Bimal Kumar Sarkar is a Certified NLP Practitioner, Life Coach & Hypnosis Practitioner of the Indian Board of Hypnosis & Neuro-Linguistic Programming. He is also a Hypnosis Practitioner of IBHNLP. He has completed her Online NLP Practitioner, Hypnosis Practitioner, NLP Coach & Life Coach Certification program successfully & has shown consistency in whole course procedures. He is certified to use all the tools & techniques of NLP, Hypnosis with the methodologies & the formats of Life Coaching. He is associated with IBHNLP as an NLP Practitioner, Hypnosis Practitioner, NLP Coach, and Life Coach since December 2020. He is a member of IBHNLP, Kolkata Chapter.
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Mr. Bimal Kumar Sarkar is a passionate strategic leader, who has served the industry for more than 42 years.
After his graduation from the Institute of Technology, Benaras Hindu University (now IIT, BHU), he had joined Tata Steel as Graduate Trainee in the year 1978. After an outstanding career of 20 years with Tata Steel, Jamshedpur; he left for abroad in 1998, in pursuit of more challenging responsibility.He had joined HADEED (Saudi Iron & Steel) with the responsibility of setting up a new steel plant in Jubail, Saudi Arabia. With about 8 years of very challenging, exciting, rewarding, and enriching work experience with professionals from Europe, Australia, and the USA, he was back in India in 2006. Since then, he has been leading global European companies from Germany, Greece, and France as MD & CEO in India. He is superannuated from January 2020.
Mr. Sarkar is a visionary change leader with great passion and perseverance. He is a result-oriented, democratic and obstinate leader, who believes in continuous learning and development. He emphasizes on continuous training and development of employees. He also believes in ‘out of the box thinking and staying ahead of others as benchmarks in the industry segment. He emphasizes on involvement and participation of all the employees and collaborative team performance for success. He also emphasizes employee safety& welfare to keep them motivated all the time. He is very sensitive to transparency, trust, honesty, fairness, and integrity.
According to him growth and sustainability of any organization is proportionate to the quality of human resource of the organization and satisfaction level of the employees.
Career with Tata Steel:
1978: Mr. Sarkarhad joined Tata Steel as GT (Graduate Trainee). Two years of rigorous technical training in iron making, steel making, rolling, power plant operations, mining operations, marketing, sales, accounts, procurement, workshops, and various maintenance activities of heavy equipment makes all the GTs fully equipped to face all kinds of challenges in any type of industry.
The last three months of the training period was a full-time MBA certificate course at XLRI, Jamshedpur.
1980: After training, he was placed in the Electrical Maintenance Department of Plate Rolling Mill.
1982: He was selected as a member of the core team for steering and executing the major capacity expansion project of Tata Steel (Modernization Phase I – LD Steel Making Shop). The team was made responsible for technology, equipment, and process selection. Mr. Sarkar was also involved in Project & Commissioning activities. After the successful commissioning of the plant, he took over the plant as OperationsManager in 1985.
He was sent to Germany, Austria, and Chicago, USA for training on the new technology& process of steelmaking(LD and VAD) for 12 weeks.
1986: He was promoted as TO (Technical Officer) and was attached to the Chief of Jamshedpur Works.
TO position is createdfor developing potential managers to take up higher responsibilities at the executive level and it gives exposure to strategic decision making.
1987: He was selected in the four-membertask forceof Tata Steel for improving the performance of GKW plant in Howrah, and make the plant viable. He was sent on deputation to GKW for a year.
1988: He was sent on deputation to NICCO Steel, Shyamnagar, as a two-member task force from Tata Steel, to assist them inupgrading the facility, improving performance, and make the company sustainable.
1989: He was placed in the core team for the second major expansion project, Modernization Phase III (Hot Strip Mill).
Tata Steel had gone for second phase of expansion by setting up a new flat rolling mill complex. Core team members were responsible for the selection of technology, process, equipment, and successful commissioning of the plant.
Core team members were sent for 4 weeks trip to Europe and the USA to visit about dozen of the best-performing Hot Strip Mills with different technologies.
Mr. Sarkar was involved in the Project & Commissioning activities of the mill. Finally, he took over the plant as Deputy Divisional Manager (Operations). He was involved in designing the organizational structure of HSM Department, recruit operators, organizes training for operators and other technicians.
1995: Promoted as Departmental Head of HSM (Divisional Manager).
He was the leader of Level II Automation group, responsible for developing a mathematical model for the mill with assistance from Hoogovens, Neatherlands.
1996: He was made responsible for forming Technology Group for hot rolling, a new concept for Tata Steel, and lead the Department as Divisional Manager.
Career from 1998 to 2019:
1998: Mr. Sarkar left Tata Steel and joined HADEED (Saudi Iron & Steel Company) as Chief of the project for setting up the new Flat Rolling Mill Complex.
After the successful commissioning of the project, he was made Chief of Operations for the new Flat Rolling Complex.
It was a unique and enriching experience for him to work with professional and technical experts from Europe, Australia, and the USA.
2006: He decided to come back to India and took over the responsibility of Vice President, Rolling Mill (Sales) for SMS Seimag, the largest Engineering and Technology provider company from Germany for metal industries.
2008: He was entrusted with the responsibility of setting up the new business of SMS Meer in India and incorporate a new company, SMS Meer India.
It was another rare experience of setting up a new business.
He was the founder MD & CEO of SMS Meer till 2011.
2012: He joined Stollberg India, a subsidiary of Stollberg Germany, as Managing Director.
2015: Stollberg was taken over by a Greek multinational, S&B Minerals.
2017: S&B Minerals was taken over by a French multinational, Imerys Group, the global leader of Industrial Minerals.
Interest and past time:
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