Showing posts with label BHEL. Show all posts
Showing posts with label BHEL. Show all posts

Friday, December 07, 2012

Ask the right questions, of yourself!

If you’re not the apple of your boss’s eye, don’t sulk! Ask the right questions, of yourself!

If it’s the latter, solution could be simply trying to know your boss better and show some friendliness (not to be mistaken as sucking up). And, if it’s for real, then you need some introspection before reaction! “If someone comes to me with a problem, I always first tell him to introspect and see if the boss is really prejudiced or is there a method in the madness i.e. the person he favours actually has certain admirable strengths,” says B. Shankar, GM-HR, BHEL. It’s perhaps time to examine your own efforts (Are you as good as you think you are?!).

Just because you haven’t been told, doesn’t imply there’s no problem. Being less friendly could be his way of expressing disapproval. Talk it out and be open to criticism. Figure out the traits he really values. It could be these traits, in someone else, which make you call him unfair and biased… If this doesn’t help, you need to re-look at your work. If you like what you do and such preferential behaviour doesn’t affect your job potential, then putting up with such a boss by merely overlooking isn’t that bad an idea. Charging your boss with it would only lead to tension at work.

Managing your work is definitely a stated objective, but managing your boss is a primary unstated favour that you owe to yourself. So, if he’s low on EI, you might as well think a little on his behalf. Since he would rarely realise the impact of his decisions on your life, you may set the limit by making him realise it the next time he throws work at you when the day is about to get over! And, if your work is awaiting his approval, you may give him direction and structure, instead of silently getting angry at him.

By virtue of becoming a boss, a person comes under scrutiny, even when it’s not due. Maybe it is time to act and not judge him, for it’s likely that you may not be doing your ‘job’ i.e. thinking for him.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri

For More IIPM Info, Visit below mentioned IIPM articles.

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Friday, August 24, 2012

IT PROVED TO BE MORE PERFECT THAN THEY HAD ACCOUNTED FOR!

BHEL WAS ABLE TO PREMPTIVELY SEE AN EXCESS MANPOWER BURDEN AND RIGHTSIZE IT TO PERFECTION. IN FACT, IT PROVED TO BE MORE PERFECT THAN THEY HAD ACCOUNTED FOR!

However, BHEL had reasons to regret the VRS decision once the power sector in India saw a sudden resurgence post the framing of the Electricity Act of 2003. The act greatly facilitated the entry of the power sector and a ramp up in the scale and number of power projects. Soon, BHEL began to face the dilemma of plenty and from 2004 onwards, it had to take urgent steps to ramp up on its manpower. In FY 2009-10, the total orders for the power sector booked by the company were Rs.419.82 billion for equipment generating 16,489 MW on an aggregate basis. Compare that to Rs.126.72 billion for equipment generating 5313 MW in FY 2003-04. With the increases in orders have come intense problems with deliveries and manpower crunch. Delivery time had just about quadrupled to 48 months in 2008 as compared to 2005. Add to that the Chinese competition flooding the market with cheap equipment and faster delivery times. BHEL’s current Chairman B. Prasada Rao defended the company in the recent analyst meeting, “We have been competing very well with Chinese because the kind of the models we have introduced... and the kind of heat rates we are offering.” BHEL has been winning orders of Integrated Power Projects again during the year. But sustainability is inextricably linked to the manpower situation. BHEL is a unique company in its field in India. Around 4000 employees are being hired every year now. Entry level talent is still available, but there is a crunch at the lateral level owing to lack of experienced people in the field. The home page on BHEL’s web site prominently displays an advertisement inviting ex-employees of BHEL to rejoin. They also recruit ex-employees on a contract basis for projects while they continue to plan ahead for a more suitable mix of manpower at all levels.

Preemptive Action

B. Shankar
GM-HR, BHEL

B&E: What has your experience with implementing VRS been like at BHEL?
B.S: We have had the experience doing VRS at certain points of time. The first time we attempted in in the end of 1980s. Not many people opted for it. And the need then was not so much. Second time we did in late 90s and early 2000s. Three rounds of VRS were done. Around 1998, business situation took a very sharp downturn, so we felt the need to reduce the number of employees. So we did 3 rounds of VRS. At that time, we were very successful, some 15,000 people opted for it. From 2004 onwards, business took a sharp upturn, with the result that we were faced with a dire shortage of experienced people and had to take some urgent steps to ramp up the manpower. If you lose experienced manpower through such schemes, you may get into a jam soon after.

B&E: How can a company handle resistance to VRS schemes?
B.S: Communication alone about the features of the scheme will not influence the decisions in the public sector. Along with that if some steps are taken, like some private sector company went around making arrangements for alternative livelihood/vocation for people opting for VRS. If some such things are done, then people may opt for it... generally, in public sector only those close to retirement will be doing it. There are rumours of increase in retirement age now so it will be tougher at this time. However, Government of India also has a scheme for retraining and counselling for VRS optees.


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Saturday, August 04, 2012

BHEL TOWNSHIP, BHOPAL

First impressions of the bhel bhopal township are anything but encouraging. but as Manish K. Pandey delves into the details, he finds that bhel could well be on its way to bringing back the good old days

“Now with recruitment being done at all levels, the hustle and bustle will soon return to the township,” the senior official told me. In fact, as per his claim, the Town Administration Department (TAD) at Piplani (which is functioning from 4-5 out of 13 intern hostels that have been allotted to the department by BHEL management) has already allocated a huge fund for the repair of roads inside the township in anticipation of this influx. The department is even said to have allocated Rs.90-100 million for the renovation of trainees’ hostel. Community centres, too, will be coming up at a fast pace all across the township.

But what about Nehru’s real expectation from these temples of modern India – the empowerment of the common man, and hence the society? Shrikant Deshpande (name changed), a Senior Engineer with BHEL Bhopal for over 30 years says, “I joined BHEL Bhopal 30 years ago as an artisan... BHEL not only gave me an opportunity to go for higher studies but also provided me with a springboard that catapulted my career to great heights,” reminisces Deshpande with a smile.

Clearly, BHEL is not without its fair share of passionate supporters. To enable many more such smiles on the faces of its current and future employees, BHEL has to renovate its township infrastructure at the earliest. And considering their past record of business and service, one would certainly want to give them the benefit of doubt.

Read more.....

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Friday, August 03, 2012

India’s economic objectives with their private counterparts

Indian psus have followed an optimistic trajectory post-liberalisation and have seen some vital successes through well-timed and executed strategic realignment. Virat Bahri of B&E brings out the lessons from these successes and also on how these psus can keep the growth story intact going forward and fulfil india’s economic objectives with their private counterparts

Post-liberalisation, turnaround has also been a recurring theme for quite a few PSEs, which have been stung by the competition and responded with dramatic turnarounds that only look believable in retrospective terms. SAIL itself is a fascinating example, as it was facing a net loss of Rs.15.74 billion in FY 1998-99. A comprehensive rationalisation of production processes was done, the product mix was strongly realigned and production of saleable steel products was ramped up. Within 6 years, the company had posted an impressive profit of Rs.68.17 billion. BHEL had a net sales of Rs.68.962 billion in 1998-99 and a net profit of Rs.5.99 billion. Once the central government passed the Electricity Act for rapid transformation of the power sector, the company was faced with a tremendous surge in demand and was found wanting in terms of manpower and capacity. Besides, Chinese competition has come in droves, buoyed by the Chinese government’s strategy of having an undervalued yuan. BHEL aggressively enhanced capacity and scope of business. Though problems persist, BHEL posted a revenue of Rs.424.95 billion (CAGR of 16.36% since FY 1998-99) and a net profit of Rs.60.11 billion (CAGR of 21.18% since FY 1998-99) in FY 2010-11. ONGC was often criticized for its inefficient practices and relatively staid approach. It is well known how the company transformed under the aegis of erstwhile Chairman Subir Raha and hasn’t looked back since. When he joined, the company was facing depleting production and reserves. He led the company on an expansion spree and also promoted better utilisation of existing assets. Oil & Oil equivalent gas production of ONGC was 62.07 MMtoe in FY 2010-11. Its net profit of Rs.189.24 billion placed it on top of the B&E Power 100 List for the year. State Bank of India (SBI) was similarly losing market share rapidly to private and foreign banks. The challenge was to shake up an institution with 2,00,000 employees from its stupor. Under ex-Chairman O. P. Bhatt (who joined in 2006), SBI took a unique initiative of stopping the VRS scheme so that they would not lose valuable talent to private enterprises. In addition, they ramped up process efficiency by manifolds and Bhatt made the effort to align the organization towards a common vision and a common set of objectives, primary being their drive to gain favour with mid to large enterprise accounts and with the growingly young workforce in India. The State Bank group’s advances stood at Rs.9.94 trillion for FY 2010-11 (growth of 15.87% yoy) while deposits stood at Rs.12.45 trillion (growth of 12.43% yoy).

It’s now common knowledge that Chinese state-owned enterprises are so well integrated with the central government that they are able to serve long term national strategic objectives with amazing efficiency. In addition, they go global with a clinical aggression that surprises even the leading private companies in the Western world. As with other aspects of the Indian economy, our PSUs are a few steps behind China, but there are notable examples where they are making their contributions count. ONGC itself has been competing head to head with global oil majors to acquire E&P assets. This year, it signed a deal with KazMunaiGas in Kazhakastan for acquiring 25% interest in the Satpayev exploration block. SAIL, which has an order book of Rs.540 billion in its drive for 23.5 million tonnes hot metal capacity by FY 2012-13, has also developed a structured R&D set up and plans to take R&D spends to over 1% of total turnover. Along with NTPC, NMDC, Coal India & RINL, SAIL set up a consortium named International Coal Ventures Ltd. (initial authorised capital of $2 billion) a few years back to pursue metallurgical coal and thermal coal assets across the globe. On the flip side, though, no successful bid has happened yet, in large part due to mines getting expensive, and the initiative needs a push. Also, it has got into tie ups with global giants like POSCO and Kobe Steel for strategic collaboration over projects, technologies, et al. ONGC now runs 31 projects across 14 countries and also made the big ticket acquisition of Imperial Energy. NTPC is planning to become a 75,000 MW company by 2017 compared to current capacity of 34,854 MW and is setting up a power plant in Sri Lanka. By 2032, it is also planning to have 28% of its power production coming from carbon free energy sources. GAIL is targetting a turnover of Rs.1 trillion by FY 2016-17 from Rs.324 billion currently. Part of the plan is to aggressively pursue global investment opportunities throug investment arms and JVs. Another interesting case is Rural Electrification Corporation of India, which finances rural power projects after proper due diligence. The company has been proactive on tapping international markets for funding and in FY 2010-11, it mobilised $1.17 billion from overseas instruments. Indeed, there are struggling firms and Air India is the most vivid example of the worst that can happen with PSUs. They are telling reminders of the road that’s not to be taken.


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