections dealing with various subjects. The key divisions include Establishment, General
Administration, Coordination, Budget and Finance, Projects and International Cooperation, Steel Development (Institutes),
Technical Division, SAIL, MF, NMDC, Raw Materials, Trade and Taxation, Make in India (Industrial Development),
MECON, RINL, Board Level Appointments, KIOCL, MOIL, Economic Division and Statistics Division.
2.2 Other Related Organisations of the Ministry of Steel

2.2.1 Joint Plant Committee (JPC)
Accredited with ISO 9001: 2015 certification, Joint Plant Committee (JPC) is the only institution in the country under
the aegis of Ministry of Steel, Government of India to collect data on the Indian iron and steel industry, resulting in the
creation and maintenance of a complete and non-partisan databank on this industry. JPC is headquartered at Kolkata
with a pan-India presence through regional and extension offices engaged in data collection.
JPC is currently headed by Additional Secretary to Government of India, Ministry of Steel as its Chairperson and
has representatives from the Government of India, steel producers, steel associations and other organisations as its
esteemed Members. JPC performs following functions:
l Collection of production, stock and raw material data from the producers.
l Collection of domestic retail market prices from four metros.
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l Collection of emerging data items like retail prices from steel clusters, employment data, etc.
l Regular follow-up, monitoring and related liaison activities with industry.
l Visit to defaulting steel producing units for on-spot data collection.
l Active role in field level collection during segment surveys.
l Organizational support to seminars and exhibitions including Ministry of Steel events such as Steel Consumers’
Council meetings, Secondary Steel Sector awards among others.
A range of publications and data reports, on monthly and annual basis, ensure the spread of information and data to
all stakeholders of industry. A dynamic website with online query module and a mobile app ensures access to data in
real time to all stakeholders.
Economic Research Unit (ERU), a wing of JPC at New Delhi, provides support for research, forecasting exercises,
examination of policy matters and techno-economic studies.
2.3 List of Public Sector Units under the administrative control of the Ministry of
Steel:
Sl. No. Name of the Headquarters Subsidiaries
Company
1. SAIL Ispat Bhawan, Lodi Road, SAIL Refractory Co. Ltd.
New Delhi - 110003 Post Bag No. 565 Salem-636005
(TN)
2. RINL Administrative Building, Visakhapatnam EIL, OMDC and BSLC C/o

- 530031 (Andhra Pradesh) SAIL Office, Ground Floor,
Plot No. 271, Bidyut Marg,
Shastri Nagar, Unit -IV,
Bhubaneswar, Odisha-751001
3. NMDC Ltd. Khanij Bhawan, 10-3 -311/A, Castle

Hills, Masab Tank, Hyderabad-500028
(Andhra Pradesh)
4. MOIL Ltd. MOIL Bhawan, 1-A, Katol Road,

Nagpur-440013 (Maharashtra)
5. MSTC Ltd. 225-C, Acharya Jagdish Ferro Scrap Nigam Ltd., (FSNL)
Chandra Bose Road, Kolkata-700020 FSNL Bhawan, Equipment Chowk,
(West Bengal) Central Avenue, Bhilai-490001
(Chhattisgarh)
6. MECON Ltd. MECON Building, Ranchi-834002

(Jharkhand)
7. KIOCL Ltd. II Block, Koramangala

Bengaluru-560034 (Karnataka)
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AS&FA : Additional Secretary & Financial Adviser
JS : Joint Secretary
CCA : Chief Controller of Accounts
EA : Economic Adviser
DDG : Deputy Director General
IA : Industrial Advisor
Dir : Director
DS : Deputy Secretary
JD : Joint Director
US : Under Secretary
Directors/DSs reporting to more than one JS are shown
more than once for the sake of clarity.
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Organization Chart of The Ministry as on December 31, 2020
CHAPTER-III
THE INDIAN STEEL SECTOR:

PROGRESS AND POTENTIAL
3.1 Introduction
At the time of Independence in 1947, India had only three steel plants - the Tata Iron and Steel Company, the Indian Iron
and Steel Company and Visveswaraya Iron and Steel Ltd and a few electric arc furnace-based plants. The period till
1947 thus witnessed a small but viable steel industry in the country, which operated with a capacity of about 1 million
tonne and was completely in the private sector. From the fledgling one million tonne capacity status at the time of
independence, India has now risen to be the 2nd largest crude steel producer in the world and the largest producer of
sponge iron. From a negligible global presence, the Indian steel industry is now globally acknowledged for its product
quality. As it traversed its long history since independence, the Indian steel industry has responded to the challenges
of the highs and lows of business cycles. The first major change came during the first three Five-Year Plans when in
line with the economic order of the day, the iron and steel industry was earmarked for state control. From the mid-50s
to the early 1970s, the Government of India set up large integrated steel plants in the public sector at Bhilai, Durgapur,
Rourkela and Bokaro. The policy regime governing the industry during these years involved:
l Capacity control measures: Licensing of capacity, reservation of large-scale capacity creation for the public
sector units.
l A dual-pricing system: Price and distribution control for the integrated, large-scale producers in both the private
and public sectors, while the rest of the industry operated in a free market.
l Quantitative restrictions and high tariff barriers.
l Railway freight equalization policy: To ensure balanced regional industrial growth.
l Controls on imports of inputs, including technology, capital goods and restrictions on finances and exports.
3.1.1 The large-scale capacity creation in the public sector during these years contributed to making India the 10th
largest steel producer in the world as crude steel production grew markedly to nearly 15 million tonne in the span of
a decade from a mere 1 million tonne in 1947. But the trend could not be sustained from the late 1970’s onwards, as
the economic slowdown adversely affected the pace of growth of the Indian steel Industry. However, this phase was
reversed in 1991-92, when the country replaced the control regime by liberalization and deregulation. The provisions
of the New Economic Policy initiated in the early 1990’s impacted the Indian steel industry in the following ways:
l Large-scale capacities were removed from the list of industries reserved for the public sector. The licensing
requirement for additional capacities was also withdrawn subject to locational restrictions.
l Private sector came to play a prominent role in the overall set-up.
l Pricing and distribution control mechanisms were discontinued.
l The iron and steel industry were included in the high priority list for foreign investment, implying automatic
approval for foreign equity participation up to 50%, subject to the foreign exchange and other stipulations
governing such investments in general.
l Freight equalization scheme was replaced by a system of freight ceiling.
l Quantitative import restrictions were largely removed. Export restrictions were withdrawn.
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3.1.2 For steel makers, opening up of the economy opened up new channels of procuring their inputs at competitive
rates from overseas markets and also new markets for their products. It also led to greater access to information
on global operations/techniques in manufacturing. This, along with the pressures of a competitive global market,
increased the need to enhance efficiency levels so as to become internationally competitive. The steel consumer, on
the other hand, was now able to choose items from an array of goods, be it indigenously manufactured or imported.
With the opening up of the economy in 1992, the country experienced rapid growth in steel making capacity. Large
integrated steel plants were set up in the Private Sector by Essar Steel, Ispat Industries, Jindal Group etc. Tata Steel also
expanded its capacity. Some of the notable milestones in the period included the following:
l Emergence of the private sector with the creation of around 9 million tonne of steel capacity based on
state-of-the-art technology.
l Reduction/ dismantling of tariff barriers, partial float of the rupee on trade account, access to best-practice of
global technologies and consequent reduction in costs - all these enhanced the international competitiveness of
Indian steel in the world export market.
3.1.3 After 1996-97, with the steady decline in the domestic economy’s growth rate, the Indian steel industry’s pace
of growth slowed down and in terms of all the performance indicators - capacity creation, production, consumption,
exports and price/ profitability - the performance of the industry fell below average. In foreign trade, Indian steel was
also subjected to anti-dumping/ safeguard duties as most developed economies invoked non-tariff barriers. Economic
devastation caused by the Asian financial crisis, slowdown of the global economy and the impact of glut created by
additional supplies from the newly steel-active countries (the steel-surplus economies of erstwhile USSR) were the
factors that pulled down growth levels. However, from the year 2002, the global industry turned around, helped to a
great extent by China, whose spectacular economic growth and rapidly-expanding infrastructure led to soaring demand
for steel, which its domestic supply could not meet. At the same time, recoveries in major markets took place, reflected
by increase in production, recovery of prices, return of profitability, emergence of new markets, lifting of trade barriers
and finally, rise in steel demand - globally. The situation was no different for the Indian steel industry, which by now had
acquired a degree of maturity, with emphasis on intensive R&D activities, adoption of measures to increase domestic
per capita steel consumption and other market development projects, import substitution measures, thrust on export
promotion and exploring global avenues to fulfil input requirements.
3.1.4 The rapid pace of growth of the industry and the observed market trends called for certain guidelines and
framework. Thus, was born the concept of the National Steel Policy, with the aim to provide a roadmap of growth
and development for the Indian steel industry. The National Steel Policy (NSP) was announced in November 2005
as a basic blueprint for the growth of a self-reliant and globally competitive steel sector. The long-term objective of
the National Steel Policy 2005 was to ensure that India has a modern and efficient steel industry of world standards,
catering to diversified steel demand. The focus of the policy was to attain levels of global competitiveness in terms of
global benchmarks of efficiency and productivity. With passage of time and continued growth in the domestic steel
industry, it was felt that the NSP 2005 needs to be in sync with changing times. Accordingly, after a detailed review,
the Government has released the National Steel Policy 2017, which has laid down the broad roadmap for encouraging
long term growth for the Indian steel industry, both on demand and supply sides, by 2030-31, with a vision to create
a technologically advanced and globally competitive steel industry that promotes economic growth. At the same
time, as a facilitator in the present-day de-regulated, liberalized economic/market scenario, the Government has also
announced a policy for providing preference to domestically manufactured iron and steel products in Government
procurement. This policy seeks to accomplish Hon’ble Prime Minister’s vision of ‘Make in India’ with the objective of
nation building and to encourage domestic manufacturing and is applicable on all government tenders where price bid
is yet to be opened.
3.2 Production, Consumption and Growth of Steel

3.2.1 The table below shows the trend in production, import, export and consumption of total finished steel (alloy +
non-alloy) in the country for the last five years:
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Total Finished Steel (alloy + non-alloy)
(Million Tonne)
Year Production Import Export Consumption
2016 116.952 8.430 5.902 83.642
2017 124.690 7.828 10.871 88.679
2018 108.646 7.295 6.692 96.737
2019 104.062 7.440 8.205 102.622
2020* 91.435 4.463 10.150 88.535
Source: JPC; *provisional figure.

Note: It may be noted that JPC revised the finished steel reporting system after March 2018. Prior to March 2018, JPC
used to report Gross Production of Finished Steel. From April 2018 onwards, JPC has been reporting the Crude Steel
Equivalent Production of Finished Steel.
3.2.2 Data on crude steel production, capacity and capacity utilization during the last five years is given in the table
below.
Crude steel
Year Capacity (MT) Production (MT) Capacity

Utilization (%)
2016 128.277 95.477 74
2017 137.975 101.455 74
2018 142.236 109.250 77
2019 142.299 111.344 78
2020* 142.724 99.570 70
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l Crude Steel production grew from 95.477 MT in 2016 to 111.344 MT in 2019. However, it came down to 99.570
MT in 2020 following Covid-19 pandemic.
l Growth in production was driven by capacity expansion, from 128.277 Million Tonne (MT) in 2016 to 142.724
MT in 2020, during this five-year period.
l Domestic
consumption of total Finished Steel (alloy + non-alloy) was at 88.535 MT in 2020 as against 83.642
MT in 2016.
l Export of total Finished Steel (alloy + non-alloy) during 2020 stood at 10.15 MT as compared to 5.902 MT in
2016; import of total Finished Steel (alloy + non-alloy) during the same year stood at 4.463 MT as compared to
8.43 MT in 2016.
l India
was a net exporter (in volume) of total Finished Steel in 2020.
3.2.3 The shares of the different process routes in total production of crude steel in the country during the terminal
years of the last five year span are shown in the table below:
Crude steel production by Process Route
Process Route Percentage share (%)
2016 2020*
Basic Oxygen Furnace (BOF) 43 45
Electric Arc Furnace (EAF) 29 28
Induction Furnace (IF) 28 27
Total 100 100
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3.2.4 India is also a leading producer of Sponge Iron with a host of coal-based units, located in the mineral-rich States
of the country. Over the years, the coal-based route has emerged as a key contributor and accounted for 82% of total
sponge iron production in the country in 2020. Capacity in sponge iron making has also increased over the years and
stood at 48.01 million tonne in 2020. India has been the world’s largest sponge iron producer every year since 2003.
The table below shows the total production of sponge iron in the country, indicating the break-up of the share of coal
and gas-based route of production for the last five years:
Production of Sponge Iron (MT)
Year 2016 2017 2018 2019 2020*

Coal based 22.625 23.282 27.161 30.120 27.054
Gas based 4.358 6.223 7.052 6.699 6.074
Total 26.983 29.505 34.213 36.819 33.128
3.2.5 India is also an important producer of Pig Iron. With setting up of several units in the private sector during the
period of post-liberalisation, the imports have drastically been reduced and India has turned out to be a net exporter
of Pig Iron. The private sector accounted for 87% of total production of Pig Iron in the country in 2020. The domestic
availability situation of pig iron is given in the table below for the last five years:
Pig Iron Domestic Availability Scenario (‘000 tonnes)
Year 2016 2017 2018 2019 2020*
Production 10.246 6.888 6.249 5.983 4.502
Import 0.033 0.016 0.067 0.013 0.007
Export 0.182 0.668 0.335 0.421 0.823
Consumption 8.825 6.205 5.841 5.669 3.712
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3.3 Global ranking of Indian steel
World’s Crude Steel production stood at 1864.0 MT during January-December 2020, down by 0.9% over the
same period of last year, based on provisional data released by the World Steel Association. During this period,
Chinese Crude Steel production reached 1053 MT, a growth of 5.2% over the same period of last year. India was the
2nd largest Crude Steel producer and recorded a decline of 10.6% in production during this period as compared to the
same period of last year.
World Crude Steel Production

January-December 2020
Rank Country Qty (MT)* % change over 2019
1 China 1053.0 5.2
2 India 99.6 -10.6
3 Japan 83.2 -16.2
4 Russia (e) 73.4 2.6
5 United States 72.7 -17.2
6 South Korea 67.1 -6.0
7 Turkey 35.8 6.0
8 Germany 35.7 -10.0
9 Brazil 31.0 -4.9
10 Iran (e) 29.0 13.4
Top 10 1580.5 0.4
World 1864.0 -0.9
Source: World Steel Association. *provisional figure

(e) = estimate
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3.4 Steel: Facts of Indian steel sector during the year 2020:
Indian steel scene: 2020*
Total Finished Steel (alloy+non-alloy) Qty (million tonne) % change**
Production 91.435 -12.1
Import 4.463 -40.0
Export 10.15 23.7
Consumption 88.535 -13.7
Crude steel
Production 99.570 -10.6
Capacity Utilization (%) 70 -
Source: JPC; *provisional; ** over same period of last year
Besides being the 2nd largest global Crude Steel producer in 2020, India has also made a mark globally in the
production of Sponge Iron/Direct Reduced Iron (DRI). The growth of coal-based sponge iron units in key mineral-rich
pockets of the country resulted in rapid increase of domestic Sponge Iron production, enabling the country to achieve
and maintain the number one position in the global market. With several expansion projects at different stages of
implementation, the future of the Indian steel industry is optimistic. The data pertaining to production, consumption,
import, export etc. of steel sector are at Annexure III-XI.
3.5 Trends in Production, Private/Public Sector

The following table highlights the contribution of the private and public sector in Crude Steel production in the country
during the last five years:
Indian Crude Steel Production
Sector Unit 2016 2017 2018 2019 2020*
Public Sector MT 18.202 19.215 21.191 21.014 18.948
Private sector MT 77.274 82.24 88.059 90.330 80.623
Total Production MT 95.476 101.455 109.250 111.344 99.570
Share of Public Sector % 19.1 18.9 19.4 18.9 19

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3.6 Annual Plan 2020-21
The Annual Plan of the Ministry on the basis of Revised Estimates 2020-21 is to the tune of Rs. 8275.06 Crore. This
includes Internal and Extra Budgetary Resources (IEBR) of Rs. 8270.06 Crore and Gross Budgetary Support (GBS) of
Rs. 5 Crore, as detailed in the table below:
Plan Outlay for Annual Plan 2020-21
(Rs. in crore)

Sl.No. Name of the PSU/Organisation IEBR GBS Total
A. Schemes of PSUs
1. Steel Authority of India Ltd. 4800.00 0.00 4800.00
2. Rashtriya Ispat Nigam Ltd. 534.00 0.00 534.00
3. NMDC Ltd 2249.00 0.00 2249.00
4. KIOCL Ltd. 340.00 0.00 340.00
5. MOIL Ltd. 219.80 0.00 219.80
6. MECON Ltd. 7.75 0.00 7.75
7. MSTC Ltd. 34.00 0.00 34.00
8. Ferro Scrap Nigam Ltd. 14.00 0.00 14.00
9. SAIL Refractory Company Ltd. 0.50 0.00 0.50
10. OMDC Ltd. 71.01 0.00 71.01
Total-A 8270.06 0.00 8270.06
B. Scheme of Ministry of Steel
11. Schemes for promotion of R&D in

Iron and Steel Sector 0.00 5.00 5.00
Total-B 0.00 5.00 5.00
Grand Total: A+B 8270.06 5.00 8275.06
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3.7 Funds/Grants provided by GoI to Statutory bodies/ autonomous organization/

societies/ private/ voluntary organization/public corporation/JVs/Organisations
etc.
During the Financial Year 2020-21 (upto 31.12.2020) Ministry of Steel has released an amount of Rs. 30,11,360/- to
CSIR-IMMT Bhubaneshwar, which is listed as a Registered Society (Autonomous Organisation) under DSIR, Ministry
of Science and Technology. The amount has been released under Ministry’s R&D Scheme i.e ‘Scheme for Promotion
of Research and Development in Iron and Steel Sector’.The details of funds released during 2020-21 under the scheme
“Promotion of R&D in Iron & Steel Sector” is at Annexure-XVII.
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CHAPTER-IV
STEEL POLICIES, RECENT INITIATIVES

AND IMPACT OF COVID-19 PANDEMIC
4.1 NATIONAL STEEL POLICY 2017
NSP 2017 aims to increase focus on expansion of MSME sector, improve raw material security, enhance R&D
activities, reduce import dependency and cost of production, and thus develop a “technologically advanced and
globally competitive steel industry that promotes economic growth” eyeing self-sufficiency in production, developing
globally economical steel manufacturing capabilities by facilitating investments and cost-efficient productions with
adequate availability of raw materials.
With focus on R&D, the technology would be of utmost focus over the next decade and MSME steel plants would be
the key drivers to achieve the additional capacity required for the India’s consumption led growth and improvement in
the overall productivity and quality.
Expected impact / outcome of NSP 2017
The following targets have been set in the NSP-2017 :-
S. No. Parameter Projections (2030-31)
1 Total crude steel capacity (in MTPA) 300
2 Total crude steel demand/production (in MTPA) 255
3 Total finished steel demand/production (in MTPA) 230
4 Sponge iron demand/production (in MTPA) 80
5 Pig iron demand/ production (in MTPA) 17
6 Per Capita Finished Steel Consumption (in Kgs) 158
The other expected impacts are as under:-

a) India to be world leader in energy efficiency and sustainability
Ministry of Steel is promoting monitoring of techno- economic performance of steel plants within the country vis-à-vis
the global best practices. Production of automotive steel and other special steels through transfer of technology and
JVs with global leaders are also being encouraged.
b) Cost-effective and quality steel destination
One hundred forty-five (145) steel products have been notified under the mandatory quality certification mark scheme
of BIS. Efforts will be made to bring in additional steel products, which are used in critical end-use applications, under
the mandatory scheme to ensure protection of human health, environment and safety.
c) Attain global standards in Industrial Safety and Health
The Ministry is coordinating with steel companies to ensure that on the job training on maintaining a safe workplace
are provided to employees of the steel companies.
d) Substantially reduce the Carbon footprint of the Industry
In order to address the environment related issues, the Ministry of Steel is encouraging steel producers to adopt best
practices in environment management.
e) Domestically meet the entire demand of high-grade automotive steel, electrical steel, special steel and alloys.
19
4.2 Steel Scrap Recycling Policy

Ministry of Steel formulated a Steel Scrap Recycling Policy, as notified in Gazette of India vide No. 354 dated
7th November, 2019. The policy provides a framework to facilitate and promote establishment of metal scrapping
centres in India for scientific processing and recycling of ferrous scrap generated from various sources and a variety
of products. The Policy framework provides standard guidelines for collection, dismantling and shredding activities in
an organized, safe and environmentally sound manner. The Policy enumerates responsibilities of dismantling centre
and scrap processing centre, roles of aggregators and responsibilities of the Government, manufacturer and owner.
4.3 Policy for providing preference to Domestically Manufactured Iron and Steel
Products (DMI & SP Policy) in Government Procurement
The Government had introduced DMI & SP Policy on 8th May, 2017 to provide preference to domestically produced iron
and steel material in Government tenders. Further, the Policy was revised on 29th May, 2019 and on 31st December,
2020. The salient features of the Policy are as following:-
l This policy provides preference to Domestically Manufactured Iron and Steel Products (DMI & SP) in Government
procurement.
l The policy covers a list of 49 manufactured products of iron and steel. The minimum domestic value addition
of 20-50 per cent is specified on these 49 products of iron and Steel. The Policy also covers capital goods for
manufacturing iron and steel products for which minimum domestic value addition of 50 per cent is specified.
l Each Ministry or Department of Government and all agencies/entities under their administrative control is under
the purview of the DMI & SP policy as notified by the Ministry of Steel. All Central Sector Schemes (CS)/Centrally
Sponsored Schemes (CSS) for which procurement is made by States and Local Bodies, come within the purview
of this Policy, if that project / scheme is fully / partly funded by Government of India.
l The policy is applicable to projects where the procurement value of iron and steel products is greater than
Rs. 5 lakh. The policy is also applicable for other procurements (non-project), where annual procurement value of
iron and steel products for that Government organization is greater than Rs. 5 lakh. However, it shall be ensured
by procuring entities that procurement is not split for the purpose of avoiding the provisions of this policy.
l The policy is applicable to purchase of iron and steel products by private agencies for fulfilling an EPC contract
and/or any other requirement of Ministry or Department of Government or their PSUs and also to capital goods
for manufacturing iron and steel products in compliance to prescribed quality standards, as applicable.
l No Global Tender Enquiry (GTE) shall be invited for tenders related to procurement of iron and steel products.
No Global Tender Enquiry (GTE) shall be invited for tenders related to procurement of Capital Goods for
manufacturing iron and steel products having estimated value upto Rs. 200 Crore except with the approval of
competent authority as designated by Department of Expenditure.
l The policy has provisions for waivers to all such procurements, where specific grades of steel are not
manufactured in the country, or the quantities as per the demand of the project cannot be met through domestic
sources.
The policy is envisaged to promote growth and development of domestic steel Industry in Government funded projects.
4.3.1 Impact of the DMI & SP Policy
The increased domestic value addition is expected to contribute to the vibrant steel sector and the associated industries
by generating employment and domestic market for their products.
This policy has provided and expected to provide significant savings to the Indian Economy and restrict the use of low
quality and cheap imported steel in Government funded projects, alongside developing domestic capability for import
substitution.
DMI & SP Policy has so far resulted in steel import substitution to the tune of Rs. 20000 crore.
20
4.4 Recent Initiatives
4.4.1 Ensuring raw material security for the steel sector
Raw material is a critical enabler for ensuring sustained growth in iron & steel industry. The Ministry has been working
closely with the Ministry of Mines and the Ministry of Coal on the following: -
Iron ore: Consequent upon the decision of the Government to adopt auction regime for allocation of Non-Captive
Mines/Merchant Mines post the expiry of leases of Non-Captive Mines/Merchant Mines after 31st March, 2020, SAIL
was allowed to sell 25 per cent fresh fines and 70 MT dumps and tailings. In the light of these orders, SAIL has planned
to sell 7.161 MT of iron ore fines in open markets in Financial Year (FY) 2020-21. Ministry of Steel has in consultation
with the CPSEs worked out a strategy for ramping up production. NMDC is expected to expand its production from
around 32 MT (in FY 2019-20) to 37 MT (in FY 2020-21) from its existing mines.
Coal: In order to increase the availability of domestic coal and its use in the Indian Steel Industry, NMDC has diversified
its mining activities and has been allocated Rohne Coal mine for ‘Sale of Coal’. RINL has also been allocated Rabodih
OCP coal mine for ‘Production of Iron & Steel’. Government is also looking to reduce the need for import of coking coal
by setting up of coal washeries by BCCL/CCL and steel making CPSEs.
4.4.2 Steel Import Monitoring System (SIMS) for import data dissemination
In order to ensure that granular data like end-use, IS grade etc. regarding steel import is available in public domain,
prior to the entry of such imports in India, a Steel Import Monitoring System (SIMS) has been put in place effective
from 1st November, 2019.
SIMS requires the importer to submit advance information online for import of all tariff lines under Chapter 72, 73
and 86. An automatic import registration number is generated through the system, 15-60 days in advance. A token
registration fee has been prescribed for this purpose. SIMS has been highly useful to the Indian domestic steel industry
in responding to the market conditions in a more dynamic manner and is a step towards Atmanirbhar Bharat.
4.4.3 Support to MSMEs of EEPC for promotion of exports
Domestic Integrated Steel Producers (ISPs) have decided to make available four main products utilized by Engineering
Exporters, i.e. Hot Rolled Coil (HRC), Cold Rolled Coils (CRC), Wire Rods and Alloy Bars to MSME members of EEPC
at the export parity price, in order to reduce their cost of input steel, so that their export products are more competitive
in the international market.
To facilitate supply of steel under this arrangement through dealers/service centres of these ISPs, DGFT has issued
notification extending scheme of Duty Drawback on supply of steel by steel manufacturers to the EEPC MSMEs through
their Service Centres / Distributors / Dealers / Stock Yards vide Notification No. 35/2015-20 dated 01.10.2020.
4.4.4 Enhancing the scope of the Quality Control Orders on Steel
Ministry of Steel gave major thrust to Steel Quality Control Order (SQCO) from 2015 onwards thereby banning sub-
standard/ defective steel products to ensure that only quality steel conforming to the relevant BIS standards is made
available to the end users. During the last five years, 115 Indian Standards have been notified under the Quality Control
Order covering carbon steel, alloy steel and stainless steel. This brings the total number of Indian Standards covered
under the Quality Control Order to 145.
Ministry, as a Policy, now covers raw material as well as goods and articles made up of steel such as stainless-steel
pipes and tubes, laminations/ cores of transformers, products of tin plate & tin free steel etc. in the notification to
prevent circumvention of the Steel Quality Control Order.
A dedicated portal has been developed to process the applications for seeking clarification / exemption as regards
applicability of SQCO on a particular grade of steel in a time bound and transparent manner.
4.4.5 Setting up of PDC for attracting investments:
Government of India has set up an Empowered Group of Secretaries (EGoS) and Project Development Cells (PDCs)
in Ministries/Departments for attracting investments and to handhold and further smoothen investment inflows.
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The Ministry of Steel PDC is working in tandem with other Ministries as well as State Departments to address concerns
of investors as well as facilitate investment in the steel sector of the country.
4.4.6 Production Linked Incentive (PLI) Scheme
Government has approved inclusion of ‘Specialty Steel’ under the Production Linked Incentive (PLI) Scheme with a
5-year financial outlay of Rs. 6322 Cr. to promote the manufacturing of ‘Specialty Steel’ within the country by attracting
capital investment, generate employment and promote technology up-gradation in the steel sector. This would help in
improving availability of ‘Specialty Steel’ in the country by making the country Atmanirbhar in meeting the domestic
demand.
4.5 Impact of Covid-19 Pandemic and Recovery

4.5.1 Following the Covid pandemic and the lockdown across the country to curtail the spread of Covid-19, Indian
finished steel consumption reduced by 22% in March, 2020 and by 91% in April compared to the corresponding period
in the last year (CPLY).
4.5.2 Indian crude steel production reduced by 20% in March, 2020 and by 69% in April, 2020 compared to CPLY. All
major ISPs had to reduce their production substantially with JSW, TSL, AMNS and SAIL reducing their production by
around 50%. SAIL alone had inventory accumulation of 3 lakh tonnes. The secondary steel players also faced issues
regarding labour and working capital. During this period, Imports reduced by 35% while Exports went down by 17%.
Supply chains and availability of service providers and labour were also impacted. The finished steel consumption has
also recovered and come back to normalcy after October, 2020. Export of finished steel which had increased during
lockdown period in view of lack of domestic demand, it has started declining from September, 2020 with the increasing
domestic demand following gradual unlocking of the economy.
4.5.3 Following the phased unlocking of the economy, the Steel sector has witnessed a ‘V’ shaped recovery which has
attained normalcy to a large extent in Dec. 2020.
22
4.5.4 The details of month-wise crude steel production, finished steel production, consumption and export during
2020-21 vis-à-vis corresponding period of last year (2019-20) are given as following:
PRODUCTION OF CRUDE STEEL
In Million tonnes
Crude Steel Production
2019-20 Apr May Jun Jul Aug Sep Oct Nov Dec Apr-Dec
9 9.5 9.4 9.5 8.9 8.8 9 8.9 9.4 82.4
3.3 6.3 7.7 8.7 9.1 8.9 9.5 9.4 9.8 72.7
% Growth -63.5 -33.9 -17.9 -8.4 2.7 1.4 6.2 5.7 4.4 -11.6
PRODUCTION OF FINISHED STEEL

In Million tonnes
Finished Steel Production

8.7 9 8.8 8.6 8.4 8.1 8.3 8.6 9.2 77.7
1.6 5.5 6.9 8.1 8.6 8.5 9.1 8.9 9.3 66.5
% Growth -81.9 -39 -21.3 -5.6 2.4 5.2 9.1 3.8 1.1 -14.4
CONSUMPTION OF FINISHED STEEL

In Million tonnes
Finished Steel Consumption
7.33 8.85 8.59 8.57 9.19 8.45 8.83 7.77 8.65 76.23
1.09 4.79 6.35 7.69 8.16 8.45 9.33 9.08 9.68 64.62
% Growth -85.1 -45.9 -26 -10.3 -11.3 0 5.7 16.8 11.8 -15.3
Months Finished Steel Exports (in Million Tonnes)
2019-2020 2020-2021 %change
April 0.51 0.42 -16.70%
May 0.45 1.28 179.70%
June 0.35 1.5 334.10%
July 0.60 1.3 128.70%
August 0.98 1.03 5.70%
September 1.01 0.88 -15.20%
October 0.55 0.55 0%
November 0.88 0.59 -31.10%
December 0.76 0.61 -19.71%
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4.6 Government Initiatives

A letter was addressed on 24th March, 2020 to all Chief Secretaries of the States that no restriction may be placed
on the operation of the mines of iron ore, coking coal etc. along with steel plants as well as other units associated
with steel making so that unrestricted interstate movement of trucks carrying the raw material and the finished steel
product is maintained. Hon’ble Minister of Steel interacted with all stakeholders, ISPs (on 27/4/2020), secondary
steel players (on 23/4/2020), pellet manufacturers, sponge iron/DRI unit (on 21/4/2020) to understand the challenges
being faced by them. Based on the inputs received by the stakeholders the matter was taken up with the Ministry of
Coal, Department of Commerce, Department of Consumer Affairs, Ministry of Railways, Ministry of Mines, Ministry of
Environment and Forests and Ministry of Road Transport to address the relevant issues.
4.6.1 ‘Atmanirbhar Bharat’ economic stimulus package which was announced by the Government of India included the
following measures: -
• Reduction of tax burden for most vulnerable firms such as SMEs.
• Relaxation of NPA norms.
• For SMEs: reducing interest rates, increasing debt rollovers.
• Waiver of fixed charges such as fixed electricity charges for small businesses.
• Validity of licenses / approvals / NOCs (eg. Consent to operate, EC etc.) for another 6 months wherever required
to ensure sustained operations post lockdown and avoid potential challenges due to clearance bottlenecks post
lockdown.
• GST credit / rebate for salaries paid during lockdown, ESIC/EPF payment relaxation for high employment multiplier
industries like steel.
• Deferred payment of mining dues including royalty without penal interests.
• 6 month moratorium on payment of registration charges, upfront payment etc. for recently auctioned mines.
• Extension of time to comply with new mining lease requirements.
• Waiver of compensation cess on coal.
4.6.2 Enhancing Steel Demand:
Ministry of Steel worked closely with Ministries of Railways, Defense, Road Transport & Highways, Shipping, Civil
Aviation, Agriculture, Rural development for enhancing steel usage in their respective areas of operation. Ministry is
also working with BIS and CPWD for making amendments to construction standards and codes so as to facilitate use
of steel in buildings, machinery, infrastructure projects etc. Following action has been taken by MoS towards this end:
(i) Committee formed for enhancing use of domestically manufactured steel in Oil and Gas sector.
(ii) Joint Working Group for enhancing steel usage in housing and construction sector has been constituted.
(iii) Committee formed with MoRTH, INSDAG, Steel industry and IITs for designing long span steel bridges-Design
report for 30-35 mts steel bridges being finalized.
(iv) Sectoral workshop/webinars held on:
• Enhancing Steel usage in Railways and Defence (Feb-2020).
• With METI, Japan, on increasing steel usage in building & construction (Feb-2020).
• Roundtable for enhancing usage in the infrastructure sector (Jun-2020).
• Ispati Irada: Enhancing Steel Usage in the Country (June 30, 2020).
• Promoting use of steel in oil & gas sectors (16th June, 2020).
• Fostering steel usage in construction and civil aviation sectors (11th Aug, 2020).
• Atmanirbhar Bharat: Fostering Steel Usage in Housing & Construction and Aviation Sector (18th August, 2020).
• Fostering steel usage in Rural Economy (20th October, 2020).
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CHAPTER-V
PUBLIC SECTOR
5.1 Introduction
There are 07(Seven) Central Public Sector Enterprises (CPSEs) under the administrative control of the Ministry of Steel.
Detailed overview of the CPSEs and their major subsidiaries is as under:
5.2 Steel Authority of India Ltd. (SAIL)

Steel Authority of India Limited (SAIL) is a company registered under the Companies Act, and is a ‘Maharatna’ Central
Public Sector Enterprise (CPSE). It has five integrated steel plants at Bhilai (Chhattisgarh), Rourkela (Odisha), Durgapur
(West Bengal), Bokaro (Jharkhand) and Burnpur (West Bengal). SAIL has three special and alloy steels plants viz.
Alloy Steels Plant at Durgapur (West Bengal), Salem Steel Plant at Salem (Tamil Nadu) and Visvesvaraya Iron and
Steel Plant at Bhadravati (Karnataka). SAIL also has several units viz. Research and Development Centre for Iron and
Steel (RDCIS), Centre for Engineering and Technology (CET), Management Training Institute (MTI) and SAIL Safety
Organisation (SSO) all located at Ranchi, Central Coal Supply Organisation (CCSO) located at Dhanbad, Raw Materials
Division (RMD), Environment Management Division (EMD) and Growth Division (GD) all located at Kolkata, and SAIL
Refractory Unit with headquarters at Bokaro. Chandrapur Ferro Alloy Plant (CFP) is located at Maharashtra. The Central
Marketing Organisation (CMO), with its headquarters at Kolkata, coordinates the countrywide marketing and distribution
network of the Company. The SAIL Consultancy Division (SAILCON) functions from New Delhi.
5.2.1 Restructuring of SAIL Board: The Appointments Committee of the Cabinet (ACC) has approved the restructuring
of the Board of Steel Authority of India Ltd. The 04 posts of the Chief Executive Officers of Integrated Steel Plants of
SAIL have been elevated as Functional Directors, by designating them as Directors-in-charge of Bokaro, Rourkela,
Bhilai and one Director-in-charge jointly for Burnpur and Durgapur steel plants.
The approved restructuring of the SAIL Board also involves merging the functions and duties of the post of Director
(Raw Materials and Logistics) and that of Director (Projects and Business Planning) with the post of Director (Technical)
and its consequent re-designation as Director (Technical, Projects and Raw Materials).
The re-structured Board of Directors of SAIL now consists of Chairman, Director (Finance), Director (Commercial),
Director (Technical, Project and Raw Materials), Director (Personnel), Directors in-charge of ISPs, Non-official Directors
as per the Companies Act. 2013 and 02 Government Nominee Directors as per the DPE policy.
The restructuring of the board will facilitate greater de-centralization and nimble decision making with the Directors-
in-charge of plants as direct ACC appointees, with their views having weight in the central corporate governance
structure. This will also facilitate speedy modernization and expansion program of SAIL.
5.2.2 Capital Structure: The Authorized Capital of SAIL is Rs. 5,000 crore. The paid-up capital of the Company is
Rs. 4130.53 crore as on 31.12.2020, out of which 75% is held by the Government of India and the balance 25% by
the Financial Institutions, GDR holders, Banks, Employees, Individuals, etc.
5.2.3 Financial Performance: The Company recorded turnover of Rs. 45,286 crore during April-December, 2020 and
Rs. 61,025 crore during the Financial Year ended 31st March, 2020. The Profit After Tax was Rs. 406.22 crore for the
nine months ended 31st December, 2020 and Rs. 2,021.54 crore in the Financial Year ended 31st March, 2020. The
Company has declared an interim dividend of Re. 1.00 per share of Rs. 10 each for the financial year 2020-21.
25
Hon’ble Union Minister, Petroleum and Natural Gas and Steel during his visit to Durgapur Steel Plant of SAIL
5.2.4 Production Performance
The details of actual production are as under:
(Million Tonne)
Parameter 2018-19 2019-20 2020-21*
Hot Metal 17.5 17.438 11.606
Crude Steel 16.3 16.155 10.659
Saleable Steel 15.1 15.147 10.183
* upto December, 2020
5.2.5 Raw Materials

During 2020-21 (April- December, 2020), SAIL met the full requirement of iron ore for its Steel Plants by producing
20.98 Million Tonne (MT) of iron ore from its captive mines. The production of fluxes (Limestone and Dolomite) from
captive mines was 1.30 MT and raw coking coal production from captive collieries of SAIL was 0.08 MT. SAIL’s
washery at Chasnalla had processed total 0.86 MT of raw coking coal, produced from SAIL coal mines and procured
from CIL sources, and produced 0.48 MT of clean coal.
During 2019-20 (January- March, 2020), SAIL had met the requirement of iron ore for its Steel Plants by producing
8.08 Million Tonne (MT) of iron ore from its captive mines. The production of fluxes (Limestone and Dolomite) from
captive mines was 0.48 MT and raw coking coal production from captive collieries of SAIL was 0.07 MT. SAIL’s
washery at Chasnalla had processed total 0.20 MT of raw coking coal, produced from SAIL coal mines and procured
from CIL sources, and produced 0.12 MT of clean coal.
In order to avoid possible disruption in supplies of iron ore to the tune of about 50-60 MTPA to the steel industry due
to expiry of iron ore merchant mining leases by 31.03.2020, Ministry of Mines vide Order dated 16th September, 2019
allowed SAIL to sell 25 percent of its total mineral production in the previous year and also allowed to dispose of the old
stock of about 70 Million Tonne of low-grade iron fines dumped across different captive mines of SAIL. Accordingly,
during 2019-20 (January-March, 2020), SAIL auctioned 0.16 million tonne (MT) of fresh fines.
26
Visit of Hon’ble Union Minister of Petroleum and Natural Gas and Steel, to Durgapur Steel Plant of SAIL
SAIL has auctioned 2.52 MT of iron ore including fresh fines, dump fines and tailing during the period April-December,
2020.
5.2.6 Manpower
The Manpower strength of SAIL as on 01.01.2021 was 66396 (Executive 10890 / Non-Executive 55506), achieving
reduction of 2983 manpower from 1st April, 2020 to 31st December, 2020.
5.2.7 Capacity Expansion and Modernization Projects
• Steel Authority of India Ltd. had undertaken Modernisation and Expansion of its Integrated Steel Plants at Bhilai,
Bokaro, Rourkela, Durgapur and Burnpur and special steel plant at Salem to enhance the Crude Steel capacity
from 12.8 Million Tonne to 21.4 Million Tonne per annum.
• The Modernisation and Expansion at Rourkela, Burnpur, Durgapur, Bokaro and Salem Steel Plants have been
completed and various facilities are under operation, stabilization and ramp up.
• At Bhilai Steel Plant, major facilities under Modernisation and Expansion have been completed and the integrated
process route is in operation, stabilization and ramp up.
5.3 Rashtriya Ispat Nigam Ltd. (RINL)

Rashtriya Ispat Nigam Limited (RINL), a Navratna CPSE, is the corporate entity of Visakhapatnam Steel Plant -
the country’s first shore-based integrated steel plant with current production capacity of 7.3 Mtpa Liquid steel at
Visakhapatnam, Andhra Pradesh.
The Company has one subsidiary, viz. Eastern Investment Limited (EIL) with 51% shareholding, which in turn is having
two subsidiaries, viz. M/s Orissa Mineral Development Company Ltd (OMDC) and M/s Bisra Stone Lime Company Ltd
(BSLC).
27
The products of RINL include Rebars, Wire Rods, Rounds, Structurals, Blooms and Billets and Pig Iron and the company
also markets the resultant by-products like coal chemicals (Ammonium Sulphate, Benzol products etc.) and Slag.
RINL is marketing its products through a wide marketing network of 5 Regional offices, 24 Branches Sales Offices/
Stock yards which cater to the delivery requirements across the country.
5.3.1 Capital Structure
RINL-VSP is a wholly owned Government company under the administrative control of Ministry of Steel. The authorized
share capital of the company is Rs. 8000 crore and issued/subscribed/fully paid-up shares is Rs. 4889.85 crore as
on 31.12.2020.
5.3.2 Financial Performance
RINL registered a turnover of Rs. 11,447 Crore (Prov.) during the period Apr’20 to Dec’20 and Rs. 15,819 crore during
the financial year ended March 2020. With ramp-up of production to 6.3 Mtpa Capacity, the company managed to
reduce the loss after tax to Rs. 1839 crore (Provisional as on 31.12.2020) from the loss after tax of Rs. 3910 crore in
the financial year ended March, 2020.
Unit:’000 tonne
Parameter 2018-19 2019-20 2020-21*
Hot Metal 5769 5161 3003
Crude Steel 5233 4759 2728
Saleable Steel 5000 4452 2701
*Provisional upto December, 2020
5.3.4 Raw materials
RINL do not have captive mines for major raw materials; iron ore and coking coal. Company has been procuring Iron
ore mainly from NMDC and partly from auctions / tenders. Coking Coal is mainly sourced from global suppliers.
5.3.5 Manpower
Manpower strength of RINL as on 1st Jan., 2021 was 16923 (Executive 5606 and Non-Executive 11317) achieving
reduction of 643 manpower from 1st April, 2020 to 1st January, 2021.
• Coke Oven Battery-5, which is important for ramp up of production, was commissioned on 22/12/2020.
• Twin Ladle Heating Furnace (Twin LHF) was commissioned on 08.12.2020 to enhance the production capabilities
of SMS-2.
• Central Despatch Yard has been made ready for commercial operations after completion of Overhead Electrification
(OHE) on 11.11.2020 and commercial notification from Railways on 24.11.2020.
5.3.7 Strategic Initiatives
INL is setting up a Forged Wheel Plant (FWP) at Lalgunj, UP with an investment Rs 1683 Crore with a production
R
capacity of one lakh wheels per annum, to cater to the requirement of Indian Railways for import substitution. The
project is under testing / trial runs stage. Hot trial of forging line started on 08.02.2020 and Production of around 60
wheels per day in forging line was started on 27.02.2020.
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Hot trials of Forging Line successfully conducted at Forged Wheel Plant at Lalganj, Raebareli, UP
5.4 NMDC Ltd.

NMDC Limited is a “Navratna” public sector company under the Ministry of Steel, Government of India, primarily
engaged in the business of exploring minerals and developing mines to produce raw materials for the industry. It is also
expanding its activities towards steel making and other value-added products.
Incorporated on November 15, 1958, NMDC has been actively contributing to development of the nation for six decades
and grown from strength to strength on its journey to nation building. From a single-product-single-customer company,
NMDC has grown to a major iron ore supplier to the domestic steel industries.
NMDC operates the large mechanized iron ore mines in the Country at Bailadila (Chhattisgarh) and Donimalai (Karnataka).
The Diamond Mine of NMDC is situated at Panna (Madhya Pradesh). Sponge Iron Unit of NMDC is situated at Paloncha,
Telangana and 1.2 mt capacity Pellet Plant in Karnataka. NMDC is constructing 3 MTPA capacity Integrated Steel Plant
in Chhattisgarh.
The Authorized share capital of the company is Rs. 400 crore. The paid-up equity share capital is Rs. 306.19 crore
as on 31.12.2020, out of which 69.65% is held by the Government of India and the balance 30.35% by the financial
institutions/banks/individuals/employees etc.
The Company recorded turnover of Rs. 8522 crore in the financial year 2020-21 upto December, 2020. The PAT for the
year was Rs. 3415 crore (upto December, 2020).
29
Visit of Hon’ble Union Minister of State for Steel, to Bailadila Mines of NMDC
The details of the actual production are given below:
Parameter 2018-19 2019-20 2020-21*

Iron ore (in MT) 32.36 31.49 21.84
Diamonds (in carats) 38149 28537 13681
5.4.4 Manpower
The manpower strength of NMDC as on 31.12.2020 was 5596.
• NMDC is setting up a 3.0 MTPA Greenfield Integrated Steel Plant at Nagarnar, Bastar district in Chhattisgarh State.
Construction work for the project is in progress and about 97% of Civil work, 96% of Structural erection, 91% of
equipment erection have been completed.
• NMDC has taken up construction of Slurry Pipeline project which consists of 2.0 MTPA Pellet Plant at Nagarnar,
2.0 MTPA Ore Processing Plant at Bacheli and 130 Km Slurry Pipeline from Bacheli to Nagarnar and its Auxiliary
systems in the state of Chhattisgarh. Field works have commenced for the awarded works and NMDC is in the
process of finalisation of agencies for balance packages.
• NMDC has taken up installation of 12.0 MTPA Screening Plant -III at Kirandul Complex, Bailadila, Chhattisgarh.
Field works have commenced for the awarded works and NMDC is in the process of finalisation of agencies for
balance packages.
30
MDC is also in the process of augmenting its production and evacuation capacity by installing the following additional
N
infrastructure facilities:
• Construction of 5th screening line in existing Screening Plant-II and upgradation of downstream conveyor at
Kirandul Complex, Bailadila Chhattisgarh has been completed and Load trials is in progress.
• Construction of 5th Screening line in existing Screening Plant and up-gradation of downhill conveyor system at
deposit-5, Bacheli Complex, Bailadila, Chhattisgarh. NMDC has finalized the agency for execution of the project
and field works in progress.
• Installation of 7.0 MTPA Screening and Beneficiation Plant-II at Donimalai Complex, Karnataka. NMDC is in the
process of obtaining Statutory clearances for the project.
• Doubling of Kirandul - Kottavalasa Line between Kirandul - Jagdalpur (150 kms approx.) through East Cost
Railways on deposit work basis. Doubling of 74.25 kms completed and is in operation. Further, doubling of
11 kms and 21.12 kms are likely to be completed during FY 2021 and by May, 2021 respectively. Completion of
balance 44 kms doubling (between Kirandul and Dantewada) is likely in FY 2023.
5.5 MOIL Ltd.

MOIL is a Schedule-A MiniRatna Category-I CPSE. MOIL is the largest producer of manganese ore in the country with
share of around 48% in domestic production. MOIL has set up a plant based on indigenous technology to manufacture
1000 MTPA (recently enhanced to 1500 MTPA) capacity of electrolytic manganese dioxide (EMD). This product is
used mainly for the manufacture of dry battery cells. EMD produced by MOIL is of good quality and is well accepted
by the market. A ferro manganese plant having a capacity of 10,000 MTPA is also operated since 1998 by MOIL for
value addition. MOIL has been granted Mining Lease of Parsoda manganese mine near village Parsoda - 46 Kms. from
Nagpur in the year 2016. The lease extends over an area of 53.75 Ha. for a period of 50 years. Mine development
activities and production (float ore) from new manganese ore mine of the company at Parsoda have been started in
March, 2019. This is eleventh mine of MOIL.
The authorized and paid-up share capital of the Company is Rs. 300.00 Crore and Rs. 237.33 crore respectively, as
on 31st December, 2020. MOIL got listed on 15th December, 2010 on National Stock Exchange and Bombay Stock
Exchange. Current shareholding of Govt. of India, Govt. of Maharashtra and Govt. of Madhya Pradesh is 53.84%,
5.40% and 5.11% respectively and the rest of 35.65% is held by the public.
(Rs. in crore)
Parameter 2018-19 2019-20 2020-21*
Total Income 1631.48 1219.18 796.05
Profit Before Tax 719.75 340.49 82.24
Profit After Tax 473.89 248.22 63.68
Parameter 2018-19 2019-20 2020-21*
Manganese Ore
(Lakh Metric Tonne) 13.01 12.77 7.41
E.M.D.
(Metric Tonne) 992 925 753
Ferro Manganese
(Metric Tonne) 11003 10421 5871

31
5.6 MECON Ltd.

MECON Limited, a Miniratna CPSE under Ministry of Steel, is one of the leading multi-disciplinary Design, Engineering,
Consultancy and Contracting organization in the field of Metals and Mining, Energy (Power, Oil and Gas), Infrastructure,
Environmental Engineering and other related/diversified areas with extensive overseas experience. MECON provides
entire gamut of services required for setting up of Greenfield and Brownfield projects from Concept to Commissioning
including Turnkey execution. MECON is an ISO:9001 accredited company and is registered with International Financial
Institutions like World Bank, Asian Development Bank, African Development Bank, European Bank of Reconstruction
and Development and United Nations Industrial Development Organization etc. MECON has also ventured into newer
areas of business with strategic partners to meet challenges emerging from changed business scenario.
(Rs. in crore)
Parameter 2018-19 2019-20 2020-21*
Turnover 470.17 561.17 325.29
Operating Profit (19.88) 38.68 (170.60)
PBT 9.97 87.03 (141.85)
PAT 13.74 69.00 (141.85)
5.7 MSTC Ltd.

MSTC Limited became a PSU in 1982-83. It was the canalizing agency for import of carbon steel melting scrap,
sponge iron, hot briquetted iron and re-rollable scrap till February, 1992. It was also the canalizing agency for import of
old ships for breaking, import of such items were decanalised with effect from August 1991. Presently, the company
has diversified mainly into providing e-auction /e-procurement services. Under this segment, the Company undertakes
disposal of ferrous and non-ferrous scrap arisings, surplus stores, condemned plants, minerals, Agri and forest
produce etc. from Public Sector Undertakings and Government Departments including private companies. The Trading
division is engaged in import as well as domestic sourcing of bulk industrial raw material for actual users as well as
traders. This division looks after sourcing, purchase and sale of industrial raw materials like low ash metallurgical coke,
HR coil, naphtha, crude oil, coking coal, steam coal, line pipes etc. on behalf of customers across steel, oil and gas,
power sectors in private and public sector. Major activities include as under:
E-commerce: Under this segment of business, MSTC acts as a standalone and neutral e-commerce service provider
for various Central/State Government Departments and other private entities to ensure transparent and fair sale and
purchase transactions. MSTC has evolved as the only PSU under this segment of business with full fledged in-house
operations and grown to become the largest Government Company in India in e-Commerce sector.
Recycling: MSTC has embarked upon setting up of the first mechanized Auto Shredding plant in India for processing of
scrap from the End-of-Life Vehicles (ELV). A joint venture Company namely Mahindra MSTC Recycling Private Limited
has been formed. The Company’s first Collection and Dismantling plant for End-of-Life Vehicles (ELVs) at Greater
Noida has completed two years of operations and has gained significant traction. The Company’s second plant, located
at Chennai, has commenced operations from February, 2020.
As on 31-12-2020 the Authorized Capital of the company is Rs. 150.00 crore and paid-up Capital is Rs. 70.40 crore.
Government of India holds 64.75% and rest 35.25% shareholding is held by others.
32
5.7.2 Physical Performance
(Rs. in crore)
Parameter 2018-19 2019-20 2020-21*
E-Commerce 103588.11 126238.91 49747.16
Trading 7685.63 1152.32 98.99
Total Vol. of Business 111273.74 127391.23 49846.15
(Rs. in Crore)
Parameter 2018-19 2019-20 2020-21*
Turnover 2927.00 830.71 237.70
Operating Profit (267.96) 131.53 63.07
Profit Before Tax (269.21) 129.49 60.82
Profit After Tax (324.47) 75.20 39.56
The Company had paid a final dividend of Rs. 23.23 crore (GoI share of Rs. 15.04 crore) for the financial year 2019-20.
5.8 KIOCL Ltd.

KIOCL Limited is engaged in the business of manufacturing and selling of Iron Ore Pellets and Foundry Grade Pig Iron
conferred with the “Mini-Ratna-category-I” status in 1999 under schedule-A and accredited with ISO-9001:2015, ISO-
14001:2015 and ISO-45001:2018.
Government of India holds 99.06% of its equity. The state-of-the-art Pelletisation Plant with 3.5 MTPA rated capacity
and 0.216 MTPA Blast Furnace Unit is located at Mangaluru, the coastal city of Karnataka. The Company has its
captive berth and ship-loading facilities at Mangalore. KIOCL mainly supplies Pellets to Steel Mills using Blast Furnace
in domestic and international markets. KIOCL has expanded its market base to UK, Middle East, Japan, South Korea
etc. The domestic market for KIOCL Pellet is limited as most of the major Steel producers are equipped with captive
Pellet Plants. During last few years, KIOCL has ventured into manufacture of DR grade Pellets using imported high-
grade Iron Ore Concentrate under Make in India initiative, which has opened up new markets in Japan, South Korea and
Middle East.
(Million Tonne)
Parameter 2018-19 2019-20 2020-21*
Production of Iron Ore Pellets 2.238 2.375 2.166
Sales of Iron Ore Pellets 2.206 2.356 2.240
33
An overview of the performance of KIOCL during the year 2020 from January, 2020 to December, 2020 with projections
from January, 2021 to March, 2021 and actuals for the previous two Financial Years are as follows :
(Rs. in crore)
Parameter 2018-19 2019-20 2020-21*
Revenue from Operations 1,887.71 1,937.65 1942.60
Profit Before Tax 184.12 63.68 121.01
Profit After Tax 111.86 43.48 90.56
5.9 Ferro Scrap Nigam Ltd. (FSNL)

FSNL is a wholly owned subsidiary of MSTC Ltd. with a paid-up capital of Rs. 3200 lakh. FSNL is rendering its
specialized services of Scrap and Slag management to plants throughout India. The main objective of FSNL is to
generate “Wealth from Waste” by recycling Slag and Scrap generated during Iron and Steel making process as a
waste. FSNL is not only saving country’s valuable mineral resources but also contributing to protect the environment.
In addition, the company is also providing Steel Mill Services such as Scarfing of Slabs and Hot Slag Pit Management.
FSNL is multi locational company having its Registered and Corporate office at Bhilai-Chhattisgarh and presently
providing services at SAIL- Rourkela, Burnpur, Bhilai, Bokaro, Durgapur, Salem, RINL-Vishakhapatnam, Arcelor Mittal
Nippon Steel India Ltd at Hazira and Midhani- Hyderabad.
Item 2018-19 2019-20 2020-21*
Recovery of scrap
(lakh metric tonne) 35.66 48.59 24.13
Market Value of Production

(Rs. in crore) 2895.20 4275.94 2123.68
(Rs. in lakh)
Item 2018-19 2019-20 2020-21*

Total Turnover i.e, Service Charge 37841.34 40989.64 23940
realized including misc. Income, etc.
Gross Margin Before Interest 5539.73 6186.21 2566

and Depreciation
Interest and Depreciation 1430.78 1584.53 1248
Profit Before Tax 4108.95 4601.68 1318
34
5.10 EIL, OMDC and BSLC
a. Eastern Investments Limited (EIL), a subsidiary company of Rashtriya Ispat Nigam Limited (RINL). EIL is an
investment company and is the holding company of two mining companies i.e. OMDC & BSLC.
Financial Performance:
(Rs. in crore)
Parameter 2020-21*
Total Income 0.90
Expenditure 0.56
Profit Before Tax (PBT) 0.34
Profit After Tax (PAT) 0.24
b. The Orissa Minerals Development Company Limited (OMDC)
The Orissa Minerals Development Company Limited (OMDC) is a mining company, engaged in production and sale of
Iron & Manganese Ore from its mines at district Keonjhar, Odisha. OMDC became step down subsidiary of RINL and a
Schedule ‘B’ PSU under Ministry of Steel w.e.f. 19.03.2010.
Financial Performance:
(Rs. in crore)
Description 2020-21*
Income 10.58
Expenditure 56.05
Profit Before Tax (PBT) (45.47)
Profit After Tax (PAT) (46.99)
c. The Bisra Stone Lime Company Limited (BSLC)
The Bisra Stone Lime Company Limited (BSLC) is a mining company, engaged in production and sale of Dolomite &
Limestone from its mines at district Sundargarh, Odisha. BSLC became step down subsidiary of RINL and a Schedule
‘C’ PSU under Ministry of Steel w.e.f. 19.03.2010.
35
Physical performance:
(In Tonne)
Production
Limestone -
Dolomite 7,03,521
Despatch
Limestone 8,141
Dolomite 7,24,498
Financial Performance:-
(Rs. in crore)
Income 53.03
Expenditure 52.33
Profit Before Tax (PBT) 0.70
Profit After Tax (PAT) 0.70
36
CHAPTER-VI
PRIVATE SECTOR
6.1 Introduction
The private sector steel industry plays an important role in production and growth of steel sector in the country.
The private sector units consist of both large-scale steel producers on one hand and relatively smaller and medium
scale units such as Sponge Iron Plants, Mini-Blast Furnace Units, Electric Arc Furnaces, Re-rolling Mills, Cold-rolling
Mills and Cooling Units on the other. They not only play an important role in production of steel, but also contribute
substantial value addition in terms of quality, innovation and cost effectiveness.
6.2 The leading steel producers in the private sector with their capacities are given in the table below:
S.No. Name of Steel Company Existing Crude Steel Capacity for 2020-21
(in MTPA)
1. Tata Steel Ltd. 19.40
2. JSW Steel Ltd. 18.00
3. ArcelorMittal Nippon Steel India Limited 10.00
4. Jindal Steel and Power Ltd. 8.60
5. ESL Steel Ltd. 1.88
6. Jindal Stainless Ltd. 0.80
7. Jindal Stainless (Hisar) Ltd. 0.78
Source: JPC
Note: Figures as provided above are provisional in nature and subject to revision upon data finalization by JPC. These
figures may vary with the figures reported by the respective company.
6.3 Tata Steel Ltd

Tata Steel group is among the leading global steel companies with a crude steel capacity of 34 million tonne per
annum. It is one of the world’s most geographically-diversified steel producers, with operations and commercial
presence across the world. The group recorded a consolidated turnover of Rs. 1,39,817 Cr in the financial year ending
March 31, 2020. In 2019, Tata Steel’s Kalinganagar plant was recognized as Industry 4.0 Lighthouse by the World
Economic Forum. Tata Steel Ltd has an existing capacity of 14 Million Tonne. Together with Tata Steel BSL Ltd and Tata
Steel Long Products Ltd., Tata Steel has a total production capacity of 20.6 million tonne in India.
37
6.4 JSW Steel Ltd.

JSW Steel Ltd is one of the foremost integrated steel company in India with an installed capacity of 18 MTPA. JSW
Steel’s manufacturing facility at Vijayanagar, Karnataka is the largest single location steel-producing facility in India with
a capacity of 12 MTPA. The Company has been at the forefront of state-of-the-art, cutting-edge technology, research
and innovation while laying the foundation for long-term growth, strategic collaborations with global technology leaders
to offer high-value special steel products for various applications across construction, automobile, appliances and
other sectors.
6.5 Arcelormittal Nippon Steel, India (AM/NS India)

AM/NS India, a joint venture between ArcelorMittal and Nippon Steel was established in December 2019 with a current
annual capacity of 10 million tonne.
AM/NS India is an integrated flat carbon steel manufacturer - from iron ore to ready-to-market products. The company’s
manufacturing facilities comprise iron making, steelmaking, and downstream facilities spread across India. AM/NS
India offers more than 300 grades of steel, conforming to international quality standards and ascribing to being a
trusted and reliable provider of steel to customers in India and beyond. The products are accredited by Indian and
global industry bodies. The company also operates significant iron ore pelletization facilities, with the current annual
capacity of 20 million tonnes.
6.6 Jindal Steel and Power Limited

Jindal Steel and Power Limited is one of the leaders in the Indian steel industry with a significant global presence. It
operates the largest coal-based sponge iron plant in the world and has substantial presence in domestic power, mining
and infrastructure sectors. The Company’s geographical footprints span across Asia, Africa, Australia and the Middle
East. The Company’s product portfolio spans across the steel value chain from widest flat products to a whole range of
long products and rails. JSPL has Blast Furnace with a volume of 4554 m3, 2.75 MTPA New Electric Oxygen Furnace
(NEOF), advanced Plate Mill capable of producing up to 5-meter-wide plates, 9 MTPA Pelletisation complex, Syngas-
based DRI plant and Coal Gasification Plant for steel-making based on Swadeshi coal and 1.5 MTPA Rebar Mill.
38
6.7 ESL Steel Ltd
ESL Steel Ltd. (formerly known as Electrosteel Steels Limited) an Integrated Steel Producer, was incorporated in 2006
as a Public Limited Company with operations in Bokaro, Jharkhand, India. In June 2018, Vedanta Limited acquired the
management control of ESL through the Corporate Insolvency Resolution Process. The company has a current annual
capacity of 1.88 million tonne per annum.
The facility primarily consists of Sinter Plants, Coke Oven, Blast Furnaces, Oxygen Plant, Basic Oxygen Furnaces, Billet
Caster, Wire Rod Mill, Bar Mill, Ductile Iron Pipes Plant and a Power Plant. The Company’s product range includes TMT
Bars, Wire Rods, Ductile Iron Pipes, Pig Iron and Billets. ESL is the first major steel producer to brand its wire rods.
6.8 Jindal Stainless Limited (JSL)

Jindal Stainless Limited (JSL) is India’s largest manufacturer of stainless steel with a capacity of 1.1 million tonne per
annum. It is located in the eastern coast of India in the state of Odisha. The manufacturing complex comprises 2,50,000
tonne per annum of Ferro Alloys facilities with world class technology and equipments. The complex, equipped with
captive power generation facility (264 MW), is eventually scalable up to 3.2 million tonne per annum of stainless-steel
production. A rail-linked Inland Container Depot (ICD) is also operated at the Jajpur facility which has a capacity of
handling 4,500 large containers for moving goods and raw materials.
6.9 Jindal Stainless (Hisar) Limited (JSHL)

Jindal Stainless (Hisar) Limited (JSHL) is a fully integrated stainless-steel plant with a capacity of 0.8 mtpa. It is also
the world’s largest producer of stainless-steel strips for razor blades and India’s largest producer of coin blanks,
serving the needs of Indian and international mints. JSHL’s state-of-the-art Specialty Product Division (SPD) caters to
the high-end precision and specialty stainless steel requirements of reputed Indian and international customers. The
product range includes stainless steel slabs and blooms, hot rolled coils, strips, plates, coin blanks, precision strips,
and cold rolled coils.
39
CHAPTER-VII
CAPACITY BUILDING, TECHNICAL

INSTITUTIONS AND SKILL DEVELOPMENT
7.1 Onboarding Mission Karmayogi

The Government has approved the “Mission Karmayogi”, the National Programme for Civil Service Capacity building
(NPCSCB) on 2nd September 2019. The programme proposes a paradigm shift in enhancing the capacity of the civil
servants by building their behavioral, domain and functional competencies, creating a framework of shared resources
and transitioning from a rules-based to roles-based model of civil service to democratize learning and to create
future-ready civil service. The programme will be delivered through the online iGoT platform of DoPT.
The programme will cover several aspects of training including HR management through integration with
eHRMS, monitoring & evaluation and competency framework. Competency will be based on the framework called
FRAC-Framework of Roles, Activities and Competencies with various levels. Competencies have been classified into
three categories - behavioural, functional and domain. There will be three kind of processes involved in implementation:
identification of roles and responsibilities through FRAC, content creation and assessment & evaluation.
Ministry of Steel is one of the 12 Ministries/Departments identified to implement the project in the first phase. In
order to implement the Mission Karmayogi within the Ministry, various briefing meetings have been held by DoPT. A
Capacity Building Unit (CBU) led by Joint Secretary, Ministry of Steel has been constituted to roll out and implement
the programme. The CBU will also be responsible for monitoring capacity building progress of all employees in the
Ministry and onboard content on iGOT accordingly.
7.2 Technical Institutions

7.2.1 Efforts are being made to constantly upgrade the technical skills of the workforce in the Steel Sector. The
following institutes have been set up for the purpose:
7.2.2 National Institute of Secondary Steel Technology (NISST)
National Institute of Secondary Steel Technology was set up as a registered society on 18th August, 1987 to provide
trained technical manpower, industrial services, testing facilities, consultancy services for energy efficiency, R&D and
other services to the secondary steel sector. Presently Additional Secretary, Ministry of Steel, is the Chairperson of
the Institute.
NISST undertakes various activities as following:
l Industrial consultancy, Training & Skill Development.
l Mandatory Energy audits and M&V Audits (Accreditation from Bureau of Energy Efficiency, Ministry of Power,
GOI).
l Safety Audit, Verification and Inspection (Competent agency for safety inspection from Govt. of Punjab, UT of
Daman & Diu and Dadra Nagar Haveli).
l Lab Testing (NABL Accreditation & BIS recognition for 16 products of Mechanical & Chemical Labs).
l Research and Development.
7.2.3 Biju Patnaik National Steel Institute (BPNSI)
Based on the concept plan developed by a task force set up by the Ministry of Steel, a decision was taken to set up
a National Steel Institute at Puri, as a Training-cum-Service-cum-Research & Development centre. Accordingly, Biju
Patnaik National Steel Institute (BPNSI) was registered under the Societies Registration Act and started functioning
from January 1, 2002. BPNSI was established to help the domestic secondary steel industry to keep up with the rapid
transformation which the global and Indian steel industries have been undergoing. The Cabinet had on February 20,
2004 approved the setting up of BPNSI at Puri as a full-fledged institute with capital funding from JPC.
40
7.2.4 Institute for Steel Development & Growth (INSDAG)
The Institute for Steel Development & Growth (INSDAG) was set up in 1996 and started functioning from 1999. It was
promoted by Ministry of Steel along with major Steel Producers in the country like SAIL, RINL, Tata Steel, JSW, Essar
Steel and JSPL. The objective of the Institute is to promote consumption of steel in the country by means of technical
publications and study reports, dissemination of knowledge on steel-based designs, steel codes and standards to the
students of engineering colleges, faculties, academicians, professionals, architects & structural engineers. It is also
involved in making guidelines and manuals for use of specific steel category and designs of steel-concrete composite
technology in buildings and other structures.
As a part of the comprehensive plan by the Government of India to enhance usage of steel in the domestic market
in infrastructure building, housing, etc., INSDAG had brought out technical publications on various aspects of steel-
based designs in structures for infrastructure building and housing and distributed such publications among architects,
structural engineers and builders. INSDAG is the Convener of Committee for Designing Long Span Steel based Bridges,
constituted by Ministry of Steel and is providing technical inputs to the Committee on the subject matter. INSDAG has
been taking proactive steps to promote concept of Life Cycle Cost Analysis (LCCA) for Infrastructural projects.
INSDAG conducts number of professional training programs both in offline and online mode. Recently, INSDAG
completed a series of training program through virtual platform in association with INSTRUCT, Bengaluru on Structural
Steel Buildings.
7.3 Skill Development

7.3.1 Pradhan Mantri Kaushal Vikas Yojana (PMKVY) Short Term Training (STT)
In the year 2020-21, the activities of Indian Iron and Steel Sector Skill Council (IISSSC) under Prime Minister Kaushal
Vikas Yojana (PMKVY 2.0) in terms of short-term training programmes have been affected due to the Covid-19
pandemic. The Council certified 2675 candidates. The training was done primarily in 15 States of the country, namely
Uttar Pradesh, Kerala, Maharashtra, Bihar, Chhattisgarh, Gujarat, Haryana, Jharkhand, Karnataka, Madhya Pradesh,
Odisha, Rajasthan, Telangana, Tripura and West Bengal. A total of around 50 Training Centres participated in imparting
the training programs of IISSSC through 20 numbers of Training Partners. The basic thrust of above training program
was school dropouts (8th/10th pass) and for entry level candidates to target the poor population. The trainings were
conducted at remote districts which are backward and underdeveloped.
Short Term Training Program (STTP) under PMKVY 2.0 for FY 2015-16 to 2020-21
Sl. No. Year Enrolled Trained Assessed Passed Certified Placed

1 2015-16 28301 28301 27873 23971 22732 2730
2 2016-17 The Program was on Hold
3 2017-18 12912 9678 9099 7764 7536 1937
4 2018-19 4888 5209 4559 5168 5365 4056
5 2019-20 7077 8015 7451 6512 6453 3198
6 2020-21
(April 2020 to
31st December 2020) 0 800 2846 2675 2675 1290
TOTAL 53178 52003 51828 46090 44761 13211
N.B. 1. The targets are continuous and given by NSDC for the total period of PMKVY 2.0 (2016-20).
41
7.3.2 Recognition of Prior Learning (RPL) and STT Program for 2018-19 to 2020-21
Sl. No. Scheme Training Done

1 FY 2018-19: PSUs Training under RPL SAIL-181(Durgapur Steel Plant-47; Bhilai Steel 423
Plant-46; Bokaro Steel Plant-17; and Burnpur Steel Plant-71), RINL-193, Garden Reach
Ship Builders-49
2 FY 2018-19: SME Sector Training 69
3 FY 2018-19: Other Schemes (NULM, DDUGKY, AICTE, JSDMS, NSKFDC) 2690
4 FY 2019-20: PSUs Training under RPL in SAIL- 188 (Durgapur Steel Plant- 63; 380
Burnpur Steel Plant- 43, Bokaro Steel Plant-54, RMD KIRIBURU-28), RINL-192
5 FY 2019-20: SME Sector and Training (CTTC-78) 78
6 FY 2019-20: Other Schemes (WB School-909, PBSSD-41, AICTE-TI-571, JSDMS-188, 4609

NSKFDC-1277, NSFDC-180, Non PMKVY-60, PMKVY CSSM-1154, Special Project-73,
SDIS-NULM-SUDA-126, DDUKK-30) STT Program
7 FY 2020-21 (April 2020 to 15th January’21): PSUs Training under RPL 183
(SAIL-Bokaro Steel Plant-20, AM/NS-32, RINL-114, Hindustan Unilever Kolkata-17)
8 FY 2020-21(April 2020 to 15th January’21): Other Schemes (NSKFDC-573, 803

NSFDC-230)
Total 9235
RPL Training Program under PMKVY for FY 2017-18 to 2020-21
Sl No Scheme Trained Placed
1 PMKVY-RPL (Recognition for prior Learning) 2017-18 3000 Existing Employees

Being Re-Skilled

Being Re-Skilled

Being Re-Skilled
4 PMKVY-CSCM RPL (Uttar Pradesh Skill Development Society) 855 Existing Employees
2020-21(April 2020 to 15th January 2021) Being Re-Skilled
Total 11295
7.3.3 Apprenticeship
All the PSUs like SAIL, RINL are taking apprentices through the new portal. Plants are taking apprentices mainly for
DGT Courses. IISSSC has shared a list of 300 candidates and screening process is being initiated so that successful
candidates would be linked to apprenticeship. IISSSC is encouraging the individuals and SME units to participate in
NAPS (National Apprenticeship Promotion Scheme) on optional trade. IISSSC has already developed 4 modules on
optional trade. IISSSC is taking help of 3rd party aggregator (TPA) to promote the scheme.
42
CHAPTER-VIII
RESEARCH AND DEVELOPMENT
8.1 Background
In India, R&D in steel is carried out by the SAIL, Tata Steel, JSW Steel and Essar Steel, leading steel companies from
their own funds. R&D in the steel sector is also being pursued by the CSIR laboratories like NML Jamshedpur and IMMT
Bhubaneswar, and academic institutions like IITs & NITs.
8.2 R&D facilitated by Ministry of Steel

l Ministry of Steel is operating an R&D scheme viz. “Promotion of R&D in Iron & Steel Sector”, to address the
technological issues faced by the sector and also indigenous development of processes/ technologies.
l R&D Project proposals are invited from reputed Academic Institutions/ Research Laboratories and Indian Steel
Companies for pursuing R&D projects for the benefit of the Iron & Steel Sector in the country.
8.2.1 The thrust areas for providing support:
l Development of innovative/ path breaking technologies for utilization of iron ore fines and non-coking coal.
l Beneficiation of raw materials like iron ore, coal etc. and agglomeration.
l Improvement in quality of steel produced through the various routes of steel making including the Induction
Furnace route.
l Development of commercially viable technology for utilization of steel plant and mine wastes including LD/EAF/IF
Slag.
l Development of indigenous technologies for improved processes and products such Ultra High Strength Steel,
High Strength High Formable steel, CGRO Steel Sheets, emerging coated products etc.
l R&D for achieving global benchmarks in Productivity, Quality, Raw material consumption, Energy consumption,
Water consumption, Refractory consumption etc.
l Development of Low carbon technologies for reduction in GHG emission.
l Development of innovative technology for effective recovery of waste heat in different iron & steel making
processes including downstream processes.
l To pursue R&D for increasing the consumption of steel.
l Development of innovative solutions for addressing the challenges faced by the iron & steel industry.
l To pursue R&D on any other subject of national importance concerning the Iron & Steel sector.
8.2.2 Scope of Support:
l R&D work in Lab Scale/ Bench Scale and scale-up to Pilot Scale/ Demonstration Plants is supported.
l Joint Proposals with other laboratories/ institutions/ industry are desirable for providing support under the
scheme.
l In case of Industrial/ Commercial organizations, financial assistance of upto 50% of the total cost is permissible.
43
l For Pilot/ Demonstration Scale R&D projects, financial assistance will be limited to upto 50% of the total cost &
the balance to be met by the industrial partner.
8.2.3 Quantum of Support:
The quantum of funding of the R&D projects from Ministry of Steel during the last five years are given below:
Sl.No Year Government Funding

(Rs. in crore)
1 2015-16 10.26
2 2016-17 15.00
3 2017-18 14.00
4 2018-19 15.00
5 2019-20 15.00
6 2020-21 (upto December, 2020) 0.30
Total 69.56
l The details of funds released during 2020-21 under the scheme “Promotion of R&D in Iron & Steel Sector” is at
Annexure-XVII.
l The budget allocated for the scheme for the FY 2020-21 and FY 2021-22 is Rs. 5 crore each.
8.2.4 Appraisal/ Revision of the Guidelines:
l For continuation of the scheme, as per the Department of Expenditure guidelines a third-party evaluation of the
scheme has been carried out by ASCI Hyderabad.
l On the basis of Observations/Suggestions of ASCI, revised guidelines for considering R&D project proposals
have been prepared for finalization after consultation with the stakeholder Ministries/ Departments.
8.2.5 Approval & Monitoring Mechanism of the R&D Projects:
l An Evaluation Group comprising members from the office of Principal Scientific Adviser to the Government of
India, DRDO, DST, Premier Academic Institutions and Industry carry out evaluation of the R&D proposals received
for funding under the scheme.
l A Project Approval and Monitoring Committee (PAMC) under the Chairmanship of Additional Secretary & Financial
Adviser and Joint Secretary, Ministry of Steel, Director IIT Kharagpur, Director IMMT, Director NML are the
2nd Stage approving body for the R&D proposals recommended by Evaluation Group.
l Final approval is accorded by the designated authority based on the cost of the project as per the guidelines
issued by Department of Expenditure.
l A Project Review Committee monitors the progress of the on-going projects on a regular basis.
8.2.6 R&D Projects pursued under the Scheme:
l Under this scheme, R&D projects of SAIL, CSIR Labs viz. CSIR-NML, CSIR-IMMT, CSIR-CBRI, CSIR-CRRI etc.
besides some academic institutions like, IIT Kharagpur, IIT Kanpur, IIT Madras, IIT BHU, MNIT Jaipur etc. have
been funded under the scheme.
l Major projects covered under the scheme include exclusive R&D initiatives to upgrade Indian low/lean grade
iron ore and Indian coking/non-coking coal and finding ways to produce quality steel with low Phosphorus in
Induction Furnace, development of alternative iron making, utilization of steel plant wastes such as steel slag,
addressing climate change issues etc.
44
8.3 R&D by Steel Companies
8.3.1 Steel Authority of India Limited (SAIL)
Research and Development Centre of SAIL is India’s premier research organization in the field of ferrous metallurgy.
Recognizing that development and assimilation of new technologies & process innovations are basic tenets for
sustainable growth, SAIL has given thrust for its R&D efforts through its well-equipped R&D Centre located at Ranchi.
It has more than three hundred diagnostic equipment and adequate pilot facilities under fifteen major laboratories. The
centre undertakes research projects encompassing the entire spectrum of iron & steel starting from raw materials to
finished products. R&D Centre also pursues pioneering work in the area of development of niche products (Defense,
Indian Railways etc.), as per market requirements aiming at superior performance based on application. The centre
in its pursuit for excellence in various research fields enters into collaboration mode of research in specific areas with
renowned research institutions and academia. At present, Centre is pursuing collaborative research projects with
C-DAC, Thiruvananthapuram and IOCL, Faridabad.
8.3.2 Rashtriya Ispat Nigam Limited (RINL)
R&D initiatives at RINL are directed towards meeting the present and future requirements of the plant. Programs in the
areas of process improvement, waste management, new product development, cost reduction, environment protection
etc. are taken up internally as well as with external research organizations under collaborative research.
8.3.3 NMDC Limited :
Research & Development Centre: NMDC R&D centre extends its expertise to in- house production units of NMDC and
other domestic organisations in the field of Mineral processing, Mineralogy, Bulk solids handling, Agglomeration and
Hydro & Pyro metallurgy. The R&D centre is equipped with state of art facilities to cater to its needs. The research
initiatives are directed towards the vision and mission of the organization. NMDC R&D has implemented Integrated
Management System comprising ISO 9001: 2015 (Quality Management System), ISO 14001: 2015 (Environment
Management System), OHSAS 18001: 2007 (Occupational Health and Safety Assessment System) and SA 8000:
2014 (Social Accountability).
8.3.4 MOIL Ltd.
MOIL Ltd. is engaged in exploration, exploitation and marketing of various grades of manganese ore and value-added
products such as Electrolytic Manganese Dioxide (EMD) and High Carbon Ferro Manganese Alloy. The company
has carried out R&D activities to improve the safety standard and productivity in the mines by introducing modern
technologies with CSIR-R&D Laboratory, Reputed Academic and R&D Institutions of the country and abroad.
8.3.5 MECON Limited
Specific R&D undertaken for process & Product Development in Last 5 years
l Multi gasanalyser using NDIR method.
l Infrared camera based ladle condition monitor.
l 1MTPA coke oven battery with 49.8 m3 hot oven volume.
l Design & development of 4250 m3 blast furnace.
l Design & development 7m tall coke oven battery.
l Localized Induction based heat treatment of steel blanks for automotive applications.
l Infrared Camera based Torpedo Ladle car condition monitoring system.
8.3.6 KIOCL Ltd
R&D Projects undertaken:
l Synthesis of Kudremukh Iron Ore Mine Tailings based Geopolymer Aggregates using Fly ash as precursor in
Construction Industry.
l Optimization of Grinding Media - Feasibility study/Trial production using low chrome grinding media from high
chrome grinding media.
45
CHAPTER-IX
PROMOTION OF STEEL USAGE

9.1 Background
l Steel plays a pivotal role in a nation’s economy and has been proven to be a driver for prompt environmentally
sustainable economic development due to its recyclable nature and faster associated completion times. Steel
consumption shows a strong correlation with GDP, especially during the nation building phase.
l In India also Steel Industry can play an important role in India becoming a USD 5 trillion economy. Usage of more
steel in construction & infrastructure development projects results in faster implementation of projects and better
quality of structures due to high strength to weight ratio and durability of steel. Also, 100% recyclability of steel
allow for improved environmental performance across the entire life cycle. However, the consumption of Steel
in our country is lower compared to developed nations and there is large scope to improve the steel usages in
various sectors.
l National Steel Policy 2017 was issued by the Government with the objective to make the country self-reliant
in all types of steel as well as making Indian Iron & Steel Industry globally competitive. Ministry of Steel is
continuously making efforts to enhance steel production capacity domestically and at the same time increase
domestic demand and usage of steel.
9.2 Steel Usage scenario in India

9.2.1 In India, steel is primarily consumed in growth driving sectors such as Housing & Construction (43%),
Infrastructure development (25%), Engineering & Packaging (22%), Automotives (9%) and Defence (1%). During the
FY20, the total steel consumption in the country was 100.2 Million Tonne. Overall steel demand has grown at a healthy
CAGR of 5.3 % over the past 07 years. However, India’s annual per capita steel consumption is 74.1 kg 1 and is one-
third the global average (224.5kg)2. India’s rural per capita consumption at 19 kg per annum is well below the national
level. There is large scope to improve the steel usage in various sectors.
9.2.2 Building & construction sector forms 43% of India’s steel usage followed by infrastructure (25%), automobile
(9%), engineering & packaging (22%) and defence (<1%) sectors.
1
Extract from Annual Statistics 2018-19, Joint Plant Committee (JPC)
2
Steel in Figures 2019, World Steel Association
46
9.3 India’s steel demand outlook
9.3.1 India’s total steel demand is expected to grow at 7.2% CAGR through FY 31 and reach ~230 MT. This growth
will be driven by the building & construction (rising urbanization rate, increasing steel intensity) and infrastructure
segments (investments in roads, railways and airports, increasing steel intensity).
9.4 Government initiatives driving steel usage

9.4.1 Given the recently announced Rs.103 lakh crore investment plan by the Government for infrastructure development
over the next five years and Government initiatives such as Pradhan Mantri Awas Yojana - Urban and Gramin, Make In
India, Pradhan Mantri Ujjwala Yojana, National Solar Mission, UDAN (airports), irrigation (PMKSY), National Gas Grid,
Sagarmala, Dedicated Freight Corridors (DFC’s), Bharatmala and AMRUT and Clean Ganga Mission will be demand
drivers for steel and will play a pivotal role in India’s rise to a $5 trillion economy by 2024-25. The “Jal Jeevan Mission
- Nal Se Jal” programme of the Jal Shakti Ministry also envisages usage of Steel pipes (coated mild steel or ductile iron
pipes) for the primary water (trunk line) distribution network due to its strong rust and corrosion resistance; long life to
enable distribution of safe and sustainable distribution of piped drinking water to Indian households.
9.4.2 Estimated steel consumption in the various flagship initiatives of the Government is given below:
S. No. Initiative Likely Steel Demand (MT)
1 PMAY Urban 28-32
2 PMAY Gramin 38-42
3 Pradhan MantriUjjwala Yojana 1.5
4 National Solar Mission 4.5-5
5 Airports - UDAN 8
6 Irrigation - PMKSY 2
7 National Gas Grid 12
8 Sagarmala 23.5
9 Railways - DFC’s 6.2
10 Bharatmala 25.1
11 AMRUT& Clean Ganga Mission 1.7
12 Jal Jeevan Mission 18.5
9.5 Efforts made by Ministry of Steel to promote steel usage

9.5.1 Ministry of Steel (MoS) is actively working to promote steel usage by enhancing awareness and capacity building
as following:
AWARENESS CAPACITY BUILDING
l Joint Workshop/Webinars with MoRTH, MoHUA, l Addition/Modification in Codes/frameworks with
MoRD, M/o Jal Shakti, M/o Shipping; developers, BIS for steel-based construction.
designers, architects to promote steel usage
l Development of Design guides for steel intensive
in Construction & Infrastructure development
construction and bridges.
sectors.
l Introduction of steel based structural design
l Active collaboration with Nations such as
courses at UG/PG level in Technical Institutes.
Japan for learning enabling procedures to
promote higher usage of steel in construction l Promotion of Indigenous Fabrication Facilities;
and Infrastructure development sectors by Development of Skilled Manpower: Promotion of
organising Annual seminars. Certified design, fabrication and welding courses.
l Joint Workshops/ Webinars with M/o Railways, l Domestic Manufacturing of High Grade and
Defence, MoPNG etc. to reduce steel import Special grade steel to reduce imports.
dependence.
l Supporting Research and Development for steel
l Identification of Gaps and ATN Plan. structural design.
47
9.5.2 M/o Steel has launched “Ispati Irada” campaign to encourage steel usage across sectors. “Ispati Irada” is a
collaborative branding campaign with the objective of promoting the benefits of steel usage in various facets of nation
building and how it impacts the lives of citizens in the country.
9.5.3 Ministry of Steel has been engaging stakeholders from various sectors such as Housing & Construction,
Infrastructure, Urban Development, Railways, Defence, Oil & Gas, Civil Aviation, Rural Development, Agriculture,
Dairying and Food Processing. The sector wise initiatives are as given below:
l Building, construction and infrastructure sector- Ministry of Steel has organised Workshops in Feb., 2020 at
New Delhi, Mumbai and Bhubaneswar in collaboration with the Ministry of Economy, Trade, & Industry (METI),
Japan by engaging Japanese experts. A Round Table discussion through Webinar was also organised on
30.06.2020 with Indian Developers/Builders, Designers/Consultants, Fabricators, Academicians from IITs and
steel producers to enhance steel usage in the country especially in construction sector. Further, a Webinar with
Ministry of Housing and Urban Development and Ministry of Civil Aviation was held on 18.08.20 to foster steel
usage in Housing construction and Civil Aviation sector.
Hon’ble Union Minister, Petroleum and Natural Gas and Steel during the Webinar on “Ispati Irada: Enhancing steel usage in the country
with special focus on construction and infrastructure sectors” held on 30th June, 2020
l To develop designs for long span (30, 35 and 40 meters) steel based road Bridges, a Committee of Experts has
been setup with members from Ministry of Road Transport & Highways, EIL, MECON, SAIL, INSDAG, IRCON
and IIT-Roorkee. The proposed designs shall cover requirements of National Highways and Expressways and
promote steel usage in road Bridges in India.
l A Joint Working Group(JWG) with members from Ministry of Housing and Urban Affairs, M/o Skill Development,
Ministry of Steel, BIS, CPWD, Technical Institutions (IITs) and from Industry has also been set up for fostering
steel usage in Housing and Construction sector with the following scope of work:
v To develop standardized design and layouts of housing configurations with Steel structure with estimated
cost, as adopted in Pradhan Mantri Awas Yojana (PMAY) houses and States Schemes for circulation to all
States/UTs. A software in collaboration with IITs/NITs may be developed in this regard.
48
v Inclusion of steel intensive construction items and work rates in the CPWD - Delhi Schedule Rate (CPWD-
DSR); Inclusion of steel finishing items in the CPWD-DSR for ready reference in case of steel intensive
construction.
v Inclusion of Plinth Area Rate(PAR) in the CPWD-PAR for steel intensive building construction.
v Revision and updating to latest requirements of BIS Indian Standard codes such as IS:800 (Code for
general construction in steel); IS:801 (Code for cold formed light gauge steel structural members in
general building construction), IS:4000 (Code for High Strength Bolt use in steel structure) and IS 13174
(Code for the terminology and methodology for Life cycle cost analysis).
v To promote Light Gauge Houses, Composite and Pre-Engineered Steel Building to enhance the quality and
speed of construction in the various schemes such as PMAY, Smart Cities Development.
v Assess the overall steel required in construction of houses under the various Central & State Government
schemes by 2024-25 and by 2030-31.
9.5.4 Capital Goods sector- Capital good manufacturing forms a major component of steel demand in the engineering
and fabrication sector. At present, India is a net importer of capital goods. The steel sector itself would require $20-25
Bn worth of capital goods imports and an annual $25 Mn worth of imports in spares and repairs till FY31. Hence,
there exists a large domestic market which should be served through indigenous capital goods manufacturing through
indigenous steel. M/o Steel has made efforts to increase domestic manufacturing of steel sector capital goods in India
and has held a conclave on “Capital Goods for Steel Sector: Manufacture in India” on 23rd October, 2018. 38 MoUs
aimed at preventing imports worth Rs. 40,000 cr were signed with Indian steel players, Indian capital goods players
and multiple international capital goods players such as SMS, Danieli, Acre and Paul Wurth amongst others. M/o Steel
then participated in the “METEC Trade Fair” held in Dusseldorf, Germany to pursue opportunities for increase domestic
manufacturing of capital goods.
9.5.5 Automobile sector - M/o Steel has engaged in multiple conversations with Engineering Export Promotion Council
of India (EEPC), multiple automobile players and Indian steel players to understand possibility of competitively priced
domestic manufacturing and procurement of auto grade steel in India.
9.5.6 Railways and Defence sector- M/o Steel organized a Workshop jointly with Ministry of Railways and Ministry of
Defence in February, 2020 in New Delhi for fostering domestically manufactured steel in Railways and Defence sector.
This resulted in identifying the issues and challenged which are hampering the usage of domestically manufactured
steel in these sectors. Efforts are being made to reduce the imports in these sectors and thereby substituting imports.
9.5.7 Oil & Gas Sector- M/o Steel organized a Webinar jointly with Ministry of PNG in June, 2020 for fostering
domestically manufactured steel in Oil and Gas sector. This resulted in identifying the issues and challenged which are
hampering the usage of domestically manufactured steel in Oil and Gas sector. A Committee has been formed jointly
with M/o PNG in Sep’2020 to prepare a roadmap for promoting domestic steel in Oil and Gas Sector.
9.5.8 Rural India - M/o Steel is actively looking at avenues to enhance steel consumption in rural areas. Increase in
agricultural implement penetration in rural India (tractors, combine harvesters etc.), creation of permanent houses
under Pradhan Mantri Awas Yojana - Gramin along with an increase in steel silos for grain storage and greater rural
vehicle penetration will enable a rise in steel use in rural India. A Webinar was organized on 20.10.20 with M/o
Rural Development, M/o Agriculture & Farmers Welfare, Department of Dairying & Animal Husbandry and M/o Food
Processing to enhance steel usage in Rural India.
9.6 Initiatives by CPSEs to Promote Usage of Steel

9.6.1 SAIL
Various initiatives are being taken by SAIL in terms of identifying new markets and new segments to sell additional
volumes of products. In order to introduce customers to the new product range offered by SAIL, dedicated Cross
Functional Teams comprising representatives from CMO and Plants were formed afresh. Seminars, Workshops and
Focused meetings have been organized with end users, architects, structural designers and consultants, etc. to
enhance product knowledge and create product recall. Specific interactions have been organized between consumers
and Plant collectives, in order to achieve a mutual understanding of the requirements of end consumers on one hand,
and production capabilities on the other.
49
l SAIL has been meeting Government Agencies, Construction PSUs, Private Construction Companies, Municipal
Authorities, etc. for propagation of usage of steel. Various Electricity Boards viz. Jharkhand, Gujarat, Maharashtra,
Telangana, Assam, Arunachal Pradesh, J&K, etc. are being contacted to replace RCC poles with WPB 160.
l SAIL took initiatives such as Incentivisation Scheme for MSMEs under Mission Purvodaya, Adoption of export
parity prices for MSME members of EEPC.
l In order to help promote and build acceptance of steel usage in rural areas, SAIL has an ongoing programme under
“Gaon Ki Ore” (GKO) campaign for working with village level public decision makers, opinion makers, masons,
builders, etc. The campaign ‘xkao dh vksj’ which was started in 2017-18 was continued in the financial year
2019-20 also with 179 workshops during 2019-20. In the current financial year 2020-21, 35 GKO workshops
have been conducted till December, 2020 owing to restrictions imposed due to Covid-19 pandemic.
l Over 4,00,000 square feet of wall paintings have been done in current year to promote use of TMT and Galvanised
steel sheets of SAIL in the current year till December, 2020.
l SAIL has been engaged in various promotional activities while undertaking sales through its distributor/dealer
network. Some such activities include wall paintings showcasing different products at various locations including
non-urban areas, advertisements at railway stations, outdoor hoarding on highways, airports, important locations
in cities, at traffic kiosks and newspapers, etc. Besides conducting meetings, seminars in engineering institutions,
SAIL has been participating in fairs and exhibitions highlighting various products & usages of Steel.
l At SAIL, continuous efforts are being made to develop new products for meeting specific applications as required
by customers for promoting steel usage. In the recent past, new products were developed for various applications
like High Strength Steel for Pre-Engineered Buildings, Seismic grade TMT bars for construction of Buildings in
Seismic Zones; Special steel plates for submarines in Defence, High Tensile Structural for Construction; High
Tensile Plates with improved ductility for Defence etc. Various grades of API to cater to Oil & Gas pipeline; High
Tensile grades for EME segment; IS 7904 High Carbon Wire rods for Wire drawing, etc. have been developed by
SAIL and being supplied to the industries.
l SAIL has supplied steel to projects of national importance like Statue of Unity (tallest statue in the World),
Kishanganga and Tuirial Hydro Projects, Eastern and Western Peripheral Expressways, Lucknow-Agra
Expressway, construction of the Atal Rohtang Tunnel etc.
9.6.2 Rashtriya Ispat Nigam Ltd. (RINL)
To have a focused approach, a cross-functional team is constituted to deal with various processes and understanding
the requirement of OEMs and implementing the same at RINL. Also, special attention is being given to the requirement
of MSMEs.
In order to create visibility to the end consumers and to redefine retail distribution network focusing on volume growth
in core markets, RINL has taken up a Pilot run of 2-Tier Sales and Distribution model at Rayagada (in South Odisha)
and Tuticorin (in South Tamil Nadu) with plans to explore and extend the same at a few more locations in the country.
9.6.3 MSTC
MSTC, through the organized and transparent process of e-Auction of scrap, promotes recycling of steel and other
materials. This saves energy and reduces carbon emissions and promotes sustainable development of the country.
For sale and purchase of iron, steel and Non-Ferrous products, especially for small and medium sector manufacturers,
MSTC has launched an e-shopping mall, “M3” online portal. MSTC METAL MANDI is a virtual market place for the
Business-to-Buisiness (B2B) and Business-to-Consumer (B2C) segment. MSTC Corporate office is being built which
will be recognized by Steel intensive (extensive usage of steel).
MSTC through its subsidiary, FSNL, recycles slag from various major steel plants. Furthermore, through its JV, MMRPL,
the ELVs are being dismantled in an eco friendly way for recycling steel scrap.
50
CHAPTER-X
ENERGY, ENVIRONMENT
MANAGEMENT AND CLIMATE CHANGE
10.1 Introduction
Environment management and energy efficiency constitute an important benchmark for evaluation of Iron & Steel
Industry. For reduction in energy consumption and emission of environment pollution in steel plants, some of the steps/
initiatives being taken by the Ministry of Steel through various forums and mechanisms are as under: -
10.2 Government Initiatives

10.2.1 National Action Plan on Climate Change (NAPCC)
National Action Plan for Climate Change (NAPCC) has been launched in 2008 to address the Challenge at the national
level. NAPCC outlines 8 National Missions, one of them being the National Mission for Enhanced Energy Efficiency
(NMEEE). Perform Achieve & Trade (PAT) is the flagship scheme under NMEEE. PAT is a market-based mechanism
through certifications of energy savings that could be traded. PAT has become effective from April 2012.
The threshold limit of 20,000 tonne of oil equivalent (TOE) has been marked as the cut-off limit criterion for any unit in
the iron & steel sector to be identified as Designated Consumer (DC).
Under the PAT scheme, 163 Iron & Steel plants have been notified who would be required to reduce the Specific Energy
Consumption (SEC) from their baseline value. 67 of these DCs have completed PAT I and entered the PAT II cycle along
with 9 new DCs. Currently 71 DCs have participated in PAT 2 cycle, which has ended in March 2019. PAT III, PAT IV,
PAT V and PAT VI cycle are also notified by BEE in 2017, 2018, 2019 and 2020 respectively with 29 new DCs in PAT
cycle III, 35 new DCs in PAT cycle IV, 23 new DCs in PAT cycle V and 5 new DCs in PAT cycle-VI.
PAT Cycle-I Achievements: The total savings achieved by Iron & Steel sector by the designated consumers in PAT
Cycle I was 2.10 Million TOE. For achieving this, DCs have invested Rs. 5199 Cr. in various Energy Conservation
Measures.
PAT Cycle-II Achievements: The total savings achieved by Iron & Steel sector by the designated consumers in in PAT
Cycle II was 2.913 Million TOE. For achieving this, DCs have invested Rs. 4396 Cr. in various Energy Conservation
Measures.
Iron & Steel Sector
SR. PAT Cycles Number of Units Total Production Total Energy Energy Saving Savings
(MT) Consumption Target (million TOE)
(million TOE) (million TOE)
1 PAT Cycle-1 67 42.55 25.32 1.486 2.10 (Achieved)
2 PAT Cycle-2 71 64.49 40.44 2.37 2.913 (Achieved)
3 PAT Cycle-3 29 10.67 7.64 0.456 -
4 PAT Cycle-4 35 4.86 3.22 0.192 -
5 PAT Cycle-5 23 4.70 2.82 0.168 -
6 PAT Cycle-6 5 1.64 0.515 0.031 -
Source: BEE
Number of units indicated against PAT cycle-2 is inclusive of PAT cycle-1 units.
51
10.2.2 NEDO Model Projects for Energy Efficiency Improvement
Government of Japan through Ministry of Economy Trade & Industry provides funds i.e. Overseas Development Aid
(ODA) under its Green Aid Plan (GAP) through Department of Economic Affairs in GOI for setting up of energy efficient,
environment friendly projects known as Model Projects in various sectors including steel. These projects are routed
through and managed by NEDO (New Energy & industrial technology Development Organisation), Japan. Ministry
of Steel is coordinating the projects undertaken in the iron & steel sector. So far, the projects commissioned and in
progress are as follows:
l BF Stove Waste Heat Recovery: Completed at Tata Steel.
l Coke Dry Quenching: Completed at Tata Steel.
l Sinter Cooler Waste Heat Recovery: Completed at Rashtriya Ispat Nigam Limited.
l Energy Monitoring and Management System at ISP Burnpur, SAIL is in progress.
10.2.3 Iron & Steel Slag Utilization
The major wastes produced in integrated steel plants include BF Slag, Steel Melting Shop (SMS) Slag accounting for
nearly more than half a tonne for each ton of steel produced in ISPs. The steel plants are utilizing the BF slag produced,
mostly in cement making and some portion as aggregate, both of which are permitted in BIS or IRC Standards
Specifications.
The utilization of SMS (particularly LD) slag is limited due to the following:
l Phosphorous content;
l High Free lime content; and
l Higher specific weight.
To resolve these issues, research & development initiatives are underway for utilisation of steel slag:
l Development of Design Guidelines and Specifications for utilization of steel slag in road construction by CSIR-
CRRI.
l A Novel Approach of Making Green Belite Cement from Electric Arc Furnace Steel Making Slag by IIT Kharagpur.
l Development of newer Cementitious Materials using Chemically Activated LD Slag by CSIR-CBRI.
l Development of Steel Slag based cost effective eco-friendly fertilizers for sustainable agriculture and inclusive
growth by Indian Agriculture Research Institute (IARI) (Under consideration).
10.2.4 Nationally Determined Contributions (NDCs) for Indian Steel Industry
l India is a signatory to Paris Agreement adopted at the 21st session of the Conference of Parties (COP) to the
United Nations framework Convention on Climate Change held during 30 November - 20 December 2015 at
Paris.
l The key discussions in the COP -21 relate to adoption of the Agreement on Climate Change i.e. Intended Nationally
Determined Contributions (INDCs).
l Government of India has committed to reduce GHG emissions per unit GDP by 33-35% by 2030 from the 2005
level.
l Ministry of Environment, Forest and Climate Change (MoEF&CC) is pursuing in consultation with all Economic
Ministries, to implement NDC to reduce CO2 emission in respective sector. Ministry of Steel is actively engaging
with MoEF&CC and the stakeholders in this matter.
l As per the NDCs submitted by Ministry of Steel, average CO2 emission intensity is projected to reduce from 3.1
T/tcs in 2005 to 2.64 T/tcs by 2020 and 2.4 T/tcs by 2030 (i.e. approx. 1% per year).
l Ministry of Steel has submitted the list of technologies recommended for Iron & Steel Sector to MoEF&CC which
would help iron & steel sector to meet the target of GHG emission.
l The Indian Steel industry also is thriving to adopt the Best Available Technologies (BAT) for harnessing of waste
heat/ energies from its plants and catching up with the global benchmarks.
l Government has also launched several initiatives towards improving the overall efficiency in the economy by
adopting climate friendly low carbon cleaner pathways such as the PAT Scheme, Promotion of Energy Efficiency
in SME Sector through UNDP-GEF-MoS & UNDP-AUSAID-MoS Steel Project, Implementation of NEDO Model
Projects for Energy Efficiency Improvement in Integrated Steel Plants etc.
52
CHAPTER-XI
DEVELOPMENT OF NORTH-EASTERN REGION

11.1 Introduction
The Ministry of Steel has been exempted from the requirement of earmarking 10% of its budgetary allocation for this
purpose.

SAIL has an established marketing network in the North East (NE) Region. It has a Branch Sales Office at Guwahati
which looks after marketing of Steel products in whole of North Eastern Region. Apart from Branch Sales Office, there
are three Consignment Agency (CA) warehouses located in Guwahati, Silchar and Itanagar. Sales in North Eastern
Region have been more than 1.5 lakh tonne during the Financial Year 2019-20. During the current year, SAIL has sold
more than 0.95 lakh tonne during the period April to December, 2020 in NE Region.
SAIL has been catering to various infrastructure projects of national importance, Railways, Defence, Cold reducers,
LPG cylinder manufacturer, Small Scale industries etc. in Government and Private sector.
Besides sales to Projects and Industry, SAIL has been focusing on meeting retail requirements also. SAIL has
established a 2-Tier Distribution Retail Channel consisting of Distributers and Dealers attached to the Distributers
covering a specific geographical area. The Key objectives of the scheme are to reach out to the end customer in the
Retail through an efficient distribution channel and deliver higher value to the customers through value addition in
products, delivery and devices. The two-tier distributorships will help in delivering material to last mile shops in the
hilly areas, which generally face logistical issues due to small volumes and remote locations.
In its endeavour to take care of the requirement of steel in the hilly terrains of North East and North Bengal, the
Distributors are appointed at Guwahati and Siliguri. The Dealer network created by the Distributor at Siliguri caters
to the need of remote locations in the hilly Districts of Darjeeling, Kalimpong in North Bengal and East, West, North
and South Districts of Sikkim. Whereas, the Distributor at Guwahati through its Dealer network caters to states of
Arunanchal Pradesh, Mizoram, Manipur, Tripura, Nagaland, Meghalaya in addition to the wide area of Assam.
The Distributor appointed in the North Eastern Region, at Guwahati is primarily responsible for Retail Sales of TMT.
As on 31st December, 2020 the distributor has 183 dealers on the rolls and covers all the seven states of North East.
Total sales through 2-tier channel system were 11053 Tonne during the current financial year upto December, 2020.
The Distributors have carried out promotional activities in the form of rural awareness meets, mason meets, wall
paintings, Brand promotion in All Assam Cricket Tournament held during December, 2020.

North-Eastern Region is one of the focused regions with a potential for Infrastructure development in terms of Hydro
Power, Thermal Power Stations, Coal and Natural Gas facilities as this region is abundant in the natural resources. RINL
is mostly meeting the requirement of this region through material which is routed from RINL’s stockyard at Kolkata.
RINL is channelizing material supplies to this region through Rural Dealers located at Siliguri and Guwahati.
In order to improve the presence in the North-Eastern Region, RINL has already tied up with IWAI (Inland Waterways
Authority of India) for stockyard operation on their land at Guwahati. Handling contract is being finalised for operation
in this stockyard. Also, the logistics aspect has been taken up with Railways.
11.4 MSTC Ltd.

MSTC has set up a branch office at Guwahati for serving customers in NE region. For last few years many activities
for implementing e-Commerce in Agriculture and Horticulture sectors were undertaken to improve the livelihood of
the farmers. MSTC has also developed portal for sale of Meghalaya Coal in line with Hon’ble Supreme Court decision.
53
CHAPTER-XII
INTERNATIONAL COOPERATION
12.1 OECD Steel Committee and India
India is a “participant” at OECD Steel Committee since 2000. As a participant, India is invited to attend all non-
confidential agenda items at meetings of the Steel Committee and to contribute to its discussions.
OECD Steel Committee enables participants to jointly address the challenges faced by the global steel industry and
identify solutions to promote open and transparent market for steel industry. It enables countries to gather information
on topics pertaining to steel sector, inter alia, global steel market outlook, regional steel market developments, steel
trade and policy developments, developments in steel-making capacity, subsidies and other forms of government
support measures and their impact, policy interventions and steel and technological developments. It also publishes
and circulates well-researched documents on the aforementioned topics and other topics related with the steel sector.
World Steel Association also makes the sectoral presentation bi-annually at this forum.
India has been regularly participating in the OECD Steel Committee meeting to ensure that the interest of the Indian
domestic steel industry is appropriately presented to the global community and no incorrect inference is drawn
about the Indian steel industry and its growth story. The 88th session of the Steel Committee was held virtually on
24-28 September, 2020.
12.2 International cooperation and collaboration are crucial for bringing the state-of-the art technologies in the
steel sector and for international trade development. To achieve these objectives, the Ministry of Steel participated in
following international meeting/seminar organised for development of iron and steel sector as per details given below:-
i) A Webinar on ‘Steel Sector in India: Opportunities and Challenges’ was organised by the Embassy of India in
Tokyo in collaboration with the Ministry of Steel on 29th July, 2020 with participation by Ministry of Economy,
Trade and Industry of Japan, and States of Jharkhand, Odisha and Chhattisgarh besides senior executives of
Indian and Japanese Steel Industries. The Japanese Steel companies were briefed on the Steel Sector in India
including the policy framework and investment opportunities.
ii) The Indian delegation participated in the OECD Steel Committee Meeting held virtually on 24-28 September,
2020.
iii) The Memorandum of Cooperation (MOC) in the field of steel industry between the Ministry of Steel, Government
of India and the Ministry of Economy, Trade and Industry, Government of Japan has been signed on
22nd December, 2020. The MOC will promote the development cooperation in steel sector between two countries
through joint activities under the framework of India Japan Steel Dialogue. The activities will cover several areas
of mutual interest including trade and investment, capacity building, sharing of experiences and best practices in
steel usage and workplace safety and energy efficiency cooperation.
54
CHAPTER-XIII
DEVELOPMENT OF
INFORMATION TECHNOLOGY
13.1 Introduction
The Ministry of Steel and its PSUs constantly endeavour to be updated on matters relating to ICT infrastructure,
services and application development.
l The Computer Centre in the Ministry consisting of high end servers, Client Systems, Local Area Network (LAN),
Video Conferencing facility and Wi-Fi setup is operational to provide ICT services to the officials and staff in the
Ministry of Steel.
l A LAN of about 275 nodes with Gigabit backbone is operational in the Ministry.
l NICNET based Internet Connectivity with email facility under NIC/GOV domain has been provided to all the
Officials/Divisions of the Ministry.
l All the web applications and services of the Ministry are hosted in NIC Cloud using PaaS (Platform as a Service)
E-Governance applications implemented in the Ministry for promoting the concept of paperless office in the
Ministry
l As a part of the National e-governance Plan of DARPG, “e-office” software (a mission mode project of Govt.
of India) with built in modules such as Electronic File Management System, Knowledge Management System,
Leave Management System and Sparrow (eAPAR) have been implemented to achieve less-paper office initiative
in the Ministry.
l A Ministry-wide Intranet portal is also operational in the Ministry.
l eRequisition, Stock and Inventory Management System is operational and accessible through Ministry’s Intranet
Portal. The eRequisition, Stock and Inventory Management System has been developed for automating the
requisition process, filing and its approval by Admin General section, and maintenance of the Stock and Inventory
at backend.
l LAN in the Ministry is extensively used for email, file sharing, printing on network printers, internet, Video
Conferencing, eOffice File Management, Tracking of Receipts, Files, VIP/PMO References, and Cabinet Notes
etc. It is also used for Leave Management System, Knowledge Management and Information dissemination,
collecting information/material for Annual Reports, Parliament Questions, Pendency, Tracking and Monitoring
Applications (Court Cases, Audit Paras and Parliament Assurances etc.) from Divisions.
l High-Definition VC setup is operational in Steel Conference Room and O/o Secretary(Steel).
l As a part of eGovernance plan, the following Centralised Citizen Centric Web Based systems have also been
implemented in the Ministry:
v Centralized Public Grievance Redressal and Monitoring System (CPGRAMS) for facilitating Public and
Pensioners Grievances in the Ministry and its PSUs.
v Right to Information Act - Management Information System (RTI-MIS) - facilitates monitoring of Requests
and Appeals received under RTI Act 2005. The system is implemented in the Ministry and its PSUs.
v Public Financial Management System (PFMS), a financial management platform has been implemented in
the Ministry.
55
v PRAGATI - Platform for Pro-Active Governance and Timely Implementation.
v Online Pension Sanction and Payment Tracking System ‘BHAVISHYA’ for timely payment of retirement dues
and issue of Pension Payment Order (PPO).
v Legal Information Management and Briefing System (LIMBS).
v Anubhav - A platform for Retirees to share experience of working with the Government.
v Recruitment Rules Formulation, Amendment and Monitoring System(RRFAMS).
v CACMS, Representation of Reserved Categories in Posts and Services in GoI (RRCPS) Monitoring System.
v ACC Vacancy Monitoring System (AVMS).
v eVisitor Monitoring System(eVMS).
v eSamiksha portal.
l SPARROW for online filing of APAR and Annual Property Returns have also been implemented.
l A Task Management system has been implemented for the monitoring of status of Senior Officers Meeting (SOM)
record notes and status of tasks assigned by Hon’ble Steel Minister and Secretary (Steel) to other officers of the
Ministry.
l NIC organized extensive virtual meetings at intra or inter-ministerial levels through Video Conferencing/web-
based VC systems and provided VPN services to all officials of the Ministry for accessing eOffice to Work from
Home amid prevailing lockdown situation due to COVID-19 pandemic in the country.
Ministry’s Official Website
l The bilingual web-site for Ministry of Steel (https://steel.gov.in), developed on Content Management Framework
(CMF) platform, providing the comprehensive details and functioning of Ministry of Steel and its other offices/
PSUs is operational and updated on regular basis.
Monitoring Dashboards
l Dashboard of the Ministry: A Dashboard (https://dashboard.steel.gov.in/ministrydashboard) for monitoring the

performance of Steel Sector at National and International level is operational for officials of the Ministry. The
dashboard provides information on Steel at a Glance, PSU Performance on Production, Sale and Financial,
Techno-Economic Performance, CSR Budget, Safety Issues, CAPEX, Joint Ventures (JVs), Iron and Steel
Scenario, Consumption and Capacity Utilisation, Import and Export, Price of Steel Items and Status of Raw
Material reserves.
l Analytics Dashboard: To monitor and present the country’s Steel Sector performance in better presentable
form, a dashboard on Steel Sector performance is being redesigned with the help of Centre Excellence for Data
Analytics (CEDA) of NIC using specialized business intelligence (BI) tools.
l PM Dashboard of Dashboard - KPIs Integration: Integration of KPIs for Ministry of Steel in PM Dashboard
of Dashboards PRAYAS: KPIs for Ministry of Steel have been successfully integrated within PM Dashboard
of Dashboards PRAYAS. Intuitive visualization has been developed on these KPIs by integrating Production,
Consumption, Trade (Import and Exports) and data from SIMS KPIs.
l Integration of Schemes with NGO Darpan Portal of Niti Aayog: Ministry of Steel has identified the Scheme
‘Promotion of Research and Development in Iron and Steel Sector’ for integration with NGO Darpan portal. The
integration of the scheme is in progress.
l TC-QCO Portal: An online system for Processing of Applications by importers for clarification on Notified Steel
Grades (https://tc-qco.steel.gov.in/tc-qco) has been designed and developed by NIC b version of the Portal has
been released for Technical Division and Stake Holders.
56
SAIL with its continuous and focused IT endeavours has already implemented ERP at all its Integrated Steel Plants,
Marketing Organisation and Corporate Office. The robust IT set up is gainfully utilised for fulfilling the business
requirements and to bring in efficiency and transparency as well as to reduce the operational cost.
l SAIL Pension Portal was launched to enable ex-employees of SAIL to apply for Pension and facilitate the Plant
Personnel officers to verify the applications and Finance officers to check the final pension amount.
l SRM system was enhanced to enable auto PR attachment transfer from ECC to RFx in SRM, vendor selection
through Item Category, auto email reminders to vendors for Pending Deliveries, Material Acceptance/ Rejection
at Stores and Registration expiry intimation well in advance.
l Cost reduction module designed and implemented.
l Centralised Payroll System (CPRS) was developed and implemented for all Units of SAIL covering more than
65,000 employees. Bank Payments to Employees and Third-Party beneficiaries at different Units are now handled
centrally.
l As a step towards paperless office, On-Line Note-Sheet Approval system developed and implemented ensuring
confidentiality and protection against change in earlier noting and attachments. This has resulted in faster decision
making, easy track-ability of proposals while facilitating contactless working during Covid-19 pandemic.
l SAIL successfully complied with the statutory requirement of generating Invoice Registration Number and Quick
Response Code under E-Invoicing System meeting the stringent deadlines. Further, ERP system was integrated
with Government E-Way bill portal across all Plants/Units.
l As a part of transparency, SAIL Vendor Payment Query Portal developed and deployed where vendors can track
their pending payments. This system also enables SAIL to monitor high value inventory of Stores and Spares.
l Integration of GeM with SAP-ERP to get Order Details, Bill Details and Update of payment Status has been
completed at BSP and is in progress at other Plants/Units.
l Real time monitoring of important parameters in process areas like BF, SMS, etc. made available on mobile in
some of the Plants.
l With a view to achieve better transparency and better alignment of goals and achievements, New Executive
Performance Management System was launched for E1 to E7 executives as per the approved policy. The system
is web enabled and is accessible from anywhere securely over internet.
l For faster decision making, flow of Product Pricing from CMO to respective Plants has been automated.
l Under COVID-19 initiatives, isolation wards were formed; various systems/apps were quickly launched at
various Units for reporting and record-keeping of COVID19 cases, constant updates, for reimbursement of PPE
and Hygiene products, for onsite attendance recording during lock down period. Financial and ISO Audits were
conducted from ‘Remote’, through Virtual Platforms.
l As a step towards business automation, provisions have been made for automatic mailing to customers on
outstanding notification, on account of interest bills, etc. and to vendors on generation of payment voucher.
l As part of endeavour to achieve Level 2 automation, Plant control information system has been re-engineered
and integrated with MES system to capture data from source at certain Plants. Also, interfaces have been
developed for data transfer from XRF Analyzer to Level-2 Automation Systems for on-line analysis in some Units.
l All the remote locations/mines of SAIL are now connected through Internet which has facilitated in its business
and virtual interaction through Video Conferencing.
l Implementation of System Driven Marketing tool.
l Development of various systems such as Dashboard for Chief Risk Officer (CRO) and generation of quarterly
Risk Register reports.
57

RINL has been making continuous efforts in development of IT infrastructure and various IT systems / applications for
improving the overall organizational efficiency. Achievements during the year 2020-21 till Dec’20 include:
l SRM Platform: Implemented Payment Gateway Solution for handling EMD Payments by bidders, Vendor
Information System, Forward Auction was configured for selling mined materials from BSLC and OMDC, Auction
for vessel chartering, Forward e-auction for By Products and HQ Sales (Scrap) sales.
l To improve traceability of the products, a unique id and QR Code is generated and tagged to each bundles/coils.
While loading, QR code tag is scanned to identify the right material.
l Software for processing of non-standard size blooms as input in rolling mills was developed and implemented in
SAP-PP module.
l Contract Information Status System was developed and implemented for Project Contracts section to generate
reports on Contract Status, Activity Wise Statistical Report, Graphical Representation of Status of Each Activity
and FAC Pending Cases Status.
l Implemented Biometric Attendance Recording System (BARS) at Delhi Liaison office and other Outstation Offices.
l (i) System for slot booking System of doctors and visiting consultants along with a dashboard display. (ii) RINL-
CARE module for preventive medical care of employees to monitor the health status of high-risk employees
(iii) Web based COVID Management system.
l CVERS was customized for operation at New PP Gate for both Outgoing and Incoming Vehicles (Contractor, VSP,
Railways) in line with NMG Gate.
13.4 NMDC Ltd.

NMDC has embarked on digital transformation journey. SAP-ERP is being implemented as an integrated business
solution for the organization, including all core functions like Finance and Control, Materials Management, Sales and
Distribution, Production Planning, Plant Maintenance, Human Capital Management along with industry solution for
Mining and Steel. ERP Implementation will lead to effective decision making, productivity improvements, online visibility
and better transparency in the Organization. Implementation of ERP (SAP) at NMDC is in the final stage.
During the calendar year 2020, NMDC has completed the main activities like mapping of Functional and Technical
requirements, configuration in SAP, System Integration Tests, User Acceptance Tests, SAP Training for Identified
Process Owners, End Users and other related activities.
ERP Go-live is being planned from the month of January 2021 and all business transaction will be migrated from
Legacy to SAP. FI, MM, SD and HCM Modules in the month of January 2021; PP, PM, CO, QM, EHS and PS Modules
in the month of February 2021.
13.5 MOIL Ltd.

The Company has set-up a full-fledged Systems Department in order to ensure an effective Computerization of all
the functional areas of the Company. In order to ensure an adequate IT infrastructure, steps taken by the System
Department are as under:
l Installation of Computers and other IT equipments at all its offices and Mines/plants.
l Ethernet based Local Area Networks (LAN) on Windows and Linux platform is in place at Head Office, Nagpur
and at all Mines of the Company.
l For effective sharing of Applications, databases/ information and other resources on regular basis, all the Mines
and HO are connected through MPLS VPN and VPN over Leased line.
l For continuous knowledge acquisition, e-mailing and for inter unit data transfer facilities, all the concerned
officials of Head Office have been provided with internet connection through internet leased line on OFC. All the
Mines are provided with leased line internet connections on OFC.
58
l Procurement of goods and services through e-procurement portal of MSTC to bring transparency in procurement
process.
l State of the art Data centre for ERP is designed and commissioned at Corporate office, Nagpur.
l Use of File Lifecycle Management (FLM) for effective file tracking and reduction in paper work.
l Implementation of Customer Portal, wherein customers will be access to various information regarding prices,
availability at one place.
l Scanning / digitizing all records and stores them with electronic index. This will free up office space and the
record retrieval will be very efficient.
l Use of Video Conferencing for communication with Mines, Ministry and other agencies.
Enterprise Resource Planning (ERP): ERP implementation at MOIL envisages seamless integration of all business
processes, effective decision making based on information that is visible and transparent across all levels. With a
single transaction base that is shared, updated and drawn upon by the entire organization, standardization of all the
master data across business functions is expected to be achieved. State of the art data centre for ERP is designed
and commissioned at Corporate office, Nagpur. In addition to core modules viz. FICO, MM, SD, PP, PM, HRM of SAP
the company has also implemented File Lifecycle Management, Document Management System and Employee Self
Service Portal. All the routine business transactions are shifted to SAP from the existing legacy systems.
13.6 MECON Ltd.

MECON offices at Ranchi, Bangalore and Delhi are equipped with state-of-the-art hardware and network. Various
engineering software like STADPRO, AUTOCAD, TEKLA, CAESAR, PVLITE, SOLIDEDGE, etc. are used for quality
design, analysis in various projects. Soft video conferencing facilities are provided to department level for conducting
meetings. Project Management software like Primavera, MS Projects and in-house developed Project Management
software are used for project planning and monitoring of on-going projects.
In-house developed web-based IT Systems having the following module HR, Corporate Finance, Project Finance,
Attendance Management System e-Archive, Payroll, EPF, MIS, MecGST and Bill watch System are used for the day-
to-day activities.
Recently, the following modules are developed in-house and implemented :
GST e-Invoicing: E-Invoicing, a new module has been introduced to comply with GST guidelines issued by Govt. of
India. The system generates digital invoice (JSON) and the same is being uploaded into Govt. Invoice Registration
Portal (IRP) and IRN, Acknowledgement number, QR Code is updated in MecGST System. Invoice along with QR Code
can be taken out and sent to clients. The system also takes care of all data validation before registering in Govt. IRP.
File Tracking System: File creation and forward the file online for Approval /Concurrence as per the workflow defined.
It ensures timely concurrence/approval process of files and tracking of file.
Online Payment Gateway System: Payment received online through different type of modes including dynamic QR
Code. The payment received is automatically linked with concerned application where the due is generated. It ensures
timely reconciliation of payments received and transparency between payee and MECON.
MECON Employees Group Pension Scheme System (MecGPS): System will check eligibility of Employees for
membership and will Calculate Corpus amount. System ensures strict adherence to the predefined workflow for
approval and corpus payment to Service provider. It also takes care of Financial Accounting of Trust. Transparency
between Members and Pension Trust is also maintained.
Online Recruitment System: Posting of vacancy along with eligible criteria and due date for submission by HR
department. Candidates apply online along with supporting documents. System allows only eligible candidates to
apply. Application fee paid through payment gateway is linked automatically. Automatic report generation of Merit list
for Interview.
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13.7 MSTC Ltd.

l ISO 27001:2013 certification is in place and the same is under yearly surveillance audit by STQC, Kolkata and
this certificate is valid up to 27-08-2023.
l ISO 9001:2015 certification is in place and this certificate is valid up to 09-12-2023.
l MSTC Systems division is CMMi Level 3 appraised since 2013. The same has been renewed and is valid up to
18-09-2022.
l STQC Certification on GIGW (Guidelines For Indian Government Websites) for MSTC corporate website https://
www.mstcindia.co.in is valid till 4th February, 2022.
l MSTC has developed in-house and implemented many customised projects.
l MSTC has also developed in-house system of Dashboard, Project Tracking System, Air Ticket Management
System, e-Office etc. along with many improvements in other applications like ISTMS, PNA, Bill Tacking, Online
Annual Performance Report etc.
l Renewal of STQC Certification on e-Auction services for allocation of Mineral Blocks under MMDR Act 2015
done on 21.12.2020 and is valid up to 20-12-2023.
13.8 KIOCL Ltd.

Inventory and Materials Management: The design by Canadian mining companies which has unique procedures,
forms and the codification with check digits was adopted. Later, the system was upgraded and migrated to a web-
based platform.
Finance and Accounting: All major activities of Finance and Accounting System are fully automated on a web-based
platform with required reporting features. All payments are done through RTGS/ online/through Bank. All transactions
are 100% cashless in Corporate Office as well as in Plant.
IT - Infrastructure: The new generation Firewall and Bit defender as end point security are installed as security tools.
The company has deployed all-IP structured UTP based data networks with a fiber optic backbone at Mangaluru
and Bengaluru. The 30 MBPS leased line at Mangaluru and Bengaluru and the internet connectivity at Kudremukh is
provided through VPN. The VPN connectivity thus provides a single network access to all the applications through
different locations of the Company.
Video Conferencing: The internet leased lines and ISDN connections are used for Video Conferencing at Mangaluru
and Bengaluru. The facility enables the meetings to be held across the locations periodically online.
Virtual meeting rooms: In implementing the Digital India Mission, the company has developed Virtual meeting rooms
in many locations in the office both at Mangaluru and Bengaluru. The licenses for software like WebEx, Microsoft team
and internet with good bandwidth speed are provided thereby optimizing the utilization of management resources and
reducing the cost.
E-Commerce: Introduction of E-tendering, E-procurement and RTGS has resulted in reduced paperwork, increased
transparency and reduced time. The sale of Pellets is carried through E-Tender by a Class I/II RSA/SA agency with
STQC certification. This has reduced the price discovery time considerably. All the procurements above a threshold
value are done through e-Tender. Further procurement is done through GeM Portal.
Plant Process Automation: All the Plants of KIOCL are fully automated and controlled from the Central Computer Rooms.
The data collected through computerized control system is used in carrying out periodic preventive maintenance,
estimation of components life thus resulting in increased productivity.
Website: The Company website comprehensively covers all the current activities undertaken by the company and
is updated regularly in both English and Hindi. Linkages with centralized Public grievance redressal and monitoring
system have been implemented. Linkages are also provided in the website to integrate Social Media / Networking
through Twitter, Facebook and YouTube to enable screening of interesting contents.
60
Web based applications: Web based online applications like recruitment, PF claims, pension, FPO etc have been
developed helping the people with remote access.
Correspondences through e-mail: E-mail servers are installed at Mangaluru and Bengaluru to provide an electronic
inter-office and external communication.
File Tracking System: For movement of files from one department to another, KIOCL had a system of tracking
acknowledgement on delivery of files through a delivery book kept for the purpose. For immediate and better access,
e-file tracking system has been introduced so that the files before sending needs to be registered and also needs to be
acknowledged on reception.
Online HRMIS: Human Resource Management Information System (HRMIS) has been developed in-house which
provides a centralized repository of employee information such as Master details, Career details, Promotion details,
Dependent Details etc. for data analysis and processing. It is an integrated database of employee information.
Web based Performance Appraisal System: Web based Performance Appraisal System has been developed in-house
to automate the process of Annual performance Appraisal System for Executives upto E6 - E7. It is used for evaluating
an Appraisee based on his performance.
Online Quarterly Vigilance Clearance System: Quarterly Vigilance Clearance System has been developed in-house to
automate Quarterly Vigilance Clearance Update process for Senior Executives in the level of AGM (E5) up to ED (E9)
level.

“Vendor Bill Tracking System” has been developed by FSNL in-house and implemented successfully, facilitating the
Vendors to know the status of bills submitted by them “online”.
The “File-tracking system” is also being developed in-house by FSNL for facilitating Internal-file movement within the
departments in the office, which will help in keeping track of the files and speedy disposal of the cases.

BGC has taken initiative to publish all tenders /EOI in Companies Corporate Website and Central Public Procurement
Portal (CPP Portal). CCTV is installed at Corporate Office. Processing of salaries is being done through customized
payroll system. Tally based Accounting Package is being used for payment of vendor bills and different employee
entitlements through RTGS and e-payment mode. Biometric based attendance has been installed at HO and Mines
office. OMDC and BSLC are using GeM portal for procurement of materials.
61
CHAPTER-XIV
SAFETY
14.1 Background
The iron & steel industry involves a combination of complex processes and large-scale operations, which are hazardous
in nature. There are potential dangers inherent in the industry’s working environment to which its employees are
exposed. The Iron & Steel industry needs to prevent injuries & accidents and provide a healthy working environment
to its workforce.
14.2 Initiatives of Ministry of Steel

14.2.1 In June 2019, Ministry of Steel undertook extensive interactions with the stakeholders for identifying the hazards
that prevail in the iron & steel making industry, measures that need to be adopted to eliminate accidents and development
of a common minimum safety guidelines to be adopted by the steel industry for elimination of the accidents.
14.2.2 To achieve the above objective, a Working Group comprising of experts from the Industry & Academia was
constituted by Ministry of Steel, with an aim to study the various safety practices followed by the iron & steel industry
and evolve comprehensive/ common minimum safety guidelines to be followed for ensuring safety to the workers/
employees engaged in the sector. A Sub Group of the Working Group comprising NISST and the Industry Associations
was also constituted for addressing the specific safety needs of the mini steel sector. Experts from the Safety Department
of IIT Kharagpur, also assisted in evolving these guidelines.
14.2.3 As an outcome of the above efforts of the stakeholders, twenty five Safety Guidelines for the iron & steel sector
have been formulated which addresses specific activities/ hazards associated by the steel industry for both the large
and small players of steel sector.
14.2.4 These aforementioned guidelines in the form of a book viz. “Safety Guidelines for the Iron & Steel Sector”,
were unveiled by the Hon’ble Steel Minister on 17th February, 2020 and have also been uploaded in Ministry of Steel’s
website. The Stakeholders in the iron & steel sector have been urged to adopt these guidelines.
14.2.5 The adoption of the aforesaid 25 guidelines is voluntary, as Ministry of Steel do not have the necessary
regulations to make these mandatory. The main legislation for Safety in the manufacturing sector in India, is under
the Factory Act, administered by Ministry of Labour & Employment, pertaining to worker safety & health. Ministry of
Labour & Employment has, therefore, been requested to facilitate in making the Safety Guidelines prepared by Ministry
of Steel, as Standards on Safety for the Iron & Steel Industry.

Salient aspects of Safety Management System and Practices in SAIL include the followings:
14.3.1 Management Commitment
Ensuring accident-free working in steel plants has been one of the prime priorities of the SAIL Management with
endeavour to achieve the target of ‘Zero Accident’.
Safety is monitored at the highest level of management. Board Sub Committee on Health, Safety and Environment
(HSE) reviews the safety performance on quarterly basis and apprises the SAIL Board. At Plant level, safety is reviewed
by Director I/c /CEO and Head of Works at regular interval for bringing continual improvement in Safety System. Safety
is discussed as first Item in all appropriate forums, and directions are issued for adoption of all requisite measures to
bring continuous improvement in safety standards.
SAIL is implementing OHSAS-18001, an advanced Safety Management system and they also have an ‘Occupational
Health and Safety Policy’.
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14.3.2 Safety set up in SAIL
Full-fledged Safety Engineering Department looks after the safety management aspects under respective Head of
Works of all Plants and Units of SAIL. At corporate level, SAIL Safety Organization (SSO), Ranchi also coordinates
and monitors the operational/fire safety activities undertaken at different Plants/Units of SAIL and provides appropriate
corporate thrust on safety management at organization level.

Management Commitment:
RINL has adopted an integrated policy that includes the Safety and Health Policy in line with National Safety Policy. RINL
strive to create an environment that encourages employee participation towards safety and well being of employees and
workers. Several measures are being taken up to achieve zero accident and to improve Safety Culture in the company.
CMD along with other Directors conducts monthly meetings for reviewing the Safety Performance. Continuous efforts
on the implementation of safety standards, monitoring of risk control measures and other proactive measures have
resulted in reduction / elimination of potential hazards.
Safety setup in RINL:
RINL has identified the head of works as an “Occupier” and Executive Director level officer as “Manager” of the
factory who coordinate, monitor and facilitate all the safety related activities in the plant. The organization of the Safety
Engineering Department headed by the GM (Safety) consists of Zonal Safety Officers and Department Safety Officers
deployed at every Zone / department who assist, monitor and facilitate all the safety related activities in the individual
department. Also, at department level, the Departmental Safety coordinators are in place.
To encourage employee’s participation in Occupational Health and Safety Management, one Central Safety Committee
and 31 Departmental Safety Committees exist with equal participation from recognized trade union representatives
and management representatives. The Central Safety Committee and Departmental Safety Committees discuss various
safety issues and their recommendations are being implemented.
Online safety information system is in place for RINL, wherein employees can report unsafe act/conditions and near
miss cases. After reporting of the same the unsafe points identified are communicated to the concerned HOD by
HOD(Safety) for liquidation. Compliance of the same is monitored by the Zonal Safety Officers.
The OHSAS 18001 system in RINL ensures Preventive Safety Management practices which includes; Hazard
Identification and Risk Assessment (HIRA), More than 5500 HIRAs are in place ensuring the Risk Control Measures.
14.5 NMDC Ltd.

NMDC has its training centers in all its projects. They are equipped with infrastructure as required under Mines
Vocational Training Rules. These centers cater to the needs of basic training, refresher training and training for skilled
workers and also for those injured on duty.
In each mining project of NMDC, sufficient number of workmen inspectors are nominated / appointed for mining
operations, mechanical and electrical installations as per statutory requirements.
Safety Committees have been constituted in every operating mine and safety meetings are held every month discussing
the safety matters and corrective actions related to work atmosphere.
Mine Level Tripartite Safety Committee Meetings are being conducted at all Projects. This meeting is conducted once
in a year at project level with senior officials, Union Representatives and DGMS Officials in which Safety Performance
and its appraisal are made and the recommendations are implemented.
Corporate Level Tripartite Safety Committee Meetings are being held regularly once in a year at Head Office.
Mandays lost per 1 lakh man days worked for the year 2020-21 up to December, 2020 is 2.4.
Safety Management System: Safety Management system has been implemented in all mines and Risk Assessment
Studies are being conducted regularly at all mines.
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Internal Safety Audits of Projects are being conducted by Internal Audit team of Projects and the observations are
submitted to the Projects for compliance and is being monitored by Internal Safety Organization.
14.6 MOIL Ltd.

Competent supervisors like mine mates, mine foremen and qualified mining engineers are regularly supervising all the
working at mines. Workmen also carry out safety inspections during working shifts.
Inspector, safety officer, mine manager and agents. Internal Safety organization headed by General Manager (Safety)
at head office is coordinating with DGMS and inspects mines time to time.
Regular safety committee meetings are held at mines, where day-to-day safety aspects are discussed with the
participation of workers’ representatives. Unsafe acts and mine accidents are analyzed in detail to avoid any recurrence.
14.7 MECON Ltd.

MECON has prepared Safety policy Statement which is regularly communicated to the employees during orientation
training. Some of the features of the Safety policy Statement have been incorporated in the Conduct, Discipline and
Appeals Rules of the Company so as to ensure proper compliance of Safety Rules. No reportable incidence of accident
has occurred in MECON. MECON also has in place a well-documented Disaster Management Plan to take care of
exigencies.
14.8 MSTC Ltd.

MSTC is an e-commerce organization and does not have any plant/ manufacturing unit. However, necessary safety
measures against fire, natural calamity, pandemic, control room etc. are observed.
14.9 KIOCL Ltd.

KIOCL has well designed and comprehensive Safety Management system at its Plants. KIOCL Pellet Plant and Blast
Furnace Units are covered under Factories Act and all the safety parameters, standards are complied with as per the
Rules and Regulations provided in the Factories Act, 1948 and its subsequent amendments.
KIOCL is following SOPs and each Department in the Plant has its own standard operating procedures which are being
followed. Based on the Departments involved in the production process at Pellet Plant, a booklet has been prepared
on “Code of Safety Practices” last year at Pellet Plant from the Safety Department to follow these safety practices
meticulously by the concerned. More emphasis has been given on the safety aspects related to the equipments in use
at Pellet Plant.

Safety and security of human assets are accorded utmost importance by FSNL. Constant motivation of employees is
done towards observance of safety precautions and safe working practices. Training schedules prepared for the whole
year include training programmes for the employees on Safety and related aspects, which are regularly monitored by
the management to ensure proper training of employees on safety and allied topics, through the renowned agencies
like National Safety Council etc. In accordance with the Government guidelines, Safety Audit has also been conducted
in all the units of FSNL through M/s National Safety Council etc.

Mining companies i.e. OMDC and BSLC have taken proactive measures for compliance of safety precautions according
to provisions of the Mines Act, 1952 in terms of Rules, Regulations and guidelines received from Director General
of Mines Safety (DGMS) from time to time towards safety of employees engaged in mining and allied activities.
Necessary safety devices and tools have been provided to the concerned employees. Safe practices pertaining to
different activities in mining operations are displayed through participation of workers in safety exhibitions locally as
well as regional basis. New practices are also regularly adopted by visiting similar mines. Basic and refresher training
is imparted to the workers in the Vocational Training Centre from different disciplines and operational activities in the
mines.
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CHAPTER-XV
WELFARE OF WEAKER
SECTIONS OF SOCIETY
15.1 Introduction
The Ministry of Steel complies with the Government guidelines with regard to welfare of weaker sections of the
society. Out of total manpower of 195 employees against sanctioned strength of 246 in the Ministry as on 30.12.2020,
41 belonged to SC (22.65%), 7 belonged to ST (3.86%) and 40 belonged to OBCs (22.09%). The posts belonging to
Central Secretariat Services i.e. Central Secretariat Service, Central Secretariat Clerical Services and Central Secretariat
Stenographers Service are filled by Department of Personnel and Training.

SAIL follows Presidential Directives on Reservation for Scheduled Castes and Scheduled Tribes in the matter of
recruitments & promotions. As on 01.01.2021, out of total manpower of 66396, 16.68%, 15.41% and 14.73% belong
to SCs, STs and OBCs respectively.
SAIL Plants and Units including Mines are situated in economically backward regions of the country with predominant
SC/ST population. Therefore, SAIL has contributed to the overall development of civic, medical, educational and other
facilities in these regions. Some of the contributions are:
l Recruitment of non-executive employees, which comprise close to 84% of the total employees, are carried out
mainly on regional level and hence a large number of SCs/STs and other weaker sections of the society get the
benefit of employment in SAIL.
l Over the years, a large group of ancillary industries has also developed in the vicinity of Steel Plants. This has
created opportunities for local unemployed persons for jobs and development of entrepreneurship.
l For jobs of temporary & intermittent nature, generally contractors deploy workmen from the local areas, which
again provide an opportunity for employment of local candidates of economically weaker section.
l Establishment of SAIL Steel Plants in economically backward areas has given a fillip to the economic activities
thus benefiting the support population providing different types of services.
l Steel Townships developed by SAIL have the best of medical, education and civic facilities and are like an oasis
for the local Scheduled Castes, Scheduled Tribes and other population who share the fruits of prosperity along
with SAIL employees.
SAIL has undertaken several initiatives for the socio-economic development of SCs/STs and other weaker sections of
the society which are mainly as under:
l Special Schools have been started exclusively for poor, underprivileged children at five integrated steel plant
locations. The facilities provided include free education, mid-day meals, uniforms including shoes, text books,
stationery items, school bags, water bottles and transportation in some cases.
l No tuition fee is charged from SC/ST students studying in the Company run schools, whether they are SAIL
employees’ wards or non-employees’ wards.
l Free medical health centres for poor have been set up at Bhilai, Durgapur, Rourkela, Bokaro, Burnpur (Gutgutpara)
providing free medical consultation, medicines, etc. to the peripheral population mainly comprising of SC/ST and
weaker sections of society.
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l SAIL Plants have adopted tribal children. They are being provided free education, uniforms, textbooks, stationery,
meals, boarding, lodging and medical facilities for their overall growth at residential hostels, such as Saranda
Suvan Chhatravas Kiriburu, Gyanodaya Hostel, Bhilai and an exclusive Gyan Jyoti Yojana for nearly extinct Birhor
Tribe.
l For Skill Development and better employability, youths & women of peripheral villages have been provided
vocational & specialised skill development training at various ITIs, Nursing and other vocational training institutes
in the areas of Nursing, Physiotherapy, LMV Driving, Computers, Mobile repairing, Welder, Fitter & Electrician
Training, Improved agriculture, Mushroom cultivation, Goatery, Poultry, Fishery, Piggery, Achar/Pappad/Agarbati/
Candle making, Screen printing, Handicrafts, Sericulture, Yarn Weaving, Tailoring, Sewing & embroidery, Gloves,
Spices, Towels, Gunny-bags, Low-cost-Sanitary Napkins, Sweet Box, Soap, Smokeless chullah making, etc.
Implementation of Presidential Directives on Reservation for SC/ST
l Liaison Officers have been appointed as per Presidential Directives for due compliance of the orders and
instructions pertaining to reservation for SCs/STs/OBCs at Plants/Units of SAIL.
l SC/ST Cell is functioning in all of the main Plants/Units. A member belonging to SC/ST community is associated
in all DPCs/Selection Committees. A sufficiently senior level officer of SC/ST category is nominated for the
purpose as per the level of the Recruitment Board /Selection Committees/DPC.
l Internal workshops for Liaison Officers for SC/ST/OBC and other dealing officers of SAIL Plants/Units are
conducted at regular intervals through an external expert to keep them updated on the reservation policy for SC/
ST and other related matters.
l Plants/Units of SAIL have SC/ST Employees’ Welfare Associations which conduct regular meetings with Liaison
Officers on implementation of reservation policy & other issues. In addition, an Apex level umbrella body namely
SAIL SC/ST Employees Federation also exists in SAIL to represent the issues of SC/ST Employees in a coordinated
manner. A meeting with the Federation at the level of Director (Personnel) is organized on a regular basis.

As on 01.01.2021, the total manpower of RINL is 16923 comprising of 2747 SCs (16.23%), 1258 STs (7.43%) and
3182 OBCs (18.80%).
Grant under Dr B R Ambedkar Merit Recognition Scheme - SC and ST categories - RINL Grants are meant exclusively
for the children of an employee belonging to Scheduled Castes and Scheduled Tribes. Under this, an award of Rs.
1500/- per month for full duration of the course is given to those children who qualify 12th standard or intermediate
exam and seek admission in Degree courses in Engineering / Architecture / Medical / Veterinary / Dentistry / Agricultural
Sciences / Pharmacy/Law. A total of 8 such awards are given to children of SC employees and 4 such awards to
children of ST employees.
15.4 NMDC Ltd.

The total number of employees in NMDC as on 31.12.2020 was 5596 out of which 857 belong to Scheduled Castes
(15.31%), 1407 to Scheduled Tribes (25.14%) and 1095 to OBCs (19.56%).
As a policy, efforts are made to fill any backlog vacancy in the next year on a continuous basis and the Company has
been able to fill the reserved vacancies so far. Liaison Officers have been appointed as per the Presidential Directives
at Corporate Office and all the Projects. A member belonging to SC/ST is associated in all DPCs.
Regular workshops are being held for liaison officers of SC/ST and OBC, dealing officers of various Projects, SC/ST
Welfare association representatives to keep them updated on the reservation policy for SC/ST and other related matters.
15.5 MOIL Ltd.

The total manpower as on 31.12.2020 is 5894 (male 5084, female 810) out of which 1175 belong to Scheduled
Castes (19.94%), 1480 to Scheduled Tribes (25.11%) and 2079 to OBCs (35.27%).
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15.5.1 Welfare Activities
Some of the Welfare Schemes being implemented by MOIL for the benefit of the employees as well as people residing
in the adjacent areas of Mines which are situated in the remote areas. Salient features of such schemes are as follows:-
l Residential quarters have been constructed and allotted to majority of the employees.
l Providing adequate supply of drinking water to the employees residing in the mine colonies.
l Provisions of electricity at concessional rate.
l Provision of Hospitals/health care centres.
l Assistance to Primary Schools for imparting free education to wards of weaker sections. School buses are
provided at all the Mines so as to take children to nearby areas for High School/College.
l Providing financial aid, stationery, books etc. to the school adjacent to the mining areas.
l Organizing training classes for self employment scheme.
l Other welfare measures for the development and upliftment of tribal women such as conducting sewing classes,
adult literacy classes, AIDS awareness programmes, propagating such other programmes by display of posters,
notices and banners, leprosy awareness programmes etc.
15.6 MECON Ltd.

As on 01.12.2020, out of 1167 employees on the strength of the Company, 237 employees belong to SC (20.31%),
116 belong to ST (9.94%) and 141 belong to OBCs (12.08%). MECON is fully aware of its social responsibilities for
development and welfare of weaker sections of the Society. MECON has adopted adequate measures for safeguarding
their interests and welfare.
15.7 MSTC Ltd.

The total manpower as on 31.12.2020 is 335 out of which 57 belong to Scheduled Castes (17.01%), 19 to Scheduled
Tribes (5.67%) and 81 to OBCs (24.17%).
The Presidential Directives issued from time to time in regard to reservation, relaxation, concession, etc. for the SC/ST/
OBC/PWD candidates pertaining to the policies and procedures of the Government were duly observed. The directives
in matters concerning recruitment and promotion regarding the weaker sections have been duly complied with. All
Departmental Promotion Committees and Selection Committees (in case of recruitment) constituted during the year
had representatives of SC/ST community.
During the year, 8 ST, 16 SC, 30 OBC and 4 PWD employee of the Company were sponsored for in-house and
Institutional training programmes. In addition, all possible cooperation and assistance was provided to the MSTC SC/
ST Employees’ Council, which function primarily to safeguard the interest of the reserved section of employees of the
Company.
15.8 KIOCL Ltd.

The total number of employees in KIOCL as on 31.12.2020 is 754, out of which 119 persons belong to Scheduled
Castes (15.78%), 50 persons belong to Scheduled Tribes (6.63%) and 92 persons belong to Other Backward Classes
(12.20%). Besides, there are 24 Women (3.18%) and 12 Divyang Persons (1.59%).
The Company has set up full-fledged facilities at Kudremukh and Mangaluru by establishing a modern township,
hospital, recreation facilities etc. 10% of type “A” and “B” quarters and 5% of “C” and “D” type quarters are reserved
for SC/ST employees. As on 31st December, 2020, 175 employees put together in all Groups ‘A’, ‘B’, ‘C’, ‘D’ and D(S)
were promoted, out of which 27 employees belong to SC category and 10 employees belong to ST category. There is
a regular interaction with the Management and SC/ST Welfare Association at Kudremukh, Mangaluru and Bengaluru.
The grievances of SC/ST employees are discussed and appropriate action is taken to redress their grievances.
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During the Financial Year 2020-21, out of 803 employees (as on 01.04.2020), 299 employees i.e., 37% (61 trained
man-days) have been nominated for various online and offline training programmes, out of whom, 75 employees
belong to SC/ST category, 39 employees belong to OBC category and 185 employees belongs to general category.

The total manpower as on 31.11.2020 is 680 out of which 128 belong to Scheduled Castes (18.82%), 74 to Scheduled
Tribes (10.88%) and 124 to OBCs (18.23%).
Reservation of posts are provided in accordance with the guidelines/instructions issued by the Government from time
to time, for the Scheduled Castes, Scheduled Tribes and Other Backward Class communities in direct recruitments, as
and when made. Through the promotion policy and various welfare measures adopted by the company, adequate care
of welfare of the employees belonging to weaker sections of SC/ST/OBC communities is taken care of.

The guidelines issued by the Government of India from time to time in regard to reservation in services for SCs/STs/
OBCs/Physically Handicapped etc. are followed.
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CHAPTER-XVI
VIGILANCE
16.1 Activities of Vigilance Division of the Ministry of Steel

The Vigilance Division of the Ministry is headed by a Chief Vigilance Officer (CVO) of the level of Joint Secretary
appointed on the advice of the Central Vigilance Commission (CVC). The CVO with a Deputy Secretary, a Under
Secretary and supporting staff, functions as the nodal point in the vigilance set-up of the Ministry. The Vigilance
Division is, inter-alia, responsible for the following activities in respect of the Ministry of Steel and the CPSEs under its
administrative control:
l Ensuring identification of ‘sensitive’ posts and rotation of officials / officers holding sensitive posts, as per CVC
guidelines.
l Scrutiny of vigilance complaints and initiation of appropriate investigation measures.
l Furnishing comments / factual reports of the Ministry to the Central Vigilance Commission (CVC) on the enquiry
/ investigation reports involving Board Level Officers, wherever required.
l Obtaining first and second stage advice of the CVC, wherever necessary.
l Appointment of CVOs in the CPSEs in consultation with Department of Personnel and Training (DoPT) and CVC.
l Regular follow up with the CVOs of Steel CPSEs in relation to vigilance related issues, including preventive /
systemic improvements measures.
l Obtaining Vigilance Clearance in respect of Board Level Officers for their appointments, confirmation, extension
of service, etc.
l Sending periodical reports / returns to CVC.
The Vigilance Departments in all CPSEs are headed by full time Chief Vigilance Officer appointed by the Government of
India. The Vigilance Department in the Ministry of Steel monitors the incumbency position of CVOs in Steel CPSEs and
regularly update the same to DoPT to ensure that there is no vacancy in the post of CVO.
The Ministry reviews the vigilance activities in the Steel CPSEs through individual meetings and through monthly
checklist, periodic returns and statements sent by the CVOs. Besides, the Ministry also reviewed the cases and
wherever necessary, held discussions with the CVOs of concerned CPSEs for early resolution of issues. Circulars
containing instructions and guidelines on different aspects of vigilance management received from the Central Vigilance
Commission, etc. are also circulated to the CVOs of the CPSEs for compliance.
During the current year (upto 31st December, 2020), the Vigilance Division received 82 complaints from various
sources. Out of the 82 complaints received, 55 complaints have been disposed off and appropriate actions in remaining
27 complaints have been initiated as per provisions contained in the CVC’s Vigilance Manual. From 01.1.2020 to
31.12.2020, factual reports / comments in 5 cases were submitted to the CVC for advice. In all cases, CVC’s advice(s)
was complied with. Disciplinary action in 2 cases involving Board Level Officer was taken during current year (2020).
Besides, Vigilance Clearance proposals in respect of 19 Board Level officers were sent to the CVC. 2 new CVOs were
appointed in SAIL and RINL during the year 2020.
This Ministry also observed Vigilance Awareness Week from 27.10.2020 to 02.11.2020. On this occasion, Integrity
Pledge was administered by Secretary, Steel to all the employees. Apart from displaying banners / posters at prominent
locations in the office premise, a Speech Competition on the theme on “Vigilance for Organisational Excellence” and an
Essay Writing Competition on a Topic “Role of Technology in Curbing Corruption” was organized. The CPSEs under the
Ministry of Steel also observed Vigilance Awareness Week during the period from 27.10.2020 to 02.11.2020.
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SAIL Vigilance emphasizes on preventive vigilance through Surprise Checks, Scrutiny of Files, continuous examination
/ review of existing systems and suggests system improvements thereby increasing organizational effectiveness.
There is a thrust on leveraging technology to enhance transparency in the organization. Following activities were
undertaken by SAIL Vigilance: -
As envisioned by CVC and Ministry of Steel, SAIL organized a two-day Preventive Vigilance training program for
mid-level executives on 24th and 25th September, 2020. The program was held in a blended mode with more than
forty participants of SAIL spread across six locations (Kolkata-West Bengal, Bhilai-Chhattisgarh, Bokaro-Jharkhand,
Burnpur-West Bengal, Rourkela-Odisha and Durgapur-West Bengal) joining the program through video conferencing.
Each location had a team of 5-9 participants comprising of mid-level SAIL executives having diverse backgrounds and
experience, inter-alia, including Finance, Projects, Contract Cell, Personnel, Computers and IT, Marketing, Materials
Management, Township and various production shops like Blast Furnace, Steel Melting Shop, Sinter Plant, etc. In
addition to the above, more than twenty participants of other Public Sector Units under Ministry of Steel were also
connected in the training program through video-conferencing. The valedictory session of the program was graced by
Shri Sanjay Kothari, Central Vigilance Commissioner; Shri Suresh N. Patel, Vigilance Commissioner; Secretary, Steel
and other senior officials of CVC and Ministry of Steel; and also by Chairman, SAIL and CVO, SAIL.
Eight such dedicated two-day Preventive Vigilance programs have been completed till date wherein a total of 368
executives from SAIL including 88 Management Trainees of 2019 batch have been covered.
l Vigilance Awareness Week was observed in SAIL during 27th October to 2nd November 2020. The week started
with administering the Integrity pledge and reading out of messages of dignitaries on 27th October at SAIL
Corporate Office as well as all Plants/Units of SAIL. During the week, workshops/sensitization programmes,
customers meet, events like quiz, essay, slogan and drawing/poster, debate competition etc. were organized
for SAIL employees. As outreach measures, various events like Speech/Oratory competition, Essay/Slogan
competition, etc. were organized for School / College students in SAIL townships. The activities conducted
during the week were posted on social media like Twitter handle and Facebook account of SAIL for wider
publicity. During the week, employees, their families, students, customers, vendors, etc. were encouraged to
take E-pledge.
l Thrust Areas of SAIL Vigilance: The Thrust Areas of SAIL Vigilance for the year 2020 were:
v Audit of SIPs implemented in 2017 and 2018.
v Checking of loading / unloading / transportation of scrap / secondary materials inside Plant / Unit premises.
v Scrutiny of eligibility criteria fulfillment of the bidders (both eligible and non-eligible) in Open / Global Tender
cases.
v Scrutiny of Personnel Department related matters such as Recruitment, Promotion, Compassionate

Appointment / Transfers, Retention of facilities on transfer, etc.
l A total of 151 training/awareness programme/workshops involving 2155 participants were organized at various
Plants and Units of SAIL, for enhancing awareness on System and Procedures followed in SAIL. A few significant
training programmes organized by SAIL Vigilance are mentioned below:-
v Preventive Checks: A total of 2333 periodic checks including File Scrutiny and Joint Checks were conducted
in vulnerable areas of different Plants / Units of SAIL, out of which 41 checks were taken up for detailed
investigation while preventive / system improvement recommendations were made in 412 cases.
v ACVOs Meet: As a part of maintaining regular interaction with Additional Chief Vigilance Officers (ACVOs)
who head Vigilance Departments at Plant / Unit level, CVO conducted regular review meetings known as
ACVO Meets. During the meetings, performance of SAIL Vigilance was reviewed. Presentations on case
studies / other vigilance related matters were made by different Plants/Units which would ensure adoption
of good practices / procedures by all.
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v System Improvement Projects: During the year 2020, a total of 15 System Improvements Projects (SIPs)
were undertaken at different Plants/Units of SAIL after identifying concern areas.
v Intensive Examinations: During the year 2020, a total of 14 cases were taken up for Intensive Examination
at different Plants / Units. During Intensive Examination, high value procurement / contracts were
scrutinized comprehensively and necessary recommendations were forwarded to concerned departments
for implementing suggestions for improvement.
Improvement in system of pricing and invoicing of SAIL Prime Products:
As a part of Preventive Vigilance, the system of pricing and invoicing of SAIL Prime Products was studied by Vigilance
Unit of Central Marketing Organisation (CMO) in consultation with all the Plants. In case of invoices generated by
CMO for stockyard deliveries, the price master data was being updated in SAP/ERP of CMO and was applicable for all
branches of CMO. However, for Direct Dispatch consignments, it was found that the Pricing Circulars, when issued,
were communicated by CMO to the Invoicing sections of different Plants through email. The changes were then
manually incorporated by Plants in their respective Price Product Masters.
With the objective of seamless transfer of Price Data from CMO to Plants, without any manual intervention, Plants were
sensitized about potential problems. It was in-principle agreed by CMO and Plants to maintain the Pricing Data centrally
at one place (i.e. at CMO), with data feeding in SAP system only at CMO, without duplication of another feeding at
Plants. After development of the required system in all Integrated Steel Plants of SAIL i.e. DSP, BSP, BSL, RSP and ISP,
the system was launched by Director (Commercial) on 19th November, 2020 through a ‘Go-Live’ Video Conference
attended by CVO/SAIL, ED (Vigilance) and senior officials of CMO and Integrated Steel Plants.

Vigilance Department of RINL took various measures to promote Transparency and Integrity in RINL with prime focus
on Preventive Vigilance. System studies were conducted on the procedures being followed in procurements, sales and
award of contracts including expansion area for improving existing procedure and systems, wherever required. Intensive
examinations of contracts / purchase orders were conducted and audit paras / internal audit reports were perused.
Identification and follow up w.r.t rotation of Sensitive Posts, conducting Surveillance Checks, random scrutiny of bills
etc. were also undertaken. Besides, Special Vigilance Awareness drives were also undertaken to create awareness
amongst the employees and other Stake Holders on preventive vigilance, as a functional tool for Management to
usher in Fairness and Equity. Information Technology was leveraged for bringing about greater transparency through
e-initiatives like e-auction, e-reverse auction and 100 % e-payment etc. The following activities were undertaken to
promote Transparency and Integrity in RINL during the period Apr-Dec, 2020:-
l Conducted 108 system surveillance checks including 20 quality checks and 1 periodic surprise check on medical

services.
l Organized 31 physical Vigilance Awareness Sessions and 06 webinars were held on Preventive Vigilance/ Ethics.
l 5 System studies for improving procedures, rules, policies, guidelines etc. were taken up and Vigilance
observations/ recommendations were communicated to the concerned Departments.
l Observance of Vigilance Awareness Week - 2020 with the theme “Vigilant India - Prosperous India” is
organized wherein several programmes viz; Pledge taking, display of posters, Essay writing, Quiz and Elocution
Competitions etc., were conducted involving the participation of employees, their dependents and other Stake
Holders. Elocution competition was also held for students of nearby College.
l
Conducted Webinars for awareness on “Preventive Vigilance”, “Effective Estate Management and fair
implementation of House Allotment Rules”, Execution and Management of Contracts in Projects”, “Compliance to
Contract procedures”, “Property Returns, Dos and Don’ts of CDA Rules” and Awareness on Statutory Payments.
l Webinar was also organised by Finance Department for “Grievance Redressal” wherein the grievances of the
vendors/ contractors were addressed.
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16.4 NMDC Ltd.

NMDC Vigilance Department guides and facilitates impartial, fair and transparent decision making and gives priority
to preventive vigilance, with proactive measures. Department had taken several initiatives during the year. Emphasis
was laid on adequate checks and balances in the form of well-defined systems and procedures. Various programmes
were conducted for awareness on vigilance matters for the employees of the Corporation. The vigilance functionaries
at the projects have conducted regular training classes for the employees on the vigilance matters. Complaints received
were taken up for investigation and necessary corrective measures / disciplinary action wherever required were
recommended.
During the period (Jan - Dec’20), 50 surprise checks and 62 regular inspections were conducted by Vigilance
Department. Complaints received were taken up for investigation and necessary suggestions for system improvement
/ disciplinary action wherever required was recommended.
Vigilance Department in NMDC was upgraded to ISO 9001:2015 standards of Quality Management System (QMS) and
certificate issued by the certifying authority was received which is valid upto February, 2022.
Preventive Vigilance Training Module: NMDC commenced training with the help of pre-recorded lectures in Hybrid
Learning pattern. To enhance a feel of physical presence and atmosphere akin to Physical Training, expanded classroom
concept (ECC) is developed by NMDC team with suitable hardware and software (s). It helps in overcoming paucity of
resource persons to conduct large number of sessions to cover all officials in several batches.
Vigilance department organized a 2-day Workshop on “Contracts and Arbitration” on 6th and 7th of February, 2020 as
a proactive/ preventive Vigilance initiative for improving knowledge and awareness among officers handling Works and
Procurement Contracts. NMDC and other CPSEs in Hyderabad attended this workshop. The workshop was inaugurated
by Shri Sharad Kumar, Central Vigilance Commissioner and a hand book on Contracts and Arbitration was released.
A virtual training was conducted for Induction level officers on 7th and 8th Dec, 2020 as a part of Preventive Vigilance
module for creating awareness among officers as per the guidelines of CVC.
As part of implementation of “Leveraging of Technology for Transparency” in all the transactions, details of contracts
concluded above Rs. 10 lakh all works awarded on nomination basis, single tender basis above Rs. 1 lakh, information
regarding bill payments to the contractors etc., are provided on the company’s website. Efforts to encourage
e-procurement, e-tender and e-auction are being made continuously.
NMDC has adopted implementation of Integrity Pact since November 2007. As per the suggestions given by Vigilance
Department, the threshold value has been reduced to Rs. 1.0 Crore w.e.f. 07.09.2018 for both Procurement and
Contracts as against the earlier threshold limit to Rs. 20 crore in case of Civil works and Contracts and Rs. 10 crore in
case of Procurement on approval of NMDC Board. The Integrity Pact has been entered into 294 contracts with a total
value of Rs. 25292.70 crore. All the contracts wherein the Integrity Pact was to be signed as per the threshold limit was
adhered to and more than 92% of the total values of the contracts are covered under the Integrity Pact.
Quarterly meeting of Vigilance Officers in NMDC is being conducted regularly and the last meeting was conducted on
2nd Nov., 2020.
As per the directives received from CVC, Vigilance Awareness Week 2020 was observed from 27th October to 2nd
November 2020 on the theme “Vigilant India, Prosperous India” across all the Projects / Regional Offices of NMDC.
E-Pledge was administered by CMD through Live-streaming to the employees of Corporate Office, Projects and
Regional offices located at various geographical locations of India. Various Competitions/ Activities like Elocution,
Essay writing, Quiz (virtual mode) and Inter-departmental competition for Best House-keeping activities, Online / Live
streaming of training on Preventive Vigilance Module and other activities were also conducted to bring awareness
among the employees by following the COVID-19 safety precautions.
System improvements / initiatives undertaken by Vigilance department: -
l System improvement in Pre-Contract Award Process has been done to avoid the lapses in execution of the
contract by ensuring scrutinization of all the requisite clearances from Revenue, Forest and other statutory
authorities before issue of work order to avoid any future litigation / arbitration.
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l System improvements have been done in wages of contract labour, Contractors have to submit a copy of
bank statement/pass books/online PDF statement as a proof of contract labour monthly wages to executing
department /personnel department before submitting final bill to IR section to improve the transparency.
16.5 MOIL Ltd.

The functioning of Vigilance Department includes preventive vigilance having main thrust on systems improvement in
the organization, with the objective to ensure that the management gets the maximum out of its efforts. Some of the
important activities of the vigilance department are as under: -
l ISO 9001-2015 Certification: Vigilance department has obtained ISO-9001:2015 certificate by the International
Certification Services Pvt. Ltd., Mumbai accredited by Joint Accreditation System of Australia and New Zealand
for Quality Management System to provide vigilance services to the management of MOIL Ltd. Certificate is valid
till 21.05.2023. Certificate issued by ICS is worldwide recognized by IAF (International Accreditation Forum).
l Inspections: Routine/ Periodic and surprise inspections are being carried out regularly to ensure adherence to
norms during execution of contract and to suggest improvements in the system. During the period Jan., 2020 to
Dec., 2020, 1 periodic and 2 surprise inspections have been carried out. Based on the inspections 2 Advisories
have been issued to management.
l Complaint handling: During the period Jan., 2020 to Dec., 2020 Vigilance Department has processed
28 complaints and on the basis of outcome of the investigation, 8 advisories have been issued to management
for corrective action and system improvement.
l Scrutiny of procedures and systems: During the period Jan., 2020 to Dec., 2020, Vigilance Department has
studied the procedure related to purchase, contract recruitment etc. and on the basis of examination, 2 advisories
have been issued to management for corrective action and system improvement.
l Mobile App ‘Vigilance MOIL’: Mobile app Vigilance MOIL developed by MOIL vigilance with in-house team is
available at Google App store for free downloading and making complaint from any place at any time.
l Toll free number : A toll free number 18002333606 is working for receiving Vigilance related information.
l E-procurement: E-procurement is being done for purchases and work contracts above Rs. 2 lakh. Now MOIL
has also pursued for e procurement for contract value below 2 lakh so that entire procurement process becomes
online and with minimal direct interaction with bidders.
l Structured Meeting with Management : As per the instructions of CVC and Ministry of Steel, structured
meetings of vigilance department with MOIL Management in presence of CMD MOIL are done every quarter
in which issues related to e-governance, leveraging technologies, tendering management, awards of work,
recruitment policies, contract management, delegation of power of executives, timely payment to vendors and
other agenda items have been discussed.
l Leveraging Technology: With reference to CVC’s circular, Vigilance department emphasized on the effective
use of website and leveraging technology in discharge of regulatory, enforcement activities and dealing with
complaints. The main thrust areas for leveraging technologies are procurement of goods and services. The status
of bill payments to contractors/suppliers are regularly posted on website. All tender documents, promotion list,
transfer list, CSR works, seniority list applications for recruitment, notices and other pro-forma were posted on
the website.
l Updation of Manuals: Various manuals such as Purchase Manual, Work and Contract Manual, Personnel
Manual, etc. have been prepared and put in practice. Purchase Manual, Work and Contract Manual, Personnel
Manual are available on the Company’s website/intranet. Marketing Manual and Accounts Manual are under
preparation. Updation of manuals are under process as a part of proactive vigilance and it is being pursued with
the management.
l Training Programs : During the period Jan., 2020 to Dec., 2020 Vigilance Department conducted 2 training
programs, one at Head Office and one at the mine, covering 52 employees (312 Hrs.) on vigilance awareness.
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l Job Rotation: Sensitive posts have been identified for rotation of officials working on sensitive posts for more
than 3 years and are pursued with the management.
l System Improvement : As an outcome of investigations relating to complaints, study, inspection etc., advisories
and suggestions were given to the management for system improvement in the following areas:
v In theft prone zone like O/C mine, boundary wall and CCTV at select location and regular rotation of security
personnels.
v Biometric system for attendance at mines.
v SOP for documents verification of Selected Candidates in recruitment.
v Updation of existing manuals and preparation of accounts and marketing manual.
v Procurement of Secondary items through GeM.
v E-Procurement.
v Regular updation of personal file and service book of employees.
v Protection of information system i.e. ERP/SAP and Data recourses management controls. Third party audit
of ERP.
v All the information regarding paid bill status to be uploaded on MOIL website.
v Timely payment to contractor/Vendor.
v Recruitment through on-line process.
v Old record to be weeded out as per policy.
v Duly approved TOC and TEC by competent authority duly informed of their scope and schedule well in time.
l Annual Property Return: As per CVC guidelines, all executives in the organization have to submit APR within
specified time. The personnel department of MOIL is custodian of APR and reported that all the executives have
submitted their Annual Property Returns, 20% of the above is scrutinized by vigilance every year. Accordingly,
APR of 70 executives have been scrutinized during the period Jan., 2020 to Dec., 2020.
l Vigilance Awareness Week: Vigilance Awareness Week was observed from 27th October to 2nd November,
2020 at all Mines/Offices of MOIL Limited in which following activities were held in accordance with CVC
guidelines with the theme “Vigilant India- Prosperous India”. Special care was taken, while organizing the
inauguration of Vigilance Awareness Week 2020 in regards to COVID-19 guidelines.

v Release of 9th issue “SHUCHITA” a Vigilance journal: During Vigilance Awareness Week, 9th issue of
in-house vigilance journal of MOIL “SHUCHITA” has been released.

v One-day workshop on “Government-E-Marketplace”: On 31st Oct., 2020, a one-day webinar on
“Government -E-Marketplace” was organized. Executives from all the Mines, HO and officials from other
PSU, MECL (Mineral Exploration Corporation India), a Govt. of India undertaking, also participated in this
webinar. At the end of program, question and answer session was held, in which participants cleared their
doubts by asking questions to faculty.

v Vigilance awareness program : The vigilance officer of Balaghat Mine, Madhya Pradesh and Chikla Mine,
Maharashtra have organized vigilance awareness programmes at Ravindra Nath Tagore School at Bharveli
and Ukwa and at DAV School Sitasawangi respectively during Vigilance Awareness Week and Special
care was taken regarding COVID-19 guidelines and all the events were held maintaining social distancing.
Essay, Poem and Slogan writing and poster, cartoons drawing and painting competitions have also been
organized. Students participated in these events enthusiastically and best adjudged participations have
been awarded.
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16.6 MECON Ltd.
The vigilance set up of MECON is presently functioning under Chief Vigilance Officer (CVO) stationed at Head Office,
Ranchi. The Vigilance Department of MECON has taken a number of initiatives, briefly mentioned below:-
l Vigilance Awareness Week, 2020 was observed by MECON Limited in a befitting manner and with great
enthusiasm from 27th October to 2nd November, 2020 in line with directive from Central Vigilance Commission
with the theme “Vigilant India - Prosperous India”. The observance of Vigilance Awareness Week (VAW) in
MECON commenced with Pledge Ceremony on 27th October, 2020 at 11 AM. Due to the Corona pandemic,
online integrity pledge was administered by Chairman and Managing Director to the employees of MECON
at Ranchi and other site offices. Messages received from dignitaries as well as that of the Central Vigilance
Commission were also read out for employees. Banners and posters propagating message on Vigilance
Awareness, Anti-corruption, etc. were displayed at various prominent places and activities like Presentations,
Talks and Panel Discussions. Competitions such as Essay, Slogan and Painting competitions involving MECON
employees and their wards (spouse and children) were also organized through online mode. A quiz competition
for the employees of MECON through Mobile App, developed in-house, was also conducted. As a part of
observance of Vigilance Awareness Week-2020, a Signature Campaign was also made during this week, to
support this year’s theme “Vigilant India-Prosperous India”. For dissemination of anti-corruption messages and
stressing need for vigilant India as part of outreach activities, Bulk Push SMS service of BSNL was utilized during
Vigilance Awareness Week. Text of SMS was “MECON LTD. observes Vigilance Awareness Week-2020. Please
take online e-integrity pledge by visiting CVC link https://pledge.cvc.nic.in”.
l Preventive Measures are being taken such as Surprise and Routine check, Scrutiny of Files, Scrutiny of Annual
Property Returns, etc.
l Regular Structured Meeting of Vigilance with the Management is being conducted and issues related to
Standardization of Bidding Documents, updation of organisation’s Procedures and Manuals, Asset Management/
Digitization of Land record, appointment of Retired Officers as Inquiry Officer (IO), Computerized File Tracking
System (including SAP/ ERP implementation) etc. have been discussed.
l MECON has signed Integrity Pact (IP) with 214 suppliers/ contractors (Threshold value lowered for wider
coverage : Rs. 1 crore and above for EPC Projects and Rs. 25 lakh and above for Town Administration as well
for in-house Procurement).
16.7 MSTC Ltd.

The Vigilance set up of MSTC being headed by Chief Vigilance Officer (CVO) has been instrumental in institutionalizing
the anti-corruption activities. MSTC Vigilance continues to foster the goodwill and confidence stemming from value-
based business practices and strengthening the Company as a professionally managed, competitive, with the objective
of enhancing efficiency and transparency primarily through system improvements, preventive, proactive and punitive
vigilance.
MSTC Vigilance emphasizes on systemic changes and leveraging technology for transparent system and procedures,
thereby increasing organizational effectiveness. System studies were conducted on the procedures being followed
in procurements, recruitment, service delivery etc for improving existing procedure and systems, wherever required.
Examination of contracts/purchase orders was conducted and audit paras / internal audit reports were perused.
Identification of Sensitive Posts, conducting Surveillance Checks, random scrutiny of bills was also undertaken. Some
of the important activities undertaken by the Vigilance Department are as follows:-
l Scrutiny of procedures and systems
During the period, the vigilance department has studied the following procedure/policies/rules and on the basis
of examination, management has been suggested for system improvement in the following areas:
v Amendment in Recruitment Rule.
v Formulating a guideline on appointment of outsiders/retired officers as inquiry officers including provisions

in CDA Rule.
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v Schedule of delegated powers-DA in major/minor penalty.
v Whistleblower mechanism/Vigil Policy.
v Promotion Policy.
v Reporting on CSR activities.
v Delegating authority to acknowledge/giving consent for acquiring immovable/movable/valuable property by

employees.
v Publishing of details on award of tenders/contracts on websites.
v Providing a timeline in the CDA Rules for receipt/filing of the PR from the employees.
l Leveraging Technology

v Vigilance Clearance System has been developed in-house to automate Vigilance Clearance update process
for executives below Board level.

v Online filing of Annual Property Return being developed.

v Information regarding bill payments to the contractors etc. is provided on the company’s website.
l Training Programs
v During the period, Vigilance Department conducted 02 Preventive Vigilance Module workshops at Corporate
Office; Kolkata covering 62 employees at induction as well as Mid-Career level (18 hrs). 01 vendor meet
was organized by Vigilance Department at Corporate Office. 01 session of 2 hours on vigilance awareness
covering 90 employees.
l System Improvement
As an outcome of investigations relating to complaints, study, inspection etc., advisories and suggestions given
to the management for system improvement are implemented in the following areas:-
v Standard Bidding Document-To clearly specify the price evaluation criteria in the tender/bidding document
to avoid ambiguity.
v Purchase/Work Order Contracts-To execute through legal paper.
v Standardization of the process for receiving/custody of APR from the employees.
v For strengthening the internal controls on (i) pursuance of outstanding debtors; (ii) reconciliation of funds/
accounts and adjustments in timely manner; (iii) settlement of temporary advances and (iv) maintaining
another level of review and approval performed by an individual independent of the process has been
implemented.
v Leveraging of IT in invoicing (Format III), online medical bill submission and reimbursement.
l Vigilance Awareness Week : Vigilance Awareness Week - 2020 was observed with the theme “Vigilant India,
Prosperous India” in all offices of MSTC. Also, wide publicity was given to the new initiative of the Commission
for citizens to suggest systemic improvements in Central Government Organizations by displaying in the
organization website as well as sending bulk email to employees and other stakeholders such as registered
bidders/sellers for their suggestion.
16.8 KIOCL Ltd.

Preventive vigilance has been the thrust area of Vigilance Department and the same has received focused attention
during the year. A climate of preventive vigilance is generated to sensitize officials at all levels about the ill effects of
corruption and malpractices.
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Regular Structured Meeting of Vigilance with the management is being conducted and issues related to e-governance,
Leveraging Technology, Tender Management, Award of Works, Recruitment Policy have been discussed.
The Vigilance Department is certified for compliance to ISO certification 9001-2015 standards to ensure continuous
improvement in Quality Management System. Certificate is valid upto 29th January, 2022.
Vigilance Awareness Week was observed from 27th October to 2nd November, 2020 at all the locations/offices of
KIOCL Limited.
e-Procurement is in vogue and the threshold value for this is fixed at Rs. 2 lakh and above. During the year 2020
(January, 2020 to December, 2020), 96.71% cases by value are covered under this. All payments are being made
through electronic mode.
During the Year, 140 work/purchase/sale orders have been issued incorporating Integrity Pact Clause, covering 98.48%
of contracts by value. No complaints have been received under Integrity Pact.
46 Scrutiny/examinations, 47 checks/inspections are carried out during the period and corrective actions, if any, are
suggested. Necessary action is taken on the complaints received during the year.
Vigilance Department conducted 5 training programmes through virtual/hybrid mode covering 949 manhours. Topics
such as Preventive Vigilance, Digital Vigilance, Indenting and Tendering procedures, Role of Technology in combating
corruption and enhancing competitiveness etc. were covered.
During the year, two training programs on Preventive Vigilance for Mid-Career and Induction level employees as per
CVC PV training module were conducted through video conference / hybrid mode covering 560 manhours.

The Vigilance department of FSNL, headed by Chief Vigilance Officer (CVO), has been instrumental in institutionalizing
the anti-corruption activities. FSNL Vigilance continues to foster the goodwill and confidence stemming from value-
based business practices and strengthening the Company as a professionally managed, competitive, with the objective
of enhancing efficiency and transparency primarily through system improvements, preventive, proactive, participative
and punitive vigilance.
FSNL Vigilance emphasizes on systemic changes and leveraging technology for transparent system and procedures,
thereby increasing organizational effectiveness. Examination of contracts/purchase orders was conducted and audit
paras / internal audit reports were perused. Identification of sensitive posts, conducting Surprise Checks, random
scrutiny of annual property return was also undertaken. Agreed list has been signed with respective local branch
of CBI. Structured meeting of CVO with the Managing Director is being conducted through video conferencing (after
March’2020) on quarterly basis. Vigilance Department monitors implementation of Integrity Pact. Till 31/12/2020,
36 nos. of contracts have been covered under the Integrity Pact. Two Independent External Monitor (IEM) have been
appointed by FSNL in 2020. During the period from 1st January, 2020 to 31st December, 2020, some of the important
activities undertaken by the Vigilance Department are as follows:
l Scrutiny of procedures and systems
During the period, the vigilance department has studied the following procedure/policies/rules and on the basis
of examination, management has been suggested for system improvement in the following areas:
v Contract / purchase order.
v An innovative Preventive Study, PV-CHASE (Preventive Vigilance through Corruption Hazard Assessment
and System Enhancement) study on “Procurement of Capital goods/items”.
v CSR contract / work order.
l Leveraging Technology
v Online Bill tracking system has been implemented from March’2020
77
v Online portal for filing of Annual Property Return has been developed.
v Online file tracking system being developed.
l Training Programs
v Preventive Vigilance training has been arranged for induction level and mid career level executives jointly
through SAIL.
l System Improvement
As an outcome of study, inspection etc., advisories and suggestions given to the management for system
improvement are implemented in the following areas:-
v Signing of contract with successful vendor for work order value of Rs. 10.00 Lakh and above.
v Undertaking by tender committee members that they do not have any personal interest in the participating
agency.
v Maintenance of tender record.
v Maintenance of office vehicle log book.
l Vigilance Awareness Week: Vigilance Awareness Week was observed in the company from 27th October, 2020
to 2nd November, 2020 on the theme “Satark Bharat, Samriddh Bharat- Vigilant India, Prosperous India”.

The Vigilance Departments in these companies are headed by the Chief Vigilance Officer (CVO) of RINL, and assisted
by one Vigilance Officer in Head Office, Bhubaneswar. In addition, Vigilance Officers (additional charge) are appointed
for both OMDC mines, Thakurani and BSLC mines, Birmitrapur. The functions of Vigilance Department include both
preventive and punitive actions for all the mines of the company and for the Corporate Office at Bhubaneswar. Company’s
Vigilance department is continuing its efforts for systematic improvement to bring more and more transparency in
working and conducted various training programme interactive sessions for creating Vigilance Awareness among the
employees. As per the directives of Central Vigilance Commission (CVC), the companies observe “Vigilance Awareness
Week” every year.
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CHAPTER-XVII
GRIEVANCE REDRESSAL MECHANISM

17.1 Centralised Public Grievances Redressal and Monitoring System
Centralised Public Grievance Redressal and Monitoring System (CPGRAMS) has been implemented for facilitating
public grievances in the Ministry and its PSUs. The CPGRAMS, is an online web-enabled system over NICNET
developed by NIC in association with the Department of Administrative Reforms and Public Grievances (DARPG)
with an objective of speedy redressal and effective monitoring of grievances by Ministries/Departments/Organisations
of Government of India. The entire life cycle of the grievance redressal operation is (i) Lodging of the grievance by
a citizen, (ii) Acknowledgement of acceptance of grievance by organization, (iii) Assessment of grievance regarding
follow up action, (iv) Forwarding and transfer, (v) Reminders and clarification and (vi) Disposal of the case.
The position of implementation of the judgement orders of Central Administrative Tribunal is given at Annexure-XII
A revised Sevottam Compliant Citizens’/Clients’ Charter has been finalized and implemented in the Ministry of Steel.
Detailed status of adoption of ‘Seven Step Model for Citizen Centric- Sevottam’ in the Ministry and Steel PSUs is at
Annexure XVI.
The details of grievances dealt with in the CPGRAMS for the period from 01.01.2020 to 31.12.2020 is as under:
Ministry/CPSE Outstanding Received during Disposed off during Pending on

as on 01.01.2020 01.01.2020 to 01.01.2020 to 31.12.2020
31.12.2020 31.12.2020
Ministry of Steel 54 1376 1299 131
SAIL 32 705 731 6
RINL Nil 113 106 7
NMDC Limited NIL 20 20 NIL
MECON Limited 1 24 24 1
MOIL Limited NIL 5 5 NIL
KIOCL Nil Nil Nil Nil
MSTC Limited Nil 9 9 Nil
FSNL Nil 7 7 Nil
OMDC NIL 3 3 NIL

Effective internal grievances redressal machinery exists in SAIL Plants and Units, separately for executives and non-
executives. The grievance procedure in SAIL has evolved after sustained deliberations and consent of employees,
trade unions and associations.
The grievances in SAIL Plants/Units are dealt in 3 stages and employees are given an opportunity at every stage to
raise grievances relating to wage irregularities, working conditions, transfers, leave, work assignments and welfare
amenities etc. Such issues are effectively settled through the time-tested system of grievance management. However,
majority of grievances are redressed informally in view of the participative nature of environment existing in the
steel plants. The system is comprehensive, simple and flexible and has proved effective in promoting harmonious
relationship between employees and management.
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In RINL, structured Grievance Handling System is in place for redressal of grievances of Executive and Non-Executive
employees. In the formal Grievance Redressal Procedure for non-executives, a workers’ representative is present in
the committee. Further, grievance handling system has a fixed time-frame to redress the grievances. A senior officer
at the level of General Manager is designated as Public Grievance Officer to deal with the public grievances. There is a
separate Grievance Redressal Mechanism for Executives and Non-Executives.
17.4 NMDC Ltd.

The grievance redressal machinery in NMDC is headed by an Executive Director in the Head Office and by Head of
Projects in each of the four production Projects. The Executive Director (Per) has been nominated as the nodal officer
for monitoring the grievance redressal machinery. The machinery is working satisfactorily. A link to the Government of
India’s portal for Public Grievances has been provided in the home page of NMDC’s website for registering grievances.
As and when any public grievance (including in the press) is received, the same is promptly attended to.
17.5 MOIL Ltd

Any citizen can submit his grievance through online Centralized Public Grievance Redressal and Monitoring System
(CPGRAMS). All Grievance officials have been apprised of the manner in which the Public Grievance received are to
be disposed off. The system adopted for dealing the grievance of Public was constituted on the basis of instructions
received from various authorities in the past.
The redressal of grievance machinery in MOIL consists of one Grievance Officer nominated for at each Unit / Mine /
Head Office. The Nodal Officer nominated at Head Office co-ordinates with the Grievance Officers at the Unit / Mine /
Head Office for their effective performance.
Monthly/quarterly grievances are reviewed and dealt by designated Public grievance officers at mines and corporate
office and disposed off with stipulated period of one month i.e. 30 days.
The data related to grievances at the units are submitted by unit grievance Officers in monthly / quarterly returns to the
Head Office.
17.6 MECON Ltd.

By and large, MECON does not have dealings with the public in general. But any specific complaints relating to any
kind of perceived injustice is treated as a grievance. Complaints from customers are taken very seriously and attended
to. MECON has nominated Nodal Officer under Centralized Public Grievances Redressal and Monitoring System
(CPGRAMS) for public grievances and the name of Nodal Officer is published in the website of Ministry of Personnel,
Public Grievances. In MECON, there is a three-tier grievance procedure for redressal of grievance of its employees.
A Grievance Advisory Committee consisting of representative of Executive and Non-Executive employees is operative
to examine grievances of employees and submit recommendation for redressal. Further, there is a separate cell for
redressal of grievances of SC/ST/OBC employees.
17.7 MSTC Ltd.

MSTC has Public Grievance Redressal Cells. There are total eight cells in regions and branches of the organisation and
there are a Nodal Authority and a Public Grievance officer in the Head Office. There is facility of online registration for
lodging grievance on the Company’s website www.mstcindia.co.in. MSTC has also implemented Centralized Public
Grievance Redress and Monitoring System (CPGRAMS) for online receipt and disposal of public grievances, so that
grievance can be sorted out immediately and to take action to solve the cases. Some grievances are also received
by post. Action is taken to address and redress grievances received from outside and from staff of the organisation.
Apart from the cells, a Grievance Committee is also constituted at Head Office. The Grievance Committee makes
recommendations after examination of the grievances and comments obtained from the concerned department/region/
branch.
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The Grievance Committee meets at periodical intervals to review the cases. The Centralized Public Grievance Redress
and Monitoring System (CPGRAMS) and Public Grievance site of the Company are monitored regularly by the Head
Office.
17.8 KIOCL Ltd.

KIOCL has a well-structured and multilayered Public Grievances Redressal Mechanism including Dispute Resolution
Mechanism. The Public Redressal setup in KIOCL has been introduced right from the Corporate Office at Bangalore to
all the production units, project offices and liaison offices. Vendors and stakeholders having complaints or grievances
can interact with the organization through the following for Public Grievance / Dispute settlements: -
l Public Grievance Officers are nominated at all locations. The complainant can approach these officers in person
or through written complaints or communicate through e-mail or contact on telephones.
l Vendors’ meets are organized at regular intervals.
Any vendors/stakeholders who seek to convey her/his grievances to the Company can contact the Directors of
Grievances personally, through landline or through post. Two Directors and one General Manager are designated as
Directors of Grievances for redressal of the Public/Staff Grievances.
KIOCL Limited has also framed a well-defined grievance procedure evolved under the code of discipline in March,
1977 which covers all the employees, both Executives and Non-Executives. Ever since the introduction, the scheme
has been working satisfactorily without any complaint from any corner either from the Recognized Union or Officers
Association. In view of the limited number of employees in the organization, the Grievances are easily identified and
redressed at the root level itself.
The development of Sevottam Compliant Citizen’s Charter has been put in place in corporate website: www.kioclltd.in.
Company has provided a linkage in its website to the portal of Centralized Public Grievance Redress and Monitoring
System (CPGRAMS) of Department of Administrative Reforms and Public Grievances for lodging and redressal of
grievances.

The company does not have any direct public dealings. However, the company has implemented Citizen’s Charter, in
adherence of the instructions received from the Ministry on the subject. As regards redressal of any public grievance,
the company ensures redressal of the same immediately.
In all the Units/Corporate Office, FSNL has placed boxes viz., “Grievance Box”, which are kept at the reception counter
of the Units/Corporate Office, keeping in view the easy accessibility of these boxes to the Public in general and the staff.
Apart from this, Online Grievance applications are also received through CPGRAMS portal of Ministry of Steel, which
are replied to immediately/within a reasonable period.
The Grievances so received through Grievance box, are endorsed in a register called “Grievance Register”.
Under Stage-I, if an employee/public has some grievance, he gets an opportunity to meet the Public/Staff Grievance
Officer nominated for this purpose, who patiently hears the grievance, and if necessary, makes enquiries and gives the
complainant a verbal answer within 3 working days from the date of hearing the grievance.
Under Stage-II, in case the employee/Public is not satisfied with the answer given by the Public/Staff Grievance
Officer, or if he does not get any reply within 3 working days’ time, or if his grievance does not get redressed
satisfactorily at the level of Public/Staff Grievance Officer, the complainant gets an opportunity to meet the Unit Heads
at the Units and Departmental Heads at Corporate Office, who patiently hears the grievance, gets feed-back from the
concerned persons and gives his decision on the grievance, or sends a reply to the complainant.
Under Stage-III, if the employee/public is not satisfied with the outcome of Stage-II, he gets an opportunity to meet
Chief General Manager of the company at Corporate Office, who patiently hears the grievance, analyse the same and
redresses it, in case he is not satisfied with the decision taken at State-II.
81
If the employee/public is not satisfied with the result of Stage-I, II, and III, he can make an appeal to the Managing
Director of the company, who will, in turn, re-examine the action taken in all the above 3 stages, analyze the grievance
and communicate his decision to the concerned employee/public, within 15 days’ time from the date of receipt of the
appeal.
As regards the Public Grievances received on Grievance portal of FSNL/ Government grievance portals viz., CPGRAMS/
PMOPG, the same are attended to immediately and resolved within the stipulated period.

Grievance Redressal Mechanism is in place in EIL, OMDC and BSLC at Unit Level and at Corporate Level. The system
of Redressal of Public Grievance has been systematized by broadening its scope to include acceptance of complaints
online as well. Nodal Officer has been notified for this purpose. The name & designation of the officer have been posted
in the Company’s website i.e www.birdgroup.co.in.
The companies have initiated the system for on-line receipt of grievances and settlement as per the Sevottam model.
Seven Step Model of “Sevottam” has been provided in the website i.e. www.birdgroup.co.in. for online redressing of
public grievances. Public grievances are frequently disposed of through CPGRAM portal.
82
CHAPTER-XVIII
DIVYANG AND STEEL
18.1 Ministry of Steel

The Ministry of Steel follows the Government’s rules with regard to the implementation of The Rights of Persons with
Disabilities Act, 2016 (PwD Act). As on December 31, 2020, five persons [one visually handicapped (VH), one hearing
handicapped (HH) and three orthopedically handicapped (OH)] with disabilities are employed in the Ministry of Steel.

l Provisions related to reservation for Persons with Disabilities in terms of The Rights of Persons with Disabilities
Act, 2016 is followed at Plants/units of SAIL. Efforts have been made for barrier free environment at work place
for persons with disabilities. Medical Facilities provided include Jaipur foot, wheel chair etc.
l SAIL provides scholarship to the physically disabled children of its employees to support their education.
l Special relaxation is provided in allotment of quarters to disabled employees. Care is taken to allot ground floor
to such employees.
l SAIL extends free medical facility even to non-entitled major brother or sister of an employee, if they are disabled
and dependent on the employee.
l Shops, STD booths, Milk booths, Hawkers licenses etc. are allotted to disabled persons in plants of SAIL.
l Various facilities for sports and cultural activities are provided exclusively for the disabled persons at plant
locations. Separate playgrounds have been earmarked for the handicapped at some of the Plant locations.
l SAIL supports various programs and centres under CSR at SAIL Plants like ‘Schools for blind, deaf and mentally
challenged children’, ‘Home and Hope’ Rourkela, ‘Ashalata Kendra’ Bokaro, ‘Handicapped Oriented Education
Program’ and ‘Durgapur Handicapped Happy Home’, Durgapur and ‘Cheshire Home’ Burnpur.

RINL is earmarking stipulated percentage of posts in Group-A, B and C as per PwD Act-2016.
l As per the Act, RINL has been implementing reservation whenever recruitment is taken up. Concessions and
relaxations are extended to PwDs like Upper Age Limit (10 years), Application fee Exemption, 10% relaxation in
Qualification marks at par with SC/ST, 10% relaxation in marks in Selection Tests at par with SC/ST.
l Since the Act came into force, RINL has employed 214 persons with various disabilities (excluding 10 persons
on merit).
l Facilities provided as per statute include Identification of jobs, Post recruitment, and pre-promotion training,
Providing Aids/Assistive devices, Accessibility and barrier free environment at work place, Preference in
allotment of Company’s quarters, Grievance redressal, Liaison Officer appointed for matters relating to Persons
with Disabilities, Special Casual Leave and Preference in transfer/posting.
l Providing Ramp Way, Auditory Signal in the lifts of the building, Provision of a wheel-chair at the Reception
Centre are some of actions taken up for the convenience of the differently-abled persons at different offices at
main administrative building / corporate office.
83
18.4 NMDC Ltd

NMDC being a mining organization is governed by the provisions of the Mines Act, its Rules and Regulations thereof.
Considering the safety factor, it is not possible to employ PwDs in jobs involving working in the mines/plant. However,
efforts are being made to induct PwDs in posts where field work is not involved and at present NMDC has 101
employees with disabilities in various posts.
NMDC has taken several steps for convenience of differently enabled persons visiting the Offices of the Company like
providing ramp way, auditory signal in the lifts etc. Employees in the Projects who become disabled while in service
are redeployed in identified posts.
18.5 MOIL Ltd.

The Company has implemented the various provisions of PwD Act.
18.6 MECON Ltd.

MECON has implemented the provisions of PwD Act. Total employment strength of MECON as on 01.12.2020 is 1167,
out of which persons belonging to disabled / physically handicapped category in various posts is 11.
18.7 MSTC Ltd.

As on 31st December 2020, MSTC has 10 employees who are persons with Disabilities or Divyang.
18.8 KIOCL Ltd.

As on 31st December 2020, KIOCL has 12 employees who are persons with Disabilities or Divyang.

FSNL is a service organization, rendering its specialized services to the customer plants in scrap management and allied
jobs. FSNL carries out its operational activities in open area in all the seasons. The Heavy Earthmoving Equipments
like Balling Cranes, Magnetic Separators, Dozers, Dumpers etc. are used by FSNL for carrying out the operational
activities. Therefore, the atmosphere/working conditions of FSNL is not conducive for the persons with disabilities and
hence their engagement for such field jobs is not safe for the Divyang persons. However, adhering to the Government
directives, FSNL has identified three posts each in Executive and Non-executive categories for persons with disabilities,
one each for Visually Handicapped (VH), Hearing Impaired (HH) and Orthopedically Handicapped (OH) under Group-A
and Group-C categories.
In view of the Government’s policy for ‘Divyang’ persons, the Company’s website has been made user friendly for
visually impaired by installing Screen Reader Technology.
For the convenience of the Divyang persons, Ramp is provided with steel railing on one side for support, for entering
into the office premises.
84
CHAPTER-XIX
PROGRESSIVE USE OF HINDI

19.1 Introduction
The Ministry of Steel has made considerable progress in the use of Hindi in official work during the year 2020-21
keeping in view the Annual Programme prepared and issued by the Department of Official Language (Ministry of Home
Affairs) for implementation of the Official Language Policy of the Union.
The work related to the progressive use of Hindi in the Ministry is under the administrative control of Joint Secretary.
Rajbhasha Division under the direct charge of Deputy Director (Official Language) looks after the work pertaining
to implementation of Official Language Policy and Hindi Translation work and at present it consists of one Deputy
Director (OL), One Assistant Director (OL), Two Senior Translation Officers, One ASO, Two Stenographers ‘D’ and other
supporting staff.
19.1.1 Official Language Implementation Committee: There is one Official Language Implementation Committee
working under the Chairmanship of Joint Secretary in the Ministry. This Committee reviews the progress made in the
use of Hindi in the Ministry and its Public Sector Undertakings. Meetings of the Committee are held regularly. Due
to Covid-19 pandemic only one meeting could be held during the period. The progress of Hindi is reviewed in these
meetings and remedial measures are suggested to achieve targets set by Department of Official Language.
19.1.2 Hindi Salahakar Samiti: Hindi Salahakar Samiti works under the Chairmanship of the Union Minister of
Steel with the main objective to advise the Ministry with regard to progressive use of Hindi in its official work. The
reconstitution of Hindi Salahakar Samiti is under process.
19.1.3 Implementation of Section 3(3) of the Official Language Act, 1963: In pursuance of the Official Language
Policy of the Government of India, all documents covered under Section 3[3] of the Official Language Act, 1963 are
prepared both in Hindi and English. In order to ensure correspondence with Central Government Offices located in
Region “A”, “B” and “C”, in Hindi, various check points have been established in the Ministry.
19.1.4 Hindi Divas/Hindi Fortnight: In order to encourage the officers/employees of the Ministry for using Hindi
in official work, appeals were issued by the Hon’ble Minister of Steel and Hon’ble Minister of State for Steel on
14th September, 2020 on the occasion of the Hindi Day. Hindi Fortnight was organized in the Ministry from
14th September to 28th September, 2020. During this period, four Hindi competitions were organized to create an
atmosphere conducive to the use of Hindi in the official work. All these events were organized virtually. A total of
28 officials/officers took part in these competitions with great zeal. Posters containing “Maxims of renowned persons
on Hindi” were displayed in office premises.
19.1.5 Cash Award Scheme for writing original books in Hindi: Cash Award Scheme for writing original books in
Hindi in the matters concerning steel and being dealt with by Ministry of Steel, is in operation comprising 1st, 2nd
and 3rd prizes of Rs. 25,000/-, Rs. 20,000/- and Rs. 15,000/- respectively. The scheme is aimed at encouraging the
writers to write original books in Hindi. Entries for 2016-17 and 2017-18 have been evaluated and results are soon to
be declared.
19.1.6 Official Language Inspections by the Officers of the Ministry / Parliamentary Committee on Official /
Language : As on 31.12.2020 Officers from the Ministry have inspected 4 offices of the CPSEs under the administrative
control of the Ministry to take stock of the progressive use of Official Language in those offices and remedial measures
were suggested for compliance of Official Language policy of the Union in these offices. Apart from this, during the
inspections of the CPSEs of the Ministry of Steel by the Parliamentary Committee on Official Language, Ministry had
its representation in these meetings.
19.1.7 Central Secretariat Official Language Implementation Committee: Ministry represented in the meetings of
Central Secretariat Official Language Implementation Committee and took necessary action on all the issues related
to the progress of Hindi. Letters were written to all the concerned drawing their attention towards the shortcomings.
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19.1.8 Hindi Seminars under the aegis of Ministry of Steel: Ministry has been inspiring various CPSEs for organizing
Hindi Seminars. During the current financial year, one seminar was organized by SAIL on 14.12.2020. Sh. Sumeet
Jerath, Secretary, Department of Official Language and Secretary, Steel graced the occasion.
19.1.9 Hindi Workshops: Hindi Workshops are being organized in the Ministry at regular intervals. On 22.12.2020, a
workshop was organized on ‘Problems in filing Quarterly Progress Report of Hindi and their solutions’. A good number
of officials enthusiastically participated in this workshop.
19.1.10 Awards in Kanthasth: Sh. Saurabh Arya, Senior Translation Officer in this Ministry received Commendation
Certificate from Secretary, Department of Official Language for securing 7th position in a National Level Translation
Competition through online Translation Tool ‘Kanthasth’. Sh. Rajesh Kumar Srivastava, Deputy Director (OL) too
secured 8th Position in this competition in Vetter Category and received Commendation Certificate from Secretary
(Official Language). Sh. T. Srinivas, Joint Secretary also received a Commendation Certificate from Secretary (Official
Language) for his extraordinary contribution to this competition.

SAIL has continued its thrust on implementation of the Official Language Policy of the Government of India with its
continuous efforts. Monthly Hindi incentive is being provided to SAIL employees. Aaj ka Shabd and Aaj ka Vichar on
SAIL Portal is available.
The computers are Unicode enabled and Hands-on training is provided to employees. Hindi Workshops and Seminars
were organized. Hindi Competitions, Seminar were organised. SAIL organized a Rajbhasha Seminar at New Delhi,
following social distance, on 14th December, 2020 on the “Framework of 10 ‘P’ - Accelerate the Development
Journey of Official Language-Hindi”(jktHkk"kk fganh dh fodkl ;k=k dks rhoz djuk&nl ^iz* dh :ijs[kk dk lanHkZ).
In this seminar, Dr. Sumeet Jerath, Secretary, Department of Official Language, Ministry of Home Affairs, Government of
India was chief guest speaker in the presence of Secretary, Ministry of Steel, Government of India. Chairman, SAIL, all
the Functional Directors of SAIL, Director (Implementation), Department of Official Language, Ministry of Home Affairs
and Deputy Director (Rajbhasha), Ministry of Steel and all Senior Officials of the Ministry and all SAIL Plants/Units also
participated in the Rajbhasha Seminar through the virtual medium. While considering the 10 ‘P’, Dr. Sumeet Jerath
found the role of ‘Mnemonics’ given by the Hon’ble Prime Minister, Shri Narendra Modi very important and useful.
Inspired with this, he spoke in detail about the strategy for successful implementation of the Official Language needs
to move forward with the framework of [10 ‘P’ i.e. izsj.kk (Inspiration and Motivation), izksRlkgu (Encouragement),
izse (Love and Affection), izkbt vFkkZr iqjLdkj (Rewards), izf’k{k.k (Training), iz;ksx (Usage), izpkj (Advocacy),
izlkj (Transmission), izca/ku (Administration and Management) and iz;kl (Efforts)].

At RINL, Official Language Policy, Rules and Acts are followed as per Annual Programme issued by Department of
Official Language, Ministry of Home Affairs, Government of India.
Training and Workshops:
l 89 employees were trained under Hindi Prabodh/Praveen/Pragya courses.
l 41 employees were trained to work on computers in Hindi through Unicode.
l 193 employees were trained in Exercise Based Hindi Workshop conducted at HQ and Regional/Branch Sales
Offices/Liaison Offices.
Inspections:
l 32 Departments at Head Quarters and Branch Sales Office, Patna were inspected during the said period.
l Regional Office (North), New Delhi by Ministry of Steel.
l Branch Sales Office Kochi and Chandigarh by Ministry of Home Affairs.
Publications: Two issues of Quarterly Hindi In-House Magazine ‘Sugandh’.
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19.4 NMDC Ltd
NMDC continued its efforts to excel in field of implementation of Rajbhasha with the following activities held during
the period:
l Rajbhasha Technical Seminar was organized at Diamond Mining Project, Panna during November 2020.
l To assist implementation of Rajbhasha at Town level NMDC, HO conducted “Hindi Workshop” for officers of
PSUs of Hyderabad-Secunderabad under aegis of TOLIC.
l Regular Classes continued for “Hindi Parangat” training in Hindi Training Centre of Head Office upto March 20
and thereafter on line through Teams App.
l Monthly Incentive Schemes for writing letters in Hindi, Registers in Hindi, Notings in Hindi and Dictation in Hindi
continued.
l Meetings of Official Language Implementation Committee were conducted in every quarter.
l During the month of September Hindi Fortnight was celebrated. Various competitions were conducted on line and
through digital mode. Message of CMD was broadcasted online through social media platforms. Prizes were also
given digitally.
l Hindi workshops conducted online.
l To promote original writing in Hindi “Khanij Bharati”, Hindi house journal was published by Headquarter and all
the project published “News Letters” in Hindi /Bilingual/Trilingual viz., Baila Samachar, Bacheli Samachar, Doni
Samachar, Hira Samachar etc.
l Diamond Mining Project of NMDC, being the coordinating office for TOLIC, conducted half yearly meetings of
TOLIC, Panna.
19.5 MOIL Ltd.

l Maximum correspondence in MOIL Limited including all the mines is done in Hindi and is 97%.
l Unicode system has been implemented in all the processors.
l Hindi Competitions were held on Dr. Baba Saheb Ambedkar Jayanti, SWACHHTA Campaign, Quami Ekta Diwas
and Vigilance Awareness Week.
l Hindi Workshops, Kavya Goshti and Rajbhasha Seminars have been organized.
l The employees working in Hindi language are being given the benefit of the Promotional Scheme at Head office
and the Mines Units.
l MOIL BHARTI magazine of MOIL Limited, was recognized by giving second prize by the Nagar Rajbhasha
Karyanven Samiti.
l Contributory fund is provided by MOIL for the publication of the magazine Wainganga and Rajbhasha Darpan
published by the Nagar Rajbhasha Karyanven Samiti Balaghat and Nagpur.
19.6 MECON Ltd.

MECON is effectively implementing the Official Language Policy of Govt. of India in its official work. There is an Official
Language Implementation Committee under the Chairmanship of CMD. MECON is an important member of Town
Official Language Implementation Committee, Ranchi.
l Two-day ‘Natakotsav’ was organised on 18th and 19th January, 2020 at Mecon Community Hall.
l “Hindi Pakhwara” was observed in MECON at Head Office as well as in all the site offices through video
conferencing. All employees took a pledge to promote use of Hindi in their day-to-day official work. During “Hindi
Pakhwara” various online competitions were also organized.
87
l A Hindi House magazine ‘Mecon Bharati E-Patrika’ has been published.
l The Third Sub-Committee of the Committee of Parliament on Official Language, Govt. of India inspected the
progressive use of Hindi in our MECON, Delhi Office on 25th November, 2020.
19.7 MSTC Ltd.

l The Official Language Monitoring Committee has been reconstituted.
l In pursuance of the directions given by the Committee of Official Languages and Ministry of Steel, 2 Assistant
Managers (official language) were appointed to the post of official language.
l The internally developed e-Office software in the office has been designed in a bilingual form and provides
adequate facility for issuing bilingual note sheet through PDF.
l A bilingual e-form has been developed internally for the Official Language Incentive Scheme, through which the
work of providing official language incentives in the Office of All India MSTC Ltd. has been simplified.
l 3 personnel of Trivandrum Branch Office were nominated for training for the course of online Hindi training under
the Hindi teaching scheme and 1 official language officer was nominated to the Central Translation Bureau,
kolkata for long term translation training.
l Chairman and Managing Director participated in the half yearly e-meeting organized by Narakas on 26.08.2020
and Officials also enthusiastically participated in various competitions organized by Narakas.
l During 2020-21, various documents of the office were regularly translated from English to Hindi and from Hindi
to English. These documents included various documents of parliamentary committees, Policy, MoUs, Press
releases etc. In addition, the Annual report was published in bilingual format.
l Inauguration ceremony of “E-Rajbhasha Trimas-2020” was organized online among all India MSTC offices
through Webex on 14th September, 2020.
l On the occasion of World Hindi Day 2021, a new initiative was taken to display the first page on the website,
giving priority to the banner of “Heartiest congratulations of World Hindi Day” on its website.
l On 12th January, 2021 an inspection of MSTC Ltd., Delhi office was conducted by the Parliamentary Official
Language Committee. MSTC Ltd., NRO, Delhi has performed very well in the implementation of official language.
l MSTC Ltd. has held its Official Language Implementation Committee meeting and Official Language workshops
electronically, turning the challenges into opportunities. Rajbhasha training for the official language coordinators
of all India MSTC Ltd. was organized by the head office.
19.8 KIOCL Ltd.

To ensure compliance of Official Language Policy of the Union, KIOCL Limited takes every action and also ensure
compliance of the Official Language Act, 1963. This covers activities broadly divided into three main categories, i.e.
(i) Training (ii) Translation and (iii) Implementation. During the year, KIOCL scheduled Official Language Implementation
Committee meetings, organised workshops and conducted Official Language inspections as per targets of the Annual
Program, 2020-21 of Department of Official Language (Ministry of Home Affairs). In view of Corona pandemic this
year, all the activities have been scheduled by ensuring all safety measures of COVID-19 and by maintaining social
distancing norms.
KIOCL organised various Hindi competitions through online mode during Hindi Pakhwada, 2020. 68 employees
from Bengaluru and 32 employees from Mangaluru marked their presence in the online events. Incentive scheme for
original work in Hindi has been implemented in the organisation and total 25 employees were rewarded with cash
prizes this year.
During the year, 17 Prabodh candidates appeared in the Examination held in November, 2020. Employees of the
company made its significant presence during online workshops and other virtual activities conducted under the aegis
of TOLIC (PSU), Bengaluru and Mangaluru.
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Various documents pertaining to website of the company, correspondence with Ministry of Steel, reports on Standing
Committees, Annual Report, House Journals, Press Releases, RTIs and other documents along with documents as per
section 3(3) of OL Act and Rule 5 of OL Rule made available for translation were translated.
As a remarkable initiative, KIOCL Limited prepared its first E-Magazine ‘Shrigandha’ during lockdown period and
inaugural issue was formally released during Hindi Pakhwada, 2020. The magazine was circulated through e-mail and
WhatsApp. The link of the e-magazine was also provided on the website of the company and web-portal of Official
Language Department (Ministry of Home Affairs) under E-Pustakalay segment.

Strict adherence of the Government directives issued from time to time with regard to implementation of Official
Language policy is always ensured.
Some of the achievements in the field of Rajbhasha during the financial year 2020-21 are as under:-
l On 5th June, 2020, a Rajbhasha Karyashala was organized, covering the topics of “Statutory provisions on
Rajbhasha”, “How to increase Immunity against COVID-19 through Yoga” etc., at Corporate Office, Bhilai.
v On 1st September, 2020, the “Rajbhasha Month” was commenced by administering “Rajbhasha Pledge”
to the employees. During Rajbhasha month, various programmes and competitions were organized for the
benefit of the employees at Corporate Office as well as at the Units. An exhibition of Hindi books of eminent
writers was arranged on 9th September, 2020 to enhance Hindi reading habits among the employees. A
few programmes were also arranged during Rajbhasha month, such as Essay writing competition, “Hindi
Diwas” was observed on 14th Sept., 2020, when the messages received from Hon’ble Ministers and
dignitaries were read-out, and also displayed on the notice boards. An “Online” Hindi Gyan Pratiyogita was
organized on this occasion, A Rajbhasha Technical Seminar was organized.
v Hindi Month celebration along with Hindi Shrut-lekhan competion was concluded on 30th September, 2020
by organizing a Hindi Debate competition.
v An article written on “Time Management” by one of the Executives of FSNL Corporate Office in the House-
journal of FSNL viz., “Darpan”, was selected for 2nd prize “Rajbhasha Gourav Puraskar”. The Selection
was made by the Rajbhasha Vibhag of Ministry of Steel, from among the entries received from various
PSUs under the Ministry of Steel.

Eastern Investment Limited (EIL), The Orissa Minerals Development Company Limited (OMDC) and The Bisra Stone
Lime Company Limited (BSLC) are situated in category (C) area as per the Official Language Act. Companies have
taken positive steps to enhance awareness and usage of Hindi among employees. Companies had observed “Hindi
Pakhwada” by way of organizing competitions and distribution of prizes. Bilingual Boards and advertisements are
being issued. “Rajbhasha Shikshan Board” is put up at H.O. to appraise the employees with new words every day.
Employees putting signatures in attendance registers and despatch registers are maintained in Hindi. “Pravin, Pragya
& Parangat” exams have been completed and above 80% of employees have passed the related exam and accordingly
Central Government has already notified OMDC and BSLC under sub-rule (4) of Rule 10 of the Official Language Act
on 01.03.2017. OMDC and BSLC are already registered in Rajbhasha website and quarterly reports are being sent
regularly through online. Company’s website is already updated in Hindi.
89
CHAPTER-XX
EMPOWERMENT OF WOMEN
20.1 Ministry of Steel

The Supreme Court of India in its judgment in August,1997 in the case of Visakha and others versus State of Rajasthan
and others, recognized international conventions and norms of gender equality of women, in relation to work and
held that sexual harassment at workplace, is against their dignity and is violative of Article 14, 15(1) and 21 of the
Constitution of India. As per the guidelines laid down by the Supreme Court, all employers whether in the public or
private sector should take appropriate steps to prevent sexual harassment. As a part of the mechanism, a Complaint
Committee (Sexual harassment of women at work place) with representatives from outside the organization was
constituted.
In compliance of the guidelines of the Supreme Court, Ministry of Steel has constituted a five-member Committee to
look into complaints made by women employees and to address them. The Committee did not receive any complaint
during the period April 1, 2020 to December 31, 2020.
The Appointments Committee of Cabinet on 27.11.2020 has approved appointment of Ms. Soma Mondal as the first
woman Chairperson of SAIL effective from 1st January, 2021.

SAIL employs 3849 women employees as on 01.01.2021, in both Technical and Non-technical areas. There are women
in managerial, technical (engineers) capacity, in medical, para-medical services and in academics. The Company also
provides equal opportunities to both genders in selection, recruitment and placement or at promotion levels.
An equal career growth opportunity to all employees irrespective of the gender is the hallmark of SAIL’s Policy towards
professional development of its employees. The growing number of women in senior positions is an indication of this
fact.
The Training Policy of the Company takes care of training and development needs of all its employees including
the women employees through training needs analysis. Women employees are considered for specialized/technical/
managerial training exposures in all areas in keeping with their career growth and job profiles.
Benefits to Women Employees: Separate toilets have been provided at all locations where women employees are
posted /engaged both in technical as well as non-technical areas. Washrooms, Canteens, etc. for all employees in
the Company’s Plants and Units are available. Constant efforts are made for improving the hygiene conditions at
workplace for all employees especially the women employees. The statutory compliance of the Company is also
reflected in its policies for women employees, such as, Maternity Leave, Child Care Leave benefits, etc.
Prevention of Sexual Harassment: Internal Complaint Committees to prevent sexual harassment of women at
workplace have been constituted at our Plants/Units in terms of the Sexual Harassment of Women at Work Place
(Prevention, Prohibition and Redressal) Act, 2013 and composition of the Committee has been uploaded on the
existing Intranet/Web portal of the respective Plants/Units.
Welfare of Women: SAIL has also taken a number of steps in various spheres for the larger benefit of the women in
society. The activities range from, literacy programmes for girl child, awareness programmes on health care, family
planning, ante-natal services, organizing health camps and informative programmes on AIDS Control. SAIL Plants
and Units also have Mahila Samitis engaged in awareness initiatives on social issues such as child labour/dowry,
exploitation of women, support to economically weaker women towards being self-reliant through self-employment,
education, involvement in awareness programmes, etc.
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In RINL, women employees constitute 3.25% of its total manpower. About 6.46% of the executives and 1.67% of the
non-executives are women employees. Women employees are working in diverse and challenging areas like Operations
and Projects besides the traditional functions in HR, Finance, Health Services, etc.
RINL facilitates the women workforce to be closely knit through the local cell of forum of Women in Public Sector
(WIPS), formed under the aegis of SCOPE. The Cell has been associated in a number of activities organized for the
development of women employees which includes Programmes on Managerial Development, Networking and social
skills including Gender Sensitivity for sensitizing its employees on issues relating to employment of women.
20.4 NMDC Ltd.

NMDC Limited employs 361 women employees as on 31.12.2020, which constitute about 6.45% of its total manpower.
The company provides equal opportunities for the sexes at all levels, be it selection, recruitment, placement or
promotion. The number of women in senior positions is growing.
Facilities like separate wash rooms, rest rooms etc have been provided in the Head Office and Projects. NMDC has
also been sponsoring women employees for training on awareness in healthcare, family planning etc. All statutory
obligations of the Company are reflected in its policies for women employees. As per the recommendations of the
Parliamentary Standing Committee on Personnel, Public Grievances, Law and Justice in its 62nd report, WIPS cells
have been constituted in all the Projects.
Under CSR activities, NMDC has taken up various activities for empowerment of local women.
20.5 MOIL Ltd.

MOIL has 810 women employees which constitute 13.74% of its total workforce of 5894 as on 31.12.2020.
In compliance of the directives of the Supreme Court, guidelines relating to prevention of sexual harassment of women
workers at work place were issued by Govt. of India, Ministry of Human Resources Development. Accordingly, a
Complaint Committee comprising of three officials including a lady Doctor was constituted in the year 1999 and
reconstituted in May 2014.
Mahila Mandals are working effectively at all the Mines of the Company. Various cultural, social, educative and
community activities, such as adult education, blood donation camps, eye camps, family planning etc. are being
organized regularly, mostly for the benefit of women residing in the remote mine areas.
As per the provisions of the Sexual Harassment of Women at The Workplace (Prevention, Prohibition and Redressal)
Act, 2013, a Sexual Harassment Committee has been set up in the Company to deal with the cases received under
Sexual Harassment. The names of the Committee Members have been uploaded on Company’s web site. i.e.
www.moil.nic.in.
20.6 MECON Ltd.

There is an Internal Complaints Committee headed by a senior Lady Executive as Presiding Officer to look into the
grievance or complaints of women employees in MECON. MECON also follows instructions / guidelines issued by the
Ministry/Govt. of India from time to time with regard to empowerment of women. Besides, different programmes for
training to women employees are conducted by HR Department from time to time.
20.7 MSTC Ltd.

MSTC is a Corporate Life Member of Forum of Women in Public Sector (WIPS). During the year, several women
employees were nominated in the programmes organized by WIPS. Internal Complaints Committees constituted in
all the offices of MSTC have been functioning successfully. Periodical meetings and Complaint redressal, awareness
programs, etc. are also duly conducted by the Company.
To provide a safe working environment and to improve participation of female employees the Company has the policy
for prevention, prohibition and redressal of such offensive acts. The policy was implemented with the requirements
91
of The Sexual Harassment of Women at the Workplace (Prevention, Prohibition and Redressal) Act, 2013. Internal
Complaints Committee (ICC) has been set up to redress complaints received regarding sexual harassment. All
employees (permanent, contractual, temporary, trainees) are covered under this policy.
20.8 KIOCL Ltd.

All necessary measures/statutory provisions for safeguarding the interests of women employees in matters like
payment of wages, hours of work, health, safety and welfare aspects, maternity benefits etc. are being followed by the
Company. Total number of women employees as on 31.12.2020 is 24.
Under CSR, main thrust is given for promotion of education of poor children, supply nutritional food to improve
nutritional outcomes for children etc.
In compliance to the provisions/requirements under the Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act, 2013, Internal complaints Committees were constituted at Bengaluru, Mangaluru and
Kudremukh units to deal with complaints made by victims of sexual harassment. The Complaints Committee comprises
of a Senior level woman executive as presiding officer, one male employee and one female employee as members and
one-woman representative from Non-Governmental Organization (NGO) as third-party member.
KIOCL is a Corporate Life Member for Forum of Women in Public Sector [WIPS], a professional body functioning under
the aegis of Standing Conference of Public Enterprises (SCOPE). All women employees are Life Members of the said
Forum. Co-ordinators are being nominated on rotation basis from KIOCL to liaise with WIPS Apex Body and Southern
Region. The Company nominates women employees to attend Annual meet and Regional meet of Forum of WIPS every
year. International Women’s Day was celebrated on 8th March, 2020 in a befitting manner at Mangaluru.

Equal importance is given to the Women employees of FSNL in all activities and recognition is accorded for their skills,
abilities and success in various competitions. Representation of female employees in various committees, such as
Committee for Prevention of Sexual Harassment etc, is always ensured.
Women employees were also nominated to attend the training programme on “Preventive Vigilance” conducted by
SAIL-Bhilai Steel Plant, to enhance their skill and knowledge on preventive vigilance, for betterment of the organization
and best utilization of their services in the company.

OMDC and BSLC continue to accord due importance to gender equality and the companies are equal opportunity
employers and do not differentiate in terms of gender. Woman Grievance Cell is functioning in the Companies to
redress grievance of women employees. To ensure empowerment of women, “Gender Budgeting Cells” with women
representatives have been constituted.
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CHAPTER-XXI
CORPORATE SOCIAL RESPONSIBILITY
21.1 Introduction
The broad framework for Corporate Social Responsibility (CSR) is provided under Section 135 of the Companies Act,
2013 (Act), Schedule VII of the Act and Companies (CSR Policy) Rules, 2014. Section 135 of the Act enumerates
the provisions concerning CSR, Schedule VII of the Act indicates the eligible CSR activities to be undertaken by the
Company and Companies (CSR Policy) Rules, 2014 prescribes the manner in which companies shall comply with
CSR provisions of the Act.
Department of Public Enterprises has issued guidelines on 10.12.2018 to all administrative Ministries and Central
Public Sector Enterprises (CPSEs) for adopting a theme based focused approach every year on CSR expenditure by
CPSEs. These guidelines, inter-alia, provide that CPSEs exceeding the threshold limits as specified in the Companies
Act, 2013 have to allocate at least 2% of their average net profits (PBT) of three immediately preceding years for CSR
activities. CSR expenditure for such thematic programmes should be around 60% of annual CSR expenditure of CPSEs
and the aspirational districts identified by NITI Aayog may be given preference.
Expenditure incurred on CSR by CPSEs under Ministry of Steel includes promotion of educational health, women
empowerment, sustainable income generation through Self Help Groups, assistance to divyangs, access to water and
sanitation facilities, village development, environment sustenance, sports coaching, promotion of traditional art and
culture, etc.
The details of allocation and expenditure of funds under CSR are at Annexure XV.

SAIL carries out CSR projects mainly in periphery of steel townships and mines in the thrust areas falling in line with
the Schedule-VII, namely, Promotion of Education and Health, Women Empowerment, Sustainable Income Generation
through Self Help Groups, Assistance to Divyangs (People with Special Abilities), Access to Water and Sanitation
facilities, Village development, Environment sustenance, Sports coaching, promotion of traditional Art and Culture,
etc.
SAIL CSR Initiatives:
Response to CoVID-19: SAIL has activated a scaled response towards management of CoVID-19 at its Plants, Units,
Mines and Townships. SAIL Hospitals at five integrated steel plant locations have earmarked 10% of the beds (330
beds) of the total beds (3300 Beds) as isolation wards and have set up a testing centre at IGI, Rourkela for CoVID-19
patients. Quarantine Facilities at guest houses/hostels in the Townships and at Mines hospitals have also been created
for over 600 persons. SAIL Plants and Units have installed touch-free hand-sanitizers, water dispensers, spraying
disinfectants, using digital thermal recorders at prominent locations, ensuring continuous water supply in all the
peripheral villages/areas.
In order to support the vulnerable sections of society, daily-wage earners/ labourers, poor peasants and their families,
who are left with dwindled resources during lockdown, the SAIL Plants and Units, through district authorities, are
distributing dry ration packets (comprising of Rice, Dal, Salt, Condiments, wheat atta, soap, etc.), Milk packets,
Milk powder, Khichdi, routine medicines, sanitary napkins for women, etc. More than 6000 Dry ration kits have
been distributed across SAIL Plants/Mines. Daily cooked meals to patients and healthcare workers are also served.
93
SAIL Plants/Units have also been transporting patients and health workers. CSR departments of Plants are also
facilitating stitching of Face Masks, Gamachhas, Aprons, Gloves, etc., and their distribution to peripheral areas and
District Authorities through SHGs. SHGs have prepared and distributed more than 15000 Masks so far.
Scheme has been launched to facilitate reimbursement of expenditure on PPE/Personal Hygiene products to all regular
employees (including Trainees) @ Rs.150/per day and @ Rs. 100/per day w.e.f 1st April, 2020.
SAIL has contributed to the Prime Minister’s Citizen Assistance and Relief in Emergency Situations (PM CARES) Fund
and to the Chief Minister’s Relief Fund/CoVID-19 Fund for the States of Chhattisgarh, Jharkhand, Odisha and West
Bengal.
Healthcare: In order to deliver quality healthcare at the doorsteps of the needy, regular health camps in various villages
on fixed days are being organized for the people living in the periphery of Plants/Units, Mines and far-flung areas.
5 Mobile Medical Units (MMUs) running in the Plant peripheries have benefitted about 32,000 villagers during Financial
Year 2020-21(upto 31.12.2020) at their doorsteps.
24 Primary Health centres at Plants exclusively provided free medical care and medicines to about 38,000 patients in
Financial Year 2020-21(upto 31.12.2020).
Education: To develop the society through education, SAIL is supporting about 77 schools providing modern education
to more than 40,000 children in the steel townships and is assisting over 600 Govt. schools in Bhilai and Rourkela with
about 59,000 students by providing Mid-day meals in association with Akshya Patra Foundation.
l 20 Special Schools (Kalyan and Mukul Vidyalayas) benefitting around 4760 BPL category students at Integrated
Steel Plant locations with facilities like free education, mid-day meals, uniform including shoes, text books,
stationary items, school bags and water bottles, etc. are running under CSR.
l More than 600 children from Tribal and Naxal-affected areas are getting free Education, Accommodation, Meals
and Uniforms, textbooks, etc. at Saranda Suvan Chhatravas, Kiriburu; RTC Residential Public School, Manoharpur;
Gyanodaya Chhatravas, BSP School Rajhara, Bhilai; Kalinga Institute of Social Sciences, Bhubaneswar; Gyanjyoti
Yojna, Bokaro.
l Over 2300 school students are awarded annual scholarships in Plant peripheries.
l Gyan Jyoti Yojana: Next batch of 15 Birhor children has been adopted, who are getting free Education along
with boarding, lodging, nourishing and wholesome food, clothing, free medical treatment, sports and cultural
opportunities, etc. in a conducive atmosphere at Bokaro.
Women Empowerment and Sustainable Income Generation: 425 youths and 1018 women underwent skills trainings
in the financial year 2019-20 and during 2020-21 (upto 31.12.2020). 256 youths and 590 women are undergoing
skills trainings, in areas such as Nursing, Physiotherapy, LMV Driving, Computers, Mobile repairing, Welder, Fitter and
Electrician Training, Improved agriculture, Mushroom cultivation, Goatery, Poultry, Fishery, Piggery, Achar/ Pappad/
Agarbati/Candle making, Screen printing, Handicrafts, Sericulture, Yarn Weaving, Tailoring, Sewing and embroidery,
Gloves, Spices, Towels, Gunny-bags, Low-cost-Sanitary Napkins, Sweet Box, Soap, Smokeless chullah making, etc.
at various Skill Centres located in and around Steel Plant and Mines locations. SAIL is also instrumental in marketing
of the products manufactured at such centres.
Almost 600 youths have been sponsored for ITI training at ITIs Bolani, Bargaon, Baliapur, Bokaro Pvt. ITI and Rourkela,
etc. The ITIs at Bolani and Bursua have been adopted for upgradation and operation by SAIL/RMD.
Model Steel Villages (MSV): 79 villages were identified as “Model Steel Villages” across the country in eight States.
The developmental activities undertaken in these villages include medical and health services, education, roads and
connectivity, sanitation, community centres, livelihood generation, sports facilities, etc. The facilities developed at
these MSVs are being run and maintained regularly.
SAIL Employees Rendering Volunteerism and Initiatives for Community Engagement [SERVICE] has been launched
by Shri Dharmendra Pradhan, Hon’ble Minister of Steel and Petroleum on January 17, 2020 to provide a platform
to the SAIL employees to contribute to the basic concerns of the community, provide opportunities for employee
engagement, and implore the senior executives to encourage socially responsible behaviour within the core business
94
of SAIL. SAIL’s investment in community involvement through its own employees provides an impetus for building
long-term loyalty, enhance legitimacy with the wider public, build trust and brand equity that, in turn, reinforces other
strategic objectives of SAIL. Over 29,000 volunteers have registered on the SERVICE portal.

The focus areas for CSR generally include areas mentioned in Schedule VII of the Companies Act 2013 viz. Health
Care, Education, Skill Development, Environment Care, Rural Development, Sports, Sanitation and Swachh Bharat,
helping during Natural calamities etc. Some of the flagship CSR initiatives of RINL are as under:
Response to Covid-19
l Contributed to “PM CARES Fund” to aid the Healthcare and Relief activities being undertaken to combat COVID-19
pandemic.
l Provided for daily distribution of hot-cooked meals during lockdown period from 3rd April 2020 to 1st June 2020,
to the weaker sections, elderly people, daily wage labourers and migratory workers who had lost their source of
livelihoods under uncertain times.
l Financial Assistance to Police department of Churachandpur district (Manipur) for procurement of Essential
Protective items for Safety of Police Personnel in fight against COVID-19.
l Awareness on COVID-19 Precautions in Aspirational Districts: Information about novel corona virus was provided
to create awareness about basic precautions, symptoms, etc. among the beneficiaries of various CSR/CER
initiatives for preventing the spread of virus.
Awareness on COVID-19 Precautions during Mobile Health Camps
95
Health and Nutrition
l Cancer preventive healthcare: Preventive healthcare services is being provided with the support of Homi Bhabha
Cancer Hospital and Research Centre (HBCHRC) to mothers of students and female staff members of two
schools for safeguarding them against cancer through screening for early detection of cancer among these
women.
l Nutritional Support to combat classroom hunger: Mid-day meals to around 900 school-going children belonging
to BPL families.
l Contributed for purchase of medical equipment at Divisional Railway Hospital, benefits of which shall also be
availed by needy persons through Ayushman Bharat.
Education
l Education to BPL families: Providing quality education to 1600 students surrounding villages of Plant and
Mines.
l Arunodaya Special School: Free education, physical therapy and vocational training to 115 differently abled
children.
l School Infrastructure: Provided educational infrastructure for development of “Purve Madhyamika Kanya Aihar”
at Lalganj (UP), one of the surrounding villages of Forged Wheel Plant of RINL.
l Infrastructural support for Centralized Kitchen, Visakhapatnam: Provided financial support to meet the
infrastructural requirements of The Akshaya Patra Foundation’s centralized kitchen at Visakhapatnam.
l Extended financial assistance to Srikakulam District Administration for relief and restoration activities at Welfare
Hostels post Titli Cyclone in the district.
l Akshaya Vidya: Supplementary education was provided to more than 1700 children residing in slum areas of
Hyderabad, YSR Kadapa and Visakhapatnam districts.
Skill Development
l Taken up a project for one year residential Skill Development training of 25 persons affected by leprosy/disability
in various courses viz. computer operations, diesel mechanical welder, electrician to support and empower them
to earn.
l Extended financial assistance for a short-term skill development training in trade Customer Care Executive
(Relationship Centre) to 60 unemployed youth.
l Skill Development to women Artisans in Crafts: short-term training is being provided to 40 Women Artisans in
Madhubani Paintings, Applique Patch Work, and traditional Embroidery at Patna, Bihar.
Senior Citizen Care : Adopted 50 abandoned and destitute elderly persons for a period of one year - provided free
shelter, food, medical facilities and homely care at ‘Guru Vishram Vridh Ashram’ at Garhmukteshwar, UP.
21.4 NMDC Ltd.

The flagship CSR programmes and new initiatives undertaken/initiated by the Company in 2020-21 are as follows:
Response to Covid-19
l Besides contributing to the PM CARES FUND, NMDC has continued with its commitment to contribute to the
National effort and has taken up the following initiatives:
v Provided financial Contribution to the Govt. of Chhattisgarh to overcome the disaster arising out of the
COVID-19 pandemic.
96
v Assisted in the setting up of COVID-19 treatment infrastructural facilities at the Vijayanagara Institute of
Medical Sciences (VIMS) Bellary.
v Supported the front line COVID warriors by contributing to the procurement of PPE kits, Sanitizers, Masks
etc. for police personnel deployed by the Commissionerate’s of Police of Hyderabad and Cyberabad.
v NMDC provided a financial assistance to the District Administration, Bellary District, Karnataka for setting
up COVID-19 treatment facilities in the District Hospital, Bellary by acquisition of Cots and disposable Rexin
Sheets and beds.
Education
l Scholarship Scheme “NMDC Shiksha Sahayog Yojana” to motivate ST/SC students: During the year 2020-21, up
to 18000 scholarships are being awarded.
l Under NMDC Balika Shiksha Yojana, during the current academic year i.e., 2020-21, 40 girls have been sponsored
in GNM and B.Sc. nursing courses at Apollo College /School of Nursing, Hyderabad. 378 students have been
sponsored by NMDC for pursuing nursing courses.
l Mid-day Meal programme covering 8000 rural school children in and around Donimalai Project in Karnataka is
running successfully and NMDC is continuing its support to the initiative.
l An initiative for promotion of education by operating 500 Single Teacher Schools (Ekal Vidyalayas) in areas
around NMDC Projects in Chhattisgarh over a period of five years, was taken up.
Healthcare
l Free out-patient and in-patient treatment facility was extended to 23967 and 8839 local tribal respectively during
the year 2020-21.
l During 2020-21, 3890 local villagers have been treated at the doorsteps in the nearby 13 villages of Nagarnar
Steel Plant, through operation of Hospital on Wheels service.
l Hospital on Wheels Service is being successfully implemented after finalization of a new service provider in the
month of October 2020 covering 21 villages of surrounding Bailadila Projects. Through this service 464 local
villagers have been treated.
l NMDC as part of a Corporate programme, is providing 16 sanitary pad making machines to women self-help
groups and other stakeholders and facilitating operation thereof to contribute to the health and hygiene in and
around NMDC’s Projects in Chhattisgarh.
Skill Development and Sustainable Income Generation
l Capacity building of selected Gram Panchayats around NMDC Projects in Chhattisgarh is being taken up in
partnership with National Institute of Rural Development and Panchayati Raj (NIRD and PR) in the forthcoming
year post its approval.
l The ITI at Bhansi with 5 trades is being operated successfully with the intake of 76 students each year. The
Polytechnic College at Dantewada established with two streams i.e., Electrical and Mechanical with an intake of
126 students is being operated successfully.
l Proposal for imparting Skill development training (Recognition of Prior Learning - RPL) to 1600 persons of Bastar
Division in partnership with Chhattisgarh Swami Vivekanand Technical University, Bhilai (CSVTU) in different has
commenced with the signing of MoU with CSVTU, Bhilai.
21.5 MOIL Ltd.

The Company has framed a CSR policy, duly approved by the Board of Directors. Several schemes have been taken
up and being implemented under CSR.
97
l MOIL is supporting schools viz.two each in Bhandara district of Maharashtra and Balaghat district of Madhya
Pradesh, Sitasaongi in Bhandara distrct in its education and skill development initiative. Both the districts are
backward districts of India. Schools are imparting quality education to children who are residents of the villages
of the surrounding areas and mostly come from poor families.
l The Company has sponsored 15 Girls for perusing Bachelor’s Degree Course in Nursing and General Nursing
and Mid Wife course. The project is being taken up in association with Apollo College of Nursing Hyderabad. All
the students are from economically weaker sections.
l The Company has tied up with Lata Mangeshkar hospital for carrying out free cataract surgeries on needy rural
poor. 500 surgeries are targeted to be performed during the year. As on 31/12/2020, 294 such surgeries have
been performed.
l Company has taken up few initiatives under health and nutrition during the year, which includes support to
Ramakrishna Math, Nagpur for providing medical equipments for their Charitable Hospital. Similarly, medical
equipments are proposed to be provided to Lata Mangeshkar Hospital, Nagpur, Government District Hospital,
Balaghat (M.P), Vivekananda Medical Mission, Nagpur.
l Company has associated with Artificial Limb Manufacturing Company for Distribution of various aids and
appliances to Physically Challenged persons in Aspirational District Gadchiroli (Maharashtra).
l Company has associated with MPCON for installation of Sanitary Napkin Vending Machines along with incinerators
in 10 schools each in District Balaghat (M.P), Bhandara and Nagpur districts of Maharashtra.
l Company had taken major initiatives during the nationwide lock down period. Food and essential food items were
served to the needy poor persons during the period. The company extended help to more than 3500 families
during the period.
Food distribution during Covid-19
98
21.6 MECON Ltd.
The major developmental activities carried out by MECON during the period 1st January, 2020 to 31st December, 2020
are as follows:
l “Poshan Abhiyan” has been carried out during January, 2020 - March, 2020 (on monthly basis) at Adopted
Villages of MECON/Township Schools in Ranchi and Khunti districts of Jharkhand.
l Organised free Health check-up camps and free distribution of medicines in Adopted Villages in and around
Ranchi and in Khunti districts of Jharkhand. Around 760 patients were covered in 17 Medical Camps.
l Organised “Intensive and Focused COVID-19 Campaign” in Adopted villages of MECON for creating awareness
among the villagers regarding COVID-19 Pandemic. During this programme, masks and soaps were also
distributed.
l Annual Maintenance of Pre-fabricated Bio-Toilets installed in Lohardaga and Hazaribagh districts of Jharkhand
was done. Bio-Media kits were distributed in 22 MHRD Schools.
l Solar powered Drinking Water System in Adopted Village - Rai, Panchayat - Khunti, District - Khunti.
l Free education is being provided to the under-privileged poor Children at 7 Literacy Centres which are running in
slum areas/backward areas/ in and around Ranchi and in Adopted Village of Khunti district of Jharkhand. No. of
students in these centres is around 160.
l Free Stitching Training is being provided to the under-privileged womenfolk at 7 Stitching Training Centres, which
are running in the slum areas/backward area in and around Ranchi and in Adopted Village of Khunti district of
Jharkhand. The no. of students trained in these centres is around 70.
l Providing Maruti Eeco Vehicle to Jharkhand Parents Association, Ranchi (Jharkhand) for facilitation of conveyance
of Divyangs to “KOSHISH” - A Special School-cum-Vocational Training Centre.
l Construction of Drinking Water Facility at Adarsh Home (Old Age Home) of M/s Vihar Samaj Kalyan Sansthan at
Village - Kulgu, Block - Nagri, District - Ranchi (Jharkhand) : A new Borewell has been constructed and pumping
system installed.
l Strengthening India’s fight against COVID-19, MECON contributed to PM Cares Fund and to CM’s Relief Fund of
Jharkhand.
21.7 MSTC Ltd.

In view of negative average net profit of last three financial years MSTC does not have any fund for CSR activities.
The company, however, has contributed to the PM Cares Fund.
21.8 KIOCL Ltd.

The Company has constituted a two-tier organizational structure viz. Board level Committee headed by an Independent
Director and the below Board level team headed by Nodal Officer to steer the CSR agenda of the Company and to
ensure implementation of activities and utilization of funds in a time bound manner. The Company has contributed to
PM CARES Fund.
99

The Company spends in each financial year, at least 2.0% of the average net profits of the company made during
the three immediately preceding financial years. At least 75% of the CSR budget is earmarked for activities which
shall be implemented in project mode, and maximum upto 20% is allocated for other activities. The CSR Committee
(Board Level Committee) recommends to the Board, the amount of expenditure, which shall be spent on the CSR and
Sustainability activities. All the CSR projects / activities are approved by the Board level Committee i.e. CSR Monitoring
Committee and subsequently approved by the Board of Directors.
Activities in Aspirational Districts : FSNL is undertaking CSR activities in the Aspirational Districts also. Last year the
CSR activities were carried out in the Aspirational Districts of Visakhapatnam (Andhra Pradesh) and Bokaro (Jharkhand).
The company has contributed to PM CARES Fund against the Corporate Social Responsibility (CSR) obligations arising
in FY 2020-21 and subsequent years.

Since the average PBT for the last three years is (-)ve for both the companies, no CSR budget was allocated by OMDC
and BSLC for the year 2020-21. However, following welfare measures are undertaken:
Providing Hospital Facilities - OMDC runs two hospitals-cum-dispensary centres at mines locality at Thakurani and
Roida and BSLC also run one hospital at its mines locality at Birmitrapur to provide treatment free of costs to all
employees and to the villagers residing in the nearby villages around its mining activities.
Drinking Water is supplied to the employees and to the villagers located around its mining activities by digging wells,
tube wells etc by OMDC and BSLC.
Occupational Health Surveillance - Programmes for malaria eradication, pulse polio etc. through the hospitals of OMDC
and BSLC to all employees and to the villagers residing in nearby villages located around is conducted by OMDC and
BSLC from time to time.
100
CHAPTER-XXII
IMPLEMENTATION OF RIGHT
TO INFORMATION ACT, 2005
22.1 Introduction
With a view to promote transparency and accountability in the administration and ensure good governance, the
Government of India enacted the Right to Information (RTI) Act, 2005 on June 15, 2005. The Act also aims to protect
the citizens’ Right to Information to enable every citizen to secure access to the information from the public authorities.
22.2 Implementation of the RTI Act, 2005

A Nodal Officer has been nominated to process the application and appeals under the RTI Act, 2005 and to centrally
monitor their progress in the Ministry. The Nodal Officer is assisted by a Section Officer. Also, the officers of the level of
Under Secretary/Deputy Director (OL)/ Deputy Industrial Advisor or equivalent level Officer of the Ministry of Steel have
been designated as Central Public Information Officer (CPIO) and Officers of the level of Director / Deputy Secretary/
Joint Industrial Advisor or equivalent level Officer of Ministry of Steel have been designated as Appellate Authority,
respectively. The Manual of 17 items, details of Appellate Authority/ Central Public Information Officers, Assistant
Public Information Officers have been hosted on the Ministry’s Web-site www.steel.gov.in. All the Public Authorities
under the administrative control of the Ministry of Steel have also been tasked to update the Manual of 17 items on
their respective websites and have nominated their respective Public Information Officers/Assistant Public Information
Officers and Appellate Authority. Web portal for online filling of RTI application has been launched by Department of
Personnel and Training (DoPT) and the Ministry of Steel has been a part of RTI online web portal w.e.f 25.06.2013.
During the year 2020 (1st January to 31st December, 2020), Ministry of Steel has processed 68 RTI applications/
appeals through offline mode and 204 RTI applications/ appeals received online, which were duly disposed off.
The details of applications under RTI Act received during the period from 01.01.2020 to 31.12.2020 is as under:
Name of the CPSE Application pending Application Received Application Disposed Application
as on 01.01.2020 during 01.01.2020 to of during 01.01.2020 Pending
31.12.2020 to 31.12.2020 on 31.12.2020
Ministry of Steel 13 246 258 1
SAIL 121 1367 1175 313
RINL 209 633 746 96
NMDC Limited 09 194 190 13
MECON Limited 10 102 97 15
MOIL Limited 12 101 99 14
KIOCL Limited 0 28 28 0
MSTC 07 87 83 11
FSNL 4 44 46 2
OMDC - 21 21 -
101

SAIL has appointed Public Information Officer (PIO)/Asst. Public Information Officers, Appellate Authorities and
Transparency Officer under Sections 5 and 19(1) of the Act in each Plant and Unit for speedy redressal of the queries
received under the Section 5(5) of the Act. All the officers/line managers responsible for providing information to
the PIO are called Deemed PIO, and are equally responsible as PIO towards timely submission of information to the
applicant.
An exclusive RTI Portal for SAIL has been developed with link available on the website of the Company. All the Plants/
Units have listed 17 manuals and details of Authorities under the Act are uploaded on the website of the Company.
Quarterly Returns and Annual Returns on implementation of the Act are being submitted online through CIC Portal.
Implementation of online requests has already been introduced from 1st May’ 2015. A compilation of Record Retention
Policy of various functions of Corporate Office has also been uploaded on the website of the Company. In addition to
this, compilation of important decisions of CIC, DOPT circulars and High Court cases is also available on the website
of SAIL.

Information available in the 17 manuals of the RTI has been updated on Company website in accordance with
the requirement of Section-4(1) (b) of Right to Information Act, 2005. Quarterly Returns and Annual Returns on
implementation of RTI Act, 2005 are being submitted regularly in the CIC portal.
22.5 NMDC Ltd.

NMDC has published on its website, www.nmdc.co.in information under Section 4(1)(b) of the RTI Act 2005. Details
of PIOs and AA are being updated regularly for the information of the public. Annual reports of the Company which
give lot of information on its working are widely circulated and also available in NMDC’s website. Further information is
disseminated through press conference, press handouts etc. NMDC maintains all its records in a transparent manner.
Information is given to the maximum extent in the form in which it is asked for and in the local language as well, when
needed.
22.6 MOIL Ltd.

MOIL has appointed CPIOs at the Corporate Office and PIOs / APIOs have also been appointed in all its Mines.
Executive Director (Personnel) has been appointed/designated as Appellate Authority under the Act. The names of all
the PIOs / APIOs and the Appellate Authority has also been hosted in Company’s website www.moil.nic.in.
The information in respect of company, its employees etc. has been prepared under 17 heads as prescribed in
Section 4(1) (b) of the RTI Act, and the same been hosted in Company’s portal. MOIL has been submitting necessary
information and returns to the prescribed authorities and updating the same regularly.
A lot of awareness has been generated in order to make Company’s employees aware about the intention and true
spirit of this Act. The various provisions of the Act have been highlighted by issue of the circulars and asked them
to keep transparency in day-to-day work and maintain all the records in a proper/systematic manner. Further, the
Company has also hosted/updated in Company’s website as much information suo-moto at regular intervals for the
public, so that public has minimum resort to use the various provisions under the RTI Act to obtain information.
For the awareness of employees at large, seminars have been organised to make them understand the importance of
RTI Act in the present scenario and highlighted the provisions of the Act.
22.7 MECON Ltd.

All the relevant manuals pertaining to RTI Act, 2005 have been hosted on MECON’s Website www.meconlimited.co.in
w.e.f. 19th September, 2005. A Central Public Information Officer (PIO) and the 1st Appellate Authority have been
nominated by MECON at its Headquarters and Assistant Public Information Officers (APIOs) have been nominated
at various Regional and Site Offices. The queries coming to MECON from the public are being attended to by these
nominated officials and replied back by the Central Public Information Officer within the stipulated time period. Chief
General Manager (HR) has been nominated as the Transparency Officer of MECON Limited.
102
22.8 MSTC Ltd.
Provisions of RTI Act 2005 were complied with for processing the RTI applications and appeals received in all offices
of MSTC. There are one Transparency Officer, one First Appellate Authority, one CPIO and one Acting CPIO, one Nodal
Officer in MSTC, Head office and every region/branch has one PIO for effectively processing the RTI applications
received at various locations of the Company. All quarterly reports have been submitted on-line and have been uploaded
on CIC site.
22.9 KIOCL Ltd.

KIOCL has appointed PIOs at the Corporate Office and PIOs/APIOs have also been appointed in all its Plants/other Units.
Executives at the Top levels has been appointed/ designated as Appellate Authority under the Act. The names of all the
PIOs/APIOs and the Appellate Authority has also been hosted on KIOCL’s website: www.kioclltd.in. The obligation of
the preparation of the manual prescribed in clause (b) sub-section (1) Section (4) has been complied with and these
have also been hosted on KIOCL’s portal within the stipulated time frame given under the Act and the same is being
reviewed and updated at regular intervals.
On the basis of the directives issued by Central Information Commission and the Ministry of Steel from time to time,
KIOCL has been updating the requisite information on periodical basis. The monthly return is being sent to concerned
authorities regularly.

In compliance with the mandatory provisions of the RTI Act, FSNL has appointed a Public Information Officer (PIO)
at Corporate Office and one APIO each at its 08 Units. ED (P&C) is the first appellate authority under RTI Act 2005.
The company has compiled the information under 17 different templates/manuals/manuals for voluntary/ suo-moto
disclosures required under section 4(1)(b) of the Act and hosted the same on the company’s website “fsnl.nic.in” and
the information so published are being regularly updated.
The company is proactively complying with the provisions of Right to Information Act, 2005. All information sought
under the Act is being furnished within the stipulated time period.
Quarterly reports are submitted to the CIC regularly. All requests for information are dealt with as per the prescribed
guidelines of the RTI Act, 2005.

The companies under BGC i.e EIL, OMDC and BSLC are complying with the norms of Right to Information Act -2005.
For receipt and replying to the RTI queries, PIO and APIO have been nominated in OMDC and BSLC. The queries
received are replied within time. Wherever there is likelihood of delay, an interim reply is sent. RTI queries are being
regularly disposed of through online portal.
103
ANNEXURE - I
MINISTRY OF STEEL
(ISPAT MANTRALAYA)1
Planning, development and facilitation of setting up of iron and steel production facilities including electric arc furnace
(EAF) units, induction furnace (IF) units, processing facilities like re-rollers, flat products (hot/cold rolling units), coating
units, wire drawing units and steel scrap processing.2
Development of iron ore mines in the public sector and other ore mines (manganese ore, chrome ore, limestone,
sillimanite, kayanite, and other minerals used in the iron and steel industry but excluding mining lease or matters
related thereto).
Production, distribution, prices, imports and exports of iron and steel and ferro-alloys.
Matters relating to the following undertakings including their subsidiaries, namely3
i) Steel Authority of India Limited (SAIL);
ii) Rashtriya Ispat Nigam Limited (RINL);
iii) Kudremukh Iron Ore Company Limited (KIOCL);
iv) Manganese Ore (India) Limited (MOIL);
v) National Mineral Development Corporation Limited (NMDC);
vi) Metallurgical and Engineering Consultants (India) Limited (MECON);
vii) Sponge Iron India Limited (SIIL);
viii) OMITTED.4
ix) Bharat Refractories Limited (BRL);
x) Metal Scrap Trade Corporation (MSTC);
xi) Ferro Scrap Nigam Limited; and
xii) Bird Group of Companies.
1
Modified vide Amendment series no. 238 dated 23.05.1998 and 243 dated 15.10.1999.
2
Modified vide Amendment series no. 306 dated 31.07.2014 (earlier modified vide Amendment series no. 281 dated 01.09.2005).
3
Modified vide Amendment series no. 286 dated 01.06.2006.
4
Omitted vide Amendment series no. 337 dated 06.12.2017.
104
ANNEXURE - II
MINISTER IN CHARGE AND OFFICERS

IN THE MINISTRY OF STEEL
(Down to Deputy Secretary level)
(As on December 31, 2020)
Minister of Steel Shri Dharmendra Pradhan
Minister of State for Steel Shri Faggan Singh Kulaste
Secretary Shri Pradip Kumar Tripathi
Additional Secretary and Financial Adviser Shri Shashank Priya
Additional Secretary Smt. Rasika Chaube
Joint Secretaries Smt. Ruchika Chaudhry Govil

Shri Puneet Kansal
Shri T Srinivas
Chief Controller of Accounts Shri Sakesh Prasad Singh
Economic Adviser Shri Awadhesh Kumar Choudhary
Deputy Director General (Statistics) Smt. Swapna Bhattacharya
OSD and Chief Engineer (Railways) Shri Avani Bhushan Gupta
Directors Shri Neeraj Agrawal

Shri Aman Sharma
Shri Girraj Prasad Meena
Shri Pankaj Vithal
Shri A K Kailoo
Additional Industrial Adviser Shri Parmjeet Singh
Joint Industrial Adviser Shri Manoj Kumar Saraswat
Deputy Secretary Shri Vinod J Bahade

Shri Ashish Sharma
Shri S K Mohanty
Ms. Jyoti Singhal
105
ANNEXURE - III
PRODUCTION OF ISP AND OTHER PRODUCERS
(‘000 tonnes)
SL. NO. ITEM / PRODUCER 2016 2017 2018 2019 2020(P)
PRODUCTION
I. CRUDE STEEL :
SAIL, TSL Group, RINL, AM/NS, JSWL, JSPL
Oxygen Route 38425 41298 46059 46764 42878
E.A.F.Units 14844 17048 20513 21889 21190
Other Producers
Oxygen Route 2212 4811 2949 1909 1774
E.A.F.Units (incl. Corex and MBF/EOF) 13384 9840 7773 6741 6874
Induction Furnaces 26612 28457 31955 34041 26854
TOTAL (Crude Steel) 95477 101454 109249 111344 99570
% share of Other Producers 44.2% 42.5% 39.1% 38.3% 35.7%
II. PIG IRON :
SAIL, TSL Group, RINL, AM/ NS, JSWL, JSPL 1138 724 1358 1435 1249
Other Producers 9108 6164 4891 4548 3252
TOTAL (Pig Iron) 10246 6888 6249 5983 4501
III. SPONGE IRON :
Gas Based 4358 6223 7052 6699 6074
Coal Based 22625 23282 27161 30120 27054
TOTAL (Sponge Iron ) 26983 29505 34213 36819 33128
% share by Process (Coal Based) 83.8% 78.9% 79.4% 81.8% 81.7%
IV. FINISHED STEEL (Production)*
(Alloy/Non-Alloy) :
SAIL, TSL Group, RINL, AM/ NS, JSWL, JSPL 59851 67783 63546 61450 54633
Other Producers 57100 56906 45100 42612 36802
TOTAL (Finished steel) 116951 124689 108646 104062 91435
Note:
1. *It may be noted that JPC revised the finished steel reporting system after March 2018. Prior to March 2018 JPC used to report
Gross Production of Finished Steel. From April 2018 onwards, JPC has been reporting the Crude Steel Equivalent Production of
Finished Steel.
2. P stands for Provisional figure (upto December, 2020); Source: JPC
106
ANNEXURE - IV
PRODUCTION OF CRUDE STEEL FOR CY 2020 (P)
(‘000 tonnes) (‘000 tonnes)

PRODUCER 2016 2017 2018 2019 2020 (P)
Working Produc- % Working Produc- % Working Produc- % Working Produc- % Working Produc- %
Capacity tion Utilisation Capacity tion Utilisation Capacity tion Utilisation Capacity tion Utilisation Capacity tion Utilisation
Public Sector Unit
SAIL 17519 14382 82 17519 14804 85 19132 15933 83 19632 16181 82 19632 14969 76
RINL 6300 3820 61 6300 4411 70 6300 5258 83 6300 4833 77 6300 3979 63
Total Public Sector 23819 18202 76 23819 19215 81 25432 21191 83 25932 21014 81 25932 18948 73
Pvt. Sector Unit
Tata Steel Ltd. 12500 11038 88 13000 12616 97 - 3053 -
TSL Group 19400 13617 70 19400 18478 95 19400 17287 89
AM/NS(Essar
Steel Ltd.) 10000 5158 52 10000 6478 65 10000 6793 68 10000 7138 71 10000 6616 66
107
JINDAL STEEL AND
POWER LTD. 4850 3449 71 8600 3667 43 8600 5005 58 8600 5936 69 8600 6493 75
JSW Steel Ltd. 16600 15422 93 18000 16370 91 18000 16914 94 18000 16086 89 18000 14725 82
OTHER BOF 3760 2212 59 7682 4811 63 4077 2949 72 4077 1909 47 4077 1774 44
OTHER EAF 17127 13384 78 14408 9840 68 12750 7773 61 11794 6741 57 11640 6874 59
OTHER IF 39621 26612 67 42466 28457 67 43977 31955 73 44496 34041 77 45075 26854 60
Total Private Sector 104458 77275 74 114156 82239 72 116804 88059 75 116367 90329 78 116792 80623 69
Total (Public
Sector +
Private Sector) 128277 95477 74 137975
101454 74 142236 109250 77 142299
111343 78 142724 99571 70
Share of Public
Sector (%) 18.6 19.1 17.3 18.9 17.9 19.4 18.2 18.9 18.2 19.0
Note:
1. TSL Group includes Bhushan Steel Limited, Tata Steel Long Products Limited and BMW- Gamharia (Jharkhand) along with TSL plants in Jamshedpur and Kalinganagar.The
change from Tata Steel Ltd. To TSL Group was done from April 2018 onward for statistical purposes.
ANNEXURE - V
PRODUCTION OF CRUDE STEEL
(By Route)
(‘000 tonnes)

PROCESS ROUTE 2016 2017 2018 2019 2020 (P)
OXYGEN ROUTE
S A I L 14189 14622 15719 15948 14839
R I N L 3820 4411 5258 4833 3979
Tata Steel Ltd. 11038 12616
T S L Group 14928 16305 15235
JSW Steel Ltd. 9378 9649 10154 9678 8826

Other Oxygen Route 2212 4811 2949 1909 1774
TOTAL OXYGEN ROUTE: (A) 40637 46109 49008 48673 44653
ELECTRIC ROUTE
ELECTRIC ARC FURNACE
S A I L 193 182 214 233 130
T S L Group 1742 2174 2051

AM/NS(Essar Steel Ltd.) 5158 6478 6793 7138 6616

JSW Steel Ltd. 6044 6721 6760 6408 5900
Jindal Steel and Power Ltd. 3449 3667 5005 5936 6493

Lloyds Steel Ltd. 575 560 518 332 471

Jindal Stainless Ltd. 1362 1476 1542 1593 1197
Bhushan Steel Ltd. 5813 2248 242
Bhushan Power and Steel Ltd. 2951 2240 2677 2798 3439
Other Electric Arc Furnace 2683 3317 2794 2018 1767
TOTAL ELECTRIC ARC FURNACE : (B) 28228 26889 28287 28630 28064
ELECTRIC INDUCTION FURNACE: (C) 26612 28457 31955 34041 26854
TOTAL ELECTRIC ROUTE : D = (B+C) 54840 55346 60242 62671 54918
GRAND TOTAL : (A+D) 95477 101455 109250 111344 99571
Note:
1. TSL Group includes Bhushan Steel Limited, Tata Steel Long Products Limited and BMW- Gamharia (Jharkhand) along with TSL plants
in Jamshedpur and Kalinganagar.
108
ANNEXURE - VI
PRODUCTION OF HOT METAL
(‘000 tonnes)

PLANTS 2016 2017 2018 2019 2020(P)
STEEL AUTHORITY OF INDIA LTD. 15630 15803 17080 17509 16203
RASHTRIYA ISPAT NIGAM LTD. 4214 4464 5773 5278 4364
TATA STEEL LTD. 12255 14098 3274
TSL Group 14232 18946 17726
AM/NS(Essar Steel Ltd.) 3263 3031 3102 3620 3334
JSW STEEL LTD. 14050 14827 15549 15363 14220
JINDAL STEEL AND POWER LTD. 2060 2641 4408 5721 5509
(A) SUB TOTAL 51472 54864 63418 66437 61356
(B) OTHER PRODUCERS 12241 11945 9192 7720 6381
TOTAL (A+B) 63713 66809 72610 74157 67737
% SHARE OF OTHER PRODUCERS 19.2 17.9 12.7 10.4 9.4
Note:
109
ANNEXURE - VII
PRODUCTION OF PIG IRON
(‘000 tonnes)
Public Sector Unit 2016 2017 2018 2019 2020(P)
Total Public Sector (A) 624 389 530 649 573
Pvt. Sector Unit
TSL Group 518 332 176
JSW STEEL LTD. 233 155 199 325 266
Other Pvt. Unit 9108 6164 4891 4548 3252
Total Private Sector (B) 9623 6499 5719 5334 3928
Total production (A+B) 10247 6888 6249 5983 4501
Note:
2. P stands for Provisional figure (upto December, 2020) ; Source: JPC
110
ANNEXURE - VIII
PRODUCTION OF FINISHED STEEL
(Non-Alloy & Alloy Steel)
(‘000 tonnes)

PLANTS 2016 2017 2018 2019 2020 (P)
TATA STEEL LTD. 13051 14740 3594
TSL GROUP 13544 18479 16723
AM/NS (ESSAR STEEL LTD.) 7939 9912 7760 7061 6524
JSW STEEL LTD. 20126 22498 17795 15245 13836
SUB TOTAL (A) : 59852 67783 63545 61450 54633
OTHER PRODUCERS (B) 57100 56906 45100 42612 36802
TOTAL PRODUCTION (A+B) 116952 124689 108645 104062 91435
% SHARE OF OTHERS 48.8 45.6 41.5 40.9 40.2
Note:
1. It may be noted that JPC revised the finished steel reporting system after March 2018. Prior to March 2018 JPC used to report Gross
Production of Finished Steel. From April 2018 onwards, JPC has been reporting the Crude Steel Equivalent Production of Finished
Steel.
111
ANNEXURE - IX
CATEGORYWISE PRODUCTION OF FINISHED STEEL
(‘000 tonnes)
2016
CATEGORY SAIL, RINL, Other IPT/OWN Total
TSL, ESL, Products Consumption
JSWL, JSPL
1. Non-Flat Products
BARS & RODS 11510 23379 144 34745
STRUCTURALS 1681 6141 4 7818
RLY. MATERIALS 997 24 0 1021
TOTAL (Non-flat products) (A) 14188 29544 148 43584
2. Flat Products
PLATES 4126 492 96 4522
HR COIL/STRIP 28283 6545 8528 26300
HR SHEETS 1116 45 0 1161
CR COIL/SHEETS 6783 6003 4021 8765
GP&GC/CC/GALVALUME 4119 4231 587 7763
ELECTRICAL COILS/SHEETS 146 409 0 555
TIN PLATES (incl ww) 26 307 0 333
PIPES (LARGE DIA.) 236 1960 74 2122
TMBP 0 0 0 0
TIN FREE STEEL 0 0 0 0
TOTAL (Flat Products) (B) 44835 19992 13306 51521
TOTAL (Fin. Non-Alloy) (C) = (A+B) 59023 49536 13454 95105
TOTAL FIN. STEEL (Alloy / Stainless) (D) 842 7553 34 8361
TOTAL FIN. STEEL (Non-Alloy + Alloy) (C+D) 59865 57089 13488 103466
Note:
Production of Finished Steel. From April 2018 onwards, JPC has been reporting the Crude Steel Equivalent Production of Finished
Steel.
2. Source: JPC
112
ANNEXURE - IX A
(‘000 tonnes)
2017 Jan-Mar 2018
CATEGORY SAIL, RINL, Other TOTAL SAIL, RINL, Other TOTAL
TSL, ESL, Products TSL, ESL, Products
JSWL, JSWL,
JSPL JSPL
1. Non-Flat Products
BARS and RODS 12434 22813 35247 3566 6188 9754

STRUCTURALS 1841 5629 7470 570 1947 2517
RLY. MATERIALS 1230 27 1257 340 8 348
TOTAL (Non-flat products) 15505 28469 43974 4476 8143 12619
2. Flat Products
PLATES 4711 412 5122 1284 80 1364
HR COIL/STRIP 31538 6634 38173 7894 1920 9814
HR SHEETS 2024 21 2045 631 3 633
CR COIL/SHEETS 8340 6720 15060 2247 1711 3958
GP and GC/GALVALUME 3694 3109 6804 1035 729 1763

COLOR COATED 743 1046 1788 184 187 371

ELECTRICAL COILS/SHEETS 191 167 358 54 8 61
TIN PLATES (incl ww) 73 338 411 19 90 109
PIPES (LARGE DIA.) 194 1987 2181 79 508 586
TIN FREE STEEL 0 0 0 0 0 0
TOTAL (Flat Products) 51508 20434 71942 13427 5236 18659
TOTAL (Fin. Non-Alloy) 67012 48903 115915 17903 13379 31278
TOTAL FIN. STEEL (Alloy / Stainless) 771 8001 8772 236 2166 2402
TOTAL FIN. STEEL (Non-Alloy + Alloy) 67784 56904 124687 18139 15545 33680
Note:
Production of Finished Steel.From April 2018 onwards, JPC has been reporting the Crude Steel Equivalent Production of Finished
Steel.
2. Source: JPC
113
ANNEXURE - IX B
(‘000 tonnes)
Apr-Dec 2018 2019 2020 (P)
CATEGORY SAIL, RINL, OTHERS TOTAL SAIL, RINL, OTHERS TOTAL SAIL, RINL, OTHERS TOTAL
TSL Group, TSL Group, TSL Group,
AM/NS, AM/NS, AM/NS,
JSWL, JSPL JSWL, JSPL JSWL, JSPL
FINISHED STEEL (Non-Alloy)
BARS & RODS 10412 18268 28680 14175 27601 41776 11277 22542 33819
STRUCTURALS 1796 3605 5401 2244 5358 7602 1650 4671 6321
RLY. MATERIALS 982 49 1031 1724 45 1769 1592 25 1617
TOTAL(NON-FLAT) 13190 21922 35112 18143 33004 51147 14519 27238 41757
PM PLATES 3482 74 3556 4607 157 4764 3992 116 4108
HR COIL/STRIP 27619 3766 31385 37632 5085 42717 35048 5668 40716
TOTAL(FLAT) 31101 3840 34941 42239 5242 47480 39040 5784 44824
114
TOTAL (Non-Alloy) 44291 25762 70053 60381 38245 98626 53560 33022 86582
FINISHED STEEL (Alloy)
NON-FLAT 994 1583 2576 945 1716 2661 747 1781 2529
FLAT 70 102 172 52 195 247 165 129 294
TOTAL (Alloy) 1064 1685 2748 997 1911 2908 912 1910 2823
FINISHED STEEL (Stainless)
NON-FLAT 0 750 750 0 676 676 0 516 516
FLAT 54 1361 1415 72 1780 1852 160 1353 1513
TOTAL (Stainless) 54 2111 2165 72 2456 2528 160 1869 2029
FINISHED STEEL (Non-Alloy + Alloy + Stainless)
TOTAL(NON-FLAT) 14183 24255 38438 19088 35395 54482 15268 29536 44803
TOTAL(FLAT) 31225 5303 36528 42363 7217 49580 39366 7266 46632
TOTAL Finished Steel 45408 29558 74966 61451 42612 104062 54634 36802 91435
Note:
1. It may be noted that JPC revised the finished steel reporting system after March 2018. Prior to March 2018 JPC used to report Gross Production of Finished Steel. From April 2018 onwards, JPC has
been reporting the Crude Steel Equivalent Production of Finished Steel.
2. P stands for Provisional figure (Upto December, 2020) ; Source: JPC
ANNEXURE - X
CATEGORY-WISE IMPORT OF IRON & STEEL
(‘000 tonnes)
Sl. No. CATEGORY 2016 2017 2018 2019 2020 (P)
I Semi-finished Steel(Non-Alloy)
Semis 458 410 390 164 134
Re-rollable Scrap 337 411 429 287 147
TOTAL 795 821 819 451 281
II Finished Steel(Non-Alloy)
Non-Flat
Bars and Rods 438 312 286 317 134
Structurals 51 50 44 36 35
Rly. Materials 31 26 42 68 54
TOTAL Non-Flat 520 388 372 421 223
Flat
Plates 839 660 478 344 371
HR Sheets 39 16 12 6 1
HR Coils/Skelp/Strips 2196 1875 1750 1913 804
CR Coils/Sheets 1375 705 478 465 201
GP/GC Sheets 570 1058 1232 949 726
Elec.Sheets 292 540 654 621 421
TMBP 2 1 8 0 0
Tin Plates 235 207 181 197 123
Tin Free Steel 35 58 74 79 50
Pipes 99 377 315 354 194
TOTAL Flat 5682 5497 5182 4928 2891
TOTAL Fin. Steel (Non-Alloy) 6202 5885 5554 5349 3114
TOTAL STEEL (Non-Alloy) 6997 6706 6373 5800 3395
Alloy/Stainless Steel
Non-Flat 675 445 554 427 287
Flat 1552 1499 1190 1664 1062
Semi-finished 15 56 176 61 20
TOTAL FIN. STEEL (Alloy/Stainless) 2227 1944 1744 2090 1350
TOTAL STEEL (Alloy/Stainless) 2242 2000 1920 2152 1369
TOTAL FIN. STEEL (Alloy+Non-Alloy) 8429 7828 7298 7439 4464
TOTAL Steel (Non-Alloy + Alloy) 9239 8706 8293 7952 4764
III Other Steel Items.
Fittings 556 245 193 163 119
Misc.Steel Items 1490 1504 1377 369 214
Steel Scrap 5901 4894 5974 6763 5649
IV Iron
Pig Iron 33 16 67 13 7
Sponge Iron 1 58 58 44 44
V Ferro-Alloys 552 554 576 642 545
GRAND TOTAL 17772 15977 16538 15946 11342
P stands
for Provisional figure (upto December, 2020) ; Source: JPC
115
ANNEXURE - XI
CATEGORY-WISE EXPORT OF IRON & STEEL
(‘000 tonnes)
CATEGORY 2016 2017 2018 2019 2020 (P)
SEMIS (Non-Alloy) 703 1,530 2,259 2,660 6,087
FINISHED STEEL (Non-alloy)
Non-Flat
Bars and Rods 541 1972 615 529 767

Structurals 113 194 196 167 120
Railway Materials 39 84 4 1 23
Total Non-Flat 693 2250 815 697 910
Flat

Plates 202 459 462 291 521
H R Coils/Sheets 1439 3766 2479 4603 6467
C R Sheets/Coils 1127 1390 748 636 470
GP/GC Sheets 1652 1270 1025 930 814
Elec. Sheets 30 72 79 35 46

Tinplates 43 46 39 27 16
Tin Free Steel 2 2 2 2 2

Pipes 155 646 426 253 136
Total Flat 4650 7651 5260 6777 8472
Total Fin. Steel (Non-Alloy) 5343 9900 6076 7474 9382
Total Steel (Non-Alloy) 6046 11430 8334 10134 15469

Non-Flat Alloy/Stainless 152 530 289 268 254

Flat Alloy/Stainless 407 441 327 462 514
Total Finished Steel (Alloy/Stainless) 559 971 616 730 768
Semi-Finished (Alloy/Stainless)
7 29 35 9 46
Total Steel (Alloy/Stainless) 566 1,000 651 739 814
Total Fin. Steel (Non-Alloy+Alloy) 5902 10871 6692 8205 10150
Total Steel (Non-Alloy + Alloy) 6612 12430 8985 10873 16283

PIG IRON 182 668 335 421 823

SPONGE IRON 157 269 558 819 584
P stands for Provisional figure (upto December, 2020); Source: JPC

116
ANNEXURE - XII
POSITION OF IMPLEMENTATION OF THE JUDGEMENTS /
ORDERS OF THE CENTRAL ADMINISTRATIVE TRIBUNAL
STEEL AUTHORITY OF INDIA LIMITED (SAIL)

Bokaro Steel Plant
(a) OA No.51/00173/2017:
The Hon’ble CAT, Ranchi vide order dated 07.11.2017 directed SAIL/BSL to pass reasoned order on the representation of
Shri Ajay Kumar. SAIL/BSL vide letter dated 31.01.2018 informed Shri Ajay Kumar that his request and representation has
been rejected. Shri Ajay Kumar had filed a Contempt case no.CP/051/00017/2018 before Hon’ble CAT, Ranchi against
Chairman, SAIL for non-compliance of order dated 07.11.2017. However, in view of reply dated 31.01.2018 of SAIL/BSL,
Hon’ble CAT, Ranchi dropped the contempt case vide order dated 22.10.2018.
In the above matter vide order dated 18/10/2019 Hon’ble Tribunal directed SAIL/BSL to dispose of the pending appeals by
passing a reasoned and speaking order within a period of three months from the date of receipt of the order. The Tribunal’s
order has been duly complied with by the respondent.
(b) OA NO.94/2015
Shri Niraj Kumar and others filed application no.OA/050/00094/2015 before Hon’ble CAT, Patna Bench for their regularisation
in SPU, Bettiah. Hon’ble CAT vide order dated 26.05.2016 dismissed the application as devoid of merit. However, Hon’ble
CAT in the said order advised SAIL to complete the vigilance investigation within a period of one year and arrive at a
conclusion.
Thereafter, Shri Niraj Kumar and others filed a contempt case no.CP/50/11/2018 against SAIL before Hon’ble CAT, Patna
Bench. The said contempt was dropped by Hon’ble CAT vide order dated 22.02.2018.
Subsequently, Shri Niraj Kumar and others filed a writ bearing no.13380/2018 before Patna High Court for quashing of order
dated 22.02.2018 (contempt matter) and 26.05.2016 of Hon’ble CAT, Patna Bench. The matter was dismissed as withdrawn
on 10/01/2020.
117
ANNEXURE – XIII
COMPARATIVE PBT (PROFIT BEFORE TAX) OF STEEL PSUs
(Rs. in crore)
S.No.
PSU/Company 2016-17 2017-18 2018-19 2019-20 2020-21*
1. SAIL (-)4851 (-)758.94 3337.89 3170.66 2270.57
2. RINL (-)1690.49 (-)1911.45 (-)306.89 (-)4287.51 (-)2016.91
3. NMDC 4292.92 6179 7198 6122 4635
4. MOIL 461.90 647.92 719.75 340.49 82.24
5. MECON (-)88.14 43.99 9.97 87.03 (-)141.85
6. MSTC 96.61 111.6 (-)269.21 129.49 60.82
7. KIOCL 31.22 86.09 184.12 63.68 121.01
8. FSNL 36.22 13.04 41.09 46.02 13.18
9. EIL$ 1.16 0.67 0.20 0.72 0.34
10. OMDC$ 12.36 (-)258.17 (-) 638.11 (-)48.36 (-)45.47
11. BSLC$ (-)17.74 (-)10.52 (-)28.02 (-)10.27 0.70

$ Eastern Investment Ltd. (EIL), Orissa Mineral Development Company Limited (OMDC), Bisra Stone Lime Company Limited (BSLC),
are constituents of the erstwhile Bird and Company Limited.
118
ANNEXURE - XIII A
COMPARATIVE PAT (PROFIT AFTER TAX) OF STEEL PSUs
(Rs. in crore)
S. No.
PSU/Company 2016-17 2017-18 2018-19 2019-20 2020-21*
1. SAIL (-)2833.00 (-)481.71 2178.82 2021.54 406.22
2. RINL (-)1263.16 (-)1369 96.71 (-)3910.17 (-)1839
3. NMDC 2589.14 3806 4642 3610 3415
4. MOIL 305.83 421.99 473.89 248.22 63.68
5. MECON (-)83.84 58.00 13.74 69.00 (-)141.85
6. MSTC 65.43 76.63 (-)324.47 75.20 39.56
7. KIOCL 47.93 81.48 111.86 43.48 90.56
8. FSNL 23.75 8.07 26.69 30.58 9.86
9. EIL$ 0.85 0.35 (-)0.25 (-)0.56 0.24
10. OMDC$ 5.86 (-)252.95 (-)451.63 (-)76.69 (-)46.99
11. BSLC$ (-)17.74 (-)10.52 (-)28.02 (-)10.27 0.70
*Provisional for April-December, 2020

$ Eastern Investment Ltd. (EIL), Orissa Mineral Development Company Limited (OMDC), Bisra Stone Lime Company Limited (BSLC), are
constituents of the erstwhile Bird and Company Limited.
119
ANNEXURE - XIV
CONTRIBUTION MADE TO THE CENTRAL GOVERNMENT AND GOVERNMENT INSURANCE
COMPANIES BY THE STEEL PSUs
(Rs. in crore)
S. No.
PSU/Company 2016-17 2017-18 2018-19 2019-20 2020-21*
1. SAIL 6951.00 6894 10916 8094 6074
2. RINL 1501.43 1810.32 2518.12 2119.53 1073.08
3. NMDC 10646 4435 5376 5300 1938
4. MOIL 254.97 262.07 381.15 188.61 47.98
5. MECON 77.94 87.15 112.98 98.81 Nil
6. MSTC 68 80.00 91.26 73.20 58.68
7. KIOCL 58.78 71.68 53.60 84.91 72.81
8. FSNL 49.68 38.67 36.31 33.79 21.64
9. OMDC 2.38 1.46 3.00 2.03 0.63
10. BSLC 0.73 0.76 0.89 0.78 0.76
* Provisional upto December, 2020
120
ANNEXURE - XIV A
CONTRIBUTION MADE TO THE STATE GOVERNMENT BY THE STEEL PSUs
(Rs. in crore)
S. No.
PSU/Company 2016-17 2017-18 2018-19 2019-20 2020-21*
1
SAIL 3292.00 2402.00 2604 3250 2084
2 RINL 531.59 584.66 767.37 587.91 250.66
3
NMDC 1332 2381 1726 2997 1518
4 MOIL 90.70 148.50 123.43 111.07 55.13
7 MECON 0.39 5.87 6.74 13.25 Nil
5
MSTC 31.00 28.00 24.43 16.26 8.67
8
KIOCL 0.51 0.07 1.11 2.56 2.35
6
FSNL 0.71 11.30 18.83 21.46 13.61
9 OMDC 0.42 40.34 550.21 2.81 1.58
10 BSLC 7.14 7.17 6.40 6.59 8.22
121
ANNEXURE - XV
BUDGET AND EXPENDITURE ON CSR BY STEEL PSUs
(Rs. in Lakh)
S. No. PSU/ 2016-17 2017-18 2018-19 2019-20 2020-21*
Company
Budgeted Exp Budgeted Exp Budgeted Exp Budgeted Exp Budgeted Exp
1. SAIL 2934 2905 2600 2570 3000 3118 3300 2756 5400 3479
2. RINL 748 853 778 960 850 1030 850 796 861 935
3. NMDC 24832 17418 19516 16937 20000 16724 20000 19999 16450 5100
4. MOIL 1127 1143.10 922 961.63 925 929.48 1250 1274.22 1250 382.74
5. MECON 270.43 67.30 203.12 49.12 544.03 16.92 547.03 330.52 310.50$ 29.16
6. MSTC 77 80 214 215 200 200 Nil 54^ Nil Nil
7. KIOCL 43.50 38.19 15.98 15.98 39.64 32.51 208.08 331.42 871.77 800
8. FSNL 51.16 77.29 63.36 63.48 65 66.81 62.78 63.07 67## 500##

$ Includes fund allocation for FY 2020-21 : Rs. 93.99 lakh + carry over fund for 2019-20 : Rs. 216.51 lakh.
## The contributed amount of Rs. 5 crore to PM CARES Fund is against CSR obligations arising in Financial year 2020-21 and subsequent
years. Accordingly, as per CSR policy the average net profit for the preceding three years works out to Rs. 67 lakh for 2020-21 and after
adjustment of this amount in 2020-21, the balance amount of Rs. 4.33 crore has been carried forward to subsequent years.
^ During the Financial Year 2019-20 Company did not have any CSR fund. The Company has transferred the unspent amount of Rs. 54
lakhs to PM Cares Fund.
122
ANNEXURE - XVI
ADOPTION OF ‘SEVEN STEP MODEL FOR CITIZEN CENTRIC-SEVOTTAM’,
AS PER RECOMMENDATION OF THE 2nd ADMINISTRATIVE REFORMS COMMISSION
The Second Administrative Reforms Commission in its 12th report “Citizens Centric Administration - the Heart of Governance”
in paragraph 4.6.2 recommended for making organization transparent, accountable and citizens friendly through making
citizens charter more effective and mandatory. The Department of Administrative Reforms and Public Grievances (AR and
PG) has developed a model for benchmarking Excellence in Public Service Delivery (Sevottam). The model provides the
framework to organizations to assess and improve the quality-of-service delivery for the citizens. It involves the identification
of the services delivered to the citizens, quality of service, its objective, improvement of quality, by using innovative methods
for developing business process more informative with the help of information technology.
The Ministry of Steel has brought out its ‘Citizen Charter’ and this is periodically updated in tune with the changing requirements
and expectations from the stakeholders. The Charter is placed on the Ministry website www.steel.nic.in. The Central Public
Sector Enterprises under the Ministry have also got their Citizen Charter uploaded on their respective websites.
123
ANNEXURE - XVII
GRANTS RELEASED FOR R&D UNDER THE SCHEME “PROMOTION OF RESEARCH & DEVELOPMENT IN IRON & STEEL SECTOR”
Sl No Title of the R&D project Grant Released (Rs in lakh)

2018-19 2019-20 2020-21 (Upto Dec 2020)
Total Capital Revenue Total Capital Revenue Total Capital Revenue
1 Development of Automation System for 147.00 138.50 8.50
Optimum Coal Blending at Coal Handling
Plant of Coke Oven Batteries by RDCIS
2 Development of Dry Slag Granulation 29.43 7.43 22.00
Technology and Energy Recovery

System for Blast Furnace Slag for
Producing Clinker Compatible Product
by IIT Madras & JSW
3 Development of infrared camera based 19.50 0.00 19.50
torpedo ladle car condition monitoring
124
system by MECON
4 Development of nickel free nitrogen 28.06 0.00 28.06 28.39 0.00 28.39
austenitic stainless steel for biomedical
applications by IIT BHU
5 Development of Fluidised Bed Reduction 21.06 8.00 13.06 44.88 25.00 19.88
Roasting Process for slimes & low
grade iron ores by utilizing thermal
grade coal for their magnetic
susceptibility properties and maximizing
the iron recovery by IIT Madras &
JSW Steel
6 Production of low Carbon & low 34.00 0.00 34.00
Phosphorus Ferromanganese by
metallothermic treatment of high
Manganese Slag using
Silicomanganese by NML Jamshedpur.
2018-19 2019-20 2020-21 (Upto Dec 2020)
7 Reduction Roasting and Microwave 30.00 10.00 20.00 16.80 0.00 16.80
Heating of some difficult to treat Ores
for the production of Pellet Feed
Concentrateby IMMT Bhubaneswar
8 Modeling & Optimization of High 64.50 43.50 21.00 34.30 0.00 34.30
Concentration Iron Ore fines /
concentrate slurry Pipelines for Indian
Iron Ore Processing Industries by IMMT
Bhubaneswar & NMDC Ltd.
9 Development of a cost effective 70.02 70.02 75.48 0.00 75.48
green technology for Pre Reduction of
Chromite Ore in Tunnel Kiln and
Production of High Carbon Ferro
125
Chrome in SAF by NISST, NML & MECPL
10 A Novel Approach of Making Green 12.96 12.96 9.38 9.38
Belite Cement from Electric Arc Furnace
Steel Making Slag by IIT Kharagpur
11 Amorphous Electrical Steel (AES) for 135.49 135.49 198.12 198.12
Energy Application submitted by
NML Jamshedpur
12 Development of Design Guidelines and 286.50 286.50 0.00
Specifications for utilization of steel
slag in road construction by CRRI
13 Development of super alloy grade 200.00 200.00 0.00 600.00 600.00 0.00
625 & 825 for commercial market by
MIDHANI
14 Optimisation of floatation process for 74.74 40.00 34.74 16.80 0.00 16.80
Indian Coking Coal using advanced
Pneuflot Floatation Cell by IMMT
2018-19 2019-20 2020-21 (Upto Dec 2020)
15 Fundamental process engineering to 130.25 87.88 42.37 15.19 4.00 11.19
minimize re-oxidation of steel during
teeming via a ladle shroud leading to
improved castability and cleanliness
by IIT Kanpur
16 Conversion of emitted CO2 to 49.45 30.00 19.45 14.95 14.95
chemical fuels by IMMT
17 Development of newer Cementitious 120.00 85.00 35.00
Materials using Chemically Activated

LD Slag by CBRI
18 Integrated cost effective technology 12.12 5.00 7.12 11.12 6.00 5.12
for attaining Zero liquid discharge in
steel plants with emphasis on slag
utilization by CIMFR
126
19 Synthesis of Kudremukh Iron Ore Mine 11.20 11.20
Tailings based Geopolymer Aggregate
using Fly Ash as Precursor in
Construction Industry by KIOCL
20 Waste Management of Generated Sludge 23.72 11.50 12.22 6.77 6.77
from Indian Steel and Steel Related
Plants: A Sustainable Business Model
by BITS Pilani
21 Development of a cost effective 209.00 209.00
refractory lining materials for induction
melting furnace suitable for production
of quality steel: phase-II (Industrial
Trials)” by NISST, CGCRI & NML
22 Indigenous development of Austempered 120.00 95.00 25.00
Ductile Iron technology for use in
automobile & agricultural industries in
India by PEC Chandigarh
2018-19 2019-20 2020-21 (Upto Dec 2020)
23 Simultaneous removal of CO2, SOx & 19.01 19.01
NOx from flue gas and their catalytic
conversion intofuels and value added
fertilizers by IMMT
24 Bench Scale Production and Cost 11.10 11.10
Estimation of Silicon Carbide Powder
Obtained by Plasma Processing of
Rice Husk
Projects under IMPRINT
Scheme of MHRD
1 Indigeneous development of a ultra high 13.50 13.50
strength steel with stainless property for
space application by IIT Kharagpur
127
(Project No 6456)
2 High strength, wear and corrosion 42.00 42.00
resistant steel for high speed rail and
elastic clip by IIT Kanpur
(Project No 6777)
3 Model based optimization tool 43.32 43.32
(EAF_OPT) for enhancing Energy
Efficiency, Productivity and Yield of
Electric Arc Furnaces by IIT Kanpur
(Project No 8014)
1,500.00 1,100.00 400.00 1,500.00 730.00 770.00 30.11 0.00 30.11
ANNEXURE - XVIII
REPORTS OF CAG
Audit observations are received from Ministry of Finance for inclusion in the Annual Report. This year no Audit observation
has been received from Ministry of Finance by 25.01.2021.
128

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ANNUAL REPORT

II. Organisational Structure and Functions of Ministry of Steel 7

III. The Indian Steel Sector: Progress and Potential 10

IV. Steel Policies, Recent Initiatives and Impact of Covid-19 Pandemic 19

VI. Private Sector 37

VII. Capacity Building, Technical Institutions and Skill Development 40

VIII. Research and Development 43

IX. Promotion of Steel Usage 46

X. Energy, Environment Management and Climate Change 51

XI. Development of North-Eastern Region 53

XII. International Cooperation 54

XIII. Development of Information Technology 55

XV. Welfare of Weaker Sections of Society 65

XVII. Grievance Redressal Mechanism 79

XVIII. Divyang and Steel 83

XIX. Progressive Use of Hindi 85

XX. Empowerment of Women 90

XXI. Corporate Social Responsibility 93

XXII. Implementation of Right to Information Act, 2005 101

c) Facts for total finished steel (non-alloy + alloy/stainless):

(in million tonne)

Item 2016 2017 2018 2019 2020*

1.2 Supply of Liquid Medical Oxygen (LMO) by Steel Companies

1.3 Highlights of CPSEs during 2020-21

1.3.2 Rashtriya Ispat Nigam Ltd. (RINL)

1.3.3 NMDC Ltd.

1.3.5 MECON Ltd.

l Achieved Turnover of Rs. 325.29 crore upto December, 2020 (provisional).

l PBT/PAT of (-) Rs. 141.85 crore upto December, 2020 (provisional).

1.3.6 MSTC Ltd.

1.3.7 KIOCL Ltd

ORGANISATIONAL STRUCTURE AND

2.1.1 Key Functions of the Ministry of Steel

l Boosting domestic demand for steel through promotional efforts.

2.1.2 Key Divisions

2.2 Other Related Organisations of the Ministry of Steel

l Collection of domestic retail market prices from four metros.

l Regular follow-up, monitoring and related liaison activities with industry.

l Visit to defaulting steel producing units for on-spot data collection.

l Active role in field level collection during segment surveys.

2. RINL Administrative Building, Visakhapatnam EIL, OMDC and BSLC C/o

3. NMDC Ltd. Khanij Bhawan, 10-3 -311/A, Castle

4. MOIL Ltd. MOIL Bhawan, 1-A, Katol Road,

6. MECON Ltd. MECON Building, Ranchi-834002

7. KIOCL Ltd. II Block, Koramangala

THE INDIAN STEEL SECTOR:

l Quantitative restrictions and high tariff barriers.

l Railway freight equalization policy: To ensure balanced regional industrial growth.

l Private sector came to play a prominent role in the overall set-up.

l Pricing and distribution control mechanisms were discontinued.

l Freight equalization scheme was replaced by a system of freight ceiling.

3.2 Production, Consumption and Growth of Steel

Year Production Import Export Consumption

2016 116.952 8.430 5.902 83.642

2017 124.690 7.828 10.871 88.679

2018 108.646 7.295 6.692 96.737

2019 104.062 7.440 8.205 102.622

2020* 91.435 4.463 10.150 88.535

Source: JPC; *provisional figure.

Year Capacity (MT) Production (MT) Capacity