IMPACT: An RPG LDP-III Program

October 2021 – September 2022

Name: Nitin Bendale

Line Manager : Sanjeev Agarwal

Project Mentor : Sanjeev Agarwal
Action Learning Project : 275kV Bunut - Medamit
Transmission Line Project, Malaysia
 LDP-III Journey and its Impact on me as a Leader
• To be Visionary • Use appropriate language
 Unbiased thinking  Maintaining right balance with
 Stop over dependence team (formal /informal)
 Stop reacting & losing temper
• To Develop problem
• Considering the receiver
solving skill
 Be more socially active.
 Delegating
 Stop interfering while discussion
 Stop over analyzing
• To have an open mindset
• To be Tech Savvy
 Listen point of view before
 Engage with latest tech.
 Stop being attached with judging
 Encouraging people for their
Servant Leadership existing set-up Osmotic Communication ideas.
Principle that impacted me exceptionally Impact and implementation as leader Courtesy

Golden circle - Great leader inspire action • Creating sense of pride in team for the work they perform and why the do. Simon Sinek
• Setting an example so that they can learn from my actions.

Monkey Management • Delegating work to the right person or who are nearer to the issue. Mike Clayton

Prioritizing with 80-20 Pareto Principle/ • Must Do (5% work - 60% result ) , Should Do (20% work -80%result ) , Mike Clayton
MoSCoW analysis • Could Do (50%work -90% result ), Won’t Do (remaining – 100% result)

Leading in VUCA world • Leading in situation of Volatility – Uncertainty- Complexity – Ambiguity Raghu Raman

Hierarchy of People Needs (Motivation • Physiological-Safety- Social-Self esteem-Self Actualization Maslow

Theory)
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Application of Learning - Project and Work (real example)

Being used in tender estimates & project execution

Deployed local experts in functions like, safety, admin, contracts, logistics, tendering, across the region

Manage relationship, collaborate with Stalk holders

Helped team to get diversity awareness and cultural competencies
Focus needs on virtual team, cultural diversity, build trustworthiness

MoMs (internal/external), CPDC approvals, etc. are well documented & circulated
for clear understanding & necessary actions

Cross Functional Teams– Lean, flexible and multi tasking teams are in place to
keep the projects on/fast track.

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 Action Learning Project and Value created through it
Project – 275kV Bunut - Medamit Transmission Line Project O001 Malaysia TL

Award date Apr -2019 LE completion by May’24

No of foundation 494 165 completed till Aug’22
No of erection 494 40 completed till Aug’22
Line length 179km Yet to be started
Project value 435 cr. (approx.) 257 cr. till Aug’22
Risk management, CFT Leading Strategic thinking, Result
External data collaboration VUCA Clear communication
Empowering
12.00%
10.01%
10.00% 8.98%
8.00% 7.12%
5.95% 6.43%
6.00%
4.00%
2.00%
0.00%
Bid ZCB CTC 1 CTC 2 CTC 3
April-18 Dec-18 Jul-22 Mar-23 May-24

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How I intend to carry forward my Learning Journey

Delegating &
Empowering

Prioritizing work

CFT Collaboration

Inspiring future leader

Transparency

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 Changes I recommend to help make my Organisation Future-ready
Employee Value Proposition
• Employee - main asset of
Organisation
• Creating a sense of pride in
working in RPG
• Rewards/Pride/Facility
should be above salary
compensation for skill and
capabilities
Process Oriented
• Policy should easy to
understand and accept
• Processes based on
analysis and experience
• Procedure to be well
defined and followed
Sustainability
• ESG is future
• Thinking for future
generation
• Reduce- Reuse - Recycle
Cost Optimization
• Use of new Technology
• Innovation in design
• Learning from market
trend and competition.
• Early project closure
• Long term strategic tie-ups
with OEMs & local
subcontractors
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 THANK YOU

Toxic/Tensed Towards Happy/Prosperous

Workplace Workplace

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