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‘Bring employees to the forefront of management strategy’

| Updated on February 28, 2018 Published on February 28, 2018

Praveer Sinha, CEO & MD, Tata Power Delhi Distribution Ltd

It’s not easy managing a joint venture – especially one where the government and the private sector are hand in hand. But Praveer Sinha, CEO & Managing Director of Tata Power Delhi Distribution Ltd (TPDDL), a joint venture between Tata Power and the Delhi government, seems to have managed to lead his company to many awards. The power sector veteran has humongous experience in developing and implementing power generation projects in India and abroad, and handling tricky issues relating to land acquisition, rehabilitation of affected people as well as project financing, clearances and approvals. A strong votary of renewable energy, Sinha, who is co-chairman of the CII Regional Committee on Power Reforms and Renewable Energy, loves to read, travel and play golf in his off time. His take on:

The challenges of managing a government-private joint venture

A public private partnership (PPP) model, especially for a utility, is a great opportunity to provide public services in an efficient and cost-effective manner. The Delhi model has been a huge success and could be replicated in other States to bring in transformational changes in the distribution space.

The model addressed issues such as inadequate infrastructure, financial constraints, poor business processes and systems and inadequate workforce development which was affecting the operations and services. The success of a PPP model largely depends on business process re-engineering, robust policy and regulatory support and strong communication channels, both internal and external, so as to make this a win-win solution for all stakeholders. This could be achieved through synergy of domain knowledge, resources and experience of the private and public sector.

Integrating cultures of government, private sector

Since inception, our change management strategy has focused on building a performance-driven culture, strong and transparent communication along with common business processes and practices and employee-centric policies. This has led to amalgamation and synergy among workforces, bridging the cultural gaps resulting in shared understanding of organisational objectives and goals.

Attrition in the power sector, keeping employees engaged

India’s power sector has been marred by continuous shortage of quality workforce. However, in the past few years it has seen a turnaround resulting in increased job opportunities.

At Tata Power-DDL, we have focused programmes and interventions to keep our employees fully engaged, while keeping the organisation’s objectives and growth plan in mind.

Some of our strong HR practices include robust trainee induction and development, exciting cross–functional career options and interesting assignments in national and international business development projects, performance management system, reward and recognition programme, in-house and external trainings at premier institutes.

A management mantra you believe in/practice

I am of the belief that no organisation can achieve success without dedicated employees.

I have always practised bringing employees to the forefront of the management strategy while focusing on their development.

A book he would recommend on his industry

No specific book. I believe in continual learning from industry stalwarts, technology experts and social thinkers on the sustainable developmental goals.

De-stressing from work

Interacting with employees, spending time with my family and friends.

Sometimes, I also go to movies and theatre.

Published on February 28, 2018
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