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RU - 13 Dec 2014 V1 CEO’s Perspective HR Convention - 2014 Ravi Uppal, MD & Group CEO - JSPL 13 December 2014 1.

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Presentation on theme: "RU - 13 Dec 2014 V1 CEO’s Perspective HR Convention - 2014 Ravi Uppal, MD & Group CEO - JSPL 13 December 2014 1."— Presentation transcript:

1 RU - 13 Dec 2014 V1 CEO’s Perspective HR Convention Ravi Uppal, MD & Group CEO - JSPL 13 December

2 Jindal Steel & Power Limited2 Jindal Steel and Power Ltd Driven by Entrepreneurship & Passion

3 Jindal Steel & Power Limited3 Jindal Steel and Power Ltd Annual turnover of JSPL US$ 3.3 bn+ Future investments committed across continents US$ 30 bn Steel making capacityMining capacity MTPA Power capacity 5,200 MW Pellet making capacity 9 MTPA29 Countries Ensuring pan-India presence, covering 400 districts for retail business People strength 20,000+ Lives impacted by JSPL’s social endeavours 9 Lakh+ Saplings planted 7.4 mn MTPA Export presence 1,400 Dealers

4 Jindal Steel & Power Limited4 JSPL Business Segments Power Mines & Minerals Global Ventures Steel 8.50 MTPA Mining MTPA Power 5200 MW Business segments Current Capacities – Domestic & Global Pellet 9 MTPA Cement 0.7 MTPA Steel & Cement

5 Jindal Steel & Power Limited5 Version 4 | Global Business – A Two Pronged Focus A Platform to Enhance Backward Integration A Driver for Profitable Growth - New Markets & Strategic Beachheads JSPL – The Global Footprint

6 Vision “To be a globally admired organization that enhances the quality of life of all stakeholders through sustainable industrial and business development.” RU - 13 Dec 2014 V16

7 Mission We aspire to achieve business excellence through:  The spirit of entrepreneurship and innovation  Optimum utilization of resources  Sustainable environment friendly procedures and practices  The highest ethics and standards  Hiring, developing and retaining the best people  Maximizing returns to stakeholders  Positive impact on the communities we touch RU - 13 Dec 2014 V17

8 Jindal Steel and Power  Highly Entrepreneurial organization  Excellent Business model  Quite innovative and nimble footed  Energetic management team  Largely owner driven  Owner – highly dynamic and ambitious  Informal structure and communication  Rapid growth – Turnover of 20,000 Cr in 25 years  Limited number of operational locations  Consistently Profitable  Party of Nifty index  Largely centralized decision making So Far… RU - 13 Dec 2014 V18

9  To become....USD 20 Billion Company with Market Cap of USD 30 Billion  To become....Global Organization - 25% of Revenue from International Business  To become.... A trusted Brand : From Commodity to Brand!  To become....USD 20 Billion Company with Market Cap of USD 30 Billion  To become....Global Organization - 25% of Revenue from International Business  To become.... A trusted Brand : From Commodity to Brand! Performance Excellence Vision Imperatives Excellence Drivers Culture (Will) Capability (Skill) Now….Owner Driven  Ownership Mindset Now…Individual brilliance  Institutionalized excellence Now…Information flow through informal networks  Single source of truth Now…Business segment performance  Power of the Enterprise Entrepreneurial - Speed, Efficacy, Probity Leadership, Business & People Capabilities RU - 13 Dec 2014 V19

10 Jindal Steel and Power  New business segments  Rapidly growing Global footprint  Targetting > 20% annual growth rate during the next 10 years  Operations in Multiple location  Increasing competition from local and international players  Need for “Cost Leadership”  Policy impediments Future Challenges RU - 13 Dec 2014 V110

11 Jindal Steel and Power  Changing from “Owner driven” to “Ownership Mindset” culture  Need for elaborate system and institutionalized processes  Clarity on “Roles” and “Responsibilities”  Formal targets and budgets  Strengthen Leadership – Multiple leaders  Robust governance system  “Good to Great” Agenda Imperatives RU - 13 Dec 2014 V111

12 Jindal Steel & Power Limited12 New Initiatives at JSPL Creation of dedicated business segments, business units and “Mini CEOs”Creation of dedicated Mines and Minerals segmentCreation of Central functions cutting across businessesMonthly financial performance review with BUs and cost centresRobust bottom up, zero based budgeting systemsStrategic and Operational Governance StructureConstitution of Investment and Risk management committeeConstitution of Product Committees

13 Positioning Businesses for Growth and setting overall targets Portfolio Governance Driving Inclusive & Participative Management and setting group strategies Strategic Governance Enhancing Efficiency & Effectiveness and executing agreed strategies Operational Governance Three Fold Governance Mechanism RU - 13 Dec 2014 V113

14 Moving towards Plural Leadership Strategic Governance Structure Operational Governance Structure RU - 13 Dec 2014 V114

15 BS / BU wise Org Structure RU - 13 Dec 2014 V1 Chairman Naveen Jindal Chief Advisor Anand Goel MD & Group CEO Ravi Uppal Business Strategy Corporate Planning Group Internal Audit Harish Dua Group Procurement Pravin Purang Company Secretary Jagdish Patra POWER RS Sharma: MD & CEO JPL; Mines & Minerals Manish Kharbanda Steel, Cement Ravi Uppal MD & Group CEO Global Ventures Rajesh Bhatia Executive Director EPC, Construction Materials SS Raju President Realty Anil Behl Executive Director HR & Administration Rajeev Bhadauria Director Finance & Accounts K Rajagopal Group CFO Corporate Centre Ravi Uppal MD & Group CEO Business Segments Functions 15

16 Organization’s Fabric RU - 13 Dec 2014 V1 Steel & Cement Power Mines & Minerals Global Ventures Realty EPC, Const Materials Finance HR IT HSE Corp Affairs Corp Comm Legal Logistics Aviation CSR Environment 16

17 Transformation initiatives at JSPL  Clear roles and responsibilites; KPIs  Build strong systems and processes  Decision to be perceived as “Objective”; “Transparent”; and “Fair”  Gain Employee Trust and Respect for the organization  Strong internal communication  Ownership of performance at various levels  Matching “Delegation of Authority” at various levels  Objective measurement of performance and accountability 1. Create a “Performance Enabling” environment RU - 13 Dec 2014 V117

18 Transformation initiatives at JSPL  “Vision” and “Target Setting” with active participation of employees  “Buy – in” of new initiatives / policy changes must for its success 2. “Vision” and “Target Setting” 3. Nurture “Plural Leadership”  People believe more what they see than what they hear 4. Leadership to lead by example  Lead from front to set an example  Prompt from behind to inspire 5. Lead from front RU - 13 Dec 2014 V118

19 Transformation initiatives at JSPL  Gives employees proud and internal strength to manage challenges 6. Value based culture a must  Listen to what they say and what they need 7. Leverage power of “Young minds” 8. “Technology savvy” and “Execution oriented” culture 9. Equal respect for all “Employees” 10. Organization should defined what it treasures the “MOST” 11. Continuous Training & Skill upgradation of employees through a structures process RU - 13 Dec 2014 V119

20 Leveraging Young Minds Success of Organization critically dependent on how we leverage the “Young Minds” making up > 75% of work force <1% 24% 75% Junior Management Age: 25 – 35 years Middle Management Age: 35 – 50 years Senior Management Age: 50 – 65 years RU - 13 Dec 2014 V120

21 Building Capabilities (Skill) Leadership Exploration And Development Delivering Performance through Leadership Development Achieve business ▪ Globally fungible leaders ▪ Managing a P&L in a BU/ division/function ▪ Running units or functions at units as part of a BU/ corporate functions ▪ Functional leaders by archetype (project mgmt, mfg, HR, fin etc) ▪ Manage large teams and work across divisions OR gaining early functional excellence ▪ Managing small teams, focus on basic induction RU - 13 Dec 2014 V121

22 Building Culture (Will) Culture A reenergised culture to foster strong foundation for growth across all levels Vision, mission, values statement Capability Systems Reporting Structures Decision Rights Training Focus Internal Communication Policies Performance Management Business Processes & Metrics Tone set by senior leaders Informal networks Meaningful manager-employee connections Peer-to-peer interactions Pride builder Initiatives Awareness Building FORMALLEVERSFORMALLEVERS INFORMAL LEVERS RU - 13 Dec 2014 V122

23 Approach to Salary Revisions “Compensation Decisions” Presented By Manish Kharbanda Thank You RU - 13 Dec 2014 V123


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