The Challenge of Privatization Organization Redesign at Bharat Petroleum Corporation Limited

1. The Challenge of Privatization Organization Redesign at Bharat Petroleum Corporation Limited

3. Fortune 500 & Forbes 2000 company

4. Sales Volume 27 Million MT

5. Revenue US $ 31 Billion per annum

6. Two Refineries at Mumbai & Kochi and One subsidiary Refinery at Numaligarh

7. Large distribution network across India 425 locations

8. Network of 8400 Retail Outlets and 2,200 LPG Distributors

14. Organization used the other workshop to trend the staff and communicate and coordinate in each and every department this has brought about much better understanding and commitment to the change process.

16. HRM Coordinate with each and every employee

17. Design functional training programmes and deliver them

18. Anchor organizational learning

19. Transfer workers within business units

20. Manage discipline

21. All SBUs and entities share teams performing these tasks

22. HRM services team in each region is headed

24. The company believes in building its human potential rather than buying it

25. Scope for promotion is limited at BPCL. The average age at BPCL 35-40 years.

27. Purpose of PMS To facilitate achievement of the Vision and Business Plans of the Corporation and foster development of every management staff, thereby gaining competitive advantage in the market

29. Translate such goals into tangible objectives and measures at the individual level through discussions between Appraiser and Appraise

30. Identify managerial attributes/ competencies necessary to achieve the goals

31. Establish a formal process of continuous feedback on performance

32. Identify developmental plans to enhance performance

34. Consistency in KRAs across the similar roles e.g. Territory Managers

35. High degree of discipline especially in terms of time line

38. Touched each & every employee & made their role relevant

39. Distinctive connection established between corporate strategy & individual KRAs & Objectives by introducing concept of ‘Default KRAS’

41. Ensure that each and every role holder sees a clear connect between their individual goals with that of their Business or entities

43. Converting strategies into measurable indicators at various levels

44. Setting goals & targets against the standard metrics

45. Putting in place measurement and monitoring mechanism

46. Designing a holistic feedback and development process for sustained performance