The Turnaround of Caribbean Ispat Ltd. (CIL)

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:


Case Code : BSTA013 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Case Length : 12 Pages
Period : 1988 - 2003
Pub Date : 2005
Teaching Note : Not Available
Organization : Caribbean Ispat Ltd (CIL)
Industry : Steel
Countries : Caribbean


Lakshmi Mittal, owner of a steel mill in Indonesia, is keen on expanding his operations. He has decided to look towards the west, where governments are selling off state-owned steel plants at sharp discounts. Mittal identifies an opportunity in Trinidad in the Caribbean where a steel plant is losing $1 million a day. Ispat makes substantial investments towards capital and environmental upgradation and brings in his team comprising mostly of Indians. Ispat spends $10 million on the equipment needed to unblock bottlenecks. Three months later production doubles and, within a year, the plant becomes profitable. Even as Ispat addresses past environmental problems and invests more money to upgrade plant facilities, officials of the local steelworkers union criticise Caribbean Ispat Ltd's (CIL) safety policies and the alleged 'slow pace of indigenisation of upper management'.

The case discusses Mittal's attempts to turn around CIL.


  Page No.
Introduction 1
Background Note 1
The Turnaround 3
Labor Troubles 5
The Road Ahead 7
Exhibits 8


Caribbean, Iscott, Ispat, Mittal, Turnaround, Labour problems, Capacity utilization, Steel, DRI (direct reduced iron), Lease, Acquire, Trinidad and Tobago

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