Slide 1. Welcome Slide 3.

Organisation information
May I have the permission of “the distinguished • Hindustan Shipyard was established in 1941 by one
panelists” to commence the presentation? of the great Indian visionaries – Seth Walchand
Good evening ladies & gentlemen. I am Sony Sree Hirachand.
Uppala, Dy. Manager (HR). I along with my team, will • Unfortunately, over the past 05 decades, the
make a short presentation on the aspect of achieving company’s financial situation continued to worsen
business excellence through L&D at Hindustan Shipyard and had reached its negative trough by Dec 15. It
Ltd. posted a yearly loss of about Rs 200 Crs apart from
Slide 2. Agenda having accumulated losses of about Rs 1350 Crs and
a negative net worth of Rs 1000 Crs.
The Agenda for my presentation is as shown
<<<pause>>>. • In Jan 2016, the shipyard’s helm was taken over by
Rear Admiral LV Sarat Babu as Chairman &
Managing Director. His firm conviction in the 4Ds of
success namely Desire, Discipline, Determination
and Devotion has resulted in laying the foundation for
a target oriented and creation of a dedicated Team-
HSL.
• Since then, the yard has turned around and
transformed into a profit making organization. This
has been possible primarily due to institution of
various innovative learning & development measures.
• It is now my privilege to present to the expert
panelists as to how our quest towards achieving
business excellence through L&D initiatives has
transformed our company over the last 4 years into a
company of repute and professional standing.
Slide 4. Alignment of l&d initiatives with business
goals and role of l&d in Organization’s commercial
success
• At the outset, the shipyard has set for itself
business goals for achieving commercial success
through substantial improvements in the 3Rs
namely Rank, Revenue and Reputation.
• Various learning initiatives like setting up of
seminar halls/learning centers were resorted to
where our employees are exposed to discussions,
conferences and seminars on contemporary
subjects relevant to company’s professional
domain.
• Knowledge sharing workshops and discussions
are scheduled every six weeks in our auditorium
for enhancing overall awareness on adherence to
good corporate governance.
• In order to have a seamless flow of information,
automated transaction & integration of design
software, we have installed an enhanced ERP
system with SAP S4 HANA. All employees are
being trained in a graded manner for effective
exploitation of the latest ERP system.
Development:
• Further, various people development initiatives
have been adopted such as interactive sessions
on international shipbuilding technologies to adopt
industry 4.0 standards in production processes
with the usage of emerging technologies like
Artificial Intelligence, Internet of things, Advanced
Robotics etc. for enabling the Shipyard to be
internationally competitive.
• Good Corporate Governance practices have been
inculcated among the officers through interactive
sessions/conducted by C & MD. As a result of
which, HSL has been graded “Excellent” in
Corporate Governance by Department of Public
Enterprises over the last few years.
• With a view to develop online interaction and
enhance efficiency between personnel of design
department and production floors, the design
software Aveva Marine and PLM has been
integrated with SAP S4 HANA. With this, we
would be probably the only shipyard in the country
to have this unique extended data exchange
capability.

Commercial Success:
• As a result of our L&D initiatives, we have
delivered 20 ships during the last 3 years.
• We have posted net & operating profit for the last
four consecutive years after a gap of almost 5
decades.
• Our Value of Production per employee has more
than doubled and man hours per CGT has more
than halved.
Slide 5. Role of L&D in driving performance
improvements
• Coming to the role of L&D in driving performance
improvement:
• Special training in innovative approach to all
employees which has resulted in substantial
improvement in employee performance indices.
• A renewed Business development dept. has been
nurtured with impetus to provide market orientation
towards business strategy. As a result, the company
has bagged 03 shipbuilding orders out of 05 in a
competitive environment involving PSUs and private
shipyards.
• On job learning & development initiatives have
resulted in implementation of frugal innovative
measures. These measures have resulted in saving
of time and cost.
• A substantial amount of time is devoted towards
grooming of shipyard employees through
departmental and wider interactions. This has
resulted in employee positive attitude, punctuality and
enhanced productivity. I am happy to state that our
company has a high level of harmonious industrial
relations.
• The company executives have been provided
opportunities for enabling them to interact with
international clientele in a competitive environment.
Slide 6. Role of l&d in improving internal
communication and transparency,
employee enthusiasm and participation
in learning events
 Let me now put forth our efforts towards improving years where feasible lady employees have been
internal communication, transparency and employee accorded priority in induction.
enthusiasm through L&D.  Morale & Motivation play a key role in achieving
 With a view to make each and every employee a excellence in human endeavor. we have therefore
partner in shipyard’s progress, regular extended instituted HSL Flag, HSL Anthem, HSL Motto and
interactive sessions are held by our Chairman with HSL Builders Monument.
all employees. During this interaction, all aspects
pertaining to company’s targets, infrastructure
improvement, employee benefits, welfare and
issues that need corrective action are discussed Slide 7. Enablers driving l&d initiatives
threadbare.
 Weekly interactions with all heads of the Let me now move on to the enablers at our
department, monthly production review meetings, company driving L&D initiatives
six weekly extended interaction with all officers are
 A maiden Vision document for a five years duration
held to enable comprehensive deliberations on
has been promulgated articulating the L&D intent for
achievement of KRAs and drawing up future course
achieving commercial success.
of action.
 In order to accomplish MOU targets which include
 In order to achieve highest levels of employee
L&D aspects in a time bound manner, KRA
satisfaction, a fair, transparent and online PMS has
document is promulgated in the beginning of the
been implemented. The appraisal process includes
financial year.
modern statistical methods of assessment.
 Recognizing the importance of a congenial work
 To avoid Gender gap, lady officers have been
environment in accelerating L&D initiatives, all our
nominated to various fora irrespective of their
work spaces have been renovated and shipyard
seniority. The shipyard therefore does not have any
premises have been converted into a clean & green
gender sensitive complaints. Further, in recent
zone.
  Further, Focused development capsules were Slide 9. Future outlook (3- 5 years) on anticipated
conducted for employees in institutions like IIM(V) challenges and organization's investment in people
and CELABS. development

The company has an ambitious future

outlook for the next five years. These include…..
• Firstly, to achieve Mini Ratna Status by FY 2020-
21
Slide 8. Key investment initiatives in l&d which
• Secondly, to achieve turnover of more than Rs
have contributed to accelerated growth of the
3000 Cr by FY 2023-24
company
• Thirdly, to upgrade industrial production processes
to Industry 4.0 by FY 2023-24
A number of key initiatives as indicated on the slide
• And Finally, to achieve recognition as Centre of
have been introduced with a view to achieve accelerated
Excellence for in-house Design department
growth.
These initiatives pertain to according importance for
conduct of ethical business practices, training & INVOLVEMENT OF SENIOR LEADERSHIP IN
development of our employees in exploiting modern LEARNING & DEVELOPMENT INITIATIVES OF
technology tools, introduction of contemporary THE ORGANIZATION
production trends involving through-put assignments
and identifying right persons for the right job. Apart from
Involvement of senior leadership in learning &
this, employees are sensitised on conservation of
development initiatives of the organization as
energy and benefits of green energy.
discussed in my previous slides is continuous and
persistent. Most of the critical and transformational
developmental agenda is driven top down. A high
 degree of importance is accorded by the senior
leadership towards grooming all our officers to be
effective and competent industry captains.
Slide 10. Quantitative measures of l&d
• With respect to the status of quantitative L&D
measures…….
• Firstly, we have right sized our manpower by
reduction of about 30%, thus reducing the human
capital cost and increasing per employee earnings.
• Secondly, since multi-skilling is complementary to
manpower optimization, we have increased our
spending on training by 68% in 2019 as compared
to 2014.
• Thirdly, realizing the importance of retaining
quality manpower, we have resorted to numerous
employee engagement initiatives, because of
which attrition rate has been negligible.
• During the last 4 years, we received Raksha
Mantri and SODET awards for manufacturing
excellence and innovation. We were also
bestowed with ‘Governance Now’ award in the
category of ‘Resilient financial Growth’.
Slide 11. Business performance indicators
• Over the past 10 minutes, I have made an
attempt to present various L&D initiatives which
have contributed towards our shipyard’s
business excellence.
• With our transformation, return on capital
employed has drastically improved from
negative to positive.
• Although shipyard was established 77 years
ago, We have transformed and achieved
highest Turnover during the last 4 years
• It is also for the first time that we have posted
Operating and net profit continuously for the
last 4 years after a gap of almost 5 decades.
• With that I come to the end of my
presentation……. ... Jaihind.
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