Cold DRI/ Hot DRI/ HBI/ Sponge Iron Production Expert

Curriculum Vitae

Name : Sanjay Kumar Dash.

Date of Birth : 26th June 1967.

Mother Tongue : Odia.

Nationality : Indian.

Religion : Hindu.

Languages known : English, Hindi, Odia, Gujarati.

Qualification : Passed Chemical Engineering Diploma from Government Institute,

U.G.I.E, Rourkela, Odisha, with 72% of marks in the year 1986 and

ranked first in the Institution.

Passport No. : F1728350.

Mail id: **************@*****.***

Mobile no.: +91-943*******.

Present Address: Sanjay Kumar Dash,

Plot no.: 3D/ 1213,

Sector-10, Abhinav Bidanasi,

Cuttack, Odisha. 753014.

Permanent Address: S/O- Sri Ram Chandra Dash,

At/Po- Baluria,

Via-Batipara, P.S-Pattamundai,

Dist: -Kendrapara, Odisha, 754218.

Industrial Working Experience:

1)During the period from 06th February 1987 to 03rd June 1989, I worked as a Junior Supervisor in M/S Cyanides and Chemicals Company (C.C.C) - Hindustan Lever Group, Olpad, Surat, where my primary job was Pneumatic Panel Operation.

Separation of Hydrogen Cyanide (HCN) from the binary mixture of Hydrogen

Cyanide and Water by Distillation was being looked after by me.

The Company is a leading manufacturer of Sodium Cyanide (NaCN) and

Potassium Cyanide (KCN) in India.

2)During the period from 06th June 1989 to 04th January 2005, I was working with M/S Essar Steel Limited in its Hot Briquetted Iron (HBI) Plant at Hazira, Surat, India.

For about Fifteen and Half Years (15.5), I worked there in Midrex Sponge Iron process plant.

I worked there from the Company’s grass root level i.e. from the piling stage.

Thus I had been actively involved in the Erection and Commissioning of Four (4) numbers of Midrex 400 series Modules.

Here I worked at various levels such as Field Controller, Chief Process Controller, Shift Manager and Module Manager.

Since 1999, I was a Full Fledged Module Incharge( for about SIX years), responsible for the smooth functioning of a particular Module on round the clock basis and worked as a Module Incharge for all the four modules on rotational basis, at least for a year in each module.

I was next to Production HOD and in his absence I was the acting HOD.

Took active participation in the Capacity Up-gradation of Module 1 and 2 which were up-rooted from Emden, West Germany and re-installed at Hazira.

Modules with an installed capacity of 56.5 TPH were operating at 100TPH after capacity up-gradation.

Furnace thin wall refractory by which the ID of Furnace got increased from 5.0 meter to 5.15 meter and Reformer Bays extension (from 12 Bays to 14 Bays i.e. 336 Tubes, 8” dia (id), Oxygen Injection for High Bustle Gas Temperature Operation, Lime coating in Iron Oxide, Introduction of Desulphurization (DS) Unit and Turbo Expander to knock out the heavier Hydrocarbons from Natural Gas by Cryogenic process are some of the major modifications carried out to facilitate the capacity up-gradation.

Several times handled major planned, unplanned and breakdown shutdowns.

Several times handled Reformer Catalyst replacement, Carbon burn out, Oxide Reforming, Desulphurization Unit Catalyst replacement etc.

Well familiar with DRI/HBI Plants’ trouble shootings.

Worked for a quite long time with Midrex and VA people in Essar. Hence well familiar with the working culture and style of functioning of Americans and Germans.

Twice selected as Best Employee for saving the modules and the manpower from disastrous.

Attended Midrex Operations Seminar on behalf of Essar Steel Ltd. at Kingdom of Bahrain in the year 2002 where Essar presented it’s patent and paper on Hot DRI transportation and charging to EAF by Vessels.

Promoted to Deputy General Manager (DGM), Production on 01st April 2003.

3)Departed Essar Steel Ltd. on 04th January’2005 and joined in Global Infrastructure Holdings Limited (GIHL) later re-named as GSHL (Global Steel Holdings Limited) which was owned by Mr. Promod Mittal, the younger step brother of Steel Giant Arceller, Mr. Laxmi Mittal on 05th January 2005 as a Team Leader in the cadre of Assistant General Manager (AGM) and deputed to Delta Steel Company (DSC), Warri, Nigeria.

Here, there are two numbers of Midrex 600 series DRI Modules with Furnace ID 5.5 meter & each Reformer having 360 tubes with 8” ID, commissioned way back in 1982 with an installed capacity of 1.02 MMTA.

As a part of privatization very lately by the Federal Government of Nigeria, Mittals bought out this whole integrated steel plant very cheaply with 80 % stake, 10 % to local people and 10% to Federal Government, just for USD 35 million with a down payment of only 4million USD!

M/S Voist Alpine (VA), Lurgi and Mecon were some of the leading consultants and agencies commissioned the Modules then.

Since inception, the Modules were named as Mod-4 & Mod-5 by Germans.

DSC is the only Integrated Steel Plant in the whole country of Nigeria which had gone for commercial steel production till then.

But due to Civil War in Nigeria & various Logistical problems, it was not viable to operate the plant. By the time we took over the plant, it was already down for more than a decade!

Twice in a week, we (GSHL) were sitting in teleconference with the people of Chairman’s Office at London, Ispat people of LISCO (Libya Iron and Steel Company; Ispat had gone for a 10 years management contract with LISCO), People of Dolvi plant (Raigarh-Maharastra) formerly known as Nippon Denro and then being looked after by the youngest brother Mr. Vinod Mittal and the Head office at Dubai.

Some times, we used to have conference with the Chairman too.

And in all the conferences, I used to represent DRI plant.

Here I had come across the whole Mittal family (Except Mr. Laxmi Mittal) including the Founder Chairman, The Father, Mr. Manohar Lal Mittal.

I worked here as the Head of the DRI Plant.

Plant was not operating for a decade and 4500 employees were being paid and promoted on regular basis by the Nigerian Government!

So, the first task in front of us after taking over was how to get rid of the non-productive employees of the Old DSC pay roll.

The local and the national workers’ unions were very strong and violent.

After a series of meetings with the Union leaders and convincing them (of course I used to be a part of the most of the Top Management meetings), finally retrenchment notice was circulated with a six month notice period.

All the plant Heads were authorized to asses their work force and name the people who are political, violent and non-productive.

Signing the retrenchment paper was just like inviting troubles as by then we were well aware of the violent nature of the local people where in broad day light people were being gunned down.

President of Nigeria had given us free hand and Army was at our service, shot at sight order was also there incase the mob turns violent.

I had to sign the retrenchment paper for DRI plant removing all the stenos, typists, drivers, drug addicts, people with poor efficiency etc.

Work force of 4500 was cut short to 1750 on 1st of June 2005!

Worked under severe adverse conditions as mentioned above viz violent people, non availability of materials, fake materials, non availability of quality man power, local people not ready to work, corruption, King’s rule in the area etc.

In spite of all those odds, I did not give up and under my able leadership, both the modules were re-habilitated and DRI started rolling down again.

Actively involved in the procurement & rehabilitation of both the Modules.

Mod-4 was shut down on 31st July 1996 and went back to commercial production again on 22nd May 2006, almost after a decade.

Similarly, Mod-5 was shut down in January 1992 & went back to commercial production again on 13th November 2006, almost after 15 years.

Both the modules could be re-commissioned due to my untiring efforts and effective leadership.

Involved in the training of Old DSC- DRI staff prior to re-commissioning as a refreshment course.

Carried out recruitment of fresh, young quality local man power later on.

ISO, TPM, Six Sigma and 5S methodology were being implemented when departed DSC on 30th December-2006.

4)Departed Global Steel Holdings Limited (GSHL), Nigeria and joined as a Deputy Manager (Operations) in Al-Tuwairqi Group (ATG), Kingdom of Saudi Arabia (K.S.A) in its Direct Reduction Iron Company Ltd. (DRICL) located at Dammam, 130 km far from Hadeed, Jubail City on 30th April’2007.

There are two numbers of Midrex 400 series Modules built way back in 1980 at Hunter stone, Scotland, U.K. Later up-rooted and shifted to Mobile, Alabama, USA and Today those two modules are functional at ATG, Dammam. With some modifications, the installed capacity is 0.75MMTA per module.

Actively involved in the commissioning of both the modules. First reforming was carried out under my close monitoring. Stabilized both the modules.

Worked as Asst. Production Head and in absence of Production Manager- shouldered his responsibilities as and when required.

Trained and educated most of the Production and Maintenance staff about the Midrex process, the hazards involved in the DRI plant, Safety of the People, Safety of the plant and equipments and maintenance technique as most of the staff were from non-DRI field.

Specifically assigned by the management to train the people on panel operation and various trouble shooting, most importantly about the re-oxidation of DRI, Clustering in furnace, Carbon deposition over catalyst bed and the measures to prevent them.

As a part of Company policy and as assigned by the management, shouldered the responsibility to train the Saudi young engineers.

Worked as the coordinator between the DRIC and the SMS (Melt shop).

Represented DRIC as a Team Member for Six Sigma project for the Tuwairqi Group and carrying two appreciation letters today for my contribution in explaining the hazards involved while handling the DRI, mitigation plan and optimization of charge mix in EAF.

Certified as an Internal Auditor for ISO by S.G.S, U.K.

Wrote about DRICL and its facilities, DRI process in details, support system for preparing the Quality manual. Wrote many work procedures and work instructions for the Operations / Production Department.

DRICL accredited with ISO 9001-2000 QMS (Quality management System) in the first attempt on 23rd of July’ 2008 by S.G.S (Survillence Generalle de Socity, London, U.K.

Represented ATG -DRICL, Dammam in the Midrex Operations Seminar for the year 2008 at St. Petersburg, Russia and personally presented a paper; “DRIC’s (ATG) Contribution to Iron making in the Middle East” which was well appreciated by the attendees.

Elevated to In-charge( Technical Cell and Logistics ) in September’2008 and continued with the same position till my exit with the following functions:

Responsible for Technical cell and Logistics.

Daily production and process parameters data analysis, alerting to General Manager for any deviation or abnormality with suitable suggestions.

In-charge of QA/QC-Laboratory.

Control over the receipt of Iron Oxides and sales of DRI & DRI fines.

Suggestions to ATG Top management on Cost reduction, Modifications, control of by-products.

In-charge for Research and Development.

Budgetary control for QA/QC, ISO and R & D.

Reports generation for presentation to the Top Management.

All ISO related Internal as well as External matters.

Pollution control and resolve Environmental issues.

And reporting to General Manager, the Highest Authority of DRICL.

5)Left ATG on 29th of April 2010 and joined JSPL, Angul (Jindal Steel and Power Limited as a Dy. General Manager (Operations) on 17th of May-2010.

Here I joined when the piling work was going on.

As the area was surrounded will hills, several blasting operations carried out for ensuring a smooth base for piling and erection work.

From the very beginning I was assigned to look after QSHE (Quality, Safety, Health, Environment) social accountability and 5S.

Implemented work permit system.

Ensured conducive atmosphere to carry out any job until its completion.

Worked as a safety coordinator and in absence of safety officer, carried out his functions.

Worked as a social accountability coordinator and acquired SA 8000- 2008 from BSI (British Standards Institution).

Adopted 5S methodology in the work place.

Actively involved in the commissioning of the module.

Total length of Experience: 27 Years in Continuous process plants out of which@ 25years exclusively in production / Operation line in DRI/HBI plants.

Position and Salary Expected: To match with my length of experience, achievements

and negotiable.

References: Mr. V R Sharma

Mr. Max Love.

Mr. Russ Bailey.

Mr. Garry Metius.

Mr. John J Julion

Mr. Enrique.

Mr. Phillip Desouza.

Mr. Zulfiker.

Mr. P.P.Joshi.

Mr. K V Samuel

Mr. Habib Qureshi.

Mr. Aslam Khan.

Mr. Tony Elliot (Midrex, Technical Manager),

Mr. C.R.Patnaik.

The informations furnished above are true to the best of my knowledge.

Place: Cuttack Signature

Date: 05.9.2016 (Sanjay Kumar Dash)

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