historic data of bhel share prices
TRANSCRIPT
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HEEP Haridwar
By:By:
S.K. JAIN
Director (HR)Bharat Heavy Electricals Limited
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HEEP Haridwar
Indias LargestEngineering &
Manufacturing
Enterprise
of its kind
One of the MajorPower Plant
Equipment
Manufacturers in
the World
Consistent Dividend Paying
Company for overThree Decades
BHEL - a Navratna' Company
Committed to Enhance Stake-holder Value
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HEEP Haridwar
NEW DELHI
BARODA
NAGPUR
PATNACALCUTTA
VARANASI
GOINDWAL
HARIDWAR
RUDRAPUR
JAGDISHPURJHANSI
BHOPAL
HYDERABAD
BANGALORE
RANIPET
TIRUCHIRAPALLY
CORPORATE OFFICE
MANUFACTURING
LOCATIONS
SERVICE CENTRES
BHEL Corporation - An Introduction
Employees - 42518 (As on 1-4-06)
Turnover - Rs 14525 Crores (2005-06)
14 Manufacturing divisions
4 Power Sector regional centres
8 service centres and 18 regional
offices
Major Units/Divisions are Certified withISO 9001(2000), ISO 14001 and OHSAS
18001
Continuous Profits since 1971-72
Caters to Core Sectors viz., Power,Industry, Transportation,
Telecommunication, RenewableEnergy etc.
Manufactures over 180 products under30 major product groups
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HEEP Haridwar
100
116
138
193
0
50
100
150
200
2002-03 2003-04 2004-05 2005-06
100
155
209245
0
50
100
150
200
250
As on
31.03.2003
As on
31.03.2004
As on
31.03.2005
As on
31.03.2006
100 127
197
310
0
50
100
150
200
250
300
2002-03 2003-04 2004-05 2005-06
18.1526.89
38.95
68.6
0
20
40
60
80
2002-03 2003-04 2004-05 2005-06
BHEL Excellent GROWTH
PERCENTILE GROWTHPERCENTILEGROWTH
PERCENTILE GROWTH
100
116
138
193
0
50
100
150
200
%ageGROWTH
2002-03 2003-04 2004-05 2005-06
378%Growthin 4 years
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Power SectorConcept to Commissioning Capabilities
_ Concept Engineering - Feasibility Reports
- Detailed Project Reports
_ Bid Preparation - Proposal Engineering
_ Product Engineering - Design Memoranda
- Detailed Engineering
- Optimisation Studies
- Contract Documentation
- Integration of Systems
_ Manufacturing - Modern & Unique Manufacturing/ Testing
_ Procurement - Sourcing (Domestic/ Overseas)
- Contracting
_ Installation & Commissioning - Civil Works
- Erection,Commissioning,
- Performance Guarantee Test
- Hand over to customer on turnkey basis
_ After Sales Services - Spares, Services, R&M etc.
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VALUESVALUESZeal to Excel and Zest for ChangeIntegrity and Fairness in all MattersRespect for Dignity and Potential of IndividualsStrict Adherence to CommitmentsEnsure Speed of ResponseFoster Learning, Creativity and Team-workLoyalty and Pride in the Company
VISIONVISIONA World-Class Engineering Enterprise Committed to
Enhancing Stakeholder Value
MISSIONMISSIONTo be an Indian Multinational Engineering Enterpriseproviding Total Business Solutions through QualityProducts, Systems & Services in the fields of Energy,
Industry, Transportation, Infrastructure and otherpotential Areas
VISION, MISSION & VALUES
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Heavy Electrical Equipment PlantBHEL Haridwar
EXCELLENCE JOURNEY
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PRODUCT MIX
Motor
2%
Defence
3%
Hydro4%
Thermal
(Coal &
Gas)
91%
CUSTOMER SEGMENTSDefence
2.8Exports
14
Others
6.2SEBs44.5
NTPC
32.5
HEEP: PRODUCT MIX & CUSTOMERS
BHEL LEADING POWER EQUIPMENT SUPPLIER
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INSTALLED CAPACITY
OTHERS
35% BHEL
65%
HEEP 45%
of Total
GENERATION
OTHERS
27.0%
BHEL
73.0%
HEEP 60%
of Total
BHEL: LEADING POWER EQUIPMENT SUPPLIER
Status as on 31.3.2006
EXCELLENCE JOURNEY OF HEEP HARDWAR
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HEEP Haridwar
The Journey
EXCELLENCE JOURNEY OF HEEP HARDWAR
1993: ISO9001
1997: TQM Launched
1999: 5S driveSurveys-ESS,CSS
2000: ISO 14001,CII Assessment
2001: Top MgmtSummit, QTM
2002:Internal TQAssessment
2003: CII-EXIMScore 450-500
2004: CII-EXIMScore 500-550
2005: CII-EXIMScore 550-600
2006: CII-EXIMPrize 600+
2002OHSASE-MapCSF IdentificationQTM/RCA/CTQ
2003PMD-MOUB2B PortalBSCWrenchOEE
2004IMPRES
HEARTBOSSFunctional PolestarLES
VSS
2005BenchmarkingKnowledge
Mgmt5s Audit SystemOn-line Spares
Catalogue
2006Process MappingX-Matrix
1982 : Quality Circle
1978: Quality Manual
2001
TQ Reorganisedwith Quality
B i i f CII/EXIM P i J
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HEEP Haridwar
v Top Management Workshops on CII-EXIM Model
- Two Workshops on Model awareness steered by CEO in Oct., 2001
- One Workshop on finer points of the Model by CII in Nov. 2001
v Finalisation of Organisation Structure for Business
Excellence
v Development of Roadmap to ExcellenceTQ Score = 650
v Development of Model for measurement of Quality (QTM)
and its launching by CMD in Nov2001
v Development of Plant Level Performance Index
Ushering in an Era of Excellence 2001
Beginning of CII/EXIM Prize Journey
What gets measured, gets done
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HEEP Haridwar
TQ Council (TQC)
Chairman - CEO
Planning, review and approval ofBusiness Excellence initiatives
Meetings Once a month
Apex TQM GroupChairman GM (T&D)
Apex Level Think Tank
Meetings Once a month
TQ Promotion CouncilChairman GM(Q&BE)
Think Tank of TQ Assessors
Meetings Once a month
Functional TQ CouncilsChairman Respective DROsFunctional control and review ofBusiness Excellence initiatives
Meetings Once a month
Area TQ CouncilsChairman Area HeadsArea level execution of
Improvement initiativesMeetings Once a month
Organisation Structure for Business Excellence
Beginning of CII/EXIM Prize Journey
ROADMAP TO TQ SCORE 650
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HEEP Haridwar
Criteria Linkages in the CII-EXIM Bank Model
6a to
9a
2a
2c
1c
1a
1b 2b
6b to9b
2d
4
5a5b
3
5c5d5e
6b7b8b9b
6a7a8a9a
1c
1d
1b & 1e
ROADMAP TO TQ SCORE 650+
Roadmap drawn
in April 2002 inline withCriteria Linkage
ROLE MODEL INITIATIVES
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HEEP Haridwar
ROLE MODEL INITIATIVES
CSF Pyramid, Posters etc.Visual Communication of P&S, CSFs
Cascading Strategy & BSCCascading Goals through X-Matrix
Enhancing employee satisfactionParticipative Management
EVA, Customer, SocietyBusiness Policy
Realizing BHEL Vision & ValuesInter-Unit TQM Workshops
Business Policy, CSFs etc.Annual Top Management Summit
On-line Performance Planse-Map
Annual ObjectivesUnit Balanced Score Card (A & B)
Policy & Strategy Deployment:
Target Setting & Deploymentthrough RADAR based DAP
Function/ Deptt./ Section Score Cards &Action Plans
Employee Focus:
Functional MissionFunctional Pole Star Statements
Employee InvolvementIMPRESS, Quality Circle, Suggestions
Leadership:
FOCUSINITIATIVE
ROLE MODEL INITIATIVES
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HEEP Haridwar
ROLE MODEL INITIATIVES
Stakeholder Perception SurveysStakeholder Focus
Enhancing Customer ValueCustomer Satisfaction Surveys
Productivity enhancementOEE
Process Focus:
Long term MOUs, B2B
Product Material Directory (PMD)
Vendor Partnership Building
Partnership & Resource:
Measurement & PreventionQTM, RCA, CTQ
Breakthrough ImprovementsBenchmarking & Process Mapping
Customer Focus:
Measuring Functional ExcellenceHEART
Measurement & ReviewPlant Level Performance Index
FOCUSINITIATIVE
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HEEP Haridwar
A Wisdom of Several Centuries ago:
Strategyand itsImplementationhaveto go hand in hand forSuccess
? g ? ?? ?? ?: ?U? ?? g ?? ?? ? U? [?: g I ?o [? ? ?? UU GU[ ?? ?U ? [U ? [?
Beginning of CII/EXIM Prize Journey
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HEEP Haridwar
Beginning of CII/EXIM Prize Journey
TOP MANAGEMENT SUMMIT AGENDA
Review of Business Scenario Review of Business Policy
Review of Critical Success Factors achievements
Review of Stakeholders Survey Results
Review of Balanced Score Cards (A&B) achievements
Identification of new CSFs & their Champions
Evolution of Balanced Score Card (B) for current year
Declaration of HEART Results
ANNUAL TOP MANAGEMENT SUMMIT 2002 Tehri
2003 & 2004 Mussoorie 2005 Nainital
2006 Chamba
POWER BUSINESS SCENARIO
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HEEP Haridwar
Power on demand by 2012 needs additional 100,000 MW Increased momentum for Power Sector reforms
Thrust on R&M and Transmission through Accelerated Power
Development & Reform Program (APDRP)
Deregulation & Privatization to bring increased demand forTurnkey, Financing, O&M etc.
Delays in project finalizations, financial closures
Slow progress in setting up IPPs due to SEBs financial ill health
Emerging Business Environment & Challenges
HEEP needs to focus on manufacture ofWorld Class Quality Power Plant Equipment at Low Cost
POWER BUSINESS SCENARIO
PDCA Journey of Annual Top Management Summit
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HEEP Haridwar
P
DC
A
P
DC
A
P
DC
A
P
DC
A
P
DC
A
200620052004200320022001
P
DC
A
PDCA Journey of Annual Top Management Summit
P= Started in Oct. 2001at Rishikesh
D= Top Mgmt ParticipationC= Awareness of CII Model and
Scoring MethodologyA= Developed Roadmap for
TQ Score 650+
P= Top Mgmt Summit at Tehriin July02
D= Apex TQM Group Participated
C= Identification of Key ChallengesA= Developed Business Policy,
Identified CSF 2002-03 and CSFChampions
P= Top Mgmt Summit at Mussooriein April03
D= Top Mgmt. Team ParticipatedC= Review of Status of CSF2002-03
Review of Business PolicyA= Identified CSF 2003-04 and CSF
Champions
P= Top Mgmt Summit at Mussooriein April04D= Top Mgmt. Team ParticipatedC= Review of Status of CSF 2003-04
Review of Business PolicyA= Identified CSF 2004-05 and CSF
ChampionsDeveloped BSC (Part-B) 2004-05
P= Top Mgmt Summit at Nainitalin May05
D= Top Mgmt. Team ParticipatedC= Review of Status of CSF 2004-05
Review of Business PolicySurveys (ESS,CSS,LES) Review
A= Identified CSF 2005-06 and CSF
ChampionsDeveloped BSC (Part-B) 2005-06
P= Top Mgmt Summit at Chambain July06
D= Top Mgmt. Team ParticipatedC= Review of Status of CSF 2005-06
Review of Business Policy, BSCSurveys (ESS,CSS,SSS,LES) ReviewReview of CII Feedback ActionsReview of Environment Scan
A= Identified CSF 2006-07 and CSFChampionsDeveloped CSF Action Plans 2006-07Developed BSC (Part-B) 2006-07
ROLE MODEL INITIATIVES
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HEEP Haridwar
ROLE MODEL INITIATIVES
CSF Pyramid, Posters etc.Visual Communication of P&S, CSFs
Cascading Strategy & BSCCascading Goals through X-Matrix
Enhancing employee satisfactionParticipative Management
EVA, Customer, SocietyBusiness Policy
Realizing BHEL Vision & ValuesInter-Unit TQM Workshops
Business Policy, CSFs etc.Annual Top Management Summit
On-line Performance Planse-Map
Annual ObjectivesUnit Balanced Score Card (A & B)
Policy & Strategy Deployment:
Target Setting & Deploymentthrough RADAR based DAP
Function/ Deptt./ Section Score Cards &Action Plans
Employee Focus:
Functional MissionFunctional Pole Star Statements
Employee InvolvementIMPRESS, Quality Circle, Suggestions
Leadership:
FOCUSINITIATIVE
BUSINESS POLICY
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HEEP Haridwar
In-line with the Company Vision, Missionand Values, we dedicate ourselves tosustained growth with increasing PositiveEconomic Value Addition, CustomerFocussed Business Leadership andWelfare of Society.
BUSINESS POLICY
Evolved in Annual Summit 2002
Welfare of Society added in Annual Summit 2004
GRAHAK SAFAL HUM SAFAL
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HEEP Haridwar
Customer Satisfaction : Meeting Stated needs of Customer
Customer Delight : Meeting Stated & Implied needs ofCustomer
Customer Success : Making Customer Successfulin his Venture - Helping thecustomer to win hiscompetition- Uninterrupted Power Supply to Users- Faster Commissioning of Power
Plants- Higher Plant Load Factor- Higher Availability of Power Plants
GRAHAK SAFAL HUM SAFAL
BUSINESS POLICY
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HEEP Haridwar
1013974
1407
1641
325
230
128
117
157
107
5143
0
200
400
600
800
1000
1200
1400
1600
1800
2002-03 2003-04 2004-05 2005-06Year
Rs.
Cro
res
0
50
100
150
200
250
300
350
Rs.
Cro
res
Turnover PBT EVA
Turnover, PBT & EVA Growth
BUSINESS POLICY
BUSINESS POLICY
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HEEP Haridwar
BUSINESS POLICY
Customer Focused Business Leadership
Development of higher rating Sets
Reverse Engineering of Equipment supplied by
others to provide Total Business Solution
Partnership with our customers like NTPC Development of equipment for 300 MW Nuclear
Power Plants for NPC
Development of 6 MW Motor
Negotiated Orders
BUSINESS POLICY
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HEEP Haridwar
BUSINESS POLICY
Parthenium Eradication Rain Water Harvesting
Drive for Clean Environment
Rehabilitation of Slum Dwellers Medical aid
Develop Talent in Sports
Generation of Employment Opportunities Educational Support
Welfare of Society - New Initiatives
WELFARE OF SOCIETY
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HEEP Haridwar
O SOC
SUMMER COACHING CAMP PARTHENIUM ERADICATIONBY USING A TOXIN CALLED
PARTHENIN
ADOPTED VILLAGE
ANNEKI-1
AKANKSHA RAIN WATER HARVESTING
ENVIRONMENT DAY RALLY INCINERATOR DUSSEHRA IN BHEL
MEDICAL CAMP IN
RAJAJI NATIONAL PARKAREA
ROLE MODEL INITIATIVES
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HEEP Haridwar
ROLE MODEL INITIATIVES
CSF Pyramid, Posters etc.Visual Communication of P&S, CSFs
Cascading Strategy & BSCCascading Goals through X-Matrix
Enhancing employee satisfactionParticipative Management
EVA, Customer, SocietyBusiness Policy
Realizing BHEL Vision & ValuesInter-Unit TQM Workshops
Business Policy, CSFs etc.Annual Top Management Summit
On-line Performance Planse-Map
Annual ObjectivesUnit Balanced Score Card (A & B)
Policy & Strategy Deployment:
Target Setting & Deploymentthrough RADAR based DAP
Function/ Deptt./ Section Score Cards &Action Plans
Employee Focus:
Functional MissionFunctional Pole Star Statements
Employee InvolvementIMPRESS, Quality Circle, Suggestions
Leadership:
FOCUSINITIATIVE
BUSINESS POLICY
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HEEP Haridwar
Being successful in a chosen market
against competition by matching or
exceeding any competitor in quality,
delivery, cost, customer services and
innovation.
WORLD CLASS
Customer Focused Business Leadership
BUSINESS POLICY
WORLD CLASS QUALITY PRODUCTS
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HEEP Haridwar
OPERATING AVAILABILITY (%) (200-299 MW)
50
60
70
80
90
100
"2000" "2001" "2002"
BHEL Wor ld North America West Europe
50
60
70
80
90
100
"2000" "2001" "2002"
BHEL North America West Europe Japan Other
OPERATING AVAILABILITY (%) (500MW)
With Operational
Availability of87.8% and PLF of80%, HEEP
products arecomparable withthe best in World.
(Source: www.worldenergy.org )
Q
HEEP is a World ClassPower Plant Equipment
Manufacturer.The Quality and
Technical PerformanceParameters are
comparable with thebest in the world
WORLD CLASS - RESULTS
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HEEP Haridwar
TURNOVER IN Rs Cr
974
1407
1641
2105
500
1000
1500
2000
2500
03-04 04-05 05-06 06-07
8.3%1.4 %2.7 %ABB
(1.8%)(18%)(22 %)Alstom
11 %17 %(4.5%)GE
0.4 %1.3 %(12 %)Siemens
17 %44 %(4 %)HEEP
05-0604-0503-04Company
Turnover Growth (YoY)
Stretched targets are set inRevenue Budget. It led to actual
performance better ascompared to international
competition as well as our pastperformance.
Convergence of BHELwith Competitors
Siemens 59%
GE 44%
Alstom 99%
ABB 44%
Target