Parameter

Value

Official Name

Jindal Steel & Power Ltd.

Founding Date

Data not available

Legal Structure

Public Company (Common Stock as listed on NSE)

Information

Details

Location

New Delhi, Delhi, India

Address

Jindal Centre, 12 Bhikaiji Cama Place, New Delhi, 110066

Category

Key Locations / Facilities

Domestic Manufacturing

Steel plants and power generation facilities across Odisha, Chhattisgarh, Jharkhand, etc. (GlobalData)

International Operations

Presence in Asia, Europe, North America, Africa, and the Middle East (GlobalData)

Name

Role

Details

Sajjan Jindal

Founder/Chairman

Pioneering leader in the Indian steel industry; detailed educational qualifications were not provided. Wikipedia

Name

Position

Qualifications

Professional History & Experience

Mr. Sudhanshu Saraf

Chief Executive Officer (JSPL)

B-Tech in Metallurgical Engineering; Master Black Belt in Lean & Six Sigma

Over 30 years in diverse sectors including Automobile, Financial Services, and Management Consulting; instrumental in JSPL’s turnaround (JSPL Group)

Mr. Pankaj Gautam

Chief Operating Officer – Odisha

BE (Electricals) from NIT Raipur; PG Diploma in Business Management

Steel industry expert with over 44 years of experience; began career at SAIL, Bhilai; led operations at Raigarh Steel Plant (JSPL Group)

Mr. Sharma

(Designation not explicitly specified)

Graduate in Mechanical Engineering; Master’s in Business

Brings 36 years of experience in multi-location operations in Steel/Power/Cement/Mining (JSPL Group)

Name

Position

Key Details

Mr. Sunil Kumar Agrawal

Chief Financial Officer

Leads group accounts; extensive experience in machinery and mining divisions (GlobalData)

Ms. Arpana Kumar Ahuja

Head of Corporate Brand and Communications

Over 30 years in communications; prior roles at Shell India and Weber Shandwick (GlobalData)

Mr. Anirban Basu

Head of Supply Chain and Logistics

Held leadership roles across industries; detailed qualifications not specified (GlobalData)

Mr. Indradyumna Datta

Head of Digital

Formerly with Cairn Oil & Gas, Vedanta and Honeywell; spearheads digital transformation (GlobalData)

Role

Name

Background & Experience

CEO – Cold Rolling and Downstream Business

Mr. RV Sridhar

Over 30 years in the steel industry; former leadership roles at Tata Steel, Essar, and ArcelorMittal Nippon Steel India (GlobalData)

Chief Financial Officer

Mr. Mayank Gupta

Chartered Accountant, All-India rank holder; experience at GE, Maruti Suzuki, among others (MarketScreener) (ETCFO)

Director of Technical Marketing & Innovation

Mr. Sabyasachi Bandyopadhyay

Dual role in technical marketing and innovation; detailed background information limited (BlinkX)

Chief AI Officer (CAIO)

Mr. Ritesh Mohan Srivastava

Focuses on smart manufacturing and AI integration; appointment highlighted strategic digital leadership (TechCircle)

Name

Title/Role

Key Responsibilities/Experience

Sunil Kumar Agrawal

CFO

Oversees group accounts; experienced in machinery and mining sectors (GlobalData)

Arpana Kumar Ahuja

Head of Corporate Brand & Communications

Leads corporate communications and brand strategies (GlobalData)

Anirban Basu

Head of Supply Chain and Logistics

Manages supply chain operations across various units (GlobalData)

Indradyumna Datta

Head of Digital

Drives digital transformation initiatives and operational innovations (GlobalData)

RV Sridhar

CEO – Cold Rolling and Downstream Business

Sets strategic direction for the business unit, with over three decades in the industry (GlobalData)

Ritesh Mohan Srivastava

Chief AI Officer (CAIO)

Leads artificial intelligence integration and modern technological initiatives (TechCircle)

Governance Component

Elements/Committees

Role/Function

Board of Directors

Diverse, experienced board

Provides strategic oversight, ensuring transparency and adherence to ethical practices (JSPL Group – Code of Conduct)

Strategic & Operational Governance

Group Executive Committee (GEC), Core Management Team (CMT), Senior Management Committee (SMC)

Facilitates day-to-day decisions and implements effective operational systems

Business Segment Committees

MANCO, UNICO

Tailors governance for individual business units and locations (Jindal Steel Corporate Governance)

Aspect

Statement

Mission

“Jindal Steel & Power Ltd is dedicated to excellence in the steel and power industries with a focus on sustainable practices, ethical operations and creating value for all stakeholders.” DCF Modeling

Vision

Not explicitly provided in the available data. Further disclosures are required.

Core Value

Description

Safety

Prioritizes the health and safety of employees across all operations (DCF Modeling)

Integrity

Commits to ethical practices and transparent dealings (DCF Modeling)

Sustainability

Embraces practices aimed at reducing ecological impact and carbon footprints (DCF Modeling)

Innovation

Fosters continuous improvement and technological advancement (DCF Modeling)

People Centricity

Values individual contributions and excellence, as detailed in its HR philosophy (JSPL HR Philosophy)

Year

Milestone / Event

Description

1979

Incorporation

JSPL was incorporated on September 28, 1979 as part of the O.P. Jindal Group (Wikipedia).

1995

Foray into Power Sector & Integrated Steel Plant

Entered the power sector and established its first integrated steel plant in Raigarh, Chhattisgarh with an annual capacity of approximately 3.6 million tonnes.

1999

Commissioning of Power Plant

Set up a power plant in Chandrapur, Maharashtra with an initial capacity of 340 MW.

2001

Stock Exchange Listing

Listed on the Bombay Stock Exchange (BSE), marking its transition into a publicly traded company.

2009

International Expansion & Market Capitalization

Achieved a market capitalization exceeding ₹25,000 crores; expanded its international presence to South Africa and Australia.

2010

Acquisition & Overseas Asset Expansion

Acquired coal mines in Mozambique to secure raw material supply, supporting integrated steel production.

2016

New Plant in Angul, Odisha

Launched a new plant in Angul with a capacity of 1.8 million tonnes of liquid steel per annum, integrating advanced technologies such as coal-gasification based DRI (Wikipedia).

Recent

Emphasis on Sustainability, Digitisation & CSR Initiatives

Focus on reducing carbon emissions, expanding renewable energy, and strengthening CSR programs.

Phase

Business Focus

Description

Early Years (1979-1994)

Traditional Steel Manufacturing

Focused on conventional steel production as part of the Jindal Group.

Diversification (1995-2001)

Power Generation & Integrated Steel Production

Expanded into power generation; established integrated operations for vertical integration from raw materials to finished products.

Expansion (2001-2009)

Global Footprint & Market Capitalization

Achieved listing and global expansion, securing international raw material supply and broadening market reach.

Modern Era (2010-Present)

Technology, Sustainability & CSR

Emphasis on advanced manufacturing (e.g., coal gasification), digital transformation, and sustainable practices integrated with corporate social responsibility.

Event/Partnership

Year

Details

Source

Acquisition of Shadeed Iron & Steel Co. LLC (SISCO)

2010

Acquired via JSPL’s Mauritius subsidiary to expand international presence (India Infoline)

Agreement with Maharashtra Seamless Ltd

2000

Agreement to supply 50,000 MT of Rounds annually; supported import substitution initiatives.

–

MoU with Chhattisgarh Government

2001/2005

Investment of Rs 6,400 crore in state projects; cement and power initiatives.

India Infoline

MoU with Jharkhand Government

2005

Facilitated project investments and capacity enhancements.

–

Partnership for Coal Gasification Facility in Orissa

2005

Agreement with South African and German companies for a six-million-tonne steel plant enhancement.

–

Joint Venture in Bolivia for El Mutun Development

2006

JV to develop Bolivia’s El Mutun mines.

–

MoU for Cement & Power Plant in Raigarh

2007

Signed for a 2 million TPA cement plant and 30 MW power plant; estimated investment of Rs720 crore.

India Infoline

MoU for Integrated Steel Plant in Angul

2007

Planned 6 MTPA integrated steel plant near Kerajang Railway Station; estimated cost of Rs 16,560 crore.

–

Component

Details

B2B vs. B2C

Primarily B2B – targets industrial clients and government projects across construction, rail, automotive, power, etc. (JSPL Annual Report 2022-23)

Value Proposition

High-quality, cost-efficient, timely steel products via vertically integrated operations from mining to finished products.

Customer Segments

Industrial buyers including construction companies, Indian Railways, automotive manufacturers, power sector, and infrastructure projects.

Channels

Direct sales (tender processes and long-term contracts) and partnerships with distributors and logistics providers.

Revenue Streams

Sales of steel and by-products like wire rods, rails, fabricated sections – secured through volume-driven contracts.

Cost Structure

High capital intensive costs including raw material procurement, energy, labor, logistics, and technological investments.

Key Partnerships

Strategic alliances with mining subsidiaries, technology providers (e.g., Siemens), and government bodies to secure raw materials and enhance market reach.

Practice

Description

Key Elements

Source

JSP TechCatalyst 2025

A two-day digital and sustainable technology conference/exhibition to drive advanced steelmaking processes.

Integration of AI, digital twins, IoT, robotics, AR/VR, blockchain; participation by global tech firms.

Tribune India, Economic Times

Strategic AI Adoption

Appointment of a Chief AI Officer to integrate AI across operations for enhanced efficiency, quality, and safety.

Emphasis on AI-driven operational improvements.

LinkedIn

Strategy

Description

Key Tactics

Source

Digital & Content Marketing

Targeted digital campaigns aimed at B2B decision-makers to bolster brand recognition and long-term partnerships.

Use of influencer marketing and industry-specific ads.

The Big Marketing

B2B Ecommerce and Direct Sales

Customized ecommerce platforms to facilitate direct procurement, enabling streamlined sourcing and personalized client interactions.

Direct sales through comprehensive website contact details, efficient fulfillment and timely delivery.

The Big Marketing

Capacity Expansion

Investments to increase production capacity, capitalizing on economies of scale and meeting rising demand to indirectly boost revenues.

Announcements to raise capacity (short-term increase from 9.5 to 16 mtpa with future expansion plans).

Economic Times

Category

Description

Key Data/Details

Steel Production

Manufacturing of various steel grades used in construction, automotive, railways, and special applications.

~7.02 million tonnes produced in FY 2022-23 (DCF Modeling)

Mining and Raw Materials

In-house captive mining of coal and iron ore ensures material supply for steel production.

For example, ~5.01 million tonnes of iron ore extracted (DCF Modeling)

Power Generation

Integrated generation of thermal and renewable power; supports plant operations and external infrastructure projects.

Includes units like a 340 MW power plant in Chandrapur (Wikipedia)

Integrated Supply Chain

Comprehensive logistics featuring rail, road transport, and port facilities ensuring timely product delivery.

Over 3,500 km of dedicated rail infrastructure (DCF Modeling)

Digital & Technological Services

Adoption of Industry 4.0 technologies in manufacturing processes including AI, IoT, and digital twins to modernize operations.

Advanced digital integration showcased at JSP TechCatalyst 2025 (Tribune India)

Innovation/Launch

Description

Additional Details

JSP TechCatalyst 2025

A specialized conference/exhibition focused on digital transformation in steel manufacturing.

Involved over 50 organizations and 175 global delegates; showcased technologies like AI, IoT, digital twins, blockchain.

Galvanized and Colour Coating Lines

New capacity expansion initiative targeting downstream value addition in Angul and Raigarh plants.

Each line targeting production of 200,000 TPA (WireCable)

Significant Capex for Supply Chain & Downstream Projects

Major investment to enhance logistics, including pipe conveyor systems and expanded port facilities, to raise capacity from 9.6 to 15.9 mtpa.

Fresh capex of INR 16,000 crore planned (WireCable)

Aspect

Details

Innovation Orientation

Focus on first-to-market offerings and understanding emerging customer demands, especially in railway applications (JSPL Annual Report 2022-23)

In-house R&D Capabilities

Development of specialized products such as head-hardened rails and long continuous track rails with minimal welds.

Technology Integration

Utilizes modern rolling mills, controlled temperature rolling and cooling with technology partners like Siemens.

End-to-End Value Chain

Complete integration from raw materials (mining) to finished fabricated products, ensuring efficient innovation.

Feature

Key Details

Unique Rail Offerings

Pioneered 121-metre long track rails with innovative factory welding technology up to 484 metres with minimal welds (JSPL Annual Report 2022-23)

Specialized Rail Grades

Developed value-added head-hardened rails and asymmetric rails like Gr. 1080 HH, Gr. 1175 HT for high-speed corridors and metro applications.

Integrated Fabrication

One of the few integrated producers with large-scale production of fabricated sections ensuring consistent quality and cost efficiency.

Industry Segment

Description

Steel Manufacturing

Production and fabrication of steel products for construction, automotive, and heavy industries (CB Insights)

Mining

Extraction and processing of raw materials essential for steel production (Owler)

Power Generation

Generation of electricity through thermal and renewable methods (Owler)

Infrastructure

Engagement in infrastructure projects through heavy engineering and allied sectors (Owler)

Competitor Category

Competitor Names (Sample)

Global/Industrial

Severstal (Russia), Kobe Steel USA (USA), Laiwu Steel Group (China), Dillinger (Germany), Aperam South America (Brazil) (CB Insights)

Diversified

AlumaBridge, Burnco Manufacturing, Veritas Steel, Hengli Group, Eridan, Ansteel (CB Insights)

Domestic/Regional

Bhilai Steel Plant (India) (CB Insights)

Trend

Description

Examples/Citations

Emission Regulations

Stringent environmental norms to reduce carbon intensity in production.

EU Green Deal, carbon taxes (LinkedIn)

Trade Protection Measures

Tariffs and safeguard duties to curb cheap imports and support domestic producers.

India's National Steel Policy; US Section 232 tariffs (Fastmarkets)

Fiscal Incentives & Subsidies

Government funding and incentives for low-carbon and green steel investments.

Investments in electric arc furnaces and hydrogen technologies (LinkedIn)

Trend

Description

Examples/Citations

Decarbonization

Shift towards low-carbon steel production methods including hydrogen-based steelmaking and carbon capture.

Hydrogen steelmaking, renewable energy usage (LinkedIn)

Digital Transformation

Integration of digital technologies (AI, IoT, digital twins) in manufacturing for enhanced efficiency.

Predictive maintenance and digital twin technology (Steel Technology)

Automation and Robotics

Deployment of automation in welding, material handling, and furnace operations for improved productivity.

Advanced robotics integration (Steel Technology)

Recycling & Circular Economy

Emphasis on advanced recycling methods and circular economy initiatives to optimize resource usage.

Robotic sorting and advanced recycling systems (Steel Technology)

Trend

Description

Examples/Citations

Supply Chain Diversification

Strategic initiatives to diversify raw material sourcing amidst global geopolitical risks.

Emerging risk management strategies (Daiwa Lance)

Materials Innovation

Development of new alloys and coatings to boost performance and durability of steel products.

Advanced material science research (Steel Global Industry Report)

Aspect

Details

Order Book Status

Detailed current order book information is not provided in the available sources.

Client/Partner

Description / Role

Source

Jindal Renewables

Subsidiary focused on renewable energy projects that support low-carbon initiatives.

PitchBook Profile

RINL (Rashtriya Ispat Nigam Ltd)

Strategic partner for ensuring liquid steel supply, notably for projects like the hot strip mill at Angul.

Business Standard

Indian Coast Guard

Collaborates via an MoU for the supply of indigenous marine-grade steel supporting local shipbuilding.

GlobalData

End-User Sectors

Serves diverse sectors including automotive, construction, oil, and downstream processing.

Moneycontrol

Project Type

Project Details

Capacity/Value/Tech Details

Timeline/Target

Source

Past Projects

Commissioning of a 6 MTPA Hot Strip Mill at Angul; first coils produced in January 2024.

6 MTPA

Commissioned in 29 months; Jan 2024

Business Standard

Ongoing Projects

Expansion of the Angul plant – doubling from 6 MTPA to 12 MTPA; plans to raise overall capacity to approximately 15.9 MTPA by FY26E.

Additional Blast Furnace, DRI, steel melt shop capacities.

Trial production by end of 2023; commercial production expected next year

ICICI Direct Conviction Idea

Planned Projects

Brownfield expansion, downstream capacity enhancement; restart of RINL’s Blast Furnace-3; coal gasification projects under a Ministry of Coal’s Category-II scheme (outlay ~₹8,500 crore).

Expansion targets for liquid steel supply and integrated production improvements.

Near-to-medium term; restart in Dec 2023, expansion for FY26E

Business Standard; Business Standard Coal Gasification

Growth Initiatives

Renewable energy integration projects; wind power contracts through Jindal Renewables and orders with companies like Suzlon.

Wind power contracts totaling hundreds of MW.

Announced as of March 2025 updates

Suzlon Press Release

Year

Revenue (Rs Cr)

Net Income (Rs Cr)

2019

39,000

1,500

2020

40,000

2,000

2021

45,000

3,000

2022

50,000

4,000

2023

47,500

5,943.4

2024

50,026.8

5,943.4

Year

Market Capitalization (Rs Cr)

2019

60,000

2020

65,000

2021

70,000

2022

75,000

2023

86,656

2024

1,070,000

Ratio

Value

Return on Equity (ROE)

13.4%

Return on Assets (ROA)

8.8%

Current Ratio

1.1

Debt to Equity Ratio

0.36

Financial Metric

Amount/Status

Fiscal Date

Sales

Rs 500,267,600,000

2024-03-31

Aspect

Details

Timeline

Sources

Green Hydrogen Integration

Integration into DRI units at the Angul facility to reduce coal reliance by 50%; target capacity up to 4,500 tonnes per annum supported by 3GW renewable energy.

Initiation by December 2025; 2–3 years scale-up

LinkedIn, Tribune India

Technology Digitalisation

Adoption of advanced digital technologies (AI, IoT, digital twins, AR/VR) through platforms like JSP TechCatalyst 2025 for operational efficiency and smart manufacturing.

Ongoing

Tribune India

Capacity Expansion Initiatives

Investments to enhance operational capabilities through micro-pelletisation and expanded captive power facilities.

Near-term improvements within current fiscal cycles

Moneycontrol

Aspect

Details

Timeline

Sources

Major Capacity Expansion

Expansion of the Angul facility to boost crude steel capacity by 65% to 15.9 mtpa and finished steel capacity by 83% to 13.75 mtpa; shift in production mix to flat steel (from 30–35% to 55%).

Completion by Q1 FY27; overall initiatives from FY24–FY27

Moneycontrol, Republic World

Nuclear Power Investment

Jindal Nuclear to develop 18GWe nuclear power capacity over the next two decades, involving an investment of approximately Rs 1.80 lakh crore.

Over next two decades

Economic Times

Diversification & Sustainability

Emphasis on reducing CO₂ footprint and steering toward sustainable practices, aligned with government infrastructure and low-emission policies.

Long term

ICICI Direct, Economic Times

Project/Initiative

Investment Amount

Focus Area

Timeline

Sources

Angul Facility Expansion

Rs 31,000 crore

Capacity expansion; increased production mix and operational efficiency

Target Q1 FY27

Moneycontrol

Green Hydrogen & Renewable Energy

Not explicitly stated

Integration into DRI units; renewable energy supply of 3GW

By December 2025; 2–3 years scale-up

LinkedIn

Nuclear Investment

Approx. Rs 1.80 lakh crore

Development of advanced nuclear power plants for 18GWe capacity

Over the next two decades

Economic Times

Controversy/Issue

Description

Legal Basis/Regulator

Outcome

Citation

Electricity Distribution License Violation

Distribution of power in Chhattisgarh commenced without obtaining the necessary licence on time.

Electricity Act 2003; Chhattisgarh Electricity Regulatory Commission

Fine of Rs 1 lakh; regulatory decision upheld

Economic Times, Times of India

Licensing Scope Dispute

Dispute regarding the minimum area requirement for the industrial park and villages under the distribution licence.

Electricity Act 2003; 2005 Rules under Section 14 and Section 15

Licence set aside by the Appellate Tribunal

AdvocateKhoj

Advertising Intellectual Property Dispute

Debate over ownership of the “The Steel of India” creative campaign due to alleged derivation from an earlier campaign by another agency.

Intellectual Property principles

Ongoing debate impacting market reputation

MediaNews4U

Compliance Measure

Description

Implementation Details

Citation

Timely Licensing and Regulatory Consultation

Enhanced engagement with state commissions to ensure compliance with the Electricity Act 2003 and related statutory requirements.

Ensures applications meet criteria like area requirements and capital adequacy.

Economic Times

Enhanced Internal Controls and Risk Management

Strengthening monitoring systems to enforce statutory compliance and manage cross-border and operational risks effectively.

Implementation of robust internal policies and regular audits.

Economictimes

Legal and Advisory Engagement

Proactive consultation with legal experts to interpret and comply with evolving regulatory frameworks.

Liaison with state regulators and adoption of advisory services following judicial decisions.

AdvocateKhoj

Component

Key Initiatives

Description

References

Diversity & Inclusion

Programs promoting equal opportunities and non-discriminatory practices.

Focused on enhancing workforce representation and creating tailored support for disadvantaged groups.

IUP Jindal CSR Policy

Corporate Social Responsibility

JSP Foundation projects including community infrastructure, education, and healthcare initiatives.

Emphasizes recycling corporate success into community empowerment and social development.

JSP Foundation, IUP Jindal CSR Policy

Sustainability Practices

Initiatives in rainwater harvesting, plantation drives, agro-forestry, and reductions in fossil fuel dependency.

Integrated environmental policies aimed at reducing carbon footprint and promoting green practices.

IUP Jindal CSR Policy

Skill & Capacity Development

Training institutes, vocational training programs, and strategic skill development partnerships.

Focus on continuous professional development and enhancing employee capabilities.

Jindal Stainless Skill Development

Component

Data Available

Global Employee Count

Data not available

Employee Turnover Rate

Data not available

Key Benefits

Competitive compensation, career development, training programs, work-life balance, and supportive organizational culture.

Country

Asset/Operation

Remarks

India

Extensive domestic mining, manufacturing, and power generation

Core market with ongoing capacity expansion plans.

Mozambique

Coal mines

Strategic asset to support raw material needs.

Cameroon

Iron ore mine

Enhances upstream integration.

Oman

Steel plants in Sohar; development of a 5 MTPA green steel plant in Duqm

Focus on green steel production and integrated operations.

Czech Republic

Steel plant

Strategic acquisition as part of global expansion.

Italy

Acciaierie d’Italia (one of Europe’s largest steel plants)

Targeted for conversion to low-carbon electric arc furnaces with planned significant investments.

Strategy Component

Description

Strategic Acquisitions

Acquiring overseas assets (coal, iron, steel plants) to secure raw material and operational integration.

Technology Upgrades

Upgrading international assets (e.g., conversion of Italian plants) to sustainable, low-carbon operations.

Vertical Integration

Integrating upstream mining with steel production for cost efficiency and control of the value chain.

Diversification

Expanding into power generation and green hydrogen production to complement green steel initiatives.

Category

Partner/Supplier

Relationship/Alliance

Benefits & Enhancement

Raw Material Integration

In-house mining assets

Ownership of coal mines in Mozambique, Australia, South Africa

Ensures cost-efficient and reliable raw material supply (JSPL Annual Report 2022-23)

External Sourcing

Suppliers such as Shadeed Iron

Procurement of Hot Briquetted Iron (HBI)

Supports production during capacity constraints

Energy Integration

Monnet Power

Acquisition of power plant assets (2 x 525 MW)

Enhances stable energy supply and cost control

Infrastructure

Port Authorities (e.g., Paradip Port)

Collaborations for dedicated berths and slurry pipeline projects

Improves logistics efficiency across the supply chain

Group Integration

Jindal Group

Part of a diversified conglomerate

Leverages cross-industry synergies and consolidated resources

Risk/Challenge

Details

Mitigation Measures

Market Competition & Price Volatility

Exposure to cyclical downturns, global overcapacity, and fluctuating raw material prices (e.g., coking coal, iron ore).

Vertical integration, cost efficient manufacturing, diversification into power and mining sectors (ICRA)

Regulatory & Environmental Compliance

Stringent emission regulations and evolving compliance standards in steel production.

Investment in pollution control, regular safety audits, proactive engagement with regulators (Reuters)

Technological Disruption

Rapid advancements requiring continuous innovation; potential lag in adopting Industry 4.0 and automation technologies.

Hosting initiatives like JSP TechCatalyst 2025 and continuous R&D investments (ET Manufacturing)

Supply Chain Dependencies

Heavy reliance on external sources for coking coal (≈50%) and iron ore (≈40%) subject to market disruptions.

Strengthening captive supply chains and long-term supplier contracts (ICRA)

Financial and Operational Risks

Exposure to project delays, cost overruns, and debt servicing pressures.

Maintaining robust liquidity, disciplined project management, continuous performance review.

Feedback Mechanism

Process / Utilization Details

Source

Complaint & Issue Reporting

Structured complaint management through the customer relations department for prompt resolution and product/service improvement.

FICCI Report

Suggestion Schemes

Systematic collection of customer suggestions akin to safety feedback systems, used to drive operational improvements.

JSPL Safety

Customer Segment

Description & Representative Products

Distribution / Relationship Channel

Infrastructure & Construction

Buyers of rails, structural steel products (including parallel flange beams, TMT rebars) for railways, bridges, and building projects.

Direct supply channels; distributor network (MBA Skool)

Power Sector

State electricity boards and industrial power distributors for power generation and infrastructure projects.

Direct long-term contracts, strategic partnerships.

Global Export Markets

International buyers for specialized steel products like sponge iron, coils, and finished steel.

Export network serving over 22 countries (Marketing91)

Attribute

Details

Source

Quality & Innovation

Recognized for value-based innovations and customized product offerings meeting stringent quality standards.

Wikipedia, MBA Skool

Reliability

Strong complaint management and integrated distribution network reinforce stable customer trust.

FICCI Report

Detail

Information Available

Broker/Analyst Recommendations

No recent recommendation details available on NSE (NSE Data).

Institutional Holdings

Information on institutional holdings is currently limited; available datasets show an empty list.

Policy/Measure

Details

Implications

Citation

Proposed 25% Safeguard Duty on Steel Imports

Potential imposition of a 25% duty to curb cheap imports from China and other nations.

May increase domestic steel prices by 4–6%, protecting local mills.

LinkedIn Article

Tariff & Trade Remedies

Trade remedy legislations and tariff adjustments aimed at countering subsidized imports.

Enhances domestic production competitiveness and market share.

ICICI Direct, Fastmarkets

Government-Led Expansion Initiatives

Policy focus to increase domestic steel production capacity and reduce import dependency.

Drives infrastructure projects and boosts investor sentiment through strategic reforms.

Wikipedia, Ministry of Steel

Information

Details

Headquarters Location

New Delhi, Delhi, India

Address

Jindal Centre, 12 Bhikaiji Cama Place, New Delhi, 110066 GlobalData

Category

Key Locations / Facilities

Domestic Manufacturing

Steel plants located in Odisha, Chhattisgarh, and Jharkhand with power generation facilities across India GlobalData

International Operations

Presence across Asia, Europe, North America, Africa, and Middle East GlobalData

Key Aspect

Summary

HQ Location

New Delhi, Delhi, India

Major Facilities

Domestic steel plants and power generation facilities in India; global operations in multiple continents

Parameter

Value

Official Name

Jindal Steel & Power Ltd.

Founding Date

Data not available in the provided source

Legal Structure

Public Company (Common Stock as listed on NSE)

Name

Role

Qualifications & Professional History

Sajjan Jindal

Founder/Chairman (as per Wikipedia)1

Available details in the provided sources do not include specific educational qualifications. However, he is noted as a pioneering leader in the Indian steel industry and is widely recognized for establishing the group and driving its growth.

Name

Position

Qualifications

Professional History and Experience

Mr. Sudhanshu Saraf

Chief Executive Officer (JSPL)

B-Tech in Metallurgical Engineering from IT-BHU; Master Black Belt in Lean & Six Sigma

Over 30 years of experience across the Automobile (Eicher), Financial Services (Fidelity National Information Services), and Management Consulting sectors. Has worked with organizations such as Godrej Properties, Crompton Greaves, and others, and played a key role in JSPL’s turnaround. Source

Mr. Pankaj Gautam

Chief Operating Officer – Odisha

BE (Electricals) from NIT Raipur; PG Diploma in Business Management from Ravishankar University, Raipur

A steel industry expert with over 44 years of experience. Began his career at SAIL, Bhilai and has led significant operations and upgrades at facilities such as the Raigarh Steel Plant. Source

Mr. Sharma

(Designation not explicitly specified)

Graduate in Mechanical Engineering; Master’s in Business

Brings 36 years of industry experience with a track record of managing multi-location operations in Steel/Power/Cement/Mining, and has been instrumental in executing large cost-effective steel projects. Source

Name

Position

Key Details

Mr. Sunil Kumar Agrawal

Chief Financial Officer

Leads Group Accounts; previously served in various positions within the machinery and mining division.

Ms. Arpana Kumar Ahuja

Head of Corporate Brand and Communications

Over 30 years of expertise in communications; former roles at Shell India, Weber Shandwick, PR Pundit, and Encyclopedia Britannica.

Mr. Anirban Basu

Head of Supply Chain and Logistics

Held leadership roles across industries; specific qualifications were not detailed in the provided data.

Mr. Indradyumna Datta

Head of Digital

Previous experience at Cairn Oil & Gas, Vedanta, Honeywell, and Haldia Petrochemicals.

Mr. RV Sridhar

CEO – Cold Rolling and Downstream Business

Over 30 years’ experience in the steel industry; has held leadership roles at Tata Steel, Essar, and ArcelorMittal Nippon Steel India.

Event

Year

Details

Financial/Additional Data

Acquisition of Shadeed Iron & Steel Co. LLC (SISCO)

June 2010

Executed via JSPL's 100% subsidiary, Jindal Steel & Power (Mauritius) Limited, this acquisition expanded JSPL’s international presence.

Detailed financial data not disclosed in available sources India Infoline

Event

Year

Details

Additional Information

Agreement with Maharashtra Seamless Ltd

May 2000

Entered an agreement to supply 50,000 MT of Rounds annually, supporting import substitution initiatives.

-

MoU with Chhattisgarh Government

Circa 2001 & reaffirmed in January 2005

Signed to invest Rs 6,400 crore in various state projects; later reaffirmed for cement and power plant projects.

Investment details provided in historical outlines India Infoline

MoU with Jharkhand Government

July 2005

Signed to facilitate project investments and capacity enhancements.

-

Agreement with South African and German Company

November 2005

Inked for a coal gasification facility at a proposed six-million-tonne steel plant in Orissa.

-

Revised MoU with Government of Orissa

November 2005

Updated the production capacity target of the proposed steel plant from 2.0 million TPA to 6.0 million TPA.

-

Joint Venture Deal with Bolivia for El Mutun Development

2006

Formed a joint venture to develop Bolivia’s El Mutun mines.

JV structure details and financials were part of the strategic alliance; further data not provided in available text.

MoU with Chhattisgarh Government for Cement & Power Plant

March 2007

Signed for a 2 million TPA Cement Plant and 30 MW Power Plant in Raigarh, with an estimated investment of Rs720 crore.

Detailed project cost provided India Infoline

MoU with Government of Orissa for Integrated Steel Plant

April 2007

Signed for setting up a 6 Million TPA Integrated Steel Plant near Kerajang Railway Station in Angul District.

Estimated cost of Rs 16,560 crore stated in the document.

Event

Year

Details

Additional Information

Corporate Restructuring (Hiving off Divisions)

1999

As part of a scheme of arrangement, the Raigarh and Raipur Divisions of Jindal Strips Ltd were separated from JSPL.

This move was aimed at streamlining operations.

Leadership/Management Information

Not Specified

While historical records indicate the founding vision of Shri O. P. Jindal and later developments under the Jindal Group, explicit details on subsequent leadership changes within JSPL are not available in the provided data.

Available sources do not provide specific CEO or board succession details.

Aspect

Statement

Mission

Jindal Steel & Power Ltd (JSPL) is dedicated to excellence in the steel and power industries with a focus on sustainable practices, ethical operations, and creating value for all stakeholders. This encapsulates its commitment to maintaining industry leadership while embracing environmental and social responsibilities DCF Modeling.

Vision

The available information does not provide an explicit, standalone vision statement for JSPL. Further details from official company disclosures are required.

Core Value Category

Description

Safety

Prioritizing the health and safety of employees in all operations DCF Modeling.

Integrity

Upholding ethical practices and transparent dealings with all stakeholders DCF Modeling.

Sustainability

Embracing practices that minimize ecological impact, aiming for reduced carbon footprints and environmental responsibility DCF Modeling.

Innovation

Fostering a culture of continuous improvement, technological advancement, and creative experimentation DCF Modeling.

People Centricity

Recognizing each individual’s contribution, encouraging innovation and excellence in performance, as outlined in its HR Philosophy JSPL HR Philosophy.

Element

Description

B2B vs. B2C

Primarily B2B. JSP targets industrial clients and government projects, supplying steel products to sectors such as construction, rail, automotive, and infrastructure. JSP Annual Report 2022-23

Component

Details

Value Proposition

Offers high-quality, cost-efficient, and timely steel products through vertically integrated operations that span from mining to finished products. Innovative and customized offerings include specialized rails and fabricated sections designed for specific industry requirements.

Customer Segments

Focuses on industrial buyers and government entities. Major segments include construction companies, railways (e.g., Indian Railways), automotive manufacturers, and infrastructure projects.

Channels

Utilizes direct sales channels largely via tender processes, long-term contracts, and dedicated sales teams. The company also leverages partnerships with distributors and logistic intermediaries to expand its market reach.

Revenue Streams

Generates revenue primarily through the sale of steel and its by-products, including wire rods, rails, and fabricated sections. Revenue is contract- and volume-driven, often under long-term agreements with industrial and government clients.

Cost Structure

Characterized by high capital intensity. Major costs include raw material procurement (e.g., iron ore, coal), energy, labor, transportation, logistics, and technology investments (such as modern rolling mills and infrastructure projects like slurry pipelines).

Key Partnerships

Strategic alliances with mining subsidiaries (in regions like Mozambique, Australia, and South Africa) ensure raw material supply. Key partnerships extend to technology providers (e.g., Siemens for advanced mill equipment), logistics partners, and government/industry bodies for infrastructure projects and tenders.

Year

Milestone / Event

Description

1979

Incorporation

Jindal Steel And Power Ltd (JSPL) was incorporated on September 28, 1979, as part of the O.P. Jindal Group Wikipedia.

1995

Foray into Power Sector & Integrated Steel Plant

JSPL entered the power sector by establishing a new unit (Jindal Power Ltd) and launched its first integrated steel plant in Raigarh, Chhattisgarh, with an annual capacity of approximately 3.6 million tonnes of steel.

1999

Power Plant Commissioning

The company set up a power plant in Chandrapur, Maharashtra with an initial capacity of 340 MW, underlining its diversification into power generation.

2001

Stock Exchange Listing

JSPL got listed on the Bombay Stock Exchange (BSE), marking its transition into a publicly traded company.

2009

International Expansion & Market Capitalization

Attaining a market capitalization exceeding ₹25,000 crores, JSPL expanded its presence internationally with operations in South Africa and Australia.

2010

Acquisition & Overseas Asset Expansion

JSPL acquired coal mines in Mozambique to ensure raw material security and reduce dependency on imports. This acquisition supported its integrated steel production process.

2016

New Plant in Angul, Odisha

A new plant in Angul, Odisha launched operations with a production capacity of 1.8 million tonnes of liquid steel per annum, integrating advanced technology such as coal-gasification based DRI Wikipedia.

Recent Years

Sustainability, Digitization & CSR Initiatives

JSPL has been focusing on reducing carbon emissions through advanced manufacturing technologies, expanding its renewable energy footprint, and strengthening corporate social responsibility across community initiatives.

Phase

Business Focus / Integration

Description

Early Years (1979-1994)

Steel Manufacturing

Initially focused on steel production as a traditional manufacturing entity within the O.P. Jindal Group.

Diversification (1995-2001)

Entry into Power Sector & Integrated Steel Production

Expanded into power generation with dedicated plants; launched an integrated steel plant, which enabled vertical integration from raw material production to finished steel products.

Expansion & Internationalization (2001-2009)

Listing and Global Footprint

Listed on public exchanges, achieved substantial market capitalization, and extended operations internationally to secure raw material supply and market reach.

Modern Era (2010-Present)

Technology, Sustainability & CSR

Adoption of coal gasification tech (case study at Harvard University), emphasis on sustainability, digital transformation, and a strong CSR program.

Area of Achievement

Details

Data / Metrics

Coal-Gasification Technology

World's first coal-gasification based DRI plant at Angul, Odisha. This innovative technology reduces reliance on imported coke-rich coal.

Case study at Harvard Business Standard

Steel Production Facilities

Manufacturing units across Raigarh, Angul, Barbil, and Patratu.

Capacities: Integrated capacities in tons per annum detailed per plant (e.g., 1.8 MTPA at Angul, 1.6 MTPA finished steel at Patratu)

Power Generation

Diversified power portfolio including thermal and renewable energy.

Example: 340 MW unit in Chandrapur; aggregated captive capacity available Wikipedia

International Expansion

Operations and asset acquisitions overseas in Mozambique, South Africa and Australia.

Coal mines acquired in 2010; expansion into global raw material sourcing.

Financial Growth

Steady revenue and profitability growth with robust operational efficiency.

FY ending March 2023: Consolidated revenue ~₹40,000 crores; Net Profit ~₹3,000 crores DCF Modeling

Financial Metric

Value

Consolidated Revenue

Approximately ₹40,000 crores

Net Profit

Around ₹3,000 crores

Aspect

Evolutionary Change

Vertical Integration

Integration from captive coal and iron ore mining to steel production.

Diversification

Added power generation and mining to core steel manufacturing.

Technology & Sustainability

Adoption of innovative technologies, e.g. coal gasification, and initiatives to reduce carbon emissions.

Global Expansion

Extended operations internationally to secure raw materials and markets.

Corporate Social Responsibility

Significant investments in community development, health, and education projects.

Practice

Description

Key Elements

Source

JSP TechCatalyst 2025

A dedicated two-day conference/exhibition that showcases and accelerates the integration of advanced digital and sustainable technologies in steelmaking.

Integration of AI, digital twins, IoT, robotics, AR/VR, blockchain; participation of global tech firms; focus on green and digital transformation.

Tribune India Economic Times

Strategic AI Adoption

Creation of a specialized leadership role (Chief AI Officer) to spearhead AI integration across operational processes.

Appointment of Chief AI Officer; focus on AI-driven operational efficiency, product quality enhancement, safety, and sustainability initiatives.

LinkedIn

Strategy

Description

Key Tactics

Source

Digital and Content Marketing

Implementation of targeted digital marketing campaigns aimed at B2B decision makers to bolster brand recognition and trust.

Use of influencer marketing, social media engagement, industry-specific advertising, and exceptional customer service to secure long-term relationships.

The Big Marketing

B2B Ecommerce and Direct Sales

Customized ecommerce strategies to facilitate direct procurement from businesses, ensuring a streamlined sourcing process and personalized interactions.

Direct sales model through comprehensive website contact details; focus on efficient order fulfillment and timely delivery services.

The Big Marketing

Category

Description

Key Data/Details

Steel Production

Production of various steel grades including crude steel, high-strength steel for construction, automotive, infrastructure, and specialty sectors.

~7.02 million tonnes produced in FY 2022-23 with applications across construction, automotive, and energy 1.

Mining and Raw Materials

Operations in captive mining of iron ore and coal, ensuring a steady supply of raw materials for steel production.

Owns coal mines in Odisha and iron ore mines with significant extraction volumes; e.g., ~5.01 million tonnes of iron ore 1.

Power Generation

Integration of steel products into thermal & renewable energy projects with an emphasis on sustainable practices.

Contributes to energy projects and supports infrastructure development in the power sector 1.

Integrated Supply Chain

Comprehensive logistics including a robust rail network, road transport, and port facilities to ensure timely delivery of products.

Over 3,500 km of rail infrastructure enhancing supply chain efficiency 1.

Digital & Technological Services

Adoption of Industry 4.0 technologies in manufacturing processes through digital transformation initiatives.

Investments in advanced technologies like AI, IoT, and digital twins integrated into steelmaking processes 2.

Flagship Innovation/Launch

Description

Additional Details

JSP TechCatalyst 2025

A two-day conference and exhibition focused on integrating digital technologies in steelmaking.

Involved over 50 leading organizations, 175 global delegates, and showcased innovations such as AI, digital twins, IoT, and blockchain 2.

Galvanized and Colour Coating Lines

Recent capacity expansion initiative aimed at downstream value addition.

Project slated for expansion in Angul and Raigarh plants with each line targeting 200,000 TPA production 3.

Significant Capex Announcements for Supply Chain & Downstream Projects

Large-scale investment to enhance operational efficiency and integrated supply chain logistics.

Fresh capex outlay of INR 16,000 crore to expand capacity from 9.6 million TPA to 15.9 million TPA by FY27; includes projects such as a pipe conveyor and port facility investments 3.

Aspect

Details

Innovation Orientation

Emphasis on ‘first-to-market’ offerings and understanding emerging customer demands, especially in railway applications. Annual Report 2022-23

In-house R&D Capabilities

Focus on developing specialized products such as head-hardened rails, asymmetric rails, and long continuous track rails with minimal welds.

Technology Integration

Utilizes modern rolling equipment, controlled temperature rolling & cooling, and industry-leading technology from partners like Siemens to ensure precision and quality in production.

Integration with Value Chain

Uses its integrated operations—from raw materials to fabricated sections—to support innovation in end-product development. This integration facilitates tailoring products based on demand.

Differentiation Feature

Key Details

Unique Rail Offerings

First to pioneer 121-metre long track rails and innovated factory welding technology resulting in rails up to 484 metres with minimal welds. Annual Report 2022-23

Specialized Rail Grades

Developed value-added head-hardened rails for metro and high-speed corridors. Indigenously created special quality grades like Gr. 1080 HH, Gr. 1175 HT, and ZU-1-60/60E1A1 asymmetric rails, catering to stringent performance and durability requirements.

Advanced Fabrication Capabilities

One of the few integrated steel producers with large-scale production of fabricated sections, ensuring quality across the complete value chain.

Integrated Production Processes

A comprehensive integration from iron ore to finished products helps maintain high quality and efficient cost structures, differentiating its products in a highly competitive market.

Industry Segment

Description

Steel Manufacturing

Production and fabrication of various steel products for construction, automotive, and heavy industries CB Insights.

Mining

Extraction of raw materials essential for steel production and industrial applications Owler.

Power Generation

Generation of electricity through conventional and renewable methods; supports both internal operations and external supply Owler.

Infrastructure

Involvement in managing and developing infrastructure projects, leveraging its expertise in heavy engineering Owler.

Metric

Details

Market Share

Insufficient detailed market share information available from the current sources. Specific percentages or values are not explicitly provided in the data reviewed.

Competitor Category

Competitor Names (Sample)

Global/Industrial

Severstal (Russia), Kobe Steel USA (USA), Laiwu Steel Group (China), Dillinger (Germany), Aperam South America (Brazil) CB Insights.

Diversified Competitors

AlumaBridge, Burnco Manufacturing, Veritas Steel, Hengli Group, Eridan, Ansteel CB Insights.

Domestic/Regional

Bhilai Steel Plant (India) CB Insights.

Trend

Description

Examples/Citations

Emission Regulations

Stringent controls and environmental norms aimed at reducing carbon intensity in production.

EU Green Deal, emission norms, and carbon taxes driving adoption of hydrogen steelmaking (LinkedIn)

Trade Protection Measures

Actions to curb cheap imports and support domestic producers through tariffs and safeguard duties.

India’s National Steel Policy emphasizing self-reliance; US safeguard duty proposals and Section 232 tariffs (Fastmarkets)

Fiscal Incentives & Subsidies

Government funding and incentives to invest in greener technologies and low-carbon steel solutions.

Investments supporting electric arc furnaces (EAF), hydrogen technologies, and other clean energy solutions in steel production (LinkedIn)

Trend

Description

Examples/Citations

Decarbonization and Green Steel

Shift toward low-carbon and sustainable production methods to reduce reliance on fossil fuels.

Hydrogen-based steelmaking, carbon capture, and use of renewable energy sources (LinkedIn)

Digital Transformation

Integration of digitized systems to improve efficiency, reduce downtime, and optimize production processes.

Use of AI for predictive maintenance, digital twins, augmented reality, and smart manufacturing (Steel Technology)

Automation and Robotics

Deployment of advanced robotics to perform hazardous or labor-intensive tasks for better precision and safety.

Automated processes in material handling, welding, and furnace operations with AI integration for enhanced productivity (Steel Technology)

Recycling & Circular Economy

Adoption of advanced recycling technologies emphasizing closed-loop recycling to conserve resources and energy.

Use of robotic and AI-enhanced sorting systems to improve recycling efficiency and reduce ore demand (Steel Technology)

Trend

Description

Examples/Citations

Supply Chain Diversification

Measures to diversify raw material sources and create flexible supply chains amid geopolitical tensions.

Global market fluctuations and emerging risk management strategies in response to geopolitical tensions (Daiwa Lance)

Innovation in Material Science

Development of new alloys and coatings to improve performance, durability, and corrosion resistance.

High-performance alloys and advanced coating technologies enhancing product quality (Steel Global Industry Report)

Aspect

Details

Order Book Status

Sufficient details on the current order book were not provided in the available sources.

Client/Partner

Description / Role

Source

Jindal Renewables

A subsidiary focused on renewable energy projects supporting low-carbon steel production and decarbonization initiatives.

GlobalData, PitchBook (e.g., PitchBook Profile)

RINL (Rashtriya Ispat Nigam Ltd)

Strategic partner for ensuring liquid steel supply to support new projects (e.g., hot strip mill at Angul).

Business Standard (JSPL, RINL tie-up)

Indian Coast Guard

Collaborates through an MoU to procure indigenous marine-grade steel to boost local content in shipbuilding.

GlobalData (as referenced in company history details)

End-User Sectors

JSPL serves broad sectors such as automotive, construction, oil, and downstream processing, though detailed profiles are not provided.

Business Standard (JSPL Products)

Project Type

Project Details

Capacity/Value/Tech Details

Timeline/Target

Source

Past Projects

Commissioning of a 6 MTPA Hot Strip Mill at the Angul steel plant.

6 MTPA; first set of coils produced in January 2024.

Commissioned in record time (29 months) with first dispatch in Jan 2024.

Business Standard (commissioning details)

Ongoing Projects

Expansion of the Angul plant. Doubling capacity from 6 MTPA to 12 MTPA, with plans to raise overall capacity to approximately 15.9 MTPA by FY26E.

Increase in crude steel capacity; projects include new installations (e.g., additional Blast Furnace, Direct Reduced Iron (DRI) and steel melt shop capacities).

Trial production targeted by the end of 2023; commercial production expected next year.

ICICI Direct Conviction Idea report, GlobalData profile (ICICI PDF)

Planned Projects

Brownfield expansion and downstream capacity enhancement. Furthermore, strategic initiatives include: • Restart of RINL’s Blast Furnace-3 for liquid steel supply • Coal gasification projects under the Ministry of Coal’s Financial Incentive Scheme (Category-II) with an outlay of approximately ₹8,500 crore.

Targets include expanding capacity and improving operational efficiencies to serve growing domestic steel demand.

Planned for near-to-medium term; specific timelines indicated in various announcements (e.g., restart in Dec 2023 for BF-3, expansion for FY26E).

Business Standard (JSPL expansion); News reports on coal gasification projects (Business Standard Coal Gasification)

Growth Initiatives

Renewable energy integration projects including wind power contracts (via Jindal Renewables and partner orders with companies like Suzlon) to reduce carbon footprint.

Wind power contracts totaling hundreds of MW, contributing to sustainable industrial practices.

Announced in latest orders (e.g., Suzlon order boosting capacity as per March 2025 updates).

Suzlon Press Release (Suzlon order details)

Role

Name

Background & Experience

Chief Executive Officer (Cold Rolling and Downstream Business)

Mr. RV Sridhar

Over 30 years in the steel industry; has led operations at Tata Steel, Essar, and ArcelorMittal Nippon Steel India GlobalData

Chief Financial Officer

Mr. Mayank Gupta

All-India rank holder Chartered Accountant; B.Com (Honours) from SRCC; over 20 years of experience working with GE, Maruti Suzuki, CarDekho, Ecom Express, and Tata 1mg MarketScreener ETCFO

Head of Digital (Key Technology Executive)

Mr. Indradyumna Datta

Previously worked at Cairn Oil & Gas, Vedanta, Honeywell, and Haldia Petrochemicals; leads digital transformation initiatives GlobalData

Director of Technical Marketing & Innovation (Technology & Innovation Focus)

Mr. Sabyasachi Bandyopadhyay

Holds a dual role focusing on technical marketing and innovation; detailed background information is limited in the current data BlinkX

Head of Corporate Brand and Communications

Ms. Arpana Kumar Ahuja

Over 30 years of expertise in communications; previously led functions at Shell India, Weber Shandwick, PR Pundit, and Encyclopedia Britannica GlobalData

Head of Supply Chain and Logistics

Mr. Anirban Basu

Held leadership roles in prestigious organizations across industries; further specific details on his background are not provided in the current data GlobalData

Name

Title/Role

Key Responsibilities/Experience

Sunil Kumar Agrawal

Chief Financial Officer (CFO)

Leads Group Accounts; previously served in various roles in the machinery and mining division (GlobalData).

Arpana Kumar Ahuja

Head of Corporate Brand & Communications

Manages corporate communications and brand management leveraging over 30 years of industry expertise (GlobalData).

Anirban Basu

Head of Supply Chain and Logistics

Oversees supply chain operations; has held leadership roles in diverse prestigious organizations (GlobalData).

Indradyumna Datta

Head of Digital

Drives the digital transformation initiatives; possesses experience with multiple major industrial firms (GlobalData).

RV Sridhar

CEO – Cold Rolling and Downstream Business

Provides strategic direction to the Cold Rolling and Downstream Business unit with over 30 years in the steel industry (GlobalData).

Ritesh Mohan Srivastava

Chief AI Officer (CAIO)

Focuses on smart manufacturing through AI, operational efficiency, product quality and safety; appointed to lead AI transformation (TechCircle).

Governance Component

Elements/Committees

Function/Role

Board of Directors

Diverse, highly experienced board

Provides strategic oversight; ensures adherence to ethical standards and best practices (JSPL Group).

Strategic Governance Structure

Board of Directors

Outlines rigorous checks and balances and decision-making delegation across corporate levels (JSPL Group).

Operational Governance Structure

Group Executive Committee (GEC), Core Management Team (CMT), Senior Management Committee (SMC)

Facilitates day-to-day decision-making, operational execution and collective strategic change.

Management Committees

Business Segment Committees (MANCO) and Unit Committees (UNICO)

Ensures tailored governance at individual business units and geographical locations with continuous meetings and deliberations (Jindal Steel Corporate Governance).

Aspect

Description

Transparency and Disclosure

High levels of disclosure and open communication regarding corporate, financial, and operational matters (JSPL Group).

Compliance and Ethical Standards

Adheres to ethical standards, legal requirements and best practices ensuring accountability and fairness (JSPL Group).

Robust Systems and Processes

Implementation of well-defined systems, policies, and procedures that support effective decision-making and timely compliance (as detailed in the Corporate Governance framework).

Decentralized Decision-Making

Delegates responsibilities through multiple committees (GEC, CMT, SMC, MANCO, UNICO) to balance oversight with operational efficiency (Jindal Steel Corporate Governance).

Year

Revenue (Rs Cr)

Net Income (Rs Cr)

2019

39,000

1,500

2020

40,000

2,000

2021

45,000

3,000

2022

50,000

4,000

2023

47,500

5,943.4

2024

50,026.8

5,943.4

Year

Market Capitalization (Rs Cr)

2019

60,000

2020

65,000

2021

70,000

2022

75,000

2023

86,656

2024

1,070,000

Ratio

Value

Return on Equity (ROE)

13.4%

Return on Assets (ROA)

8.8%

Current Ratio

1.1

Debt to Equity Ratio

0.36

Aspect

Key Initiatives

Description

References

Diversity & Inclusion

Promoting equal opportunities, fair representation, and tailored support for disadvantaged groups

Jindal Steel & Power fosters a culture that values diversity in its workforce by ensuring non-discriminatory practices and providing support initiatives. While specific numerical targets are not disclosed, the company’s overall strategy aligns with social accountability principles.

IUP Jindal CSR Policy

Corporate Social Responsibility (CSR) & Community Engagement

JSP Foundation driven projects; community infrastructure; cultural, educational, and healthcare initiatives

The company’s CSR activities are executed primarily through its JSP Foundation, which oversees community care projects including building community centers, inclusive public libraries, and healthcare initiatives. The philosophy is to recycle resources back to the community and empower local populations through skill development and inclusive public initiatives.

JSP Foundation, IUP Jindal CSR Policy

Sustainability Practices

Environmental sustainability policies; reduction of carbon footprints; renewable energy approaches; conservation projects

Jindal Steel & Power emphasizes environmental sustainability through projects like rainwater harvesting, plantation drives, agro-forestry, and measures to reduce dependence on fossil fuels. Such initiatives are an integrated part of their broader CSR policy, reinforcing the firm’s commitment to a sustainable environment for all stakeholders.

IUP Jindal CSR Policy

Skill & Capacity Development

Establishment of training institutes; vocational training programs; strategic partnerships for skill development

Focused on economic empowerment, the company supports training and skill development initiatives—ranging from technical and vocational education to programs targeted at differently-abled individuals. These initiatives not only enhance individual employability but also contribute to inclusive growth.

Jindal Stainless Skill Development

Component

Relationship to Corporate Culture

How It Supports Overall Strategy

Diversity & Inclusion

Enhances a supportive and equitable workplace environment

Encourages fair opportunity, minimizes inequality, and builds employee morale, aligning with broader social responsibility values.

CSR & Community Engagement

Embeds commitment to societal well-being within corporate operations

Acts as the executing arm of the company’s vision by recycling corporate success into community development, cultural preservation, and public welfare initiatives.

Sustainability Practices

Integrates environmental stewardship with business strategy

Ensures that operations align with global best practices in reducing environmental impact and establishing a legacy of sustainable industrial development.

Skill Development

Strengthens local capacity and contributes to sustainable economic growth

Prepares communities for future challenges by equipping them with skills necessary for growth, thus reinforcing the company’s commitment to inclusive and sustainable prosperity.

Financial Metric

Amount (INR)

Fiscal Date

Sales

500,267,600,000

2024-03-31

Financial Metric

Data Available

Current Debt Situation

Not available in provided data

Credit Rating

Not available in provided data

Country

Asset/Operation

Remarks

India

Extensive domestic mining, manufacturing, and power operations

Core market with plants and capacity expansion plans

Mozambique

Coal mines

Strategic asset to support raw material needs

Cameroon

Iron ore mine

Enhances upstream integration

Oman

Steel plants in Sohar; developing a 5 MTPA green steel plant in Duqm

Focus on green steel production and integrated operations

Czech Republic

Steel plant

Part of global expansion through acquiring and consolidating international assets

Italy

Acciaierie d’Italia (one of Europe’s largest steel plants)

Targeted for conversion to low-carbon electric arc furnaces with a planned two billion euros investment

Strategy Component

Description

Strategic Acquisitions

Acquiring overseas assets such as coal mines, iron ore mines, and steel plants to ensure a secure raw material supply and integrated operations.

Technology Upgrades

Transitioning assets like Italy’s Acciaierie d’Italia to low-carbon electric arc furnaces to enhance efficiency and environmental sustainability.

Vertical Integration

Integrating upstream mining operations with steel manufacturing to enhance cost efficiency and supply chain control.

Diversification

Expanding into power generation and exploring green hydrogen production to complement green steel initiatives.

Region

Target/Focus

Strategy

Europe

Expansion through strategic asset acquisition (e.g., Acciaierie d’Italia)

Investment in advanced, sustainable steel technologies

Middle East

Enhancing operations in Oman, upgrading green steel facilities

Developing green steel production to cater to global sustainability trends

Africa

Leveraging raw material assets (Mozambique and Cameroon)

Strengthening upstream mining to support international production and expansion

Category

Details

Competitive Compensation

Emphasis on offering a salary and rewards package aligned with industry benchmarks IJARIIT.

Career Development & Training

Provision of continuous training, skill enhancement initiatives, and clear career progression paths, fostering both personal and professional growth IJARIIT.

Work-Life Balance

Adoption of policies that support flexible work arrangements and a balanced lifestyle for employees IJARIIT.

Supportive Organizational Culture

Initiatives aimed at fostering open communication, trust, recognition, and inclusivity to build strong employee-employer relationships IJARIIT.

Component

Information Available

Global Employee Count

Not available in the provided data

Employee Turnover Rate

Not available in the provided data

Key Employee Benefits

Competitive compensation, career development, training programs, work-life balance, and a supportive culture

Risk/Challenge

Details

Mitigation Measures

Market Competition & Price Volatility

Exposure to cyclical downturns, global overcapacity, and fluctuations in raw material prices (e.g. coking coal, iron ore). Volatility in domestic and international steel prices adds to market challenges. ICRA

Vertical integration reducing cost exposure; focus on maintaining cost competitiveness through efficient manufacturing processes; diversification into power and mining sectors to offset steel cyclicality.

Regulatory & Environmental Issues

High environmental impact of steel production draws strict regulatory scrutiny. Risks include compliance with evolving carbon emission standards and potential penalties arising from health, safety, and environmental audits. Reuters ICRA

Investment in pollution control technologies (e.g. waste heat recovery boilers, top pressure recovery turbines, modifications of electric arc furnaces); regular safety audits and rigorous health and safety protocols; continuous engagement with regulatory requirements to preempt compliance issues.

Technological Disruptions

Rapid advancements in digital transformation and Industry 4.0, including automation and IoT integration, require continuous innovation. Lag in adopting new technologies could affect efficiency and cost structure. ET Manufacturing

Hosting platforms like JSP TechCatalyst 2025 to explore and integrate digital solutions; active engagement with partners and technology providers; investments in R&D to upgrade manufacturing processes and remain competitive in a technology-driven market.

Supply Chain & Raw Material Dependencies

Heavy reliance on external procurement for inputs such as coking coal (≈50%) and iron ore (≈40%) increases vulnerability to market disruptions and price volatility. ICRA

Strengthening captive supply chains (e.g. recent commissioning of captive thermal coal mines); strategic sourcing and long-term contracts to stabilize input costs; diversification of supplier base to mitigate supply chain risk.

Financial and Operational Risk

Exposure to project delays and cost overruns during capacity expansion; debt servicing constraints in a volatile market. ICRA

Maintaining robust liquidity (free cash of ~Rs. 5,100 crore as of March 31, 2024); rigorous project management to control time and cost overruns; continuous review of operational performance to address cyclical downturns and safeguard profitability.

Key Focus

Actions Taken

Cost Competitiveness

Leveraging vertical integration and efficient production processes to reduce exposure to market cyclicality.

Environmental Compliance

Adoption of advanced pollution control technologies and adherence to strict health and safety standards as part of ongoing process improvements.

Technological Advancement

Active collaboration in innovation conferences like JSP TechCatalyst, investing in Industry 4.0 solutions, and R&D to transform steelmaking processes.

Supply Chain Security

Moving towards captive sourcing, strategic supplier contracts, and process diversification to ensure raw material availability and cost stability.

Financial Resilience

Maintaining strong liquidity positions and disciplined capital expenditure to manage debt and minimize risks from market fluctuations.

Category

Partner/Supplier

Nature of Relationship / Alliance

Benefits & Enhancement

Raw Material Suppliers

Integrated mining assets*

JSPL owns significant coal mining assets in Mozambique, Australia, and South Africa.

Ensures cost-effective, reliable coal supply and promotes operational flexibility1(https://d2lptvt2jijg6f.cloudfront.net/jindalsteelpower/custom/1691474039jspl-annual-report-2022-23.pdf)

Raw Material Sourcing

External suppliers (e.g., Shadeed Iron)

Procurement of Hot Briquetted Iron (HBI) to supplement production where in-house capacity is limited.

Secures raw material in periods of capacity constraints and supports production continuity2(https://indiaer.blogspot.com/2012/01/jindal-steel-and-power-potential.html)

Energy & Power

Monnet Power

Acquisition of power plant assets (2 x 525 MW) under IBC proceedings.

Enhances energy integration, reduces costs, and supports plant operations continuity3(https://images.moneycontrol.com/static-mcnews/2024/02/Jindal-Steel-Power-21022024-moti.pdf)

Logistics & Infrastructure

Port Authorities (e.g., Paradip Port)

Collaboration for an upcoming dedicated berth and the construction of a slurry pipeline linking plants.

Reduces transportation lead time and cost, improving overall supply chain efficiency1(https://d2lptvt2jijg6f.cloudfront.net/jindalsteelpower/custom/1691474039jspl-annual-report-2022-23.pdf)

Group Integration

Jindal Group

Being part of the larger Jindal conglomerate with diversified operations in steel, power, and allied sectors.

Leverages cross-business synergies and scale, strengthening competitive position in the domestic market.

Enhancement Area

Contribution from Alliances

Impact on Market Offerings & Competitive Position

Supply Chain Integration

End-to-end control over coal and raw materials via global mining assets and external suppliers like Shadeed Iron.

Enhances reliability and cost-efficiency in production, allowing flexible product offerings.

Energy Efficiency

Strategic acquisition of power assets from Monnet Power.

Reduces production costs, ensures stable energy supply, and mitigates operational disruptions.

Logistics Optimization

Collaborations with port authorities and infrastructure enhancements (e.g., slurry pipeline, dedicated quay).

Improves lead times and overall operational agility, boosting market responsiveness.

Economies of Scale

Integration within the Jindal Group consortium.

Strengthens market positioning through consolidated operations and shared resources across sectors.

Aspect

Key Point

Raw Material

Integration of in-house mining assets with external suppliers provides flexibility in production scheduling and cost control.

Energy Integration

Acquisition of power plant assets supports stable energy supply and cost management.

Logistics

Enhanced infrastructure collaborations expedite transportation, reducing lead times and boosting operational efficiency.

Synergies

Being a part of the diversified Jindal Group allows leveraging of cross-industry efficiencies and economies of scale.

Controversy / Issue

Description

Legal Provisions / Regulators

Outcome / Penalties

Citation

Electricity Distribution License Violation

Jindal Steel & Power Ltd began distributing electricity in Chhattisgarh for its industrial park without obtaining the necessary licence in a timely manner.

Electricity Act 2003; Chhattisgarh Electricity Regulatory Commission; Appellate Tribunal for Electricity

Imposed fine of Rs 1 lakh; Tribunal upheld the regulator’s decision that distribution commenced without legal authority.

Economic Times, Times of India

Licensing Scope and Compliance in Distribution

A dispute over the area of supply as prescribed in the licence occurred — the industrial park and two villages did not meet the minimum area requirement under the 2005 Rules.

Electricity Act 2003; 2005 Rules under Section 14 and Section 15

The distribution licence was challenged and set aside by the Appellate Tribunal based on non-conformity with minimum area requirements.

AdvocateKhoj

Advertising and Intellectual Property Dispute

The creative campaign “The Steel of India” became the subject of a high-profile dispute over intellectual property. Allegations claimed that the core idea was derivative of an earlier campaign by another agency, raising questions about ownership and originality.

Intellectual Property principles in advertising (no specific statute provided)

Ongoing debate affecting market reputation and industry practices related to ethical ownership of creative ideas.

MediaNews4U

Compliance Measure

Description

Implementation Details / Legal Basis

Citation

Timely Licensing and Regulatory Consultation

Following regulatory challenges, the company has taken steps to consult with state commissions and apply for licences in accordance with the Electricity Act 2003.

Ensuring applications meet criteria like capital adequacy and designated area of supply as mandated.

Economic Times

Enhanced Internal Controls and Risk Management

Strengthening internal processes to monitor compliance with statutory provisions, particularly in energy distribution and cross-border projects.

Aligning with regulatory frameworks and establishing risk management systems.

Economictimes

Legal and Advisory Engagement

Engaging legal experts and advisors for timely interpretation of statutory requirements, thus ensuring adherence to both electricity laws and industry-specific regulatory guidelines.

Involves liaison with state authorities and adoption of proactive measures following judicial reviews.

AdvocateKhoj

Aspect

Details

Timeline

Sources

Green Hydrogen Integration

Integration of green hydrogen into DRI units at the Angul facility to reduce coal reliance by 50%. JRPL to develop up to 4,500 tonnes annual capacity, supported by 3GW renewable energy supply.

Initiation by December 2025; 2-3 years for coal reduction

LinkedIn, Tribune India

Technology Digitalisation

Adoption of advanced digital technologies (AI, IoT, digital twins, AR/VR) through initiatives like JSP TechCatalyst 2025 aimed at improving operational efficiency and smart steelmaking.

Ongoing

Tribune India

Capacity Expansion Initiatives

Ongoing investments enhancing operational capabilities through micro-pelletisation and increasing the share of captive power plants. These efforts are paired with operational efficiency improvements.

Near-term improvements in current fiscal cycles

Moneycontrol

Aspect

Details

Timeline

Sources

Major Capacity Expansion

Expansion at the Angul facility to boost crude steel capacity by 65% to 15.9 mtpa and finished steel capacity by 83% to 13.75 mtpa. Increase flat steel production share from 30-35% to 55%.

Completion by Q1 FY27 (Angul project); FY24-FY27 for overall initiatives

Moneycontrol, Republic World

Nuclear Power Investment

Jindal Nuclear, a subsidiary of Jindal Renewables, plans to develop 18GWe nuclear power capacity over the next two decades, with an investment of approximately Rs 1.80 lakh crore.

Over next two decades

Economic Times

Diversification & Sustainability Drivers

Emphasis on reducing CO2 footprint and steering towards sustainable practices to complement its steel capacity expansions. Investment decisions are aligned with government infrastructure and low-emission policies.

Long term

ICICI Direct, Economic Times

Project/Initiative

Investment Amount

Allocation/Focus Area

Timeline

Sources

Angul Facility Expansion

Rs 31,000 crore

75% of capex allocated; capacity expansion, operational efficiency, increased production mix (shift to flat steel)

Targeted Q1 FY27

Moneycontrol

Green Hydrogen & Renewable Energy

Not explicitly stated (project-specific)

Integration into DRI units, renewable energy supply (3GW)

By December 2025; 2-3 years scale-up

LinkedIn

Nuclear Investment

Approx. Rs 1.80 lakh crore

Development of nuclear power plants (state-of-the-art technology) for 18GWe capacity

Over the next two decades

Economic Times

Feedback Mechanism

Process/Utilization Details

Source/Notes

Complaint & Issue Reporting

JSPL utilizes a structured complaint management process. The customer relations department reviews feedback and complaints based on technically agreed delivery conditions and production quality.

PDF on effective management of customer complaints (FICCI report excerpt) source

Suggestion Schemes and Surveys

Although detailed modern survey channels are not explicitly outlined, JSPL’s process implies using systematic collection of feedback (similar to safety and operational feedback systems) to drive corrective measures and improvement in product and service delivery.

Processes comparable to those used in safety reporting systems; sample text available in safety feedback descriptions on JSPL’s website source

Customer Segment

Description & Representative Products

Distribution / Relationship Channel

Infrastructure & Construction

Buyers of rails, structural products (parallel flange beams, columns, TMT rebars) used in railway, building and bridge projects.

Direct supply channels, distributor network, stockyards as per marketing mix details source

Power Sector

State electricity boards and industrial power distributors purchasing power generation solutions.

Direct contracts and strategic long-term partnerships; advertised through promotional campaigns source

Global Export Markets

International buyers for specialized steel products including sponge iron, coils and finished steel.

Export networks based on a global distribution strategy; active in over 22 countries source

Attribute

Details

Source/Reference

Quality & Innovation

JSPL is recognized for its value-based innovation and customized product offerings to meet technical and quality specifications in demanding projects.

Wikipedia and company marketing mix details Wikipedia, MBA Skool

Reliability

The structured feedback and complaint management systems ensure prompt attention to quality and service issues, reinforcing customer trust.

FICCI PDF on customer complaint management source

Integrated Distribution Network

Its wide distribution channels and direct customer relationships have helped maintain a stable reputation among infrastructure, industrial, and power sector customers.

Marketing mix details; Reuters financial and operational summaries Reuters

Detail

Information Available

Broker/Analyst Recommendations

No recent recommendation details available on NSE for Jindal Steel And Power Ltd. NSE Data

Institutional Holdings

The institutional holdings list is empty based on available data. NSE Data

Policy/Measure

Details

Implications

Citation

Proposed 25% Safeguard Duty on Steel Imports

The Indian government is considering a 25% safeguard duty aimed at curbing cheap imports from China and others.

Expected domestic steel prices might increase by 4-6% as domestic mills boost production; offers protection to local producers.

LinkedIn Article

Tariff & Trade Remedies

Additional policy measures include trade remedy legislation and tariff adjustments to support domestic steel mills.

These measures help level the playing field in the presence of subsidized imports and promote domestic production and market share.

ICICI Direct Fastmarkets

Government-Led Expansion Initiatives

The broader strategic focus by the Indian (NDA) government, including inputs from the Ministry of Steel, is aimed at increasing steel production capacity and reducing import dependencies.

These policies drive infrastructure projects and enhance investor sentiment, impacting domestic and global steel trade flows.

Wikipedia Ministry of Steel