Category: Innovation in Deployment of Leadership
  LEAD AWARD RANK: 22
 
  Organization: Hindustan Petroleum Corporation Limited
  Program Name: Project Daksh
  Program Director: Anil Pande
  Visit: www.hindustanpetroleum.com
   
Our editorial team interviewed Anil Pande from Hindustan Petroleum Corporation Limited at the LEAD2018 Awards this past February. Here are some excerpts from the exclusive interview.
           
What is the overall objective of your program?
Project Daksh is a techno-behavioural leadership development intervention aimed at providing focused developmental inputs to the Depot / Terminal Heads in a phased manner enabling them to make a positive and sustainable impact on people, Depot / Terminal performance and contribute effectively to the bottom line of the organization.
 

Who do you impact with your program?
The target audience of this program were the Location Heads of our Depots and Terminals. Heading a Depot/ terminal is like running a small organization with a turnover 50 - 100 crores. They have experience of at least 15 years, and are in the age group of 35 to 45 years.
 
What are the lessons you’ve learned this year from facilitating your program?
Most of the times, development programs are aimed at making impact on the performance of the organization, hence inputs imparted are also basis meeting business requirements, however my key take away is that while designing such interventions, we should look at holistic development of the Officer aimed at grooming them personally, socially, financially and professionally so that they are able to excel at work and in their personal arena.
 
Following are key sessions held during the contact programs.

• Personal Mastery
• Managing Finances and its Implications
• Leadership Traits
• Performance Feedback Process
• Behaviour based safety processes.

 
Also, our location heads are working in a high stress environment, and self-introspection is just not in their list of priorities. Daksh gave them a platform that enabled them to invest considerate time in self-discovery, thereby helping them with identifying areas of their strengths and ways of leveraging their potential.
 
How do you measure the return on investment and success of the program?
As a part of Project Daksh, 25 high impact business projects are under implementation. The Tank truck filling time has reduced from 110 min in 2015 to 45 min in 2017, thereby increasing productivity by more than two folds. 

Also, we have achieved a Zero delay in start of shift across all locations. The HSE Index has improved from 89% to 96% and the behaviour based safety index has improved from 72% to 84%.
 
What lies ahead for the program and how will it continue to succeed?
In order to make the intervention more sustainable in the long run, following steps have been taken:

The first batch of participants of Daksh 1.0 have completed the year-long development program in Dec 2017. In order to take their development journey to the next level, it is now planned to invite them for a series of Advanced Daksh Programs which will be  structured around  mentoring and coaching skills, that they would practice hands-on with their teams, and also with the new batch participants of Daksh 2.0, Daksh 3.0  (for the remaining Terminal / Depot Heads)
 
Daksh 2.0 (2018-19), Daksh 3.0 (2020-21) are being planned for the remaining 77 Depot / Terminal Managers.
 
We are planning similar development interventions, which have techno behavioural personalized inputs for Officers heading Projects / Pipelines / Lubes Terminals and Depots.
 

 

---

Error: No such template "/CustomCode/topleader/category"!