Volume - 6, Issue - 2, April - June 2013 ISSN 2277-2189

The Journey HR should come forward has been to inculcate a culture of integrity challenging

Proud to be in an Organization without any Adding Power to India’s Power Gender Bias Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

POWER HR FORUM

CHIEF PATRON MESSAGE FROM THE PRESIDENT

It gives me immense pleasure to inform that Power HR Forum has completed a decade in its journey in January 2013 and is growing from strength to strength. Forum is playing a pivotal role in bringing Power Sector Companies together at one platform and giving shape to futuristic activities in the field of Shri P. Uma Shankar HR. It is providing us the much needed opportunity to Secretary (Power), work together to multiply our success. Government of India On completion of ten years and also seeing that the world has celebrated International Women’s Day on PATRONS March 08, Forum as a token of respect is dedicating April issue of ‘Power People’ to all women for their valued contribution in one form or the other by incorporating insights, experiences and achievements of some of the leading women in power sector who are occupying senior positions in hierarchy in their organizations.

Of late, focus has shifted towards Corporate Social Responsibility and Sustainable Development by treating both subjects as one for the purpose of MoU evaluation. In the revised guidelines by Government of India effective from April 2013, the thrust of CSR and A. B. Agrawal R. N. Sen Sustainability is on capacity building, empowerment of communities, inclusive socio- Chairman, Chairman, economic growth, environment protection, promotion of green and energy efficient Bhakra Beas Management Board Damodar Valley Corporaion technologies, development of backward regions, and upliftment of the marginalized and under-privileged sections of the society. In line, Governing Body Meet of Power HR Forum held in February 2013 at BBMB, Chandigarh decided that the theme for Forum’s coveted “Quest for Excellence [Q4E]” for 2013 shall be “CSR & Sustainable Development: Innovative Possibilities”. These competitions not only help in developing competency and management skills, but also encourage towards team building and creativity. I would request all to give wide publicity to such events of Forum in bringing out latent potential of employees. P. C. Pankaj G. Sai Prasad Chairman & Managing Chairman & Managing Our efforts and your support can surely create wonders! Director, NEEPCO Ltd. Director, NHPC Ltd. Happy Reading!

R S Mina Director (Personnel), NHPC & President- Power HR Forum

MEMBERS OF GOVERNING BODY Arup Roy Choudhury Satnam Singh Chairman & Managing Chairman & Managing Director, PRESIDENT A. Mallik Director, NTPC Ltd. Power Finance Corp. Ltd. R. S. Mina Director (HRD), DVC Director (Personnel), NHPC I. P. Barooah VICE PRESIDENTS Director (Personnel), NEEPCO • S. B. Agarkar Director (HR), NPCIL M. S. J. Sinha Executive Director (HR), NHPC • U. P. Pani A. C. Chaturvedi Director (HR), NTPC Executive Director (PMI), NTPC • Ravi P. Singh Santanu K. Rath R. N. Nayak Rajeev Sharma Director (Personnel), POWERGRID Director (HRD), OPTCL Chairman & Managing Chairman & Managing Director, Power Grid Corp. Director, Rural HONORARY SECRETARY M. K. Goel of India Ltd. Electrification Corp. Ltd. Vinod Behari Director (Commercial), PFC Executive Director (HR), REC I. R. Kidwai HONORARY TREASURER Executive Director (HR), POWERGRID Nand Lal Sharma Director (Personnel), SJVN S. K. Biswas Director (Personnel), THDCIL MEMBERS Balbir Singh S. K. Sharma Director (HRD), BBMB Director (HR), PTCUL

R. P. Singh R. S. T. Sai A. B. Shukla Sharad Krishna Director (HR), UPCL Chairman & Managing Chairman & Managing Director (HR), Delhi TRANSCO Director, SJVN Ltd. Director, THDC India Ltd. From Editor’s Desk : The Interview of Sh. R. S. T. Sai, CMD, THDCIL & Patron – Forum, on HR Issues are soul searching. The HR solutions suggested by him can be used as gospel for HR Practitioners in the present day scenario in any PSUs, since different HR interventions are required.

As this issue is dedicated to Women which constitute half of our population but in minuscule strength at work station, we have included, email interviews of two senior women professionals of the rank of GM and articles on women issues by their own clan.

The article by Professor K R Chari provides food for thought for the mandarins of Power Ministry, Planning commission and CEO’s of Power Industry. Unless the whole supply chain is geared up and people work in coherence the desired and the planned additional power cannot be added.

The relationship is a complex subject, but every process and output in our day to day life depend on this. With the advent of MNC’s arrival in India, this subject got its due share of importance and soft skill became a new buzz word in the corridors of corporate. The article ‘ROI in relationship’ is an eye opener and can be practiced in life. Sh. Gautam Pant’s experiences during the full bright scholarship are worth imbibing by the middle and senior level managers.

NTPC ranked third overall and first among PSUs in “Great place to work” survey in the year 2012. We found it prudent to include article enumerating the processes and qualities required for ‘Great place to work’ Trophy holders. I am sure this will help other members of Power HR Forum to bring in the process and system in place within their respective organization, so that they also move to the illustrious group of ‘Great Place to work’ award winner and improve their branding. The Feedbacks received from the participants of our various competitions are very encouraging and have been included in this Issue.

The editorial team is grateful to our former President sh. S.P. Singh for helping us steer to a next height. Regular Columns are in place in this issue of “Power People” as well to keep the interest of our readers alive.

Editor Lt. Cdr. (Retd.) D.K. Upadhyay Power HR Forum

Editors: Published by: Power HR Forum Secretariat • Lt. Cdr. (Retd.) D. K. Upadhyay At : Power Management Institute, Plot 5-14, Sector 16A, NOIDA -201301 • J.S. Malhotra Telephone : 0120 6496197, Fax : 0120 2416860 e-mail : [email protected], Website : www.powerhrforum.org www.powerhrforum.org No part of the journal may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. No responsibility is accepted for any accuracy of information contained in the text, illustrations or advertisements. The opinions expressed in the articles are not necessarily those of the editor or the publisher. 02 HR should come forward to inculcate a culture of integrity CONTENTS R. S. T. Sai

RoI in Relationship 24 04 Proud to be in an Organization J. S. Malhotra without any Gender Bias Debjani Dey Transferring Learning to Workplace- 25 Utilizing the Fulbright experience Improvisational Theatre-Simple yet Effective Tool for Leadership Development Gautam Pant

Strategies for Emerging Business Environment: 28 taking cue from external and internal stake holders 05 The Journey has been challenging Feed back on the Annual Competition 30 Arundhati Bhattacharya organised by: POWER HR FORUM 06 Be A Woman of Substance Book Review: HR From the Outside in 33 Dr. Disha Awasthi H. P. Pal 09 Developing the women: A step towards building India News of Interest for HR Fraternity 36 Dr. Priti Sambhalwal

Female HR Professionals: Management Quiz 40 12 Not only Administrative Dinosaur Kalpana Agrawal Cartoons 42 14 Adding Power to India’s Power Plans-Need for Integrated Planning Management Books 44 “Critical Role of Supply Chain Authored by: Peter F. Drucker Management in India’s Power Plans” K. R. Chari Power Luminary of the Quarter 46 S.P. Singh 20 Building a Great Place to Work - What we can learn from India’s Best Companies to Work For - 2012 Study

Prasenjit Bhattacharya HR should come forward to inculcate a culture of integrity

An Interview of Sh. R. S. T. Sai CMD, THDCIL & Patron, Power HR Forum

In spite of all visible and invisible challenges Sh. Sai has been instrumental in taking his Organization to the next level of growth. Present interview can be used as gospel for the HR Practitioners trying to bring in the strategic change in the working environment of their organizations. He is an active supporter of our Forum activities and believes in key role Sh. R. S. T. Sai played by HR in any Organization. Excerpts from his CMD, THDCIL & Patron, Power HR Forum interview are as follows....

1. What are the most critical business challenges Power PSUs are Therefore, HR must take the initiative to inculcate a culture of integrity in the facing today? organization. For many of us in the power sector, particularly in Hydro Sector, legacy HR professionals must devise various measures and processes to check issues continue to haunt us even today. For instance, some of us began our abuse of system, without slowing things down in the name of compliance. journey taking over Projects initiated by State Irrigation Departments. The Unfortunately, the prevailing situation is that if something that needs to be practice being followed by the government departments in the 70s, was to done has been done quickly, it is perceived that someone somewhere has take up construction departmentally. Large workforce was passed on, along been bribed or influenced. with the Projects. The PSUs adapted the system of relying on execution of 3. You particularly mentioned the fact that many Power PSUs are Works through large contractors to whom most of Project Management was saddled with legacy issues of various kinds and that HR has to outsourced. Inevitable issues like productive engagement of legacy manage these issues going forward. Can you please elaborate on workforce, skill relevance etc followed. Then transition to corporate culture this? is yet another dimension. Even mundane requirements like punctuality needed to be gradually adapted. One of the principal issues for HR is Apart from absorbing legacy workforce, THDC also had to shoulder the therefore, the creation of a professional workforce and the formation of responsibility of providing employment to Project Affected Persons. In our robust systems and procedures that are not compromised. case, we ended up generating the impression that we are a livelihood provider and a vast number of people began to expect employment. In any 2. Can you elaborate on these issues? How are these relevant to the case, a lot of people did get inducted, leading to skill mismatch. Now, is it not HR Function? HR’s role to transform this population and make sure they ultimately acquire HR is the conscience keeper of an organization. As the moral custodian, HR the competence to contribute to the organization in a meaningful and is responsible for ensuring a good work ethic. There exists a licentious significant way? Interestingly, this mode of compensating the local environment in public employment which created a mind set of getting away population through employment is being revisited under the proposed Land without any accountability for deliverables. Most of the recruitment in the Acquisition reforms, where provision of pension and profit sharing with early phase was made without proper assessment of manpower oustees is envisaged. requirement, without proper scrutiny of credentials and without assessment Every organization has its own set of strengths and weaknesses. In order to of competence levels. I was told of an instance where a gentleman made 35 overcome our skill deficiencies, we initiated skill augmentation programs appointments in a single day bypassing all mandated protocols and and also brought in professionals. However, this newly acquired competent guidelines. Such examples not only sully HR’s image but also lead to population has to ultimately work with the existing workforce. Managing unwarranted clamping of HR operations and activities. How can HR expect their integration, without repressing creativity and initiative, is a major to be empowered if the enormous power it wields is put to such use? challenge for the organization in general and for the HR Function, in

02 Be not ashamed of mistakes and thus make them crimes - Confucius POWER PEOPLE HR should come forward to inculcate a culture of integrity

particular. HR can play a very decisive role here by helping these people to aspirations of people and also Leadership Development processes stay motivated and productive. Fortunately, we do not have any significant happening internally. No organization can afford a perverted leadership at attrition in this population - possibly, because integration issues have been the Top. handled to some extent. 5. What role can HR play in overcoming business challenges? 4. You operate in an environment where new guidelines and directives from the Government can simplify or complicate operations. How Traditionally, HR has largely played the role of Administrator. Interestingly, a has this affected HR’s functioning and that of the organization? majority of the people who joined the HR ranks about 40 years back were either from secretarial background or retired Servicemen. Most of them We have all kinds of people in our system today - some did not have the weren’t trained in HR. Possibly, this legacy of HR continues to haunt it even basic credentials to be a part of this organization and in all probability, today. The poor start that HR got in its early years, is still to blame for the lack compromised the selection system to enter the rolls. Such people could of a professional and proficient HR Function in PSUs today. On the other pressurize and secure promotion every three years and managed postings hand Finance & Accounts discipline got professionalized over a period, with at comfortable locations, where the company does not need them. A worst induction of CAs and ICWAs. We need highly competent people in HR who scenario for any organization is to succumb to such pressures time and have integrity and who follow standards. It is indeed heartening to note that again and ultimately give a signal that one need not put in good work and still the HR fraternity in Power PSUs is doing some self-introspection on its own obtain what everyone covets. The liberal practices in the past lead to through a body like Power HR Forum. emergence of a bulge at middle management level. There is a limit as to how many top positions can be justified, given the size of operations. The recent The first step in HR’s transformation should be the migration to a Service government directives mandating approval of administrative ministry for Mindset. It is so easy for any HR person to say “no” to anyone whenever creation of Posts in Senior Grades introduce a newer set of constraints, there is any request for any kind of service, which is not of routine type. ultimately leaving us with very little elbowroom. As on date, we are bulging in Obviously, Line Managers have to bear the brunt of this “no” and can have a the Middle because the space at the top is limited. Ultimately, this skewed tough time convincing the aggrieved party. It is disheartening to note that structure transmits pressure downwards effecting promotion possibilities every time HR says “no” to a service request, the HR responsibility is for the population below. Capacity Addition in Hydro Sector takes a long transferred to the aggrieved party. This perception that HR will not be time. In the wake of slow growth, some of our employees feel de-motivated. answerable for saying “no” has to change. What complicates the situation Those who consider that promotion is their birthright are likely to be effected further is the impression that HR does not take timely decisions and takes a acutely. Now, it is important to appreciate the government’s directive in a lot of time in processing routine requests as well. dispassionate manner - as a small organization cannot afford an unusually HR’s acceptability will increase dramatically if it gets its service focus right. large number of employees enjoying E8 Level salaries. Just as the Technical workforce in the organization is working directly to The fact is employees feel frustrated with Promotion issues. I come from a grow the business, the HR workforce should be working closely with family that had many teachers - with their meager salaries and no promotion employees and support the main stream. For example there was this through out their career. They lead highly satisfied and fulfilling lives. But reluctance to lodge FIR with Police, when some untoward incident occured with all the Performance Related Pay, Perks and Benefits that prevail in at Project. If Administration does not handle such matters, then the Power Sector, I find it intriguing why people don’t bother to introspect as to Engineers are forced to take on such role, which distracts them from what their contribution is to the organization. This culture of entitlement focussing on work execution. People should actually feel happy to go to HR needs to be replaced by a culture of ownership and responsibility. for help.

Now, how do you build people with a sense of responsibility? HR can send a Also, in order to emerge as a true business partner in the power sector, HR powerful message to employee populations here. It can make them face should actively partner with Line function right from the Project stage itself. reality and handhold them through the after-shocks. Obviously, HR needs to While HR can play a role in land acquisition as in other Power Sector PSUs, it communicate strategically and more often to avoid any unwanted can shoulder even more responsibility. repercussions. There is no doubt that HR professionals in power PSUs need more exposure In the past PSUs misused their position and did not practice scientific to high-quality education and HR Best Practices. We have done our bit to principles, when designing organizational structures. Going forward, HR induct young HR professionals and are grooming them for future positions. must examine OD using well-researched frameworks and models. More But HR will need to massively upgrade its quality, particularly in the mid importantly, the structuring has to tie in neatly with the career growth management and below Board level.

Before you embark on a journey of revenge, dig two graves - Confucius 03 In the 15 member organization of Forum, there are Eight Women Executive who are presently occupying the position of General Manager. In other sector, number of senior women executives is quite high. Power People has made an attempt to capture the concerns, achievements of these high achievers. Through one to one and email interviews, Power People has been able to capture the response of Ms. Arundhati Bhattcharya, NTPC and Ms. Debjani Dey, NEEPCO in this issue. We shall bring more responses from other women leader in future issues. Editor Power People Proud to be in an Organization without any Gender Bias

An Interview of Ms. Debjani Dey General Manager (Commercial) NEEPCO, New Delhi

Ms. Debjani Dey has risen to the senior position due to perseverance senior levels, handled responsibility, taken difficult postings, & have and hard work. She is one of the eight GM level senior executives of our come out unscathed ! I would say that more the women in member Organization. Excerpts from her interview are as follows.... responsibility, the better & faster the decisions as women are adept at multitasking & handling multiple priorities. • The difficulties you encountered in reaching to this level? I am happy to state that I have not faced very many difficulties in • What Challenges foreseen at this level? reaching this level and it has been more or less a smooth journey from The foremost challenge would be to break the glass ceiling. Also to a young engineer (in 1986) to the level I am presently occupying as a keep abreast of the changing business environment, & keeping oneself General Manager. updated to stay ahead of the curve. One should also define goals, identify opportunities & keep focused . • Does gender bias a challenge in Office working? I believe gender bias is present & is a challenge in the Corporate world. • Have you been able to cope with work pressure and manage work life However, I am proud & privileged to belong to an organization where I balance between your personal and professional life? have faced no gender bias. But where it exists, gender bias can be a Work pressure has never been a challenge as I have never performed major deterrent from women giving their best & it directly leads to low better unless under some positive stress which I believe drives the morale & affects productibilty. adrenaline ! I must confess though, that managing work life balance has been a tight rope walking throughout but with the help & support of • What bar a woman should keep in mind while entering into my family, I have kept afloat & delivered without compromising on corporate world? either front. There should be defined bars & the sky is to be the limit. Driving ambition along with ethics to maintain proper balance should be the • What role a woman can play to transform business industry? guiding factor. A woman brings in diversity of perspectives which can lead to better results. Further, a woman’s focus, perseverance & passion , ability to • How will you rate your working experience in comparison to other strike the right balance & time management capabilities will always counterparts? contribute towards the corporate growth. However, the constraint lies Assuming that counterparts mean women in other organizations, I in limited availability as very few women rise to senior positions in the would say that the journey for most of us has been pretty meaningful, industry, given the existing constraints. with its share of trials & tribulations. Most of us have risen to fairly

04 Everything has its beauty but not everyone sees it - Confucius The Journey has been challenging

An Interview of Ms. Arundhati Bhattacharya General Manager (Project Engineering C&I & Chief of Task Force) NTPC, Corporate Office

Ms Arundhati Bhattacharya is presently heading the Control and though to excel in work life, our business-world expects all executives to Instrumentation department in Engineering Division and is also the spend time beyond standard office hours but all are not empowered to do Chief of the Task Force for NTPC’s prestigious 2X800 MW upcoming the same. A working woman in our social milieu needs to get an excellent power plant in Orissa. Excerpts from the email interview taken by Power support from her husband, parents and other near and dear in personal life People.... to do justice to her assigned work. She has been extremely lucky on this front, says she, very proudly... The journey till this level has been both challenging and stimulating for her. She took engineering as a professional discipline and completed her Engg, During her Initial days in the organisation, though her colleagues and seniors Bachelors in Technology (Instrumentation) from Calcutta University in were all aware of her capability, because of commonly held perceptions and 1981, even when very few girl-students were thinking of engineering as a to take care of safety beyond office premise, she could not put in as much career option. Another feather in her cap was added when, she joined NTPC effort to learn and gain the domain competency. For example, her seniors, in 1981, representing the first ever women executive trainee of this with all their well intentions, would routinely try to send her home after 6 pm prestigious organisation. After undergoing the rigorous one year training at or not send her regularly to remote part of India where one of the NTPC various offices and power plants of NTPC and polishing her professional power plants was coming up even though she was given the complete career, she started working in engineering division. She very humbly says responsibility for engineering of the particular plant. And many times, she that she is what today because of support, encouragement and professional would put in double the effort just to prove that she is not different from help of some of the very knowledgeable colleagues of her. She always wants another engineer just because she happens to be a woman and is as capable to be on learning curve so that she can serve NTPC in better ways. With this as other colleagues, reflecting her fiercely competitive spirit. Thus, her never say die attitude, she attended evening classes, completed her MBA experience at NTPC had been extremely friendly but sometimes overtly while at the same time ensuring that she did more than her share of work at protective thereby not exploiting her potential fully. Women executives rather work place. She seems to personify Narayan Murthy’s famous quote of women employees, she feels, have some special requirements. Apart from Yogi Berra - The more I work hard, luckier I get. And “Yes” says she, "NTPC providing for the physical and physiological needs all along their career as an organisation has recognized her by assigning the crucial position she span, workplace needs to be more proactive, sensitive and encouraging for has”. women. She states that by systematic training on skills required for assuming higher responsibilities, women leaders can yield rich dividends to Though she is a strong proponent of gender neutral concept at work place, the organisation. And this is not extra investment - “what women bring to she is very much aware of the needs of and constraints faced by women work place, can’t be done by their counterpart”. It is - transparency, zero workforce in Indian corporate world and have few mantras to offer to women biases, equality, multitasking and above all management with care and employees. “One needs to be a living epitome of Integrity, both in sensibilities. relationship as well as work life. Sincerity, Honesty and Hard work have no substitute. In short term, a compromise might seem to yield a faster result, She has been able to cope with work pressure and managing work life but eventually the above attributes at work pay-off in the long run.” balance between her personal and professional life; is through her walk the talk approach. She practices the attributes she preaches. She truly trusts her Speaking about hurdles that typical women executive faces- Professional team for delivery and with an excellent support from her team and seniors, loneliness tops the list. Because of societal beliefs and customs, and self which she emphasis is dominated by male counterparts, she has been imposed restrictions, women tend to build a barrier around them. And this sailing through one of the most challenging times of NTPC in general and is a problem that accentuates as one climbs up. Sometimes, this loneliness engineering division in particular. can result in fewer opportunities for informal chats, information exchange and less exposure to various institutional developments & happenings. The last advice, though she very reluctantly agrees to give one, is learn to While professional networking is one of the established requirement, LEAN-IN. Though this is the phrase coined by Ms Sandberg of Google quite specially at senior management level, women executive devote much less recently, Ms. Arundhati also believes that “No need to hold back from taking time in developing and maintaining these professional networking. Even more responsibility, be confident, don’t shrug-off responsibility, and lean- in”.

Forget injuries, never forget kindnesses - Confucius 05 Be A Woman of Substance

Dr. Disha Awasthi

”Women are smart and savvy, striving to live up to their potential. They are A woman of substance values her family highly. She cares about building a curious about the world they live in, and they want to make a firm relationship with her husband if she is married and not a shallow difference………. To all the women: Cherish the gift of womanhood and relationship based on first-attraction feelings. She knows that love is built most particularly, the ability to look within yourself, push the boundaries of through the hard and good times, and she does not quit when things get what you know, and enlarge your hearts and minds with the world.” rough. Her children respect her for her kindness and firmness. She spends time with her children and be there for their education and extracurricular A woman of substance is a woman of power, positive influence and activities. meaning. To be branded as a woman of substance is one of the greatest compliments one can give a woman. Changing Family Dynamics

Qualities of a Woman of Substance The family as a social institution has always been regarded as a core element for the development of an individual and the society. The family A woman of substance possesses depth of personality and character, is performs important task which contribute to society’s basic needs and consistent, and has a variety of interests outside and within her home and helps to perpetuate social order. Two main tasks of family are:- family. She conducts herself with patience. Even when her life, job, friends, i) Primary socialization - the process by which children learn the children or husband drive her crazy, she knows that it is better to respond cultural norms of the society into which they are born. Family is the with patience than to react in anger. Because there is more to her life than most important platform for the development of the human personality. just her friends or her job, she knows that she has hobbies and goals that she can look forward to beyond the present frustrating moments.

A woman of substance conducts her life with honesty and integrity. She is aware that it is better to get a fair promotion than a promotion gained from dishonesty or hurtfulness to a co-worker. She knows that life consists of more than money, so she would not have the desire to cheat on her taxes or keep an extra rupee of change the cashier gave her at the grocery store. She has qualities of peacefulness, love, patience and steadfastness. She possesses virtues that make others around her notice that she is not shallow.

Power with Knowledge Besides virtue and other character qualities, a woman of substance has knowledge. A woman of substance educates herself fully about current issues and subjects of interest to others. She knows about crises and concerns within her city, state and nation. She wants to take action to do all she can to help, whether by writing a letter to the editor or running for office. She is aware of and participates in the political process.

A woman of substance has her own hobbies and interests. Her happiness is not entirely wrapped up in her job or husband. She finds enjoyment in hobbies such as photography, singing, trekking or sports. She enjoys spending time with friends who share same hobbies.

06 He who will not economize will have to agonize - Confucius POWER PEOPLE Be A Woman of Substance

ii) Personality stabilization - the role that the family plays in assisting adult family members emotionally. In industrial society the role of the family in stabilizing adult personalities is said to be critical.

Changing Roles and Increasing Expectations

With the changing time and dynamics, society has moved from joint family system to nuclear family system. Roles and expectations of family members have changed. Technology has become more advanced. And above all, the struggle for a respectable life in a society has increased. This has, in turn changed the role of a women from just doing household activities to taking part in all those roles which were once dominated by men only. These roles have brought in lot of expectations, challenges and dilemmas.

Now-a-days we talk about ‘Women of Substance.’ A woman of substance contributes to the development of a good family, a compassionate society, a successful organization, a progressive nation and a more tolerant world.

Women’s participation in the political and economic activities of a society is enriching the fabric of a nation. Many women in India have reached high positions and many others are doing well in different spheres and even in professions once unthinkable for women. We are, however, conscious about the constraints and difficulties that they face in realizing their full potential and dealing with different roles she perform at the same time.

(Chetan Bhagat’s article in TOI August 16, 2011: A survey by Nielsen has Transitions are a natural part of the human growth and development revealed that Indian women are the most stressed out in the world: 87% of process, as natural as the change in seasons. Each lifetime has its own our women feel stressed out most of the time. Even in workaholic America, rhythm and there are many ways to deal with transition. only 53% women feel stressed.) Some thoughts to consider in managing transitions are: Women have always been regarded as being kind hearted, compassionate, • Create specific time in your week for contemplation and silence emotional and sympathetic. But there is something else that also comes from within. And that is the inner strength. A woman is able to deal with all • Begin to write out what the change will create for you in your life the challenges she comes across in her life cycle with this inner strength. • Put your attention on what is working as you move through managing your transition Throughout the life, there are lots of transition phases in a woman’s life and to deal with them effectively requires lot of patience and skills. It’s There are three stages of transition. These are: impossible to go through life in a steady state of happiness and 1. Ending, Losing, and Letting Go. contentment. When someone hit the rocky places – illness, relationship breakdowns, financial crises, unpleasant news etc., most likely she 2. The Neutral Zone. experience an acute sense of disorientation and loss of control. Let’s go 3. The New Beginning. though in brief how these transitions of life can be managed. Women can go through each stage at their own pace. For example, those Managing Transitions of Life who are comfortable with the change will likely move ahead to stage three quickly, while others will linger at stages one or two. Let's see each stage in As humans, we are always in a state of transition. All transitions are detail. composed of letting go of an old situation or ending, feeling the confusing in- between of a neutral zone, and launching forth again in a new beginning.

I hear and I forget. I see and I remember. I do and I understand - Confucius 07 POWER PEOPLE Be A Woman of Substance

Stage 1: Ending, Losing, and Letting Go What can be done?

This stage is often marked with resistance and emotional upheaval, because Guidance is incredibly important as this can be an uncomfortable time, women are being forced to let go of something that they are comfortable because it can be unproductive, and it can seem that little progress is being with as in case of when they get married, builds new relationships with made. Because one might feel a bit lost, a solid sense of direction is required husband and his family and start living at his place. Endings can be fearful to here. Reminding about goals, and encouraging to talk about feelings is some. They break the comfortable patterns they have grown accustomed important. Provide frequent feedback, set short-term goals for quick wins to. But endings can be used as a time to acknowledge what has been learned and boost morale by helping in managing workloads can prove beneficial. and how was the growth. Stage 3: The New Beginning What can be done? The last transition stage is a time of acceptance and energy. One begin to It's important to accept the reason for resistance and understand the embrace the change initiative. Building the skills needed to work emotions. Allow time to accept the change and let go, and try to get successfully in the new way, and starting to see early wins from their efforts everyone to talk about the feelings at that time. In these conversations on - is needed here. Then there is the beginning, where one can launch herself what's going to happen, empathetic listening and open communication are anew and feel strong in the direction she is moving. important. Women often fear what they don't understand, so the more they can be educated about a positive future, and communicated on how their What can be done? knowledge and skills are an essential part of getting there, the likelier they As a woman begin to adopt the change, it's essential that people around help are to move on to the next stage. her sustain it. Link an individual's goals to the long-term objectives, and Stage 2: The Neutral Zone regularly highlight stories of success brought about by the change. Take time to celebrate and reward change one has gone through. However, don't In this stage, women affected by the change are often confused, uncertain, become too complacent – remember that not everyone will reach this stage and impatient. Depending on how well they are managing the change, they at the same time, and also remember that one can slip back to previous may also experience a higher workload as they get used to new systems and stages if she thinks that the change isn't working. new ways of working. Think of this phase as the bridge between the old and the new; in some ways, few will still be attached to the old, while trying to adapt to the new. Despite these, this stage can also be one of great creativity, innovation, and renewal. This is a great time to encourage them to try new ways of thinking or working. “Embrace your individuality and be happy the way you are.” “Use your blessed qualities.” “Find your dream in life and pursue it.” “Live up to your morals and values- always remain aware of them.”

Dr. Disha Awasthi Manager (HR), PMI-NTPC Ltd. She can be reached at: [email protected]

08 Ignorance is the night of the mind, but a night without moon and star - Confucius Developing the women: A step towards building India

Dr. Priti Sambhalwal

It is often being said that the 21st century is the century of the woman and 5. Access to training: South Asia is particularly characterized by low finally she is getting her due, be it political, economical or social. Economic enrolment in vocational and technical training. necessity has incited many women today to enter the job industry. 6. Access to networks: Women having fewer business contacts, poor Economic independence and cultural changes has reduced gender knowledge as to how to deal with the governmental machinery and a inequality in many societies. But still today, in developing economies like lesser bargaining power. India, there are fewer organisations which invest in their women workforce 7. Access to modern techniques: Women having least access to or provide them a platform to develop themselves and in turn the modern machines and technologies thereby making them put in more organisation itself. According to World Economic Profile (2012), women are physical efforts. 50% of the population, out of which official labor force is 30% and those women utilize 60% working hours and receive 10% world income. A recent 8. Inability to deal globally: Poor communication skills especially Economist issue focused on how females now make up just over 50% of the English speaking, etc. workforce. One recent McKinsey study estimates that lower education and 9. Prejudicial attitudes of the society: Considering the fairer sex to be a employment rates for women and girls are responsible for as much as a 1.6 weaker sex. percentage point difference in annual GDP growth between South Asia and 10. Crime against women: Rates of unreported cases being higher each East Asia. Whereas on the other hand, educated, income-earning women year because of social stigma attached to molestation and other cases. are much powerful catalysts for development because they tend to invest more of their money in their families’ health, education, and well-being than their male counterparts. 34 % of respondents said that such investments have resulted in improved profits, and a further 38 % expect them to do so. The study also reflects that, there are many private-sector organisations who are devising ways to offer comforts to their women, be it economic or social. The result in turn is reflected by expansion of their market base, attracting global talent and also building their reputations. Various UN conferences have time and again emphasized that full development of developing nations requires maximum participation of women in all spheres of the society.

Women in India: Barriers to success

There are several impediments which hamper the overall progress of women in our country. To name a few there are: 1. Economic barriers: Women not being allowed to keep control over the household money. 2. Social barriers: Girls getting inferior food and education (qualitatively and quantitatively), because of bias towards male child. 3. Social pressures: Difficulty in acquiring property or loans. 4. Security issues: Even if allowed to work, feeling insecure at the workplace with respect to threat to their dignity and of sexual harassment.

It does not matter how slowly you go so long as you do not stop - Confucius 09 POWER PEOPLE Developing the women: A step towards building India

The brighter side… 3. Providing sound medical facilities to family members: May result in higher retention rates and lesser absenteeism. Infant mortality rates There are many enablers that give us a reason to give our women a chance may go down and health of their children shall improve thereby to enter the industry and other professions worldwide: resulting in more focus on their professional assignments rather than • Women have a strong social purpose worries over family health. • Commitment to service quality 4. Providing social security: Provision of on-site bank accounts may enable them to control their funds and feel monetarily secure. • Entrepreneurship and leadership qualities 5. Welfare measures: Provide them on-site crèche and child care • Realization of need for self-reliance facilities and taking care of their basic needs by providing additional • Openness to new possibilities nutrition, regular health check-up, health education and facilities of • Self-motivated individuals and a sense of independence clean water supply and sanitation to ensure overall hygiene. • Sense of care and affection which is a basis for many professions like 6. Building their self-worth: Through meditation and yoga classes. healthcare, hospitality, etc. 7. Grievance cells at workplace: To ensure that they are being heard • Ability to utilize available resources to their best potential regarding their professional or personal difficulties. • Creativity, innovation and multitasking abilities 8. Flexi working hours: Provide a flexible work structure and employees may work up to as much as 50% from home. There are organisations • Better people managers, higher EQ, better learners, more organised that opt for recruiting single mothers also and provide them with child How to go about it? care facilities on-site itself. 9. Economic relief: Providing machines and equipments at subsidized 1. Promoting literacy: Directly helps in improving productivity. rates. 2. Providing medical facilities for self: Providing high level prenatal care 10. Protection against crime: Establishment of grievance-cum- and infant vaccinations. protection cells and fast tracking of cases against women to assure them of life and personal liberty.

Setting examples worldwide

1. Hindustan Lever’s Shakti program (launched in 2000) empowers rural women by offering microcredit grants which enables them in becoming direct-to-home distributors of Hindustan Lever products in difficult-to-reach rural areas. Today, the program includes more than 45,000 saleswomen covering more than 100,000 villages and more than three million homes in India.

2. Standard Chartered partnered with the International Federation of Netball Associations to build a program designed to use the sport to develop the life skills and self-esteem of girls between 14 and 16 years of age from families earning less than $2 a day, also provides loan funds for their professional goals.

3. Goldman Sachs 10,000 Women Leadership Academy provides business and management education for women.

4. Wadhwani National Entrepreneur Network provides education and leadership skills to young women entrepreneurs.

5. Black Women in Sport Foundation (Philadelphia, USA) encourage women of color, and coaches, to participate in non-traditional sports

10 Men's natures are alike, it is their habits that carry them far apart - Confucius POWER PEOPLE Developing the women: A step towards building India

Business world: Chanda Kochchar (Head-ICICI Bank), Mallika Srinivasan (Chairperson-TAFE), Sobhana Bhartia (Chairperson-HT Media), Preetha Reddy (MD-Apollo Hospital Enterprises), Chitra Ramakrishna (Joint MD- NSE), Kirthiga Reddy (India Head-Facebook), Kiran Mazumdar Shaw (MD- Biocon)

Other professions: Prem Mathur of the Deccan Airways (first Indian women commercial pilot, 1951), Kiran Bedi (first IPS Officer,1972), Justice M. Fathima Beevi (first woman judge of the Supreme Court of India,1989)

Conclusion

In the past, women were treated merely as slaves. Even though a woman may be a weaker gender, her weakness can be converted into strength for her development by considering the woman’s basic needs. As Abanti Sankaranarayanan, MD-Diageo India, says “Gender does not matter. To get like fencing and tennis. Here, women mentor other women coaches to to any position, what counts are your achievements”. Society at large attain their college degrees through competitive sports. should realise the role of women in our society and acknowledge it as one of the biggest contributor to a nation’s overall socio-economic development. 6. GEPA (a global fair trade company) has set up village-based women- India is changing politically, economically and socially and the condition of only soccer ball stitching centers since custom and religion prohibit its women is also changing by means of education, by realizing their full women from working with men in Pakistan. potential and whole hearted participation in nation’s development. In 2010, Rajyasabha passing the Women's Reservation Bill, ensuring 33% Pinnacles of Indian History reservation to women in Parliament and state legislative bodies has added a A nation is known by its women. India, too, is such a nation. Following are new feather to our cap. Need of the hour is women-helping-women lead such unforgettable names in Indian History: better lives. With the support of the fairer sex, by providing them the economic and emotional support, the development of our nation is Education: Savitribai Phule became the first women teacher in Pune (1848), inevitable. Asima Chatterjee became the first Indian woman to be conferred the Doctorate of Science by an Indian university (1948) References

Sports: Bachendri Pal became the first Indian woman to climb Mount 1. “Women's Development In India”, Mittal Publications, 2006. Everest (1984), Karnam Malleswari became the first Indian woman to win 2. World economic profile, 2012, CIA Factbook. 3. Most Powerful Women in Indian Business-Cover story, Business an Olympic medal (2000), Saina Nehwal won Olympic Bronze (2012) for Today, Badminton, Mary Kom won Olympic Bronze for Boxing (2012) 4. “The business of empowering women”, McKinsey Quarterly-Full Politics: Indira Gandhi became the first woman Prime Minister of India report, January 2010 5. Stephan Klasen and Francesca Lamanna, The Impact of Gender (1966), Pratibha Patil became the first woman President of India (2007), Inequality in Education and Employment on Economic Growth in Meira Kumar became the first woman Speaker of Lok Sabha (2009) Developing Countries: Updates and Extensions, 2008. Social reforms: Mother Teresa became the first Indian female citizen to win 6. National Crime Records Bureau, Crime in India 2011 Statistics the Nobel Peace Prize (1979)

Arts and entertainment: Singers and vocalists such as M.S. Subbulakshmi, Lata Mangeshkar and Asha Bhosle are famous worldwide Dr. Priti Sambhalwal Dy. Manager (HR) Literature: Sarojini Naidu (Nightingale of India), Kamala Surayya, Shobha NTPC She can be reached at: De, Arundhati Roy (Booker Prize winner) [email protected]

Our greatest glory is not in never falling, but in getting up every time we do - Confucius 11 Female HR Professionals: Not only Administrative Dinosaur

Dr. Kalpana Agrawal

It has been a jam-packed year for HR - from sweeping legislative changes to gears quickly what we call multitasking; one feminine trait that makes ongoing debate about performance reviews and navigating the challenges women effective teachers and HR practitioners is their natural proclivity to of working alongside social media, 2012 hasn’t seen a dull moment. One of nurture. Good interpersonal and communication skills are vital to be a good the most interesting debates in the HR fraternity is whether women make HR manager and they are vey apt at it. Not only does this attribute make better HR managers than their male counterparts. There are multiple women better at helping a group of people optimize their performance, but perspectives available on the debate; but the rising opinion does put women also enables them to effectively manage the interpersonal conflicts that in favour of HR operations. Their nurturing instincts and a sharp encroach on the workplace. Kamal Karanth, MD, Kelly Services India, tells understanding of people management skills give women a good edge in the unique qualities that women possess, which make them good HR human resource management. The work of the human resources professionals: Female HR managers promote unity, harmony and oneness professional is changing rapidly. Once viewed as a transaction processor, at the workplace; creativity and EQ skills - the intuition to gather information today’s HRM professional faces a myriad of new expectations and and read non-verbal cues and negotiate differently. challenges in shaping the organization’s human resources function. For many, a firm’s human capital is believed to be an important source of According to Keyuri Singh, VP-HR, BSIL, the core qualities of HR sustained competitive advantage. professionals are empathy, approachability, discretion and ethics. They must be fair to employees and should be able to strike the right balance According to Pallab Bandyopadhyay, director HR, Citrix India, most of the between organisational needs and employee demands. They should be able modern-day organisations where knowledge workers dominate the industry to multitask, understand team dynamics and be a good judge of character. like IT and other high-tech industries as well as services (as compared to the They should have good people skills and the ability to influence people to manufacturing industry),women HR professionals easily outnumber their guide them in the right direction. In the Citrix HR team,in all functional teams male counterparts. In most business schools ,women would constitute 60 such as HR business partnering, talent acquisition and HR operations, to 70 per cent among MBA (HR) students and therefore, in the future, we can women as HR professionals are predominant. Ashish Arora, founder and expect more and more women entering the HR profession. As HR MD, HR Anexi, tells us how women can fare even better in HR, Increasingly, professionals need to consider the needs of both employees and HR is being called on to become more structured and system-oriented with management. There are times women HR professionals make decisions to protect the individual, and other times when they protect the organization, its culture, and values. As women are more empathetic they very aptly advocate employee concerns, enforcing top management’s policies. They also demonstrate fairness. Their communication is clear, as peoples’ voices are heard, and laws and policies are followed, and that privacy and respect is maintained. HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation, female HR Professionals devise solutions to motivate, train and engage employees, while building a strong employer brand, enable employees to connect and align themselves with the company goals. Their focus is to streamline and put in place processes to standardize systems and practices to leverage synergies of scale for HR Operations. As organizations have become very complex, they have become very focused on enhancing strategic capabilities by putting their best talent in the most critical roles. The natural ability to juggle a slate of responsibilities and shift

12 Respect yourself and others will respect you - Confucius POWER PEOPLE Female HR Professionals: Not only Administrative Dinosaur

order to benefit the organisation. • Personally credible. Expert in both HR and commercial issues, and takes a professional approach. • Collaborative. Able to work well with a range of people both within and outside of the organisation. • Driven to deliver. Focused on delivering best possible results for the organisation, and shows determination, resourcefulness and a sense of purpose in achieving this. • Courage and challenge. Has the courage and confidence to speak up and will challenge others even when met with resistance or unfamiliar circumstances. its core functions. In addition to the people side of the equation, women • Role model. Leads by example. must develop an operational bent of mind to drive todays HR processes. • Curious. An inquisitive, open-minded type, who seeks out new ways to They must understand the architecture and inter-linkages of their HR support the development of the organisation. processes, and how IT can support them. With an understanding of the business and its key units, women can leverage their intuitive and From 2007, as the industry grew in size with more operators coming in,the influencing skills towards helping HR create a strategic impact within the talent marketplace became extremely cutthroat. This is the time for the HR organisation. There is a key need for women employees at the Managers to shift gears and become key differentiator. The line managers organisational strategic level. Rahul Kulkarni, VP & global head- HR, Accelya became more demanding of HR and expect innovative solutions not just Kale Solutions, explains, female HR professionals are equipped with good around talent acquisition but also other facets such as reward and administrative skills. However, there are not a lot of women at the strategic recognition, talent management etc. This welcome shift gave HR the level. India Inc needs women at senior positions to strategise and better impetus to innovate and partner with business on key talent issues. So the administer the human resource process in an organisation. Even though Female HR Professional will have to continue to play the important role of there are successful examples of women at the management level, we have Integrator and innovator for the organization. This will be only possible when not achieved a significant level of recognition. Female HR Professional have women will be given more strategic roles and when there would be no been instrumental in managing and engaging talent with the aid of various gender inequality for women on top echelons of organizations and thus they tools available to them. They have been affective Competency frameworks. will be outstanding change agents for dynamic industries. If there was time for female HR Professionals not only as administrative dianasour but to the They are also taking a leadership role and influence management’s strategic board room,it is this. path. For gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to References business growth, they provide the proof for the often-heard management 1. http://hrdailyadvisor.blr.com/archive/2006/07/18/hr_essential_ comment, People are our most important asset.” As companies are skills_human_resource_management_hr_management.aspx. organized into hierarchies of workers headed by supervisors. Today, the 2. Competency Requirements for Today’s HRM Professional team is king. Female HR managers consequently understand team downdoaded from http://www.hra-nca.org/downloads/1363424562 dynamics and find ways to bring disparate personalities together and make .64892600_d80262f010/heisler.pdf the team work. HR is a creature of, and serves the business strategy, so they 3. http://targetjobs.co.uk/news/302388-what-skills-and- never think of HR in isolation. They know it pretty well that it is important for competencies-do-you-need-for-a-career-in-hr. HR to know what strategy is and what makes the business tick so the 4. www.times of India approach to HR so it can be tailored accordingly.

Female HR Professionals sets out the following personal attributes: Dr. Kalpana Agrawal • Decisive thinker. Able to analyse information quickly and use it to make Assistant Professor, robust decisions. Prestige Institute of Management and Research, Indore She can be reached at: • Skilled influencer. Able to gain commitment from different quarters in [email protected]

Study the past if you would define the future - Confucius 13 Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

Professor K. R. Chari

Introduction

"Why India's Power Demand projections never materialize: And never will: Unless the whole supply chain is geared up and work in cohenrnce…"

In the original draft plan document prepared for the 12th five year plan, the projected additions for power generation were put as 1,02,000 MW. At the same time, a look at India’s power plans for the XIth Five Year Plan Period, it was seen that there was no authentic source of quoted figures of the actual plan. Various speeches by authorities connected with the power scenario in the country have been quoting different figures for the projected additional demand of power for the 11th plan. The figures quoted have been ranging from 1,00,000 MW, 90,000 MW, 78,577 MW, 58,000 MW and 66,000 Graph No. 1: Trend of power generation MW…. capcities added over the period

An extract from The GOI has been saying that despite slippages, India would Some aberrations were observed in the data, which can be attributed to add at least 66,000 MW of generation capacity during the XIth five-year plan adjustments for over reporting in the previous period, or perhaps some against the targeted 78,577 MW. A little over 6,000 MW was added in the major power plant having outlived their useful life and was taken out of fiscal of 2009, against the target of 14,000 MW for the entire financial year, service. As per the above graphs, the total power generation capacity which is just about 43% of the planned capacity. In the first two years of the installed in the country at the end of September 2009 stood at 1,39,389 11th plan, around 18,200 MW was added. And this was the status, when MW. more than half of the plan period was almost over. It can be seen that the major sources have yielded only about 4,200 MW per It is one thing to develop impressive plans on paper, however for effectively year (@ 84,548 MW addition over a period of 20 years), or say, a max. of implementing them, we must take note of the past track record of about 21,000 MW per plan period. Notwithstanding the fact that other implementation of such plans. At the very least, there has been a serious renewable sources of energy are being tapped, their share is still a miniscule malfunctioning of the entire supply chain, which has contributed of the total, and can safely be ignored. significantly to the dismal performance and achievements of the planned targets. Share of Captive Power Plants

The country’s 65 year track record of Power Capacity additions shows a rise Not being able to cope up with the grid supplied power, most of the Indian from about 1500 MW at the time of independence to about 1,85,500 MW as industries have gone in for their own Captive Power plants, operated on 30-11-2011, i.e. an increase of 1,84,500 MW , an annual average of just primarily on the petroleum fuels, viz: Diesel, LDO, Natural Gas or Furnace Oil. about 2835 MW per year or about 14,000 MW per five year plan period. No authentic source of centralised data source is available to assess the Taking a look at progress in power generation, the following graph depicts over all installed capacities of such plants. However, based on the the monthly power generation capacity additions for the Thermal, Hydel and observations and industry interaction, it can be safely estimated to be about Neuclear (puttogether) over the period April 88-89 to September 2009. The 20% of the total power generation capacity installed in the organised sector following graph No. 1 shows the gradual additions of power generation reported in the governmental reports. capacities in the country.

14 To see what is right and not to do it is want of courage - Confucius POWER PEOPLE Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

In additon, the development of Co-Generation in some selective sectors like we were able to achieve less than half the targeted capacity addition mainly the Paper, Sugar, Cement, Sponge Iron, Steel and Textile Processing etc., due to the infirmities of the State Electricity Boards. has come to the rescue of the users. In some cases, like the Sugar Plants, the units are not only generating their own requirement of power but also are Further, some of the present installations would reach their useful life by this supplying the surplus power to the national grid through approprieta Power period, requiring replacements and / or renovation / modernization (R & M). Purchase Agreements. Thanks to the CDM, the Kyoto Protocol and Carbon Trend in usage of Natural Gas for power generation Trading options.

The immediatre forseeable future scenario: 2007-2012

As reported, the projected power generation capacity during the 11th plan period 2007-2012 was shown as 48,218.

From the 9th plan document, it was seen that the all-India installed generating capacity in utilities at the beginning of the Eighth Plan was 69,065 MW. This comprised 19,194 MW of hydro, 48,086 MW of thermal (including 3095 MW of gas based capacity) and 1,785 MW of nuclear. The Eighth Plan programme envisaged a capacity addition of 30,538 MW. As against this, only about 16400 MW was added during the Eighth Plan.

The actual capacity addition of 16,422.6 MW during the Eighth Plan was Trend in usage of Crude Petroleum for power generation through about 46% less than the targeted addition and 23.26 percent less than the capacity added during the Seventh Plan. The slippages in the case of hydel capacity are as high as 73.8 percent of the target. The sector-wise percentage slippages are: Central 36.6 percent, State 54.0 percent and Private 49.4 percent. The achievement of 16422.6 MW during the Eighth Plan period represents an addition of 3284.6 MW per annum, compared to the targeted growth rate of 6108 MW per annum.

In the X th Plan document, Shri K. C. Pant, Dy. Chairman, Planning Commission stated in the preface that the power sector can potentially be a serious constraint on our growth process. During the Eighth and Ninth Plans

Power Industry Overview: Wednesday 2010 The above graph indicates that the like for crude petroleum has almost stagnated during the period 90s and subsequent period. This can be attributed to the difficulties in handling the crude petroleum. However, contrary to this, the trend is quite upbeat as far as use of other petroleum products is concerned. This is primarily due to the ease of handling of other petroleum products like the HSD, LDO and Furnace Oil.

Major Issues confronting the Power Sector

1. Coal Availability and Transportation constraints:

Considering the projected additions at 1,02,000 MW and considering that 65% of the total projected power would come through the Thermal route, @ a heat rate of 2500 Kcals per kwh, and considering the over all thermal efficiencies of the power plants, an average representative power plant

To see what is right, and not to do it, is want of courage or of principle - Confucius 15 POWER PEOPLE Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

consumes about 700 gms. of coal per kwh generated, using the 2. Capacity of the Railways to haul coal: representative D-E grade coals. Considering the average capacity of a coal wagon as 50 MT and a rake If we start with a basic assumption that all the proposed thermal power is consisting of 50 wagon, India would be needing about 18 railway rakes to be being planned to be operated through the conventional coal route, then, this hauled on the railway tracks, every hour of the day and every day of the year. gives us a figure of about 400 Million Metric Tons of additional requirement Even if we agree to stick to the present PLFs of about 82%, we still would of coal. This would demand more than doubling the current coal production need at least 15 rakes of coal per hour to be hauled on the Indian Railways. levels. An impossible task. The estimates of the representative PLF have been taken from the Central Electricity Authority . With an average turnaround time of a wagon at about 5 days, we will be needing about an additional 72,000 wagons to cater to the additional power Further, considering the trend of thermal power through the petroleum route, generation through the coal route. At an average of about 21 MT per wagon viz: Diesel Generator sets, Heavy fuel oils or even Natural Gas, we may net weight per wagon, about 1.5 Million Tonnes of steel just for making the safely estimate that at least about 45,000 MW thermal power has to be wagons alone. And it is just not there. It needs integration of steel plants with coming through the Coal route. Even this highly reduced estimate puts the the power sector. figures at a minimum of about 12 rakes of coal per hour, additionally, to be hauled by the Indian Railways. Indian Railways and Coal India (CIL) have locked horns on the issue of rakes supply in 2009-2010 with the railways denying CIL charges that it was This is an impossibility considering the that the railway’s freight cars and getting less number of rakes than what it had asked for . wagons availability has been dwindling over the period 1970-71 to 2008- 09. No new wagon manufacturing facilities have been added after that. The CIL shifted from a linkage regime to a fuel supply agreement (FSA) regime availability has in fact reduced rather than enhancing coming down from with its consumers and an inter-ministerial group decided that all FSA be about 3,84,000 wagons in 1970-71 to just about 2,08,000 in 2005-06. routed through the ministry of railways. Considering India’s total domestic coal production at about 515 MMT (CIL, Singareni Collieries and Neyveli Lignite Ltd.), the consumption by the power sector alone is estimated to be about 455 MMT (Budget Estimates), as compared to the total coal consumption in India during 2009-10 at about 600 MMT. The balance can naturally be attributed to imports.

At any point of time, at least 25 to 30 major thermal power plants are at critical level carrying coal of less than 7 days, and many are on the verge of becoming critical. Up gradation of existing tracks, including development of trunk corridors for coal traffic, and dedicated rolling stocks for coal traffic are vital necessities.” One more impossibility in the near future.

The moot question is “Do we have the railways in place to take this additional load of coal Transportation?” Unless the power plants are built at the pit heads. If at pit heads, the immediate probems will be that of availability of makeup water in the vicinity. Considering the possibilities of location of future power plants in the coastal belts nearer to the

16 When anger rises, think of the consequences - Confucius POWER PEOPLE Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

Indian ports, they will still require all the haulage equipment and railway tracks.

3. Availability of Power generation and control equipment:

Mere allocation of funds from the national exchequer or private investors under any Power Purchase Agreement is not going to be enough. Just the money cannot assure implementation of huge projects like this. The question is “Do we have the capacity to manufacture the critical equipment required for a power plant?” The main pieces of required equipment are the Turbines, the Transformers, the Switchgears etc. (Considering the ever depleting manpower strength of organizations like the BHEL (who have literally stopped fresh induction of manpower for ages, and have not fulfilled the vacancies created by the retirement and resignations of employees), the need for additional Transmission towers, the Distribution network, the electric conductors, the Belt conveyors, the Motors, the Fans, the Blowers, the Coal Mills, the ESPs, the Bag Filters etc. etc. to match with the projected figures.

4. The make up water:

The most crucial issue will be non-availability of adequate make-up water in MP, stated that it is a part of programme to expand its power generation for the thermal power projects. With ever increasing fall in the water tables capacity. and now visible climate change phenomenon, this is going to be even more difficult to achieve. 6. Availability of skilled manpower:

Power evacuation and subsequent distribution in addition to containing T & Coming to the manpower front, and if we take lessons from what has been D losses would also be an uphill task in the years to come. happening to the BHEL and the NTPC, who have been losing their experienced manpower to the private players, do we have the required The global situation in production of the turbine frames, forged turbine experienced man power? Considering the best norms, where it may require shafts of large sizes for super thermal power stations, and other major at least about 0.8 men per MW, India would need an additional about 50,000 components of the steam turbine systems is not very favorable too. With to 60,000 skilled executives, supervisors and workers for this purpose. Do China’s gigantic power plans and considering the fact that there are a very we have them? OR can we produce them in next years’ span? This brings to few global suppliers of such critical components, India needs to give it a the front the challenges of ensuring availability of trained and skilled serious thought and start developing these capacities internally. The same manpower, Thermal station engineers, Generation experts, will be the scenario on the front of High pressure boilers, Steam handling systems etc. too. 7. Limitations of port capacities:

5. Power Evacuation systems and equipment: Knowing well that India does not have the capacity to add the additional coal requirement in the plan period, there may not be any other choice but to The evacuation of generated power has five major components, viz: 1: The importing coal. It’s the easiest thing to talk than really do. And if we, at all, transformers, 2: The Transmission and Distribution towers, 3: The need to import all those additional millions of tons of coal, the requirements conductors, 4: Sub Stations and Switch yards and 5- The Switch Gears. A would be quite pressing. The issues will cover Geopolitical scenario, parallel exercise is required to assess the total requirement of quality Bilateral agreements, signing of the trade pacts, etc. etc. While our political products in this area, or else there is a risk of running out of them. system may claim to be having very good international relations, the ground On the part of power transformers production, a silver lining is the news: reality will be the availability of the shipping capacity to import coal. And it’s “Union Heavy Industries Minister Vilasrao Deshmukh Tuesday, while not going to be easy. It’s a different thing to import coal and feed to one or dedicating to the nation a state-of-the-art transformer manufacturing facility two stand alone plants, but definitely not for the additional capacity we are talking about for the next plan period. Even if India gets ready to import all

Wheresoever you go, go with all your heart - Confucius 17 POWER PEOPLE Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

the additional requirement of coal, the main issue of availability of cargo transmission lines, distribution networks, earth moving equipment etc. will ships for the purpose is going to be a huge impediment. Although the be having their own share of steel requirement. We may have to ask Ministry of Shipping has its own plans to increase the ports capacities, ourselves as to whether we will have all this steel available. Same will be the construction of ports is a time consuming process. demand on cement and concrete, which may be in millions of tonnes of requirement. No doubt, the experience of operating berths through PPPs at some of the major ports in India has been quite successful. It has, therefore, been The way forward decided to expand the programme and allocate new berths to be constructed through PPPs. However, the bureaucratic red tapism is making Although various ministries of the GOI do integrate the plans like power, the process far too slow. however, the labyrinthine ways and routes of the bureaucracy make the whole process very slow and things are known to be moving only on paper, 8. Availability of steel and cement: as per the rules and administrative procedures laid down. And the speed is too low. Power cannot be treated as “any other” subject or “one of those” Steel and cement will be required at every stage of the execution of power subjects. plans. On an average, a 250 MW power plant may be requiring about 25,000 MT of structural steel and about 10,000 MT of Construction steel for RCC What is needed works, making a total of about 35,000 MT of steel per plant of 250 MW. An additional unit in the same campus may require an additional 10,000 MT of Formation of an inter ministerial task force to be working on a war footing, steel. Not only this, but the equipment, transformers, switch gears, fully cohesive and with mutual feeling of achieving the plans instead of trying

POWER GENERATION 37,000 MW (35% HYDRO & OTHER SOURCES) Belt conveyors, the Motors, the th PROJECTIONS FOR THE 12 Fans, the Blowers, the Coal PLAN PERIOD(1,02,000) mw Mills, the ESPs, the Bag Filters 398 MILLION TONNES OF NEEDS ONE MORE COAL COAL/YR INDIA. ???????? 18 RAKES PER HOUR 437 RAKES PER DAY (@0.7 MT/MW/HR) 1,59,432 RAKES OF COAL(@ 50 MT/WAGON AND 50 WAGONS PER RAKE) EARTH MOVING AND MINING EQUIPMENT (__ NOS. DUMPERS/DOZERS/GRADERS/DRILLING M/CS

STEEL (45,000 MT/1000 MW OR 65,000 MW THERMAL 2.92 MT) (26,000 MT STRUCTURAL, 15,000 MT PIPES ETC. AND 4,000 (@65% THERMAL) MT FOR COAL HANDLING PLANT) WAGONS AND ENGINES

DISTRIBUTION LINES MANPOWER 65,000 SKILLED MANPOWER TRANSMISSION LINES (Engineers/technicians)

CEMENT @ __ MT/MW EXPLOSIVES POWER EVACUATION SYSTEM TURBINES

POWER TRANSFORMERS SWITCHGEARS CONDUCTORS

18 They must often change who would be constant in happiness or wisdom - Confucius POWER PEOPLE Adding Power to India’s Power Plans-Need for Integrated Planning “Critical Role of Supply Chain Management in India’s Power Plans”

to follow the set procedures. If needed, such a committee should be Chain logistics, the large no. of private players and industry houses in the empowered with special powers for decision making. power sector, and of course, the immense wealth of knowledge and experience available with the now retired stalwarts like the ex- power and Such a high powered committee should involve specialists related with energy experts. Agencies like the NTPC, BHEL, ABB, GE, CEA, and STATE integrated power plants, who would be in a position to estimate various ELECTRICITY BOARDS and so on, should also be a part of this Power Clinic, inputs required to make a power plant. as they are the real centers who understand the supply and demand position Enough Workshops, Seminars, Symposia etc. have discussed the issue of of the plant and equipment and utilities and other inputs required for such energy crisis facing our country. Although there has been a lot of talk but complex systems. Also agencies promoting energy conservation and very little of that has translated into concrete action. The ailment is serious energy efficiency like the BEE/MNRE and those large no. of certified energy and there is urgent need for clinical diagnosis and treatment . Here and now managers and energy auditors. All of them put together should be formed in is the time to do something definite to cure a serious ailment that is hindering to an integrated task force to draw out action plans, with clearly defined our real growth. responsibilities.

Often India’s development and growth is compared to that of China. A comprehensive supply chain relationship should be established, which However, we fail to understand why they succeed and why we fail. would highlight each and every input necessary to make a power plant. The Integration is the name of the game. And, Will Power, both, Political and diagram on the following page is an indicative suggestion, which is not all Administrative is what is required if we are sincere in our intention to solve encompassing at this stage, but does provide an insight in to the the issues. complexities of the case.

The patient is critical and now is the time to send the patient to the Clinic, Having done the above detailed exercise, the team should get down to the where he can get clinically operated, and not merely discussed. Just like detailed estimates of various systems and subsystems needed for a power whenever a VVIP reaches the All India Institute of Medical Sciences, a fleet plant. of experts (whether they are really needed or not) are summoned, Similarly, Concluding when a critical patient needs some emergency treatment, then the hospital lines up a series of experts not knowing who might be required. As the task is quite voluminous, the government may consider using the vast pool of qualified and technical manpower pool of the B-Schools and However, in spite of seeing the power crisis worsening for the past 65 years, reputed Technical education centers like the IITs, who could provide a large the Indian Power sector has never attracted such an attention. And that pool of manpower to support the above mentioned special task force. Let’s perhaps is the root cause for the dismal performance and execution of get going to ensure that at least the 13th Five Year Plan targets for power planned targets. Just like a surgeon cannot be effective without the generation do materialize. anesthetist and a fleet of other medical experts like the scanning technicians, pathological analysts, compounders; all sharing their own areas of expertise and all working in sync. Based on direct observation of the patient a clinical diagnosis; very objective and devoid of emotions and sentiments and purely analytical ,is made. If a limb is to be amputated, it is done, or if a limb is to be replaced, it is done. A similar approach is required in the Power sector also. K. R. Chari Who should be included in this exercise? Professor, (OM), Chairperson Center for Innovation and The first need is to identify who should be the players in such a gigantic task. Entrepreneurship Development and Chief Proctor The natural first step will be to prepare a detailed list of all the Stake Holders Birla Institute of Management Technology in Power. This long list should involve and include expert members from Planning Commission, Power Ministry, Ministry of Coal, Steel Sector, Ministry of Railways, Shipping, HRD Ministry, to name just a few. Further, the organizations like the CII, Energy Experts, Power engineers with He can be reached at: experience in erection, commissioning and the related intricate Supply [email protected]

By nature, men are nearly alike; by practice, they get to be wide apart - Confucius 19 Building a Great Place to Work - What we can learn from India’s Best Companies to Work For - 2012 Study

Prasenjit Bhattacharya

2011-12 is being categorized by many as the year of missed opportunities. framework to understand best workplaces. The completely employee While the heady days of high economic growth rate are becoming a distant centric model of this Study gives 2/3rd weight to an anonymous survey of memory, there is no recession to blame either. Amidst all the talk about employees of participating organizations, and 1/3rd weight to our analysis “fundamentals are strong”, due to a variety of reasons, we are in the midst of of the people practices that impact the creation of great workplaces. high inflation and lower growth - not the best setting for our annual study of Independent studies have corroborated the business benefits of creating best workplaces. great workplaces.

Lower industrial growth and lower confidence means that organizations Key Trends in the 2012 Study continue to be cautious in any increase in cost and this has impacted employee spends negatively. Has it impacted employee sentiments Overall employee perception of their workplace culture has not changed negatively or do employees temper their expectations according to the significantly from 2011! This is true for all companies, for Top 50, and the macro environment? Our 2012 Study has answers to this and more Top 25 best workplaces in our Study. Thus, while individual companies may questions. have done well or poorly in building trust with their employees, the workplace culture in India Inc., as perceived by their people, remains the Great Place to Work® Institute pioneered the practice of studying and same as in 2011. recognizing best workplaces globally. Great Place to Work’s® research and Best Companies recognition programs take place in 49 countries on six Only 2 out of the Top 25 Best Workplaces are companies which are new to continents and represent over 10 million employees’ voices, forming the the list of Best Workplaces, the rest having featured in the list in previous largest and most respected employee survey worldwide. Inspired by the years. However, similar consistency is not seen in the Top 50 list in which vision of ‘Making India a great place to work‘, the Institute has been there are 14 companies which have never featured in our List in India before. conducting workplace studies and recognizing the best companies in India Participation in the Study this year came from more than 21 industries with for the past 9 years. “India’s Best Companies to Work For” Study, conducted IT and ITES together accounting for one-fourth. Twenty per cent of the by Great Place to Work® Institute India, in collaboration with The Economic participating companies are from manufacturing making this the second Times, is by far the largest workplace study in India. largest block. We now have the largest database of recent benchmarks in all The Study continues to grow in popularity in India. Around 600 major industries, notably financial services, professional services, organizations registered for this year’s Study, about a hundred more than construction & real estate, telecom, media & entertainment, hospitality and last year. This is more than double of any other published Study in India. bio-sciences & pharmaceuticals.

What is different about this Study? Positive perceptions about their workplace culture continues to be high for senior management category compared to supervisory staff, with 7 per cent The Great Place to Work® framework is based on over 27 years of research less supervisory staff giving positive feedback about their workplace of the best workplaces across the globe from employees’ point of view. A culture. Great Place to Work has a simple definition. If you trust the people you work The Study reveals that 75 per cent of employees are below 35 years of age. for, take pride in what you do, and enjoy the company of people you work While they are the majority in most organizations, their views about the with, you are in a Great Place to Work®. workplace culture are significantly less positive than employees over 45 It is perhaps the elegance of this definition plus the fact that unlike other years in age. Only 20 per cent of employees, on an average, have worked in surveys, the Great Place to Work® model looks at workplace relationships the same organization for more than 5 years, and there is a slow but gradual from the employees’ perspective that makes this the most widely used improvement in employee perception as one stays longer in an organization.

20 Have no friends not equal to yourself - Confucius POWER PEOPLE Building a Great Place to Work - What we can learn from India’s Best Companies to Work For - 2012 Study

20 per cent of the respondents in our survey across all organizations were advantage in attracting talent, for all others, performance in these two areas women, broadly indicating the percentage of women in the organized do not correlate with the size of the organization. workforce. While there is no significant difference in the response of men and women to the survey statement, “I am treated fairly regardless of my Key trends in the Best Workplaces sex,” women have lower scores around impartiality, opportunities for As in the previous years, the Top 50 best workplaces are concentrated in special recognition, fair pay and share of profits and opportunities for career Mumbai, NCR and Bangalore, but also have representation from Chennai, growth. This indicates that while gender bias may not be felt by women, Pune, Hyderabad and Ahmedabad. Participation from organizations beyond there could be a case for looking at roles women play within the organization the major metros will be a key challenge for the Study in coming years. and whether they get stereotyped for some roles, leading to perceived lower 35 of the Top 50 have more than 1000 employees, with 14 out of 50 having opportunities. Women in some industries like biotech and pharmaceuticals, more than 5000 employees. Only 7 of the Top 50 Best Workplaces saw construction and real estate, and media and entertainment have employee increases of more than 30 per cent in the previous year, and 6 significantly lower perception than men. While the first two sectors have actually reduced its workforce. lesser number of women than the average in our Study, media and entertainment has a significant 25 per cent women population. Apart from The percentage of women continued to be low with only 5 of the Top 50 the reasons mentioned above, work- employing more than 40 per cent life balance is one major challenge in women employees. Seven (7) of the media and entertainment for women top 50 have less than 10 per cent of employees. their employees who are women. Only 3 of the Top 50 have more than 30 per Significantly, lower employee size cent of their senior management as does not necessarily mean higher women. employee perceptions. In fact, organizations with less than 250 While 15 out of Top 50 best workplaces employees have significantly lower have employee attrition of over 20 per scores than very large organizations, cent, however, in all major industries, particularly in terms of employee attrition for the Top 50, on an average, perceptions about being offered is less by one-third to two-third of the special and unique benefits, training industry average. and development, timely information or fair share of profits. Employees in Overall, one of the biggest smaller organizations also get lesser improvements in workplace culture opportunities to contribute to society. shown by the best workplaces over the However, as is to be expected, more years has been in the area of work- life employees in smaller organizations feel that their senior management is balance, flexibility in being able to take approachable and easy to talk with. time off when required, and creatively designing and implementing practices and policies which are perceived as special and unique benefits, The study reveals that organizations with employee strength of 5000 to by employees. 10,000 are at a significant disadvantage with their employee perception being 10 percentage points lower than the immediate lower or higher One of the most difficult areas where the best employers have fared much category. Employees in organizations of this size report less positive better than others in the past is in fair pay and fair share of profits. However, perception about their facilities and benefits, pay and profit share and work scores have dipped for the Top 50 best workplaces in these two areas in our life balance. They also have less fun at work. Organizations which current study indicating that the managements of best workplaces will not successfully cross this barrier in employee strength do a much better job in take populist decisions on pay and profit sharing when there is overall dealing with the above issues. uncertainty about the economy.

Some things, however, have no correlation with size. Fair evaluation of What can we learn from the best workplaces? Our studies have yielded enough evidence for us to now be able to performance is one and ability to attract talent is another. Though very large confidently talk about the journey of creating a great workplace. Over the last organizations (more than 10,000 employees) do seem to have some

He who speaks without modesty will find it difficult to make his words good - Confucius 21 POWER PEOPLE Building a Great Place to Work - What we can learn from India’s Best Companies to Work For - 2012 Study

five years the quantitative and qualitative analysis of our best workplace grievances. There is a cell called Right to Information (RTI) cell in their studies continue to reinforce a few key learning about what the best corporate office and a link called RTI available on their website for workplaces do differently. anyone to seek any information.

Step 1: Building the Foundation - Articulating a People Philosophy iv. Caring - Flexibility, work- life balance and creating a fun place to work is another area whose importance has grown manifold in recent years In the best workplaces you will find a clear understanding of how their with increase of younger employees in the workforce. Best workplaces people are linked to their business. The People- Service – Profit chain is well in our Study have liberal employee insurance policies and employee understood by these organizations, be it a Google that says its core value is, assistance programs. The best workplaces are striving to fulfill the “We want to work with great people”, or HCL Technologies who talk about needs of employees holistically. Qualcomm has a Q- Life department their People First culture. Creating a Great Place to Work is one of the core to help employees manage their work life balance by helping them in values at Intel. Make My Trip created an internal campaign seeking meeting their obligations to community, family, health, leisure and employee ideas on making their organization a great workplace. Make no work. Google is striving to achieve similar objectives through its mistakes, these are shrewd business organizations with a sharp focus on initiative called OYL- Optimize your Life. Intel brands all such initiatives the bottom-line, but they know that attracting and retaining the right people is using the name ’Sparsh’. This even includes helping children of the key to achieve their business results. They are able to link their people employees with their homework! philosophy with their talent strategy and structures for employee collaboration, with clear measures. As is obvious, many of the above areas are more difficult than arranging employee engagement parties and numerous other activities that If your leadership team does not have clarity in this area then this is the organizations do to attract and retain employees. The Institute studies 15 starting point. people practices in all the best workplaces. The best workplaces have, Step 2 : Strengthening the foundation through a process of iteration, designed and implemented processes that enable their senior managers to deliver the above. Regardless of what you are doing to create a great place to work, it pays to focus on the elements which our research shows are the most difficult to Absence of work in these areas cannot be compensated by doing more in build, and therefore, are the “differentiators” in a great workplace: other areas. They, by themselves, may not be able to make your organization one of the best workplaces, but not addressing these will surely stop you i. Equity in rewards - Fair share of profits/ fair pay and creating “special from reaching there. and unique” benefits. In the top 4 companies in our list this year, all employees are eligible for profit sharing. Three out of the top four offer Step 3: Building the pillars - creating great people managers stocks to all employees. NTPC, being a public sector enterprise, do not The focus of this phase is to equip the people managers, at all levels, with the have the option of doing so, but makes up to a great extent in the skills required to engage with employees to build trust, pride and facilities and development opportunities available to employees, camaraderie, which create a great workplace for their respective teams. The regardless of their levels in the organization. best workplaces have institutionalized the process of seeking employee ii. Reliability - Management’s actions match their words/management feedback and linking the people manager’s “scorecard” to his performance delivers on their promises and gives straight answers. The best review. One of the biggest challenges in organizations in India is inadequate workplaces have strong feedback mechanisms to ensure that any skills of people managers and lack of incentive to be great people managers. discrepancy in manager behavior is quickly highlighted. The Google In the People - Service - Profit model, the organization might be able to moderator is an intranet application in Google that allows anyone to convert good service to profits, but it is the supervisor who can convert post questions to their management. Others can vote on these people to good service. questions and the top ones are picked up for answers. Intel has a The biggest impact on employee perceptions about their workplace is not of manager feedback tool that is administered six- monthly to give all HR processes, but of their own managers. Last year the best people people managers feedback on their behaviors. Managers discuss their managers in Google went on an all-expense paid trip to Costa Rica with feedback and action plans with their teams. senior leaders. Winners of this “Great Manager Award” give back to the iii. Impartiality - People avoid politicking/managers avoid playing organization through workshops, panels and discussions. favorites/ promotions go to deserving people. In NTPC the grievance redress process guarantees time bound redress of employee

22 Hold faithfulness and sincerity as first principles - Confucius POWER PEOPLE Building a Great Place to Work - What we can learn from India’s Best Companies to Work For - 2012 Study

ii. Equity in treatment - Treated as a full member regardless of position - As a rule, employees in organizations with less visible hierarchy, greater egalitarian spirit and more equitable power distribution tend to have a more positive perception. “Intel is a living example of how a company should treat all employees as equal. No privileges are provided to employees based on grade,” says an employee of Intel. The CEO of Intel in India sits in exactly the same cabin that everyone else has, travels by economy class like any other employee, and has a laptop which is older than the ones being given to new entry level recruits!

iii. Opportunities for recognition - While there are prestigious awards limited to the best of the best, almost any employee has an opportunity to be recognized in a best workplace. Google peer bonuses of up to INR 3000 in value can be given as many times as the manager or peer wants to give. Kudos/Pat on the Back is used across organizations or hierarchies to recognize demonstration of one or more of Intel?s values. A kudo can be given to any Intel employee who an employee feels has done a great job and whose efforts and accomplishments should be recognized. These are typically awards in the form of vouchers or goodies (called the Goodie Drawer). Examples of goodies include gift certificates, movie tickets, household items, seasonal items, tools, and apparel, music, software and sports items. Some of these can be bought directly from Intel Stores!

iv. Creating a fun place to work - Statistical analysis only confirms which Step 4: Putting the roof - articulating and institutionalizing your employer should be obvious, that a young India and a young workforce want to brand/ employee value proposition enjoy their work life and their time at work. A common mistake many organizations make is prematurely The changed demographics in India Inc. has made the job of creating great communicating to the external world what a great employer they are without places to work more challenging in many ways with younger employees doing the hard work in the previous phases. generally having lesser positive perception about their workplace than older In organizations with strong employer brands, there is very little dissonance employees. The fact that 14 out of the Top 50 have made it to this elite list of between what employees experience internally and what the organization best workplaces for the first time shows that established best employers will communicates externally. The best workplaces do not try to be good at continue to be challenged by newer organizations in the list. However, the everything. They are keenly aware of the ‘key drivers’ of their employer vast majority of the Top 25 best workplaces have created strong foundations brand - factors that have a disproportionate impact on the overall employee and formidable barriers for their talent competitors. perception of working in a great place to work. While key drivers can vary in different organizations, our recent studies show that, in general, the following factors have a disproportionate impact on overall employee sentiment in an organization. i. Attracting talent for key positions - Employees believe they are Prasenjit Bhattacharya CEO, working in a great place to work if they see great talent joining their Great Place to Work organization! People want to associate themselves with outstanding talent. He can be reached at: [email protected]

Is virtue a thing remote? I wish to be virtuous, and lo! Virtue is at hand - Confucius 23 RoI in Relationship

J. S. Malhotra

Every gain or loss we measure is in terms of financial or material form. We invest in property, gold, shares, education, business...and so on, but at the end we tend to calculate to determine the return on investment.

In today’s time every investment is equally important - whether it is financial or otherwise? Have we ever mulled over that how much we invest on building our relationship or it’s not so important? Relationship - whether at professional or personal front; both have its values and gains.

Relationship has a two way track - give and take! The equilibrium of relationship is a healthy balance of give and take.

Stay Invested

Like all other investments the fundamental rule is to remain invested in relationships and never think of getting out of it! Rather our focus and intention must be to strengthen our relationship by making small-small investments from time to time. Relationships that are built on fake base or of time! The best possible way out under these circumstances is giving negative foundations are bound to end up in negative form. some cooling period and starting afresh, it will probably yield positive Return on Investment (RoI) results. Conflict in business relationship or otherwise is a natural phenomenon, but differences can always be addressed by positive Return on Investment (RoI) within relationships refers to the quotient of what approach and communication. we have gained or lost against our investment into the relationship. What do we get if our relations are healthy and strong? It helps to return in the form of When everything fails three Es: Emotion, Esteem and Energy. It may not be possible all the time to When all efforts fail, it is better to exit gracefully! We need to remember it will maintain relations healthy. There may be downfall or pitfalls at time! Still to definitely have its negative impact on our emotions, self-esteem and energy; avoid declining it further we must take initiatives to do repair work to revive it. and create a vacuum in life! For the sake of marching ahead at times these We must not calculate to ascertain gain or loss in relationships as we kinds of decisions become imperative in life – but moving on is the right generally do in finance by preparing profit & loss account. The Mantra of spirit. Whatever the circumstances or situation may be ‘The show must go any healthy relationship and happiness is in giving rather than expecting in on’! Keep moving with a smile…cross all barriers and hurdles to get to the return. The success rate of good or healthy relationship will depend on the ultimate real bliss of life. We must believe in the theory of “What we sow, so amount of our investment into it. The more and more we invest into shall we reap”! So to get positive results, we need to act accordingly. This relationship the chances of its success are bound to be proportionately principle applies to our life as well! To make the journey of life happier and higher! smoother, we must both from body and mind think and act in a righteous and positive way to derive and extract maximum out of it! Avoid building walls J. S. Malhotra In all types of relations whether on professional front or at personal level, Dy. Manager, NHPC efforts should always be ‘ON’ to build cordial terms. We should not create & Co-ordinator Forum or erect walls! Communication is the best solution in all kind of situations. He can be reached at: We must not be disheartened or scared if it doesn’t work at a particular stage [email protected]

24 Learning without thought is labor lost; thought without learning is perilous - Confucius Transferring Learning to Workplace- Utilizing the Fulbright experience Improvisational Theatre-Simple yet Effective Tool for Leadership Development Gautam Pant

Fulbright scholarship program was instituted by US senator J. William develop on the stage itself my adding on to a proposition that one actor Fulbright in 1946 for promoting international educational exchange. A gives. For example if an actor were to say ,”What a beautiful day”, the other program titled Leadership in Management under the fellowship program has person would take this proposition and say ,”Yes I can hear the birds been offered for the employees working in the middle and senior leadership chirping in this bright morning sun!”, notice that the response takes the story positions in various Indian Corporations. In all 14 people were selected for forward, which is an essential requirement for the story to be enjoyable. A this program and I considered myself lucky to be a part of the selected negative response to the proposition would end the stream of group. Since the program was about leadership, which is one of my areas of communication and an actor has to begin again and give another interest I was looking forward to the program, although I was wondering proposition. The technique which would train an actor to give a positive how the program content would be different from various articles and response is termed as Yes and..! i.e. one needs to first acknowledge what thought process on leadership development that I was exposed to during my the other person is saying and supplement what the other person is saying in MBA and my NTPC experience. NTPC has a defined leadership development a positive manner. Notice the use of “And” instead of “But”, which is a program, which has an exhaustive design aimed to develop the leadership negative word. We used this technique during various brainstorming pipeline for the company. I was lucky to be working under the able guidance sessions and this proved to an effective idea generator . of Shri A.C. Chaturvedi, who not only challenged my concepts on the topic, but was always eager to share his experiences also. Being associated with him I was also exposed to the thought process of very eminent personalities who would come and interact with him on the topic. With this background I approached the program with doubts about the value addition to my existing knowledge, however the opportunity to interact with some of the finest executive talent from India was in itself an excellent opportunity. Besides that we had the chance to listen to the thought leaders in the west and also interact with participants of other nationalities, a truly global exposure!

I arrived in Pittsburgh after a long flight from Delhi. I met one of the participants at the Pittsburgh airport itself and felt relieved to have a company. The program started the next day and I was sucked into a whirlpool of introspection and reflection which I feel had a lasting impact on my personality. I discovered that the program was not merely designed to The rules of the Improv are therefore very simple : enhance the understanding of the participants regarding what leadership • Serve the narrative: All the actors are supposed to follow the was but also about discovering self-leadership potential and taking steps script/idea they want to portray and not say or do things that disrupt about that. The beauty of the program was that it was very simple yet very the story. powerful in its impact. It is my endeavour to share the learning of the entire Fulbright program through a series of articles about various topics and ideas • Make your partner look good: At the time of the execution of the play covered during the workshop. your partner may commit a mistake, may fall or may stutter; the job of his co-actor at that point is to turn the event to be a part of the script so In this very first article I shall talk about Improv- which is short for that the person is not perceived in a bad light by the audience. Improvisational theatre. For the uninitiated, Improv works in such a simple way that it’s very difficult to practice by a mind which has become complex • Be fun to play with!: No act can succeed with sullen and difficult co- owing to the various experiences in life. Improv does not have a defined actors, be a fun filled person always willing to try out new ideas and script, it’s a play which is woven from the interaction of the actors there on techniques. the stage itself. At times the actors are give an idea which they have to

Recompense injury with justice, and recompense kindness with kindness - Confucius 25 POWER PEOPLE Transferring Learning to Workplace- Utilizing the Fulbright experience Improvisational Theatre-Simple yet Effective Tool for Leadership Development

the supposed reasons of the problem gives many new perspectives to the various companies who are associated with this exercise. The best part is that the depiction is done in such a funny and non-challenging way that it is received in a very positive manner by the sponsor companies, thus helping them a great deal to work positively towards the problem solution. I found this to be an effective tool to depict problems faced by the management in hierarchical companies, wherein the management would feel offended about the narration of the problem in an upfront manner as it would be against the company culture.

The teams would sit at the end of each day and give feedback to each of its members as to how the exercise went and where did one falter in following the maxims. The fact that we had Germans in our groups The techniques may look funny in the very first instant, almost silly ! But was very helpful as they are astute in their observations and direct in their juxtapose this to the workplace and it transforms into a very simple yet very feedback, which although could be hard hitting but could be very helpful to powerful guiding maxim to build a very health work environment. As an the recipient. employee of a company and as a member of a team we have defined goal or a vision to fulfil. All our activities should be directed towards the fulfilment of Such a technique could be very helpful in our workplaces, so let’s be open that goal/ Vision. If everyone has the same intent there would be minimal this idea of using Improv techniques and say Yes and.. ! conflict as everyone is thinking about the benefit of the company. This is also a powerful way to check whether our actions are aligned with the growth of the company. Therefore- Serve the Narrative! Gautam Pant Senior Manager While working in a team we often tend to engage in a competition to PMI-NTPC Ltd. outsmart our co-workers to appear to be the best within the group. But when He can be reached at: we try and make our partner look good , we work constructively such that [email protected] our performance reinforces that of our partner in the workplace.

Further no-one likes working with people who are grumpy or who always snap at you. When we want such a co-workers, others would too , so we must try and be fun to play with!

We were not just taught the concept of Improv, but we were asked to apply it too. We were divided in four groups and each group was given a live projects by various companies. We were supposed to work on the problem given. The presentation of the solution would begin with depicting the problem faced by the company as understood by the group by means of an Improv. The companies fail to see the real problems most of the times. It is also tough for consultants/ problem solvers to give them an honest feedback or point out directly at the systems or thought process that could be at fault. That could be very effectively done by means of an Improv. The possible problems and solutions were depicted in the form of a script based on metaphors enacted through Improv. In four weeks a group is not expected to understand the entire problem in its full proportion, but even the depiction of

26 The firm, the enduring, the simple, and the modest are near to virtue - Confucius

Strategies for Emerging Business Environment: taking cue from external and internal stake holders

In line with the persistent effort of the HR Power forum to provide new A. Growth Strategies knowledge or sharing them within the sector, the Annual event of QUEST FOR EXCELLENCE was organized in Dec 21, 2012. The forum strives to I. New Business develop the Competency, Management Skills, Creativity and Innovation • Expansion to global markets especially in neighbouring beside People Building Skills in employees of member organization. The countries. theme for the event was “Strategies For Emerging Business Environment: • Diversifying business models to at least adjacent areas. • Joint venture with power equipment suppliers to gain cost Taking cue from External And Internal Stakeholders.” leadership. The strategies developed after deployment of various models to analyse • Formation of National Power Exchange and dedicated grid business environment, orgaisational capability, Sectoral scenarios, thru JV and strengthen Distribution Area.

Stakeholder wishlists etc. by the Team Members were documented as II. Organisation & Finance presentation before a penal of jury members. • Initiating Public-Private Partnership and Joint Ventures as a means of raising additional finance. Out of the participating teams, top four presentations have been recognized • Raise Finance for new projects with high debt equity ratio for acclaim, such as Winner, Runner Up, Special Jury Award and best new and thereafter to deploy equity in Subsidiaries /JVs. promising team. The teams represented NTPC Limited, NHPC Limited and Orissa Power Transmission Corporation Limited. Such presentations are III. Backward And Forward Integration available at www.powerhrforum.org. • Business domain in Sub-Transmission sector • Entering separate business of Construction of Power Plants, A need was felt to summarise the strategies enumerated by the teams to coal mining, washery etc. thru JV. facilitate a quick glance at them for those with a very busy schedule. Though the summary is categorized for better clarity, it cannot capture the total intent IV. Fuel Security • Explore coal acquisition opportunities. and texture of the detailed presentations. At best it can generate the curiosity • Timely development of captive mines, ensuring at least 20% to take a peek inside the compendium. coal need. • 10% of total coal needed should be acquired by imports and Editor: Power People e- auctions. • High capacity units with more energy efficient technology. • Increasing the share on non fossil sources and long term fuel supply agreement.

B. Enhanced Project Management Capability

• Timely completion of OPGW network connecting all OPTCL S/S for leasing the same. • Establishment of Project Management Cell and Special Contract Cell. • Dedicated and specialized Project Team. • Use of modern techniques as well equipments for faster execution such as prefab/bolted structure, permanent shuttering and deck sheet, construction simulator, 3D drawings, mechanized construction etc. • Overhauling the contracting system for to facilitate faster construction as well as objective payment structure to contractors.

28 The scholar who cherishes the love of comfort is not fit to be deemed a scholar - Confucius POWER PEOPLE Strategies for Emerging Business Environment taking cue from external and internal stake holders

• Good mix of Nuclear, Hydro & Solar Power in generation profile and Green Initiatives for reduced carbon foot print. • Need assessment for proper community development projects. • Increased visibility to CSR and environment restoration efforts.

F. Liaison with Government and Society

• Acknowledging people's fears and proactive campaign to quell them. • Public awareness on need for rapid power sector infra development. • Continue negotiations for relaxation of norms for hydropower companies taking into account unique challenges faced by sector. • Improved negotiation of MOUs (with a futuristic perspective) to avoid disruptions on compensation and employment issues. • Influence GOI to strengthen SEBs financially to enable payment to C. Technology and Systems For Organization and Generators. • Employment generation by skill creation of the local youth, to Stakeholder Management make them employable. • Trust building thru joint forum of NTPC, administration and local • Adopt High Capacity & High Efficiency units. • Venturing into 765 kV & 1200 kV AC & 800kV HVDC transmission people. • Brand Building as responsible organisation to the society. system, Multi Circuit Towers and FACTS. • Standardization of equipment, diagnostic study and setting of G. Leadership and people building Regional Testing Laboratories. • Investing in R&D for adoption of new Technology. • Top Priority to committed Leadership Development Programs • Adoption of SMART grid technology & establishing GIS Grid S/S. • Connectivity with upcoming Renewable Sources to tap "GREEN including special assignments to develop problem solving skills, ENERGY”. job shadowing, grow own timber etc. • Leveraging IT for operational effectiveness. • Appropriate Decision making process to eliminate delay and by • Enhancing transparency in internal functioning and engagement right people. with other stakeholders e.g. e-procurement portal, integrity pact, • Enhancement and Leveraging of core competency to ensure developing a new ERP based module for an auditable stakeholder staying as dominant player. • Collaborative Leadership efforts, Walk the talk to encourage good engagement • Improvement in the procurement and contracting system to work, people contact, eliminate fear of failure. • Aligning HR with business processes to achieve strategic minimize lead time. • Extensive Use of cost reduction thru outsourcing, efficient Man/ objectives and efficient Performance management system to MW ratio etc. recognize and improve performance instead of mere appraisal. • State of Art Systems for monitoring Operation areas. • Strengthening channels of communication through trust building exercises including feedback, rewarding good and innovative D. Land Acquisition work, promote mentoring etc. • 360 degrees feedback and other mechanism for developing • Constitution of an exclusive cell (Specialized Land Acquisition people early in their career. Group) to handle Land Acquisition, Survey and related issues. • Recruitment and training efforts to match the business needs. • Minimized Land Requirement thru better Project Layout • Ongoing dialogue and knowledge exchange from different layers Engineering, Ash Handling etc. of employees in a continuous manner. • Knowledge Management and other knowledge sharing programs E. Corporate Social Responsibility to leverage Strategic Thinking.

• CSR initiatives, focusing on Energy Conservation, Environmental Protection and Early and theme based Community Development.

The superior man is modest in his speech, but exceeds in his actions - Confucius 29 Experience of Participation in Annual Competitions organised by: POWER HR FORUM

Q4E Keeps Enthusiasm Alive

OPTCL NHPC B.R. Mishra Anindita Chaudhuri P.K. Pattanaik & & Azeera A. Azeez Harapriya Behera Award own - Special Jury Award own - Best New Promising

It was awesome experience to participate in Q4E-Quest 4 Excellence It is our great pleasure to express our experiences regarding the participation to arranged by Power HR Forum on Dec 21, 2012. We are thankful to Q4E contest- 2012 and winning the best emerging team award. Power HR Forum for providing such a platform to cultivate management Nothing could be expressed if some thing is not important, some thing could be skills and creative business ideas. Our personal thinking is that apart expressed if every thing is important and any thing could be expressed if nothing from regular desk work, these kind of creative competitions are really is important. needed among employees to keep their enthusiasm alive. We do believe in expression and feed backs that can create the healthy environment and remind for fine tuning the practices to reach the goal. Our It is not only about winning the trophy. It’s all about overcoming the experiences were so enchanting that to describe them in language is becoming anxiety to address a group of learned people and allowing our potential very difficult. The hospitability extended to wards us regarding the stay at PMI to come out to the fullest. It’s about improving our persuasive skills to Kabir House was really marvelous, particularly the dinning system, foods and leaps and bounds in getting out of tricky questionnaire of judges and behaviors of the staffs and the punctuality they maintain to attend the guests audience. It’s about understanding that a successful presentation is the during their stay. Then comes to speak regarding the competition Q4E- 2012, it conglomeration of proper tailoring the context to fit the theme and a was conducted in very well organized manner with real time extension of spontaneous flow of language. And of course, keeping the team spirit information to the participants. The judges were cordial and very interactive to high to act as a team player. the discussions; comments were also very informative for implantation in real field of the competitive world. We were the debutant to the competition Q4E, the This competition made us search more about the business scenario in experience of Prize winning was definitely an overwhelming moment for us. the Power Sector of India, some ABCDs of management studies, and We believe with our suggestions and extend the views for a small change in Q4E obviously a lot about my company itself in depth. It’s a National Level competition format and request to introduce at least a GROUP DISCUSSION of platform where you can freely contribute ideas for the betterment of 15/20 minutes, along with the present concepts of presentation and deliberation. organizations, which in turn imbibes a feeling of attachment to the This OPEN FORUM discussion could help every competitor to exchange the organization. We found this initiation of Power HR Forum very effective views and prove the instant leadership capacity of the groups. The topic for for personal development in respect of managerial skill and competency discussion could be same as presented or the topic chosen by judges. Both the enhancement. performances could be considered for the final evaluation of the team. In overall, the arrangement and organization of the competition was really to the best of its We convey my sincere thanks to Power HR Forum for this opportunity mark and we wish all the best of success to POWER HR FORUM and its team and and our organization NHPC to nominate us for the same. extend our heartfelt sincere thanks to prosper further in future.

30 To go beyond is as wrong as to fall short - Confucius Q2E Provides Spirit of Togetherness

SJVN NHPC Atul Harkut & Manisha Srivastava & Raghubir Singh Anita Madan Award own - Winner Award own - 2nd Runner up

Q2E is one of the most respected quizzing event as far as inter-PSU This dates back to 2005. We came to know that our HR Division had competition is concerned and known for its finger gripping competition and organized a written test for short listing two women teams for an event nail biting finishes. We came to Q2E 2012 with some good experience at our called Q2E(Quizzing to Excellence) organized by Power HR Forum which is back as Team SJVN had finished 2nd Runner-up in Q2E 2011. Being runner an Inter Power PSU Quiz Competition which is organized annually . It was ups, we were under a little pressure as well to improve our last year’s later that we realized that it was more than just quizzing , it is a platform performance. which provides a pedestal to working professionals for stimulating Coming to the event it was conducted on Sep 21, 2012. It was akin to a management intellect and inquisitiveness.. It was during this short listing riveting thriller, that keeps the audience on the edge of their seats with all its that both of us were paired as a team for the main event. Thus our journey as twists and turns, except of course, instead of being the audience we were partners started from there and we have been together as team since then. glad to be playing the lead characters! What mattered was not just the During the course of preparation, both of us realized that we complement knowledge but also how well one handled the pressure. To give an idea of the each other so well. One is brilliant at visual rounds which the other dreads. situation there - the top position was decided only after the last question had The first quizzing event at Power HR Forum was our foray into formal been answered that too by a team that was not even in the fray for the top- quizzing arena and our first experience of quizzing outside NHPC. We had two positions. The fact that only 5 marks separated the top two teams is butterflies in the stomach but had to put up a brave face as we were not itself a testimony of how close and competitive it was. college girls out to have fun but representing our organization at an outside forum. Our first quiz and we were the second runners up. This was a great We would like to put on record our admiration for the quiz masters - Mr. K. M. boost to our morale. Quizzing has become a passion now. We have plans to Prashanth & Mr. Sujit Varkey - who being seasoned quizzers themselves participate in other quizzes for corporates organized from time to time. We bring a nice blend of experience and yet excitement to the event. Through usually divide the subject matters at the beginning keeping in mind individual their wit and humor they not only add flavor to the quiz but help keep the strengths and weaknesses. We sit together during lunch time around a stress levels low for the teams. As part of our preparation we had gone month before for a complete brush up. The major references are Business through the questions asked in various quizzes, but we were in for a shock Week and Business Today Magazines for current business events as not even a single question from those quizzes was asked; it says a lot snapshots. Then Wikipedia and Google are a great help once we shortlist the about the kind of hard work that went in the preparation of quiz. major topics/ events. This time our esteemed quiz masters Mr. Prashanth As a precursor to the event, a workshop-cum mock quiz was organized at and Mr. Virkey had suggested that we should read The Economic Times Shimla on the request of SJVN, needless to say it proved to be a great help. daily. We are trying to include this in our daily routine though that pink print is We are eternally thankful to SJVN management and especially our Director not so reader friendly. To begin with, we have started with the online version (Personnel) for holding this workshop and all the encouragement and of the same. I guess we keep up with it. Power HR Forum gave us a stepping support extended to us. We may like to clarify that no questions were stone and an initial push in to the world of quizzing. This start made us win repeated in the main event held at Noida. the recently concluded AIMA quiz called PRAGATI - 2013 held at LE- The organizing team too deserves accolades for organizing the whole event Meridian on 9th March, 2013 with 75 participant teams from big corporates in such a smooth manner without any glitches and offering such generous like NTPC, PGCIL, REC, SAIL, IOCL & EIL etc., Pvt. Sector companies and prize money. All in all it was great experience; we look forward to defend our students from many MBA institutes .We strongly feel that quizzing is a fun title in Q2E-2013 and come out again with flying colors. way to learn and grow and hope that the young minds stay ignited through this initiative by Power HR Forum.

Virtue is not left to stand alone. He who practices it will have neighbors - Confucius 31 "enterPRIZE" Provided excellent opportunity for team work

4. Competitive Growth: Improvement in sales, Improvement in Profit after Tax and industry leadership depending upon improvement in Wealth.

In the first Quarter as there was only one variety of carz number of decisions required to be taken was less and every team was in a hurry to submit their THDCIL MAP in order to garner the points awarded for leadership. In the second Natarajan Krishna Quarter there were two varieties of carz and also there was competitive Award own - Best Learner bidding for purchase of plant. We enjoyed the bidding process and also won the bid for the only additional plant after strategically entering into the fray at Power HR Forum organized a Business Game “EnterPRIZE for the a late stage. In the third Quarter, a new product was launched and all the organizations in the Indian power sector and teams from BBMB, DVC, team members were actively involved discussing various issues in the NHPC, NTPC, REC, SJVN and THDCIL participated in the competitions from pricing of the product. Eventually no carz of the new product could be sold in 17-20 July, 2012 in two batches. Our team representing THDCIL, that Quarter as our price turned out to be the highest as none of the other comprising self in the role of CEO, Sh. Ajay Kumar Kansal as Chief Marketing teams had accounted for the research and development cost incurred in the Officer (CMO), Sh. Vishal Sharia as Chief Operating Officer (COO) and Sh. making of new product. Although we were leading at the end of the third Neelesh Nema as Chief Financial Officer (CFO) were invited in the 2nd batch Quarter on the first day our team was a bit disappointed as we had along with one team each from BBMB, NTPC & REC and two teams from squandered the substantial lead that we had built after the results of the first NHPC besides the second team from THDCIL. Quarter.

The Game was conducted by Dr. Vinod Dumblekar, MANTIS in five sessions In the fourth Quarter, there was competitive bidding for an export order and with each session spanning 60 to 90 minutes representing one Quarter we won that bid also by quoting the lowest price. We quoted lower prices in spread over two days. Each team was required to manage companies order to increase the quantum of sales to offset the additional production producing cars and submit their decisions on Management Action Plan capacity available with us. Through this tactics we were able to outscore the (MAP) in each Quarter regarding production of different varieties of cars, other teams in the fourth Quarter also. In the fifth and final Quarter, we were raw material purchase, advertisement expenses, dealer commissions, unit required to take a decision on two different training programs, one in which selling price, bank overdraft, credit policy, freebies, training etc. to increase the workforce would be trained to reduce manufacturing overheads and the Wealth of the organization. second in which salespersons would be trained to increase sales in addition to other parameters on the MAP. The sales of the products depended upon market demand, advertisement, pricing of the product, availability of the product in the market through timely Though our team was placed second in the 2nd batch we gained a lot submission of the MAP, brand name etc. through practicing the management skills and team work in the simulated conditions of the market wherein the competitors strategies also influence The performance of the teams was evaluated based on various parameters the decisions taken by us. given below; 1. Operating Efficiencies: Sales revenue performance, efficiency of Finally, I thank THDCIL management for nominating me and also Power HR credit policy, efficiency of advertisement and plant operations. Forum for organizing the excellent program and the delicacies served during lunch and tea. 2. Cash Management: Cash flow, cash balance. 3. Leadership: Delegation of tasks, supervision of roles, coordination and project management.

32 What you do not want done to yourself, do not do to others - Confucius Book Review: HR From the Outside in

H. P. Pal

By: Jon Younger, Wayne Brockbank and Mike Ullrich published by: Tata Mc Grawhill 2012

This is another best seller in 2012 from Dave Ulrich with the title ‘HR from the outside in - Six Competencies for the Future of Human Resource’ co- authored by Jon Younger, Wayne Brockbank and Mike Ulrich. This has been published in India by Tata Mc Grawhill

Many people surmise that, after the release of ‘HR Competencies’ in 2008 and ‘HR Transformation’ in 2009, why Dave Ulrich released this book; are there anything significantly new? Well, in the 2012 HR competency study made by RBL Group led by Dave Ulrich, more than 20,000 HR executives 2007 HR Competencies 2012 HR Competencies participated worldwide. Many new findings came up. Based on these • Credible activist • Credible Activist • Strategy Architect • Strategic positioner findings, this new book has come up with the following key changes in • Culture and Change Steward • Change Champion concepts and models. • Talent Manager & Organisation Designer • Capability Builder • Operational Executor • HR Innov ator and Integrator 2012 HR competency model as given below has been drastically changed • Business Ally • Technology Proponent compared to the earlier 2007 model.

The authors mention that HR generalists declined from 61% in 1987 to 40% in 2012.

The perception of an average line manager few years back was ‘neither I like my HR person nor I like my HR’. Now a days this has shifted to ‘I like my HR person, but I do not like HR’. HR can truly remove this mind-set if it considers implementing some of the key findings mentioned hereinafter.

This research has answered to two critical questions namely how to prioritise HR competencies and how to prioritise HR performance for business impact. These are presented below.

The essence of knowledge is, having it, to apply it; not having it, to confess your ignorance - Confucius 33 POWER PEOPLE Book Review: HR From the Outside in

been VP immediately before. The most common HR experience to have had is time in the workforce development function. One in five had an overseas assignment, and almost a third had jobs that could be described as directly involved in international operations. Just under a third were hired into the top job from another company. • But talent is only the part of the picture. Some HR professionals are moving to call themselves “human capital specialists” and focus exclusively on talent. We strongly disagree with this approach. We believe that culture broadly defined, matters as much as talent to sustained business success, if not more. The talent agenda focuses on putting smart individuals in place; culture focuses on building smart organizations that can make optimal use of smart individuals. HR professionals should be cultural anthropologists who observe and shape a work environment that sustains strategy. • Balancing the trade off between people and business is not always easy. HR professionals who go to their extreme create problems. Overemphasis on people turns business enterprises into social agencies that may lose their ability to meet market requirements. Overemphasis on business drives results without attention to how they are generated. • What we mean by credible activists? - Credibility comes when HR professionals focus their time and attention on the issues that matter to the business, do what they promise, meet their obligations and commitments, communicate effectively and build relationships of trust with line managers and other colleagues, and demonstrate a willingness to take professional and personal risks to create value for the business. • The adage is that the first mover in new products or services gets about half the market, while the next four players split the rest. To this end, two key points observed by the authors are - (1) “Connecting • HR professionals need to build a compelling intellectual and emotional people through technology has the greatest impact on business success of case for change……The emotional case for change comes when any factor of any domain.” (2) “While HR professional’s competence people see and feel the impact of the change on principles that matter explains 8% of business performance, HR department’s effectiveness to them. explains four times (32%)” • Disagree without being disagreeable, debate without being In addition to above, some of the leading quotes/ best practices mentioned demeaning, learning to fight without leaving scars. in this book are produced below. • Since culture and organization capability is more important to business results than talent and individual ability, HR’s job is clear to QUOTES build a workplace, not just a workforce. • The goal of HR is to turn strategy into talent, culture and leadership. • In seminars with HR professionals we often ask how many were • Effective HR professionals tell us not only what the strategy is but how placed in their present job through a thorough position-person it will be implemented. assessment; how many have had a career conversation with their boss; how many have received a performance review; and how many • The average head of Human Resources in a Fortune 100 is a 53 year could articulate the vision of the HR function. Few hands goes up. It old man with Bachelors Degree who spent 15 years with their current turns out that HR professionals rarely do what they ask for others. employer and about half their work life in HR roles. SVP is their title, had

34 [The superior man] acts before he speaks, and afterwards speaks according to his actions - Confucius POWER PEOPLE Book Review: HR From the Outside in

• Instead of asking what % of leaders received 40 hours of training, ask what capabilities the leadership training created.

BEST PRACTICES

• The HR learning partnership is an innovative product of RBL partners, originally in collaboration with the university of Micihigan. It is a version of an HR academy, but with an innovative twist; it engages teams of HR leaders from across companies and industries. Thus in a given year, GE HR leaders learn in conjunction with colleagues from (for example) Pfizer, the BBC, Uniliver and Shell. This combined participation significantly advances the potential for accelerated development and transfer of innovation. In this example, BBC is a fabled creative organization, while GE is as effective as any organization in the world of six sigma.

• In BPS Division - Employees are not allowed into classroom training unless they clear a few computer generated self tests well above the cut-off scores. Weekly tests and their scores over time are captured and made transparent.

• HUL is a firm believer in “wealth at the bottom of the pyramid”. It seeks to mass market to individuals at the bottom of the socioeconomic ladder, so it has a potential disconnect between its future leaders and From organisation point of view, the difference between a Line manager and the customers they will serve. How does HUL bridge the gap? It sends a HR manager is as mentioned below. management trainees recruits to live with poor families in remote Accordingly, the biggest scorecard for next generation HR department could villages - for up to six months. As they live with these families, the be – How many man hour an average HR manager in your HR function trainees experience their customers firsthand. The customer spends with internal and external customers. How you integrate it in every experience not only goes into their heads, but it also goes into their HR manager’s KRA could be the key to your HR function’s success and also hearts. the competitive advantage of your business. This highly researched book is a treasure any core HR professional will love to explore. Let me close this with one leading recommendations of Dave - “We like to ask HR professionals to name the company’s top 5 customers, H. P. PAL Manager (HRD), investors and partners and then explain why these stakeholders choose to POWERGRID deal with their company. ” “We recommend that HR professional dedicate He can be reached at: about 5% of their time to working with customers or their surrogates.” [email protected]

The superior man acts before he speaks, and afterwards speaks according to his action - Confucius 35 NEWS OF INTEREST FOR HR FRATERNITY

Pension Scheme Allows Lump Sum Withdrawal on Exit India’s first geothermal plant to come up in Chhattisgarh [Source: The Economic Times, March 15, 2013] [Source: Mint, February 18, 2013]

NEW DELHI Subscribers of the New Pension Scheme can now time NTPC will be responsible for funding the entire development of the withdrawal of their money when leaving the income security the geothermal power plant plan, the pension fund regulator has said, moving away from the earlier facility of phased withdrawal. The decision, announced by the Raipur: The Chhattisgarh government has decided to establish the Pension Fund Regulatory and Development Authority (PFRDA) on first geothermal power plant of the country in the newly formed Thursday, comes into effect immediately. Balrampur district of the state. A memorandum of understanding in this connection was signed between National Thermal Power Corp. BHEL Turnover Rose Steadily Since 2009-10, Says Govt (NTPC) and Chhattisgarh Renewable Energy Development Agency [Source: The Economic Times, March 15, 2013] (CREDA). “State government has granted permission for the installation of a Geothermal Power Plant at Tattapani area of the The turnover and profits of Bharat Heavy Electricals Ltd (BHEL), the Balrampur district to NTPC. state-owned firm which has been recently granted Maharatna status, have steadily risen since 2009-10, Parliament was informed India can go ahead with Kishenganga on Thursday. [Source: The Hindu, February 19, 2013]

Power PSUs to Invest Rs.50k Cr But Arbitration Court imposes conditions [Source: The Economic Times, February 18, 2013] New Delhi: In a major decision, the Court of Arbitration at The Hague NTPC and Power Grid to invest Rs.40,000 cr in 2013-14 while govt has allowed India to go ahead with the construction of the Rs.3600 to providers Rs.10,000-cr budgetary support crore Kishengaga hydroelectric Project in North Kashmir, rejecting Pakistan’s plea that this was a violation of the 1960 Indus Water Equipment manufacturers and contractors will count on state firms Treaty. for large orders next fiscal as power sector giants plan to invest Rs.50,000 crore in various projects, although the private sector has Delhi to host global HR meet in April been stymied by fuel scarcity and distribution problems. According [Source: The Financial Express, February 04, 2013] to government sources, major chunk of these investments will come New Delhi, Feb 3: In order to promote human resource development from internal and extra budgetary resources of public sector practices across sectors in India and over 30 nations, IFTDO in undertakings (PSUs) while the government will pump in close to collaboration with the central government will hold a four-day Rs.10,000 crore through gross budgetary support. conference from April 23 to provide cross cultural and multi- disciplinary experience.

36 Real knowledge is to know the extent of one's ignorance - Confucius POWER PEOPLE NEWS OF INTEREST FOR HR FRATERNITY

MCA readying self-reporting CSR template India plans to develop a forecasting model for [Source: The Financial Express: January 22, 2013] energy demand and supply [Source: Economic Times: January 15, 2013] New Delhi: The ministry of corporate affairs (MCA) is working on developing an ‘exhaustive’ and ‘interactive’ form as part of the NEW DELHI: India plans to develop a forecasting model for energy standard template that all companies will have to fill while reporting demand and supply that will help in policy decisions. The model, on their projects and proposed spends on the soon-to-be mandatory the lines of UK's Energy Calculator 2050, will be available to industry corporate social responsibility (CSR) initiatives. Under the proposed and researchers. "The proposal has in-principle approval of the template, companies will have to disclose details of financial status, Prime Minister and the task to set up a model is entrusted to Planning CSR project details, budget allocation, time line, details on Commission," a senior government official said. permission required for implementations of projects and CSR Coal policy recast to aid projects nearing completion corpus among others. [Source: The Financial Express, January 14, 2013]

Government framing new policy to boost jobs New Delhi: In an attempt to make power plants using imported coal [Source: Financial Express, December 30, 2012] viable, the government will recast its coal allocation policy to ensure New Delhi: With the job scenario looking grim, the labour ministry that all such projects that have reached advanced levels of has prepared a National Employment Policy (NEP) that may outline a completion get up to 30% of their fuel requirements through raft of changes in labour laws and industrial policies to boost indigenously produced coal. employment and ensure good working conditions for workers. The Government authorizes National Investment Fund new job policy will be in conformity with the 12th Plan growth target, to buy shares of PSUs and might propose changes in various laws like the Minimum Wages [Source: The Financial Express: January 18, 2013] Act, Contract Labour Act and EPF Act to bring a major chunk of workers in unorganized sectors under the ambit of the formal sector. New Delhi: Carrying its disinvestment policy forward, the government today authorised the National Investment Fund (NIF) to buy shares of public sector enterprises, including banks and Top Salary Offer at Stephens Beats Avg IIM Salaries insurance companies. [Source: The Economic Times, February 02, 2013]

Recruiters continue to look beyond top B-schools Govt unveils norms for independent PSU directors [Source: Business Standard: January 02, 2013] Delhi’s St Stephens College has reported a top salary offer of Rs.19 New Delhi, 1 January: The government has come up with a set of lakh per annum for a student graduating this year, beating previous guidelines for independent directors on boards of public sector units, records and even topping average salaries offered at the leading defining their roles and responsibilities aimed at improving corporate Indian Institutes of Management. The offer, made by an international governance in state-owned companies. Earlier, the Department of bank for a job at its India operations, is about a third higher than last Public Enterprises (DPE) had not defined these norms for non- year’s top offer of Rs.14.30 lakh. official Directors appointed on boards of Central Public Sector Enterprises (CPSEs).

When you have faults, do not fear to abandon them - Confucius 37 POWER PEOPLE NEWS OF INTEREST FOR HR FRATERNITY

Persons above 65 yrs can’t be guards: Govt PFC keen on setting up bank; to discuss matter soon [Source: The Times of India, February 26, 2013] [Source: Mint, February 25, 2013]

New Delhi: It is going to be tough for residential and commercial New Delhi: Power Finance Corp (PFC) has said its board would complex managements to find a private security guard who discuss applying for a bank licence, as the state-run lending agency complies with every condition stipulated by the Centre. On Monday, meets the norms for setting up commercial bank which were issued the Centre told the Supreme Court that persons above 65 years of by the Reserve Bank of India (RBI) last week. age and those dismissed from service for misconduct or moral turpitude cannot be employed as private security guards. Power capacity addition to be 17,461 Mw [Source: Business Standard, February 20, 2013] Your EPF Savings to Earn 8.5% This Year New Delhi, 19 February: India is set to add 17,461 Mw of power [Source: The Economic Times, February 26, 2013] capacity this financial year (2012- 13), the power ministry has The retirement savings accumulated in your employees’ provident announced. This would be the second- highest achievement in a fund (EPF) account would fetch a return of 8.5% in 2012-13, labour year after the 20,500 Mw addition in 2011-12. and employment minister announced on Monday at a meeting of the board of trustees of the EPF organization. Government asks all power utilities to prepare crisis management plans Among PSUs, ONGC No.1 profit-maker [Source: The Economic Times, January 20, 2013]

[Source: The Financial Express, March 06, 2013] NEW DELHI: The Power Ministry has directed all state governments ONGC has retained the top position in the coveted list of 10 most to ensure that power utilities are ready with crisis management plans profit-making PSUs, while BSNL was the biggest loss-making state- for restoring normalcy in the "shortest possible time" in case of run company in 2011-12, according to a government survey. disruptions in generation, transmission or distribution of electricity. Power major NTPC is the second biggest profit-making state-run company, the same position as in 2010-11 survey. SCOPE to launch ‘PSU TV Channel’ [Source: corporate buzz: Hindustan times, January 04, 2013]

Soon, babus who delay services may face fines Dr U D Choubey, DG, SCOPE while addressing the 39th Annual [Source: The Times of India, March 07, 2013] General Meeting mentioned that SCOPE will launch “PSU TV New Delhi: The Cabinet on Thursday will consider a bill providing for Channel” to reach all areas of India. time bound delivery of services like pensions, passports, caste certificates, ration cards and tax refunds with a penalty of Rs 250 a NEEPCO awarded “Miniratna” status day subject to a maximum of Rs 50,000 for default. [Source: Press Release by NEEPCO] NEEPCO has been conferred “Miniratna: Category-I” status by Government of India on April 8, 2013.

38 Real knowledge is to know the extent of one's ignorance - Confucius POWER PEOPLE NEWS OF INTEREST FOR HR FRATERNITY

Get set for more variable pay DU Academic Council approves four-year undergraduate course [Source: htbusiness, April 12, 2013] [Source: The Hindu, March 26, 2013]

To beat the economic slowdown and keep wage bills under check, Delhi University’s Academic Council on Monday gave its nod to Indian firms are gradually moving more towards raising variable pay convert the coveted three-year undergraduate Programme into four in compensation packages, say human resource experts. years, with the entire structure of the traditional course coming in for a major overhaul come June. “The course will give the student the Smart classes: IIMs to share faculty online option to quit after two years with an associate degree, quit after [Source: Business Standard, March 31, 2013] three years with a bachelor’s degree and if the student completes all four years, then an honours degree. Sports and cultural activities will Kolkata, 30 March: In a first- of- its- kind attempt, the Indian form part of the curriculum and the course will be multi-disciplinary Institutes of Management (IIMs) are planning to introduce ‘smart which allows the student to choose his subject across streams” classes’, which could be shared among all centres of the institute online. The move, aimed at beating the faculty crunch, is expected to POWERGRID organizes GRIDTECH 2013 involve global universities, too. [Source: The Hindustan Times, Corporate buzz, April 5, 2013]

POWERGRID with the support of Ministry of Power and IEEMA, NTPC inaugurates solar power plant at NTPC Dadri organized GRIDTECH 2013, a 4th international Exhibition cum [Source: Hindustan Times – Corporate buzz, April 02, 2013] conference at Pragati Maidan, New Delhi. CMD, NTPC Limited inaugurated the commencement of commercial Taking Care of Staff Gives Cos Edge: Study operation of 5MW Solar Power Plant at NTPC Dadri. This is the first [Source: The Economic Times, April 5, 2013] solar power plant of NTPC, a new beginning in renewal energy sector. Companies that treat their employees as appreciating assets and offer them better benefits and opportunities compared with peers are more competitive with little or no long-term impact on operational PowerGrid seeks shareholder nod to alter articles costs, suggests a study commissioned by the Planning [Source: Business Standard, March 30, 2013] Commission. The study by management consultants Bain & New Delhi, 29 March: In a significant victory for the proxy advisory Company is based on a survey of the human resources practices of movement in India, state- owned Power Grid Corporation is seeking 23 top Indian employers. shareholder approval to alter a key statutory document. PowerGrid has issued a postal ballot notice, under which it seeks to amend World participates in ‘Earth Hour 2013” Articles of Association (AoA), the document governing internal [Source: The Economic Times, March 24, 2013] affairs of a company, under the Companies Act. PowerGrid is the Iconic landmarks and skylines were plunged into darkness on first Indian company to accept a suggestion by a proxy advisory firm Saturday as the “Earth hour” switch-off lights around the world got and act on it. under way to raise awareness of climate change.

Better a diamond with a flaw than a pebble without - Confucius 39 Management QUIZ

1. He is an internationally respected leadership authority, teacher and chairman and founder of a leadership centre. He is also the author of best sellers like SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE and PRINCIPLE CENTRED LEADERSHIP. Name him

2. Dr Varghese Kurien, after completing his Bachelors in Mechanical Engineering from the University of Madras, joined the Technical Institute of which Company?

3. The authorized audio book of I TOO HAD A DREAM about Dr Varghese Kurien is based on his autobiography. What was the title of his autobiography?

4. For the working capital of which company did the two founders sell their Volkswagen van and programmable calculator? (Company name only)

5. Which Indian President laid the foundation stone of India’s first modern dairy, that of Kaira District Cooperative Milk Producers Union? 10. “Have fun, make money” was the ad that Steve Jobs saw and walked into the lobby of video game manufacturer – founded by Nolan 6. Deputed to the Govt of India’s experimental creamery, at Anand in Bushnell – and demanded a job. Name the Video game manufacturer? Gujarat’s Kheda district, Dr Kurien had already made up his mind to quit, but was persuaded to stay back by a gentleman, who served as 11. Which famous Indian featured in Apple’s “Think Different” campaign his mentor, guide and inspiration. Name the gentleman? alongside Einstein, Picasso, Edison, Chaplin and Martin Luther King

7. In 2010, Google formed a new social innovation unit that it describes 12. Kasturbhai Lalbhai played a major role in setting up which now famous as a THINK/DO Tank, which is aimed at harnessing the company’s educational institution?

innovation prowess and convening power to tackle society’s most 13. From which Indian royal family did Walchand Hirachand acquire his pressing problems, such as nuclear proliferation and failed states. first shipping line in 1919? What is this social innovation unit called? 14. What is common to Rahul Bajaj, Ram Charan, P Chidambaram, Naina 8. Of what significance is April 1st (April Fool’s Day) in Apple’s history? Lal Kidwai and Rajat Gupta?

9. He is the author of STEVE JOBS, EINSTEIN;HIS LIFE AND UNIVERSE, 15. Who was the author of the books “THE FOUNTAINHEAD” & “ATLAS BENJAMIN FRANKLIN:AN AMERICAN LIFE and KISSINGER:AN SHRUGGED” who stressed fierce individualism and who had a major

AUTOBIOGRAPHY. Name this famous yet low profile author? influence on former Federal Reserve Chairman Alan Greenspan?

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L E E T S A T A T . 2 Y E V O C N E V E T S . 1

40 It is only the wisest and the stupidest that cannot change - Confucius Forum in Frames

Glimpse of 14th Governing Body Meeting - BBMB, Chandigarh on February 11, 2013

I hear and I forget. I see and I remember. I do and I understand - Confucius 41 Cartoons

42 To see what is right and not to do it, is want of courage - Confucius Cartoons

He who merely knows right principles is not equal to him who loves them - Confucius 43 Management Books by: Patrick M. Lencioni

Why you should Title Cover Author Publisher Price in ` read this

Overcoming the five Patrick M. Lencioni Wiley India 249 For giving more information on how dysfunctions of a team to overcome the Five Dysfunctions of a Team, the author offers more specific, practical guidance using tools and real-world examples. He examines fundamental questions that all teams must ask themselves: Are we really a team? How are we currently performing? etc

Death By Meeting: A Patrick M. Lencioni Wiley India 299 It's a quick, engrossing book that Leadership Fable……. explores the keys to holding about solving the most meetings that improve the morale, painful problem in effectiveness, and bottom line of an business organization. Through a story, the author shows how the protagonist turned meetings from painful and tedious to productive, compelling, and energizing with help of a young man.

The four obsessions of Patrick M. Lencioni Wiley India 299 The main character of this story an extraordinary faces a leadership challenge so great executive: the four that it threatens to topple his disciplines at the heart company, his career, and everything of making any he holds true about leadership itself. The author helps his readers organization world understand the disarming simplicity class and power of creating organizational health, and reveals four key disciplines that they can follow to achieve it.

Silos, Politics and Turf Patrick M. Lencioni Wiley India 329 The author addresses the costly and Wars: A Leadership maddening issue of silos, the fable about destroying barriers that create organizational the barriers that turn politics, in a story form. The hero of colleagues into the story, through trial and error, competitors develops a simple yet ground- breaking approach for transforming confusion and infighting into clarity and alignment.

The five temptations of Patrick M. Lencioni Times Business 345 Tale of a young CEO who, facing his a CEO: A Leadership Series first annual board review, knows he fable is failing, but doesn't know why. Written to be read in one sitting, the tale serves as a timeless reminder that success as a leader can come down to practicing a few simple behaviors--behaviors that are painfully difficult for each of us to master.

44 The superior man is modest in his speech but exceeds in his actions - Confucius POWER PEOPLE Management Books by: Patrick M. Lencioni

Why you should Title Cover Author Publisher Price in ` read this

The five dysfunctions Patrick M. Lencioni Wiley India 350 This is a must read for anyone who of a team: A leadership owns a team - be it any field. The fable situation inform of a fiction is very close to real life the solutions presented can be followed easily.

Getting naked: A Patrick M. Lencioni Wiley India 495 The author explains the principles of business fable about inspiring client loyalty through a shedding the three fascinating business fable. The story fears that sabotage follows a small consulting firm, client loyalty which often beats out big-name competitors for top clients. One such competitor buys out Lighthouse and learns important lessons about what it means to provide value to its clients.

The Advantage: Why Patrick M. Lencioni Collins 499 The book features the most organizational health Business-Wiley unexploited opportunity in modern trumps everything else business. In his immensely readable in business and accessible style, Lencioni makes the case that there is no better way to achieve profound improvement in an organization than by attacking the root causes of dysfunction, politics and confusion.

The Three Signs of a Patrick M. Lencioni John Wiley 1418 Through a story, author reveals the Miserable Job: A Fable three elements that make work for Managers (And miserable: irrelevance, Their Employees) immeasurability, and anonymity. The book includes a detailed model examining the three signs of job misery and how they can be remedied. It offers examples of how managers can use the examples in the book to deal with specific jobs and situations.

It is not possible for one to teach others who cannot teach his own family - Confucius 45 Power Luminary of the Quarter

Sh. S. P. Singh Former - President, Power HR Forum & Director HR, NTPC

SP Singh personifies the word ‘excellence’. A results will be experienced in the coming years. towering personality of over 6 feet, Mr Singh NTPC ranked third overall and first among PSUs believes in leading by example. He has always in “Great place to work” survey in the year 2012 admirably demonstrated the use of leadership during his tenure. process and delegation to achieve excellence. Innovation and improvisation have been the His stint as a Director HR, NTPC has been hallmarks of his career. commendable for Power HR Forum. He believed in Forum activities and followed the principals of Mr Singh began his professional career as a the Vedanta which says that “your home should Trainee Engineer and he bade us adieu as a board be centre and not the boundary of your affection”. member of the largest Maharatna Company of the He helped other smaller Power PSUs who are the Indian power sector. His professional acumen, member of our Forum, with all support required values and transparent leadership qualities have from time to time. Mr Singh provided necessary been instrumental in his success at every support to smaller power PSUs by sharing of position he occupied. Mr Singh’s commitment to knowledge about new policy intervention being his work knows no boundaries and he has always adopted by NTPC. Mr Singh superannuated from stood by his commitments despite very hectic NTPC on 28th February, 2013. schedules. The Forum will always remember and be thankful His last appointment at NTPC involved managing for his valued contributions as the president of a work force of over 25,000. Mr Singh has always Power HR forum. We, at the Forum, wish him been a proponent of strategic HR. He introduced Godspeed and a smooth sailing during his future the concept of ‘Reverse mentoring’ at NTPC. endeavors. Some of his efforts have already showed results but, as in the case of any HR intervention more

46 What the superior man seeks is in himself. What the mean man seeks is in others - Confucius

Give Your Ability and Experience a Chance to Reach Out

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