Most and Least Nutritive Fruits In World Source: Pixabay Most and Least Nutritive Fruits An analysis of the 38 commonly eaten raw (as opposed to dried) fruits shows that the one with the highest calorific value is the avocado (Persea americana) with 741 calories per edible lb. That with the lowest value is cucumber with 73 calories per lb. Avocados probably originated in Central and South America and also contain vitamins A, C. and E and 2.2% protein. Biggest Apple An apple weighing 3 lb 1 oz was reported by V. Loveridge of Ross-on Wye, England in 1965. Largest Artichoke An 8-lb artichoke was grown in 1964 at Tollerton, N Yorkshire England, by A. R. Lawson Largest Broccoli A head of broccoli weighing 28 lb 14 3/4 oz was grown in 1964 by J. T. Cooke of Huntington, W. Sussex, England. Largest Cabbage In 1865 William Collingwood of The Stalwell, County Durham, England, grew a red cabbage with a circumference of 259 in. It reputedly weighed 123 lb. Largest Carrot A carrot weighing 11 ...
JAMSHEDPUR | TATA STEEL | PROFIT SHARING | SKILL
JAMSHEDPUR | TATA STEEL | PROFIT SHARING | SKILL
Profit-sharing:
From the profits of the year 1933-34, an amount was set aside towards payment of bonus to employees. This profit-sharing bonus scheme another offshoot of the trusteeship concept-led Tata Steel to blaze a new trail in the concept of labour-management partnership.
The scheme, on which is number of other schemes elsewhere have since been based, gave 30 per cent of the net profits. Labour's partnership in the Company, however, was not confined to this. In 1956, an agreement with the Tata Workers' Union laid the ground work for a closer association of employees with management in the working of the industry. A three-tier structure of Consultative Councils was set up to cover all the departments of the plant and the Town as a whole.
The Steel Company can record many other 'firsts' in matters of progressive labour policy. It introduced an eight-hour day as far back as 1912, long before it had been generally accepted in the United States or Europe. Leave with pay was introduced in 1920 at a time when it was unknown in either Great Britain or the United States in India it was not generally established by law until 1945.
A provident fund, at that time unknown in Britain, and not legalised in India until 1952, was started in Jamshedpur in 1920. Accident compensation was started in the same year and was much more liberal than the Workmen's Compensation Act.
Jamsetji's attitude towards labour was one of enlightened self-interest. He believed that an employee, contented, well-housed, well-fed and well looked after, would be a major asset for his employee, serving also to raise the standard of industry and labour in the country.
Skill And Know-how:
Similarly, in its product-mix through the years, the Company has laid emphasis not on profit alone but on the kind of goods which the country needed through war and peace. In 1919, when the then-Viceroy came to Sakchi to rename it, he said: "I can hardly imagine what we should have done during these four years( 1914-1918) if the Tata Company had not been able to give us steel rails."
This apart, the objective of rapid industrialisation was always kept in view. Three years after Independence, in 1951, a Modernisation and Expansion Programme was launched to raise capacity to 1.3 million ingot tons. Four years later, a contract worth Rs. 610 million was signed with Kaiser Engineers. Division of Henry J. Kaiser Co, U.S.A. to launch another programme.
Comparable to the real expansion of the plant which was undertaken at the end of World War 1. At the same time, the Steel Company gave freely of its skilled manpower, its know-how and experience to help the Government of Free India set up other steel mills although these would be powerful competitors.
The Fabric:
In sixty years, a sleepy village or a few straggling but has grown into a great industrial city of nearly half a million souls. Out of Jamsetji's dream has been woven the fabric of industrial India. For around the steel plant have grown just as Lord George Hamilton said they would a number of other industries. Each one in its own right, is a major step forward for our country. And all together
directly and indirectly, provide gainful employment to tens of thousands more of Indians in other parts of the nation. They do more, they have imparted skills which today become a very important part of freedom's heritage.
The Steel Company has what is perhaps the most comprehensive programme of technical training organised by any industry in our country a five-fold programme for men and women at all levels of education. In 1957, for instance, as a result ol a reorientation course, the Company was able to select 400 young graduate engineer the three Government steel plants. These later were sent to the U.K., Australia and the U.S.S.R. for further training in steelmaking and rolling. Another 300 operatives were also trained for the public sector plants.
Burma also asked Jamshedpur to help with training facilities. Apart from technical education, both practical and theoretical, Jamshedpur has gone in for training town planners and architects, social scientists and workers in slum clearance, men and women engaged in community development and agricultural relief. Everything that affects the community, every aspect of its emancipation was of interest to Jamsetji Tata. And so it has remained for all those who followed him in Tata Steel.
Short-sighted:
In the 60 years of its history, the Steel Company has accomplished much of which it can be proud. For most of that period,it was not only the largest steel producer in the country but also technological leader.
It faced and surmounted many crises, some of which threatened its very survival. From each it derived growing strength and self-reliance. Yet, in the context of the development of the Steel Industry in other countries, its growth has been disappointing for it never achieved the potential capacity of 4 to 5 million tonnes per annum which could have been built into the Jamshedpur plant.
It cannot, however, be blamed for this failure which was due wholly to the short-sighted restrictions imposed upon it by the Government of India particularly in regard to the uneconomic prices at which it was made to supply steel year after year during the war and for a decade thereafter. Starved of resources and of the means of borrowing, its expansion was limited to a million tonnes over a period of 30 years. Not only the Steel Company but the whole country suffered from ill-conceived government policies which cost the country not less than Rs. 1000 crores of foreign exchange wasted on imported steel.
New Processes:
In one respect, however, the Steel Company could have done better than it did. Whereas for many decades since the turn of the century technological progress in steel making was relatively slow, the last fifteen years or so have produced tremendous changes within the industry, resulting in a host of new processes and new products. On the basis of its past history, the Steel Company might have been expected to pioneer such developments, at least in India
Concentrating instead on achieving maximum production of ordinary steels and preoccupied with the many problems and difficulties which beset it as did the whole of the private sector of Industry, it failed to respond to the challenge of technological change, the winds of which have swept the world's steel industry. In the process it lost the pioneering spirit which had inspired it in the past.
Recently, however, I am glad to say it seems to have recaptured that spirit and is today firmly, and even excitedly, engaged in a programme of research and development aimed at diversifying its products, and at shifting the emphasis from tonnage to quality, from ordinary steels to quality and special steels.
While any substantial expansion of capacity must await a more propitious political and economic climate in our country, there is considerable scope, which is being actively pursued, for improving the quality and profitability of our operations through innovations, the deployment of ingenuity and initiative, and the application of modern scientific research.
Enterprise:
Amongst the new challenges of the day, one of the most unusual to the Company, and in the long run one that I expect will be the most beneficial, is the new challenge of the market. For thirty years, the Steel Company only had to distribute steel rather than to sell it for the demand always exceeded the supply.
Now, suddenly it has to fight for markets both at home and abroad. This new situation alone has knocked out any complacency which decades of easy marketing may have created, I am happy to see that new spirit of "get up and go", of enterprise and initiative which is today sweeping through the minds of those in charge of the Company's operations, on the shop floor, in research laboratories, in pilot plants, in sales and administrative offices.
It augurs well for the future and will ensure that the fundamental objectives laid down by Jamsetji Tata are kept in view with renewed clarity and sense of urgency: to promote India's industrialisation; to exploit material and manpower resources in the country's interests to use the most modern technological and managerial means; to promote the country's economic self-reliance; to develop human skills and productivity, and last but not least to make profits to be ploughed back into growth and modernisation as well as to be shared between its shareholders and its employees.
It is my privilege to tell you that there is today and there will be in the future no deviation from these fundamental objectives,
that the Steel Company will once again act as a pathfinder while continuing to serve the cause of India's industrial resurgence.
JAMSHEDPUR | TATA STEEL | PROFIT SHARING | SKILL
Profit-sharing:
From the profits of the year 1933-34, an amount was set aside towards payment of bonus to employees. This profit-sharing bonus scheme another offshoot of the trusteeship concept-led Tata Steel to blaze a new trail in the concept of labour-management partnership.
The scheme, on which is number of other schemes elsewhere have since been based, gave 30 per cent of the net profits. Labour's partnership in the Company, however, was not confined to this. In 1956, an agreement with the Tata Workers' Union laid the ground work for a closer association of employees with management in the working of the industry. A three-tier structure of Consultative Councils was set up to cover all the departments of the plant and the Town as a whole.
The Steel Company can record many other 'firsts' in matters of progressive labour policy. It introduced an eight-hour day as far back as 1912, long before it had been generally accepted in the United States or Europe. Leave with pay was introduced in 1920 at a time when it was unknown in either Great Britain or the United States in India it was not generally established by law until 1945.
A provident fund, at that time unknown in Britain, and not legalised in India until 1952, was started in Jamshedpur in 1920. Accident compensation was started in the same year and was much more liberal than the Workmen's Compensation Act.
Jamsetji's attitude towards labour was one of enlightened self-interest. He believed that an employee, contented, well-housed, well-fed and well looked after, would be a major asset for his employee, serving also to raise the standard of industry and labour in the country.
Skill And Know-how:
Similarly, in its product-mix through the years, the Company has laid emphasis not on profit alone but on the kind of goods which the country needed through war and peace. In 1919, when the then-Viceroy came to Sakchi to rename it, he said: "I can hardly imagine what we should have done during these four years( 1914-1918) if the Tata Company had not been able to give us steel rails."
This apart, the objective of rapid industrialisation was always kept in view. Three years after Independence, in 1951, a Modernisation and Expansion Programme was launched to raise capacity to 1.3 million ingot tons. Four years later, a contract worth Rs. 610 million was signed with Kaiser Engineers. Division of Henry J. Kaiser Co, U.S.A. to launch another programme.
Comparable to the real expansion of the plant which was undertaken at the end of World War 1. At the same time, the Steel Company gave freely of its skilled manpower, its know-how and experience to help the Government of Free India set up other steel mills although these would be powerful competitors.
The Fabric:
In sixty years, a sleepy village or a few straggling but has grown into a great industrial city of nearly half a million souls. Out of Jamsetji's dream has been woven the fabric of industrial India. For around the steel plant have grown just as Lord George Hamilton said they would a number of other industries. Each one in its own right, is a major step forward for our country. And all together
directly and indirectly, provide gainful employment to tens of thousands more of Indians in other parts of the nation. They do more, they have imparted skills which today become a very important part of freedom's heritage.
The Steel Company has what is perhaps the most comprehensive programme of technical training organised by any industry in our country a five-fold programme for men and women at all levels of education. In 1957, for instance, as a result ol a reorientation course, the Company was able to select 400 young graduate engineer the three Government steel plants. These later were sent to the U.K., Australia and the U.S.S.R. for further training in steelmaking and rolling. Another 300 operatives were also trained for the public sector plants.
Burma also asked Jamshedpur to help with training facilities. Apart from technical education, both practical and theoretical, Jamshedpur has gone in for training town planners and architects, social scientists and workers in slum clearance, men and women engaged in community development and agricultural relief. Everything that affects the community, every aspect of its emancipation was of interest to Jamsetji Tata. And so it has remained for all those who followed him in Tata Steel.
Short-sighted:
In the 60 years of its history, the Steel Company has accomplished much of which it can be proud. For most of that period,it was not only the largest steel producer in the country but also technological leader.
It faced and surmounted many crises, some of which threatened its very survival. From each it derived growing strength and self-reliance. Yet, in the context of the development of the Steel Industry in other countries, its growth has been disappointing for it never achieved the potential capacity of 4 to 5 million tonnes per annum which could have been built into the Jamshedpur plant.
It cannot, however, be blamed for this failure which was due wholly to the short-sighted restrictions imposed upon it by the Government of India particularly in regard to the uneconomic prices at which it was made to supply steel year after year during the war and for a decade thereafter. Starved of resources and of the means of borrowing, its expansion was limited to a million tonnes over a period of 30 years. Not only the Steel Company but the whole country suffered from ill-conceived government policies which cost the country not less than Rs. 1000 crores of foreign exchange wasted on imported steel.
New Processes:
In one respect, however, the Steel Company could have done better than it did. Whereas for many decades since the turn of the century technological progress in steel making was relatively slow, the last fifteen years or so have produced tremendous changes within the industry, resulting in a host of new processes and new products. On the basis of its past history, the Steel Company might have been expected to pioneer such developments, at least in India
Concentrating instead on achieving maximum production of ordinary steels and preoccupied with the many problems and difficulties which beset it as did the whole of the private sector of Industry, it failed to respond to the challenge of technological change, the winds of which have swept the world's steel industry. In the process it lost the pioneering spirit which had inspired it in the past.
Recently, however, I am glad to say it seems to have recaptured that spirit and is today firmly, and even excitedly, engaged in a programme of research and development aimed at diversifying its products, and at shifting the emphasis from tonnage to quality, from ordinary steels to quality and special steels.
While any substantial expansion of capacity must await a more propitious political and economic climate in our country, there is considerable scope, which is being actively pursued, for improving the quality and profitability of our operations through innovations, the deployment of ingenuity and initiative, and the application of modern scientific research.
Enterprise:
Amongst the new challenges of the day, one of the most unusual to the Company, and in the long run one that I expect will be the most beneficial, is the new challenge of the market. For thirty years, the Steel Company only had to distribute steel rather than to sell it for the demand always exceeded the supply.
Now, suddenly it has to fight for markets both at home and abroad. This new situation alone has knocked out any complacency which decades of easy marketing may have created, I am happy to see that new spirit of "get up and go", of enterprise and initiative which is today sweeping through the minds of those in charge of the Company's operations, on the shop floor, in research laboratories, in pilot plants, in sales and administrative offices.
It augurs well for the future and will ensure that the fundamental objectives laid down by Jamsetji Tata are kept in view with renewed clarity and sense of urgency: to promote India's industrialisation; to exploit material and manpower resources in the country's interests to use the most modern technological and managerial means; to promote the country's economic self-reliance; to develop human skills and productivity, and last but not least to make profits to be ploughed back into growth and modernisation as well as to be shared between its shareholders and its employees.
It is my privilege to tell you that there is today and there will be in the future no deviation from these fundamental objectives,
that the Steel Company will once again act as a pathfinder while continuing to serve the cause of India's industrial resurgence.
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