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GMR Hyderabad International Airport Limited

ASK Reddy Head Human Resources
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About GMR Group of Companies

GMR Group is one of the fastest growing and leading private sector organisations in India with interests in Infrastructure and AgriBusiness. Founded in 1978, by its present Chairman Shri G.M. Rao, the Group is well diversified and professionally managed. The core businesses of the Group are in the sectors of Infrastructure comprising of Energy, Roads and Airports. In addition, the manufacturing sector, spanning the Agri-business includes Sugar and Ferro alloys. Being a socially-responsible Corporate house, the Group is also actively engaged in the areas of Education, Health, Hygiene and Sanitation, Empowerment & Livelihoods and Community-Based Programmes under its Foundation wing, reaffirming its grass root presence as change agents of society in the field of Corporate Social Responsibility. A dedicated division, the GMR Varalakshmi Foundation, manned by committed professionals, oversees and manages these projects across the country.

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GMR Groups Presence in the Airport Sector

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Delhi International Airport (P) Limited

DIAL is a consortium of GMR Group (50.1%), Airports Authority of India (26%), Fraport & Eraman Malaysia (10% each) and IDF (3.9%). GMR is the lead member of the consortium, Fraport AG will be the airport operator and IDF, the financial investors. The project being developed by DIAL has been given the mandate to finance, design, build, operate and maintain the Delhi Airport. The first stage of development is already underway which will cater to 30 million passengers per annum and the mission is to eventually build a world-class airport, capable of serving 80 million passengers per annum. The entire world will, in fact, marvel at the completion of the first phase in 2010, as Delhi will be all set to host The Commonwealth Games.

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GMR Hyderabad International Airport Limited

GHIAL is a joint venture company promoted by GMR Group (63%) and Malaysia Airports Holding Berhad (11%), Government of Andhra Pradesh (13%) and Airports Authority of India (13%) as the other consortium partners. GHIALs mandate is to build, finance, operate and maintain a Greenfield airport with service standard levels and infrastructure at par with any global benchmark, thereby enhancing shareholders value. Its initial capacity would be to carry 12 million passengers per annum and the cargo capacity would be 100,000 tons per annum. The airport is scheduled to start operations in March 2008

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The new International Airport Terminal at Istanbul, Turkey

The consortium consisting of GMR Infrastructure Limited (GMR) 40 per cent, Limak Insaat Sanayi San Ve Tic A.S Turkey (Limak) 40 per cent and Malaysia Airports Holdings Berhad (MAHB) 20 per cent, has won the bid for Sabiha Gokcen International Airport (SGA) at Istanbul, Turkey, amidst intense competition from global firms. This BOT (Build Operate - Transfer) project involves construction of a new international airport terminal with a 10 million capacity in 30 months besides managing the existing domestic and international terminals (with a passenger capacity of 3.5 million per annum).

SAP ERP Human Capital Management 6.0

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Human Resources @ GMR

Human Resources Department Mission: To foster an HR community which is agile and caring

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HR Practices at GMR
As a part of the group which is experiencing exponential growth, the HR department always has a challenge to continuously improve and keep in line with the best practices in the industry to cope with an increasing number of employees encountering new working environments, cultures, restructuring and effects of technology. We have begun our P-CMM journey in 2005 and in the process we are redefining our HR practices as these have a continuing and significant influence on employment productivity and are instrumental in fostering a growth-oriented environment enabling all its employees to fully realize their potential. Our House of Quality has our Values & Beliefs, Vision and Mission & Strategic plans as its foundation; Standardization, Improvement & Excellence as its pillars; and Quality initiatives & Total Employee Involvement as the roof.
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House of Quality
TEI
Total Employee Involvement

5S, QCs, Kaizen, SPRINT Sigma

Standardization
ISO 9001 SOPs Manuals

Improvement
Six Sigma PCMM TOC BSC

Excellence
EFQM Model

LEADERSHIP Business Leadership Values & Beliefs Strategic Planning Process Vision & Mission
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Performance Appraisal & Management

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Performance Management policy @ GMR

The performance management policy has been developed as a part of the P-CMM Level 2 policy documentation. Balanced ScoreCard is the performance management tool used in GMR Group.

Following is the process adopted to formulate the Performance Management Policy at GMR: Conceptualization
Study of best practices in the industry

Buy-in of the senior management Roll-out plan Road-shows Implementation (Process Facilitation & monitoring by HR) Continuous Process Improvement

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A systematic planning program has been rolled-out for all the sectors of GMR Group
1 1 2 2 3 3 4 4

Strategic Plan Strategic Plan

AOP AOP

Balanced Score Balanced Score Cards // PMS Cards PMS

Review Review

Set the overall direction for the sector Identify key value drivers

Identify strategic initiatives for each value driver Clearly identify action points and their quantification Incorporate resource requirements (manpower & financial) Develop budget from zero base

Incorporate strategic initiatives as identified during the AOP Understand impact & provide weightages Highlight timelines and key steps

Follow control template Measure actual performance against promised Performance appraisal

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Balanced Score Balanced Score Cards // PMS Cards PMS

Sample Dashboard / summary BSC

B A L A N C E S C O R E C A R D 2 0 0 6 0 7 B D S e c to r H e a d
F IN A N C IA L CU STO M ER
2 5 5 3 2

7 6 5 5 4 3 6 3 3

F1 F2 F3 F4 F5 F6 F7 F8 F9

O ris s a P ro je c t - A c h ie v e F in a n c ia l C lo s e o f O ris s a P ro je c t N e p a l H y d ro p r o je c ts - W in a H y d ro p r o je c t in N e p a l ( U p p e r K a rn a li / A r u n III) N e p a l H y d ro p r o je c ts - U p p e r M a r s y a n g d i - C o m p le te a c q u is itio n p r o c e s s / J V a g re e m e n t T ra n s m is s io n p r o je c t - W in a tr a n s m is s io n p ro je c ts o f R s . 3 0 0 0 C ro re s In te r n a tio n a l c o a l - S e c u re In te r n a tio n a l c o a l e q u ity s u ita b le fo r a 1 0 0 0 M W T P P In te r n a tio n a l c o a l - E x p e n s e s w ith in b u d g e t T h e r m a l B D - W in a 1 0 0 0 M W c o a l f ir e d b id T a lo n g H E P - F in a lis a tio n o f D P R T a lo n g H E P - O b ta in e n v iro n m e n ta l c le a ra n c e

C1 C2 C3 C4 C5

V P G L - L & T E P C c o n tra c t c lo s u r e G E L - R e a d in e s s f o r re lo c a tio n o f B a r g e G E L - E n s u rin g g a s s u p p lie s f o r V P G L & G E L o r a lte r n a tiv e ly s a le o f a s s e t E m p lo y e e s a tis fa c tio n - Im p le m e n t E S S re p o r t re c o m m e n d a tio n s IS T P im p le m e n ta tio n - E n s u r in g im p le m e n ta tio n o f IS T P s tu d y re c o m m e n d a tio n s

42

L E A R N I N G & G R O W T H

L1 L2 L3 L4

T a le n t m a n a g e m e n t - Id e n tif ic a tio n o f D e v e lo p m e n t P la n f o r G M s & a b o v e ( H ig h P o ts a n d c r itic a l p o s itio n s ) In s tillin g V a lu e s & B e lie f s - In s tillin g v a lu e s & b e lie f s

4 3 3

C o m p a n y W id e T Q M - Im p le m e n ta tio n o f h o u s e o f q u a lity a s p e r p la n A ttr a c tin g & r e ta in in g k e y ta le n t - Im p le m e n ta tio n o f id e n tif ie d s te p s f o r im p r o v e m e n t

e iv t ra t s llu I
17
5

I N T E R N A L P R O C E S S

I1 I2

A la k a n a n d a P r o je c t - " 9 0 d a y s to F in a n c ia l C lo s e " o f A la k a n a n d a p ro je c t N u c le a r P o w e r - Id e n tific a tio n o f e n try s tra te g y f o r N u c le a r power N u c le a r P o w e r - B u ild te a m & c o m p e te n c y (n u c le a r)

3 2 3

I3 I4 I5 I6

C o s t C o n tro l - B e n c h m a rk in g p ro f e s s io n a l c o n s u lta n c y c o s ts O th e r s - B u ild m in im a l r e q u ire d e n g in e e r in g & p r o je c t m a n a g e m e n t c o m p e te n c y f o r th e r m a l p ro je c ts th ro u g h re c ru itm e n t o f m a n p o w e r O th e r s - F o rm a lis e to w n h a ll m e e tin g s (in f o r m a tio n s h a r in g )

15 T o ta lS c o r e

26 100

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Balanced Score Balanced Score Cards // PMS Cards PMS

Sample Goal sheet

Comes from detailed initiatives
BALANCESCORECARD200607BDSectorHead

Comes from detailed initiatives & discussions with individuals

Who KVV Rao, GK Raghunandanan Avinash S, Harvinder M Avinash S, GK Raghunandanan Ashis Basu, RK Goel Ashis Basu, RK Goel Avinash S, G Loganthan, Ashis Ba Weightage

Financial Orissa Project Nepal Hydro projects Nepal Hydro projects Transmission project International coal International coal Thermal BD Talong HEP Talong HEP

Initiative Achieve Financial Close of Orissa Project Win a Hydro project in Nepal (Upper Karnali / Arun III) Upper Marsyangdi - Complete acquisition process / JV agreement Win a transmission projects of Rs. 3000 Crores Secure International coal equity suitable for a 1000 MW TPP Expenses within budget Finalisation of DPR

Time Mar-08 Mar-08 Oct-07

Target Achieve FC Win a project Complete acquisition Win a project Win coal equity

Win a 1000 MW coal fired bid

Obtain environmental clearance

Customer VPGL GEL GEL Employee satisfaction

L&T EPC contract closure

Readiness for relocation of Barge

ra st llu I
Initiative

e iv t
Mar-08 Mar-08 Mar-08 Nov-07 May-08 Aug-07 Aug-07 Jun-07 Mar-08

7 6 5 5 4 3 6 3 3 42

Win a project Finalise DPR Obtain clearance

G Loganthan, Ashis Basu Avinash S, Talong Team Avinash S, Talong Team

Contract closure Ensuring gas supplies 100% of report implementations Ensure implementation of ISTP recommendations

Ashis Basu, SN Barde, KK Sivakum G Loganathan BVN Rao GK Ravindra, G Loganathan, SN Barde

Ensuring gas supplies for VPGL & GEL or alternatively sale of a Implement ESS report recommendations Ensuring implementation of ISTP study recommendations

2 5 5 3 2 17

ISTP implementation

Mar-08

IT team

Comes from list of initiatives as highlighted in the AOP

Comes from detailed initiatives

Based on the importance of the activity

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Balanced Score Balanced Score Cards // PMS Cards PMS

Balanced Score Card are deployed top down.

Starting with the development of the Sector Balanced Score Card, the process is rolled down across the organisation Sector Balanced Score Cards are linked with sector AOPs to ensure effective implementation of plans During the years planning process sector draft Balanced Score Cards were developed as part of the AOPs Having developed the Sector BSCs, these are rolled down in two phases: Top / Middle management: To begin with the BSCs are developed for all GMs and above designations. To be completed by mid April Lower management: Subsequently BSCs are deployed for all AGMs and below. End April BSCs are developed for all new joinees at the time of joining the organisation

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Balanced Score Balanced Score Cards // PMS Cards PMS

Top / Middle management BSCs are derived largely from the sector AOP.

Step 1: Develop the sector Balanced Score Card directly from the AOP Step 2: Based on the BSC of the Sector develop the BSC for the sector head Minor differences in terms of role of Sector Head, targets etc Step 3: Develop BSCs of direct reportees to the Sector Head Step 4: Roll down the BSCs for all employees.

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Process Flow
Business Objectives for the year Finalize Yearly BSC Quarterly Feedback Modification Of Goals, If any

Merit List

Decision on Merit List Distribution Forced Distribution Curve

Identify Training Needs

Performance Appraisal Form

Promotion Letters + Increment Development Plan Performance Improvement Plan

Collate & Normalize Ratings

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Thank You!

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