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Showing posts with label HAL Chairman. Show all posts
Showing posts with label HAL Chairman. Show all posts
Sunday, September 2, 2018
Tuesday, September 16, 2014
Suvarna Raju is HAL’s Chairman-elect | I want to make HAL an aerospace technology leader
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| T Suvarna Raju |
Bangalore: T Suvarna Raju, has been named as the next chairman of Hindustan Aeronautics Ltd (HAL). Currently, the Director (Design & Development) of the Company, Raju was named by the Public Enterprises Selection Board (PESB) after conducting the selection interviews in New Delhi on Monday. Raju will succeed R K Tyagi, who will superannuate by the end of January 2015.
Raju will be the 17th chairman of HAL, subject to a series of departmental clearances. Sources told Express that the Department of Personnel and Training (DoPT) will take charge now with the Cabinet Secretariat, Home Ministry and finally the Prime Minister's Office expected to give the go-ahead. “After we shortlist a name, it normally takes four months to complete all formalities. We don’t see any delay this time,” a PESB official said.
Raju joined HAL in 1980 as a Management Trainee after completing his Mechanical Engineering from Andhra University. He holds an M.Phil in Defence Strategic Studies from Madras University and also PG Diploma in Intellectual Property Rights from NLSIU. Hailing from Tanuku in East Godavari district of Andhra Pradesh, Raju will have a tenure of over three-and-a-half-years as HAL Chairman, from February 2015 to August 2018.
Currently Raju has under his command four major Divisions of HAL, including the Aircraft Research and Development Centre (ARDC), the Mission & Combat System R&D Centre (MSRDC) and the Engine Test Bed R&D Centre (ETBRDC). He also holds the additional charge as the Managing Director of the company’s Helicopter Complex. Programmes like Sitara – the Intermediate Jet Trainer (IJT), Tejas – the Light Combat Aircraft (LCA), Rudra – the weaponised version of Advanced Light Helicopter Dhruv and the Light Combat Helicopter currently come under his preview.
Raju has been selected by the PESB after interviewing four other candidates including S Subrahmanyam, Managing Director (MiG Compelx, HAL), V M Chamola, Director (HR, HAL), Umesh Chandra, Executive Director (BEML) and Air Marshal R K Dhir (MoD).
Speaking to Express on his arrival from Delhi past mid-night, Raju said that his focus will be to turn HAL into an aerospace technology leader. “Currently we are known as a manufacturing company and we need to quickly sink in with the changing times. Technology advancement is the key and I am confident of piloting the company towards achieving excellence in the field,” Raju said.
Copyright@The New Indian Express
Wednesday, May 21, 2014
HAL seeks clarity on futuristic projects; hopes Rolls Royce, Sukhoi issues get resolved
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| R K Tyagi |
By Anantha Krishnan M
Express News Service
Bangalore: Hindustan Aeronautics Ltd (HAL) Chairman R K Tyagi has said that the country should come out clearly on futuristic projects like Medium Multi-Role Combat Aircraft, Fifth Generation Fighter Aircraft and Multirole Transport Aircraft to prioritise strategic and geopolitical goals.
In an interview to Express, Tyagi said the company is contemplating a two-pronged approach — strategic and operational.
“A clear policy on indigenous manufacture of helicopters is also the need of the hour. We already have a certified product in helicopters — ALH Dhruv — that has been servicing multiple customers. With the Light Utility Helicopter (LUH) and the Light Combat Helicopter (LCH) development programmes in the pipeline, we believe that all helicopter requirements for Indian defence forces shall be met internally,” said Tyagi.
At the operational level, Tyagi hoped that the new government takes a clear stand and issues a policy directive on resolving the Rolls Royce crisis and Su-30 MKI (cost escalation) issues.
“The new government would have to be pragmatic in its approach as delay in solving the Rolls Royce issue would impact serviceability of our six frontline fleets. As far as the Sukhoi cost escalation is concerned, the supplies are on hold from the Russian side. The issue is awaiting the Cabinet Committee on Security clearance since September,” said Tyagi, who recently completed two years in office.
On major initiatives launched in HAL during his tenure, Tyagi listed the IT framework audit (carried out across the company by KPMG) and the five-year road map Project Parivartan as the lead ones.
“We did competency mapping and sector skill council in the aerospace and aviation sector. Several HR initiatives for talent acquisition, employee engagement, leadership development, introduction and amendment of various policies and procedures were also started during this period,” he added.
On the reasons behind HAL’s aggressive stand in pushing its pet HTT-40 project, despite Indian Air Force (IAF) showing little interest, Tyagi refused to be drawn into any controversy.
“IAF and HAL share a common belief that our country must own technologies that we need. Efficiency of home grown products have been proven beyond doubt by our Dhruv during the flash flood in Uttarkhand. We do not believe in confrontations with our customer,” said Tyagi.
Productivity up: Referring to HAL’s increased productivity, Tyagi said that in 2010, the company’s turnover was `11,457 crore with manpower of 35,000. “Today our turnover is `15,180 crore and our manpower is just over 31,000. The productivity has improved primarily through aggressive use of IT and outsourcing in select non-core areas. I believe in leading a motivated workforce,” said Tyagi.
Copyright@The New Indian Express
Saturday, April 27, 2013
Tyagi tries hard to win HAL hearts
Above the copy of HAL chairman R K Tyagi's message to the 34,000-plus strong workforce. His fist year in office has been just a quiet one with nothing extra-ordinary to report. Tejas series production, Su-30 MKI compressed delivery schedules, ALH production, LCH IOC, IJT revival, quality concerns, propelling name-sake JVs, bran drain, poor HR record, corruption, leadership crisis, new projects -- his list of priorities (read as worries) are growing. Let's see what he does this year. If at all!
Monday, March 5, 2012
Tough time ahead as Tyagi takes HAL to a make or break era | IAF first strike likely over quality, delivery & deadline cocnerns | Foucs on youngsters key
Express News Service
While Tyagi needs to be given time, before he can be rated, he can expect trouble from the Indian Air Force (IAF), the biggest customer for HAL. For ages, the IAF was left with no choice but to succumb to HAL’s tantrums when it came to delayed deliveries and shocking production schedules. While the IAF always wanted less AOG (Aircraft on Ground) status, more often the story was different and now they will aggressively pitch in for deliverables and quality. They have more reason to prove to Antony & Co that Tyagi’s was a wrong choice and their man could have chartered a clear, sure and swift flight-path for HAL, instead.
THE SURVIVAL MANTRA
* More private sector participation
* Emphasis on succession plan
* Greater HR initiatives
* More focus on youngsters
* Better working environment
* Better labour productivity
* Ramping up production
* Thrust on modernization
* Better relationship with customer
* Keeping top team together
* Less hierarchy for greater access to people
* Internal communication channels
* Firm on corruption and indiscipline
* Advanced training for all
* Brand building exercises
* More private sector participation
* Emphasis on succession plan
* Greater HR initiatives
* More focus on youngsters
* Better working environment
* Better labour productivity
* Ramping up production
* Thrust on modernization
* Better relationship with customer
* Keeping top team together
* Less hierarchy for greater access to people
* Internal communication channels
* Firm on corruption and indiscipline
* Advanced training for all
* Brand building exercises
With multiple programmes landing at HAL’s doorstep, what probably ailed the company over the years was poor succession plan. Most men who captained HAL in the new millennium ran it according to their whims, which is hurting the company badly now. With many programmes in advanced stages of raw-material production phase, dating poor-quality could be fatal for HAL.
Indian's late decision-making-icon A K Antony wants HAL to realign its business processes for strategic alliances and joint ventures. He recently told a Parliamentary Consultative Committee on Defence that HAL should adopt best practices followed by the global leaders in the field of project management, quality control systems, vendor deployment and supply chain management. While ‘Saint Antony’ always gets away preaching, he can be attributed to HAL’s current mess, partly. His ministry treats HAL like a ‘guest house’ and for visiting foreign dignitaries HAL is a museum, which also makes planes.
Tyagi will take at least a year to bring in visible changes, if at all. He will have to first get a sense of ownership injected into his flock. He will have to take his team forward by inspiring them not through quotable quotes, but being a practical man, always seen and heard at shop-floor, and not inside air-conditioned comforts. He will have to reward the performers and build a strong second and third line of leaders, who will take HAL forward. Notably, no one was eligible from within the company to even apply for the top job last year. He will also have to pluck the fear factor from the minds of people, who are failing to take decisions, fearing vigilance action.
Tyagi’s stint will be a make or break era for HAL considering the stiff challenge the one-time-monopoly of Indian aviation is facing now. He will be hailed as a hero if he turns HAL’s fortunes, if not he might be grounded mid-way through the flight.
Indian's late decision-making-icon A K Antony wants HAL to realign its business processes for strategic alliances and joint ventures. He recently told a Parliamentary Consultative Committee on Defence that HAL should adopt best practices followed by the global leaders in the field of project management, quality control systems, vendor deployment and supply chain management. While ‘Saint Antony’ always gets away preaching, he can be attributed to HAL’s current mess, partly. His ministry treats HAL like a ‘guest house’ and for visiting foreign dignitaries HAL is a museum, which also makes planes.
Tyagi will take at least a year to bring in visible changes, if at all. He will have to first get a sense of ownership injected into his flock. He will have to take his team forward by inspiring them not through quotable quotes, but being a practical man, always seen and heard at shop-floor, and not inside air-conditioned comforts. He will have to reward the performers and build a strong second and third line of leaders, who will take HAL forward. Notably, no one was eligible from within the company to even apply for the top job last year. He will also have to pluck the fear factor from the minds of people, who are failing to take decisions, fearing vigilance action.
Tyagi’s stint will be a make or break era for HAL considering the stiff challenge the one-time-monopoly of Indian aviation is facing now. He will be hailed as a hero if he turns HAL’s fortunes, if not he might be grounded mid-way through the flight.
Copyright@The New Indian Express
Thursday, October 13, 2011
Breaking on Tarmak007: PESB recommends Pawan Hans CMD R.K. Tyagi for HAL chairman's post
The PESB announcement on October 13, 2011
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