To the Members,

The Board of Directors hereby present the 105th annual report on the business and
operations of your company along with the standalone and consolidated summary financial
statements for the year ended 31st March, 2012.


  

    

    

    

    

    
Figures in Rs.crores 
  
  

    

    
Tata Steel Standalone
    
Tata Steel Group
  
  

    

    
2011-12
    
2010-11
    
2011-12
    
2010-11
  
  

    
Net Sales/Income from Operations
    
33,933.46
    
29,396.35
    
1,32,899.70
    
1,18,753.12
  
  

    
Total expenditure before depreciation (net of expenditure transferred to capital)
    
22,396.69
    
17,914.06
    
1,20,482.91
    
1,02,006.45
  
  

    
Operating Profit
    
11,536.77
    
11,482.29
    
12,416.79
    
16,746.67
  
  

    
Add: Dividend and other income
    
886.43
    
528.36
    
1,573.03
    
679.98
  
  

    
Profit before finance costs, depreciation, exceptional items and tax
    
12,423.20
    
12,010.65
    
13,989.82
    
17,426.65
  
  

    
Less: Finance costs
    
1,925.42
    
1,735.70
    
4,250.11
    
3,955.78
  
  

    
Profit before depreciation, exceptional items and tax
    
10,497.78
    
10,274.95
    
9,739.71
    
13,470.87
  
  

    
Less: Depreciation
    
1,151.44
    
1,146.19
    
4,516.65
    
4,414.82
  
  

    
Profit before exceptional items and tax
    
9,346.34
    
9,128.76
    
5,223.06
    
9,056.05
  
  

    
Add/(Less): Restructuring, Impairment & Disposals
    
–
    
–
    
–
    
2,310.21
  
  

    
Add/(Less): Profit on sale of Long term Investments
    
511.01
    
648.09
    
3,361.92
    
735.69
  
  

    
Profit before tax
    
9,857.35
    
9,776.85
    
8,584.98
    
12,101.95
  
  

    
Less: Provision for current tax
    
3,115.11
    
2,857.00
    
3,512.24
    
2,910.34
  
  

    
Less: Provision for deferred tax
    
45.82
    
54.16
    
124.22
    
335.56
  
  

    
Profit after tax
    
6,696.42
    
6,865.69
    
4,948.52
    
8,856.05
  
  

    
Add: Share of profit of Associates
    
–
    
–
    
268.11
    
66.36
  
  

    
Less: Minority Interest
    
–
    
–
    
(173.14)
    
(60.28)
  
  

    
Profit after minority interest and share of profit of associates
    
–
    
–
    
5,389.77
    
8,982.69
  
  

    
Distribution on hybrid perpetual securities
    
256.54
    
6.79
    
256.54
    
6.79
  
  

    
Tax effect on distribution of hybrid perpetual securities
    
(83.24)
    
(2.25)
    
(83.24)
    
(2.25)
  
  

    

    
6,523.12
    
6,861.15
    
5,216.47
    
8,978.15
  
  

    
Add: Balance brought forward from the previous year
    
16,639.46
    
12,772.65
    
12,959.16
    
7,010.48
  
  

    
Add: Profit and Loss account balance relating to acquisitions
    
(0.87)
    
–
    
–
    
–
  
  

    
Balance
    
23,161.71
    
19,633.80
    
18,175.63
    
15,988.63
  
  

    
Which the Directors have apportioned as under to:-
    

    

    

    

  
  

    
(i) Dividend on Preference Shares
    
–
    
–
    
0.21
    
–
  
  

    
(ii) Proposed dividend on Ordinary Shares
    
1,165.46
    
1,151.06
    
1,165.46
    
1,150.25
  
  

    
(iii) Tax on dividends
    
181.57
    
156.71
    
185.71
    
163.22
  
  

    
(iv) General Reserve
    
669.64
    
686.57
    
680.51
    
703.42
  
  

    
(v) Debenture Redemption Reserve
    
–
    
1,000.00
    
–
    
1,007.26
  
  

    
(vi) Special Reserve
    
–
    
–
    
11.77
    
5.32
  
  

    
(vii) Capital Redemption Reserve
    
–
    
–
    
6.55
    
–
  
  

    
Total
    
2,016.67
    
2,994.34
    
2,050.21
    
3,029.47
  
  

    
Balance to be carried forward
    
21,145.04
    
16,639.46
    
16,125.42
    
12,959.16
  



DIVIDEND

The Board recommended dividend ofRs.12 per Ordinary Share on 97,12,14,450 Ordinary
Shares (Financial Year 2010-11:Rs.12 per Ordinary Share on 95,92,14,450 Ordinary Shares
ofRs.10 each) for the year ended 31st March, 2012.

The dividend on Ordinary Shares is subject to the approval of the shareholders at the
Annual General Meeting. The total dividend payout works out to 20% (Financial Year
2010-11: 19%) of the net profit for the standalone results and 25% (Financial Year 2010
-11: 15%) of the net profit of the consolidated results of the Company.


CONVERSION OF WARRANTS

1,20,00,000 Warrants were allotted to Tata Sons Limited (TSL) on Preferential basis on
23rd July, 2010, where each Warrant entitled TSL to subscribe for one Ordinary Share of
the Company at a price ofRs.594/- per share.

On 20th January, 2012, TSL exercised its option to convert 1,20,00,000 Warrants into
Ordinary Shares at a price ofRs.594/- per share. Accordingly, 1,20,00,000 Ordinary Shares
ofRs.10 each were allotted to TSL on 20th January, 2012 at a premium ofRs.584/- per share
aggregating toRs.712.80 crores.

After the preferential issue, the paid-up share capital of the Company stands
atRs.971.21 crores comprising of 97,12,14,450 Ordinary Shares ofRs.10 each.


GLOBAL ECONOMY

The world GDP, as reported by the International Monetary Fund, witnessed a moderate
growth of 4.0% in 2011 as compared to a growth of 5.0% in 2010. The growth in the advanced
economies slowed to 1.6% in 2011 in comparison to 3.2% in 2010, while the emerging and
developing economies grew at 6.2% in 2011 compared to 7.5% in 2010. The year also saw
supply-side disruptions from the earthquake and tsunami in Japan and the floods in
Thailand. The future of economic and monetary environment of the European Union has become
uncertain, as the sovereign debt crisis in the Eurozone has affected the confidence of the
underlying economy.


US: After a weak start, the economic activity in the US gained strength through the
year with the quarterly growth rate rising each quarter to finish at 1.7% for the full
year. The United States has seen a spate of encouraging economic news, including fall in
unemployment rates. Risks in the outlook are more balanced though with downside bias,
given the fiscal uncertainty, weakness in the housing market, and potential spillovers
from Europe.


Europe: GDP in the Euro zone increased by 1.4% in 2011 over 2010. Germany and
France posted growth of 3% and 2% respectively while Italy and Spain posted an increase of
only 0.4% and 0.7% respectively. Europe tipped back into recession, resulting from renewed
escalation of perceived Euro zone crisis risks in late 2011. The Euro area crisis is the
outcome of several underlying forces. These factors include mispriced risk, prolonged
liquidity fed macroeconomic policies over many years and weak prudential banking norms.
While the overall public and external debt levels of the euro area are lower than those of
the United States and Japan, the crisis has exposed flaws in the governance of the
European Monetary Union. While cross-border bank lending markets became increasingly
integrated, the supervision and regulation remained at national level.


India: As reported in the Economic Survey of 2011-12, GDP grew by 6.9% in 2011-12
as compared to the growth of 8.4% in 2010-11. The inflation (WPI) at 9.1% in Financial
Year 2011-12 led to consistent interest rate hikes, affecting demand adversely. The
agricultural output is expected to grow by 2.5%, lower than expected as compared to a high
growth of 7% in 2010-11. It is a matter of concern that the agricultural growth is
characterised by fluctuations due to the vagaries of nature. The manufacturing sector grew
by 3.9% during the year as compared to 7.6% during 2010-11. The fragile economic recovery
in the US and Europe and moderately subdued expectations at home affected the growth of
the industrial sector in the current year. Growth in services was around 9.4% as compared
to a growth of 9.3% in 2010-11. Amongst the key macroeconomic indicators, fiscal deficit
was around 5.9% of GDP in 2011-12 as compared to 4.8% in 2010-11. Export and import grew
positively by 23.5% and 29.4% compared to 2010-11 despite difficult conditions in the
global economy.


South East Asia: The GDP of Association of South East Asian Nations (ASEAN)
(Indonesia, Malaysia, Philippines, Thailand and Vietnam) grew at 4.5%. The Thailand
economy grew at 0.1% while that of Singapore by 4.9% and Vietnam by 5.9% in 2011. As the
pace of economic activity in the region has slowed and capital flows have diminished,
inflation pressure has waned and credit flows have slowed.


TATA STEEL GROUP PERFORMANCE

Gross steel deliveries were at par with previous year in line with the underlying
market conditions. Tata Steel India deliveries were higher by 3% while Tata Steel Europe
and Tata Steel Thailand deliveries declined by 5% and 12% respectively. Deliveries of
NatSteel Holdings were at par with the previous year.

Tata Steel India's turnover increased by 15% due to better market conditions and
enhanced product mix. Higher revenues from sale of automotive and branded products and
increased sale of long products in the retail segment, contributed to the increased
turnover. The turnover of Tata Steel Europe and NatSteel increased by 3% and 4%
respectively while there was a reduction in the turnover of Tata Steel Thailand by 2% (in
their respective reporting currencies).

Earnings before interest, taxes and depreciation (EBIDTA) of the group was `13,533
crores in Financial Year 2011-12 compared toRs.17,116 crores in Financial Year 2010-11.


Indian operations: Tata Steel completed the year 2011-12 with an all-round increase
in the production levels. The production of hot metal (7.75 mt), crude steel (7.13 mt) and
saleable steel (6.97 mt) are the highest milestones for the Company till date. The
production from the larger furnaces was maximised with better productivity and lower coke
consumption while increased vessel life in the steel melting area enhanced the liquid
steel production levels.

The deliveries during Financial Year 2011-12 were 6.63 million tonnes compared to 6.42
million tonnes in the previous year. There were several best ever performances recorded by
many units of the Company during Financial Year 2011-12.

The special improvement initiative, the 'Kar Vijay Har Shikhar' programme launched in
India, has resulted in savings of `945 crores in Financial Year 2011-12. The program is an
operations transformation exercise implemented through a focused methodology to
de-bottleneck processes in order to increase throughput and reduce costs across functions,
notably marketing, mining and production. Application of ‘Theory of Constraints’
in the Marketing function has led us to leverage our retail network to push unique value
propositions to customers, replenishing stocks at dealer levels on a predetermined basis,
resulting in robust retail sales and better margins.

The Ferro Alloys and Minerals Division (FAMD) registered total sales volume of 1,351k
tonnes in Financial Year 2011-12 as against 1,464k tonnes in Financial Year 2010-11. Lower
sales of Chrome concentrate and Pyroxenite resulted in lower overall FAMD sales. Sales of
Ferro alloys (Chrome and Manganese Alloys) registered an increase of 17% (Financial Year
2011-12: 309 k tonnes; Financial Year 2010-11: 264k tonnes) and dolomite sales
registered an increase of 15% (Financial Year 2011-12: 480k tonnes; Financial Year
2010-11: 417 k tonnes). FAMD continues to supplement profits of the Steel division, in
spite of weakness in international demand witnessed in the second half of the financial
year.

The Tubes division recorded sales of 377k tonnes in Financial Year 2011-12 compared to
366k tonnes in Financial Year 2010-11, an increase of 3% over the previous year. This was
due to improved demand in the irrigation and infrastructure segments and increasing order
book of Tata Structura. The year also marked the unveiling of the 'CHARKHA' at Oval
Maidan, Mumbai – a symbol of the innovative and futuristic applications of the Tata
Structura hollow section.

The Bearings division registered sales of 34.54 million numbers in Financial Year
2011-12 compared to 32.95 million numbers in Financial Year 2010-11, signifying growth of
5%, driven primarily by robust demand from the auto segment.


European operations: Sales volume in Europe remained flat through the year at
around 3.5 million tonnes per quarter. The liquid steel production for the year was 14
million tonnes. Higher demand driven by restocking resulted in a sharp increase of 12% in
the first quarter of Financial Year 2011-12, before weakening demand and stabilising raw
material costs saw average revenue per tonne fall steadily each quarter through the year.
The fourth quarter average revenue per tonne was 9% lower than the first quarter.

The Company’s European operations were impacted on account of excess steel
capacity in the Eurozone and weak underlying demand. Each quarter witnessed steeper
decline in steel price compared to raw material prices, resulting in cost/price squeeze.
Management continued its efforts to restructure Long Products business at Scunthorpe,
aligned business operations to current and projected demand in Speciality business,
infused capital to improve asset quality and energy efficiency while simultaneously
implemented cost reduction program titled ‘Step Up and Save’.

In order to enhance customer service, Tata Steel Europe (TSE) is implementing a
‘Supply Chain Transformation’ project, aimed at allocating customer demand to
the production hubs in the most efficient and cost-effective manner. This is expected to
reduce inventory levels, improve delivery compliance and strengthen customer
relationships. During the financial year 2011-12, TSE’s customer orientation was much
appreciated. The Company was selected as the preferred supplier of choice for select
automakers and was shortlisted for a prestigious Annual Quality Improvement award.


South East Asian operations: NatSteel marginally increased its sales level in
Financial Year 2011-12 (1.81 million tonnes) over Financial Year 2010-11 (1.80 million
tonnes) resulting in increase of turnover by 4%. NatSteel Singapore increased its sales
volume from 844k tonnes in Financial Year 2010-11 to 893k tonnes in Financial Year
2011-12, a 6% growth in volume on the back of strong construction demand. Singapore
operations are focused to add higher proportion of value added products to their existing
range of products. In China, the sales volumes reached 540k tonnes in Financial Year
2011-12 compared to 495k tonnes in Financial Year 2010-11. NatSteel is setting up in China
a Downstream Reinforcements Solutions operation to add depth to its product portfolio.
Operations in Australia suffered on account of poor demand, rapidly accelerating costs and
disproportionate supply in the market place.

Tata Steel Thailand (TSTH) recorded crude steel production of 1.18 million tonnes in
Financial Year 2011-12 compared to 1.30 million tonnes in Financial Year 2010-11. Sales
during the year was lower at 1.14 million tonnes compared to 1.29 million tonnes
registered in Financial Year 2010-11. Thailand’s economy suffered on account of
unprecedented floods which impacted construction activity country wide. Low capacity
utilization coupled with elevated imported scrap prices led to reduction in rebar scrap
spread, impacting margins of TSTH. In spite of tough market conditions TSTH continued to
be a market leader in rebars and high end wire rods. Tata TISCON a prominent brand in
India was launched for the first time internationally in Thailand. TSTH diversified its
product portfolio by producing

Special Bar Quality product, for applications in the automotive segment and doubled its
efforts to reduce costs, optimize product-mix and improve yield of mills.


EXPANSION PROJECTS

Brownfield Projects:

The 2.9 mtpa brownfield expansion at Jamshedpur would enhance the crude steel making
capacity to 9.7 mtpa and the Flat Steel production capacity will increase by 2.54 mtpa.
The trial production and testing has started for Pellet plant, I Blast furnace, LD#3,
first stream of Thin Slab Caster (TSC) and fines circuit of Noamundi iron ore mines. All
balance facilities under this project are scheduled to be completed in Financial Year
2012-13.

The implementation of the 0.6 mtpa Continuous Annealing and Processing Line project at
Jamshedpur for the production of automotive cold rolled flat products is progressing as
per schedule for commissioning in end 2013. The above project is being undertaken as part
of the JV between Nippon Steel Corporation and Tata Steel. The above Joint Venture will
serve the growing needs of the Indian automotive customers for high end cold rolled coils
and sheets.

These projects, along with other sustenance and improvement projects, are being
implemented to support the Company’s current operations and its growth aspirations.


Greenfield Project:

The greenfield project in Odisha to produce Flat Steel products with 6 mtpa capacity in
two phases of 3 mtpa each, has made considerable progress on all fronts during the year.
Contracts for major technology packages for Blast Furnace, Sinter Plant, Coke Plant, Steel
Melting Shops (SMS) and Hot Strip Mill have been finalised and orders for civil and
structural packages have been placed. The construction work at the site is progressing,
with major piling and nearly 1.3 lakh cubic metres of concreting work, having been
completed. Structural erection for Sinter Plant, Blast Furnace and SMS has commenced.
Equipments for major facilities have been received and ordering of imported equipments for
Coke Plant and Hot Strip Mill is in progress.


RAW MATERIAL PROJECTS

Tata Steel continued to implement its long-term strategy to secure ownership of assets
to enhance raw materials self-sufficiency. During Financial Year 2011-12, the Company
continued to focus on expediting implementation of its existing overseas ventures.


Coal Projects:

Benga Coal Project, Mozambique:

In November 2007, Tata Steel entered into definitive agreements with Riversdale Mining
Limited (RML), an Australian listed company for purchasing 35% stake in Riversdale’s
Mozambique Coal project at Benga and Tete tenements located in Moatize basin of
Mozambique. The Company had also acquired 27.1% stake in RML.

In April 2011, the British-Australian mining company, Rio Tinto took over Riversdale
Mining Limited (RML). The Company divested 27.1% of its stake in Riversdale Mining Limited
(RML) for a consideration ofRs.5,017 crores (US$ 1,104 million) to Rio Tinto and continues
to hold 35% equity stake in the Benga project.

In Phase1, the project is expected to produce 5.3 mtpa Run of Mine (ROM) coal (1.5 mtpa
coking coal and 0.9 mtpa thermal coal) and in Phase2 production is expected to increase to
10.6 mtpa ROM (3mtpa coking coal and 1.8 mtpa thermal coal). The Benga coal project has
commenced production from March 2012 and the first shipment of coal is expected to be
dispatched in June 2012.


Coal Mining Project in Australia, Carborough Downs Joint Venture:

The existing Carborough Downs Joint Venture in Australia is operating at 1.8 mtpa
capacity. The Company has 5% equity stake with 20% off-take rights.


Iron Ore Projects in Canada:

In September 2008, the Company entered into a Heads of Agreement with New Millennium
Iron Corporation, Canada (NML), a Canadian listed mining company, to develop iron ore
projects in northern Quebec and Newfoundland and Labrador and gradually acquired 27.16%
stake in NML through its wholly-owned subsidiary Tata Steel Global Minerals Holdings Pte.
Ltd. NML owns Direct Shipping Ore (DSO) project, having estimated proven and probable
reserves of 64.1 million tonnes and Taconite projects, namely Labmag and Kemag with a
combined resource size of 5.65 billion tonnes. Subsequently, a joint venture company, Tata
Steel Minerals Canada (TSMC), was formed in October 2010 for development of DSO project.
The Company holds 80% equity stake in TSMC and the balance 20% equity stake is held by
NML.

TSMC has obtained the required permits for camp, site levelling and construction. The
Camp in Schefferville was inaugurated in January 2012. Site levelling is underway and
frame supported Dome is under construction to house the beneficiation facility. Orders
have been placed for major part of the processing facility and civil work at the site has
commenced. Production from the mine is expected to commence by Q3 Financial Year 2012-13.

On 6 March, 2011, the Company signed a binding Heads of Agreement with NML to develop
iron ore deposits under Taconite projects. Feasibility study of the project is currently
under progress and is expected to be completed by the end of calendar year 2012.


HEALTH AND SAFETY

The Company’s safety and occupational health responsibilities are expressed in its
policy and is driven by an absolute commitment to ensure zero harm to employees, contract
workforce and society at large and are integral to the way the business is carried out.
The group vision has a target of 0.4 Lost Time Injury Frequency Rate (LTIFR) and zero
fatality by end CY 2012. In pursuance of this policy, the management is committed to
continue with their efforts to strengthen safety excellence journey in the Company. Over
the last three years, extensive efforts in order to address premature mortality on account
of occupational health and medical illness have been undertaken. An initiative named
‘Wellness @ Workplace’ was launched in 2010 to control lifestyle-related
diseases. Workplace hazards were minimised through the implementation of the Industrial
Hygiene Programme and workplace ergonomics issues were addressed through Industrial
Ergonomics.

In 2011-12, Tata Steel Europe and NatSteel received the World Steel Association's
recognition awards for their improvements in health and safety. Tata Steel group companies
have won an award every year for the last four years. Tata Steel India was awarded the
best SHE (Safety, Health and Environment) award for the first time by CII, Eastern Region.

‘Health and Safety’ is reviewed at all Board meetings of the Company with a
Safety, Health and Environment Committee established to carry out more detailed reviews.
The integrated and systemic Health and Safety Management System, introduced in Tata Steel
Europe in 2008 with a governance process for improvement actions and regular safety tours
by the Board and executive members, has been developed for Tata Steel Group-wide
application in the current year.

During the year, Tata Steel Group operations recorded a LTIFR of 0.68 against 0.78 in
2010-11, a 13% improvement over the last year. However, during the year there were 8
fatalities across the Group. Each of these has been thoroughly investigated, the lessons
communicated and corrective actions taken across the group. The Board expresses its
sincere regret at these tragic fatalities.

The implementation of process safety management, to reduce the occurrence of high
consequence but very low frequency events has continued across the group. This will help
the sustainability of the operations by assuring safety to the community and achievement
of operational excellence.


ENVIRONMENT

Overall, the Tata Steel Group continues to lay emphasis on minimising the environmental
impact of its operations and its products through the adoption of sustainable practices
and continuous improvements in environmental performance. Furthermore, the Company aims to
contribute positively to the communities around or near its operations, participating
actively in community initiatives, encouraging biodiversity and nature conservation.

Tata Steel products are part of the solution to climate change as steel has inherent
environmental advantages by being durable, emissions adaptable, reusable and recyclable.
As a result, CO2 in steel production are offset by reductions in emissions
through the life cycle of steel products, achieved through effective product design and
through end of life recycling. One of the key corporate objectives for your company is to
reduce emissions per tonne of crude steel (tcs) produced. The CO2 current
targets are provisional and are under review pending regulatory developments in both
Europe and India.

The Group continues to invest substantially in short to emissions reduction and energy
efficiency medium term CO2 programmes. In addition to these improvements, Tata
Steel Europe is also working with other steelmakers in Europe on a longer term major
research and development project, ULCOS (ultra low steelmaking), which aims to develop CO2
breakthrough technologies to significantly reduce CO2 emissions per tonne
of steel produced. 

Tata Steel maintains proactive approach towards environment management and has adopted
ISO 14001 for mining and manufacturing operations. Tata Steel is examining means to reduce
energy consumption and emissions to retain its CO2 position as the Indian
benchmark in steelmaking through Blast Furnace-Basic Oxygen Furnace (BF-BOF) route by
increasing process efficiency, scrap utilisation, reduction of Alumina in Iron Ore and Ash
in Coal through beneficiation.


1 MGD - Million Gallons per Day


2 As per revised Utilisation concept & calculation

In Jamshedpur Steel Works emissions during Financial CO2 Year 2011-12 were 2.5 t CO2/tcs,
similar to emission levels in Financial Year 2010-11. Specific make-up water consumption
in Financial Year 2011-12 at 5.84 m3/tcs was lower by 3.3% than 6.04 m3/tcs
recorded in Financial Year 2010-11 due to more than normal rainfall and increased
recycling of effluents. The recycling of treated effluent increased to 4.3 MGD1
in Financial Year 2011-12 from 3.4 MGD in Financial Year 2010-11. Solid waste utilisation2
was 75% in Financial Year 2011-12 compared to 78% in Financial Year 2010-11.

In Tata Steel Europe, emissions during Financial Year CO2 2011-12 were at
1.9 t CO2/tcs. Compliance with environmental permit conditions continued to be
at a very high level across TSE during the financial year.

Tata Steel Europe met its environmental obligations in Phase 1 (2005 to 2007) of the EU
ETS and expects to do the same in Phase 2 (2008 to 2012). As a result of generally lower
production levels since October 2008, TSE now expects to be in surplus carbon credits in
Phase 2. Excess rights can either be sold in the market or retained for future compliance
purposes. Whilst TSE emissions, current proposals continues to invest to reduce CO2 by
the EU Commission for Phase 3 (2013 to 2020) of the scheme could, as they currently stand,
have a negative impact on production levels post 2012 for European steelmakers in general.
However, these proposals are continuing to evolve and no final decisions have been made at
this stage.

TSE currently participates in a voluntary agreement with the Dutch government regarding
energy efficiency improvements over the period 2009 to 2012. The primary requirement of
the agreement is an energy efficiency improvement of 2% per annum, covering both energy
used within the manufacturing process and energy saved across the product life cycle. The
total energy efficiency improvement in 2011 was 3.4%.

The UK government announced in the 2011 budget their intention to introduce a
‘carbon price floor’ with effect from 2013-14. This is an additional UK-only tax
on electricity generation related to the carbon intensity of the generation fuel used,
which would come into effect if the price of carbon in the EU ETS does not reach certain
thresholds. The impact of the tax for consumers, if triggered, will be to raise the
wholesale price of electricity in the UK. European steelmakers already face significantly
higher emission costs under Phase 3 of the EU ETS and the carbon price floor will impose
additional cost specifically on the UK steel industry. However, in response to concerns
being raised in relation to the effects that this and other policy decisions would have on
international competitiveness, a compensation package for energy intensive industries has
been announced in principle by the UK Government, although the scope and extent of the
package are still being determined.


SUBSIDIARIES

The consolidated financial statements presented by the Company include financial
information of its subsidiaries prepared in compliance with applicable Accounting
Standards. The Ministry of Corporate Affairs, Government of India vide its Circular No.
5/12/2007-CL-III dated 8th February, 2011 has granted general exemption under Section
212(8) of the Companies Act, 1956, from attaching the balance sheet, profit and loss
account and other documents of the subsidiary companies to the balance sheet of the
Company, provided certain conditions are fulfilled. Accordingly, annual accounts of the
subsidiary companies and the related detailed information will be made available to the
holding and subsidiary companies’ investors seeking such information at any point of
time. The annual accounts of the subsidiary companies will also be kept for inspection by
any investor at its Head Office in Mumbai and that of the subsidiary companies concerned.

Details of major subsidiaries of the Company are covered in this Annual Report.


DIRECTORS

Mr. Suresh Krishna stepped down as a Director of the Company on 24th December, 2011 on
reaching the age of 75 years. The Directors would like to place on record their sincere
appreciation of the contributions made by Mr. Suresh Krishna during his tenure on the
Board since 1994.

In April 2012, Mr. B. Muthuraman, Vice Chairman of the Company was conferred with the
prestigious Padma Bhushan Award by the Honourable President of India, in the trade and
industry category.

In accordance with the provisions of the Companies Act, 1956, and the Company’s
Articles of Association, Mr. B. Muthuraman, Mr. Ishaat Hussain and Mr. Andrew Robb retire
by rotation and are eligible for re-appointment.

Mr. Cyrus Pallonji Mistry, Executive Deputy Chairman of Tata Sons Limited and Mrs.
Mallika Srinivasan, Chairman & Chief Executive Officer of Tractors and Farm Equipment
Limited were appointed as Additional Directors by the Board with effect from 21st May,
2012.

Mr. Cyrus Pallonji Mistry and Mrs. Mallika Srinivasan will hold office till the date of
the forthcoming Annual General Meeting and notices have been received from a Member
proposing the candidatures of Mr. Mistry and Mrs. Srinivasan for being appointed as
Directors of the Company.


ENERGY, TECHNOLOGY AND FOREIGN EXCHANGE

Details of energy conservation and research and development activities undertaken by
the Company along with the information in accordance with the provisions of Section
217(1)(e) of the Companies Act, 1956, read with the Companies (Disclosure of Particulars
in the Report of Board of Directors) Rules, 1988, are given in Annexure ‘A’ to
the Directors’ Report.


PARTICULARS OF EMPLOYEES

The information required under Section 217(2A) of the Companies Act, 1956 and the Rules
there under, in respect of the employees of the Company, is provided in the Annexure
forming part of this Report. In terms of Section 219(1)(b)(iv) of the Act, the Report and
Accounts are being sent to the Members, excluding the aforesaid Annexure. The Annexure is
available for inspection by Members at the Registered Office of the Company during
business hours on working days up to the date of the ensuing AGM, and if any Member is
interested in obtaining a copy thereof such Member may write to the Company Secretary,
whereupon a copy would be sent.


COPORATE GOVERNANCE

Pursuant to Clause 49 of the Listing Agreement executed with the Stock Exchanges, a
Management Discussion and Analysis, Corporate Governance Report, Managing Director’s
and Auditors’ Certificate regarding compliance of conditions of Corporate Governance
are made a part of the Annual Report. A Business Responsibility Report on the
Company’s corporate sustainability initiatives is also included.


DIRECTORS’ RESPONSIBILITY STATEMENT

Pursuant to Section 217 (2AA) of the Companies Act, 1956, the Directors, based on the
representations received from the Operating Management, confirm that:

1. in the preparation of the annual accounts, the applicable accounting standards have
been followed and that there are no material departures;

2. they have, in the selection of the Accounting Policies, consulted the Statutory
Auditors and have applied them consistently and made judgements and estimates that are
reasonable and prudent so as to give a true and fair view of the state of affairs of the
Company at the end of the financial year and of the profit of the Company for that period;

3. they have taken proper and sufficient care to the best of their knowledge and
ability for the maintenance of adequate accounting records in accordance with the
provisions of the Companies Act, 1956, for safeguarding the assets of the Company and for
preventing and detecting fraud and other irregularities;

4. they have prepared the annual accounts on a going concern basis.


  

    

    
On behalf of the Board of Directors
  
  

    

    
RATAN N. TATA
  
  

    

    
Chairman
  
  

    
Mumbai, 22nd May, 2012
    

  



Annexure ‘A’ to the Directors’ Report:

Particulars for Tata Steel Limited, the standalone entity, required under the Companies
(Disclosure of Particulars in the Report of the Board of Directors) Rules, 1988:


Conservation of Energy a. Energy Conservation measures taken:

i. Coke dry quenching at Battery 5, 6, & 7 in Coke Plant.

ii. Reduction in auxiliary power consumption at Power House # 3 & 5.

iii. Dynamic modeling of oxygen off take to reduce oxygen delay in Steel Making Shops.

iv. Efficient use of by-product gases for Power Generation – Highest ever power
generation through by-product gases.

v. Application of V/F drives to reduce Specific power consumption.


b. Additional investments and proposal for reduction of consumption of energy:

i. Installation and commissioning of new L.D. Gas Holder (cap:100000 cum.) and its
export system.

ii. Recovery of sensible heat of coke by installation of Coke Dry Quenching system in
Batteries of 10 & 11 at Coke Plant.

iii. Installation and commissioning of ‘I’ Blast Furnace with Top Recovery
Turbine.

iv. Combined Cycle Power Plant on by-product gases.

v. Use of Pellets and shift on alternate fuel (i.e. gas mixing) for utilizing clean
by-product gases.


c. Impact of the above Measures:

Energy Conservation measures during 2011-2012 has resulted in achieving:

i. Plant specific energy consumption – 6.097 Gcal/tcs.

ii. Achieved World bench mark level of lowest BF gas venting 3.47% of generation
(benchmark 5 % of generation, WSA).

iii. Best ever LD gas yield of 91.50 Nm3/tcs (daily) as against previous
best of 89.52 Nm3/tcs (daily).

iv. Highest ever power generation through by product gases – 200 MW.

v. Lowest ever Plant Power Rate – 351 kWh/tss.

vi. Highest ever combined boiler efficiency – 85.22 %.

vii. Lowest ever Fuel rate at Hot Strip Mill – 0.269 Gcal/t.

viii. Achieved zero oxygen delay at Steel Melting Shops.


Form - A

Form for disclosure of particulars with respect to Conservation of energy: 2011 - 12


  

    
Particulars
    
2011-12
    
2010-11
    
Difference
    
Reasons for variation
  
  

    
A . POWER & FUEL CONSUMPTION
    

    

    

    

  
  

    
1. Electricity 
    

    

    

    

  
  

    
(a) Purchased
    

    

    

    

  
  

    
Units (M. KWH)
    
2,545.63
    
2,354.76
    
190.87
    
Increase in demand due to higher production.
  
  

    
Total Amount (Rs. Lakhs) #
    
98,653.43
    
70,459.98
    
28,193.46
    

  
  

    
Average Rate/Unit (Rs./KWH)
    
3.88
    
2.99
    
0.88
    
Introduction of renewable energy purchase obligation from FY12 & higher power rate
    of IEL.
  
  

    
(b) Own Generation
    

    

    

    

  
  

    
(i) Through Diesel Generator
    

    

    

    

  
  

    
Units (M. KWH)
    
4.09
    
15.45
    
(11.36)
    
Lower use of DG Set.
  
  

    
Units per litre of Diesel Oil (KWH)
    
3.73
    
3.92
    
(0.19)
    

  
  

    
Average Cost/Unit (Rs./KWH)
    
37.49
    
19.92
    
17.56
    
Increase in Diesel Price.
  
  

    
(ii) Through Steam Turbine/Generator
    

    

    

    

  
  

    
Units (M. KWH)
    
995.83
    
952.66
    
43.17
    

  
  

    
Units per tonne of Coal (KWH)
    
9,107
    
9,103
    
3.56
    

  
  

    
Average Cost/Unit (Rs./KWH)
    
2.41
    
2.17
    
0.24
    

  
  

    
(* This includes generation of PH4 in M Kwh which is operated on by-product gases upto
    95%)
    
242.62
    
204.78
    

    

  
  

    
(iii) Through TRT
    

    

    

    

  
  

    
Units (M. KWH)
    
105.24
    
140.28
    
(35.04)
    
Lower In-house power generation by Top recovery turbine.
  
  

    
Average Cost/Unit (Rs./KWH)
    
2.00
    
2.00
    
(0.00)
    

  
  

    
2. Coal 
    

    

    

    

  
  

    
(i) Coking Coal and Cokeries Quantity (Million Tonnes)
    
5.39
    
5.17
    
0.21
    
Increase in coke production and increase in coal prices.
  
  

    
Total cost (Rs. Lakhs)
    
469,866.54
    
323,002.24
    
146,864.30
    

  
  

    
Average Rate (Rs./Tonne)
    
8,721.82
    
6,244.20
    
2,477.62
    

  
  

    
(ii) Blast Furnace Injection Coal
    

    

    

    

  
  

    
Quantity (Million Tonnes)
    
0.87
    
0.84
    
0.03
    

  
  

    
Total cost (Rs. Lakhs)
    
116,867.14
    
82,557.59
    
34,309.54
    

  
  

    
Average Rate (Rs./Tonne)
    
13,412.19
    
9,862.08
    
3,550.12
    
Increase in imported coal price.
  
  

    
(iii) Middling Coal and ROM
    

    

    

    

  
  

    
Quantity (Million Tonnes)
    
0.10
    
0.10
    
0.00
    

  
  

    
Total cost (Rs. Lakhs)
    
1,679.89
    
1,066.19
    
613.71
    

  
  

    
Average Rate (Rs./Tonne)
    
1,602.43
    
1,062.04
    
540.39
    
Increase in Middling Cost At West Bokaro.
  
  

    
3. Furnace Oil
    

    

    

    

  
  

    
Quantity (Kilo litres)
    
15,424.23
    
16,225.92
    
(801.69)
    

  
  

    
Total Amount (Rs. Lakhs)
    
5,637.40
    
4,306.58
    
1,330.82
    

  
  

    
Average Rate (Rs./KL)
    
36,548.98
    
26,541.36
    
10,007.62
    

  
  

    
4. Others
    

    

    

    

  
  

    
L.D.O.
    

    

    

    

  
  

    
Quantity (Kilo litres)
    
2,390.15
    
4,853.14
    
(2,462.98)
    
Lower use of Diesel in DG due to lower generation.
  
  

    
Total cost (Rs. Lakhs)
    
1,264.22
    
2,262.67
    
(998.45)
    

  
  

    
Average Rate (Rs./KL)
    
52,892.98
    
46,622.93
    
6,270.06
    
Increase in Diesel price.
  
  

    
5. Others
    

    

    

    

  
  

    
L.P.G.
    

    

    

    

  
  

    
Quantity (Tonnes)
    
7,623.76
    
6,576.22
    
1,047.54
    

  
  

    
Total cost (Rs. Lakhs)
    
3,933.98
    
2,720.59
    
1,213.39
    

  
  

    
Average Rate (Rs./Tonnes)
    
51,601.57
    
41,370.11
    
10,231.47
    

  
  

    
6. Others
    

    

    

    

  
  

    
HSD. Oil
    

    

    

    

  
  

    
Quantity (Kilo Litres)
    
49.69
    
58.85
    
(9.16)
    
Decrease is mainly due to lower production and also partly due to manual soap
    settlement tank being added to the existing filtration circuit
  
  

    
Total cost (Rs. Lakhs)
    
22.40
    
23.78
    
(1.38)
    

  
  

    
Average Rate (Rs./Tonnes)
    
45,079.49
    
40,411.94
    
4,667.55
    

  


# Excludes electricity duty paid on purchases.


B. CONSUMPTION PER UNIT OF PRODUCTION


  

    
Particulars
    
Steel
    
Tubes
    
Bearings
    
F.A.M.D.
    
Growth Shop
    
CRC West
    
Wire Div.
  
  

    

    
(per tonne)
    
(per tonne)
    
(per no.)
    
(per tonne)
    
(per tonne)
    
(per tonne)
    
(per tonne)
  
  

    
Electricity (KWH)
    
351.00
    
105.00
    
0.33
    
3728.05
    
531.67
    
81.88
    
216.14
  
  

    

    
356.00
    
113.00
    
0.41
    
3614.14
    
570.74
    
113.00
    
222.14
  
  

    
Furnace Oil (Litres)
    

    

    

    
—
    
10.09
    
4.55
    
25.50
  
  

    

    

    

    

    
—
    
(11.31)
    
(6.37)
    
(29.40)
  
  

    
Coking Coal (Tonnes)*
    
0.59
    

    

    

    

    

    

  
  

    

    
(0.61)
    

    

    

    

    

    

  
  

    
Others:
    

    

    

    

    

    

    

  
  

    
Light Diesel Oil (Litres)
    
0.26
    

    

    

    

    

    
2.04
  
  

    

    
(0.63)
    

    

    

    

    

    
(2.84)
  
  

    
High Speed Diesel Oil (Litres)
    

    
0.20
    

    

    

    

    

  
  

    

    

    
(0.28)
    

    

    

    

    

  
  

    
L.P.G. (kg)
    

    

    

    

    

    
9.99
    
20.01
  
  

    

    

    

    

    

    

    
(13.50)
    
(20.67)
  



* Coal Consumed in HMC for producing Coke has not been considered for this
calculation.


Form - B

Form for disclosure of particulars with respect of Technology Absorption 2011-12.


Research and Development

1. Specific Areas in which R&D was carried out by the Company:

Raw Materials

Cost and productivity

Market and new products

Energy and Environment


2. Benefits derived


Pilot trials of organo-refining to produce 4% ash clean coal with 80% combustible
recovery

During 2011, the Raw Materials and Coke Making Research Group successfully piloted a
novel technology for chemical beneficiation of coal with a capacity of processing 20 kg
coal per batch. The objective was to reduce the ash content from 25% ash captive coal to
4%, while maintaining yield. The pilot plant results have shown that this patented
technology is capable of 90% de-ashing of high ash Indian coal.

This investigation focused on coal beneficiation through a chemical processing route
and has been established at bench scale level for the first time. The innovative technique
was able to obtain high levels of coal enrichment, from as high as 30% ash content to less
than 4% ash, while maintaining almost 80% combustible recovery. The innovation is based on
solvent extraction technique which involves dissolving the coal in a solvent and the
extract so produced contains mostly organic material derived from coal, with little
mineral matter.

The current steel making practice uses 40% of beneficiated captive coal, a large
proportion of which gets rejected due to the high ash content. The limitations of physical
beneficiation process necessitated venturing into physicochemical approaches in order to
obtain a breakthrough in ash level. However, a chemical treatment process is generally
cost intensive, the reasons for which are inefficient and costly regeneration processes
(like distillation, evaporation etc.), stringent environmental norms and loss of expensive
chemicals. Cost of the process was substantially reduced through various innovative
approaches in energy and chemistry optimisation and more work is planned to further
improve. Solvent loss was reduced by controlling the solvent ratio and various further
studies are planned for reaching towards a ‘zero loss’ target. Table 1 revealed
that the plant values for ash content of run of mine coal was significantly higher than
the lab results. Similarly for floatation clean coal, a substantial increase in yield was
observed maintaining the same product quality. This established a successful up-scaling of
the process to bench scale level.

This innovation has the potential of bringing down the overall ash in West Bokaro clean
coal from 15% to 8%. Apart from coal processing for coke making, the process can also be
used as a resource for value added carbon products like carbon foam, carbon composite and
for green fuel which reduces the environmental burden. Bench scale plant results have been
very encouraging and the next target is to establish the process performance at a higher
scale of 500 kg/ batch. The up-scaled plant will be continuous and equipped with several
tailor made machines and automation.


Table 1: Comparative results between lab scale and bench scale plant


WB R.O.M Coal (Feed ash 26%)


  

    
Lab Result
    
Plant Result
  
  

    
Yield
    
45%
    
Yield
    
60%
  
  

    
Clean Coal Ash
    
<=4%
    
Clean Coal Ash
    
<=4%
  
  

    
Reject Ash
    
>43%
    
Reject Ash
    
>57%
  



Flotation Clean Coal (Feed ash 14%)


  

    
Lab Result
    
Plant Result
  
  

    
Yield
    
65%
    
Yield
    
70%
  
  

    
Clean Coal Ash
    
<=3.5%
    
Clean Coal Ash
    
<=3%
  
  

    
Reject Ash
    
>=23%
    
Reject Ash
    
>=31%
  



A novel scheme to increase the in-house electrical power generation by 50 MW

The in-house power stations of Tata Steel, Jamshedpur use a Rankine cycle for power
generation and a part of the total steam produced in the steam plants is utilised to meet
the requirements of process steam too. This adversely affects the efficiency of power
generation. Together with Chief, Power Systems, the Steel Making and Casting Research
Group evaluated options to improve the thermal efficiency and generate additional power
using combined cycle power plants.

Energy and thermo-dynamic calculations were carried out which revealed that the overall
thermal efficiency of power generation at Power Houses 3, 4 & 5 (combined) was ~23%
and ~33% at Power House 6. The combined cycle power generation is more efficient
alternative and is being adopted worldwide. The potential of implementation was evaluated
and accordingly a scheme of ‘combined-cycle co-generation and power system’ was
recommended to the operations. In line with the plant requirements, it was suggested that
there should be five identical gas turbines in the proposed plant. Suitable specifications
for the gas turbine cycle were also worked out.

In changing over to the combined cycle system, there are two options. The first option
is to use a combined cycle co-generation and power system, where the whole of the
available by-product gases is used to run gas turbines and generate electrical power in
the topping cycle. A part of the steam produced in the Heat Recovery Steam Generator
(HRSG) is used as process steam and the balance is used for generating power through steam
turbines in the bottoming cycle. The second option is to use a part of the available
by-product gases to raise process steam in fired boilers and the balance is used
separately to generate electrical power in combined cycle mode.

This pre-feasibility study analysed the first option. The proposed unit for
co-generation system would require five identical gas turbines, the existing steam
turbines of Power House 4 & 5 along with HRSGs and the combustion chambers In a gas
turbine and steam turbine combined cycle power plant, a gas turbine is used to generate
electricity and the heat of the exhaust gases of the turbine is utilised to produce steam
in a HRSG. The steam produced drives a steam turbine and generates power.

The above scheme, if implemented, will generate an estimated 51 MW more power and also
meet the requirement of process steam.

Other benefits include reduction in cooling water requirement, CO2 emission,
space requirement etc. The Power Engineering Division will now continue its detailed
analysis including Option 2, and will work out a scheme if this technology is deemed
feasible and suitable for Jamshedpur.


3. Future plan of action

Tata Steel's R&D recognises clean environment as one of the biggest challenge and
are determined to provide the solutions aimed at emissions through the above reducing CO2mentioned
programs.

As part of the company's vision, the reduction in the emissions of Carbon-di-oxide is
attracting significant importance as a corporate strategy.


4. Expenditure on R&D


  

    

    
(Rs. in crores) 
  
  

    
(a) Capital
    
0.68
  
  

    
(b) Recurring
    
52.30
  
  

    
(c) Total
    
52.98
  
  

    
(d) Total R&D expenditure as a % of
    

  
  

    
Total Turnover
    
0.16%
  



Technology Absorption, Adaptation and Innovation Efforts made On the Process Front: Raw
Materials & Iron Making Agglomerates

• Managing sinter return fines at lower level through comprehensive mapping and
tracking of factors en route from sinter plant to BF.

• Significant improvement in sinter operation in respect to sinter strength.

• Establishing pellet chemistry regime for start up of pellet plant with respect
to basicity and MgO level – based on practice study and consultation.


Coal/Coke

• Managing coal blends to maintain coke quality, despite large deviations in
captive coal production and surprises in coal procurement.

• New coals from US and Indonesia were introduced based on evaluation and testing.


Blast Furnace

• Helping solve issues like tuyere failure rate at ‘H’ furnace.

• Study of the process deterioration caused by drift in carbon rate and
introduction of dry quenched coke.

• Development of tools to track process condition in quantitative manner.

• About 15 diagnosis reports were produced to help operations.


Beneficiation

• Significant improvement in yield of clean coal in beneficiation circuits for
fine coal at both WB and Jharia.

• Stabilisation of reflux classifier at WB to recover clean coal from tailings.

• Contributions to development of beneficiation flow sheets for KBP washeries.


Iron Ore

• Contributions to development of beneficiation flow sheets for

• Khondbond and other mines.

• Reduction of alumina and moisture in ore fines by use of sodium silicate as
dispersant.

• Better recovery of process water and improved settling of slime fines could be
achieved by the development of a suitable binder for the treatment of tail pond water.
This also resulted in improved slime pond life.


Ferro Alloys

• Introduction of data mining for Ferro alloy production.

• Introduction of a x-ray based ‘sorting’ technology for higher
reliability and faster processing of manganese ore - as an alternative to manual labour
based practice.

• Strengthening QA systems in certification of products and managing conversions


Flat Product


Product Development:

• Deep drawn IF GA for Hyundai commercialised.

• Automotive GI grade for components for the first time for Volkswagen India.

• Peritectic to Non-Peritectic Conversion to debottleneck slab caster production
– 5 grades changed in Financial Year 2011-12.


Process Improvement:

Best ever overall skin panel strike rate of 33.8%: The overall skin panel strike rate
(CRCA category) has consistently improved over the last 3 years In Financial Year 2011-12
it stands at 33.8% which is 7% improvement over Financial Year 2010-11.

The overall strike rate for last 3 years is given below:


  

    
FY 12
    
FY 11
    
FY 10
  
  

    
33.8
    
26.9
    
23.8
  



Long Product


Product Development:

• Designed and developed superior earthquake resistant rebar through Micro
alloying-first time in India (Section: 6, 8, 12 mm) with UTS/YS ratio >1.25. Good
customer response received on trial supplies.

• Rationalization of chemistry for rebar successfully done leading to Ferro alloy
savings of worthRs.2.04 crore/month for total LD1 production effected from Dec-2011.

• Reduced Scale Loss in High carbon wire rods in TSWD from 0.6% to 0.3% by process
modification.

• Successful laboratory trials in the development of next generation CRS rebar
with superior corrosion resistance property.

• Plasma coated rebar was marketed on trial basis and the market feedback was
excellent.


Process Improvement:

• Joint projects with selected customers to improve drawability of WR3M/ER70S6
wire rods successfully implemented. Customers appreciated the benefits that they could
achieve in wire drawing.

• Customer complaint: The Product complaint was at the level of 257 PPM as against
the target of 280 PPM. The decrease in customer rejections was due to the Improvement in
production processes.


Tubes Division

• New cut-off machine installed in 2" PT mills to get burr-free tubes.

• Replacement of 2" PT Mill online eddy current testing machine.

• New end chamfering machine installed in 4" PT Mill.

• New spectrometer installed in Chemical Laboratory.

• Development of fire resistant steel for structural application.

• Development of Non-Peritectic micro alloyed steel for structural application.

• Development of 300 x 150 mm tubes for structural application.

• Development of 4 purlin sizes for structural application.

• Development of 4 sizes for AREVA Solar. Commercialisation is yet to happen.

• Development of 168.30 mm diameter Idler pipe.

• Development of extra light (2 mm) galvanised structural tubes for new Market
segment.


New Projects

CRM Bara Few highlights: o Internal rejections reduced from 10% to 2.5% (of Bara
Output). o Approval obtained for HRPO/HRSPO from M/s Ford, Wheels India, SSWL, Bajaj &
Tata Motors o Approval awaited from – Toyota, Nissan and Hyundai.


National Metallurgical Laboratory (NML) – TATA STEEL Projects

About 40 projects were taken up as collaborative Research Projects between NML and TATA
STEEL. About 20 projects were completed during the last year. The results of the
successful projects were deployed in the steel manufacturing process.

• The process developed to manufacture bricks from Steel slag, fly ash and Iron
making slag has been commercialised.

• Ultrasonic testing method developed to check the High Speed Rolls in HSM
resulted in the loss of roll due to spall.


Bearings Division:

Solution provided to Maruti Suzuki India Limited (MSIL) for new version of Gear Box
– Gear Box was modeled in advanced design software and simulated in extreme operating
conditions – 32004 and 33005 Taper Roller Bearings designed with optimized internal
geometry and carbo-nitrided Inner Race and Outer Race to suit this application.

• Alternate solution provided to Toyota Kirloskar Motors Ltd. (TKML)

• Wheel Bearing of Innova – Wheel Bearing (SP802135) modeled in Advanced
design software.

• 6304 EL Bearing designed to substitute a non-standard bearing required by Tata
Motors Ltd. for Nano Europa Gear Box.

Modified Bearing design for better sealing ability & higher fatigue life bearing
has been developed for TML- Nano, with double lip rubber seal and internal dimensional
characteristics for Front wheel application.

• Carbo-nitriding process for Ball Bearing (e.g. 6202 NC) and Taper Roller Bearing
(e.g. 30205 NC) have been established – carbo-nitrided bearings have been tested and
found to have 3 to 5 times more fatigue life compared to normally through hardened
bearings.


Particulars of technology imported during last five years


  

    
Steel Division
    
Absorption
    
Status of Implementation
  
  

    
a) Variable Frequency Drive for Descaling Pump Motor at Hot Strip Mill (ABB, India)
    
2007
    
Commissioned
  
  

    
b) Sinter Plant No. 4, having a bed area of 204 sq mtr with ESP having lesser emission
    of 50 mg/ Nm3
    
2007
    
Commissioned
  
  

    
c) Double Jaw Eye Vertical Tong For Batch Annealing Furnace at CRM
    
2007
    
Commissioned
  
  

    
d) SCADA System for Water Utilities
    
2007
    
Commissioned
  
  

    
e) Quantitative Estimation of Minerals by SEM (Scanning Electron Microscope)
    
2007
    
Commissioned
  
  

    
f) XRD (X-Ray Defraction) for quantitative phase and texture analysis
    
2007
    
Commissioned
  
  

    
g) Electric Blowers for 'H' Blast Furnace
    
2009
    
Commissioned
  
  

    
h) Top Gas Recovery Turbine for 'H' Blast Furnaces
    
2009
    
Commissioned
  
  

    
I) Flat Cast House Design for 'H' Blast Furnace
    
2009
    
Commissioned
  
  

    
j) Internal Stoves for 'H' Blast Furnace
    
2009
    
Commissioned
  
  

    
k) Use of mixed gas in place for CO gas, for firing in 7th Lime Kiln
    
2009
    
Commissioned
  
  

    
l) New Billet Caster having all the latest facilities and having 9 m casting radius
    installed in an existing building suitable for 6 m casting radius, by going underground
    and taking the pass line to (-)3.3 m level
    
2009
    
Commissioned
  
  

    
m) Use of hydraulic mould occilator and hydraulically operated turn over cooling bed
    at CC 3 at LD Shop 1
    
2009
    
Commissioned
  
  

    
n) Robotised Sample Testing Laboratory at LD Shop No 1
    
2009
    
Commissioned
  
  

    
o) Top Gas Recovery Turbine for 'G' Blast Furnace
    
2010
    
Commissioned
  
  

    
p) 4th Stove for 'G' Blast Furnace to facilitate relining of other stoves, without
    hampering hot metal production
    
2010
    
Commissioned
  
  

    
q) Continuous Emission Monitoring stations at 4 locations inside Tata Steel Works
    
2010
    
Commissioned
  
  

    
r) Installation of Roll Coating & Drying System at Continuous Galvanising Line at
    Cold Rolling Mill
    
2011
    
Commissioned
  
  

    
s) Use of Blast Furnace Gas at New Reheating Furnace using regerative burners at Hot
    Strip Mill
    
2011
    
Commissioned
  
  

    
t) Installation of Chiller system for maintaining temperature of cooling medium for
    ‘H’ Bl. Fce Blower Drives at Blower House No. 5
    
2011
    
Commissioned
  
  

    
u) Installation of 6.0 mtpa Pellet Plant for making pellets using iron ore fines, for
    use in Blast Furnaces
    
2012
    
Commissioned
  
  

    
v) Installation of New Steel Melting Shop (LD3), and one strand of Thin Slab Casting
    & Rolling (TSCR) facility
    
2012
    
Commissioned
  
  

    
w) Installation of Pipe Conveyor in the Lime handling circuit
    
2012
    
Commissioned
  
  

    
x) Installation of Rapid Loading Station at Dispatch Yard of Noamundi Iron Ore Mines,
    including Extromat Silo Extractor in the fines circuit
    
2012
    
Commissioned
  
  

    
y) Installation of Barrel Reclaimer at Noamundi Iron Mines
    
2012
    
Commissioned
  
  

    
z) Installation of 0.25 mtpa FHCR (Full Hard Cold Rolling) Mill at Bara in Jamshedpur
    
2012
    
Commissioned
  
  

    
aa) Installation of Coke Dry Quenching facilities at Coke Oven Battery Nos 5, 6 &
    7
    
2012
    
Commissioned
  
  

    
ab) Installation of Compactor at Wire Rod Mill
    
2012
    
Commissioned