A Tata Power Group Magazine Vol. 42, Issue 3, July 2016
Guest Editors’
Special
Journey towards
Excellence!
Highlights
Making excellence
a habit! 06
The Excellence
Algorithm 11
Assessors’ Talk! 17
Many steps, one path! 22
Spreading smiles
through Excellence! 29
Experiences of
Application Writers! 33
Excelling at Excellence! 35
Next horizon for
business excellence! 37
Good, Fad and the Funny! 39
In the
News
IN THIS ISSUE....
In the News 02 Accolades 40
From the MD’s Desk
Making excellence a habit! 03 Events & Happenings 41
The Excellence Algorithm
Mentors Speak 06 Care for Community: Key Initiatives 45
Assessors’ Talk
Many steps, one path 11 International Yoga Day celebrations 46
TPDDL
Tata Power Solar 15 Sparsh 47
Tata Power SED
Spreading smiles through Excellence! 17 World Environment Day 2016 Celebrations 48
Experiences of Application Writers!
Excelling at Excellence! 22 A Musical Night! 50
Next horizon for business excellence
(Interview of Mr. Vivek Talwar) 23 Literary Section 51
Good, fad and the funny!
26 Circuit Break 52
27 Wall of Fame 54
29 Retired Reflections 56
33 Promising Profile 58
35 Sports & Adventure 58
Mini Clubs in Action 59
37
39
ACKNOWLEDGEMENT:
The editorial team would like to thank all contributors for sharing their valuable inputs and opinions on the various topics covered in the
pages inside. We would like to extend our heartfelt thanks to the following for their contribution and efforts:
Mr. Vivek Talwar, Mr. Parshuram Date, Mr. Vijayant Ranjan, Mr. Sanjay Dube, Mr. Dinesh Kudalkar, Mr. Vijay Chourey, Mr. Bhaskar Yatnalkar,
Ms. Smriti Parikh, Mr. Bipin Kulkarni, Ms. Bhavna Sharma, Mr. Arpit Jain, Mr. Kunjvihari Jandhyala.
EDITORIAL TEAM: Mr. Abhishek Ramkrishna, Ms. Anuradha Shetty, Mr. Saurabh Patki, and Ms. Zeenia Tafti.
For internal circulation only. Regn No. 22899/75.
WRITE TO US AT:
[email protected] or Corporate Communications, Tata Power, Bombay House, 3rd Floor, 24, Homi Mody Street, Mumbai 400 001.
DISCLAIMER:
The views expressed in this magazine are not necessarily those of the management of Tata Power. Edited and published by the Corporate
Communications, Tata Power.
02 Enerji Talk Volume 42 Issue 3 July 2016
From the MD’s Desk
Dear Colleagues,
While excellence in business has been and will continue to be at the heart of every action we pursue,
'Business Excellence' per se is a formal means to achieve the end objectives of excellence. We embarked
upon the TBEM journey in 1998 and since then it has evolved into an outstanding tool to guide, support,
continually improve and consolidate our pursuit of excellence. This move seemed to be only a logical perusal
of what we've stood for and believed in as a team.
As we are all aware that the Tata Group has several diverse businesses; Business Excellence has
successfully supported the Tata Group to evolve in its pursuit of sustainable performance. The journey that
began about 20 years back for excellence is a rewarding one and thus is here to stay.
At Tata Power, now a 101-year old Company, the roots of Business Excellence have only been growing
deeper and stronger since its inception. Through several managerial and continual improvement initiatives,
and with the ambition to deliver Customer Affection and high employee engagement, the Company's
adoption with Business Excellence has been getting deeper. Being 100 years young, the time is now ripe to
reflect on what the journey has been like in the Company.
Through our in-house magazine, Enerji Talk, we have chosen this time to delve into various aspects of
Business Excellence in the Company - the growth journey, making excellence a habit, using Business
Excellence to deliver Customer Affection; creating an environment of innovation, among several others. This
issue of Enerji Talk, like the previous two, have been put together by inviting colleagues as guest editors. They
have helped shape this issue of the magazine with their inputs and ideas. Interestingly, for this issue, we've
had team members join us from our SBUs, functions, subsidiaries - TPDDL, Tata Power SED and Tata Power
Solar - each bringing with them stories of their tryst with Business Excellence! Do read on and immerse
yourself in the experience put together in this edition.
In what seems to be a fitting tribute to the Company's completion of a century of operations, an official
postage stamp was unveiled recently. The stamp was created as a memento to the Company’s 100 years of
contribution to India’s growth story and was unveiled by the Chief Post Master General, Mr. L. N. Sharma. The
stamp symbolises the Company’s commitment and dedication to realise the vision of its Founder.
A major update in the recent past has been TPREL signing an SPA with Welspun Energy Private Limited to
acquire the latter's subsidiary Welspun Renewables Energy Private Limited. This represents the largest
transaction in renewables space in India. TPREL with all these assets would have a renewable assets
portfolio of about 2,300 MW making it the largest Renewable Power Company in India.
Further, in line with our goal to be a responsible citizen of this planet, Tata Power has successfully completed
the plantation of over 25,000 saplings on World Environment Day this year, and has committed to plant
several lakhs of saplings in FY17. Let me also take this platform to urge each one of you, in your individual
capacity, to be green ambassadors.
As you're reading this, you are, in your capacity as a team member, or as a team leader, participating in the
upcoming TBEM season. I would urge each one of you to put your best foot forward and be receptive to all
learnings that will come your way in the journey of Business Excellence!
With regards,
Anil Sardana
CEO & Managing Director
03Enerji Talk Volume 42 Issue 3 July 2016
Meet the Guest Editorial Team!
When you have had a taste
of excellence, you cannot
go back to mediocrity.
Maximillian Degenerez
a Portuguese artist
We're back with yet another Guest Editors' Special issue, this time spearheaded by our
colleagues from various departments, even businesses! Needless to add, the articles
are a sum total of the many aspects of Business Excellence in the Tata Power Group!
A sneak peek into what you're about to experience.
Vaishali Ajit
Korhalkar Maleyvar
(Tata Power SED) (TPDDL)
Ganesh Shivarudrappa
Srinivasan Biradar
(Tata Power Solar)
Mohammad Hardik
Ghouse Rami
(Tata Power Solar)
04 Enerji Talk Volume 42 Issue 3 July 2016
Rashmikant Roopal
photo Tania Aggarwal
awaiting Roychoudhury
Sachin
Ketayun
Mujumdar
Fallahzadeh
Saarthak
Khurana
Joydip Richa
Roy Gautam
Manipal Ajay
Singh Reen Unnikrishnan
Boban Ranjit Shashank
Chacko Gangully Kumar
05Enerji Talk Volume 42 Issue 3 July 2016
Making excellence a habit!
The title says it all! Excellence happens not by
chance, but relentlessly working on it. Several lives
have been modelled thus, and we'll introduce you to
a few of them here.
We are what we repeatedly do. Excellence, therefore is not an act, but a habit
Aristotle
Guest Editors: Ganesh Manipal Ajay
Srinivasan Singh Reen Unnikrishnan
06 Enerji Talk Volume 42 Issue 3 July 2016
Making excellence a habit!
Excellence has been a topic of as well as manage and mitigate the solutions, digital services, etc.) of each of these
interest for philosophers, risks that it faces. segments will be different and hence, the
academicians, researchers and of approach has to be comprehensive to meet the
course, people like you and me. It The Tata Business Excellence Model expectations of the par ticular segment.
has been the subject of bestsellers (TBEM) - which is based on the
(In Search of Excellence - by Tom popular Malcolm Baldrige Award l Deployment: Is this approach implemented on the
Peters and Robert Waterman) and Model commonly known as the ground - or is it a document which is not reected
even movies (Chak de! India). There Baldrige Model, the Baldrige Criteria, in the realities on the ground? Often, the approach
is enormous interest in searching for or The Criteria for Performance may factor in tools/resources (e.g. an analytical
the magic formula that makes Excellence gives us a clear direction software which lets the agent at the bank choose
individuals and organisations pursue as to how an organisation can the right products). However, the agents may not
excellence, and how they can pursue excellence as a journey. The have been trained on the same adequately, or may
convert those pursuits into results. use of the A-D-L-I (Approach - not be using it at all. Gaps in deployment are also
Deployment - Learning - Integration) possible when the deployment of the approach is
We will attempt to discuss and share philosophy can drive the variable, i.e. used at some locations and not used
our thoughts on both these aspects: organisation towards excellence as it at some.
l How can an organisation will promote maturity, efciency and
effectiveness of working within the l Learning: This is THE MOST critical element in the
pursue excellence and make it organisation. journey towards excellence. Feedback from the
a way of life? approach/process about whether the result or
l What are the learnings for So, what exactly is the A-D-L-I outcome envisaged is being achieved or not is the
individuals to pursue philosophy? critical element to rene and change the process.
excellence? Using the same example of customer ser vice in
The model works for different types banking, process learning can happen through
Excellence in an and sizes of organisations because it feedback from clients/customers, market share
Organisational Context: asks the questions that all high comparison with competition, protability of the
A Journey performing organisations consider, investments for customers, protability of
and leaves the answers to those who investments to the bank, benchmarking/best
Excellencecanbeattained can best determine them - the practices from other organizations, etc.
ifyoucaremorethanwhat people who work in the organisation.
othersthinkiswise,riskmore To take a specic example of l Integration: This is probably the area where any
thanwhatothersthinkis pursuing excellence in customer large organisation of our size needs attention. It
practical,andexpectmore service, the questions that we have refers to how much the different systems and
thanothersthinkispractical. to ask ourselves are: processes within the company are in-
Ifyouseekexcellence, l Approach: Do we have a dened sync/aligned to current and future goals and
youmustavoidthehabitof objectives. For example, if customer service is the
makingexcuses. process that helps us address most important goal for the organisation then the
the key requirements of different different processes should also contribute to this
Today's business environment segments of customers? For such as performance management system
globally and in India, is often example, a bank (say, ICICI) has should reward/recognise service rather than
described by the term VUCA - an multiple segments of customers volume, hiring/succession planning should factor
acronym used to describe or reect - HNIs; youngsters (who have the right behaviours, which contribute to ser vice
on the volatility, uncertainty, recently acquired a bank excellence, communication from the leadership
complexity and ambiguity of general account); retirees and hence, should dwell on this. In addition, learning from
conditions and situations. The pace safety seekers, etc. The different par ts of the organisation, which can
of change and disruptions - which requirements (investment increase the pace of change towards the goals
provides both oppor tunities and risks and objectives is also an impor tant element of
- is probably something that the integration. It is often felt that the absence of
business world has not seen in the integration is easy to feel - but to exactly pinpoint
past. Excellence in today's context is what elements are aligned/integrated is more
hence largely about how an subtle and difcult to identify. Hence, integration
organisation can be exible to adapt is the last step in the journey.
and capitalise on the oppor tunities,
07Enerji Talk Volume 42 Issue 3 July 2016
Making excellence a habit!
APPROACH DEPLOYMENT LEARNING INTEGRATION
Harmonisation
Way of doing thinks Use of the Approach Evaluation and l Horizontal concept
l Systematic steps l Demonstrable Improvement l Cross learning
l Repeatable l Consistent l Vertical concept l Sharing
l Measurable l Breadth l Multiplier effect
l Adaptable l With l Correction l Asymptotic results
l Improvable l Measured
l Prevention
l Renement
l Pro-action
Approach without Deployment without An Approach without An Approach without
Deployment is an an Approach is an learning is Integration requires
interesting anecdote inefcient needless Reinvention
Intention
Importance of a vision and do the other things, not l Approach: Focus and simplicity - That’s been one
because they are easy, but of my mantras. Simple can be harder than
Pursuing A-D-L-I without an because they are hard. complex. You have to work hard to get your
overarching/BHAG (Big Hairy l Amazon: Every book, ever thinking clean to make it simple. But it’s wor th it
Audacious Goal) is no fun and will printed, in any language, all in the end because once you get there, you can
not carry an organisation very far. available in less than 60 move mountains.
Certainly it will not help an seconds.
organisation excel for a hundred l Alcoa: At Alcoa, safety means l Deployment: Be a yardstick of quality. Some
years as has been the case for Tata more than zero injuries. It means people aren't used to an environment where
Power. BHAGs create energy, align forward thinking - “thinking as excellence is expected.
efforts, attract the best talent, inspire far ahead as you can think, and
and develop people. Impor tantly a then thinking further. Their motto l Learning: Sometimes when you innovate, you
BHAG focuses on the limited - We have to go past zero. We make mistakes. It is best to admit them quickly,
resources of an organisation and have to send employees home and get on with improving your other innovations.
helps prioritise where people and healthier than when they came
teams should be spending time. Only into work. l Integration: My model for business is The
having a BHAG and no ADLI will Beatles. They were four guys who kept each
mean that the goal will remain a There is perhaps no one in the others' negative tendencies in check. They
pipe-dream. Some of the examples recent past who has captured the balanced each other and the total was greater
of the memorable goals have been: imagination and symbolises than the sum of the parts. That’s how I see
l John F. Kennedy: I believe that innovation (another word for business: great things in business are never done
excellence?) and Big Hairy by one person, they’re done by a team of people.
this nation should commit itself Audacious Goals. Let's end this
to achieving the goal, before this section with a few quotes from Windows to Personal Excellence
decade is out, of landing a man Steve Jobs which can link to the A-
on the moon and returning him D-L-I concept: The Excellence Habit is a biography of an idea, and
safely to the earth. We choose to the idea is simple. The main source of success is
go to the moon in this decade excellence, and excellence depends more on our
internal circumstances. Grit, determination, and the
discipline to put in the hard work as a matter of habit,
08 Enerji Talk Volume 42 Issue 3 July 2016
and not a matter of need, are crucial. A professor once told his students: “You hold the
Success and excellence are often responsibility to become what you want, despite your
used as interchangeable synonyms, comprehensive education!” It took the students a
but they are not the same. There is moment to process what he was saying. “Despite",
an important distinction. Success is not “because of”. In his unusual way he was
often dened and measured against highlighting the fact that they are the ones who need to
a set of external goals. Excellence, do the learning and the doing. All the best classes in
on the other hand, is about our all the best schools cannot compensate for the lack of
internal circumstances and how we effort, and vice-versa. All the lack of great classes and
use what we have to do our best. schooling cannot stop one from fullling their goals.
Why do we so often need to compel 1887 in Erode, Tamil Nadu as a rst Novak Djokovic
ourselves to do the right thing, and child to his parents. His mother used With the recent French Open win in June 2016, Novak
nd it hard to follow the path to a life to sing at a local temple from where Djokovic has etched his name in the histor y books by
we want? What can we do to he learnt the religious tradition, which holding all four grand slams (Australian, US, French
deliberately star t and build a fullling remained part of his daily life till the and Wimbledon) at the same time. In fact, this
life? These are the two simple end. Ramanujan learned college-level achievement is so difcult to achieve in today's age of
questions which can be answered by mathematics by age 11 and the power tennis that the last man to hold all four major
excellence. There is more than one generated his own theorem by age of titles simultaneously was Rod Laver in 1969. A career
way to achieve excellence. The 13. At an age of 23, he submitted his grand slam of course has been achieved by Roger
Iceberg Principle simply says that rst research paper in the journal of Federer and Rafael Nadal but even these greats have
the majority of our effor ts are Indian Mathematical society. And then not held these titles at the same time. Djokovic, a
invisible to the eye. An impor tant he met Prof. Hardy who called him a 29-year-old from Serbia, owns six titles from the
aspect of this principle is that often natural genius and invited him to Australian Open, three from Wimbledon and two from
the effort we make is meant to University of the Cambridge. At a very the U.S. Open for a Grand Slam total of 12. Among
achieve other goals. We train for one young age he suffered precarious men, only Roger Federer (with 17), Rafael Nadal (14)
eld, and then it turns out this also health problems, and despite best and Pete Sampras (14) have more.
prepares us for another. medical attention his untimely end
came when he was 32 years old. Of course, Novak is talented and has the hunger to
One of the key sources of excellence win but there is more to his achievements than pure
is our ability to change. It is our Ramanujan recorded the bulk of his talent. In the book, ‘Serve To Win’, Novak Djokovic
ability to recognise when it matters results in four notebooks of loose leaf talks about how a radically changed diet (gluten free;
and take active steps to adjust. This papers. First three contained his work i.e. no wheat, dairy products and no tomatoes) along
is how we succeed - no matter what before leaving for England. Those with a gruelling training regime has helped him build
we call success. We succeed by three notebooks were published as a the foundation to become one of the legends of the
learning to use “uncomfor table” and two volume set in 1957 by the Tata game. Physical tness along with mental strength and
live with it, not by avoiding it. Institute of Fundamental Research. belief that he will win has helped Djokovic have one of
The fourth notebook with 87 the best win-loss records in matches that last for ve
They made excellence a habit! unorganised pages known as Lost sets (71% as compared to 55% of the legend, Roger
Notebook, remained untraced for 40 Federer).
Most of us have two lives. The rst years and was later found in 1976. It
one is the life we actually live; the contained results he noted during last Excellence is the gradual result of always striving to
second is the imagined life where we year of his life, after his return to do better
achieve all the success we dream India. The Lost Notebook contained
about. Some build a bridge between 600 theorems, which he called as
these two lives. And they succeed to "Mock" theta function.
contrive this bridge by making
excellence a habit. A few of the Fact,thatdespitethe
legendry people who always inspire hardshipfacedby
us to thrive for better: Ramanujan,herosetosuch
ascientificstandingand
Srinivasa Ramanujan Iyengar reputation,thatnoIndian
The famous mathematician who is hasenjoyed.
also known as "The man who knew
innity", Mr Ramanujan was born in
09Enerji Talk Volume 42 Issue 3 July 2016
Making excellence a habit!
Mother Teresa children's and family counselling new doors for us. Change is all around us. Change is
The greatness of Mother Teresa, also programmes; orphanages; and inside of us. Change is all there is.
known as the Blessed Teresa of schools. Her effor ts touched the
Calcutta, MC, is known far and wide. lives of the 'poorest of the poor' in Change is everywhere, but we need to lookout for the
A Roman Catholic religious sister the country, attention of Indian changes which helps us grow, to do something better.
and missionary, Mother Teresa, ofcials, including the then prime Despite the power of our imagination, we need to let
founded the Missionaries of Charity, minister, who expressed his someone else be the rst man on Mars; or the rst
a Roman Catholic religious appreciation. woman to discover time travel. Despite the vastness
congregation, in her lifetime, and of the Universe we need to focus; have a singular
contributed to the service it rendered Her excellent works towards the vision. Despite, the endless possibilities to dream up
to mankind. betterment of humankind earned her many and big scenarios for our life, we need to
several honours, including the 1979 choose one. And, even if we choose two or more, we
The story of the growth of MC is as Nobel Peace Prize. On 19th October will have to divide our time between these.
impressive as it is humbling. Mother 2003, she was beatied as "Blessed
Teresa received the Vatican Teresa of Calcutta". A second How do we choose? And the answer is By focusing
permission on 7 October 1950 to miracle was credited to her on the one thing that makes us most alive. It is ok to
start the diocesan congregation that intercession by Pope Francis, in change it later. We will discover something else that
would become the Missionaries of December 2015, paving the way for makes us more alive. Our lives’ stories are going to
Charity. Its mission was to care for, her to be recognised as a saint by evolve. Better be ready to evolve with them. Despite
in her own words, "the hungry, the the Roman Catholic Church. Her how we might feel today, someday we will be able to
naked, the homeless, the crippled, canonisation has been scheduled for connect the dots. That’s why we need to accept the
the blind, the lepers; all those people 4th September 2016. change and keep going. We can’t leave dots behind if
who feel unwanted, unloved, uncared we stay in the same spot. There will be just one giant
for throughout society, people that Ialonecannotchangetheworld, dot, and we will be in the middle of it. Nothing to
have become a burden to the society butIcancastastoneacrossthe connect to!
and are shunned by everyone." What waterstocreatemanyripples.”
began as a small congregation with -MotherTeresa Despite degree/cer ticate, education is not over. It can
13 members in Calcutta; by 1997 only be over when you say it is over. Despite your
had grown to more than 4,000 Small Change - Big education, you have a responsibility to keep lear ning.
sisters running orphanages, AIDS Difference Despite your achievement, you have a responsibility
hospices and charity centres to become really good at something. Apar t from
worldwide, and caring for refugees, At a cellular level, we are changing maintaining a wide range of interests and hobbies, we
the blind, disabled, aged, alcoholics, every single second. On a need to choose a primary mission. It could be an
the poor and homeless, and victims psychological level, we are changing occupation, vocation, purposer, life’s goal. These
of oods, epidemics, and famine. By every single moment. Yet, many of small changes help us to get best out of us.
2012, it grew to home over 4,500 us fear change. Change makes us
sisters and was active in 133 uneasy. It hassles us at every corner, Call it what you will, but choose it. Then go after it.
countries worldwide. poking at us, annoying us. We feel With all that you’ve got.
like change happens when we nally
The strength of her beliefs enabled get used to something. We even hate We would like to leave you with some thoughts and
Mother Teresa to set-up an institution change to the core at times. But, life lessons:
that would run hospices and homes change helps us grow. Change l Every crisis is an oppor tunity to demonstrate your
for people with HIV/AIDS, leprosy keeps us moving forward. It keeps
and tuberculosis; soup kitchens; us on our toes, rather than becoming values.
dispensaries and mobile clinics; complacent. Change gets us out of l Whenever success comes too easily, it means
our comfort zones and opens up
you are playing in the wrong league.
l Have at least one friend who understand you,
cares, and always tells you the truth.
l Seek out mentors actively.
l Whenever you see exceptional ability in an area of
your interest, try to decipher it.
l Travel, Travel and Travel. But Travel light.
l Experiment with yourself. You do not know what
you are good at, yet.
l Always try, either you win or learn a lesson.
Bethechangethatyouwishtoseeintheworld.
-MahatmaGandhi
10 Enerji Talk Volume 42 Issue 3 July 2016
The Excellence Algorithm
The greatest voyages began with a tiny step,
likewise ours! What has our journey of excellence
been like? We asked around…
Next to excellence is the appreciation of it.
William Makepeace Thackeray,
an English novelist
Guest Editors: Ketayun Joydip
Fallahzadeh Roy
11Enerji Talk Volume 42 Issue 3 July 2016
The Excellence Algorithm
Every single day organisations are waking up to new
competition and threats from domestic players,
multinational corporations, unorganised units in small
towns and cheap imports. With such an uncertain
business environment, it is the need of the hour that
companies embark on their journey of excellence.
There is always a fair bit of We got in touch with our senior I am an external Assessor for TBEM and have
resistance to any change. Quite often leaders of the company and asked assessed ve group companies. This experience
with coaxing and cajoling people do their view on TBEM has helped me gain knowledge on overall business
give in and agree to try out different perspectives, including understanding of the
paths. So also with Business market, customers, strategy and the environment.
Excellence - it does not pursue Practicing the TBEM framework has helped me to
quality in a compartmentalised and develop myself as a Leader and shoulder higher
limited sense, but it is important to responsibilities in different business and
weave it into the fabric of the geographies, with condence.
organisation.
TBEM has been the driving force that Mr. Dinesh Kudalkar Mr. Sanjay Dube
has helped Tata companies to drive
excellence in their respective Chief - O&M, CGPL Chief - Strategy, Corp. Planning & PAG
sectors. Over the years, this unique
group initiative has been the glue Tata Business Excellence Model TBEM - if viewed as an imposition, its value is
in binding the group together and (TBEM) has immensely benetted killed instantaneously. As a method of improving,
enhancing the Tata brand. With the Tata Power in its journey of TBEM has taught us to be systematic, think our way
senior leaders of the group taking excellence. It has redened Tata through things, learning as we go along and transfer
the helm of the ship, TBEM has Power’s Culture of Continual that learning, so that it can be replicated.
become increasingly prevalent in the Improvement through deployment of
ethos of the group companies. Enterprise Process Management In this journey of improvement, working towards
(EPM) across the organisation. ADLI excellence, Tata Power has transferred its learning
Tata Power became one of the early mantra (Approach, Deploy, Learn, into processes and corrected or embellished these
adopters of this philosophy and and Integrate) has acted as a leanings through experience. One of the benets of
embarked upon the excellence catalyst for accelerating Tata this journey is the satisfaction and recognition that
journey. TBEM has actually helped Power’s focus on Growth, comes along with the achievement of goals.
withstand the industry changes and Operational Excellence, Customer-
regulatory reforms that have taken centricity and hence, overall The rst step towards imbibing this practice is the
place in the Power Industry. It has Sustainability. TBEM has infused ‘want to improve’ that brings about the desire to
also helped the Tata Power Group energy within the organisation to think things through, rather than do it mechanically.
to be nimble, competitive and build a culture of Learning and The second step is to believe that improvement is
customer-oriented even with Integration, which is helping Tata
assured tariff on cost plus basis. Power to address few of its
challenges in the competitive
"Excellence is not something that business environment.
we can buy. It is not something that
we can acquire. It is a long
process. It takes commitment. This
is not a world of just taking awards.
It is a long twisted, difcult road,
lled with obstacles." - Ratan Tata,
at the Business Excellence
Convention 2006.
12 Enerji Talk Volume 42 Issue 3 July 2016
possible and should try - From the organisation's Notwithstanding the fact that every business is unique,
determination and discipline. The perspective, TBEM model seeks to there are certain discernible patterns and trends each
third step is to be dedicated to the instil a culture of continuous one of them exhibits when it comes to managing
process. Once all this happens, the improvement and it is exible various aspects of the business. Learning from other
process is no longer an imposition enough to be used in bite-sized businesses, with certain customisation can be
as it works itself into everyday life chunks or for specic issues, e.g. incorporated into a business to strengthen the maturity
- it becomes unnoticeable. These Tata Power undertook a dip-stick in the way it operates. In this direction, TBEM has been
are the 4 “D”s - the fth one is study for Safety and Operational providing an excellent opportunity for every company
Divine Intervention, what a lot of us Excellence. The ndings of the within the Tata Group to become self-aware, learn from
call luck. assessment can be applied towards others and take necessary steps in bridging gaps.
improving managerial processes,
Mr. Vijayant Ranjan towards planning of future change Tata Power today has among the most widely
initiatives, or perhaps even towards recognised Strategy Development and Deployment
CEO, IEL & Chief, correcting the trajectory of change systems in the Tata Group. For a company like Tata
Kalinganagar Station initiatives in progress. Power with over 70 legal entities under its umbrella,
I have done about eight external this is a binding thread for every decision that is
assessments and three of them as The process also gives us made across the organisation. The journey made in
Dy. Team Leader and one as Team opportunities to look for role the direction of excellence in this process has been
Leader. This is in addition to many models in the TBEM practitioner driven by persistent efforts of teams within the
internal assessment opportunities community and learn from them. company. At the same time, signicant learning and
within Tata Power. In spite of this, (Good Practice Visits, on-line critique from other leaders of the Tata Group that were
every assessment cycle makes me knowledge base, webinars, delivered at the doorstep of the company over several
realise that I am still a learner and I Innovistas, etc.). We may have to rounds of assessments has been effectively utilised in
still need to travel miles to train more people to develop them, honing the various mechanisms involved.
understand and ‘practice' Blue Book. or to further accelerate and embed
the deployment of our initiatives While companies across the Group benet from the
across the organisation. TBEM, the individual assessors involved benet
tremendously from the process. The assessors get
It is fair to say we have made strong the opportunity to assimilate aspects of businesses in
progress towards the initial mission, sectors very different from their own, learn the best
i.e. to create conditions for our practices and bring the learning back home to their
economy to become more own companies.
competitive. At the same time, I feel
that we still have a long way to go.
Every time when I come back from Mr. Bipin Kulkarni Mr. Bhaskar Yatnalkar
an assessment I take a pledge to
adopt and practice some of the Group Head, Strategic Finance Group Head - Internal Audit
best practices learnt from the
previous assessment cycle and to Like they say, "Issues faced by In year 2003, to give impetus to TBEM, then CQH
be honest, I genuinely try to do it. I businesses across industries are as mandated to nominate one employee from each
believe that it has denitely made similar as they are dissimilar." department for internal assessor program. I
me a better Leader, better Manager volunteered & grabbed this opportunity out of my
and a better Employee of the curiosity to know what is TBEM and external
company. As a Leader it has helped assessor experience. As it is said, TBEM is like
me to deliver the strategy,
understand and prioritise what is
important to do as a leader and to
develop a unique culture where
excellence is the norm.
13Enerji Talk Volume 42 Issue 3 July 2016
The Excellence Algorithm
doing short time MBA, it changed Excellence is a never ending journey their journey of excellence. Tata Power is not an
my thinking on how to see and thekey to success is exception. Being a practitioner of TBEM for more than
business and many facet of implementing initiatives in the true a decade, it has actually helped Tata Power to
business like customer focus, spirit, focus on stakeholders withstand the industry changes and regulatory
leadership system, Process changing expectations, be sensitive reforms that have taken place in Power Industry.
management, focus on results, to internal customer needs and
strategy planning, and so on. I passion for improvement. TBEM What areas have improved signicantly by
personally believe that my criteria commonly known as 'Blue undergoing this excellence journey?
participation as internal & external Book' will act as bible for every Tata Power has seen signicant improvement in its
assessor, part of application leader or Manger to take his function Distribution business, Risk management, Internal
writing team and action planning to the next level of excellence. As it Audit, Ethics, Strategy formation and its
based on TBEM feedback has has helped me to develop myself, I deployment, etc.
enriched me and has contributed as am sure it has helped many others to Tata Power being a matured organisation has several
a major development tool. develop themselves as leaders. approaches and most of these approaches are deployed
well. The efforts towards evaluation of the functional
Looking back to previous years, With leadership direction Tata Power processes, learning from Group companies and
TBEM has helped to transform Tata is now heading to the next level industry, aligning its processes with other organisational
Power in many ways. Many through focus on 'Outcome', needs, measuring the performance against best-in-class
initiatives & good practices have Digitalization, and ROCE. This will standards, have helped some of these functions to
now become the DNA of the lead the organization to achieve their remain ahead in the industry and be the leader in their
organisation. One such major area milestones in excellence and become segment/function.
is process-based management, a world class player.
which was taken up as a big How can we leverage this excellence tool to
initiative through the CFT named as Mr. Parshuram Date address few of the challenges the organisation is
'Convergence' in 2007. I was facing today?
fortunate to be part of that CFT. Chief, IA & RM & Tata Power is currently facing the challenges of
Similarly, another example is Chief Ethics Counsellor competitive tariff, stricter environmental norms and
Strategy Deployment Matrix i.e. How has TBEM helped Tata Power business competition, demanding stretched targets for
SDM which gives clarity to in its improvement journey? maintaining protability. The organisation needs to drive
individuals to frame KRAs at dept TBEM being an improvement tool cost reduction initiatives, be outcome oriented and
and individual level and its linkage has helped many organisations in nimble through digitalisation. Continuous evaluation of
to strategy. HR initiative of VOICES our processes, identifying areas for improvement,
and PLEDGE has become now a driving change, benchmarking with the best in the
matured process at Tata Power. industry will denitely take this organisation to the
next level.
TBEM has helped transform and
drive culture of improvement, What steps should be taken to imbibe this practice
improve competitiveness and mainly deep into the DNA of the organization?
to look beyond Mumbai and even Tata Power needs to operationalise its values
India and become a global player, "SACRED" into its system. Agility, Diligence, Safety
hence becoming number one private and Ethics as values shall take Tata Power in a league
player in power sector of India. of the world’s best. Engaged workforce and
Initiatives like bench marking, QC, performance driven culture shall ignite organisational
5S, LASER & LEHER helped to transformation to practice TBEM as a culture. Driving
inculcate improvement culture and risk management, sustainability and excellence at
transformation. the point of business decisions with "First Time
Right" approach to anything and everything we do
will develop the desired culture in the organisation to
be the best in the industry and achieve its vision.
Mediocre men work at their best; men seeking excellence strive to do better.
Edwin Louis Cole
14 Enerji Talk Volume 42 Issue 3 July 2016
Mentors Speak!
their unique challenges. Therefore, in mentoring either
a mature company or the one which is still nding its
footing are similar though unique. I have personally
found both paradigms equally interesting especially
from learning perspective. However, it is important
that Mentor & Assessment team should spend more
time with the low-scoring company (Assuring they
are-early in the process of TBEM) so that they could
brought a pace into the process.
One attribute of a leader that helps drive
excellence in his organisation.
The key to drive excellence is an approach to
continuing improvement and benchmarking. Every
leader must therefore pursue these traits in all gamut
of activities in the organization. No organization can
ever assume itself at the zenith of either processes
or deliverables, howsoever it strong may be in
market place and therefore, the attitude to
continuous improvement and benchmarking is one
trait that provides enough inputs for an organization
to continue to improve in its aspiration to
consistently excel.
Mr. Anil Sardana CEO & Managing Director One sentence you would like to give to the
world with regards to the pursuit of
Tell us about your rst-time as an acceptable and an important business excellence?
experience at mentoring. activity for assessee organization
and each member of team act like The framework of Business Excellence viz; approach,
I have been mentoring since 2004 an ambassador of business deployment, learning and integration is truly generic
and have by now mentored 13 excellence journey. Also, mentor for any leader to practice in all aspects of
times. The rst time I recall was for should facilitate an arms length view organization design ; organization processes and
CMC Ltd. just about the time they of the Assessee company and bring organization delivery. Business Excellence is akin to
had their rst ever TBEM about the relevant business the string of a necklace which holds all the pearls
assessment pursuant to their having perspectives to the assessment together and lends them the meaning and the
been acquired by TCS. It was indeed team. Having mentor is in fact a recognition as an adorable piece.
an interesting experience learning unique intervention by the Tata
from CMC as to what anxieties the Business Excellence group and If you were to guide a budding entrepreneur
employees had while the company therefore must be harnessed to its venturing into a new enterprise, what would
was put out for private sector fullest advantage. be your message to him?
acquisition and thereafter very
different set of challenges faced What’s more challenging: Any entrepreneur would initially set up a new
after they became part of Tata Mentoring a mature enterprise with a few set of choicest people around
group. Also, it came out to be a company or one nding its him or her. At this stage all processes and inter face
great opportunity to network with footing. management is achieved beautifully by way of
colleagues from a very different personal connect, alignment and in an intimate way
sector thus have better appreciation Mentors need to build a good that the entrepreneur wants these to be developed.
of perspective in IT sector. perspective of the business and the However, when the enterprise has to be upscaled it is
sector in which the Assessee absolutely essential to pursue and practice best
One quality according to you, company falls and basis those inputs practices in organisational design, customer and
every mentor must possess ensure that the team is fully prepared people issues and therefore having an ADLI approach
to understand the sector challenges. towards various facets of the enterprise building and
Every Mentor must ensure that by Since almost all sectors and thus growth to my mind becomes one of the choicest
his action and participation, the companies operating in those, have recepies for the enterprise to upscale and do well.
assessment process comes across
15Enerji Talk Volume 42 Issue 3 July 2016
Mentors Speak!
ensure the team diverges substantially to cover all important
aspects before converging to a sharp, incisive feedback in a
way that it is easily understood, and nally, the ability to end
up motivating both the organisation and the assessment
team, in a way that both entities use the engagement as a
development opportunity.
Mr. Vivek Talwar Chief Culture Officer&&CChhieief fSSuustsataininaabbililtiytyOOfffifciecerr What’s more challenging: Mentoring a mature
company or one nding its footing?
Tell us about your rst-time behind a positive experience for the
experience at mentoring. applicant company. The nightmare for all This one is a seemingly simple question. If the complexity
companies is to have the TBEM of industry/business is the same, then obviously the mature
My rst mentoring assignment was for assessment team comprising of company would be tougher to mentor, because they would
Tata Coffee. The team leader was the accomplished bunch of ‘OFI hunters’. be expecting inputs and opportunities for improvement at a
Business Excellence head of a European Assessors must celebrate the good higher level. However, there could be a company in its early
Tata Company, and it was her rst time things happening within companies, and stages of the Business Excellence journey in a highly
as a Team Leader. Since I had many discuss strengths with the same levels complex industry. Getting a hang of the complexity, the
assessments as a Team Leader, I was of energy and even more than what one different layers of challenges, the competitive scenarios,
clear that I would not do back-seat reserves for the OFIs. Finding time to could make this company a challenging one to mentor.
driving, but just nudge the team towards engage with all those keen to show their After all, we must not forget that the expectation is to
important issues by asking them the work is important, even if one’s provide insights to the CEO of a company on a business
right questions. I also engaged deeply schedule has gone way off the plan. that he or she is running, and we are the outsiders, who
with the CEO of the company to Ultimately, TBEM assessors are the provide a feedback after a brief engagement and
understand his challenges, and his ambassadors of the TBEM movement, understanding of the organisation.
expectations from the assessment team. and their job is to instil a hunger and an
So in a sense, my role was to be the excitement for the entire TBEM process One attribute of a leader that helps drive
bridge between the company and the into the hearts and minds of the excellence in his organisation.
assessment team. Perhaps my most organisation. My role as a mentor was to
important contribution to the assessment ensure that happens, with my own I would say it would be the ability to rally the organisation to
was a short presentation that I made to behaviour and approach, as well as that feel the need for change - it is critical for the people to feel
the company, as a Mentor. It was very of the team's. the need for change, not just the leader - and then inspire
satisfying for me to see the swell of and motivate the people to deliver on that change. After all,
emotions among the ofcers when I One quality according to you, Excellence is about dismantling the status quo and
commended them for the passion, love every mentor must possess managing the change towards a better future. I would also
and care with which they were running like to add that at every small change that is achieved, the
their plantations, and producing great Mentoring is a bit of a complex role so leader should celebrate the achievement with the team, and
coffee that was supposed to be a there is no one quality that is create an environment of high engagement.
commodity. In their case, the branded predominant. Just like leadership, it
business was a part of the parent's needs a slew of qualities. I feel the most One sentence you would like to give to the world
portfolio, not in their scope. Yet the important ones are the ability to quickly with regards to the pursuit of business
choices the company made, moving all get ahelicopter view of the organisation, excellence?
the way up the value-chain, extracting and link up the big and small picture,
every bit of value that a non-branded and eventually provide a feedback on the Enjoy the journey, and get everybody on board!
coffee could squeeze out… They were quality of the strategy of the company; Like hopping on a treadmill, it can be tough and energy
happy to see someone celebrating with the ability to understand the challenges sapping in the beginning, and the speed and incline only
them their journey and their the company is facing, and evaluate the gets faster and steeper. But after a time, one starts enjoying
achievements. adequacy of their response; the ability to the routine, the tness regime. It is, after all, an issue of
do an appreciative inquiry of the organisational tness. And this tness makes an
One key ingredient of a successful organisation; the ability to hold back organisation move towards the right side. The side of high
assessment is whether the team has left from micro-managing the team, to performance.
If you were to guide a budding entrepreneur
venturing into a new enterprise, what would be
your message to him?
My advice would be to engage and understand your
stakeholders rst. Then plan on how to deliver on that
understanding. Surround yourself with people as capable
as, or more capable than you. Empower them, provide
them with what they need to deliver, dene the right culture,
co-create that culture with the team, review all critical
measures of success, and constantly keep seeking
feedback. Finally, never let success get to your head - be
humble, be caring - towards your own people, your
customers, your key communities, your planet.
16 Enerji Talk Volume 42 Issue 3 July 2016
Assessors’ Talk!
Assessors and mentors are an integral part of the TBEM process. Not only do
they provide valuable insights to the Company they assess, they learn a few
valuable lessons too, thereby adding value to their existing scope of work. In
this section, we got talking to a few of them and nudged them to share with us
some interesting bits. Read on…
Mr. P. Anand people tied with the rigour and I wish Tata Power all the very best in its quest towards
expanse of process management Business Excellence and transcending all business
Tata Steel was the most remarkable takeaway. challenges through cognitive and felt leadership.
(assessed Tata Power in 2014) As I mentioned in my feedback
presentation to the Senior Leadership Ms. Bhavna Sharma
I led a team of 10 assessors, Team and to the Tata Power Board,
mentored by Mr. T. V. Narendran, we could see the systematic process Business Analyst PT BSSR and
MD, Tata Steel, for the TBEM of action planning, its deployment an external assessor
assessment of Tata Power, in 2014. and tenacity of review even in the From the assessments that I have carried out in the
To be a part of the assessment team "Corporate Communication" capacity of an external assessor, there have been
for a Company that has set many department of Tata Power. This many lessons learnt. It is an interesting experience to
milestones in its journey towards institutionalisation of fact-based get closely acquainted with an organisation and then
business excellence coupled with the analysis and process-driven assess it. The whole process is so time consuming
fact, that Tata Power has Mr. Anil decision-making supported Tata and demanding, but in the end enriches you and puts
Sardana as the leader at the helm, Power in being the benchmark in risk your thinking process to a new level. The interaction
who has epitomised the very management, strategy development and learning from the diverse team and the
essence of TBEM was indeed & deployment and in repurposing organisation send you back with life lessons which
"electrifying". The challenge for the resources for its most important and not only help us shape up as better individuals but
team was to set the same levels of critical business needs. The palpable also things which we can practice in our day-to-day
standards in our assessment that condence on the leadership to life and take back to our organisations.
would deliver a meaningful input for deliver and the belief on long term
improvement for a high scoring sustainability of the Company could It is wonderful go across an organisation and see it
company. be felt across the length and breadth from the other perspective, which helps build our
of Tata Power. analytical skills and ability to connect between the
As they say among the TBEM dots. I have beneted by learning to prioritise,
assessment community, one gets to As always, any TBEM assessment organise while being patient, calm and open-minded in
really know the Company when your leaves an indelible inuence in our pressure situations.
smell it and meander through the own outlook and personal style of
labyrinth of its processes, people, conducting work and from Tata In summation, an assessment is an excellent way to
facilities and feel the culture of an Power assessment, I imbibed and build new networks, develop yourself and contribute in
organisation. As we moved around emulated the 'TINA" approach to the journey towards excellence.
the Company the passion of its analysis-based decision-making,
accountable empowerment , and risk
management and mitigation is not a
corporate initiative but an intrinsic
part of our work systems and
processes. Leadership is not so
much about grand standing, but a
more simple and effective approach
of "walk the talk". The social connect
that the Company so naturally
exudes, stands a silent witness to
the 'Powering' effect of Tata Power
showcasing 'business with a
purpose'.
17Enerji Talk Volume 42 Issue 3 July 2016
Assessors’ Talk!
Mr. Vijayant Ranjan stakeholder management, etc. Every than overnight. Therefore one needs to deploy a step
time when I come back from an by step, function by function, division by division,
CEO, IEL & Chief Kalinganagar assessment I take a pledge to adopt rening after every assessment. Every time I read an
Station and an external assessor and practice some of the best assessment report I can see few rocks clearly sticking
practices learnt from the previous out the water and to tackle these “areas for
I have done about eight external assessment cycle and to be honest I improvement” via structured improvement projects
assessments and three of them as genuinely try to do it. I believe that my experience as an assessor has come very handy
Dy. Team Leader and one as Team this has denitely made me a better in my responsibility areas. The process also gives us
Leader. This is in addition to many Leader, better Manager and a better an opportunity to look for role models in the JRDQV
internal assessment opportunities Employee of the Company. As a Community and learn from them (Good Practice
within Tata Power. In spite of this Leader, it has helped me to deliver Visits, on-line knowledge base, webinars, Innovistas,
every assessment cycle makes me strategy, understand and prioritise etc.). We may have to train more people to develop
realise that I am still a learner and I what is important to do as a leader them or to further accelerate and embed the
still need to travel miles to and to develop a unique culture deployment of our initiatives across the organisation.
understand and "practice' Blue Book. where excellence is the norm. As a
Manager, I can now better appreciate TBEM assessment exercise has taught me that agility
Serving as a TBEM has been an the link between strategy and and scenario planning are more critical than ever in
unparalleled professional operations, I can facilitate and Lead the current context of changing external environment
development opportunity to me in improvements, I can engage with and policies. However they are far from sufcient even
last 10 years. I consider this as one employees to bring change. As an if the near future is uncertain; innovation and
of the greatest employee Employee, I have better concept and sustainability must also remain high on our agenda if
development opportunities available clarity to provide input to build a we have to reach strategic intents set by the
within the Group and one of the most common direction, I understand the Leadership team. JRDQV sustains the ambition to
practical and impactful leadership impact of their action and I take pride become excellent, to address the needs and
development opportunities ever. To in contributing to progress. expectations of our stakeholders and bring our
say that you served as a TBEM organisation to the next level!
assessor and were part of External From organisation's perspective,
Assessment Programme in Tata TBEM model seeks to instil a culture In short, we strive to keep moving forward. It is fair to
Group gives you a sense of pride. It's of continuous improvement and it is say we collectively have made a strong progress
too rich an experience to describe in exible enough to be used in bite- towards our initial mission, i.e. to create conditions for
few words. sized chunks or for specic issues,- our economy to become more competitive. At the
e.g. Tata Power undertook a dip-stick same time, I feel that we still have a long way to go.
study for Safety and Operational
excellence. The ndings of the
assessment can be applied toward
improving managerial processes,
toward planning of future change
initiatives, or perhaps even toward
correcting the trajectory of change
initiatives in progress. Moreover, the
beauty of this model is that it has
wide applicability to all the group
companies in all sectors, of any size
and in all stages of development.
As TBEM assessor one gets a As an assessor, I could see how Ms. Ketayun Fallahzadeh
capsule course of the best business excellence is evolved in our
management education; it is like company over a period of time Group Head - Internal Audit & Risk Mgmt.
'earn while you learn'. In my job I can through a structured approach in and an external assessor
think of no better annual training and many different areas. Being an
education than to spend two months assessor and after having gone TBEM has made me realise that Conviction and
studying an application and doing an through few assessment cycles I am Commitment is very essential to sustain improvement.
external TBEM assessment. I able to appreciate that using this The efforts taken by the team of enthused TBEM
became an assessor in order to learn framework in an organization, assessors is exemplary. As an external assessor I
more about best practices in performance improvement will have realised that you must learn from someone who
leadership, in management, in come, but it will be over time rather knows more than you. This is best done through the
18 Enerji Talk Volume 42 Issue 3 July 2016
TBEM process wherein we visit Truly, assessments are a great spend at-least 70 to 80 hours on assessment and
different companies and get an teacher! Especially to those who then 5 to 6 days during a site visit, however the
opportunity to learn from their best come from a non-management outcome energises you and gives a feeling of
practices and also share our good background, it is like a pursuing a achievement.
processes with them. Employees free MBA!
are the catalysts of change who I have denitely been able to develop myself in terms
have to ensure organisational It also helps to have a great team of overall outlook, interpersonal skills and insight into
alignment and integration. and I have been fortunate on this different businesses. This exercise has certainly
ground too. What better way to put it provided a platform for sharing and learning among
than saying that I am still in touch the group company employees and I was able to get
with my team from two years ago! some of the best practices from other Tata Group
We did the job assigned to us and companies for implementation. The transparency has
also had our fun moments. increased and I have friends in many other companies
across the group. I consider it as a special
To someone taking on the role for the milestone in my professional life.
rst time, I would only advice that
read the TBEM application real early,
rather than keeping it for the last
minute. It also helps to interact with
your team members early on in the
assessment process.
Ms. Smriti Parikh
Group Head - Internal Audit
& an external assessor
My rst experience as an external Mr. Vijay Chourey Mr. Arpit Jain
assessor was two years ago. As a
rst-timer, I was really confused and Chief - Corporate Safety Associate Group Head - EMD,
unsure about what to expect since and an external assessor CGPL & an external assessor
the industry was new to me.
However, all my confusion and My experience as a TBEM assessor Seeing and experiencing an organisation with an
difculty vanished with the site visit, has been rewarding and fullling. I outside-in perspective is always an enriching
where I was guided by senior started this journey in 2003 after experience. Being an external assessor gives us
members. Therefore, I feel for any having cleared the external such an opportunity every year. Apart from personal
rst-time the guidance of a mentor assessor's programme. I have done learning (which is tremendous and cannot be
is critical. ve external assessments and undermined), it gives an opportunity to see some of
assessed three companies, being a the great companies in Tata Group and experience
My experience as an external repeat member twice. I got an what makes them great. Some of these
assessor has been great! I am in the opportunity to hobnob with the best experiences and learning are valid back at our
Internal Audit team and in the Tata Group during these own organisations too and gives us a wonderful
assessments as such are a part of assessments and interacted with opportunity to copy the best practices and move
my routine job. However, in the many CEOs, CQHs, other company ahead on our own journey of excellence. The
Internal Audit team the focus on employees and assessors. The exercise also tests one’s own potential to stretch
audits/processes is more detailed. assessment work takes a toll on your and burn the midnight oil, as one has to understand
TBEM, on the other hand, offers a time and energy since we need to a completely new business and give meaningful
more holistic and outside in view of insights to the organisation being assessed. As the
things. As an assessor therefore, I company being assessed lays a lot of emphasis on
have imbibed this quality of seeing the ndings of the assessment and taking actions
the bigger picture in things and put upon the feedback, it puts tremendous
the same forth when explaining responsibility on the assessors to deliver a quality
things to my team. It helps me output in a very short span of time.
explain the rationale behind what is
to be done.
19Enerji Talk Volume 42 Issue 3 July 2016
Assessors’ Talk!
What drives assessors to take all that the organisation at a much granular assessment. Thanks to the Culture Building Team
effort? - I would say it is the level and at the same time helps in (CBT) and mentorship of Mr. Vivek Talwar, I had
tremendous learning, the satisfaction understanding the invisible thread numerous opportunities to participate in the
that you get on seeing that your hard that ties all of the categories together organisation’s Application Writing and Internal
work has paid off for the organisation (a true test and understanding of the Assessment processes which has provided me ample
being assessed to strive ahead in its approach, deployment, learning and avenues to widen my organisational perspective.
journey and of course the new integration across the organisation).
friends and professional network that Being an application writer or an assessor
you form while working in a totally Challenge: Imbibing TBEM in its true (internal/external) helped me to break the
new team, assuming new team roles spirit and making excellence a habit functional silo to which any individual gets
in every assessment. It is an in the larger organisation. attached to. It has helped me to look at the entire
exercise which helps you hone your organisation as a single entity and understand how
business skills and become a better Takeaway: The framework compels various elements of the businesses are linked.
professional, a better manager and a us to ask the right questions; and it Networking with members from other Tata Group
better person! suggests the right path to follow, companies also helps you bring in fresh ideas and
basis the answers we provide to thought processes.
those questions.
As an assessor, the entire outlook towards one’s work
Outlook towards work: also changes. While enhancing the analytical thought
l Acting as a change agent process, TBEM has helped me take functional
decisions looking at the business context and how each
towards creating a culture of action affects the performance of the organisation.
excellence.
l To look at larger organisation The Business Excellence movement for me was and
goals and how my work continues to be an enriching one, helping me
contributes to achieving the immensely in my growth journey at Tata Power.
organisations strategic intent.
Mr. Ajay Unnikrishnan
Lead, Customer Affection
and an internal assessor
Business Excellence is often Mr. Boban Chacko Mr. Kunjvihari Jandhyala
described as outstanding practices in
managing the organisation and Group Head - Electrical Maintenance Chief Human Resource Ofcer,
achieving results, all based on a set & an external assessor Tata Power Solar and an external assessor
of fundamental concepts or values.
These practices have evolved into Tata Power is an organisation which My experience in TBEM assessment started with
models for how a world-class provides multiple avenues for Tata Power’s own internally designed TBEM
organisation should operate. If learning and growth. One of the Assessor training - EMBED in 2008. This rst
organisations and individuals were to most signicant facets to this is the exposure to the Business Excellence function and the
imbibe the core principles of TBEM TBEM movement. TBEM model generated interest in me. Subsequently
in its true spirit and not merely a tick I got opportunities as an Internal Assessor in Tata
in the box, it would do wonders in I was fortunate to have been Power. After completing the External Assessor
taking the organisation and the associated with TBEM since the past Certication Programme – BELP, I got opportunities
individuals to higher levels of eight years when I rst took the BELP to be a part of the Assessment Team for Indian
performance and thereby making course. Subsequently, on receiving Hotels and Tata Interactive. It has not only been a
excellence a habit. the certication, I had the rich learning experience but also an immensely
opportunity to be part of an external humbling experience.
Experience: I have had the
opportunity to take part in the TBEM
process as a coordinator and an
internal assessor. The TBEM
experience helps one to understand
20 Enerji Talk Volume 42 Issue 3 July 2016
Each assessment required a diverse experiences during my break in external assessment. I remember, it was
thorough study of the application, TBEM assessments - from Tata Technologies. It was a challenge as well as an
knowledge about the business and experiencing how ore in mined in opportunity thrown up. Geared up with my
intense team discussions. The site a salt lake in remote Kenya to learnings from the course and guidance from my
visits and interactions actually interacting with farmers on crop seniors I entered the process. It was a great
presented new and interesting health in rural Gujarat and these learning. I was exposed to two different
insights in to the culture of the have denitely enriched my dimensions, how to slice an organisation from a
organisation. An external assessor personal learning and also business perspective and basic exposures of
carries a lot of responsibility to give connected me to some great operational processes of a different business line.
a fair, actionable and value-adding people - as part of the team and This learning was very exciting.
feedback to the assesse also from the companies I
organisation and this drives the assessed. The experience in the rst assessment, propelled
assessor to give it his/her best. me through the next assessment and the cycle
Best takeaways: went on. Now, I have completed over 10
The experience also created l Unique challenges of different assessments and each time is a learning by itself.
opportunities to know and bond with The learning about various businesses - from a
fellow colleagues from the Tata businesses which are not farm chemical, engineering, project management,
Group family. Some of the learnings apparent from the outside steelmaking to automobile manufacturing, working
and interesting insights were in the l Learnings which are industry/ in teams and understanding of ner nuisances of
way how Indian Hotels manages a company agnostic and can also excellence and its application in a real world has
diverse and geographically spread- be implemented in our company. been really rewarding. It has provided with so many
out workforce striking a balance friends, many of whom I wouldn’t have known but
between standardisation and Challenges: for this TBEM assessment.
customisation of practices, as well To be able to balance the day job
as how empowerment of the front and the assessment work. It’s
end workforce is done to take on- critical to ensure you do not
the-spot decisions to enhance compromise on either. One needs to
customer satisfaction and delight. do enough background work to
ensure that you have built a good
The exposure to TBEM has also understanding of the assesse
made me broaden my perspective company and its industry - to
and look at issues from multiple ensure meaningful contribution as
viewpoints before reaching a an external assessor.
conclusion or decision.
Ms. Tania Roychowdhury Ms. Rashmikant Mr. Bhaskar Yatnalkar
TAS Manager - Strategy & Group Head - Group Head- Internal Audit
Corp Planning and an Business Excellence
external assessor It was a great experience to be external assessor
It was 2003, when I went through for TBEM, it not only helps organizational learning
I have been part of 2 external EACP and qualied for external but also helped my learning & development from
assessment. In 2004 assessment best practices, interaction with leaders, learning
assessments - for Tata Capital and cycle, I was fortunate to get a from co- assessors with different industrial &
functional background, and entire experience of
Tata Chemicals. I have had really external assessment. Experience of external
assessment, and as TBEM internal trainer has
groomed me and has enriched my business
thinking by way of looking at various facets of
business and its challenges & stakeholders.
21Enerji Talk Volume 42 Issue 3 July 2016
Many steps, one path!
Business Excellence has been fuelling growth
even in our Subsidiaries. Here's an insight!
Excellence is the gradual result of always striving to do better
Pat Riley, Professional Basketball Executive,
and a Former Coach
Ajit Shivarudrappa Mohammad Vaishali
Guest Editors: Maleyvar Biradar Ghouse Korhalkar
22 Enerji Talk Volume 42 Issue 3 July 2016
TPDDL
The Tata Power Delhi Distribution Limited, or TPDDL
(earlier North Delhi Power Limited), was incorporated in July
2002 as a JV of Tata Power (51%) and Delhi Government
(49%) on the Public-Private Partnership (PPP) model.
Guest Editor : Mr. Ajit Maleyvar, HoD (Business Excellence) & CQH, TPDDL
The workforce of TPDDL is an
amalgamation of employees from
erstwhile DVB, Tata Power and new
recruits after takeover. TPDDL’s
workforce comprises around 3,600
employees. Certain non-perennial
and low-skilled repetitive works,
e.g. network maintenance, consumer
documentation, meters installation
and reading, call centre, security,
housekeeping, etc., have been
contracted to specialised agencies,
which are cost-effective and are
governed by ‘Performance-/SLA-
based Contracts’.
Business Excellence has been an enabling it strategic directions, is guided by Leadership at all
integral part of TPDDL’s journey and to work as stages as shown in the gure appended in the next
works as an enabler to achieve the a single page. (Kindly ensure the gure is present)
company’s commitments to enhance unit with
customer satisfaction, increase unied While Tata Innoverse provides the platform for
stakeholder value and improve objectives. ideation, the major blocks for Continuous
process management through the IMS has Improvement contain SHINE, QUALITY CIRCLES and
cycle of continuous improvement. helped PRAYAAS. Breakthrough innovations are taken through
TPDDL to become a process driven the route of the Innovation Council which is chaired by
Based on the twin principles of TQM organisation with over 300+ the CEO & MD himself.
and TBEM, TPDDL has instituted processes aligned towards a single
Business Excellence practices goal of improving the performance of Tata Innoverse: TPDDL has been very active on the
across functional areas as per the the entire organisation. An integrated Tata Innoverse platform and leverages the power of
given model and the concepts of system presents a clear, holistic collective wisdom by regularly posting challenges,
continuous and breakthrough picture of all aspects of our motivating employees to provide ideas and
improvement, preventive organisation. TPDDL is currently collaborations.
management and management by certied for ISO 22301:2012 and ISO
facts are being promoted through a 31000:2009 as well.
range of BE initiatives.
Innovation at TPDDL is guided by a
Some of the quality platforms and holistic framework which starts from
tools used in TPDDL are:
IMS: Integrated Management
System: This is the framework which
integrates all of TPDDL’s systems
(ISO: 9001:2015, ISO: 14001:2015,
SA 8000:2014, OHSAS 18001:2007,
ISO 27001:2012) and processes,
23Enerji Talk Volume 42 Issue 3 July 2016
TPDDL
Innovation Council: This was formed in 2013 with
CEO & MD as Chairman and mentored by Senior
Leadership Members. The primary objectives of the
council are developing an innovation strategy to meet
targets and objectives, driving an innovation mind-set
and culture in the organisation, encouraging
breakthrough ideas and pilots and tie up with
benchmarked companies and institutes for co-
innovation. In order to actualise the innovations on a
mass scale, the Business Services Group has been
formed which translates these pilot projects into
business models.
SHINE: Systematic and Holistic Environmental benets. The Tata Innovista: TPDDL has been performing
Improvement Initiatives at TPDDL assessments of these projects occur exceptionally well in the Innovista platform and has
through Employee's Engagement is at four levels - by the initiator, BE, been among the top companies to register maximum
the platform for Improvement and Departmental Heads and Functional number of projects over the years. It has also been
Chiefs and is supported by a awarded in the Regional and Global nals twice.
massive R&R mechanism.
Knowledge Management for TPDDL’s diverse
workforce has been a challenge which has been met
Innovation at TPDDL. This helps Quality Circle: At TPDDL, QC by creating an end-to end portal called Gyan Sangam
employees to think differently to Concept has been very successful on SANCHAY which is TPDDL’s Knowledge
innovate and then facilitate the in engaging the non-executive Repository: It was launched in January 2016 and is a
thought process into projects. SHINE resource base at the operational one-stop-shop for all knowledge and information at
is executed through a specically levels. The QC teams meet regularly TPDDL. It is also equipped with key features such as
built IT platform called SHINERGY and solve day-to-day problems discussion forums, and subscription to interested K-
which is a centralised repository of pertaining to zonal operations and Communities, System generated MIS, etc. Currently
improvement/innovative projects. are mentored by the Zonal Manager. 67 communities are registered with 1600 members.
SHINE encourages innovation and Half yearly competitions are held All the knowledge is classied in to two categories
creativity across the organisation which also serve as knowledge- Tacit (SEEKH/MEGA SEEKH/SHIKSHA) and Explicit
leading to tangible/intangible sharing platforms. QC teams of (TPDDL-o-PEDIA). Knowledge is shared through
benets; promotes a culture of TPDDL have been recognised in SEEKH sessions which are also tracked on Sanchay
'process-orientation', 'employee various external forums, like QCFI Organisational documents of importance, e.g. IMS
engagement and 'result-focus'; spirit and CII, at regional and national documents, Policy Documents, etc. are made
of co-operation and teamwork levels and some teams have available through TPDDL-o-PEDIA. Biannual
amongst employees at all levels and qualied for international competitions are held among Groups to ensure cross
inculcates a 'sense of achievement' competitions as well. functional sharing.
among employees through
rewards/recognitions. The impact of Prayaas: TPDDL has a huge base Visual Management
these projects is measured through a of outsourced employees and in through 5S: The
200 point scale covering Financial, order to engage them in the concept of '5S' has
Quality, Safety, Satisfaction and continual improvement journey, created a revolution in
“Prayaas” has been introduced. many industries and
This is a platform which captures TPDDL had adopted
small improvements (KAIZENS) in a this quality tool at a
simplied format and include very early stage. This is
“before” and “after” photographs implemented in all ofces, Grids, Sub Stations and
to showcase the improvements. Zones and the implementation is checked through
Half yearly competitions are held audits as per the 5S Maturity Guidelines.
and rewards are distributed to
motivate employees.
24 Enerji Talk Volume 42 Issue 3 July 2016
Sustainability: In keeping with levels for individual initiatives like Innochamps for
TPDDL’s long term vision, several Innoverse, SHINE, QC and Prayaas teams,
initiatives to promote Sustainability Knowledge Champions and Groups, best IMS and
5S Groups etc.
have been taken up. These include Continuous Communication plays The effectiveness of the BE initiatives is gauged
achieving better energy efciency an integral part in building a culture through internal and external audits throughout the
through regular monitoring and of excellence and the Business year. IMS, ISMS and BCMS certications and
promotion of conservation, water Excellence team keeps up the validations are carried out through external
conservation and rain water tempo through weekly BeX Bytes, consultants. TAAP and TBEM Assessments are
harvesting and paper conservation. regular Sandesh mailers, quizzes carried out at the Group level while TCCI
TPDDL shall be reporting its through ExQuisite, etc. The assessments are done internally.
initiatives through the GRI/G4 initiatives are driven through the
framework in the current nancial cascade of targets from the TBEM has helped TPDDL in getting insights into
year. Corporate BSC, and participation in business strengths and opportunities for
BE initiatives have been made a improvement. TPDDL scored 516 in its very rst
Energy & Water Neutral: mandatory KRA item. TBEM external assessment in the year 2006 and
created history by scoring above 500 in its rst
Efforts are also on to reduce carbon Another aspect of culture building in attempt in the Tata group. TPDDL’s TBEM score had
foot-printing by promoting car- the area of excellence is employee moved from 516 in 2006 to 600+ bracket in the
pooling through an application for engagement. An elaborate Reward TBEM Assessment of 2013, thus moving it into the
employees. This application also and Recognition scheme exists league of Top 20 Tata Companies crossing the score
helps employees in alleviating the which covers over 700 people of 600+ in TBEM External Assessment. The upward
trafc issues during the Odd-Even annually. The ceremonies are journey has been maintained by moving up the
phase in Delhi by sharing vehicles. carried out in a centralised location ladder in 2015 to 615. The linkage of the score with
in the presence of CEO&MD and the AT&C loss, the major indicator of the
other SLT members. Decentralised organisation’s performance is shown here.
R&R is carried out at various ofce
locations as well. The awards As excellence is a journey, the roadmap towards
include individual and at Group achieving the status of “Industry Leader” as per the
TBEM framework continues. TPDDL shall continue
to use the four pillars of Business Excellence and
strengthen employee engagement in the initiatives to
achieve its vision in the long term.
TPDDL has been actively leveraging
the Tata Edge platform to share its
own Promising Practices and also
scan and adopt Promising Practices
of other companies. It has dedicated
resources to carry out this activity
and has been awarded at the
Business Excellence convention for
the same.
25Enerji Talk Volume 42 Issue 3 July 2016
Tata Power Solar
Tata Power Solar Systems Limited (TPSSL), marching forward in its
27th year of glory, is the country's largest integrated solar player.
Guest Editors: Mr. Shivarudrappa Biradar, Business Excellence, and Mr. Mohammad Ghouse, Project Engineering, TPSSL
“Excellence in business has been an Group of TPSSL formulated the To encourage and motivate employees, an R&R programme
ideal for Tata Power Solar from its following interconnected processes: was designed for those completing LASER projects.
earliest days.” TPSSL's business 1. L1 - 15 processes
excellence practices were symbiotic in 2. L2 - 65 processes i-Strive: TPSSL launched i-Strive for the employees
nature till 2012, ever since known as 3. L3 - 178 processes formally in the month of April 2016. An i-Strive council
Tata BP Solar. But the focus shifted and was constituted with cross-functional members and
TPSSL carried an immense responsibility The process binding is ensured by members from the Leadership team. The council called for
when it became a wholly owned internal audits and KRA cascade. its rst challenge attributed to rooftop segment through a
subsidiary of Tata Power. A quest arose Tagline "Help Awadesh Soni" to encourage more
to align TPSSL with the VMV statement LASER: Aligning with Tata Power's innovative ideas on real life challenges faced by
of its parent company and eventually to practice, TPSSL has largely benetted employees. Tremendous response were received on this
meet the brand equity standards dened from the LASER programme. rst challenge with innovative suggestions/idea which is
by the Tata Group. The Company revived being reviewed by the council.
its business excellence goal to suit this LASER was conducted involving 12
paradigm change and the renewable executives and 54 staff members from Similarly, a second challenge has been launched
market revolution by addressing three the manufacturing and supply chain addressing the manufacturing segment.
key areas: Tata Business Excellence groups covering three intervention
Model (TBEM), Enterprise Process Model workshops and 12 improvement Tata Innovista: TPSSL won the regional round (South
(EPM) and Employee engagement. projects. They received an India) at Tata Innovista 2016 in the "Promising Innovation
overwhelming response from the in Core Engineering" category for a product development
MANTHAN - TBEM Application Writing participation which resulted in a idea, in collaboration with Tata Steel, to develop a 'Metal
Workshop 2016 successful closure of six projects in Integrated Solar Panel'.
phase #1. LASER has inculcated a
The three-day programme had cultural bonding amongst the At TPSSL, we believe that excellence is a journey without a
participation from a mix of cross- workforce, enriched the positive nishing line, as Mr. Ratan Tata said in the book Business of
functional and cross-level teams atmosphere and instilled a continual Excellence: “Our quest for quality, for excellence in
involving 30+ team members across improvement process. business, should be never-ending. This is not a voyage
the Company. TBEM experts from Tata where you can rest your oars.”
Power were invited to provide process
guidance. A LASER Initiative - Glimpses of Packing Workow Optimisation Project
TBEM Critical Mass Involvement:
The Business Excellence Leadership
Programme, In-house 2016, was
organised in Bangalore. Mr. Saurav
Chakrabarti from TBExG conducted the
programme for four days, mentoring 18
employees of TPSSL.
TPSSL has nominated and also planned Before After
to further organise a Senior Business
Leadership Programme (SBLP) for its l Packing at two places and transportation l Integrated packing area - from inspection to
Leadership team. more than 25 meters shrink - wrapping
Enterprise Process Model (EPM): l Loose stacks carrying in trolley causing l Hand carry and no trolley movement
Growing business and systematic work breakage. l One person handling
approach to ensure process agility and l Online inspection
customer centricity has become of l Four people handling l No scope for oxidisation - online
paramount importance for TPSSL. To l Batch inspection l Minor stoppage reduced to 19 min/day
underpin these requirements, the l Cell oxidisation l No carton packing at shop oor
management of TPSSL decided to l Minor stoppage 32 min/day l Plastic usage reduced by 40% - GMI
introduce a robust Enterprise Process l Clean room contamination due to cartons l Stack Qty. increased to 100 nos.
Model (EPM), in line with Tata Power. In l High Plastic usage l Customer happy - reduced cycle time
this process, the Business Excellence l Stack qty. 60 nos.
l Customer - higher cycle time to re-open
26 Enerji Talk Volume 42 Issue 3 July 2016
Tata Power SED
Tata Power SED denes Business Excellence as being able to
consistently deliver High Quality, Reliable Products and Services
through Technological Innovations, Customer Focus and Process
Management to satisfy all internal and external stakeholders.
Guest Editor: Ms. Vaishali Korhalkar, Head- Business Processes, Tata Power SED
Tata power SED Business Excellence this to happen dened Systems and to dene, rene and understand the System
Framework is designed in such a Process need to be operationalised. Architecture and capture the decisions being made
way that it works as an Enabler to In this journey of Business across design domains. Moreover, these are required
help understand what “Excellence” Excellence, Tata Power SED has to be integrated into manufacturing making it
means in Organisation and plan the identied Digitisation and Systems completely a digital-aided activity, where an
journey that takes from the “Current Engineering as key focus areas. integration of computer-based systems comprising
state” to the “Desired state” through Simulation, 3D Visualisation, Analytics and various
the process of Continuous Digitisation collaboration tools are used to create product and
Improvement. dene manufacturing process simultaneously.
In today’s fast changing world,
l Nature of the Business: 5+ year Digitisation and Internet of Things This is, in fact, more important for any company that
Procurement cycle and 15+ year (IoT) are not just buzz words in e- is involved in high-technology manufacturing. Hence,
Lifecycle Support commerce or other ICT (Information Tata Power SED is accelerating its path to complete
and Communication Technology)- digitisation in manufacturing by simultaneously
l Variety and technological driven industries. Increasingly, they creating the required common framework of process
/operational complexity of are becoming the backbone and descriptions for describing the life cycle of Systems
Defence customers’ needs neural network of every industry (to achieve ISO/IEC/IEEE 15288:2015 Certication)
eco-system. Though manufacturing and implementing new (Product Life Cycle
l Safety and Reliability industries have embraced robotics Management) solution to approach the development
requirements and other various automated control of its products as a whole System. The new PLM
systems in their production lines, System will provide Tata Power SED a collaborative,
l Speed of Innovation and New ERP in procurement, RFIDs in closed-loop, model-based Systems Engineering
Product Development storage and distribution to name a environment with its existing PLM solution and MES
few, they are moving more and more module for meeting critical Defence & Aerospace
l Environmental Sustainability (e.g. towards a seamless integration of Traceability requirements.
technological challenges relating activities which were once operating
to SWaP - Size, Weight and in silos. Hence, the new buzz word is In addition to this, MES tool is getting integrated with
Power consumption) Industry 4.0. the new PLM and ERP to meet critical traceability
requirements of the Defence and Aerospace industry
l Business and Support models Tata Power SED has been one of the throughout the 20+ year lifecycle. This MES tool
between Government and its early movers in adapting technology through barcoding will help to trace the complete
Suppliers, such as availability in its design and production process Product Manufacturing history in case of Lifecycle
Contracting using an industry-standard PLM Support for these systems.
(Product Life Cycle Management)
l Financial Sustainability (i.e. solution, since the early 2000s. Besides using digitisation in its various other business
Protability) Today’s complex products consist activities, viz. Employee Attendance Management and
of multiple sub-systems enabled by Travel Management, Procurement/Material
l Agility to meet Stakeholder’s components from multiple design Management, etc., Tata Power SED is also taking
requirements domains, including MCAD digitisation to its community as part of its CSR
(Mechanical Computer Aided activities. One such proposal is to extend the bre
Drivers of Business Design), ECAD (Electronic
Excellence Framework Computer Aided Design) and
software, which makes it important
For Tata Power SED, Business
Excellence covers the consistent
delivery of Quality Products and
Services on schedule and as per the
budget. It requires development and
manufacturing processes to be
quantiable and repeatable, and for
27Enerji Talk Volume 42 Issue 3 July 2016
Tata Power SED
connectivity (ring protected) to taluka Tata Power SED has identied a new needed to investigate and validate design alternatives
headquarters as well as all identied PLM solution to support the against product requirements and performance
key installations around its proposed development of its products as targets. By assembling predened and validated
Vemagal factory in Karnataka. whole Systems. This tool will provide components from different domain libraries, it is
Tata Power SED with a collaborative, possible to create the intelligent multi-domain/multi-
As one of the pioneers in Private closed-loop, model-based Systems physics simulation models needed to analyse design
Sector Defence Manufacturing, Tata Engineering environment within our options.
Power SED intends to be ahead of existing PLM solution. The new PLM
the curve in digitisation in its path will provide System Architecture, This early model generation and simulation allows the
towards becoming a SMART System Modelling, System product line, design and engineering teams to
FACTORY by adopting the Simulation and Requirement intelligently predict and balance the product’s
revolutionary Industry 4.0 Management tools to fully performance according to various attributes and
methodology. understand and realise its products targets before committing to expensive and time-
as cross-domain systems. Tata consuming prototyping and testing.
Systems Engineering Power SED will also be able to
mitigate the risks of failure at the Finally, while creating the Architecture objects in the
Tata Power SED has already put in point of integration across domains new PLM Systems Engineering solution, it is also
place a framework to achieve the and sub-systems by accounting for possible to establish the interface denitions and sub-
ISO/IEC/IEEE 15288:2015 all factors and interface denitions in system relationships that are needed to guide various
certication. This certication a single Systems architecture. Its types of simulation, which is especially critical for
establishes a common framework of Systems Engineering solution will product line engineering. Thus, Tata Power SED
process descriptions for describing help Tata Power SED to deliver engineers can quickly view, navigate and investigate
the lifecycle of systems. It denes a products that are compliant, reliable, these systems’ architecture objects and relationships
set of processes and associated reusable and protable. using the map-like legend interface. By managing
terminology from an engineering these interfaces and relationships across multiple
viewpoint. These processes can be The Systems Engineering solution product congurations, Tata Power SED can re-use
applied at any level in the hierarchy also includes capabilities for sub-systems and their interfaces, continuously verify
of a system's structure. Selected architectural model denition as well implementation, intelligently assess the impact of
sets of these processes can be as the use and management of change, and make more informed product line
applied throughout the lifecycle for intelligent models for 1D/3D multi- engineering decisions.
managing and performing the stages domain and multi-physics simulation.
of a system's lifecycle. This is Thus, Tata Power SED engineers can In summary, Tata Power SED considers Digitisation
accomplished through the quickly and accurately nd, and Systems Engineering as key enablers to drive the
involvement of all stakeholders, with associate, and re-use the models and effort to bring in Product, Process, Delivery and
the ultimate goal of achieving product line congurations that are People Excellence in the organisation.
customer satisfaction.
28 Enerji Talk Volume 42 Issue 3 July 2016
Spreading smiles through
Excellence!
Nothing is more satisfying than a happy customer. At
Tata Power, Business Excellence is among the many
routes we take to deliver smiles.
Excellence always sells.
Earl Nightingale,
American Radio Personality,
Writer, Respected Speaker
and Author
Ranjit
Guest Editor: Ganguly
29Enerji Talk Volume 42 Issue 3 July 2016
Spreading smiles through Excellence!
The Business Excellence Group has to stability of power supply and consumer satisfaction.
played a key role over the last three directly improving the quality of l Installation and Charging of the meters on the
years in driving various process power.
improvements in the interest of l Reduction in voltage uctuation same day: Faster release of Power Supply for new
consumers leading to customer complaints for direct customers: consumers thereby establishing a good start to the
delight. This has been achieved Through the implementation of consumer's relationship with Tata Power and
through the use of Quality Tools such various minor and major setting a precedence for consumer delight.
as the Structured Problem Solving modications in the transmission l In addition to the above, the Customer Relations
methodology and LASER. and distribution network, this team has implemented various initiatives and
important improvement has had a improvements keeping in mind the consumer's
Some of the key improvements over direct positive bearing on the needs and requirements. Also, feedback received
the last few years are as follows. quality of power and therefore, from consumers through various channels is
l Reduction in incorrect reporting consumer delight. analysed and implemented towards the end
l Reduction in cycle-time of objective of delighting the consumer. Some of
of meter discrepancy cases: delivery of non-Change-Over these ongoing initiatives are listed below.
This has led to enhanced applications from the Customer l Customer Affection team activity to residential
knowledge levels of Customer Relation Centres to the back- societies: A Customer Affection Team was formed
Service executives, leading to ofce team from 72 hours to 48 to visit consumers in residential societies to
better quality of information being hours: This has enabled quicker proactively advise them about various value-added
communicated to the consumer. Turn-Around-Times for and consumer self-service offerings, such as
l Revision in Meter Reading processing of consumer safety inspections, facilitate enrolment in Electronic
Quality Check validation applications, thereby leading to Clearing Service(ECS), facilitate applications and
process: This has resulted in consumer delight. processing of requests for Change of Name (in
increased accuracy of rst level l Improving Reliability of 6.6KV case of new consumers), etc.
checks at a Meter Reading stage, Network in Mumbai City Area l Original Equipment Manufacturer (OEM) trainings
thereby preventing incorrect and improving reliability indices for key Commercial and Industrial consumers:
billing and therefore pre-empting through network improvements: Training is facilitated for technical maintenance
complaints from consumers This has resulted in best-in-class employees of our key Commercial and Industrial
related to incorrect Meter Reading reliability and quality of power consumers by representatives of OEMs. These
and consequently incorrect billing. supply and therefore, enhanced trainings equip the technical maintenance
l Reduction in ‘address not found’ consumer satisfaction. employees with in-depth knowledge about details
cases during Joint Meter l Reduction in billing queries and maintenance of equipment such as breakers,
Reading at the time of change- received from consumers: This transformers, etc.
over of power supply from R- has been achieved through l Installation of tab-based Feedback Mechanism
Infra to Tata Power: As a result improved education to the System at all CRCs for instant feedback input by
of this, the Turn-Around-Times for consumer through various pro- consumer. This feedback data is reviewed and
change-over of consumers who active means, such as notices analysed on a monthly basis and various
have applied for change-over and displays in our Customer improvements, such as addition of Customer
from R-Infra to Tata Power has Relation Centres, update of Relations and Bill Collection Centres have been
been reduced from an average of information on our website and implemented based on this feedback data.
15 days to 7 days. bills, implementation of Push-Pull l Real time upload of payments in consumer
l Improvement of Reliability of SMS functionality, thereby leading accounts through SAP ISU for cash and cheque
Distribution Automation System to reduction in consumers' efforts payments made at CRCs: This results in instant
(DAS): This has led to quicker of going to the CRCs, or calling credit of payments in consumer accounts for bill
Turn-Around-Times for supply the helpline for billing queries. payments made in cash/cheque.
restoration in case of power l Reduction in technical l Provision of Annual Statement of Accounts
failures. complaints : This has led to across the counter (hard copy) or through e-mail
l Reduction in Cable Faults: This enhanced consumer satisfaction (system-generated soft copy).
improvement has had an and delight as a result of minimal l Online submission of applications for new power
extremely positive and direct technical complaints/issues. supply connection: This initiative does not need a
impact on the reliability of power l Simplication of the address consumer to physically visit a Customer Relations
supply leading to fewer instances correction process: This has Centre to submit an application for new power
of power supply failure, resulting resulted in First-Time-Resolution supply connection. He can do so online.
in delighted consumers. of consumer's request for l Processing of Change of Name Requests on-the-
l Reduction of Energy Balance of address correction in the very spot: A consumer can apply for a request for a
transformers: This has resulted rst interaction of the consumer change of name on his power supply bill at our
in enhanced stability of at our CRCs, leading to enhanced Customer Relation Centres and such requests are
transformer performance leading executed on the spot, leading to enhanced First
30 Enerji Talk Volume 42 Issue 3 July 2016
Contact Resolution and thereby, disputes about incorrect meter Consumer Enrolment Camps conducted in various areas
customer delight. reading.
l Empowerment has been Tata Power endeavours to provide fastest and awless
Addition of the following Consumer consumer service and to drive up operational
provided to our front-facing Self Service Options efciency. Tata Power’s Consumer Relation Centres
team for reversal of late l Integration of Customer Web (CRCs) provide its consumers with easy access to a
payment fees and allowance of number of services and the opportunity to directly
prompt payment discount up to Portal with SAP for real-time interact with Tata Power representatives, all under one
Rs.500 per transaction on the upload of consumer details and roof. Various services provided at CRCs are as follows:
spot in case of consumer information. l Providing and accepting application forms
complaints, thereby again leading l Push-Pull SMS Service which l Handling Consumer queries, request and
to enhanced First Contact enables consumers to know
Resolution and thereby, customer their Current Amount Due and is complaints
delight. planned to be extended to cover l Bill Payments in cash and cheque.
l Addition of 12 Customer other services, such as
Relations and Bill Collection knowing about discount and Tata Power has implemented Queue Management
Centres along with 200 plus due dates for bill payment, System in CRCs, which is a complete branch analytics
branches of ICICI bank and status of service requests, system that not only manages Consumer queues in
approximately 1500 outlets of ITZ application for new power real-time inside CRCs, but also provides the
Cash and Suvidha to facilitate bill supply connection, etc. management real-time access to performance metrics
payments. Currently we have 111 l Mobile App on the MCF like Consumer Wait Time, Average Service Time and
brick-and-mortar payment platform, the rst-of-its-kind in Employee Efciency. The entire analysis is done
options per 10000 consumers. India. through a Central Monitoring System at the Distribution
l Safety Audits and Energy Audits The consumer is the focal point Head Ofce and immediate decisions are taken to
facilitated for our key around which our business
consumers as value-added initiatives revolve. Consumer
services. Safety Audits are Centricity pillar is a crucial pillar
conducted as a complimentary as it gives a direct experience to
service, whereas Energy Audits the consumer. The initiatives
are conducted at a 75% discount under Consumer Centricity can be
for consumers. divided into following broad
l Spot Billing service launched areas:
wherein bills are generated on the l Consumer Enrolment
spot in the consumer's presence l Consumer Service
and handed over to the consumer l Consumer Engagement
based on the available meter
reading. This is a delight factor for The following approaches were taken
consumers and minimises to on-board consumers:
Touch Points for Approach Touch Points for Approach
Awareness Awareness
Guidance Session i. Mass awareness through addressing Mass Advertisements i. Printing of Tata Power tariff in
cum Application gathering of an area/society residents (Documents for Newspaper
Collection Camps sensitization)
ii. Guidance meeting with Society’s Ofce ii. Printing of Schedule of camps in
Interaction with Bearers/Representatives/Local Inuences leading local News papers
Inuencers for procedure and advantage of shifting to
Tata Power iii. Putting Newspaper insertions for
informing consumer about next
iii. Pamphlet distribution one day in advance schedule camp in that nearby
from the scheduled date of holding the area.
application collection drive.
Fleet on Street I. Visits are scheduled at the
i. Sensitisation and meeting with Inuencers (FOS) Team doorstep, including door knocks of
e.g. NGO’s/Local Leaders/Society Members visits individual consumer/society/area
before rolling out Application collection for delivering consumer
camps convenience, with respect .to
providing guidance, seeking
ii. Addressing the issues and concerns raised applications and payment
by various political parties/local collection
leaders/social organisations.
31Enerji Talk Volume 42 Issue 3 July 2016
Spreading smiles through Excellence!
improve the performance of any Multilingual Consumer Web Portal
Consumer relation centre due to
higher wait time, absenteeism of staff,
etc.
Tata Power has also installed Understanding your bill, It enables on-site auto-population of the Meter
Automated Feedback Mechanism at Power Interruptions Installation Form by selecting the accurate meter
the CRCs. This system enables our l Consumer Contact Points: site location on the GIS map which can in turn be
consumers to tap-across his 24x7 Toll Free Number, Web- utilised for automatically updating the same meter
feedback in less than 10 seconds. mails, Locating of our details in SAP. This helps in improving the service
The ease of use is tempting enough Consumer Care and Bill to the consumer in following ways:
to hook on to the user fraternity and Collection Centres l Once the meter data is updated in GIS, it helps
whether Tata Power’s consumers are l Forms & Guidelines,
providing feedback, paying a Requisition formats and the Marketing Team to identify potential
compliment or making a complaint, Agreements switchover consumers (changeover
their input is the key to improving Tata l Consumer Support Questions converted into switchover) based on the
Power’s products and services. It is and Grievances network development in the area
quick and has precise control over l New Milestones and Latest l It also helps Consumer Engineering and
feedbacks received at the CRCs with News Network Planning team identify the group of
a central server repository and l Useful Tools: Bill Calculator changeover residential consumers and to
effective analysis in real time. and Energy Calculator develop network for converting them to
switchover consumers
l Multilingual Consumer Web l Capturing meter installation data l Mapping the meter on GIS helps the meter
Portal: Tata Power offers a through Personal Device reading team to know the exact location of
multilingual consumer web Assistant (PDA) meter and reduces the time in tracing the
portal which is available in PDA is a Windows-based device meter
Marathi, Hindi and English. The with high GPS accuracy and l Manual data entry of meter in backend system
web portal offers wide arrays of technical specications for effective is avoided as the PDA data is uploaded in the
services like: capture of geographical location of system. This saves time as well as cost,
l Billing: Tariffs, Information meters during their installation from ultimately contributes to the reduced tariff to
and History, Online payment the site location itself. the consumer.
facility and On-ground
facilities Pictorial representation of PDA to GIS to SAP of meter installation
l Service Request: New Power
Supply connection, Change of
name, Application Status, etc
l Knowledge base: Safety and
Energy Conservation Tips,
32 Enerji Talk Volume 42 Issue 3 July 2016
Experiences of Application Writers!
Ms. Tania Roychowdhury, Mr. Hardik Rami and Mr. Sachin Mujumdar
It was a 7-point agenda! members, across levels, functions AWP is one of the best practices of
(and here I thought all and geographies, etc.) that what Tata Power which shows our
we had to do was write appears to be a random selection commitment of learning and growth
an application!) actually proves to be a perfect
combination. On hindsight, it was not Situated in the serene shore of Walwhan Lake, Tata
In March 2014, when I was 8 an uncommon sight at AWP to see a Power’s Guest house is a place to learn, share and
months old in Tata Power, I got a 20 something member of the team reect thoughts for different domains.
letter from our CEO & MD to be a put up a tough ght on a moot point
part of the AWT of Tata Power for the with a senior member of the team As per plan, a CFT of different divisions, different
upcoming TBEM Assessment. I had whose years of experience in Tata functions and different work level gathers at this place
just done the BELP and was qualied Power may be over 30 years! for one of the most amazing practices of Tata Power-
to be an external assessor, but had Application Writing Process.
not done an assessment. While I was I have now been part of two
delighted and honoured to have been application writing processes (one in Tata Power has embedded TBEM in its organisation
invited to be a part of the elite and 2014 and one in 2016) and have framework and we get ourselves assessed through
coveted team (not to mention the gained immensely from the process TBExG for its effectiveness. The rst step of this
perks of spending a week in an as a person across all the 7 agenda activity is TBEM application.
exclusive villa overlooking a lake, points. It's difcult to put is words
away from the bustle of Mumbai), what is magical about the process, AWP of Tata Power is an amazingly unique
there was some apprehension and but having thought about it intently experience for all participants. Here at the place,
trepidation. I was supposed to for the purpose of this article, I think everyone is seeing the same view. Seated in an open
represent the Strategy team and the key to success of such a process space in front of bluish water and calm skyline,
write one of the most critical is two basic ideas. everybody thinks, talks and exchanges their thoughts
categories of the application - about the journey of Tata Power in TBEM. The
Category 2: Strategy, and I had been The rst idea is one of trust. The objective is about to write the application for
in the company for 8 months only! process values and respects the assessment of Tata Power using the most famed
thoughts and contributions of an blue book. But being a rst time participant of AWP, I
Anyway, doubts, trepidation, individual irrespective of the level or realised that we were not only doing that, but we
excitement and some clothes packed function he or she belongs to. There were charting a new territory for excellence. Sincere
in a bag, we were off on a Sunday is a sub-culture which evolves in the opinions about our journey were discussed. We were
afternoon to one of the most process, which is the epitome of a appreciating our best work and we were nding
picturesque retreats around Mumbai. non-hierarchical and open-minded ways to enhance other initiatives as well.
On arrival, we saw posters stating group striving and aligning to a
the objectives of the Application common objective. Rising up with the aromatic mist and the welcoming
Writing Process. It was a 7-point sun, we would contribute and collaborate with each
agenda (and here I was thinking that The second idea is that of balance. other to work on the objective. But, weightiness or
all we had to do was write an The process teaches us multiple pressure was always a mile away. Free ow
application!). The agenda read aspects of the word beautifully: conversation, open discussion, passionate brain
something like this (not necessarily l the balance between storming and life experience sharing were all the part
in order of priority!): of our day. At evening, as the sun would set in the
1. Writing the TBEM application empowerment and mentoring west, the gardens of the white house would call us all
2. Becoming drivers of change l the balance between freedom to for a memorable evening each day. Nobody was
3. Suggesting OD interventions alone there. Nature and a sense of Tata-ness were
4. Learning from each other work at each one's own always there.
5. Learning from invitees pace/time vs adhering to the
6. Having fun strict process timelines Sitting by the lake shore, contemplating about life and
l the balance between speaking up organisation, seeing our legacy in the neighbourhood
The group or the AWT was also very to voice your ideas vs and meeting with luminaries for discussion; these all
interesting - literally a handful of Tata appreciating differing give a proud sense of learning and improvement.
Power - a mix so diverse across perspectives
parameters (men and women, rst-
time Application writers to continuity - Ms. Tania Roychowdhury, TAS
Manager - Strategy & Corp
Planning, Bombay House
33Enerji Talk Volume 42 Issue 3 July 2016
Experiences of Application Writers
It is known that a person who never team studies, debates, argues, We were actually building the ship
stops learning; always grows in the disagrees and try to gure out what for sailing at same time with a
life. I rmly believe that same applies to write. As writers, we suggest charter of exponential growth
to organisations as well. AWP is one development interventions that may
of the best practices of Tata Power help the organisation in its journey AWP started in 2008 with the theme of zero waste
which shows our commitment of of excellence. application. I remember that most team members
learning and growth. were TBEM external assessor from Tata Power
The evenings at Walwhan are around across all functions. We were all disappointed from
- Mr. Hardik Rami, Lead Associate - the bonre and are lled with a lot of the Tata Power score in previous assessment. John
Business Excellence, CGPL energy, be it games, discussions & Viniyard started session rubbing salt on our wounds,
debates which range from thereby igniting our passion to showcase true
While this is quite organisational issues to national / strength of Tata Power in TBEM.
challenging than said, international issues. During these
it’s the worth the effort discussions, we get to know the I have participated in seven application writing
other team members more closely workshops. The ambience is so energetic; we never
My active TBEM journey since last and also develop lasting bonds. We felt tired working long hours while writing and
12 years has been nothing less than organise early morning treks or long charting out new paths for our continual improvement
fabulous and enriching. After I was walks in the woods nearby on some journey. We were actually building the ship for sailing
exposed to nuances of the TBEM days. In all, the beautiful at same time with a charter of exponential growth.
process, I got pulled into it, as TBEM surroundings of Walwhan, the treks,
assessor for assessing other Tata the evenings, stay in tents, a vibrant The entire process is developed with formal and
Group companies, and as an CFT, animated debates, and last but informal communication to identify our proud
application writer for Tata Power. not least, presence of Vivek in the moments, strengths and areas where we can
mentor role, helps the team to come improve. Open debates and discussions take place to
I found both roles to be up with creative ways to be pursued. churn out the difference and identify real strengths
complementing each other. In the and OFIs for the organisation.
assessor role you have to At the end of the Walwhan session,
understand the business, look for a brief presentation is made to the AWP brings lot of colleagues from different functions
processes, their maturity and SLT to inform them on what's under one umbrella for a period of a week which
improvements. In the application working and what needs to be done. helps to break barriers across divisions and
writer role, you have to write a story The SLT has its own view and give geographies. It is a platform to learn from each other
encompassing all the above, which their suggestions on the next steps. and use it for integration across Tata Power.
will keep the assessor interested. We all depart with memories of the
wonderful time spent together. The On a lighter side, evening bonre, dumb charades
After over a decade, our process of process does not end here. The and other games bring everybody closer and align
Application Writing has evolved a lot teams then work from their energies to bring out the best for organisation. I am
with support from SLT. The AWT, a respective ofces and complete the really happy that AWP team keeps on churning with a
CFT of employees from across the actual writing of the TBEM lot of fresh members with different outlook and
organisation, come together at application, which goes through few thought process.
Walwhan for about a week to revisions, incorporates SLT
brainstorm on the application. This, directions and submitted. AWP is across Tata Group as it creates a platform to
in my opinion, is the best part, All in all, I have enjoyed the process identify organisation and future path. Other group
because as a team we attempt do a lot, learned a lot, developed companies have tried to emulate this process, but the
organisational diagnosis of what is friendships and also realised writing uniqueness of Tata Power AWP is its culture, senior
working and what's not. Together, we an TBEM application is not only leadership support and contribution by everyone.
try to explore what would be those science (refer criteria) but also an
initiatives, which can propel the art, keeping criteria in the I can surely say that this experience has given me a
organisation to next level. We learn background write an compelling new perspective to look and work on organisational
from each other and also have a lot story about the organisation. Try to goals. I wish continual improvement for AWT process
of fun. make organisation come alive and create benchmark for Tata Power
through the story. While this is quite
Our property in Walwhan overlooks challenging than said, it’s the worth - Mr. DS Kudalkar, Chief - O&M, CGPL
the beautiful Walwhan lake. Few the effort.
tents are put around the Guest
House and ones interested can stay - Mr. Sachin Mujumdar, Group
in tents. Throughout the day the Head - Electrical Engineering
34 Enerji Talk Volume 42 Issue 3 July 2016
Excelling at Excellence!
Whoever said Excellence is a destination; not only
excellence but even excelling in excellence is key.
Read on to know more...
Perfection is not attainable, but if we chase per fection we can catch excellence.
Vince Lombardi, American Football Player,
Coach, and Executive
Rashmikant Hardik Boban
Guest Editors: Rami Chacko
35Enerji Talk Volume 42 Issue 3 July 2016
Excelling at Excellence!
Business Excellence is journey on robustness lead to how a customer "People", "Human Resource", "Workforce"…
continual improvement taking the behaves or appreciates your whatever name may be attached to this part of the
organisation from good to great. product or service? How as an organisation, it always remains the most elusive and
While adoption of good practices is organisation can I take this to the mysterious one. Why? Because “people” unlike
the starting point, infusion of next next level of analysis and "machines", can't be programmed. Unlike the
practices at periodical intervals understanding? An organisation’s similarity in a batch of products coming out of an
fuels the excellence journey. This "Value Proposition to Customers" is assembly line, humans are different. Each one
journey is like mountaineering and its relative performance (with behaving differently in the varying conditions and
as one reaches near a peak, the respect to its key competitors) on environment. But, are there threads of commonality
slope increases. The gadgets those Features of its Products and that tie them together? Can an organisation
required to climb up becomes Services that impacts the understand these common traits and help improve
different than the one which helped customers’ needs most. performance and excellence from its people?
to reach the base camp.
The Quality Function Deployment - It is a known fact that Competency Development,
The Tata Power Group has always infamously known as QFD - is a Career Progression combined with the right means
had a thirst for improvement, a trait robust next generation tool which of "motivational rewards and recognition" help
that has seen a huge number of provides tremendous benets in create an engaged workforce. An engaged, happy
best practices been evolved in- developing market-winning workforce will surely create the road for any
house or learnt from other products and services. It ensures organisation to be titled consistently among the
organisations. But what has taken an accurate transference of the "Best Places to Work". With the organisation
the organisation to today will not "voice of the customer" into design spreading its wings into various geographies,
help it to grow tomorrow. Tata and execution of product and adoption of technology into the HR arena is
Power needs a constant input of services. The QFD matrix helps in becoming unavoidable. While HR is about human
next generation practices which can identifying the most important connect, the advent of digitalisation and varied
help catapult its performance to the features by correlating the impact technology-based communication media help in the
next level - a "shift in orbit". of features on customers’ needs area of competency mapping and competency
and metrics to measure those development. But are we there yet? The answer
Customers form the backbone for features. It also compares the largely swings to a "NO".
survival of any organisation. If the Company’s performance on the
customers are happy, business features with those of the "Benchmarking" is a much used and abused word in
ourishes - whether it is through competitors. many contexts across growing organisations.
referrals or repeat customers. But Everyone wants to benchmark - what and how
what makes customers happy? The EPM methodology within the always remains a question! Benchmarking doesn't
How do you ascertain if your organisation has been considered end with just having a process in place. It requires
customers are happy? The rst very robust with rm foundations in huge efforts, systematic market scans, willingness
thought that would crop up in the approach and deployment. But to accept and nally accepting and targeting the
anyone's mind is the "Satisfaction" will just deployment of rm benchmarks. Has Tata Power reached the level
and "Dissatisfaction" of customers processes help an organisation to where it can see itself as a benchmark in the
and for all practical purposes (even excel? The answer is a denite industry? If not, how and when will it reach?
in the measurement of results of "No". Can there be next generation
TBEM), we are compelled to put in practices which can help an already With abundant creativity and thinking prowess
some gures pertaining to established process in its outcome available with each of us, the journey of Business
"Customer Sat/Disat" scores. orientation? Can the measures Excellence can be even more exciting. Why?
taken for monitoring outcomes be Because, improvements never cease to exist, the
But the question still remains - How converted to a process of "Daily next level always ows in. The best practices have
does your internal processes help Management"? Can we check migrated to the next level practices. How fast we as
in improving these indices or whether we have excelled over our an organisation adapt and adopt these practices will
scores. Does your process customers' needs daily? set the pace for the future.
36 Enerji Talk Volume 42 Issue 3 July 2016
Next horizon for business excellence!
A free-wheeling discussion with We should aspire to be the
Mr. Vivek Talwar, Chief Culture Ofcer & Chief Sustainability Ofcer benchmark in what we do
not just in India, but globally.
How would you like to dene cascade, and a strong upward review people, and this does not affect the tasks that are being
business excellence? mechanism is a ne example of done by the organisation. It also introduces a language
Business Excellence. Or for that of improvement where people try to nd out solutions
We live in a highly unpredictable and matter, the way we identify, manage to problems by looking at data, analysing the data and
complex world today and it is a no- and mitigate our risks, the way we working in teams to crack the problems.
brainer that there would be challenges use architecture of improvement
for any company to defend its methodologies like Sankalp, SPS, The key point is that in this way when a solution is
businesses, consolidate and grow. LASER, can be considered as arrived at, the problem is not repeated, and this reduces
Being aware of the challenges and Business Excellence. failures, minimises customer complaints and in effect
then trying to make efforts to address makes the companies high performing. Most
the challenges systematically, Even in the space of sustainability, the importantly, when people are involved in improvement
effectively and inclusively, and to do it way we involve civil society and teams, it is the true test of engagement. If you want to
in an ever-improving way would be thought-leaders to chart our course get the engagement of your employees up, just good
the success factor for the on our objective of 'Leadership with policies are not enough; rather when they are in teams
organisation. Those that do this really Care'; the way we have provided a that do interesting work leading to improved
well end up getting a tremendous platform for lakhs of young boys and organisational performance, which gets those people
competitive advantage; they become girls to become Energy Champions rewards and recognition, helps in increasing
world-class, and are admired by all across India in our initiative - Club engagement and creates a culture of high performance.
others. One could call this journey Enerji; the way we have conserved
'Business Excellence'. and ensured the long-term survival of In a company that has Business Excellence
the mighty Mahseer, a fresh-water sh ingrained in its culture, if we pick up any random
In the case of Tata Power, I believe that was dwindling in numbers, are all individual and ask them what are they working on,
that in many areas, we have strong examples of Business Excellence. It is other than their daily routine work, they would list
practices that could be seen as ne very satisfying to see the evidence of out all the CFTs they are involved in. it could be it
examples of Business Excellence. For business excellence and its practices improve customer satisfaction, reduce defects,
example, the way we gather as an in the company. Tata Power is the go- reduce costs and make the company more efcient;
organisation every year to listen to our to place for many companies within it could even be regarding how to get the employee
stakeholders, analyse the internal and the Tata Group and outside for such morale up.
external environment, then set our practices and we have had learning
direction in the Annual Strategy missions from organisations for All of this in itself is engaging, creating a culture of high
Workshop, and then deploy it through sharing best practices. performance and high engagement. This makes it all a
a robust waterfall of BSC - SDM highly collaborative culture internally and competitive
According to you what role culture with respect to the market.
does culture play in shaping
the Business Excellence How do we ensure that for employees,
journey of the organisation? excellence is a habit and not a result of
extra efforts?
Organisations which have Business
Excellence in their culture, at the most Whether it is a six sigma improvement programme,
fundamental level, are hungry for customer engagement programme, Sankalp
improvements and embrace initiatives programme, LASER, or any other programme, if we
from a sense of commitment, not could recognise people for their involvement in these
compliance. Employees are very activities, it would lead to improvements in performance
process focussed. This makes work at the organisational level and not just the departmental
less personality dependent, and level. The very fact that their efforts are recognised and
thereby it allows easier movement of rewarded makes it meaningful for the people.
37Enerji Talk Volume 42 Issue 3 July 2016
Next horizon for business excellence!
One of the key issues is how to We have mapped all our initiatives on organisation. We could have our projects in our
celebrate the involvement of people in this band, ranging from very tangible balanced scorecard having people from different
improvement because Business to completely intangible. It can be a departments collective addressing that objective as a
Excellence is an unending journey of very tangible initiative like six sigma, collective cross functional team, as in today’s
improvement. This celebration is a where hard data points are collected complex environment, no one department or a
critical success factor. Secondly, and analysed for improvements. On function can accomplish the challenges that are
HoDs need to encourage and the other hand there are programmes usually sitting in spaces between the locus of control
recognise the involvement of their like LEHER, where people are taken of individual departments/functions. This would also
employees in improvement initiatives, off site and asked to introspect to foster collaboration and integration.
and be there in person to steward the understand that what makes them
improvement initiatives. the people they are so that they can One key practice could be involving all the employees
work on themselves to become a towards creating the future products and services
How has your experience of more effective not just at work, but offerings of the company. Titan has a wonderful
being in Business Excellence for the larger purpose of life. programme called Future Shock where all its
shaped your approach to your employees get together to come up with new product
role in the company? Based on your experience, lines and many of their products that we see in the
what are the few practices market today have come from the ideas that the
Based on my experience, there you observed in other employees gave to the organisation.
appear to be two universes. Like a yin companies that can benet
and a yang. On one side you have Tata Power? What does the next horizon of Business
systems, processes, targets, results, Excellence in Tata Power look like?
structures, etc. - stuff that is more I am very happy and proud of how
tangible, easy to dene and measure, Tata Power has improved over the The next horizon of Business Excellence in Tata Power
more left-brained, in a way. On the past decade. But by learning from would be that we are home to many next and best
other side is the softer stuff that is others, we could benet even more. practices not just in the sphere of the power business,
hard to quantify, such as passion, We can look at the daily but also in leadership, strategy, sustainability,
pride, sense of ownership, culture, management practices, the shop customer affection, etc.
etc., more right brained. The oor rigour, etc. that is seen in Tata
challenge is to use the right, the less Steel, a result of the Deming journey A key to that would be to leverage our strengths in
tangible elements to drive the that they undertook. There is a tight different spheres and integrate to reach the next level
elements on the left. For example alignment throughout, starting from of Business Excellence. The approach towards this
EPM processes (sitting on the left) the worker all the way up the could be through innovation. We should aspire to be
could be spiral bound documents organisation. It is a continuous the benchmark in what we do not just in India, but
gathering dust only opened during improvement of world class globally. People in the power business, in some
audits, if they do not have a sense of standards. This is something that we cases, any industry across the world, should consider
pride, passion and ownership among must try and bring to our own us to be the benchmark in many practices. It might be
the users. company, but by being mindful that a long journey, but we do have a collective leadership
we are very different from Tata Steel team that strongly believes in Business Excellence. I
And there is a sense of ownership of and customising our approach; not believe we are on the right path.
the processes, they are driven with just blind adoption, is a must. I have
passion, then other tangible elements seen robust scenario planning being Any message to the employees before we
like targets and results will get done by many companies where gear up for the next assessment
achieved. To me, this model is the they try and nd out about the
best way to drive Business Excellence changes in the business We cannot be standing as spectators to this process,
and programmes like LASER (as an environment. This helps them look at my message to each and every colleague would be to
example), where people from the how the organisation could respond hop on to the boat and be a part of this unending
shop oor are given the sense of to various scenarios that might pan journey towards Business Excellence. I would
ownership, pride and joy to drive out. Tata Power has also started that suggest that everyone enrols themselves in
improvements is based on this journey with scenario planning for improvement programmes, become champions,
construct. This also helps the Mumbai Operations, but it would be demand next level delivery from your teams, chase
organisation to move from a good to shift gears and make benchmarks and don’t be satised with just good,
compliance mind-set to a scenario planning an integral part of rather aim for great. It is important to seek knowledge
commitment mind-set and creates our strategy planning process. from others and share our knowledge. And most
irreversible change which is benecial importantly the message would be to enjoy the
for the organisation. The success of Another thing I would like to see is journey. It is imperative to approach it with the
programmes like LASER could differ team goals in PMS, at a more commitment perspective, rather than the compliance
in deployment depending on how granular level than the Divisional perspective to be able to enjoy the Business
much the elements on the right side targets. We are all a part of teams Excellence journey.
used to drive the programme. which need to deliver for the
Interview compiled by Guest Editor Mr. Saarthak Khurana
(Lead Associate-Strategy & Corp Planning)
38 Enerji Talk Volume 42 Issue 3 July 2016
We bring to you funny
and "What!"-inducing
insights to the
Business Excellence
process!
On yet another international assessment,
Assessor: “People are our most valuable resource. Their talents have
to be optimally harnessed. Enabling employee engagement goes a
long way in ful lling our agenda of talent management
Assesse (stands up in agitation): “I’m sorry but we do not encourage
any sort of love relationships at work. So, NO ENGAGEMENTS.”
On one of the international assessments, where language was a barrier:
Assessor: “A strategic imperative for improving the effectiveness of the
deployment of the key matrices is change management. However, we
have to ensure that the exercise of change management is done in its
true spirit. I would…
(After being translated by an interpreter)
“Excuse me, but are you suggesting that we CHANGE the
MANAGEMENT?” *trolled*
Four assessors (2 Indian and 2 International visitors) were due to board an
early morning train to Jamshedpur from Kolkata. On reaching the station
however, the Indians realized that the other car that had left before them,
hadn’t arrived. They learnt that the driver had taken the other party to the
airport, in the neighbouring district! Here, the driver in a frenzy to reach the
station, drove full-throttle!
On reaching the station, with just 2 minutes left, the visitors rushed towards
the train. As he saw the two men running towards the train, one of those
who had reached earlier, started running too. That morning, the world saw
2 Englishmen being chased by an Indian at Howrah station!
First half on Day-1 of Assesse: “The biggest challenge
assessment: that I face is cultural…”
Assessor (thinking to himself):
I am formally dressed. I hope Assessor: “The action plan needs
Rs. 20,000 spent on this suit a bit of modi cation. It has to be
make them take me seriously. more customer centric. Optimise
your effectiveness measures.
Assesse (Dressed in usual Ensure proper cascading
work-clothes) (thinking to of the organizational
himself): Oh Shit! I should’ve Balance Scorecard to
dressed up in formals. Strategic Deployment
Matrix that should nally
Second half:
Assessor (after taking off the blazer and tie) (thinking to ow into individual officer’s
himself): Now I feel better. May be I came down too KRAs.”
heavily on these guys. Especially with this 20,000 suit!
Assesse: *Gaping*
Assesse (now full dressed in formal suit) (thinking to
himself): Oh Shit!
Tickles brought to you by: Mr. Vivek Talwar, Chief Culture Officer & Chief Sustainability Officer, Mr. Joydip Roy, Head-Business Process Reengineering
39Enerji Talk Volume 42 Issue 3 July 2016
CMYK
CMYK
ACCOLADES Awards and Recognition
MPL conferred with Prashansa Patra Award Mr. Sanjay Kale receives Appreciation Letter
by National Safety Council of India from MARG - Chembur Trombay Industrial Belt
The award recognises MPL’s efforts for implementing and Mr. Sanjay Kale, Head - Fire & Safety recently received an
following the best safety practices at its plant located at appreciation letter from the Chairman - MARG for his long
Maithon, near Dhanbad. The award was received by association with Mutual Aid Response Group - Chembur
Mr. K. Chandrasekhar, CEO, MPL and Mr. G. B. Satpathy, Head - Trombay Industrial Belt.
Safety & Fire, MPL from Shri Bandaru Dattatreya, Hon'ble MoS
(Independent Charge) for Labour & Employment, Government Haldia division awarded ‘Certificate of
of India, at the Vigyan Bhawan in New Delhi in April 2016. Appreciation’ by National Safety Council
Carnac establishment wins ‘IGBC Gold’ Rating The award was presented in recognition of appreciable
achievement in Occupational Safety & Health during the
At the end of the final review of IGBC Existing Building project # assessment period of three years - 2012 to 2014 - and for
GEB 15 0428 ‘Tata Power Company Limited, Mumbai’ was developing and implementing effective management system of
conferred the Gold rating, making it the first establishment of procedures and achieving good performance in O.S.H by
Tata Power to have achieved this. The report is organised into National safety council, Mumbai.
five environmental categories as defined by IGBC’S Green
Existing Categories Buildings, which include Site & Facility Wind Operations division awarded OHSAS
Management, Water Efficiency, Energy Efficiency, Health & Certification
Comfort and Innovation. It received 71 points here.
DNG GL, post completion of the 2nd stage audit of Wind
TPDDL’s Social Responsibility Communications Operations division and recommended Tata Power Wind
initiative wins ‘Best Social Responsibility Operations for OHSAS 18001:2007 certification. The Company is
Communication’ title at 55th ABCI Awards the 1st IPP in India to have been nominated for certification. The
Auditor in his personal comment appreciated that the
‘Haath bhadhata, Haath Batata; Hamesha Aapka Saath Nibhata’ documentation part is excellent.
was a mass outreach program launched with an aim of
improving the quality of life of over 10 lakh people residing in Environment Management honor for MPL on
223+ JJ clusters and resettlement colonies spread across North World Environment Day, by Jharkhand State
and North west Delhi. The communication related to the Pollution Control Board (JSPCB)
initiative was promoted through a 360 degree media campaign
(traditional and new media) and on-ground initiatives like MPL was honoured
Nukkad Nataks, Poster Campaign etc. with 2nd runners up
award at a seminar
organised by JSPCB at
BNR Chanakya,
Ranchi. The awards
recognise efforts by
industries towards
protecting the
environment and
preventing pollution.
Tata Power is now
first among power
plants to receive this award. The award was given by Chairman,
JSPCB, in presence of Chief Secretary, Govt. of Jharkhand &
Principal Secretary, Forest & Environment, Govt. of Jharkhand,
JSPCB. MPL, Mr. Rakesh Jai Narayan Singh, Chief - O&M Services,
collected the award.
Tata Power Solar wins MNRE Award for
Rooftop Solar Power Projects
The National Excellence Awards 2016, instituted by Ministry of
New and Renewable Energy (MNRE) for the first time, were
presented on 7th June’16 at the National Workshop on Rooftop
Solar Power.
Enerji Talk Volume 42 Issue 3 40July 2016
EVENTS AND HAPPENINGS
Tata Power commemorates its Centenary journey by releasing a postage stamp
Tata Power recently culminated its centennial celebrations by releasing its official postage stamp that has been created as a
memento to the Company’s 100 years contribution to India’s growth story. Commemorating the efforts and contribution by
the company towards lighting up lives with Invisible Goodness, the Company dedicated the stamp towards building the
nation greener in the next 100 years. The stamp was unveiled by the Chief Post Master General, Mr. L. N Sharma in the
presence of Mr. Anil Sardana, CEO & MD, Tata Power.
The stamp symbolises the Company’s commitment and dedication to realise the vision of its founder, Mr. Jamshetji Tata,
that ‘clean, cheap & abundant power is one of the basic ingredients for the economic progress of a city, state or country’.
The occasion was also graced by some Senior Leaders of the Tata Group and Government officials from Department of Post.
Tata Power introduces universal app for all The process of spot billing is carried out by the meter reader by
entering the reading with help of a hand-held device through a
stakeholders and consumers in Mumbai and Spot Billing Application software. The readings are validated
through real-time reading and billing quality checks through
Delhi the system. The average time taken for this entire process is
around 90 to 180 seconds, as against the traditional process of
The Tata Power app is three days. The bill is printed with all the parameters to enable a
specially designed to be consumer understand his bill easily.
an exclusive platform to
help customers and Tata Power arm signs Share Purchase
other stakeholders to Agreement to acquire Welspun Renewables
connect and directly Energy Private Limited (WREPL)
engage with the
Company. The app has The Tata Power Company Limited announced recently Tata
been developed using Power Renewable Energy Limited (TPREL) has signed an SPA
one of the most robust with Welspun Energy Private Limited to acquire its subsidiary
SAP platforms - MCFU, WREPL. This represents the largest transaction in the renewables
which provides real-time space in India. WREPL has one of the largest operating solar
integration of the app portfolios in India spread across ten states. It has about 1,140
with its enterprise MW of Renewable Power Projects comprising of about 990 MW
systems. It also positions Solar Power Projects and about 150 MW of Wind Power Projects.
Tata Power as the first
utility in the global
power sector to do so.
The application is crafted
with almost all the
features which make it a
one-stop solution for all consumer requirements.
Tata Power launches Spot Billing facility for
consumers in Mumbai
Thanks to this latest technology device, electricity bills can be
printed on the spot and can include meter reading, along with
other necessary details. The Spot Billing facility will help
consumers get their electricity bill instantly and verify their
meter reading in the presence of the meter reader.
Enerji Talk Volume 42 Issue 3 41July 2016
EVENTS AND HAPPENINGS
Out of 1,140 MW renewable portfolio, nearly 1,000 MW of Tata Power through TPREL successfully
capacity is operational and balance capacity is under advanced
stages of implementation. commissions 44 MW Lahori Wind Farm
project in Madhya Pradesh
The 44MW Lahori Wind Farm project is expected to generate
approximately 84 MUs per year. TPREL also has a further 500 MW
of wind capacity under development and construction in
Gujarat, Andhra Pradesh, Madhya Pradesh and Karnataka.
TPREL currently operates 294 MW of Renewable power capacity Tata Power SED wins Night Vision order from
and 500 MW of Renewable assets are being carved out of Tata
Power into TPREL through a court process. In addition, almost BSF, Ministry of Home Affairs for Hand Held
400 MW of Solar and Wind power projects are under
implementation. Thus, TPREL with all these assets, would have Thermal Imagers
renewable assets portfolio of about 2,300 MW making it the
largest Renewable Power Company in India. Tata Power SED has received the order for the supply of Rajak
TBC DN-1, its indigenously developed Hand Held Thermal
Tata Power sets Archetype & Strategic Intent Imaging Systems (HHTI) (Cooled Version)).
The Archetype and Strategic Intent along with various options
for growth and consolidation were discussed with the Board of
Directors during two Strategy focussed Board meetings (on
13th Oct ’15 and 5th Feb ‘16). The Tata Power Strategy was also
shared with the Tata Sons Board of Directors on 24th Mar’16.
MPL's power generation up by almost 7% in Rajak-TBC DN-1 is an advanced Hand Held Thermal Imager
meant for Long Range Day/Night Surveillance application. It
FY16 over FY15 combines multiple sensors such as Thermal Imager, Day Sensor,
Digital Magnetic Compass and GPS Receiver, all in a single
Maithon Power Limited (MPL) generated 7172 MUs in FY16 as compact housing. It is a ‘Created in India’ product designed,
compared to 6684 MUs in FY15. The plant has implemented developed and manufactured at SED’s Optronics Facility in
2 x 525 MW coal-fired power project power in Jharkhand, which Bengaluru.
had languished for more than a decade. The power project
benefits close to 16 million domestic consumers apart from US Ambassador to India, Mr. Richard Verma,
supplying cost competitive power to industry and agriculture. visits TPDDL's Smart Grid Lab
Mr. Verma was accompanied by Mr. Kal Penn, Commissioner on
the US President’s Committee on the Arts and the Humanities
and Hollywood Actor; Mr. Idris Diaz, Deputy Mission Director (A),
USAID and other senior officials from the US Embassy and the
USAID. Besides the Lab, Mr. Verma and other dignitaries also
visited TPDDL’s grid connected 225 KW Solar Power Plant
situated in the vicinity. The solar plant is a part of the total 1.8
MW solar capacity built by TPDDL towards its commitment for
renewable power integration.
Enerji Talk Volume 42 Issue 3 42July 2016
EVENTS AND HAPPENINGS
The purpose of Tata Power-DDL’s Smart Grid lab is to test and Tata Power designed and developed the first Power
operationalize the implementation of advanced technologies Distribution Centre (PDC) in India in collaboration with ABB.
before they are deployed in the field and also to serve as a The PDC is a pre-fabricated modular enclosure that houses the
forum to demonstrate advanced technologies to national and MV Switchgear, LV switchgear and auxiliary equipment. This
regional regulators, state discoms, etc. engineered solution is an innovation and will overcome the
major challenges faced in rapidly growing cities and urban
Tata Power Solar commissions 20 kW project areas. Tata Power has been able to reduce the footprint of the
for Raj Auto 33 /11KV substation by almost 30%, civil cost of construction
by 82% as well as the gestation period of establishing the
Tata Power Solar successfully commissioned a 20 kW solar rooftop substation by two months.
project for Raj Auto, a Hero MotoCorp showroom, in Aurangabad.
The net metering policy has been recently introduced by the Tata Power Solar recently launched the final
Maharashtra Government and the 20 kW project is one of the first phase of its SAP implementation program,
such implementations of its kind in the state. Aspire
This is a major milestone in the journey of business
transformation and great investments, both in effort and cost,
have been made in development of these systems to integrate
critical functions.
With the completion of this solar project, Tata Power Solar has The steering committee, core and support teams, including
helped Raj Auto meet 100% of its power requirement through members from Tata Power and Tata Technologies, have been
renewable energy. The 20 kW rooftop project set up in the tirelessly working, days and nights, having spent more than
showroom has used 80 solar panels, manufactured by Tata 53,000 man hours to complete this migration in record time.
Power Solar, and will generate 33,000 units of power and offset
23 tonnes of carbon dioxide annually. TPREL wins two Solar grid connected
photovoltaic projects of 50 MW capacity
Tata Power commissions India's first Pre- each in Pavagada Solar Park in Tumkur
fabricated 33/11 kV Power Distribution district, Karnataka
Centre for its Mumbai consumers
The projects have been awarded through OPEN category
under the Jawaharlal Nehru National Solar Mission (JNNSM)
Phase-Il Batch-Il Tranche-l under ‘State Specific Bundling
Scheme’. TPREL has received the Letter Of Intent to develop the
projects and will sign a 25 year PPA with NTPC Vidyut Vyapar
Nigam Ltd.
Enerji Talk Volume 42 Issue 3 43July 2016
EVENTS AND HAPPENINGS
Firing stand designed, developed and 19th April, 2016. Project Kshamta, a functional competency
study, has been undertaken to retain and enhance Tata
manufactured by SED Power’s technical competency. The webcast was held for
employees in Generation, Transmission, Distribution and
A recent successful test firing of 155 mm howitzer being Corporate Engineering Functions, across locations.
designed and developed by DRDO and private sector partners
for the first time in India, had an indigenously created fixed BNRG Renewables teams up with Tata Solar
firing stand (FFS) with traverse freedom. This firing stand was and HSBC to complete €29m of solar power
designed, developed and manufactured by SED, and is meant projects in the UK
for testing the efficacy of barrel, breech block, recoil systems
and ammunition (part of ordnance) in an integrated fashion. The construction of 20MW solar projects was completed in
March. With project funding from HSBC, the Company
intends to hold the four 5MW projects located in West Sussex
and Wales.
TPREL completes acquisition of 100% In addition to providing carbon reduction to the tune of
10,500 tonnes per year, the four projects, built on a
shareholding in IRRJL cumulative 110 acres, will together produce enough
electricity to power over 6,500 homes annually for 30 years.
With this acquisition, Tata Power’s total generation capacity now The 78,000 solar PV panels required for the projects were
becomes 9213 MW and current operating non-fossil based supplied by Tata Power Solar.
capacity at 1704 MW. The Company has operating WIND
capacity of 647 MW spread across six states of Madhya Pradesh, MPL Plant organises Partners’ Meet
Maharashtra, Gujarat, Tamil Nadu, Karnataka and Rajasthan.
Maithon Power Limited (MPL) organised a Partners’ Meet at
Tata Power Renewable Energy Limited Asansol on 17th June 2016. In the course of its existence,
(TPREL) wins 30 MW solar project in various vendors associated with MPL have played a vital role
Maharashtra under National Solar Mission in the organisation's growth. The objective of the meet was to
consolidate this partnership and to enhance the relationship
The projects have been awarded in the DCR category under the further, where ideas were exchanged for improvement in
Jawaharlal Nehru National Solar Mission Phase-Il Batch-IlI quality of supplies & services, cost reduction and to sustain
Tranche-l under ‘State Specific Bundling Scheme’. TPREL has business operations towards achieving strategic objectives of
received the Letter Of Intent to develop the projects and will the organisation and also to inculcate ethical practices and
sign a 25 year Power Purchase Agreement with NTPC Vidyut best way forward on safe working.
Vyapar Nigam Ltd.
Special webcast held by COO & ED on
Project Kshamta
A special webcast on Project Kshamta was conducted by
our COO & ED, Mr. Ashok Sethi, from Bombay House on
Enerji Talk Volume 42 Issue 3 44July 2016
CARE FOR COMMUNITY: KEY INITIATIVES
Bhira CSR organises Paddy distribution program on World Environment Day
Bhira CSR team distributed Paddy seeds on 3rd, June 2016, to farmers. In all,
1.000 kg paddy seeds, Jaya-Mahabeej, were distributed among 100 poor
villagers selected from BPL families. Sixty-eight farmers from Patnus Gram
Panchayat and 32 farmers from Mulshi, Male, Jamgaon and Waghwadi in
Mulshi HW area benefited from the program.
Mr. Vijay Mhamunkar (Sarpanch, GP Patnus), Chief Guest, Mr. SB Vedpathak
(Group Head - Bhira), Mr. GB Deshmukh (Group Head - Bhira) and
Mr. DB Kulkarni (Union representative - Zonal Secretary), were present.
Mr. PK Bhoye, Mr. PR Tupe, Mr. S. Kandi, Mr. GP Railkar, Mr. Dilip Kawade and
members of the CSR Committee arranged the program. A special lecture
and interaction were arranged by CSR Committee to inform the villagers on
sustainability, effects of climate change by Mr. S Kandi and Mr. GP Railkar.
Fish's Knights and Junior Green Heroes Week’ was organised in the Shiksha Sarthi villages, wherein
undertake Mahseer Hatchery Visit children formed their own groups and got a set of activity
sheets to encourage them to read and solve basic mathematical
Ahead of the World Bio-Diversity Day, Tata Power’s Act for problems every day.
Mahseer initiative conducted an exclusive visit for its employees
who have pledged to Save Mahseer and are certified Fish’s The first phase saw approximately 147 people registering
Knights along with the Junior Green Heroes to the Mahseer themselves as village leaders and 207 as village volunteers. Also,
Hatchery at Walwhan on 20th May 2016. The visit entailed a 121 villages were reached out to and 117 report cards were shared
detailed walkthrough and hands-on experience of the entire in 117 villages to discuss the learning levels of children with the
breeding process of the Mahseer fish. The key highlight parents and the community members. In the second phase, the
involved Fish’s Knights & Junior Green Heroes getting together initiative saw participation of approximately 1,900 children within
and releasing more than 1000 Mahseer fingerlings in the 70 villages with support from 126 village volunteers.
Walwhan Lake.
Tata Power organises Skill Development
CGPL celebrates the success of ‘Laakhon Program for youth in Mulshi
mein Ek’
The Skill Development Programme on farming skills and
The Lakhon Mein Ek campaign has so far reached out to more techniques for the youth from Mulshi lake area, organized by
than 100,000 communities and villages across India. This was a BVDU Social Sciences Centre on behalf of Tata Power
phased campaign, with the first phase being launched in Community Development Trust. The programme was conducted
November 2015. In Mandvi and Mundra, the Shiksha Sarthi work at Suman Nursery and Agro Tourism Centre situated at
areas, the first phase witnessed mobilization of communities in Ambadvet in Mulshi taluka. Proprietor of Suman Nursery and
order to take responsibility of improving status of education in agriculturist Mr. Ramchandra Bhumkar along with Krishi
the communities. The second phase of the campaign, ‘Reading Sahayak Mr. Dattatraya Kalngar shared their experience and
provided guidance about the farming skills and techniques
required in this part of Mulshi Taluka and provided valuable
information to the participants. Krushi Sahayak Mr. Dattatray
Kalngar shared important information about the government
schemes, subsidies and facilities available for the agriculture and
agro based activities in his speech.
TPCDT Haldia team installed Solar Street
Lighting Systems
TPCDT Haldia team installed Solar Street Lighting Systems in
the public places of Khanpur, Champi, and Basulia villages of
Haldia. The public places were selected in consultation with
the community.
Enerji Talk Volume 42 Issue 3 45July 2016
CARE FOR COMMUNITY: KEY INITIATIVES
Tata Power's Employee Volunteering Week assists
destitute women at Dherand, Maharashtra
The CSR team of the Dherand project of Tata Power endeavoured
to enlist the names of the destitute women by conducting
surveys around Dherand and Shahapur Villages, Maharashtra.
The successful drive by the CSR team at Dherand has helped in
raising a total of Rs.7,26,800 through Government schemes.
The drive was also supported by the employee volunteers to
collect necessary documents required for the schemes.
During Tata Power’s various interactions with the community,
the villagers expressed concerns about frequent load
shedding that resulted in dark and unlit roads at night, many
areas of village not having any lighting system, making it
difficult for them to navigate and sometimes causes safety
threats also. To bridge this gap, TPCDT installed 17 Solar Street
Lighting Systems in the roads and public places in three villages
of Haldia.
INTERNATIONAL YOGA DAY CELEBR ATED ACROSS TATA POWER
June 21 is observed as International Yoga Day and was of the sessions. CGPL celebrated International Yoga Day by
celebrated across various Tata Power locations, including the organising a mass Yoga session on three different venues for all
Hydros, Trombay, Carnac and Noida. At Bhira, various asanas stakeholders. The program was organized at CGPL residential
were practised and employees shared what changes Yoga has Township for employees and their families and in plant premises
brought in their health and wellbeing after practising it for for employees & business associates (contract workmen).
about 6 months. A one hour session was conducted at Khopoli Another program was conducted in the evening by Ekta Ladies
on 22nd June 2016 by Mr Dhanappa Mendgudle - Head club for all the township members. To celebrate this day at
Bhivpuri- Khopoli Hydro Power Station, who also explained the Shatabdi Bhawan, Noida, employees organized a 45 minutes
benefits to employees and demonstrated a few exercises. session by professional Yoga instructor, Ms. Upma Gupta.
At Carnac, the Capability Development team of SHR organized a Trombay division celebrated the event at Senior Trombay Club
90-minute session on “Yoga – Tools for Transformation” in in Tata Housing Colony. Yoga Guru Shri Pramod Desai from
collaboration with Isha Foundation. In all, 22 employees Shri Ambika Yog Kutir guided 30 participants to do various
participated in this session and the program was well-received. breathing exercises and asanas as per the program by
Each participant was given a DVD with demonstration of asanas Central Government and elaborated the importance of Yoga in
and pranayams for use of daily practice and reinforce learnings everyday life.
Enerji Talk Volume 42 Issue 3 46July 2016
SPARSH
In-house TAS (Tata Administrative Services) is the flagship programme for
young talent within Tata Group, to be groomed for leadership positions in
over 100 independent companies. TAS program provides cross functional
opportunities across industries, companies and geographies, international
exposure, opportunities for professional growth and lifelong career
mobility.
The In-House TAS 2016 edition for Tata Group employees was launched in
November 2015. Mr. Rupesh Patel from Corporate Safety cleared all the selection rounds and will join the TAS batch of 2016.
Rupesh also successfully cleared ACE, Tata Power’s flagship talent management programme to identify and groom young
talent and became an ACE Officer in 2014.
We wish Rupesh all the best in all his future endeavors.
In an effort to value the importance of recognition and endeavours to
innovate its R&R practices in order to meet the changing aspirations & needs
of its people, Tata Power launched Xpressions & Connect2solve in January
2016.
Xpressions is a platform to institutionalize 360 degree recognition with
instant acknowledgment & appreciation of the contributions of colleagues.
Apart from being a recognition solution, it is also expected to act as an
organizational micro blog promoting digital connect across the organization thereby eliminating the limitations of distance
and time.
Connect2solve has been designed as an e-interface for the employees
to raise their queries, concerns, & issues in HR, ES&A and Medical space
which will be resolved by the concerned teams within defined timeframe
with feedback loop closure to the initiator. This platform will ease the
process, enhance the effectiveness of resolution and sharpen the
accountability.
Performance Management System [PMS] in Tata Power has evolved
over the years and in 2016, based on feedback of employees through
Organization Level initiative - ‘SRIJAN’, it has moved to next level of
maturity. In line with the People Purpose Statement, the new PMS aims
at further strengthening the principles of meritocracy, fairness,
transparency & objectivity and enables people to achieve full
potential. The Annual Performance Review for FY’16 was initiated and
concluded recently.
Annual Employee Engagement Survey was conducted between
18th and 29th January 2016. 96.04% of officers responded through on-line
survey and expressed opinion on the ‘State of Engagement’ in the
organization as experienced by them. The survey was conducted and
managed by Aon Hewitt. While NELCO and Tata Power (including
International (Assignments), CGPL, MPL, TPTCL, TPCDT, TPIPL & TPREL)
recorded a betterment in the engagement scores of their officers over last
year, in all 63 teams across Tata Power Group reported their engagement
level at 100%.
Enerji Talk Volume 42 Issue 3 47July 2016
WORLD ENVIRONMENT DAY ( WED) 2016 CELEBR ATIONS
The Company organised various engaging initiatives across plant locations to celebrate World Environment Day 2016 keeping
with the theme ‘Join the race to make the world a better place’. A massive tree plantation drive on World Environment Day
across its business locations in India where around 25,000 saplings were planted. Continuing the noble initiative throughout
the year, Tata Power has committed to plant several lakhs of saplings in FY17.
In addition to tree plantation, other initiatives like cleanliness drives, poster-making, environment-based quizzes, awareness
rallies, etc. were undertaken by various divisions.
Bhira Jojobera - EMD Purnea store - Powerlinks
CGPL
Bhivpuri SPGCL, Raigarh
Trombay U#7 EMD
Trombay
Maithon - Coal Yard Area
CGPL - CHP SED Project site
Powerlinks - Siliguri
Enerji Talk Volume 42 Issue 3 48July 2016
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