Bharat Heavy Electricals Limited

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Introduction BHELs Portfolio Vision and Mission Structure of BHEL Departments of BHEL Culture of BHEL
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*Established in 1964 one of the largest
engineering and manufacturing firm

* 16 manufacturing divisions * 2 repair units * 4 regional offices * 8 service centers * 15 regional centers * 150 project sites across India and abroad

*Steam Turbines ( up to 500MW) , steam *Annual Profit 2012-13 : Rs 6,485 crore *Total No. of Employees : 46,274
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generators (up to 500MW) , Gas turbines (up to 260MW)

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Single Source for Multiple Solutions of Infrastructure & Industrial Sectors of the Economy

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Official goals

*VISION: A global engineering enterprise providing

solutions for a better tomorrow.

*MISSION: Providing sustainable business solutions

in the field of Energy, Industry and Infrastructure.

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* Tall structure
* Specialized tasks * Strict hierarchy, many rules * Vertical communication and reporting systems * Centralized decision making

Organization Hierarchy Executives Chairman, Directors, ED, GM, AGM, Sr. DGM, DGM, Manager, Engineer
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Non Executives Workers, Artisans

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PRODUCTION

FINANCE
DEPARTMENTS

INFORMATION TECHNOLOGY

HUMAN RESOURCE
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MARKETING

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*Set
of norms, values and guiding beliefs, and understanding that is shared by the members of the organization and taught to the new members as the correct way to feel, think and behave.

*Acts as *Internal Integrator *External Integrator

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Promotion, Rewards, Retirement

Bureaucratic Culture

Articles over intranet and BHEL magazines

Tall Hierarchy

Seniors are the decision takers

Diff. dept. for financial control, decision mechanism, information management and reward systems
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Strategy Actions a company plans in response to or anticipation of changes in its external environment. Structure Basis for specialization and co-ordination influenced primarily by strategy and by organization size and diversity.

Systems
Formal and informal procedures that support the strategy and structure. (Systems are more powerful than they are given credit)
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Style / Culture

Staff

Organizational Culture Management Style

The people/human resource management Skills The distinctive competences what the company does best, ways of expanding or shifting competences Shared Values / Super-ordinate Goals

Guiding concepts, fundamental ideas around which a business is built must be simple, usually stated at abstract level, have great meaning inside the organization even though outsiders may not 12 see or understand them.

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Strength Strong engineering base Modern technology Huge customer base More than 190 products Deliver high quality products at competitive price Inability to provide to give suppliers credit, soft loans Self financing of power projects Longer delivery cycles compared to international competitors Lacks effective marketing infrastructure

Weakness

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Huge demand of power & growth Ageing power plants need more service and spare parts Cost competitiveness & potential export opportunities
Increased competition domestic and international companies Foreign competitors rapidly spending on promotion tactics Global leaders entry in Market

Opportunity

Threats

Balanced scorecard approach Customer Satisfaction and retention Short term & Long term15financial performance

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*Development *BHEL's
of futuristic technologies Clean Coal Technology, Nano Technology, Fuel Cells, Superconductivity and thin film solar cells etc. investment in R&D is amongst the largest in the corporate sector in India (Rs. 1162 Cr. for FY11-12) and copyrights @ 1 per day (1,786 patents and copyrights filed) Indian Public Sector Enterprise figuring in 'The Global Innovation 1000' of Booz & Co. Reuters Innovation Award 2010 in the 'Hitech Corporate' category
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*Patents

*Only

*CII-Thompson

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Environment friendly company Provide safe and healthy working environment Continual improvement in the HSE performance Conservation of resources by Environmental Management. Enhancement of EHS amongst employees, customers and suppliers by proactive communication and training. Coordination with concerned Government agencies
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*CSR Areas Approved by BHEL

Board of Directors
Vocational Training

Environment Protection & Energy Conservation

Education & Promotion of Talent Health Management

Adoption of ITIs & Skill Development Institutes Adoption of Villages & Community Development Infrastructural Development

Disaster/ Calamity Management

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