Manu BIPL

Internship Report On
“A study of Organization Study at

BELLARY ISPAT PVT. LTD, BALLARI
By
Malakar. Manohar
USN: 3TR16MBA19
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of
Internal Guide External Guide
Mr. K. Dinesh Mr. G. Tippeswamy
Asst. Professor Executive
BITM, Ballari BIPL Ballari.
Department of Management Studies

BALLARI INSTITUTE OF TECHNOLOGY & MANAGEMENT
(A UNIT OF T.E.H.R.D TRUST®) An ISO 9001:2008 Certified Institution
(Recognized by Govt of Karnataka, AICTE, New Delhi & Affiliated to VTU)
“Jnana Gangotri” Campus, No: 873/2, Ballari- Hospet Road, Allipura, Ballari.
Ph:08392-237166/237100, Fax: 23719, e-mail : bitmbly@gmail.com Web: www.bitm.edu.in
2016-2017
Date:13-09-2017
CERTIFICATE
This is to certify that Mr. Malakar. Manohar bearing

USN:3TR16MBA19 is a bonafide student of Master of Business
Administration of this institution for the year 2016-17 Batch.
Internship Report on A Study on “ORGANISATION STUDY” is

prepared by him / her under the guidance of Assot. Prof. K. DINESH, in
partial fulfillment of the requirements for the Award of Degree of ‘Master
of Business Administration’ of Visvesvaraya Technological University,
Belagavi, Karnataka.
Mr. K. Dinesh Dr. G.P. Dinesh, MBA, Ph.D. Dr. V.C. Patil, M.Tech., Ph.D.
Internal Guide Professor & Dean Principal
ACKNOWLEDGEMENT
I express my sincere thanks to Dr. YASHWANTH BHUPAL, Director, Ballari

Institute of Technology and Management, Ballari & Dr. V.C PATIL, Principal Ballari
Institute of Technology and Management, Ballari who has given me the opportunity to
do this project and I express my profound thanks to our dean, Dr. G.P DINESH Dean,
Department of Management Studies, of Ballari Institute of Technology and
Management, Ballari, for the effort in installing confidence and enthusiasm in me at
every stage.
I feel great pleasure for the completion of this project. At the very outset I would express
my sincere thanks and deep sense of gratitude to personnel who helped me during the
collection of data and gave me rare and valuable guidance for the preparation of this
report.
I take this opportunity to express my deep sense of gratitude and appreciation to my

external project guide at Bellary Ispat Pvt ltd, Mr. G. THIPPESWAMY for giving me
the opportunity to work on this project and guidance, the project work under this
esteemed company, and guiding me for assistance, motivation, valuable advice,
worthwhile discussion, and important suggestions throughout the project I am thankful
to my internal guide Asst. Prof. K. DINESH, DMS BITM Ballari.
I also express my gratitude towards my parents & sincere thanks to my friends, and also
all the faculty members of MBA Dept., well- wishers for their encouragement and kind
co-operation to complete this report.
Place: Ballari Mr. MALAKAR MANOHAR
Date: 13-09-2017 3TR16MBA19

TABLE OF CONTENT
Chapters Page
number
Chapter 1: Introduction about the Internship 01-02
1.1 Industry profile 03-16
Chapter 2: Organisational profile 17-24

i. Back ground 18
ii. Nature of business 19
iii. Vision, Mission, Quality policy 19
iv. Product/Service profile 20
v. Ownership pattern 21
vi. Achievements/ Awards -
vii. Future growth & prospects 24
Chapter 3: McKensy’s 7S framework 25-30
Chapter 4: SWOT Analysis 31-33
Chapter 5: Analysis of Financial Statement 34-41
Chapter 6: Learning Experience 42-43
Bibliography 44
List of Tables and Graphs Page number
1 Current steel footprint in India 09
2 Indian steel Industry 11
3 Segment wise production and capacity utilisation 12
4 Demand and usage of Sponge iron 12
5 DRI production world wide 16
EXECUTIVE SUMMARY
As per the curriculum of Visvesvaraiah Technological University Belgavi, for

the Post Graduate Degree, Master of Business Administration, I had undertaken
internship project on “Organisational study” of established and growing business
organisation.
I have undertaken the internship work at Bellary Ispat Pvt. Ltd, Ballari. I had access
to meet the employees of various departments for the considerable time duration of 4
weeks which helped me to gain insight about the type of work they do and study the
functions and role of each department in the organisation.
This report is an endeavor to cover the overall organisation structure, departments,

procedures, and functions of the organisation and also covers industry profile and
company profile with their objectives that the company have. This report gives an inside
view about Managerial functions, Operative functions towards the product and
employee of the organisation.
The report also features the McKensy’s 7S framework with reference to the
organisation and SWOT analysis, in the present scenario. As result of the study, it has
been able to get hands on experience of the work culture in the organisation.
Organisation Study (16MBAIN307)
CHAPTER 1:
INTRODUCTION ABOUT THE INTERNSHIP
Page 1 of 44
Department of Management & Studies BALLARI
INTRODUCTION ABOUT THE INTERNSHIP
Internships offer me a hands-on opportunity to work in my desired field. I will be able

learn how the course of study applies to the real world and build a valuable experience
that makes me stronger candidate for jobs after graduation.
I had undertaken internship at Bellary Ispat Pvt, ltd located at Halkundhi

Ballari. This company manufactures extraction activity of Sponge Iron from iron ore,
used by steel industries and falls under Steel Industry. The time period is 4 weeks
wherein I would undertake the study how this organisation actually functions, what is
the management style followed and how various departments of BIPL carry on their
work and their roles in organisation. I would be exposed how manufacturing of sponge
iron takes place, at what hazardous environment the employees at site work.
Data collection:
Primary data will be collected through personal interview with the Director of the
company along with each HOD of the department and monitoring daily routine work
at the organisation.
Secondary data will be collected through company’s financial statements, other

documents showing the companies suppliers, production, sales and its customers.
The industry profile will be collected through internet and articles relating to steel, iron
ore manufacturing, its utilization, along with graphs and images depicting the use of
sponge iron and steel in India and world.
Analysis will be done with respect to organisation rules and policies prevailing it, data
that I collect will be accurate and without any misrepresentation of the company.
Page 2 of 44
INDUSTRY PROFILE:
Indians were familiar with iron and steel, during Vedic age more than 400 years ago. It
is evident from the iron pillar at the outskirts of Delhi. But the seeds of modern steel
industry were sown by Sir Jemshedji Tata, with Tata Iron & Steel Co-TISCO (Tata
Steel) as the first integrated steel plant to be set up in 1907. At the time of Independence
India possessed a small viable steel industry with an annual capacity of 1.3 million
tones. In 1951 finished steel production in India was 1.1 million tones. It was the first
core sector to be completely freed from the licensing regime (in 1990-91) and the
pricing and distribution controls. The steel industry is expanding worldwide. For a
number of years, it has been benefiting from the exceptionally buoyant Asian
economies (mainly India and China). The economic modernization processes in these
countries are driving the sharp rise in demand for steel.
Direct-reduced iron (DRI), also called sponge iron, is produced from the direct
reduction of iron ore (in the form of lumps, pellets or fines) to iron by a reducing gas
or elementary carbon produced from natural gas or coal. Many ores are suitable for
direct reduction.
Reduced iron derives its name from the chemical change that iron ore undergoes when
it is heated in a furnace at high temperatures in the presence of hydrocarbon-rich gases,
carbon monoxide or elementary carbon. Direct reduction refers to processes which
reduce iron oxides to metallic iron at temperatures below the melting point of iron. The
product of such solid state processes is called direct reduced iron. The reducing gas is
a mixture of gases, primarily hydrogen (H2) and carbon monoxide (CO). The process
temperature is typically 800 to 1200 °C.
In modern times, direct reduction processes have been developed to specifically

overcome the difficulties of conventional blast furnaces. DRI is successfully
manufactured in various parts of the world. The initial investment and operating costs
of direct reduction plants are low compared to integrated steel plants and are more
suitable for developing countries where supplies of coking coal are limited.
Page 3 of 44
AN OVERVIEW OF STEEL SECTOR
 Global Scenario
 In 2016, the world crude steel production reached 1630 million tonnes (MT)
and showed a growth of 0.6% over 2015.
 China remained world’s largest crude steel producer in 2016 (808 MT) followed
by Japan (105 MT), India (96 MT) and the USA (79 MT).
 World Steel Association has projected Indian steel demand to grow by 6.1% in
2017 and by 7.1% in 2018 while globally, steel demand has been projected to
grow by 1.3% in 2017 and by 0.9% in 2018. Chinese steel use is projected to
show nil growth in 2017 and decline by 2% in 2018.
 Per capita finished steel consumption in 2016 is placed at 208 kg for world and
493 kg for China by World Steel Association
 Domestic Scenario
 The Indian steel industry has entered into a new development stage, post de-
regulation, riding high on the resurgent economy and rising demand for steel.
 Rapid rise in production has resulted in India becoming the 3rd largest producer
of crude steel in 2015 as well as in 2016. The country was the largest producer
of sponge iron or DRI in the world during the period 2003-2015 and emerged
as the 2nd largest global producer of DRI in 2016 (after Iran). India is also the
3rd largest finished steel consumer in the world and maintained this status in
2016. Such rankings are based on provisional data released by the World Steel
Association for the above year.
 In this role, 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.
 The said Policy is an updated version of National Steel Policy 2005 which was
released
Page 4 of 44
earlier and provided a long-term growth perspective for the domestic iron and
steel
industry by 2019-20.
 The Government has also announced a policy for providing preference to

domestically
manufactured Iron & Steel products in Government procurement. This policy
seeks to
accomplish PM’s vision of ‘Make in India’ with objective of nation building
and
encourage domestic manufacturing and is applicable on all government tenders
where
price bid is yet to be opened. Further, the Policy provides a minimum value
addition of
15% in notified steel products which are covered under preferential
procurement. In order to provide flexibility, Ministry of Steel may review
specified steel products and the minimum value addition criterion.
REGULATORY ENVIRONMENT
2.1 National Steel Policy 2005

The 2005 National Steel Policy (Government of India 2005) sets out the Indian
Government’s
vision for the future of the steel industry. The central goal is the creation of an industry
with 110 million tonnes of capacity and 100 million tonnes of production by 2019-20
— implying an average growth in production of nearly 7 per cent a year. The Indian
Ministry of Steel estimates that achieving this goal will require an extra US$65 billion
in capital expenditure in addition to funds for technology upgrades at existing facilities.
The national policy seeks to facilitate the creation of additional capacity, removal of
procedural and policy bottlenecks that affect the availability of production inputs,
increased investment in research and development, and the creation of road, railway,
Page 5 of 44
and port infrastructure. The policy focuses on the domestic sector but also envisages a
steel industry growing faster than domestic consumption, which will enable export
opportunities to be realised. Current steel investment plans India’s ready availability of
iron ore and low cost labor contribute significantly to the cost competitiveness of
producing steel in India. Notably, Tata Steel, the second largest steel producer in India,
has been (with Posco) the world’s lowest cost steel producer since 2001.
A comparative advantage for India’s iron and steel industry is the ready domestic
availability of significant reserves of high quality iron ore (a key raw material input to
steel making), predominantly in the east of India. Although current steel production
capacity is located in both the east (.at products from large producers near iron ore
supplies) and in the west (long products from smaller producers nearer large
construction centers), most significant forthcoming developments are planned in the
east to take advantage of low cost iron ore supply. Of particular interest to investors in
the Indian iron and steel industry is the state of Orissa, where abundant natural
resources and a large coastline make it an attractive target. It contains 25 per cent of
India’s iron ore reserves and 20% per cent of India’s coal reserves.
The National Steel Policy-NSP
NSP 2017 covers the following policy areas –
a. Steel Demand
b. Steel Capacity
c. Raw Materials
d. Land, Water and Power
e. Infrastructure & Logistics
f. Product Quality
g. Technological Efficiency
h. MSME Sector
i. Value Addition in Stainless/ Alloy Steel
j. Environment Management
k. Safety
Page 6 of 44
l. Trade
m. Financial Risks
n. Role of CPSEs & Way Forward
o. Focus on High-End Research: Steel Research & Technology Mission of India
Chaudhury Birender Singh has been appointed the new union steel minister. He
replaces Narendra Singh Tomar who has been in charge of the steel & mines ministry
since the NDA government was sworn in 2014.Jul 5, 2016
Shri Birender Singh has given a new direction and vision to the Indian Steel Sector
after assuming charge as the Minister. Draft National Steel Policy‐2017 has been put
in public domain outlining the roadmap for the Steel Sector. Under his leadership,
India’s export of steel has doubled and the country has become a net exporter of steel
after a gap of three years. Unabated growth in imports of steel has been curbed resulting
in imports coming down by 38% in 2016‐17 compared to last fiscal. He has been
spearheading the nationwide drive to enhance steel consumption in India using
innovative and out‐of‐box thinking. GFR Guidelines‐2017 have incorporated Life
Cycle Cost analysis, which is likely to result in higher steel consumption. MSTC Metal
Mandi was launched in October 2016, as a niche platform for trading of steel and other
metals. Two regional conferences have been organized in Eastern & Northern India
with the aim of popularizing use of steel among the decision‐makers and end‐users.
Inter‐Ministerial Task Forces and Committees have been constituted to examine the
potential areas of steel usage for better results. Industry veterans and top professionals
have acknowledged the vibrancy and dynamism that Shri Singh has imparted to the
Steel Sector in India in a short span of 10 months.
The Government has chalked out an extremely ambitious plan of Housing for all by
2022 as well as schemes such as Pradhan Mantri Awas Yojna, Saansad Adarsh Gram
Yojna etc. These provide a huge opportunity for use of steel intensive structures and
designs, usage of pre-fabricated and precast steel structures, etc. Hence, Ministry will
take all necessary measures to promote the increased usage of steel intensive
structures/designs under these schemes.
Page 7 of 44
The “Make in India” initiative is expected to witness significant investments in

Construction, Infrastructure, Automobile, Shipbuilding and Power sectors, which will
stimulate steel demand. Hence, efforts will be made to pass on such benefit to the
domestic steel producers. Use of cost efficient and competitive ‘Indian Made steel’
will pave the way for infrastructure development and construction activities in the
country.
The government has already come up with Mines and Minerals (Development and
Regulation) Amendment Act, 2015 which gives greater emphasis on time bound mine
development and increased stress on mineral exploration and sustainable mining
operations. The Act has brought clarity on mine allocation process (through auction)
and procedure for mining lease renewal and provides for reservation of any particular
mine for a particular end use and put conditions permitting auction among such eligible
end users.
During mechanized mining, 60 to 70% output is generated as fines below 10 mm size.

Fines are also generated during transportation and handling. To economically utilize
these fines, suitable agglomeration process is necessary for converting them into sinters
or pellets.
Bureau of Indian Standards (BIS), has formulated a large number of Indian Standards
for most of the iron and steel products produced in the country. Actual implementation
of these standards by the industry is however limited, resulting in large scale
production, imports and use of sub-standard material, putting infrastructure and public
safety at risk.
India over the years has developed a strong MSME sector (comprising of DRI-EAF/IF
route based steel producers and rolling mills) which is unique to India. It embodies the
entrepreneurial and innovative strengths of Indian steel industry which turned the
unavailability of coking coal – a key input for BF-BOF route into an opportunity.
Page 8 of 44
Adoption of energy efficient technologies in the MSME steel sector will be encouraged
to improve the overall productivity & reduce energy intensity. Small and medium iron
and steel making units will be encouraged to be set up in the proposed industrial
corridors and clusters for optimal utilization of land and reach economies of scale.
Current steel footprint in India
The Indian steel industry is structured in between three broad categories based on route
wise production viz. BF-BOF, EAF and IF. BF-BOF route producers have large
integrated steel making facilities which utilize iron ore and coking coal for production
of steel. Currently, the BF-BOF route had a combined capacity of around 50 MT at
utilization level of 82%1. Unlike other large steel producers, the Indian steel industry
is also characterized by the presence of a large number of small steel producers who
utilize sponge iron, melting scrap and non-coking coal (EAF/IF route) for steelmaking.
As on March 2016, there were 308 sponge iron producers that use iron ore/ pellets and
non-coking coal/gas providing feedstock for steel production; 1175 electric arc
furnaces & induction furnaces that use sponge iron and/or melting scrap to produce
semi-finished steel and 1392 re-rollers that rolls out semi-finished steel into finished
steel products for consumer end use.
Page 9 of 44
Over the past two decades, the Indian steel industry has developed capabilities of
producing a wide range of sophisticated steel at par with global best practices
addressing diverse needs of the end user industries. However, India still needs to make
a special effort to domestically produce steel for high end applications, electrical steel
(CRGO), special steel and alloys for Power equipment, Aerospace, Defense and
Nuclear applications.
However, the Indian steel sector is disadvantaged due to limited availability of

essential raw material such as high grade Manganese ore & Chromite, coking coal,
steel grade limestone, refractory raw material, Nickel, Ferrous Scrap etc. Due to
shortage of domestic coking coal, both in terms of quantity and quality, pig iron
producer’s/ BF operators in India have to significantly depend on import of coking
coal.
Market Size
India’s crude steel output grew 10.7 per cent year-on-year to 25.76 million tonnes (MT)
during January-March 2017. India’s crude steel output during April 2017 grew by 5.4
per cent year-on-year to 8.107 MT. India’s finished steel exports rose 102.1 per cent to
8.24 MT, while imports fell by 36.6 per cent to 7.42 MT in 2016-17. India’s steel
exports rose 142 per cent in April 2017 to 747,000 tonnes over April 2016, while
imports fell by 23 per cent to 504,000 tonnes in April 2017 over April 2016.
Total consumption of finished steel grew by 3.4 per cent year-on-year at 6.015 MT
during April 2017.
Production
 Steel industry was de-licensed and de-controlled in 1991 & 1992 respectively.
 India is currently the 3rd largest producer of crude steel in the world.
 In 2016-17 (prov.), production for sale of total finished steel (alloy + non alloy) was
100.74 MT, a growth of 10.7% over 2015-16.
 Production for sale of Pig Iron in 2016-17 (prov.) was 9.39 MT, a growth of 1.8%
over 2015-16.
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 India was the largest producer of sponge iron in the world during the period 2003-
2015
and was the 2nd largest producer in 2016 (after Iran). The coal based route accounted
for 79% of total sponge iron production in the country in 2016-17 (prov).
 Data on production / production for sale of pig iron, sponge iron and total finished
steel
(alloy/stainless + non-alloy) are given below for last five years and April-May 2017:
SPONGE IRON MANUFACTURERS ASSOCIATION

INDIAN DRI PRODUCTION - FINANCIAL YEAR 2016-17 (Tons)
1nd Qtr. 2nd Qtr. 3nd Qtr. 4nd Qtr. Total
(April- (July - (Oct - (Jan - (April -
June) Sept) Dec) Mar) March)
A. Gas Based 1580666 1635661 1823860 1991899 7032086
B. COAL 3547289 3453220 3508280 3540540 14049329
BASED
TOTAL B 5127955 5088881 5332140 5532439 21081415
Page 11 of 44
SEGMENT WISE PRODUCTION AND CAPACITY UTILISATION 2015-

16 VS 2016-17
2015-16 2016-17 % Growth
A. Gas Based Units - Production 3918253 7032086 (+) 79.47
(Tons)
Annual Installed Capacity (Lakh 126.00 126.00
Tons)
B. Coal Based Units - Production 13954139 14049329 (+)0.68
(Tons)
Installed Capacity 360.30 360.30
Grand Total (A+B) 17872392 21081415 (+) 17.95
(All figures in tonnes)
The above figure shows that Sponge iron is more used than other iron ore.
There is bean a continuous increase in the usage and demand of DRI-Sponge iron
from 1970 to 2000 and from 2002 to 2007 increase of 25% and slight decrease of 5%
in 2009-2010,
From 2010 to 2015 there is stable raise in DRI demands.
Page 12 of 44
Factors that help make DRI economical:
 Direct-reduced iron has about the same iron content as pig iron, typically 90–
94% total iron (depending on the quality of the raw ore) as opposed to about
93% for molten pig iron, so it is an excellent feedstock for the electric furnaces
used by mini mills, allowing them to use lower grades of scrap for the rest of
the charge or to produce higher grades of steel.
 Hot-briquetted iron (HBI) is a compacted form of DRI designed for ease of
shipping, handling, and storage.
 Hot direct reduced iron (HDRI) is iron not cooled before discharge from the
reduction furnace, that is immediately transported to a waiting electric arc
furnace and charged, thereby saving energy.
 The direct reduction process uses pelletized iron ore or natural "lump" ore. One
exception is the fluidized bed process which requires sized iron ore particles.
 The direct reduction process can use natural gas contaminated with inert gases,
avoiding the need to remove these gases for other use. However, any inert gas
contamination of the reducing gas lowers the effect (quality) of that gas stream
and the thermal efficiency of the process.
 Supplies of powdered ore and raw natural gas are both available in areas such
as Northern Australia, avoiding transport costs for the gas. In most cases the
DRI plant is located near natural gas source as it is more cost effective to ship
the ore rather than the gas.
 This method produces 97% pure iron.
 India is the world’s largest producer of direct-reduced iron, a vital constituent

of the steel industry. Many other countries use variants of the process, so
providing iron for local engineering industries.
 Directly reduced iron is highly susceptible to oxidation and rusting if left
unprotected, and is normally quickly processed further to steel. The bulk iron
can also catch fire since it is pyrophoric Unlike blast furnace pig iron, which is
almost pure metal, DRI contains some siliceous gangue, which needs to be
removed in the steel-making process.
Page 13 of 44
 Sponge iron is not useful by itself, but can be processed to create wrought iron.
The sponge is removed from the furnace, called a bloomery, and repeatedly
beaten with heavy hammers and folded over to remove the slag, oxidise any
carbon or carbide and weld the iron together. This treatment usually creates
wrought iron with about three percent slag and a fraction of a percent of other
impurities. Further treatment may add controlled amounts of carbon, allowing
various kinds of heat treatment (e.g. “steeling”).
 Today, sponge iron is created by reducing iron ore without melting it. This
makes for an energy-efficient feedstock for specialty steel manufacturers which
used to rely upon scrap metal.
 Opportunities for growth of Iron and Steel in Private Sector:
The New Industrial Policy Regime:

The New Industrial policy opened up the Indian iron and steel industry for private
investment by (a) removing it from the list of industries reserved for public sector and
(b) exempting it from compulsory licensing. Imports of foreign technology as well as
foreign direct investment are now freely permitted up to certain limits under an
automatic route. Ministry of Steel plays the role of a facilitator, providing broad
directions and assistance to new and existing steel plants, in the liberalized scenario.
The Growth Profile
(i) Steel: The liberalization of industrial policy and other initiatives taken by the
Government have given a definite impetus for entry, participation and growth of the
private sector in the steel industry. While the existing units are being
modernized/expanded, a large number of new steel plants have also come up in
different parts of the country based on modern, cost effective, state of-the-art
technologies. In the last few years, the rapid and stable growth of the demand side has
Page 14 of 44
also prompted domestic entrepreneurs to set up fresh greenfield projects in different

states of the country.
Crude steel capacity was 126.33 MT in 2016-17 (prov.), up by 3.6% over 2015-16 and
India, which emerged as the 3rd largest producer of crude steel in the world in 2016 as
per provisional ranking released by the World Steel Association, has to its credit, the
capability to produce a variety of grades and that too, of international quality standards.
The country is expected to become the 2nd largest producer of crude steel in the world
soon.
(ii) Pig Iron: India is also an important producer of pig iron. Post-liberalization, with
setting up several units in the private sector, not only imports have drastically reduced
but also India has turned out to be a net exporter of pig iron. The private sector
accounted for 92% of total production for sale of pig iron in the country in 2016-17
(prov.). The production for sale of pig iron has increased from 1.6 MT in 1991-92 to
9.39 MT in 2016-17 (prov.).
iii) Sponge Iron: India, world’s 2nd largest producer of sponge iron (2016, prov.), has
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 79% of
total sponge iron production in the country. Capacity in sponge iron making too has
increased over the years and stood at around 43 MT (2015-16).
Page 15 of 44
Page 16 of 44
CHAPTER 2:
ORGANISATIONAL PROFILE:
Page 17 of 44
i. BACKGROUND:
Bellary Ispat Private Limited is a Private incorporated on 15 April 2005. It is classified

as Non-Govt company and is registered at Registrar of Companies, Bangalore. Its
authorized share capital is Rs. 180,000,000 and its paid up capital is Rs. 54,000,000. It
is involved in SOPNGE IRON Extracting Activity.
Directors of Bellary Ispat Private Limited are Srinivasa Rao Thotakura and Aruna
Thotakura.
Bellary Ispat Private Limited's Corporate Identification Number is (CIN)

U01010KA2005PTC036071 and its registration number is 36071.Its Email address is
vasu_bpspl@yahoo.co.in and its registered address is PLOT NO. 16, KIADB
MUNDARGI BALLARI KA 583102 IN.
CURRENT STATUS OF BELLARY ISPAT PRIVATE LIMITED:
CIN U01010KA2005PTC036071
Company Name BELLARY ISPAT PRIVATE LIMITED
Company Status Active
RoC RoC-Bangalore
Registration Number 36071
Company Category Company limited by Shares
Company Sub Category Non-Govt company
Class of Company Private
Date of Incorporation 15 April 2005
Age of Company 12 years
Activity Iron ore
Number of Employees 75
Capacity of the unit 100 TPD
Page 18 of 44
There is availability of infrastructure facilities, and is an ideal location for establishing

a sponge iron plant at halkundhi, where iron ore is abundantly available and also the
buyers (market) steel making industries/ units. As one of the two main raw material i.e.
iron ore is available in bulk in ‘Sundur’ the plant is located in Ballari, also the coal to
burn, is available at ‘Singareni Collieries’ from where acceptable quality of coal can
be obtained. Road transportation is available from ‘Singareni Collieries’ and is feasible.
ii. NATURE OF BUSINESS:

From (raw mines) iron ore dividing the sponge iron and scrap
Extracting of Direct Reduced Iron- DRI in short,
It is involved in SOPNGE IRON Extracting Activity
iii. VISION, MISSION, QUALITY POLICY
a. VISION:
The vision and success of this team is in its strength and relationship, we constantly
strive to achieve the highest possible standards in our day-to-day work and in the
quality of the goods.
b. MISSION:
BIPL is committed to sustainable and continual improvement in its activities pertaining
to the handling of raw materials, production & marketing of sponge iron.
c. QUALITY PROCESS:
Only a perfect blend of manpower, machinery, materials and methodology delivers the
best quality. At Bellary Ispat Pvt Ltd., there are stringent processes enforced to
maintained & exceed the levels of quality. The company strives to set and achieve its
quality objectives through adoption of quality system.
Page 19 of 44
vi. PRODUCT:
Sponge iron, so called DRI- Direct Reduced Iron.
Sponge iron, is produced from the direct reduction of iron ore (in the form of lumps,
pellets or fines) to iron by a reducing gas or elementary carbon produced from natural
gas or coal. Many ores are suitable for direct reduction.
Reduced iron derives its name from the chemical change that iron ore undergoes when
it is heated in a furnace at high temperatures in the presence of hydrocarbon-rich gases,
carbon monoxide or elementary carbon. Direct reduction refers to processes which
reduce iron oxides to metallic iron at temperatures below the melting point of iron. The
product of such solid state processes is called direct reduced iron. The reducing gas is
a mixture of gases, primarily hydrogen (H2) and carbon monoxide (CO). The process
temperature is typically 800 to 1200 °C.
Raw materials: -
 Lump iron ore

 Coal
 Lime stone
 Dolomite
PLANT LAYOUT: -
Raw material storage.
Day bins.
Rotary kiln and Rotary cooler.
Work separation.
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Waste gas handling system.
Water supply system laboratory
Maintenance shop.
Laboratory (raw material and output is tested to ensure the quality)
Sub- stations.
AREA OF OPERATION
As Ballari Ispat Pvt. Ltd, is a small scale industry it functions only in the Ballari
market sells its product to the local customers within Ballari.
PRODUCTION CAPACITY
The plant has 200TPD, Induction furnace 95000 TPA, Rolling Mill 90000 TPA and
Captive power plant 8 MW (4 MW WHRB and 6 MW AFBC)
v. OWNERSHIP PATTERN:
Shae Capital
Authorised Capital ₹180,000,000

Paid up capital ₹54,000,000
DIRECTOR DETAILS
DIN Director Name Designation Appointment
Date
01764861 SRINIVASA RAO Managing 19 November
THOTAKURA Director 2005
01764965 Mrs. ARUNA THOTAKURA Managing 26 December

Director 2007
EQUITY SHARES TAKEN:

Mr. Srinivasa Rao Thotakura 6600
Mrs. Aruna Thotakura 3400
Page 21 of 44
10000
COMPETITORS INFORMATION:
1. SUPRA STEEL AND POWER PRIVATE LIMITED

Address: M/s. SUPRA STEEL & POWER PVT LTD Halkundhi Bangalore
Road, Bellary 583101 Karnataka.
Supra Steel and Power Private Limited is a Private incorporated on 16 February 2005.
It is classified as Non-Govt company and is registered at Registrar of Companies,
Bangalore. Its authorized share capital is Rs. 51,000,000 and its paid up capital is Rs.
50,503,200.
It is involved in Manufacture of Basic Iron & Steel.
It has 4 Production Units of Sponge Iron and one steel Plant. The plant has 150TPD,
Induction Furnace 30000 TPA, Rolling Mill 75000 TPA & captive power plant 4
MW.
2. RANGINI STEELS PLANS SPONGE IRON

Address: M/s. RANGINI STEELS PLANS SPONGE IRON Halkundhi
Bangalore Road, Bellary 583101 Karnataka.
Rangini Steels plans sponge iron is a Private incorporated on 21.08.2007. It is classified
as Non-Govt company and is registered at Registrar of Companies, Bangalore. Its
authorized share capital is Rs. 36,000,000 and its paid up capital is Rs. 43,802,730.
It is involved in Manufacture of Basic Iron. It has 2 production units
The plant has 85 TPD, Induction furnace 30000 TPA Rolling Miss 30000 TPA &
captive power 4 MW
3. HOTHUR ISPAT PVT. LTD,

Address: Hothur Estates, NH-63, Hospet Road, VeniVeerapur Village,
Bellary KA
Hothur Ispat Private Limited is a Private incorporated on 15 September 2004. It is
classified as Non-Govt company and is registered at Registrar of Companies,
Bangalore. Its authorized share capital is Rs. 820,000,000 and its paid up capital is Rs.
820,000,000.
Page 22 of 44
It is involved in Manufacture of structural metal products, tanks, reservoirs and steam

generators, basic iron. The plant has 500 TPD, Induction furnace 120000 TPA
Rolling Miss 190000 TPA & captive power 10 MW.
The Hothur Group has been in the business of Iron Ore Mining and Export for over
four decades. The group has a capacity of nearly 7 million tons per annum (MTPA)
and owns the following captive mines in the Bellary district:
 Mallangola Iron Ore mines, Sandur

 Vittalapura Iron Ore mines, Sandur
 Ramgud Iron Ore Mines, Sandur
 Kariganoor Iron Ores mines, Hospet
 Venkatagiri Iron Ore mines, Sandur
4. SHREE VENKATESHWAR SPONGE AND IRON

Address: Halkundhi Bangalore Road, Bellary 583101 Karnataka.
Shree Venkateshwara Sponge & Power Private Limited is a Private incorporated on 12
April 2005. It is classified as Non-Govt company and is registered at Registrar of
Companies, Bangalore. Its authorized share capital is Rs. 62,500,000 and its paid up
capital is Rs. 57,183,100.
It is involved in Manufacture of Basic Iron & Steel.
The plant has 300 TPD, Induction furnace 900000 TPA Rolling Miss 96000 TPA &
captive power 8 MW.
5. VRKP SPONGE & POWER PLANT

Address: 952, 21st main, BSK 2nd Stage, Bangalore KA
VRKP Sponge & Power Plant is a Limited Liability Partnership firm incorporated on
24 April 2015. It is registered at Registrar of Companies, Bangalore. Its total obligation
of contribution is Rs. 1,500,000.
a) INTERNATIONAL STANDARDS –
VRKP™ TMT Bars meet the requirements of most developed countries across the
globe.
Page 23 of 44
b) GREATER SAFETY –
VRKP™ TMT Bars ensure this due to high elongation.
c) PROMISE OF STRENGTH –
VRKP™ TMT Bars are stronger, more bend-able and have higher thermal stability
because of well researched technology that is used in its production.
i. Products:
The company uses superior quality raw materials conforming to the standard is: 2830
to produce in the following sizes - 8 mm, 10 mm, 12 mm, 16 mm, 20 mm, 25 mm, 28
mm, 32 mm & 36 mm. These sizes are produced in standard lengths of 12 & 11 meters
or specific lengths (between 5 meters to 11 meters) on request from the client.
d) SESMIC APPLICATION –
VRKP™ TMT Bars are the ideal choice even for Seismic 3, 4 & 5 Zones. Globalization
has brought the awareness in India about the deficiencies of CTD bars as the demand
for proper Quenched Self Tempered TMT Bars is increasing in India. Keeping with
this development VRKP is one of the leading groups in South India, delivering to the
challenging requirements of the market.
ii. Power: Electricity, Gas, Steam and Hot water supply
vi. FUTURE GROWTH AND PROSPECTS:
1. Mr. Srinivas Rao has his own plans to develop the business in terms of
production capacity and distribution of sponge iron.
Development in terms of increasing production units be acquisition of
plants nearby.
2. Expanding the business in future.
Page 24 of 44
CHAPTER 3:
MCKINSEY’S 7’S FRAMEWORK
Page 25 of 44
Mckinsey’s &s Framework:

McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7
key internal elements: strategy, structure, systems, shared values, style, staff and skills,
in order to identify if they are effectively aligned and allow organization to achieve its
objectives.
McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters,
Robert Waterman and Julien Philips with a help from Richard Pascale and Anthony G.
Athos. Since the introduction, the model has been widely used by academics and
practitioners and remains one of the most popular strategic planning tools. It sought to
present an emphasis on human resources (Soft S), rather than the traditional mass
production tangibles of capital, infrastructure and equipment, as a key to higher
organizational performance. The goal of the model was to show how 7 elements of the
company: Structure, Strategy, Skills, Staff, Style, Systems, and Shared values, can be
aligned together to achieve effectiveness in a company.
The key point of the model is that all the seven areas are interconnected and a change
in one area requires change in the rest of a firm for it to function effectively.
Below you can find the McKinsey model, which represents the connections between
seven areas and divides them into ‘Soft Ss’ and ‘Hard Ss’. The shape of the model
emphasizes interconnectedness of the elements.
Page 26 of 44
7S OF BELLARY ISPAT PRIVATE LTD
7S’s
Strategy Market development
Structure Simple structure
Systems Few formal systems.
Shared Values Enthusiasm values teamwork and trusts each other.
Style Democratic style
Staff Few employees are needed for organization. They are

motivated by successful business growth and rewarded with
business shares, of which market value is rising.
Skills Skills related to service offering and business support, but few
managerial and analytical skills.
Page 27 of 44
BELLARY ISPAT PVT LTD ORGANISATION STRUCTURE
SRINIVASA RAO
THOTAKURA
&
ARUNA THOTAKURA
Managing
Director's
MR. Toofan
Production
Manager
Nagendra
&
Dharma Naik Jaganath
Mechanical Rudhra
Lab
HOD & HOD
Ali
Electrical
HOD
Iqubal,
Ramamjinailu,
Vinod Reddy
Shift incharge
Workers
Page 28 of 44
 Pay scale depends on the performance of the employee and his experience.
Salary distribution
Based on pay/salary per month
Managerial grade 25000-40000
Supervisor 15000-25000
Skilled employee 10000-15000
Unskilled 8000-10000
 The work is divided in 3 shifts 8 hours a day namely: -

 A (Morning shift) 15 employees
 B (Noon shift) 15 employees
 C (Night shift) 15 employees
 There are employees who work on general basis not in shifts. 20
Functional Departments
1. Processing Department
2. Mechanical Department
3. Electrical Department
4. Stores Department
5. Civil department
6. Production Department:
2. Raw materials & Raw materials storage and handling
3. Stock house
4. Reduction unit
5. Product separation
6. Waste gas system and cleaning system
7. Compressed air facilities
8. Laboratory facilities
9. Water and Air pollution
10. Noise pollution control
11. Emergency power supply
Page 29 of 44
 Recruitment:
It is carried on by the HOD of the particular department only, i.e. Mechanical-
Production unit HOD, Electrical HOD person with full knowledge about the working
in the operations operating the control panel.
Laboratory testing person skilled with ability to quantify the required quality output
to be produced.
 Simple recruitment process

i. Resume Review
ii. Personal Interview
iii. On Filed Testing
iv. Placement
Workers are referred mostly by present employees and previous, and few Walkins.
Page 30 of 44
CHAPTER 4:
SWOT ANALYSIS
Page 31 of 44
I have gone through the organisation and made list of SWOT.
 Strength:
1. Cooperation and coordination among the employees.
2. Communication channel is simple.
3. Skill based employees are hired.
4. Continuous working/ running of plant.
5. Availability of raw material.
6. Steel Factories are located nearby also raw material sources, low transportation
cost.
 Weakness:
1. DRI is produced and consumed locally, cannot be exported out or transported
over long distances.
2. Market Fluctuations.
3. Due to poor combustion, thermal efficiency is low and heat exchange is also
low.
4. Solid waste management is pathetic.
5. Open storage of raw materials a major issue.
6. Wages Payment is delayed.
7. Maintenance of the plant is too poor.
 Opportunities:
1. Dust and fly ash can be made into bricks.
2. Product circuit dust can be used as activated carbon in edible oil refineries.
3. Technological upgradation:
a. Use of magnetic separator at the discharge end.
b. Use of suction hood, bag filter and ESP to cooler discharge.
c. Use of raw material i.e. coal preheating to reduce energy consumption.
d. Use of pellets.
Page 32 of 44
 Threat:
1. There are numerous sponge iron industries around with 3-4 processing units.
2. Threat of employees leaving jobs due to health issue.
3. If technology is not upgraded company will set to be shut down.
4. Government laws- governing the environment issues.
5. In Karnataka, there is an ongoing protest in Bellary against sponge iron
industries.
Page 33 of 44
CHAPTER 5:
ANALYSIS OF FINANCIAL STATEMENT
Page 34 of 44
BALANCE SHEET AS ON 31ST MARCH 2016
LIABILITIES Amount ASSETS Amount

CAPITAL FIXED ASSETS
ACCOUNT
SRINIVASA RAO 4410214 58 Land A/c 982513 00
THOTAKURA
ARUNA 3385100 79 Building A/C 2270625 00
THOTAKURA
Machinery A/C 2220382 00
SECURED LOANS Weighing A/C 7143 00
Indian Bank OCC 29137372 20 GOVT SECURITIES
Indian Bank MTL NSC Bonds Ballari 14500 00
Machinery 1825329 00
Indian Bank MTL K.E.B Deposit 5000 00
Building 709620 00
K.E.B Deposit (H.T) 210670 00
SUNDRY
CREDITORS 2402735 00
TRADE
CURRENT ASSETS
PROVISION Entry tax 52566 00
Audit fee 15000 00 VAT A/C 26300 00
K.E.B Payable 73225 00 Income Tax (ADV) 70000 00
K.E.B Payable 2076 00
V AT Payable 171228 00
CASH AT BANK
ING Vysya Bank 17590 86
Bellary
Indian Bank F/d C.S.S
AMIGS Scheme - 3000000 00
Subsidy
SUNDRY
DEBTORS:TRADE
As per statement 21713310 71
CLOSING STOCK
Char coal 1315000 00
Sponge iron 5115000 00
Iron ore 5015000 00
CASH HAND 96300 00
Rs. 42131900 57 Rs. 42131900 57
Page 35 of 44
TRADING A/C AS ON 31ST MARCH 2016
PARTICULERS AMOUNT PARTICULERS AMOUNT

To Opening Stock By Sales A/C
Charcoal 3168000 00 Out of State 46015597
Sponge iron 6022000 00 Less Credit note 305635 45709962 00
Iron ore 5906000 00
To purchases Out of state E-1 5830724
Iron ore (URD) 49206969 00 Less Credit note 15346 5815378 00
charcoal Purchase 3055740 00
charcoal E-1 Purchase 5613311 00 By Sales A/c
To Expenses Within State 16499976 00
To Cooli 273860 00 Out of State 862562 00
To Electricity Charges 567879 00 By Closing Stock
To Hamali Charges 108600 00 Char coal 1315000 00
To Insurance 164020 00 Sponge iron 5115000 00
To Killen Machinery 5400 00 Iron ore 5015000 00
To Cooling Machinery 32530 00
To Workshop 10200 00
To weighbridge 66810 00
To Killen operator 85460 00
To Lab works 63340 00
To Machinery Oil 19215 00
To Other Expenses 4190 00
To Gross Profit C/d 5959354 00
Total Rs. 80332878 00 Total Rs. 80332878 00
Page 36 of 44
PROFIT LOSS A/C AS ON 31ST MARCH 2016

PARTICULERS AMOUNT PARTICULERS AMOUNT
To Depreciation as per 645315 00 By Gross profit from
STATEMENT
To Miscellaneous Expenses 18745 00 By Sponge Iron A/C 5959354 00
By Weigh Bridge A/C 117450 00
Salary Paid to
By Miscellaneous
Expense, Receipts & 3991 58
To Staff Salary 286000 00 Payments
To Fitter & Oil men 450000 00
To Telephone charges 7589 00
To Electricity charges 25003 00
To Sales Tax Audit Fee 10000 00
To Bank commission 25211 00
To Bank processing(IMM)
proper 6667 00
To Bank Processing 75000 00
To Bank interest 2402910 00
To Interest MTL Building
To Interest MTL Machinery 108536 00
To CC Commodity 5000 00
To BDCCI 5000 00
To Factory license 5400 00
To Travelling 30400 00
To loading Hamali 49320 00
To Sponge iron lorry driver 807820 00
To Audit fee 15000 00
To Employee Provision Fund 80000 00
To VAT A/c 1 00
To Remuneration A/c
SRINIVASA RAO 536628 00
THOTAKURA
ARUNA THOTAKURA 287500 00
To Net profit transfer to 203750 58
Capital A/C
Rs 6080795 58 Rs 6080795 58
Page 37 of 44
Ratio Analysis
1. Current Ratio = Current Assets

Current Liabilities
Current ratio (also known as working capital ratio) is a popular tool to evaluate
short-term solvency position of a business. Short-term solvency refers to the ability of
a business to pay its short-term obligations when they become due. Short term
obligations (also known as current liabilities) are the liabilities payable within a short
period of time, usually one year. A higher current ratio indicates strong solvency
position and is therefore considered better.
96300 2402735
52566 15000
26300 73225
70000 2076
217590.86 171228
3000000
21713310.71
CA 25176067.57 CL 2664264
CR: 25176067.57
2664264 = 9.44:1
2. Liquid ratio: Current Assets - (Stock + Preliminary Expenses)

Current liabilities- Bank over draft
Quick ratio (also known as “acid test ratio” and “liquid ratio”) is used to test the ability
of a business to pay its short-term debts. It measures the relationship between liquid
assets and current liabilities. Liquid assets are equal to total current assets minus
inventories and prepaid expenses.
It measures the ability to use its quick assets (cash and cash equivalents, marketable
securities and accounts receivable) to pay its current liabilities.
Page 38 of 44
96300 2402735 1315000

52566 15000 5115000
26300 73225 5015000
70000 2076 Stock 11445000
217590.86 171228
3000000
21713310.71
CA 25176067.57 CL 2664264
LR: 25176067.57 – (11445000)

2664264 = 5.15:1
3. Gross profit ratio: Gross profit X 100

Sales
Gross profit ratio (GP ratio) is a profitability ratio that shows the relationship
between gross profit and total net sales revenue. It is a popular tool to evaluate the
operational performance of the business. The ratio is computed by dividing the gross
profit figure by net sales. When gross profit ratio is expressed in percentage form, it is
known as gross profit margin or gross profit percentage.
Gross profit: 5959354
45709962
5815378
16499976
862562
Sales 68887878
GPR: 5959354 X 100

68887878 = 8.65
4. Operating ratio: Cost of goods sold+ Admin expenses +Selling expenses+

Salary X 100
Sales
Page 39 of 44
Operating ratio (also known as operating cost ratio or operating expense ratio) is
computed by dividing operating expenses of a particular period by net sales made
during that period. Like expense ratio, it is expressed in percentage. The basic
components of the formula are operating cost and net sales. Operating cost is equal to
cost of goods sold plus operating expenses. Non-operating expenses such as interest
charges, taxes etc., are excluded from the computations.
Cogs: Sales-Gross profit 68887878-5959354= 62928524
286000
450000
7589
25003
10000
25211
6667
75000
2402910
108536
5000
5000
5400
30400
49320
807820
15000
80000
1
Admin exp + selling exp+ salary 4394857
OR: 62928524 + 4394857 X 100

68887878 = 97.72
5. Net Profit Ratio: Net profit X 100

Sales
Net profit ratio (NP ratio) is a popular profitability ratio that shows relationship
between net profit after tax and net sales. It is computed by dividing the net profit (after
tax) by net sales.
The relationship between net profit and net sales may also be expressed in percentage
form. When it is shown in percentage form, it is known as net profit margin.
Page 40 of 44
NPR: 203750.58 X 100

68887878 = 0.295
6. Stock turnover ratio: Cost of goods sold

Average stock
Stock turnover ratio (STR) or Inventory turnover ratio is an activity ratio and is a
tool to evaluate the liquidity of company’s inventory. It measures how many times a
company has sold and replaced its inventory during a certain period of time. Two
components of the formula of inventory turnover ratio are cost of goods sold and
average inventory at cost. Cost of goods sold is equal to cost of goods manufactured
(purchases for trading company) plus opening inventory less closing inventory.
Average inventory is equal to opening balance of inventory plus closing balance of
inventory divided by two.
Cogs: Sales-Gross profit 68887878-5959354= 62928524
3168000 1315000
6022000 5115000
5906000 5015000
Open stock 15096000 Close stock 11445000
Open+ close stock / 2 = Average stock= 13270500
STR: 62928524
13270500 = 4.74 times
Page 41 of 44
CHAPTER 6:
LEARNING EXPERIENCE
Page 42 of 44
LEARNING EXPERIENCE
I really had a great time at BIPL, the way work is done it really is hard and need lots of
experience to make it precise. At BIPL the workers are so helpful and carry on their
job with due interest. The environment at BIPL is appreciable had great time with
workers and gained lots of information.
Of course the work at a place where they have to undergo with high degree of heat and
loads of dust that is too dangerous for health. The plant has 2 Extraction units which
run one at a time, when demanded both units run simultaneously.
Observation made at plant:
Unfortunately, DRI is a polluting industry Air, water, solid wastes containing mainly
PM, SO2, NOX and CO abound the ambient environment.
Pollution from the sponge iron industries is the core reason why communities rise in
arms against this industry.
Employees doesn’t have proper safety measures at plant.
The Road transportation is at worst case no proper roads vehicles might lose control.
The plant infrastructure is very poor no proper maintenance.
Page 43 of 44
BIBLIOGRAPHY
Magazines & Articles
 National Mineral Scenario
 MidrexStatsBook2016
 World Steel association 2017
 IBEF (Steel production in India 2017)
 National Steel Policy 2017
 IRON AND STEEL INDUSTRY IN INDIA July, 2017
 BUREAU OF INDIAN STANDARDS Draft Indian Standard
(Direct Reduced Iron – Determination of Apparent Density and Water
Absorption of Hot Briquetted Iron (HBI))
https://www.goodreturns.in/news/2011/04/29/industry-overview.html
https://www.ibef.org/industry/steel.aspx
http://www.spongeironindia.in/prodfig06-07.html
http://pib.nic.in/feature/feyr2000/fjan2000/f200120001.html
http://www.spongeironindia.in/assomemlist.html#
http://metal.industry-focus.net/karnataka-steel-projects/3075-supra-steel-a-
power-plans-sponge-iron-unit-in-halkundi-supra-steel-a-power-plans-sponge-
iron-unit-in-halkundi.html
Page 44 of 44

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Internship Report On

“A study of Organization Study at

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

Department of Management Studies

This is to certify that Mr. Malakar. Manohar bearing

Internship Report on A Study on “ORGANISATION STUDY” is

I express my sincere thanks to Dr. YASHWANTH BHUPAL, Director, Ballari

I take this opportunity to express my deep sense of gratitude and appreciation to my

Place: Ballari Mr. MALAKAR MANOHAR

Date: 13-09-2017 3TR16MBA19

Chapter 2: Organisational profile 17-24

Chapter 3: McKensy’s 7S framework 25-30

Chapter 4: SWOT Analysis 31-33

Chapter 5: Analysis of Financial Statement 34-41

Chapter 6: Learning Experience 42-43

As per the curriculum of Visvesvaraiah Technological University Belgavi, for

This report is an endeavor to cover the overall organisation structure, departments,

INTRODUCTION ABOUT THE INTERNSHIP

Internships offer me a hands-on opportunity to work in my desired field. I will be able

I had undertaken internship at Bellary Ispat Pvt, ltd located at Halkundhi

Secondary data will be collected through company’s financial statements, other

In modern times, direct reduction processes have been developed to specifically

AN OVERVIEW OF STEEL SECTOR

 The Government has also announced a policy for providing preference to

2.1 National Steel Policy 2005

The National Steel Policy-NSP

NSP 2017 covers the following policy areas –

The “Make in India” initiative is expected to witness significant investments in

During mechanized mining, 60 to 70% output is generated as fines below 10 mm size.

Current steel footprint in India

However, the Indian steel sector is disadvantaged due to limited availability of

SPONGE IRON MANUFACTURERS ASSOCIATION

SEGMENT WISE PRODUCTION AND CAPACITY UTILISATION 2015-

(All figures in tonnes)

From 2010 to 2015 there is stable raise in DRI demands.

Factors that help make DRI economical:

 India is the world’s largest producer of direct-reduced iron, a vital constituent

 Opportunities for growth of Iron and Steel in Private Sector:

The New Industrial Policy Regime:

The Growth Profile

also prompted domestic entrepreneurs to set up fresh greenfield projects in different

Bellary Ispat Private Limited is a Private incorporated on 15 April 2005. It is classified

Bellary Ispat Private Limited's Corporate Identification Number is (CIN)

CURRENT STATUS OF BELLARY ISPAT PRIVATE LIMITED:

There is availability of infrastructure facilities, and is an ideal location for establishing

ii. NATURE OF BUSINESS:

iii. VISION, MISSION, QUALITY POLICY

Sponge iron, so called DRI- Direct Reduced Iron.

 Lump iron ore

Raw material storage.

Rotary kiln and Rotary cooler.

Waste gas handling system.

Water supply system laboratory

Laboratory (raw material and output is tested to ensure the quality)

Authorised Capital ₹180,000,000

01764965 Mrs. ARUNA THOTAKURA Managing 26 December

EQUITY SHARES TAKEN:

1. SUPRA STEEL AND POWER PRIVATE LIMITED

2. RANGINI STEELS PLANS SPONGE IRON