LANCO INFRATECH LIMITED

A Walk - through the Lanco Business ..

LANCO INFRATECH LIMITED

OUR MISSION Development of Society through Entrepreneurship OUR VISION Most Admired Integrated Infrastructure Enterprise

IntegrityI Humility&RespectI Organization before SelfI Achievement DriveI Positive

LANCO VALUES

INTEGRITY

HUMILITY & RESPECT

ORGANIZATION BEFORE SELF

ACHIEVEMENT DRIVE

POSITIVE ATTITUDE

ACCOUNTABLITY

TEAMWORK

INNOVATION

CORPORATE STRUCTURE
Division of Lanco Infratech

Special Purpose Vehicles

Construction & EPC Executed projects worth US$1.3bn over last 3 years (FY07 - FY09) Order book of US$ 4.45 bn

Power under Capacity operation c. 1,349 MW under Capacity construction and Development c. 7,962 MW One of the largest player in power trading with 12.4% market share

Infrastructure Developing c. 163 km of National Highways in Karnataka for Bidding constructing and operating Airports, Metro Rail Transport Systems and renovation, modernization & operation of roads, ports and redevelopment projects

Property Development sq ft under 4mn development in Hyderabad, India Developing Lanco Hills, mixed used space of high rise residential structures, IT SEZ office space, shopping malls and hotels

LOCATIONS
Coal Based Plants under operation Plants under construction
Vamshi - I Vamshi Ii Va m sh I In d us t ri a l Gurgaon Lanco Green Lanco U t t a r a n c hal Teesta

Hydro Plants under operation Plants under construction Gas Plants under operation Plants under construction Plants under development Wind Plants under operation

Anpara

A m ar k an t ak I A m ar k an t ak II A m ar k an t ak I I I & IV Vidarbha

Babandh

Lanco Hills Hyderabad Chitradurga K o n d a p a l li II K o n d a p a l li III Ko n da p al li - I

Property development Road development Coal mine Registered office Corporate Office

Udupi

Tamil Nadu Wind 81 km Bangalore Hoskote Mudbagal 82 km Neelamangla Devihalli A b an po w er

INTEGRATED BUSINESS
Fuel ( Coal mining ) Construction and EPC Generation and O&M Trading Transmission and Distribution

Cap tiv e coa l min e all oca ted by Gov t. of Ind ia to Lan co and fiv e oth ers Coa l to be use d for por tio

Compl eted proje cts with capac ity of 1,354 MW and 6,566 MW proje cts under devel opmen t Stron g engin eerin g capab ility and resou rces spann ing feasi bilit y studi es,

Ope rat ing pro jec ts wit h cap aci ty of 1,3 49 MW and 7,9 62 MW pro jec ts und er imp lem ent ati on and dev elo pme

Lar ges t pri vat e sec tor pla yer in Ind ian pow er tra din g mar ket wit h app rox . 12 % mar ket sha re Tra ded

Str ate gy inc lud es pos sib le exp ans ion int o tra nsm iss ion and dis tri but ion

CORPORATE STRUCTURE - SHARED SERVICES

VICE CHAIRMAN
LEGAL AUDIT INSURANCE PROCUREMENT CSR FAMILY PROTOCOL

CHAIRMAN MANAGING DIRECTOR

CORPORATE STRATEGY HUMAN RESOURCES

FINANCE ACCOUNTS PUBLIC RELATIONS CORPORATE AFFAIRS

Proposed Corporate Structure Business Verticals

CEO Business President EPC & C Solar CEO Infra - structure Business President President Power [ Domestic ] Energy Trading Business President Power [ In

CEO THERMAL 1 CEO THERMAL 2 CEO HYDRO FUELS/MINERALS & COAL

CEO EPC CEO CONSTRUCTION

COO ROADS COO TRANSMISSION COO - DISTRIBUTION

CEO INTERNATIONAL POWER BUSINESS

LEADERSHIP DEVELOPMENT THROUGH COMPETENCY BASED FRAMEWORK

Deepak Bharara

LEADERSHIP

An Art to motivate a group of people towards achieving a common goal Leaders born or made?

A STORY

A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree. And shouts down to the assembled group below WAY !! WRONG

LEADERSHIP ROLE IS TO AVOID MIS ALIGNMENT

LEADERSHIP IS ALL ABOUT GOAL ALIGNMENT AND ACHIEVING THE ULTIMATE VISION !

CURRENT SCENARIO

MULTI POLAR WORLD & INPUTS FOR BUSINESS SUCCESS

MPW is characterized by increased economic interdependence Capital Direct Investment/Portfolio Investment Talent Favorable Demographics spurring rapid growth Resources Increasingly intense competition for energy, commodities & raw material New Consumer Rapid income growth creating up to a billion new market Innovation New cluster of innovation & specialization

EXTRAORDINARY CAPABILITIES REQUIRED

Managing a Broad range of risks comfortably Mastering the art of Improvisation Keeping in tune with the importance of culture & localization Market focus & position - where & when to compete Building Distinct capabilities USP Performance Anatomy- common mindsets relating to culture, leadership & workforce Gaining access to Talent Managing Regulatory & geopolitical risks

ON THE PATH OF HIGH PERFORMANCE

TALENT BUILDING
A BIG CHALLENGE
The Market for Talent has gone Global: Workforces in the emerging world are already four times larger than those in the West and are expected to be five times larger by 2020 The New Talent, generation Y is increasingly talented, educated, skilled & having high expectations. But despite an ostensible abundance of talent, today the leaders find it difficult to engage & retain them Talent is the biggest challenge The role of leaders is to engage & channelize the individual potential & also Need to expand & tap Regional, National & Global Talent Pools

TODAYS CHALLENGE
ATTRACT TALENT & DEVLOP LEADERSHIP PIPELINE WITH
Leaders who can take a Holistic Approach Leaders who can build Employer Brand to Compete the best Leaders to encourage & create Innovation Mind Set Build capability to Manage risks & uncertainty Leaders with global mindset & local focus Leaders to provide opportunity for Advancement Leaders must show sensitivity to others cultures Learn from the Challengers improvising capabilities Source Talent outside normal Channels Diversify Sources

LEADERSHIP DEVELOPMENT

Leadership development refers to any activity that enhances the quality of leadership within an individual or organization

Why is Leadership Development vital? Growth in scale Global exposure Acute talent crunch Changing market scenario High performance demanded Multiple roles performed

LEADERSHIP DEVELOPMENT MODEL

LEADERSHIP DEVELOPMENT BASED ON CBF

What is a Competency?
Integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively

CHARACTERISTICS RESULTS

BEHAVIOUR

PERFORMANCE

COMPETENCY PROFILING

Benchmark of Ideal Performance to excel in a role Competencies can be rated as critical, core or preferred Provides the individual with a map or indication of the behaviors that will be valued, recognized and rewarded

LANCO - LEO FRAMEWORK

PARAMETERS FOR ASSESSING EMPLOYEES AT SENIOR LEVELS ( ED & ABOVE ) at LANCO

1 LEADERSHIP 2 3 4 5 6 Rating INTELLIGENT Rating TOTAL QUOTIENT POINTS Ability to Understand quickly Sharp & Smart Ratin ENTREPRENEUR Rating OWNERSHIP g SHIP Visionary Organization before self Dedicated Rating DOMAIN Rating VALUE EXPERTISE SYSTEM Integrity

Enthusiastic Communicator Energy/ Enthusiasm Empathy

Tactful

Humility & Respect Customer Focus Positive Attitude Accountability Learning & Develop-ment Cultural Diversity

Risk Taker

High level of Commitment Goes beyond the call of duty Persevering

Logical Thinking High Analytical Skills

Inspirer/ Motivator Setting Clear Direction Change Agent

Networking Decisive

Innovative

Achievement Drive Result Oriented

Team Developer

Adaptive to Circumstances Strategic Business Acumen

Initiative Open-minded

Dealing with Ambiguity TOTAL

Negotiation & Persuasion

BENCHMARKS FOR EACH CADRE AT SENIOR LEVELS ON EACH PARAMETER ( ED & ABOVE )
1 2 3 4 5 6

LEADERSHIP

ENTREPRENEURSH OWNERSHIP IP

DOMAIN VALUE EXPERTISE SYSTEM

INTELLIGENT AVERAGE QUOTIENT

CEO

NOT < 9

COO

NOT < 8

DIRECTOR

7.5

7.5

8.5

NOT < 7 . 5

EXECUTIVE 7 DIRECTOR

8.5

NOT < 7

PRESENT PERFORMANCE Rating must be minimum EXCELLENT

BEHAVIORAL COMPETENCIES
- A SAMPLE
Communication Global Awareness Business Insight Strategic Orientation Leading / Empowering / Developing People Teamwork & Interpersonal Influence Stakeholder Focus Execution and Results

BEHAVIORAL COMPETENCIES
Managing Performance Personal Effectiveness Conceptual / Cognitive Problem Solving Social Awareness Decision Making Networking Entrepreneurship

Behavioral Competencies - SAMPLE - A SAMPLE

TECHNICAL COMPETENCIES
Project Management Commercial Contract Engineering Design Asset Management Quality Control Regulatory Knowledge Competitor Analysis Planning

Technical Competencies SAMPLE - A SAMPLE

FUNCTIONAL COMPETENCIES
Finance Human Resource Procurement Media Management Legal & Secretarial Information Technology & Systems Management Assurance Group Facilities Management 1.

Functional Competencies - SAMPLE - A SAMPLE

LEVELS OF COMPETENCY
Normally the competencies are measured on scale of 3, 4 & 5 Level 4 Highest of the order Level 1 Lowest of the order For Example Global Awareness Competency Level 1 Aware of Global Factor Affecting Sector Level 2 Leverages Resources Across Borders Level 3 Appreciate different View Points /Drivers Level 4 Enhanced Organization Capabilities based on Global Opportunities

COMPETENCY ASSESSMENT

Once the benchmark of critical and preferred competencies is established for the role, the employee and the manager can assess the employees level of proficiency for each competency.

Techniques : Surveys Interviews Feedback like 360 degree Performance Tests PDD (Professional Dialogue Discussion) Development/Assessment Centre's

PDCA - APPROACH
PLAN
Identification of Competencies where Gap has to be fulfilled Development of a Competency Development Strategy a. Prioritizing the competencies b. Identifying the tools c. Plan d. Budget and Resources Development of a Competency Development Calendar

DO

Carrying out the development programme Capturing the feedback from multiple sources

PDCA PDCA- - APPROACH Approach

CHECK

Analyze feedback Competency related goals Identify improvement areas Identify actions to be taken

ACT

Implement improvement actions

ASSESSMENT CENTRES
Job Analysis Predefine competencies Behavioral classification Assessment techniques Simulations Observations Observers Recording Behavior Reports Data Integration

- TO MEET THE FOLLOWING CRITERIA:

SMART & STRETCHED GOALS

- TO UNLEASH POTENTIAL & PERFORMANCE MAPPING

DEVELOPMENT & ASSESSMENT CENTRE

- FOR POTENTIAL MAPPING
Multi-exercise programme designed to identify the potential of personnel In Basket Exercise Group Simulations Behavioral Competencies Interview Individual Case Analysis Role Play Thomas PPA System Emotional Intelligence EQ

1.

HIGH POTENTIAL

- PERFORMANCE / POTENTIAL MATRIX

HIGH Deep-Pro Utility Pro Consistent Star

Future Pro

Utility Player

Future Star

Take Action LOW

Future Utility

Rough Diamond

GAP ANALYSIS & VALIDATION

Helps to understand gaps in performance Once the skill gaps have been identified, strategies for closing the gaps can be determined Strategies include training, job role reassignment (transfers, portfolio changes), allocation of new resources, improvement of rewards and incentives, goal setting, or termination (if the fit can not be corrected by other means)

INDIVIDUAL DEVELOPMENT PLANS ( IDP )

An Individual Development Plan (IDP) is a formal document that identifies an individual's learning and developmental goals. It contains training, education, and development activities (formal and informal) to acquire the competencies needed to meet IDP goals

Objective of IDP : Identify and assess future developmental needs in required competency areas Provide structured learning experiences linked to organizational needs, goals, and job requirements. Establish an agreed-upon set of learning objectives and developmental activities as part of a formal career development program

SOURCES OF INPUTS FOR IDP

Competency Analysis Career Development Process (PDD) Corporate Strategies Competency Dictionary Workforce/Manpower Planning Training Needs Identification Performance/Potential Reviews

DEVELOPMENT METHODS
E learning Modules Competency Development Assignments Mentoring Knowledge up gradation & sharing program P to P learning Internal Training Program workshops External Training Program Workshops Management Development Program Certifications Higher Studies Knowledge Management

EVALUATION PROCESS
Relevance of the program Content of Modules Delivery by the Trainers Duration Clarity provided for the doubts Actual Improvement in the competency level of the individual Participation level Group Size & Attendance

MEASUREMENT TOOLS
Strategic Coverage Ratio Organizational Competency Index Core competency Index Value Conforming Index Efficacy 360 degree feedback Competency coverage - Numbers % of employees with specified Mentor/Coach E learning assignment given & completed Leadership Index

NEXT STEP

- REVISITING GOALS & RE-ALIGNMENT