The remarkable enhancement in converter lining life was made possible through stringent process control, scientific refractory management practices, and consistent adherence to standard operating procedures during converter operations. The achievement highlights the operational excellence, technical competence, and dedicated teamwork of the entire SMS-II collective, including the operating crew, blowers, lance operators, and shift personnel.

Several key operational initiatives contributed significantly to this achievement, including optimized blowing practices, effective utilization of laser scanner technology, improved slag regime management, accurate end-point control, and timely gunning and patching of the refractory lining. Continuous monitoring of thermal load, bath agitation, and slag chemistry by the Area In-charge and Shift In-charges, along with disciplined control over hot metal and scrap quality, played a crucial role in minimizing localized wear and extending the converter campaign life.

The achievement also reflects the close coordination and collective efforts of the Refractory eng.dept and Operations,, Mechanical Maintenance, Electrical Maintenance of SMS-II and RCL teams, which ensured stable and consistent converter performance throughout the campaign period. The accomplishment was achieved under the overall guidance of Mr. S. S. Panda, CGM (Flux and Refractories) and Mr. M. G. Srikanth, CGM (SMS-II).

The converter lining life achieved significantly exceeded the guaranteed lining life of 6,000 heats, resulted in an estimated direct savings of approximately ₹1.5 crores. The extended campaign life of Converter ‘B’ has also contributed towards enhanced converter availability, higher productivity, and overall cost optimization of SMS-II.

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SAIL Chairman and Managing Director Ashok Kumar Panda said SAIL will continue hiring at lower levels for expansion and operational requirements. SAIL has also launched a voluntary retirement scheme aimed at reducing employee numbers by another 500 to 1,000, Panda said

The steelmaker plans capital expenditure of about Rs 15,000 crore in FY27, up from around Rs 9,100 crore in FY26, as it expands plants at IISCO, Bokaro and Bhilai.

Panda said annual capital expenditure could rise further to Rs 20,000 crore-Rs 25,000 crore over the following years as expansion projects gather pace. The company said it will continue focusing on operational efficiency, cost reduction and higher capacity utilisation while managing future borrowing requirements.

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CMD, Directors, CVO, and senior officials expressed deep sorrow and extended condolences to his family. Shri Mehra joined RINL as Director (Operations) in January 1992 and assumed charge as CMD on June 1, 1993. His leadership was instrumental in strengthening the organisation’s operational stability and guiding it towards sustained growth.

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Key highlights:

·        Crude steel production grew 2% from 14.08 to 14.35 million tonnes, showing stable operations of crude steel.

·        Sales Volume grows by 16.3% as the company increases outreach to retail and other consumers, inventory drawdown, or improved dispatch and market reach.

·        Revenue increased ~9–10% from ₹73,162 Cr to ₹79,997 Cr, broadly in line with volume growth.

·        Profit After Tax (PAT) soars by ~ 60%, highlighting operational efficiency, liquidation of inventory and cost optimization.

·        Reduction in Debt close to Rs. 5000 Crore during 9M FY’26.

Performance of 9M FY 26 (Standalone) at a glance:

Speaking on this occasion, CMD, SAIL Shri Amarendu Prakash said:

We have delivered an improvement in profitability, with profit after tax rising 60% year‑on‑year for 9M FY’2025-26, driven by higher volumes, operating leverage and prudent financial management. The strong sales traction was supported by robust domestic demand and improved market penetration.

Despite volatility on the input cost front and competitive pricing environment, we sustained operating profitability, supported by higher volumes, product mix optimization, and continued cost discipline.

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