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 ...
TATASTEEL | JAMSHEDPUR | COURAGE | J.J. BHABHA
Pany in Bombay with Indian capital, and a prosppectus was issued in this city on August 27, 1907
The prospectus pointed out that India's iron and steel imports at that time averaged 409,000 tons annually, and the proposed Tata Iron and Steel Company, with a proposed annual capacity of 120,000 tons of iron should find a ready market for its entire output Tata Sons & Co as the Managing Agents also undertook to hand over to the new company all its ore mines, railways, freight concessions and other privileges in consideration of the allotment to them of Rs. 15 million (£100,000) in Ordinary shares issued as fully paid up and Rs. 525,000 (£35,000) in cash to reimburse them for the preliminary expenses already incurred The firm undertook to invest the latter amount plus Rs 475,000 (£31,666) of their own in shares of the new company and not to dispose of any of these shares for the first five years. By an agreement.
Tata Sons was to receive a royalty of four annas (4 d.) per ton of ore sold as ore in this country or exported' and would act as agents for the steel company for a period of 18 years. The remuneration for this service was fixed at five per cent on the annual net profit, after deducting interest on debentures and an amount set aside for depreciation, with minimum of Rs 50,000 (£3,333) per year. The first Directors of the Company were to be,
Sir Dorabji Tata.
Sir Sassoon Da vid, Sir Cowasji Jehangir, Mr. Vithaldas Thackersey
Mr. Gordhandas Khatau,
Mr. Fazulbhoy Currimbhoy Ebrahim
Mr. Narottam Morarjee Goculdas,
and Mr. A. J. Bilimoria.
The response to the prospectus announcement was overwhelming, and fully justified Dorabji Tata's faith in his countrymen. According to one contemporary of the time, eager crowds of investors literally besieged the Tata offices then housed in Navsari Chambers on Hornby Road (later renamed as Dadabhai Naoroji Road). Old and young, rich and poor, men and women.
Came offering modest and even small un and in three weeks the entire capital of Rs 25 million 1610000 was secured every anna of it contributed by some 8,000 Indians The subsequent debenture issue of Romillion 0400000 for the working capital was entirely subscribed by a single Indian, the Maharajah Scindia of Gwalior.
The experience shocked British colonial officialdom whose cynicism was exemplified in one British official's boast to eat every pound of steel made in India.
Public Confidence It was a stirring example of Indian public faith in Indian enterprise, the more so because the shares were offered in 1907 when the local.capital market was depressed
The provision of the preference capital by the general public showed both confidence in Tatas and a general appreciation of the need for an Indian steel industry. The stock was issued in small denominations to disperse subscription widely Against Rs. 500, which common denominator then, the ordinary share of the new steel company was kept unusually low at a par value of only Rs. 75, the deferred share Rs 30 and the preference share Rs, 150.
With capital in hand, Kennedy, Sahlin & Co. of the United States were appointed construction engineers. Plans and specifications were prepared and received from Mr. Sahlin in Bombay on January 31,1908. The site of the proposed plant was shifted from Sini to Sakchi, shortening the distance to the rich iron ore mines of Gorumahisani and to the markets of Calcutta. The greatest advantage of the new location was an unfailing water supply from the Khorkai and Subarnarekha rivers which had never been known to run dry.
The first stake was driven in at the site on February 27. 1908, Actual plant construction began in 1908 autumn, the foundations in May 1909, and the first iron streamed out on December 2, 1911, It was a day whose glory and credit was entirely Jamsetji Tata's Behind the new steel plant were his dogged perseverance, meticulous planning and experts who made the technical decisions.
He handed over to his sons and associates the future guidance and direction. His funds financed the earliest prospecting and pursuit of the great vision. But it materialised years after his death in 1904.
Comparable to the Best
The works as originally constructed had a rated capacity of 160.000 tons of pig iron and 100,000 tons of steel. Since then considerable expansions have been made, but the comparatively small and self contained plant as first laid out is still operating today.
Pany in Bombay with Indian capital, and a prosppectus was issued in this city on August 27, 1907
The prospectus pointed out that India's iron and steel imports at that time averaged 409,000 tons annually, and the proposed Tata Iron and Steel Company, with a proposed annual capacity of 120,000 tons of iron should find a ready market for its entire output Tata Sons & Co as the Managing Agents also undertook to hand over to the new company all its ore mines, railways, freight concessions and other privileges in consideration of the allotment to them of Rs. 15 million (£100,000) in Ordinary shares issued as fully paid up and Rs. 525,000 (£35,000) in cash to reimburse them for the preliminary expenses already incurred The firm undertook to invest the latter amount plus Rs 475,000 (£31,666) of their own in shares of the new company and not to dispose of any of these shares for the first five years. By an agreement.
Tata Sons was to receive a royalty of four annas (4 d.) per ton of ore sold as ore in this country or exported' and would act as agents for the steel company for a period of 18 years. The remuneration for this service was fixed at five per cent on the annual net profit, after deducting interest on debentures and an amount set aside for depreciation, with minimum of Rs 50,000 (£3,333) per year. The first Directors of the Company were to be,
Sir Dorabji Tata.
Sir Sassoon Da vid, Sir Cowasji Jehangir, Mr. Vithaldas Thackersey
Mr. Gordhandas Khatau,
Mr. Fazulbhoy Currimbhoy Ebrahim
Mr. Narottam Morarjee Goculdas,
and Mr. A. J. Bilimoria.
The response to the prospectus announcement was overwhelming, and fully justified Dorabji Tata's faith in his countrymen. According to one contemporary of the time, eager crowds of investors literally besieged the Tata offices then housed in Navsari Chambers on Hornby Road (later renamed as Dadabhai Naoroji Road). Old and young, rich and poor, men and women.
Came offering modest and even small un and in three weeks the entire capital of Rs 25 million 1610000 was secured every anna of it contributed by some 8,000 Indians The subsequent debenture issue of Romillion 0400000 for the working capital was entirely subscribed by a single Indian, the Maharajah Scindia of Gwalior.
The experience shocked British colonial officialdom whose cynicism was exemplified in one British official's boast to eat every pound of steel made in India.
Public Confidence It was a stirring example of Indian public faith in Indian enterprise, the more so because the shares were offered in 1907 when the local.capital market was depressed
The provision of the preference capital by the general public showed both confidence in Tatas and a general appreciation of the need for an Indian steel industry. The stock was issued in small denominations to disperse subscription widely Against Rs. 500, which common denominator then, the ordinary share of the new steel company was kept unusually low at a par value of only Rs. 75, the deferred share Rs 30 and the preference share Rs, 150.
With capital in hand, Kennedy, Sahlin & Co. of the United States were appointed construction engineers. Plans and specifications were prepared and received from Mr. Sahlin in Bombay on January 31,1908. The site of the proposed plant was shifted from Sini to Sakchi, shortening the distance to the rich iron ore mines of Gorumahisani and to the markets of Calcutta. The greatest advantage of the new location was an unfailing water supply from the Khorkai and Subarnarekha rivers which had never been known to run dry.
The first stake was driven in at the site on February 27. 1908, Actual plant construction began in 1908 autumn, the foundations in May 1909, and the first iron streamed out on December 2, 1911, It was a day whose glory and credit was entirely Jamsetji Tata's Behind the new steel plant were his dogged perseverance, meticulous planning and experts who made the technical decisions.
He handed over to his sons and associates the future guidance and direction. His funds financed the earliest prospecting and pursuit of the great vision. But it materialised years after his death in 1904.
Comparable to the Best
The works as originally constructed had a rated capacity of 160.000 tons of pig iron and 100,000 tons of steel. Since then considerable expansions have been made, but the comparatively small and self contained plant as first laid out is still operating today.
The normal operating crew numbered about 2,000 of whom about 175 were Europeans. They included Americans at the blast furnace, Germans at the steel works, Britons at the rolling mills, and Austrians, Italians and Swiss elsewhere On a visit to the works then, Mr. Kennedy, the designer, said "To make the ore for a ton of pig iron costs 75 cents here as against 8 dollars in Pittsburgh. No other place is so cheap. Moreover, we can go straight from ingots to rail in 2 minutes."
The Annual Report of 1911-12 said the plant was producing a very high grade of iron comparable only to the best imported brands. Output was exceeding all expectations and a much larger proportion of the labour is in the hands of trained Indians than was expected to be possible al such an early stage of the operations." Only steel which passed the British Standards Specifications was rolledInferior steels were scrapped for re-melting.
Rails for War
When the furnaces at Sakchi had been in full blast for three years the world was plunged into war. In the four years of hostilities, the Works supplied the Government with 1.500 miles of rails and nearly 300,000 tons of other steel material for the campaign in Mesopotamia. Egypt, Salonica and East Africa.
The Annual Report of 1911-12 said the plant was producing a very high grade of iron comparable only to the best imported brands. Output was exceeding all expectations and a much larger proportion of the labour is in the hands of trained Indians than was expected to be possible al such an early stage of the operations." Only steel which passed the British Standards Specifications was rolledInferior steels were scrapped for re-melting.
Rails for War
When the furnaces at Sakchi had been in full blast for three years the world was plunged into war. In the four years of hostilities, the Works supplied the Government with 1.500 miles of rails and nearly 300,000 tons of other steel material for the campaign in Mesopotamia. Egypt, Salonica and East Africa.
No fewer than vessels were torpedoed while carrying essential production materials consigned for Sakchi. Nothing was getting past the German warships and submarines in the Mediterranean and the British and French.
After 1928, the Company proceeded towards making a more systematic use of the incentive bonus for winning labour's co operation in expanding production, and variety of bonuses were introduced in the following years There was first the General Production Bonus depending on the agure gate monthly output. Another called the Departmental Production Bonus, was linked with the work done in some key depart ments A subsequent Efficiency Bonus rewarded special efforts made on certain repetitive jobs The most important of the bonuses was the Profit-sharing Bonus, in troduced in 1937, payable to the entire Jamshedpur staff, and which was unique in India at that time.
Personnel Department
In 1946, on the basis of a detailed note prepared by the Chairman himself, Mr. JRD Tata, the Company established a full-fledged Personnel Department to prevent petty grievances from mounting into general discontent and generally to improve the morale and feeling of teamship among the Company's employees. This has been dealt with at length in the article in this brochure by Mr. R. S. Pande.
In 1954, the Company instituted a programme of information and training for all grades of Supervisory staff. The Director in-Charge, the Resident Director and Senior Executives in the Works and the Town participated in lectures and discussions on various subjects providing a valuable bridge between senior: management and the super visory staff so as to enable the latter to appreciate more fully the Company's policies and practices.
Tons in the Middle East theatre of son desperately needed skills,but the Government formed to works had no electricity or ther specIA furnace to make steel balls with local ingenuity the Sakchi work turned out Totally shot 000 tons of steel there in the open hearth furnace.
These shells were then bored out to five inch suction, and they worked was the only time such thing was done and it succeed Most of these hells went to General Maud and Allenby in Mesopotamia On 24 hour schedule of wartime production, the works were still unable to meet the full demand for iron and steel. Spurning excessive wartime profit, the Steel Company offered its products at one third to one fourth of what it could have realised by exploiting war-time shortages in Calcutta Despite the profitability of pig iron, the Company turned most of its pig iron into steel by adding two more open hearth furnace to its steel plant to relieve the steel shortage.
The works made the first ferro-manganese in India and sold it profitably to the US. but in response to Government appeals, discontinued its production to concentrate its entire capacity for making pig iron, thus relinquishing profits exceeding Rs 10 million. As if this was not enough, the Company subscribedRs. 5,7 million to the Indian War Loans and its employees added a further Rs. 348,000.
IS. On January 2. 1919, the Viceroy.Lord Chelmsford publicly acknowledged the services of the plant by visiting Sakchi and reaming it Jamshedpur. "This great enter prise he said, "has been due to the prescience, imagination and genius of the late Mr Jamsetji Tata. We may well say thot he has his lasting memorial in the Works that we see all around here."
Foresight
Even more remarkable in some ways than the thought that went into the planning of the steel works was the foresight with which the supporting township was con ceived, planned and developed. In the opening article in this brochure, Mr. J.R.D.
Tata has already referred to this. It seems appropriate to recall here the amazing,prescience of Jamsetji Tata in this matter Before his own death in 1904, several years before even the site of the future steel works had been determined, jamsetji Tata,with the vision of his wrote as follows to his son Darab.
"Be sure to lay out wide streets planted with shady trees, every other one of a quick-growing variety. Be sure that there is plenty of space for lawns and gardens Reserve large areas for football, hockey and parks. Earmark areas for Hindu temples, Mohammedan mosques and Christian churches."
In 1920, with a progressiveness of outlook remarkable for the times, the Tata Managing Agents helped in the form tion of the first union of workers at Jamshed- pur This was in line with Tata's general policy to welcome the formation of trade unions in their enterprises.
Profit Sharing
In 1937, labour relations entered a new phase in India when the Managing Agents, Tata Sons, decided to replace the arbitrary annual bonus by a well-defined scheme of profit sharing for the workers After meeting certain dividend liabilities, the Company recognised the workers claim to bonus. Adopting 8 per cent on ordinary shares and 25 per cent on deferred shares as standard, the bonus to the staff was linked with dividends paid in excess of this standard
Tata companies records bear evidence of a generally consistent attitude towards labour which increasingly stressed the value of good human relations in industry. This was a legacy left by Jamsetji Tata who laid the foundations of a human tarian labour policy in all his industrial activities. Tata enterprise capacity to contri bute towards improving the workers standard of living changed from time to time, but the claims of labour generally enjoyed top priority.
Wage rates went up in prose .perilous times while other forms of direct remuneration-bonuses. provident fund contributions. gratuity-were introduced at the management's own initiative for better the workers living conditions and to promote efficiency at the plant by having a satisfied and contented staff.
An example of the management's earnestness of its solicitude for the worker was the vast array of wel fare amenities provided which projected an image of a mini-Welfare State at Jamshedpur compared to the austere conditions pre violin then in the rest of Indian industry.
After 1928, the Company proceeded towards making a more systematic use of the incentive bonus for winning labour's co operation in expanding production, and variety of bonuses were introduced in the following years There was first the General Production Bonus depending on the agure gate monthly output. Another called the Departmental Production Bonus, was linked with the work done in some key depart ments A subsequent Efficiency Bonus rewarded special efforts made on certain repetitive jobs The most important of the bonuses was the Profit-sharing Bonus, in troduced in 1937, payable to the entire Jamshedpur staff, and which was unique in India at that time.
Personnel Department
In 1946, on the basis of a detailed note prepared by the Chairman himself, Mr. JRD Tata, the Company established a full-fledged Personnel Department to prevent petty grievances from mounting into general discontent and generally to improve the morale and feeling of teamship among the Company's employees. This has been dealt with at length in the article in this brochure by Mr. R. S. Pande.
In 1954, the Company instituted a programme of information and training for all grades of Supervisory staff. The Director in-Charge, the Resident Director and Senior Executives in the Works and the Town participated in lectures and discussions on various subjects providing a valuable bridge between senior: management and the super visory staff so as to enable the latter to appreciate more fully the Company's policies and practices.
Once of the earliest problems facing the management of the steel works was that of replacing foreigners by Indians as soon as possible. In devising training facilities for the Jamshedpur staff, the main problem facing the planners was the question of quality versus the quantity. Should the Company concentrate on training up to a very high standard a limited number of boys of the requisite talent, or should it try to impart a modicum to a large group though less intensively ? This training was expected to permit a progressive Indianisation at all levels of personnel. By 1921 the scheme was finalised and the Jamshedpur .
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Technical Institute was established to train Indian boys to man the more technical and responsible positions in the operating departments The Institute was expected to provide quality rather than quantity though in actuality it turned out to be something of a half-way house. A batch of 24 trainees was admitted every year for a four-year course. Admissions were not restricted to future employees of the Company which enabled the Institute to serve as a general centre of practical training in metallurgy.
Indianisation
It soon became evident, however, that besides the Technical Institute, it was nice sary to set up another agency to provide for quantity in training. Accordingly, in 1927, an Apprenticeship School was started .
with a five year course of training which methods to wasiopeta tives or artisans. Although the School and the Institutes Are separate entities the trains were kept apart. There was Nothing to prevent an apprentice trainee from manage to the highest position in the Company's service.
While the Institute brought home to Indians the higher techno kogies of steel making, the School eliminated what the Royal Commission on Labour called "The cleavage between the ranks and the supervisory grades" Management's expectations that the School would create a new stable element in the labour force with a much stronger incentive for pro motion to higher grades were fulfilled. With the establishment of the School.
the management could have the Institute concentrate still further on turning out future steelmen of quality. Accordingly, a Committee of Directors was appointed with Sir M. Visvesvaraya as Chairman, to go thoroughly into the working of this esta blishment By its recommendations, the Institute was completely overhauled by 1931 with higher entrance qualifications. The number of admissions every year was also curtailed to ensure an average student of higher calibre. This enabled the training course to be shortened to two years.
The Company's technical training programme succeeded in freeing the Company from dependence on foreign technical personnel within two decades and the process of Indianisation was accelerated under the brilliant stewardship of Sir Arde shir Dalal, who was the Managing Agents!
Director-in-Charge of the Company from 1931 to 1944. This was a remarkable achievement considering that the Company depended entirely on foreign personnel for it operatives at the start of its operations.
In 1921, it was thought inconceivable that an Indian would ever head a full-fledged modern steel works, but a young Indian, Jehangir Ghandy, who joined Tata Steel in 1917. became its first Indian General Manager in 1938.
For Public Sector
As the tempo of the steel complex gathered momentum and as factories and workshops began to mushroom all over India, more and more technicians were need ed to meet the cry for skilled manpower.
Tata Steel willingly extended the facilities available at the Jamshedpur Technical Institute to the Government of India to mould graduate trainees, artisan trainees.
skilled workers, key personnel, orientation trainees and operative trainees required for the steel plants in the public sector. By the end of 1962, over 1,800 public sector employees were trained at Jamshedpur, including key personnel and graduate and orientation trainees. After 1963, the number of trainees sent by Hindustan Steel was reduced considerably-a proof that Tata Steel had sown the seed well.
At a time when the promotion of new industries or the development and expansion of existing ones are beset with so many difficulties, economic, procedural and financial, as to discourage enterprise, it is good to remember the enormous difficulties overcome by Jamsetji Tata and his sons and successors to establish the modern steel industry of India on a sure and durable foundation.
It is also heartening to recall the words of Jawaharlal Nehru when, on the occasion of the Golden Jubilee of the Indian Steel Industry, he referred to Jamsetji Tata as"one of the big founders of modern India"and added that Jamshedpur had become symbolic in some ways of the growth of Indian industry.
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