Final ET Theme & Regular Vol. 42, Issue 3, July 2016 - 01 07 16

A Tata Power Group Magazine Vol. 42, Issue 3, July 2016Guest Editors’ Special Journey towards Excellence!HighlightsMaking excellencea habit! 06The ExcellenceAlgorithm 11Assessors’ Talk! 17Many steps, one path! 22Spreading smilesthrough Excellence! 29Experiences ofApplication Writers! 33Excelling at Excellence! 35Next horizon forbusiness excellence! 37Good, Fad and the Funny! 39

In theNews IN THIS ISSUE....In the News 02 Accolades 40From the MD’s DeskMaking excellence a habit! 03 Events & Happenings 41The Excellence AlgorithmMentors Speak 06 Care for Community: Key Initiatives 45Assessors’ TalkMany steps, one path 11 International Yoga Day celebrations 46TPDDLTata Power Solar 15 Sparsh 47Tata Power SEDSpreading smiles through Excellence! 17 World Environment Day 2016 Celebrations 48Experiences of Application Writers!Excelling at Excellence! 22 A Musical Night! 50Next horizon for business excellence(Interview of Mr. Vivek Talwar) 23 Literary Section 51Good, 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 CorporateCommunications, Tata Power.02 Enerji Talk Volume 42 Issue 3 July 2016

From the MD’s DeskDear 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 embarkedupon 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 perusalof 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 hassuccessfully supported the Tata Group to evolve in its pursuit of sustainable performance. The journey thatbegan 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 growingdeeper 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'sadoption with Business Excellence has been getting deeper. Being 100 years young, the time is now ripe toreflect 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 ofBusiness Excellence in the Company - the growth journey, making excellence a habit, using BusinessExcellence to deliver Customer Affection; creating an environment of innovation, among several others. Thisissue of Enerji Talk, like the previous two, have been put together by inviting colleagues as guest editors. Theyhave helped shape this issue of the magazine with their inputs and ideas. Interestingly, for this issue, we'vehad team members join us from our SBUs, functions, subsidiaries - TPDDL, Tata Power SED and Tata PowerSolar - each bringing with them stories of their tryst with Business Excellence! Do read on and immerseyourself 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 officialpostage stamp was unveiled recently. The stamp was created as a memento to the Company’s 100 years ofcontribution to India’s growth story and was unveiled by the Chief Post Master General, Mr. L. N. Sharma. Thestamp 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 toacquire the latter's subsidiary Welspun Renewables Energy Private Limited. This represents the largesttransaction in renewables space in India. TPREL with all these assets would have a renewable assetsportfolio 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 completedthe plantation of over 25,000 saplings on World Environment Day this year, and has committed to plantseveral lakhs of saplings in FY17. Let me also take this platform to urge each one of you, in your individualcapacity, 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 theupcoming TBEM season. I would urge each one of you to put your best foot forward and be receptive to alllearnings that will come your way in the journey of Business Excellence!With regards,Anil SardanaCEO & 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 artistWe're back with yet another Guest Editors' Special issue, this time spearheaded by ourcolleagues from various departments, even businesses! Needless to add, the articlesare 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 AjitKorhalkar 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 Aggarwalawaiting Roychoudhury Sachin Ketayun Mujumdar Fallahzadeh Saarthak Khurana Joydip Richa Roy GautamManipal AjaySingh Reen UnnikrishnanBoban Ranjit ShashankChacko 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 Unnikrishnan06 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 theseinterest for philosophers, risks that it faces. segments will be different and hence, theacademicians, researchers and of approach has to be comprehensive to meet thecourse, 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 thePeters and Robert Waterman) and Model commonly known as the ground - or is it a document which is not reectedeven movies (Chak de! India). There Baldrige Model, the Baldrige Criteria, in the realities on the ground? Often, the approachis enormous interest in searching for or The Criteria for Performance may factor in tools/resources (e.g. an analyticalthe magic formula that makes Excellence gives us a clear direction software which lets the agent at the bank chooseindividuals and organisations pursue as to how an organisation can the right products). However, the agents may notexcellence, and how they can pursue excellence as a journey. The have been trained on the same adequately, or mayconvert 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 isWe will attempt to discuss and share philosophy can drive the variable, i.e. used at some locations and not usedour thoughts on both these aspects: organisation towards excellence as it at some.l How can an organisation will promote maturity, efciency 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 orl 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 rene 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 throughExcellence in an and sizes of organisations because it feedback from clients/customers, market shareOrganisational Context: asks the questions that all high comparison with competition, protability of theA Journey performing organisations consider, investments for customers, protability of and leaves the answers to those who investments to the bank, benchmarking/best Excellence
can
be
attained
can best determine them - the practices from other organizations, etc. if
you
care
more
than
what
people who work in the organisation. others
think
is
wise,
risk
more
To take a specic example of l Integration: This is probably the area where any than
what
others
think
is
pursuing excellence in customer large organisation of our size needs attention. It practical,
and
expect
more
service, the questions that we have refers to how much the different systems and than
others
think
is
practical.
to ask ourselves are: processes within the company are in- If
you
seek
excellence,
l Approach: Do we have a dened sync/aligned to current and future goals and you
must
avoid
the
habit
of
objectives. For example, if customer service is the making
excuses. process that helps us address most important goal for the organisation then the the key requirements of different different processes should also contribute to thisToday's business environment segments of customers? For such as performance management systemglobally and in India, is often example, a bank (say, ICICI) has should reward/recognise service rather thandescribed by the term VUCA - an multiple segments of customers volume, hiring/succession planning should factoracronym used to describe or reect - HNIs; youngsters (who have the right behaviours, which contribute to ser viceon the volatility, uncertainty, recently acquired a bank excellence, communication from the leadershipcomplexity and ambiguity of general account); retirees and hence, should dwell on this. In addition, learning fromconditions and situations. The pace safety seekers, etc. The different par ts of the organisation, which canof change and disruptions - which requirements (investment increase the pace of change towards the goalsprovides 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 ofbusiness world has not seen in the integration is easy to feel - but to exactly pinpointpast. Excellence in today's context is what elements are aligned/integrated is morehence largely about how an subtle and difcult to identify. Hence, integrationorganisation 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 HarmonisationWay 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 Renement l Pro-actionApproach without Deployment without An Approach without An Approach withoutDeployment is an an Approach is an learning is Integration requires interesting anecdote inefcient needless Reinvention IntentionImportance 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 thanPursuing A-D-L-I without an because they are hard. complex. You have to work hard to get youroverarching/BHAG (Big Hairy l Amazon: Every book, ever thinking clean to make it simple. But it’s wor th itAudacious Goal) is no fun and will printed, in any language, all in the end because once you get there, you cannot 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. Someyears as has been the case for Tata more than zero injuries. It means people aren't used to an environment wherePower. BHAGs create energy, align forward thinking - “thinking as excellence is expected.efforts, attract the best talent, inspire far ahead as you can think, andand develop people. Impor tantly a then thinking further. Their motto l Learning: Sometimes when you innovate, youBHAG 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 cameteams should be spending time. Only into work. l Integration: My model for business is Thehaving a BHAG and no ADLI will Beatles. They were four guys who kept eachmean that the goal will remain a There is perhaps no one in the others' negative tendencies in check. Theypipe-dream. Some of the examples recent past who has captured the balanced each other and the total was greaterof the memorable goals have been: imagination and symbolises than the sum of the parts. That’s how I seel 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 theSuccess and excellence are often responsibility to become what you want, despite yourused as interchangeable synonyms, comprehensive education!” It took the students abut 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 wasoften dened and measured against highlighting the fact that they are the ones who need toa set of external goals. Excellence, do the learning and the doing. All the best classes inon the other hand, is about our all the best schools cannot compensate for the lack ofinternal circumstances and how we effort, and vice-versa. All the lack of great classes anduse what we have to do our best. schooling cannot stop one from fullling their goals.Why do we so often need to compel 1887 in Erode, Tamil Nadu as a rst Novak Djokovicourselves 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 bywe want? What can we do to he learnt the religious tradition, which holding all four grand slams (Australian, US, Frenchdeliberately star t and build a fullling remained part of his daily life till the and Wimbledon) at the same time. In fact, thislife? These are the two simple end. Ramanujan learned college-level achievement is so difcult to achieve in today's age ofquestions which can be answered by mathematics by age 11 and the power tennis that the last man to hold all four majorexcellence. There is more than one generated his own theorem by age of titles simultaneously was Rod Laver in 1969. A careerway to achieve excellence. The 13. At an age of 23, he submitted his grand slam of course has been achieved by RogerIceberg Principle simply says that rst research paper in the journal of Federer and Rafael Nadal but even these greats havethe majority of our effor ts are Indian Mathematical society. And then not held these titles at the same time. Djokovic, ainvisible to the eye. An impor tant he met Prof. Hardy who called him a 29-year-old from Serbia, owns six titles from theaspect of this principle is that often natural genius and invited him to Australian Open, three from Wimbledon and two fromthe effort we make is meant to University of the Cambridge. At a very the U.S. Open for a Grand Slam total of 12. Amongachieve 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 toOne of the key sources of excellence win but there is more to his achievements than pureis our ability to change. It is our Ramanujan recorded the bulk of his talent. In the book, ‘Serve To Win’, Novak Djokovicability 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) alongis how we succeed - no matter what before leaving for England. Those with a gruelling training regime has helped him buildwe call success. We succeed by three notebooks were published as a the foundation to become one of the legends of thelearning to use “uncomfor table” and two volume set in 1957 by the Tata game. Physical tness along with mental strength andlive 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,
that
despite
the
legendry people who always inspire hardship
faced
by
us to thrive for better: Ramanujan,
he
rose
to
such
a
scientific
standing
and
Srinivasa Ramanujan Iyengar reputation,
that
no
Indian
The famous mathematician who is has
enjoyed.
also known as \"The man who knewinnity\", 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 isThe 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 theCalcutta, MC, is known far and wide. lives of the 'poorest of the poor' in Change is everywhere, but we need to lookout for theA Roman Catholic religious sister the country, attention of Indian changes which helps us grow, to do something better.and missionary, Mother Teresa, ofcials, including the then prime Despite the power of our imagination, we need to letfounded the Missionaries of Charity, minister, who expressed his someone else be the rst man on Mars; or the rsta Roman Catholic religious appreciation. woman to discover time travel. Despite the vastnesscongregation, in her lifetime, and of the Universe we need to focus; have a singularcontributed to the service it rendered Her excellent works towards the vision. Despite, the endless possibilities to dream upto 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, weThe 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 beatied as \"BlessedTeresa received the Vatican Teresa of Calcutta\". A second How do we choose? And the answer is By focusingpermission on 7 October 1950 to miracle was credited to her on the one thing that makes us most alive. It is ok tostart the diocesan congregation that intercession by Pope Francis, in change it later. We will discover something else thatwould become the Missionaries of December 2015, paving the way for makes us more alive. Our lives’ stories are going toCharity. Its mission was to care for, her to be recognised as a saint by evolve. Better be ready to evolve with them. Despitein her own words, \"the hungry, the the Roman Catholic Church. Her how we might feel today, someday we will be able tonaked, the homeless, the crippled, canonisation has been scheduled for connect the dots. That’s why we need to accept thethe blind, the lepers; all those people 4th September 2016. change and keep going. We can’t leave dots behind ifwho feel unwanted, unloved, uncared we stay in the same spot. There will be just one giantfor throughout society, people that I
alone
cannot
change
the
world,
dot, and we will be in the middle of it. Nothing tohave become a burden to the society but
I
can
cast
a
stone
across
the
connect to!and are shunned by everyone.\" What waters
to
create
many
ripples.”
began as a small congregation with -
Mother
Teresa Despite degree/cer ticate, education is not over. It can13 members in Calcutta; by 1997 only be over when you say it is over. Despite yourhad 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 responsibilityhospices and charity centres to become really good at something. Apar t fromworldwide, and caring for refugees, At a cellular level, we are changing maintaining a wide range of interests and hobbies, wethe blind, disabled, aged, alcoholics, every single second. On a need to choose a primary mission. It could be anthe poor and homeless, and victims psychological level, we are changing occupation, vocation, purposer, life’s goal. Theseof 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 ussisters 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 nallyThe strength of her beliefs enabled get used to something. We even hate We would like to leave you with some thoughts andMother 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 yourfor people with HIV/AIDS, leprosy keeps us moving forward. It keepsand 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. Be
the
change
that
you
wish
to
see
in
the
world.
-
Mahatma
Gandhi
10 Enerji Talk Volume 42 Issue 3 July 2016

The Excellence AlgorithmThe greatest voyages began with a tiny step,likewise ours! What has our journey of excellencebeen like? We asked around…Next to excellence is the appreciation of it.William Makepeace Thackeray,an English novelistGuest Editors: Ketayun Joydip Fallahzadeh Roy 11Enerji Talk Volume 42 Issue 3 July 2016

The Excellence AlgorithmEvery single day organisations are waking up to newcompetition and threats from domestic players,multinational corporations, unorganised units in smalltowns and cheap imports. With such an uncertainbusiness environment, it is the need of the hour thatcompanies 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 haveresistance to any change. Quite often leaders of the company and asked assessed ve group companies. This experiencewith coaxing and cajoling people do their view on TBEM has helped me gain knowledge on overall businessgive in and agree to try out different perspectives, including understanding of thepaths. So also with Business market, customers, strategy and the environment.Excellence - it does not pursue Practicing the TBEM framework has helped me toquality in a compartmentalised and develop myself as a Leader and shoulder higherlimited sense, but it is important to responsibilities in different business andweave it into the fabric of the geographies, with condence.organisation.TBEM has been the driving force that Mr. Dinesh Kudalkar Mr. Sanjay Dubehas helped Tata companies to driveexcellence in their respective Chief - O&M, CGPL Chief - Strategy, Corp. Planning & PAGsectors. Over the years, this uniquegroup initiative has been the glue Tata Business Excellence Model TBEM - if viewed as an imposition, its value isin binding the group together and (TBEM) has immensely benetted 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 waysenior leaders of the group taking excellence. It has redened Tata through things, learning as we go along and transferthe 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 ofethos 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 learningTata Power became one of the early mantra (Approach, Deploy, Learn, into processes and corrected or embellished theseadopters of this philosophy and and Integrate) has acted as a leanings through experience. One of the benets ofembarked upon the excellence catalyst for accelerating Tata this journey is the satisfaction and recognition thatjourney. 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 theplace in the Power Industry. It has Sustainability. TBEM has infused ‘want to improve’ that brings about the desire toalso 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 iscustomer-oriented even with Integration, which is helping Tataassured 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 thatwe can acquire. It is a longprocess. It takes commitment. Thisis not a world of just taking awards.It is a long twisted, difcult road,lled with obstacles.\" - Ratan Tata,at the Business ExcellenceConvention 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 eachthird step is to be dedicated to the instil a culture of continuous one of them exhibits when it comes to managingprocess. Once all this happens, the improvement and it is exible various aspects of the business. Learning from otherprocess is no longer an imposition enough to be used in bite-sized businesses, with certain customisation can beas it works itself into everyday life chunks or for specic 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 beenare the 4 “D”s - the fth one is study for Safety and Operational providing an excellent opportunity for every companyDivine Intervention, what a lot of us Excellence. The ndings of the within the Tata Group to become self-aware, learn fromcall 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 DeploymentCEO, IEL & Chief, correcting the trajectory of change systems in the Tata Group. For a company like TataKalinganagar 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 isassessments and three of them as The process also gives us made across the organisation. The journey made inDy. Team Leader and one as Team opportunities to look for role the direction of excellence in this process has beenLeader. This is in addition to many models in the TBEM practitioner driven by persistent efforts of teams within theinternal assessment opportunities community and learn from them. company. At the same time, signicant learning andwithin Tata Power. In spite of this, (Good Practice Visits, on-line critique from other leaders of the Tata Group that wereevery assessment cycle makes me knowledge base, webinars, delivered at the doorstep of the company over severalrealise that I am still a learner and I Innovistas, etc.). We may have to rounds of assessments has been effectively utilised instill 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 benet from the across the organisation. TBEM, the individual assessors involved benet 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 Yatnalkaran assessment I take a pledge toadopt and practice some of the Group Head, Strategic Finance Group Head - Internal Auditbest practices learnt from theprevious assessment cycle and to Like they say, \"Issues faced by In year 2003, to give impetus to TBEM, then CQHbe honest, I genuinely try to do it. I businesses across industries are as mandated to nominate one employee from eachbelieve that it has denitely made similar as they are dissimilar.\" department for internal assessor program. Ime a better Leader, better Manager volunteered & grabbed this opportunity out of myand a better Employee of the curiosity to know what is TBEM and externalcompany. As a Leader it has helped assessor experience. As it is said, TBEM is likeme to deliver the strategy,understand and prioritise what isimportant to do as a leader and todevelop a unique culture whereexcellence is the norm. 13Enerji Talk Volume 42 Issue 3 July 2016

The Excellence Algorithmdoing short time MBA, it changed Excellence is a never ending journey their journey of excellence. Tata Power is not anmy thinking on how to see and thekey to success is exception. Being a practitioner of TBEM for more thanbusiness and many facet of implementing initiatives in the true a decade, it has actually helped Tata Power tobusiness like customer focus, spirit, focus on stakeholders withstand the industry changes and regulatoryleadership system, Process changing expectations, be sensitive reforms that have taken place in Power Industry.management, focus on results, to internal customer needs andstrategy planning, and so on. I passion for improvement. TBEM What areas have improved signicantly bypersonally 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 signicant improvement in itsassessor, part of application leader or Manger to take his function Distribution business, Risk management, Internalwriting team and action planning to the next level of excellence. As it Audit, Ethics, Strategy formation and itsbased 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 severala major development tool. develop themselves as leaders. approaches and most of these approaches are deployed well. The efforts towards evaluation of the functionalLooking back to previous years, With leadership direction Tata Power processes, learning from Group companies andTBEM has helped to transform Tata is now heading to the next level industry, aligning its processes with other organisationalPower in many ways. Many through focus on 'Outcome', needs, measuring the performance against best-in-classinitiatives & good practices have Digitalization, and ROCE. This will standards, have helped some of these functions tonow become the DNA of the lead the organization to achieve their remain ahead in the industry and be the leader in theirorganisation. 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 toinitiative 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 ofSimilarly, another example is Chief Ethics Counsellor competitive tariff, stricter environmental norms andStrategy Deployment Matrix i.e. How has TBEM helped Tata Power business competition, demanding stretched targets forSDM which gives clarity to in its improvement journey? maintaining protability. The organisation needs to driveindividuals to frame KRAs at dept TBEM being an improvement tool cost reduction initiatives, be outcome oriented andand individual level and its linkage has helped many organisations in nimble through digitalisation. Continuous evaluation ofto strategy. HR initiative of VOICES our processes, identifying areas for improvement,and PLEDGE has become now a driving change, benchmarking with the best in thematured process at Tata Power. industry will denitely take this organisation to the next level.TBEM has helped transform anddrive culture of improvement, What steps should be taken to imbibe this practiceimprove competitiveness and mainly deep into the DNA of the organization?to look beyond Mumbai and even Tata Power needs to operationalise its valuesIndia and become a global player, \"SACRED\" into its system. Agility, Diligence, Safetyhence becoming number one private and Ethics as values shall take Tata Power in a leagueplayer in power sector of India. of the world’s best. Engaged workforce andInitiatives like bench marking, QC, performance driven culture shall ignite organisational5S, LASER & LEHER helped to transformation to practice TBEM as a culture. Drivinginculcate improvement culture and risk management, sustainability and excellence attransformation. 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 Cole14 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 ofTell 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 genericand have by now mentored 13 excellence journey. Also, mentor for any leader to practice in all aspects oftimes. The rst time I recall was for should facilitate an arms length view organization design ; organization processes andCMC Ltd. just about the time they of the Assessee company and bring organization delivery. Business Excellence is akin tohad their rst ever TBEM about the relevant business the string of a necklace which holds all the pearlsassessment pursuant to their having perspectives to the assessment together and lends them the meaning and thebeen 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 Tatafrom CMC as to what anxieties the Business Excellence group and If you were to guide a budding entrepreneuremployees had while the company therefore must be harnessed to its venturing into a new enterprise, what wouldwas put out for private sector fullest advantage. be your message to him?acquisition and thereafter verydifferent set of challenges faced What’s more challenging: Any entrepreneur would initially set up a newafter they became part of Tata Mentoring a mature enterprise with a few set of choicest people aroundgroup. Also, it came out to be a company or one nding its him or her. At this stage all processes and inter facegreat opportunity to network with footing. management is achieved beautifully by way ofcolleagues from a very different personal connect, alignment and in an intimate waysector 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 bestOne quality according to you, company falls and basis those inputs practices in organisational design, customer andevery 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 andEvery Mentor must ensure that by Since almost all sectors and thus growth to my mind becomes one of the choicesthis 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 theexperience 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 matureMy rst mentoring assignment was for assessment team comprising of company would be tougher to mentor, because they wouldTata Coffee. The team leader was the accomplished bunch of ‘OFI hunters’. be expecting inputs and opportunities for improvement at aBusiness Excellence head of a European Assessors must celebrate the good higher level. However, there could be a company in its earlyTata Company, and it was her rst time things happening within companies, and stages of the Business Excellence journey in a highlyas a Team Leader. Since I had many discuss strengths with the same levels complex industry. Getting a hang of the complexity, theassessments 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 toimportant issues by asking them the work is important, even if one’s provide insights to the CEO of a company on a businessright questions. I also engaged deeply schedule has gone way off the plan. that he or she is running, and we are the outsiders, whowith the CEO of the company to Ultimately, TBEM assessors are the provide a feedback after a brief engagement andunderstand 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 anSo in a sense, my role was to be the excitement for the entire TBEM process One attribute of a leader that helps drivebridge 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 toimportant contribution to the assessment ensure that happens, with my own I would say it would be the ability to rally the organisation towas 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 feelthe company, as a Mentor. It was very of the team's. the need for change, not just the leader - and then inspiresatisfying for me to see the swell of and motivate the people to deliver on that change. After all,emotions among the ofcers when I One quality according to you, Excellence is about dismantling the status quo andcommended them for the passion, love every mentor must possess managing the change towards a better future. I would alsoand care with which they were running like to add that at every small change that is achieved, thetheir plantations, and producing great Mentoring is a bit of a complex role so leader should celebrate the achievement with the team, andcoffee 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, itbusiness 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 worldportfolio, not in their scope. Yet the important ones are the ability to quickly with regards to the pursuit of businesschoices 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 energyhappy to see someone celebrating with the ability to understand the challenges sapping in the beginning, and the speed and incline onlythem their journey and their the company is facing, and evaluate the gets faster and steeper. But after a time, one starts enjoyingachievements. 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 anOne key ingredient of a successful organisation; the ability to hold back organisation move towards the right side. The side of highassessment 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, dene 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 businessTata 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 SharmaI 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 andMD, Tata Steel, for the TBEM of action planning, its deployment an external assessorassessment of Tata Power, in 2014. and tenacity of review even in the From the assessments that I have carried out in theTo be a part of the assessment team \"Corporate Communication\" capacity of an external assessor, there have beenfor a Company that has set many department of Tata Power. This many lessons learnt. It is an interesting experience tomilestones in its journey towards institutionalisation of fact-based get closely acquainted with an organisation and thenbusiness excellence coupled with the analysis and process-driven assess it. The whole process is so time consumingfact, that Tata Power has Mr. Anil decision-making supported Tata and demanding, but in the end enriches you and putsSardana as the leader at the helm, Power in being the benchmark in risk your thinking process to a new level. The interactionwho has epitomised the very management, strategy development and learning from the diverse team and theessence 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 butteam was to set the same levels of critical business needs. The palpable also things which we can practice in our day-to-daystandards in our assessment that condence on the leadership to life and take back to our organisations.would deliver a meaningful input for deliver and the belief on long termimprovement for a high scoring sustainability of the Company could It is wonderful go across an organisation and see itcompany. 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 theAs they say among the TBEM dots. I have beneted by learning to prioritise,assessment community, one gets to As always, any TBEM assessment organise while being patient, calm and open-minded inreally know the Company when your leaves an indelible inuence in our pressure situations.smell it and meander through the own outlook and personal style oflabyrinth of its processes, people, conducting work and from Tata In summation, an assessment is an excellent way tofacilities and feel the culture of an Power assessment, I imbibed and build new networks, develop yourself and contribute inorganisation. 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 rening after every assessment. Every time I read anStation 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 forI have done about eight external assessment cycle and to be honest I improvement” via structured improvement projectsassessments and three of them as genuinely try to do it. I believe that my experience as an assessor has come very handyDy. Team Leader and one as Team this has denitely made me a better in my responsibility areas. The process also gives usLeader. This is in addition to many Leader, better Manager and a better an opportunity to look for role models in the JRDQVinternal assessment opportunities Employee of the Company. As a Community and learn from them (Good Practicewithin 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 developrealise that I am still a learner and I what is important to do as a leader them or to further accelerate and embed thestill 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 agilityServing as a TBEM has been an the link between strategy and and scenario planning are more critical than ever inunparalleled professional operations, I can facilitate and Lead the current context of changing external environmentdevelopment opportunity to me in improvements, I can engage with and policies. However they are far from sufcient evenlast 10 years. I consider this as one employees to bring change. As an if the near future is uncertain; innovation andof the greatest employee Employee, I have better concept and sustainability must also remain high on our agenda ifdevelopment opportunities available clarity to provide input to build a we have to reach strategic intents set by thewithin the Group and one of the most common direction, I understand the Leadership team. JRDQV sustains the ambition topractical and impactful leadership impact of their action and I take pride become excellent, to address the needs anddevelopment opportunities ever. To in contributing to progress. expectations of our stakeholders and bring oursay 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 toGroup gives you a sense of pride. It's of continuous improvement and it is say we collectively have made a strong progresstoo rich an experience to describe in exible enough to be used in bite- towards our initial mission, i.e. to create conditions forfew words. sized chunks or for specic 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 Fallahzadehcapsule course of the best business excellence is evolved in ourmanagement 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 assessorthink of no better annual training and many different areas. Being aneducation than to spend two months assessor and after having gone TBEM has made me realise that Conviction andstudying 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 TBEMbecame an assessor in order to learn framework in an organization, assessors is exemplary. As an external assessor Imore about best practices in performance improvement will have realised that you must learn from someone wholeadership, in management, in come, but it will be over time rather knows more than you. This is best done through the18 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 anddifferent companies and get an teacher! Especially to those who then 5 to 6 days during a site visit, however theopportunity to learn from their best come from a non-management outcome energises you and gives a feeling ofpractices 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 denitely been able to develop myself in termshave to ensure organisational It also helps to have a great team of overall outlook, interpersonal skills and insight intoalignment 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 ParikhGroup Head - Internal Audit& an external assessorMy rst experience as an external Mr. Vijay Chourey Mr. Arpit Jainassessor 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 assessorthe industry was new to me.However, all my confusion and My experience as a TBEM assessor Seeing and experiencing an organisation with andifculty vanished with the site visit, has been rewarding and fullling. I outside-in perspective is always an enrichingwhere I was guided by senior started this journey in 2003 after experience. Being an external assessor gives usmembers. 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 beis 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 experienceMy experience as an external repeat member twice. I got an what makes them great. Some of theseassessor has been great! I am in the opportunity to hobnob with the best experiences and learning are valid back at ourInternal Audit team and in the Tata Group during these own organisations too and gives us a wonderfulassessments as such are a part of assessments and interacted with opportunity to copy the best practices and movemy routine job. However, in the many CEOs, CQHs, other company ahead on our own journey of excellence. TheInternal Audit team the focus on employees and assessors. The exercise also tests one’s own potential to stretchaudits/processes is more detailed. assessment work takes a toll on your and burn the midnight oil, as one has to understandTBEM, on the other hand, offers a time and energy since we need to a completely new business and give meaningfulmore holistic and outside in view of insights to the organisation being assessed. As thethings. As an assessor therefore, I company being assessed lays a lot of emphasis onhave imbibed this quality of seeing the ndings of the assessment and taking actionsthe bigger picture in things and put upon the feedback, it puts tremendousthe same forth when explaining responsibility on the assessors to deliver a qualitythings to my team. It helps me output in a very short span of time.explain the rationale behind what isto 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 Teameffort? - I would say it is the level and at the same time helps in (CBT) and mentorship of Mr. Vivek Talwar, I hadtremendous learning, the satisfaction understanding the invisible thread numerous opportunities to participate in thethat you get on seeing that your hard that ties all of the categories together organisation’s Application Writing and Internalwork has paid off for the organisation (a true test and understanding of the Assessment processes which has provided me amplebeing 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 assessoryou form while working in a totally Challenge: Imbibing TBEM in its true (internal/external) helped me to break thenew team, assuming new team roles spirit and making excellence a habit functional silo to which any individual getsin every assessment. It is an in the larger organisation. attached to. It has helped me to look at the entireexercise which helps you hone your organisation as a single entity and understand howbusiness 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 Groupbetter 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 UnnikrishnanLead, Customer Affectionand an internal assessorBusiness Excellence is often Mr. Boban Chacko Mr. Kunjvihari Jandhyaladescribed as outstanding practices inmanaging the organisation and Group Head - Electrical Maintenance Chief Human Resource Ofcer,achieving results, all based on a set & an external assessor Tata Power Solar and an external assessorof fundamental concepts or values.These practices have evolved into Tata Power is an organisation which My experience in TBEM assessment started withmodels for how a world-class provides multiple avenues for Tata Power’s own internally designed TBEMorganisation should operate. If learning and growth. One of the Assessor training - EMBED in 2008. This rstorganisations and individuals were to most signicant facets to this is the exposure to the Business Excellence function and theimbibe the core principles of TBEM TBEM movement. TBEM model generated interest in me. Subsequentlyin its true spirit and not merely a tick I got opportunities as an Internal Assessor in Tatain the box, it would do wonders in I was fortunate to have been Power. After completing the External Assessortaking the organisation and the associated with TBEM since the past Certication Programme – BELP, I got opportunitiesindividuals to higher levels of eight years when I rst took the BELP to be a part of the Assessment Team for Indianperformance and thereby making course. Subsequently, on receiving Hotels and Tata Interactive. It has not only been aexcellence a habit. the certication, I had the rich learning experience but also an immensely opportunity to be part of an external humbling experience.Experience: I have had theopportunity to take part in the TBEMprocess as a coordinator and aninternal assessor. The TBEMexperience helps one to understand20 Enerji Talk Volume 42 Issue 3 July 2016

Each assessment required a diverse experiences during my break in external assessment. I remember, it wasthorough study of the application, TBEM assessments - from Tata Technologies. It was a challenge as well as anknowledge about the business and experiencing how ore in mined in opportunity thrown up. Geared up with myintense team discussions. The site a salt lake in remote Kenya to learnings from the course and guidance from myvisits and interactions actually interacting with farmers on crop seniors I entered the process. It was a greatpresented new and interesting health in rural Gujarat and these learning. I was exposed to two differentinsights in to the culture of the have denitely enriched my dimensions, how to slice an organisation from aorganisation. An external assessor personal learning and also business perspective and basic exposures ofcarries 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 Iorganisation and this drives the assessed. The experience in the rst assessment, propelledassessor to give it his/her best. me through the next assessment and the cycle Best takeaways: went on. Now, I have completed over 10The 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 afellow 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, workingand interesting insights were in the l Learnings which are industry/ in teams and understanding of ner nuisances ofway how Indian Hotels manages a company agnostic and can also excellence and its application in a real world hasdiverse and geographically spread- be implemented in our company. been really rewarding. It has provided with so manyout workforce striking a balance friends, many of whom I wouldn’t have known butbetween standardisation and Challenges: for this TBEM assessment.customisation of practices, as well To be able to balance the day jobas how empowerment of the front and the assessment work. It’send workforce is done to take on- critical to ensure you do notthe-spot decisions to enhance compromise on either. One needs tocustomer satisfaction and delight. do enough background work to ensure that you have built a goodThe exposure to TBEM has also understanding of the assessemade me broaden my perspective company and its industry - toand look at issues from multiple ensure meaningful contribution asviewpoints before reaching a an external assessor.conclusion or decision.Ms. Tania Roychowdhury Ms. Rashmikant Mr. Bhaskar YatnalkarTAS Manager - Strategy & Group Head - Group Head- Internal AuditCorp Planning and an Business Excellenceexternal assessor It was a great experience to be external assessor It was 2003, when I went through for TBEM, it not only helps organizational learningI have been part of 2 external EACP and qualied for external but also helped my learning & development from assessment. In 2004 assessment best practices, interaction with leaders, learningassessments - for Tata Capital and cycle, I was fortunate to get a from co- assessors with different industrial & functional background, and entire experience ofTata 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 growtheven in our Subsidiaries. Here's an insight!Excellence is the gradual result of always striving to do betterPat Riley, Professional Basketball Executive,and a Former CoachAjit Shivarudrappa Mohammad VaishaliGuest Editors: Maleyvar Biradar Ghouse Korhalkar22 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, TPDDLThe workforce of TPDDL is anamalgamation of employees fromerstwhile DVB, Tata Power and newrecruits after takeover. TPDDL’sworkforce comprises around 3,600employees. Certain non-perennialand low-skilled repetitive works,e.g. network maintenance, consumerdocumentation, meters installationand reading, call centre, security,housekeeping, etc., have beencontracted to specialised agencies,which are cost-effective and aregoverned by ‘Performance-/SLA-based Contracts’.Business Excellence has been an enabling it strategic directions, is guided by Leadership at allintegral part of TPDDL’s journey and to work as stages as shown in the gure appended in the nextworks as an enabler to achieve the a single page. (Kindly ensure the gure is present)company’s commitments to enhance unit withcustomer satisfaction, increase unied While Tata Innoverse provides the platform forstakeholder value and improve objectives. ideation, the major blocks for Continuousprocess management through the IMS has Improvement contain SHINE, QUALITY CIRCLES andcycle 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 byBased on the twin principles of TQM organisation with over 300+ the CEO & MD himself.and TBEM, TPDDL has instituted processes aligned towards a singleBusiness Excellence practices goal of improving the performance of Tata Innoverse: TPDDL has been very active on theacross functional areas as per the the entire organisation. An integrated Tata Innoverse platform and leverages the power ofgiven 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 andimprovement, preventive organisation. TPDDL is currently collaborations.management and management by certied for ISO 22301:2012 and ISOfacts are being promoted through a 31000:2009 as well.range of BE initiatives. Innovation at TPDDL is guided by aSome of the quality platforms and holistic framework which starts fromtools used in TPDDL are:IMS: Integrated ManagementSystem: This is the framework whichintegrates 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 benets. The Tata Innovista: TPDDL has been performingImprovement Initiatives at TPDDL assessments of these projects occur exceptionally well in the Innovista platform and hasthrough Employee's Engagement is at four levels - by the initiator, BE, been among the top companies to register maximumthe 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 metInnovation at TPDDL. This helps Quality Circle: At TPDDL, QC by creating an end-to end portal called Gyan Sangamemployees to think differently to Concept has been very successful on SANCHAY which is TPDDL’s Knowledgeinnovate and then facilitate the in engaging the non-executive Repository: It was launched in January 2016 and is athought process into projects. SHINE resource base at the operational one-stop-shop for all knowledge and information atis executed through a specically levels. The QC teams meet regularly TPDDL. It is also equipped with key features such asbuilt 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. Currentlyimprovement/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 classied in to two categoriescreativity across the organisation which also serve as knowledge- Tacit (SEEKH/MEGA SEEKH/SHIKSHA) and Explicitleading to tangible/intangible sharing platforms. QC teams of (TPDDL-o-PEDIA). Knowledge is shared throughbenets; 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. IMSengagement and 'result-focus'; spirit and CII, at regional and national documents, Policy Documents, etc. are madeof co-operation and teamwork levels and some teams have available through TPDDL-o-PEDIA. Biannualamongst employees at all levels and qualied for international competitions are held among Groups to ensure crossinculcates a 'sense of achievement' competitions as well. functional sharing.among employees throughrewards/recognitions. The impact of Prayaas: TPDDL has a huge base Visual Managementthese projects is measured through a of outsourced employees and in through 5S: The200 point scale covering Financial, order to engage them in the concept of '5S' hasQuality, 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 simplied format and include very early stage. This is “before” and “after” photographs implemented in all ofces, 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 forTPDDL’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 gaugedachieving better energy efciency an integral part in building a culture through internal and external audits throughout thethrough regular monitoring and of excellence and the Business year. IMS, ISMS and BCMS certications andpromotion of conservation, water Excellence team keeps up the validations are carried out through externalconservation and rain water tempo through weekly BeX Bytes, consultants. TAAP and TBEM Assessments areharvesting and paper conservation. regular Sandesh mailers, quizzes carried out at the Group level while TCCITPDDL shall be reporting its through ExQuisite, etc. The assessments are done internally.initiatives through the GRI/G4 initiatives are driven through theframework in the current nancial cascade of targets from the TBEM has helped TPDDL in getting insights intoyear. Corporate BSC, and participation in business strengths and opportunities for BE initiatives have been made a improvement. TPDDL scored 516 in its very rstEnergy & Water Neutral: mandatory KRA item. TBEM external assessment in the year 2006 and created history by scoring above 500 in its rstEfforts are also on to reduce carbon Another aspect of culture building in attempt in the Tata group. TPDDL’s TBEM score hadfoot-printing by promoting car- the area of excellence is employee moved from 516 in 2006 to 600+ bracket in thepooling through an application for engagement. An elaborate Reward TBEM Assessment of 2013, thus moving it into theemployees. This application also and Recognition scheme exists league of Top 20 Tata Companies crossing the scorehelps employees in alleviating the which covers over 700 people of 600+ in TBEM External Assessment. The upwardtrafc issues during the Odd-Even annually. The ceremonies are journey has been maintained by moving up thephase 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 ofce 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 leveragingthe Tata Edge platform to share itsown Promising Practices and alsoscan and adopt Promising Practicesof other companies. It has dedicatedresources to carry out this activityand has been awarded at theBusiness Excellence convention forthe 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 programmeideal for Tata Power Solar from its following interconnected processes: was designed for those completing LASER projects.earliest days.” TPSSL's business 1. L1 - 15 processesexcellence practices were symbiotic in 2. L2 - 65 processes i-Strive: TPSSL launched i-Strive for the employeesnature till 2012, ever since known as 3. L3 - 178 processes formally in the month of April 2016. An i-Strive councilTata BP Solar. But the focus shifted and was constituted with cross-functional members andTPSSL carried an immense responsibility The process binding is ensured by members from the Leadership team. The council called forwhen it became a wholly owned internal audits and KRA cascade. its rst challenge attributed to rooftop segment through asubsidiary of Tata Power. A quest arose Tagline \"Help Awadesh Soni\" to encourage moreto align TPSSL with the VMV statement LASER: Aligning with Tata Power's innovative ideas on real life challenges faced byof its parent company and eventually to practice, TPSSL has largely benetted employees. Tremendous response were received on thismeet the brand equity standards dened from the LASER programme. rst challenge with innovative suggestions/idea which isby the Tata Group. The Company revived being reviewed by the council.its business excellence goal to suit this LASER was conducted involving 12paradigm change and the renewable executives and 54 staff members from Similarly, a second challenge has been launchedmarket revolution by addressing three the manufacturing and supply chain addressing the manufacturing segment.key areas: Tata Business Excellence groups covering three interventionModel (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 developmentMANTHAN - TBEM Application Writing participation which resulted in a idea, in collaboration with Tata Steel, to develop a 'MetalWorkshop 2016 successful closure of six projects in Integrated Solar Panel'. phase #1. LASER has inculcated aThe three-day programme had cultural bonding amongst the At TPSSL, we believe that excellence is a journey without aparticipation from a mix of cross- workforce, enriched the positive nishing line, as Mr. Ratan Tata said in the book Business offunctional and cross-level teams atmosphere and instilled a continual Excellence: “Our quest for quality, for excellence ininvolving 30+ team members across improvement process. business, should be never-ending. This is not a voyagethe Company. TBEM experts from Tata where you can rest your oars.”Power were invited to provide processguidance. A LASER Initiative - Glimpses of Packing Workow Optimisation ProjectTBEM Critical Mass Involvement:The Business Excellence LeadershipProgramme, In-house 2016, wasorganised in Bangalore. Mr. SauravChakrabarti from TBExG conducted theprogramme for four days, mentoring 18employees of TPSSL.TPSSL has nominated and also planned Before Afterto further organise a Senior BusinessLeadership Programme (SBLP) for its l Packing at two places and transportation l Integrated packing area - from inspection toLeadership team. more than 25 meters shrink - wrappingEnterprise Process Model (EPM): l Loose stacks carrying in trolley causing l Hand carry and no trolley movementGrowing business and systematic work breakage. l One person handlingapproach to ensure process agility and l Online inspectioncustomer centricity has become of l Four people handling l No scope for oxidisation - onlineparamount importance for TPSSL. To l Batch inspection l Minor stoppage reduced to 19 min/dayunderpin these requirements, the l Cell oxidisation l No carton packing at shop oormanagement of TPSSL decided to l Minor stoppage 32 min/day l Plastic usage reduced by 40% - GMIintroduce 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 timethis process, the Business Excellence l Stack qty. 60 nos. l Customer - higher cycle time to re-open26 Enerji Talk Volume 42 Issue 3 July 2016

Tata Power SED Tata Power SED denes 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 SEDTata power SED Business Excellence this to happen dened Systems and to dene, rene and understand the SystemFramework is designed in such a Process need to be operationalised. Architecture and capture the decisions being madeway that it works as an Enabler to In this journey of Business across design domains. Moreover, these are requiredhelp understand what “Excellence” Excellence, Tata Power SED has to be integrated into manufacturing making itmeans in Organisation and plan the identied Digitisation and Systems completely a digital-aided activity, where anjourney that takes from the “Current Engineering as key focus areas. integration of computer-based systems comprisingstate” to the “Desired state” through Simulation, 3D Visualisation, Analytics and variousthe process of Continuous Digitisation collaboration tools are used to create product andImprovement. dene 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 simultaneouslyl 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 Certication) eco-system. Though manufacturing and implementing new (Product Life Cyclel 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 & Aerospacel 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 industryl 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 Protability) Today’s complex products consist activities, viz. Employee Attendance Management and of multiple sub-systems enabled by Travel Management, Procurement/Materiall 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 breDrivers of Business Design), ECAD (ElectronicExcellence Framework Computer Aided Design) and software, which makes it importantFor Tata Power SED, BusinessExcellence covers the consistentdelivery of Quality Products andServices on schedule and as per thebudget. It requires development andmanufacturing processes to bequantiable and repeatable, and for 27Enerji Talk Volume 42 Issue 3 July 2016

Tata Power SEDconnectivity (ring protected) to taluka Tata Power SED has identied a new needed to investigate and validate design alternativesheadquarters as well as all identied PLM solution to support the against product requirements and performancekey installations around its proposed development of its products as targets. By assembling predened and validatedVemagal 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 designSector Defence Manufacturing, Tata Engineering environment within our options.Power SED intends to be ahead of existing PLM solution. The new PLMthe curve in digitisation in its path will provide System Architecture, This early model generation and simulation allows thetowards becoming a SMART System Modelling, System product line, design and engineering teams toFACTORY by adopting the Simulation and Requirement intelligently predict and balance the product’srevolutionary Industry 4.0 Management tools to fully performance according to various attributes andmethodology. 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 theTata Power SED has already put in point of integration across domains new PLM Systems Engineering solution, it is alsoplace a framework to achieve the and sub-systems by accounting for possible to establish the interface denitions and sub-ISO/IEC/IEEE 15288:2015 all factors and interface denitions in system relationships that are needed to guide variouscertication. This certication a single Systems architecture. Its types of simulation, which is especially critical forestablishes a common framework of Systems Engineering solution will product line engineering. Thus, Tata Power SEDprocess descriptions for describing help Tata Power SED to deliver engineers can quickly view, navigate and investigatethe lifecycle of systems. It denes a products that are compliant, reliable, these systems’ architecture objects and relationshipsset of processes and associated reusable and protable. using the map-like legend interface. By managingterminology from an engineering these interfaces and relationships across multipleviewpoint. These processes can be The Systems Engineering solution product congurations, Tata Power SED can re-useapplied at any level in the hierarchy also includes capabilities for sub-systems and their interfaces, continuously verifyof a system's structure. Selected architectural model denition as well implementation, intelligently assess the impact ofsets of these processes can be as the use and management of change, and make more informed product lineapplied 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 Digitisationaccomplished through the quickly and accurately nd, and Systems Engineering as key enablers to drive theinvolvement of all stakeholders, with associate, and re-use the models and effort to bring in Product, Process, Delivery andthe ultimate goal of achieving product line congurations that are People Excellence in the organisation.customer satisfaction.28 Enerji Talk Volume 42 Issue 3 July 2016

Spreading smiles throughExcellence!Nothing is more satisfying than a happy customer. AtTata Power, Business Excellence is among the manyroutes we take to deliver smiles.Excellence always sells.Earl Nightingale,American Radio Personality,Writer, Respected Speakerand Author RanjitGuest 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 theyears in driving various process power.improvements in the interest of l Reduction in voltage uctuation same day: Faster release of Power Supply for newconsumers leading to customer complaints for direct customers: consumers thereby establishing a good start to thedelight. This has been achieved Through the implementation of consumer's relationship with Tata Power andthrough the use of Quality Tools such various minor and major setting a precedence for consumer delight.as the Structured Problem Solving modications in the transmission l In addition to the above, the Customer Relationsmethodology and LASER. and distribution network, this team has implemented various initiatives and important improvement has had a improvements keeping in mind the consumer'sSome of the key improvements over direct positive bearing on the needs and requirements. Also, feedback receivedthe last few years are as follows. quality of power and therefore, from consumers through various channels isl 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 ofce 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 asl 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 maintenancel 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 consumerl 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-maill 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 Simplication 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 First30 Enerji Talk Volume 42 Issue 3 July 2016

Contact Resolution and thereby, disputes about incorrect meter Consumer Enrolment Camps conducted in various areascustomer 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 efciency. 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 Efciency. The entire analysis is done options per 10000 consumers. India. through a Central Monitoring System at the Distributionl Safety Audits and Energy Audits The consumer is the focal point Head Ofce 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 broadl 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 AwarenessGuidance Session i. Mass awareness through addressing Mass Advertisements i. Printing of Tata Power tariff incum Application gathering of an area/society residents (Documents for NewspaperCollection Camps sensitization) ii. Guidance meeting with Society’s Ofce ii. Printing of Schedule of camps inInteraction with Bearers/Representatives/Local Inuences leading local News papersInuencers 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 Inuencers (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 PortalConsumer relation centre due tohigher wait time, absenteeism of staff,etc.Tata Power has also installed Understanding your bill, It enables on-site auto-population of the MeterAutomated Feedback Mechanism at Power Interruptions Installation Form by selecting the accurate meterthe CRCs. This system enables our l Consumer Contact Points: site location on the GIS map which can in turn beconsumers to tap-across his 24x7 Toll Free Number, Web- utilised for automatically updating the same meterfeedback in less than 10 seconds. mails, Locating of our details in SAP. This helps in improving the serviceThe 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 helpswhether Tata Power’s consumers are l Forms & Guidelines,providing feedback, paying a Requisition formats and the Marketing Team to identify potentialcompliment or making a complaint, Agreements switchover consumers (changeovertheir input is the key to improving Tata l Consumer Support Questions converted into switchover) based on thePower’s products and services. It is and Grievances network development in the areaquick and has precise control over l New Milestones and Latest l It also helps Consumer Engineering andfeedbacks received at the CRCs with News Network Planning team identify the group ofa central server repository and l Useful Tools: Bill Calculator changeover residential consumers and toeffective analysis in real time. and Energy Calculator develop network for converting them to switchover consumersl 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 specications 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 MujumdarIt 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 ourwe had to do was write appears to be a random selection commitment of learning and growthan application!) actually proves to be a perfect combination. On hindsight, it was not Situated in the serene shore of Walwhan Lake, TataIn March 2014, when I was 8 an uncommon sight at AWP to see a Power’s Guest house is a place to learn, share andmonths old in Tata Power, I got a 20 something member of the team reect thoughts for different domains.letter from our CEO & MD to be a put up a tough ght on a moot pointpart of the AWT of Tata Power for the with a senior member of the team As per plan, a CFT of different divisions, differentupcoming TBEM Assessment. I had whose years of experience in Tata functions and different work level gathers at this placejust done the BELP and was qualied 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 twodelighted and honoured to have been application writing processes (one in Tata Power has embedded TBEM in its organisationinvited to be a part of the elite and 2014 and one in 2016) and have framework and we get ourselves assessed throughcoveted team (not to mention the gained immensely from the process TBExG for its effectiveness. The rst step of thisperks 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 difcult to put is wordsaway from the bustle of Mumbai), what is magical about the process, AWP of Tata Power is an amazingly uniquethere 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 openrepresent 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 thoughtscategories of the application - about the journey of Tata Power in TBEM. TheCategory 2: Strategy, and I had been The rst idea is one of trust. The objective is about to write the application forin 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, IAnyway, doubts, trepidation, individual irrespective of the level or realised that we were not only doing that, but weexcitement and some clothes packed function he or she belongs to. There were charting a new territory for excellence. Sincerein a bag, we were off on a Sunday is a sub-culture which evolves in the opinions about our journey were discussed. We wereafternoon to one of the most process, which is the epitome of a appreciating our best work and we were ndingpicturesque 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 athe objectives of the Application common objective. Rising up with the aromatic mist and the welcomingWriting Process. It was a 7-point sun, we would contribute and collaborate with eachagenda (and here I was thinking that The second idea is that of balance. other to work on the objective. But, weightiness orall we had to do was write an The process teaches us multiple pressure was always a mile away. Free owapplication!). The agenda read aspects of the word beautifully: conversation, open discussion, passionate brainsomething like this (not necessarily l the balance between storming and life experience sharing were all the partin order of priority!): of our day. At evening, as the sun would set in the1. Writing the TBEM application empowerment and mentoring west, the gardens of the white house would call us all2. Becoming drivers of change l the balance between freedom to for a memorable evening each day. Nobody was3. Suggesting OD interventions alone there. Nature and a sense of Tata-ness were4. Learning from each other work at each one's own always there.5. Learning from invitees pace/time vs adhering to the6. 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 neighbourhoodThe group or the AWT was also very to voice your ideas vs and meeting with luminaries for discussion; these allinteresting - literally a handful of Tata appreciating differing give a proud sense of learning and improvement.Power - a mix so diverse across perspectivesparameters (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 WritersIt is known that a person who never team studies, debates, argues, We were actually building the shipstops learning; always grows in the disagrees and try to gure out what for sailing at same time with alife. I rmly believe that same applies to write. As writers, we suggest charter of exponential growthto organisations as well. AWP is one development interventions that mayof the best practices of Tata Power help the organisation in its journey AWP started in 2008 with the theme of zero wastewhich shows our commitment of of excellence. application. I remember that most team memberslearning 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 bonre and are lled with a lot of the Tata Power score in previous assessment. JohnBusiness 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 trueWhile this is quite organisational issues to national / strength of Tata Power in TBEM.challenging than said, international issues. During theseit’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 neverMy active TBEM journey since last and also develop lasting bonds. We felt tired working long hours while writing and12 years has been nothing less than organise early morning treks or long charting out new paths for our continual improvementfabulous and enriching. After I was walks in the woods nearby on some journey. We were actually building the ship for sailingexposed 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 andGroup companies, and as an CFT, animated debates, and last but informal communication to identify our proudapplication 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 toI found both roles to be up with creative ways to be pursued. churn out the difference and identify real strengthscomplementing 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 functionsprocesses, their maturity and SLT to inform them on what's under one umbrella for a period of a week whichimprovements. In the application working and what needs to be done. helps to break barriers across divisions andwriter role, you have to write a story The SLT has its own view and give geographies. It is a platform to learn from each otherencompassing 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 bonre, dumb charadesAfter over a decade, our process of process does not end here. The and other games bring everybody closer and alignApplication Writing has evolved a lot teams then work from their energies to bring out the best for organisation. I amwith support from SLT. The AWT, a respective ofces and complete the really happy that AWP team keeps on churning with aCFT of employees from across the actual writing of the TBEM lot of fresh members with different outlook andorganisation, come together at application, which goes through few thought process.Walwhan for about a week to revisions, incorporates SLTbrainstorm on the application. This, directions and submitted. AWP is across Tata Group as it creates a platform toin my opinion, is the best part, All in all, I have enjoyed the process identify organisation and future path. Other groupbecause as a team we attempt do a lot, learned a lot, developed companies have tried to emulate this process, but theorganisational diagnosis of what is friendships and also realised writing uniqueness of Tata Power AWP is its culture, seniorworking 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 aninitiatives, which can propel the art, keeping criteria in the I can surely say that this experience has given me aorganisation to next level. We learn background write an compelling new perspective to look and work on organisationalfrom each other and also have a lot story about the organisation. Try to goals. I wish continual improvement for AWT processof fun. make organisation come alive and create benchmark for Tata Power through the story. While this is quiteOur property in Walwhan overlooks challenging than said, it’s the worth - Mr. DS Kudalkar, Chief - O&M, CGPLthe beautiful Walwhan lake. Few the effort.tents are put around the GuestHouse and ones interested can stay - Mr. Sachin Mujumdar, Groupin tents. Throughout the day the Head - Electrical Engineering34 Enerji Talk Volume 42 Issue 3 July 2016

Excelling at Excellence!Whoever said Excellence is a destination; not onlyexcellence 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 BobanGuest 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 theorganisation from good to great. product or service? How as an organisation, it always remains the most elusive andWhile adoption of good practices is organisation can I take this to the mysterious one. Why? Because “people” unlikethe starting point, infusion of next next level of analysis and \"machines\", can't be programmed. Unlike thepractices at periodical intervals understanding? An organisation’s similarity in a batch of products coming out of anfuels the excellence journey. This \"Value Proposition to Customers\" is assembly line, humans are different. Each onejourney is like mountaineering and its relative performance (with behaving differently in the varying conditions andas one reaches near a peak, the respect to its key competitors) on environment. But, are there threads of commonalityslope increases. The gadgets those Features of its Products and that tie them together? Can an organisationrequired to climb up becomes Services that impacts the understand these common traits and help improvedifferent 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 meanshad a thirst for improvement, a trait robust next generation tool which of \"motivational rewards and recognition\" helpthat has seen a huge number of provides tremendous benets in create an engaged workforce. An engaged, happybest practices been evolved in- developing market-winning workforce will surely create the road for anyhouse or learnt from other products and services. It ensures organisation to be titled consistently among theorganisations. But what has taken an accurate transference of the \"Best Places to Work\". With the organisationthe 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 isPower needs a constant input of services. The QFD matrix helps in becoming unavoidable. While HR is about humannext generation practices which can identifying the most important connect, the advent of digitalisation and variedhelp catapult its performance to the features by correlating the impact technology-based communication media help in thenext 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 answerCustomers form the backbone for features. It also compares the largely swings to a \"NO\".survival of any organisation. If the Company’s performance on thecustomers 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 howwhat makes customers happy? The EPM methodology within the always remains a question! Benchmarking doesn'tHow do you ascertain if your organisation has been considered end with just having a process in place. It requirescustomers are happy? The rst very robust with rm foundations in huge efforts, systematic market scans, willingnessthought that would crop up in the approach and deployment. But to accept and nally accepting and targeting theanyone's mind is the \"Satisfaction\" will just deployment of rm benchmarks. Has Tata Power reached the leveland \"Dissatisfaction\" of customers processes help an organisation to where it can see itself as a benchmark in theand for all practical purposes (even excel? The answer is a denite industry? If not, how and when will it reach?in the measurement of results of \"No\". Can there be next generationTBEM), we are compelled to put in practices which can help an already With abundant creativity and thinking prowesssome 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, theBut the question still remains - How converted to a process of \"Daily next level always ows in. The best practices havedoes your internal processes help Management\"? Can we check migrated to the next level practices. How fast we asin improving these indices or whether we have excelled over our an organisation adapt and adopt these practices willscores. 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 theMr. Vivek Talwar, Chief Culture Ofcer & Chief Sustainability Ofcer benchmark in what we do not just in India, but globally.How would you like to dene cascade, and a strong upward review people, and this does not affect the tasks that are beingbusiness 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 solutionsWe live in a highly unpredictable and matter, the way we identify, manage to problems by looking at data, analysing the data andcomplex 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 improvementfor any company to defend its methodologies like Sankalp, SPS, The key point is that in this way when a solution isbusinesses, consolidate and grow. LASER, can be considered as arrived at, the problem is not repeated, and this reducesBeing aware of the challenges and Business Excellence. failures, minimises customer complaints and in effectthen trying to make efforts to address makes the companies high performing. Mostthe challenges systematically, Even in the space of sustainability, the importantly, when people are involved in improvementeffectively and inclusively, and to do it way we involve civil society and teams, it is the true test of engagement. If you want toin an ever-improving way would be thought-leaders to chart our course get the engagement of your employees up, just goodthe success factor for the on our objective of 'Leadership with policies are not enough; rather when they are in teamsorganisation. Those that do this really Care'; the way we have provided a that do interesting work leading to improvedwell end up getting a tremendous platform for lakhs of young boys and organisational performance, which gets those peoplecompetitive advantage; they become girls to become Energy Champions rewards and recognition, helps in increasingworld-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 randomIn 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 listpractices that could be seen as ne very satisfying to see the evidence of out all the CFTs they are involved in. it could be itexamples 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 efcient;organisation every year to listen to our to place for many companies within it could even be regarding how to get the employeestakeholders, analyse the internal and the Tata Group and outside for such morale up.external environment, then set our practices and we have had learningdirection in the Annual Strategy missions from organisations for All of this in itself is engaging, creating a culture of highWorkshop, and then deploy it through sharing best practices. performance and high engagement. This makes it all aa 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 ourcelebrate the involvement of people in this band, ranging from very tangible balanced scorecard having people from differentimprovement because Business to completely intangible. It can be a departments collective addressing that objective as aExcellence is an unending journey of very tangible initiative like six sigma, collective cross functional team, as in today’simprovement. This celebration is a where hard data points are collected complex environment, no one department or acritical success factor. Secondly, and analysed for improvements. On function can accomplish the challenges that areHoDs need to encourage and the other hand there are programmes usually sitting in spaces between the locus of controlrecognise the involvement of their like LEHER, where people are taken of individual departments/functions. This would alsoemployees 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 themimprovement 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 servicesHow has your experience of more effective not just at work, but offerings of the company. Titan has a wonderfulbeing in Business Excellence for the larger purpose of life. programme called Future Shock where all itsshaped your approach to your employees get together to come up with new productrole 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 theBased on my experience, there you observed in other employees gave to the organisation.appear to be two universes. Like a yin companies that can benetand a yang. On one side you have Tata Power? What does the next horizon of Businesssystems, processes, targets, results, Excellence in Tata Power look like?structures, etc. - stuff that is more I am very happy and proud of howtangible, easy to dene and measure, Tata Power has improved over the The next horizon of Business Excellence in Tata Powermore left-brained, in a way. On the past decade. But by learning from would be that we are home to many next and bestother side is the softer stuff that is others, we could benet 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 Tatachallenge is to use the right, the less Steel, a result of the Deming journey A key to that would be to leverage our strengths intangible elements to drive the that they undertook. There is a tight different spheres and integrate to reach the next levelelements on the left. For example alignment throughout, starting from of Business Excellence. The approach towards thisEPM processes (sitting on the left) the worker all the way up the could be through innovation. We should aspire to becould be spiral bound documents organisation. It is a continuous the benchmark in what we do not just in India, butgathering dust only opened during improvement of world class globally. People in the power business, in someaudits, if they do not have a sense of standards. This is something that we cases, any industry across the world, should considerpride, passion and ownership among must try and bring to our own us to be the benchmark in many practices. It might bethe 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. IAnd 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 havepassion, then other tangible elements seen robust scenario planning being Any message to the employees before welike targets and results will get done by many companies where gear up for the next assessmentachieved. To me, this model is the they try and nd out about thebest 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 toexample), where people from the how the organisation could respond hop on to the boat and be a part of this unendingshop oor are given the sense of to various scenarios that might pan journey towards Business Excellence. I wouldownership, pride and joy to drive out. Tata Power has also started that suggest that everyone enrols themselves inimprovements 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, chaseorganisation to move from a good to shift gears and make benchmarks and don’t be satised with just good,compliance mind-set to a scenario planning an integral part of rather aim for great. It is important to seek knowledgecommitment mind-set and creates our strategy planning process. from others and share our knowledge. And mostirreversible change which is benecial importantly the message would be to enjoy thefor the organisation. The success of Another thing I would like to see is journey. It is imperative to approach it with theprogrammes like LASER could differ team goals in PMS, at a more commitment perspective, rather than the compliancein deployment depending on how granular level than the Divisional perspective to be able to enjoy the Businessmuch 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 thedeployment of the key matrices is change management. However, wehave to ensure that the exercise of change management is done in itstrue spirit. I would…(After being translated by an interpreter)“Excuse me, but are you suggesting that we CHANGE theMANAGEMENT?” *trolled*Four assessors (2 Indian and 2 International visitors) were due to board anearly morning train to Jamshedpur from Kolkata. On reaching the stationhowever, 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 theairport, in the neighbouring district! Here, the driver in a frenzy to reach thestation, drove full-throttle!On reaching the station, with just 2 minutes left, the visitors rushed towardsthe train. As he saw the two men running towards the train, one of thosewho 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 nallySecond half:Assessor (after taking off the blazer and tie) (thinking to ow into individual officer’shimself): 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 tohimself): 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

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ACCOLADES Awards and RecognitionMPL conferred with Prashansa Patra Award Mr. Sanjay Kale receives Appreciation Letterby National Safety Council of India from MARG - Chembur Trombay Industrial BeltThe award recognises MPL’s efforts for implementing and Mr. Sanjay Kale, Head - Fire & Safety recently received anfollowing the best safety practices at its plant located at appreciation letter from the Chairman - MARG for his longMaithon, near Dhanbad. The award was received by association with Mutual Aid Response Group - ChemburMr. 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 ofof India, at the Vigyan Bhawan in New Delhi in April 2016. Appreciation’ by National Safety CouncilCarnac establishment wins ‘IGBC Gold’ Rating The award was presented in recognition of appreciable achievement in Occupational Safety & Health during theAt the end of the final review of IGBC Existing Building project # assessment period of three years - 2012 to 2014 - and forGEB 15 0428 ‘Tata Power Company Limited, Mumbai’ was developing and implementing effective management system ofconferred the Gold rating, making it the first establishment of procedures and achieving good performance in O.S.H byTata Power to have achieved this. The report is organised into National safety council, Mumbai.five environmental categories as defined by IGBC’S GreenExisting Categories Buildings, which include Site & Facility Wind Operations division awarded OHSASManagement, Water Efficiency, Energy Efficiency, Health & CertificationComfort and Innovation. It received 71 points here. DNG GL, post completion of the 2nd stage audit of WindTPDDL’s Social Responsibility Communications Operations division and recommended Tata Power Windinitiative wins ‘Best Social Responsibility Operations for OHSAS 18001:2007 certification. The Company isCommunication’ 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 ofimproving the quality of life of over 10 lakh people residing in Environment Management honor for MPL on223+ JJ clusters and resettlement colonies spread across North World Environment Day, by Jharkhand Stateand 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 honouredNukkad 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 HAPPENINGSTata Power commemorates its Centenary journey by releasing a postage stampTata Power recently culminated its centennial celebrations by releasing its official postage stamp that has been created as amemento to the Company’s 100 years contribution to India’s growth story. Commemorating the efforts and contribution bythe company towards lighting up lives with Invisible Goodness, the Company dedicated the stamp towards building thenation greener in the next 100 years. The stamp was unveiled by the Chief Post Master General, Mr. L. N Sharma in thepresence 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 astakeholders and consumers in Mumbai and Spot Billing Application software. The readings are validated through real-time reading and billing quality checks throughDelhi 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 aone-stop solution for all consumer requirements.Tata Power launches Spot Billing facility forconsumers in MumbaiThanks to this latest technology device, electricity bills can beprinted on the spot and can include meter reading, along withother necessary details. The Spot Billing facility will helpconsumers get their electricity bill instantly and verify theirmeter reading in the presence of the meter reader. Enerji Talk Volume 42 Issue 3 41July 2016

EVENTS AND HAPPENINGSOut of 1,140 MW renewable portfolio, nearly 1,000 MW of Tata Power through TPREL successfullycapacity is operational and balance capacity is under advancedstages 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 fromand 500 MW of Renewable assets are being carved out of TataPower into TPREL through a court process. In addition, almost BSF, Ministry of Home Affairs for Hand Held400 MW of Solar and Wind power projects are underimplementation. Thus, TPREL with all these assets, would have Thermal Imagersrenewable assets portfolio of about 2,300 MW making it thelargest 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 ThermalTata Power sets Archetype & Strategic Intent Imaging Systems (HHTI) (Cooled Version)).The Archetype and Strategic Intent along with various optionsfor growth and consolidation were discussed with the Board ofDirectors during two Strategy focussed Board meetings (on13th Oct ’15 and 5th Feb ‘16). The Tata Power Strategy was alsoshared 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. ItFY16 over FY15 combines multiple sensors such as Thermal Imager, Day Sensor, Digital Magnetic Compass and GPS Receiver, all in a singleMaithon 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 in2 x 525 MW coal-fired power project power in Jharkhand, which Bengaluru.had languished for more than a decade. The power projectbenefits 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 HAPPENINGSThe purpose of Tata Power-DDL’s Smart Grid lab is to test and Tata Power designed and developed the first Poweroperationalize 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 theforum to demonstrate advanced technologies to national and MV Switchgear, LV switchgear and auxiliary equipment. Thisregional regulators, state discoms, etc. engineered solution is an innovation and will overcome the major challenges faced in rapidly growing cities and urbanTata Power Solar commissions 20 kW project areas. Tata Power has been able to reduce the footprint of thefor Raj Auto 33 /11KV substation by almost 30%, civil cost of construction by 82% as well as the gestation period of establishing theTata 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 finalMaharashtra 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, includinghelped Raj Auto meet 100% of its power requirement through members from Tata Power and Tata Technologies, have beenrenewable energy. The 20 kW rooftop project set up in the tirelessly working, days and nights, having spent more thanshowroom 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 offset23 tonnes of carbon dioxide annually. TPREL wins two Solar grid connected photovoltaic projects of 50 MW capacityTata Power commissions India's first Pre- each in Pavagada Solar Park in Tumkurfabricated 33/11 kV Power Distribution district, KarnatakaCentre 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 HAPPENINGSFiring stand designed, developed and 19th April, 2016. Project Kshamta, a functional competency study, has been undertaken to retain and enhance Tatamanufactured by SED Power’s technical competency. The webcast was held for employees in Generation, Transmission, Distribution andA recent successful test firing of 155 mm howitzer being Corporate Engineering Functions, across locations.designed and developed by DRDO and private sector partnersfor the first time in India, had an indigenously created fixed BNRG Renewables teams up with Tata Solarfiring stand (FFS) with traverse freedom. This firing stand was and HSBC to complete €29m of solar powerdesigned, developed and manufactured by SED, and is meant projects in the UKfor testing the efficacy of barrel, breech block, recoil systemsand 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 ashareholding 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 werebecomes 9213 MW and current operating non-fossil based supplied by Tata Power Solar.capacity at 1704 MW. The Company has operating WINDcapacity of 647 MW spread across six states of Madhya Pradesh, MPL Plant organises Partners’ MeetMaharashtra, Gujarat, Tamil Nadu, Karnataka and Rajasthan. Maithon Power Limited (MPL) organised a Partners’ Meet atTata 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 roleMaharashtra under National Solar Mission in the organisation's growth. The objective of the meet was to consolidate this partnership and to enhance the relationshipThe projects have been awarded in the DCR category under the further, where ideas were exchanged for improvement inJawaharlal Nehru National Solar Mission Phase-Il Batch-IlI quality of supplies & services, cost reduction and to sustainTranche-l under ‘State Specific Bundling Scheme’. TPREL has business operations towards achieving strategic objectives ofreceived the Letter Of Intent to develop the projects and will the organisation and also to inculcate ethical practices andsign a 25 year Power Purchase Agreement with NTPC Vidyut best way forward on safe working.Vyapar Nigam Ltd.Special webcast held by COO & ED onProject KshamtaA special webcast on Project Kshamta was conducted byour COO & ED, Mr. Ashok Sethi, from Bombay House onEnerji Talk Volume 42 Issue 3 44July 2016

CARE FOR COMMUNITY: KEY INITIATIVESBhira 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, whereinundertake Mahseer Hatchery Visit children formed their own groups and got a set of activity sheets to encourage them to read and solve basic mathematicalAhead of the World Bio-Diversity Day, Tata Power’s Act for problems every day.Mahseer initiative conducted an exclusive visit for its employeeswho have pledged to Save Mahseer and are certified Fish’s The first phase saw approximately 147 people registeringKnights 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 shareddetailed walkthrough and hands-on experience of the entire in 117 villages to discuss the learning levels of children with thebreeding process of the Mahseer fish. The key highlight parents and the community members. In the second phase, theinvolved Fish’s Knights & Junior Green Heroes getting together initiative saw participation of approximately 1,900 children withinand releasing more than 1000 Mahseer fingerlings in the 70 villages with support from 126 village volunteers.Walwhan Lake. Tata Power organises Skill DevelopmentCGPL celebrates the success of ‘Laakhon Program for youth in Mulshimein Ek’ The Skill Development Programme on farming skills andThe Lakhon Mein Ek campaign has so far reached out to more techniques for the youth from Mulshi lake area, organized bythan 100,000 communities and villages across India. This was a BVDU Social Sciences Centre on behalf of Tata Powerphased campaign, with the first phase being launched in Community Development Trust. The programme was conductedNovember 2015. In Mandvi and Mundra, the Shiksha Sarthi work at Suman Nursery and Agro Tourism Centre situated atareas, the first phase witnessed mobilization of communities in Ambadvet in Mulshi taluka. Proprietor of Suman Nursery andorder to take responsibility of improving status of education in agriculturist Mr. Ramchandra Bhumkar along with Krishithe 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 loadshedding that resulted in dark and unlit roads at night, manyareas of village not having any lighting system, making itdifficult for them to navigate and sometimes causes safetythreats also. To bridge this gap, TPCDT installed 17 Solar StreetLighting Systems in the roads and public places in three villagesof Haldia.INTERNATIONAL YOGA DAY CELEBR ATED ACROSS TATA POWERJune 21 is observed as International Yoga Day and was of the sessions. CGPL celebrated International Yoga Day bycelebrated across various Tata Power locations, including the organising a mass Yoga session on three different venues for allHydros, Trombay, Carnac and Noida. At Bhira, various asanas stakeholders. The program was organized at CGPL residentialwere practised and employees shared what changes Yoga has Township for employees and their families and in plant premisesbrought 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 Ladieson 22nd June 2016 by Mr Dhanappa Mendgudle - Head club for all the township members. To celebrate this day atBhivpuri- Khopoli Hydro Power Station, who also explained the Shatabdi Bhawan, Noida, employees organized a 45 minutesbenefits 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 Club90-minute session on “Yoga – Tools for Transformation” in in Tata Housing Colony. Yoga Guru Shri Pramod Desai fromcollaboration with Isha Foundation. In all, 22 employees Shri Ambika Yog Kutir guided 30 participants to do variousparticipated in this session and the program was well-received. breathing exercises and asanas as per the program byEach participant was given a DVD with demonstration of asanas Central Government and elaborated the importance of Yoga inand 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 inNovember 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 youngtalent 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 anorganizational micro blog promoting digital connect across the organization thereby eliminating the limitations of distanceand 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 evolvedover the years and in 2016, based on feedback of employees throughOrganization Level initiative - ‘SRIJAN’, it has moved to next level ofmaturity. In line with the People Purpose Statement, the new PMS aimsat further strengthening the principles of meritocracy, fairness,transparency & objectivity and enables people to achieve fullpotential. The Annual Performance Review for FY’16 was initiated andconcluded recently.Annual Employee Engagement Survey was conducted between18th and 29th January 2016. 96.04% of officers responded through on-linesurvey and expressed opinion on the ‘State of Engagement’ in theorganization as experienced by them. The survey was conducted andmanaged by Aon Hewitt. While NELCO and Tata Power (includingInternational (Assignments), CGPL, MPL, TPTCL, TPCDT, TPIPL & TPREL)recorded a betterment in the engagement scores of their officers over lastyear, in all 63 teams across Tata Power Group reported their engagementlevel at 100%.Enerji Talk Volume 42 Issue 3 47July 2016

WORLD ENVIRONMENT DAY ( WED) 2016 CELEBR ATIONSThe Company organised various engaging initiatives across plant locations to celebrate World Environment Day 2016 keepingwith the theme ‘Join the race to make the world a better place’. A massive tree plantation drive on World Environment Dayacross its business locations in India where around 25,000 saplings were planted. Continuing the noble initiative throughoutthe 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, awarenessrallies, etc. were undertaken by various divisions.Bhira Jojobera - EMD Purnea store - Powerlinks CGPLBhivpuri SPGCL, Raigarh Trombay U#7 EMDTrombay Maithon - Coal Yard AreaCGPL - CHP SED Project sitePowerlinks - SiliguriEnerji Talk Volume 42 Issue 3 48July 2016