Hpcl (Final Draft)

8/15/2019 Hpcl (Final Draft)

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Hindustan Petroleum Corporation Limited

Driving ChangeThrough Internal

Communication


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Company Overview

2

• HPCL is an Indian state-owned oil and natural gas company

• Headquarters in Mumbai India

• Primary products! "iesel Lubricants Petroleum #as and $et %uel

• Owns and operates 2 ma&or re'ineries producing a variety o' petroleum 'uels

• %ortune #lobal ()) company wit* ++)), employees and annual revenues o' 2./,


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01O 3nalysis

.

Strengths

• India4s ma&or oil and gascompany

• Owns and operates largest lubere'inery in India

• Largest product port'olio

Weaknesses

• 5mployee management• Human rig*ts issues

re*abilitation issues• 5nvironmental *a6ards 'rom

wastes

Opportunities

• "emand-0upply gap in India• Increasing natural gas mar7et• Heavy industriali6ation causing

an increase in demand 'or 'uel

Threats

• 58ternal pressures 'romgovernment

• Competitors receiving subsidies

on ta8es• 5conomic instability and

'luctuations in India4s policies


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9esponding to C*ange

:

• 3 w*olly state-owned enterprise wit*in a w*olly state-controlled mar7et ;2)).<

• =ew competitive pressures due to recent moves by Indian government

• Inward be'ore outward

• 5mployees building t*e vision toget*er and improving t*eir communication s7ills

• Pro&ect 3C5 ;3c*ieving Continuous 58cellence


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1or7s*op Practice

(

• Pro&ect 3C5 ;2)).<

• +: people 'rom t*e organi6ation became wor7s*op coac*es

> Led *undreds o' sessions

> 9eac*ed t*ousands o' employees

> *e 'ocus is on de'ining updating ? implementing t*e visions and plans

• 2) people per wor7s*ops 'or . days

• 5mployees were able to give opinion and insig*t 'or current and 'uture course o' HPCL

• /ac7-and-'ort* discussions among participants


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1or7s*op *eory

@

• 5nabled employees to tal7 wit* one anot*er about t*e core purpose o' t*e company

• Created interactive process and listened to w*at employees *ad to say > bottom upapproac*

• 5mp*asis on promoting communication to 'rom and among employees

• More in'ormal conversationA %eedbac7 is necessity and need more grassroots-levelparticipation


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9esponding to t*e c*ange

B

• 5mployees s*ow commitment and power'ul respond during t*e vision wor7s*op

• 3'ter t*e practice o' internal communication during t*e wor7s*op t*e employees *ave

unity goal w*ic* is to ac*ieve t*e HPCL4s visionA

• 3'ter t*e wor7s*op t*e e8ecutives 'ormed teams to 'ind out w*ere t*e customer is

• *e teams give input and remained committed to t*e strategy

• 5mployees 'elt personal sense o' satis'action and ac*ievement


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3pproac* to employee communication

• We distinguish between transactional communications, which is the plain sharing of

information, and transformational communication, where we talk about our aspirations,

where we talk about integrating employees aspirations with the company” – Pshup Joshi,

GM Human esources

USING COMMUNICATION CHANNLS

• Leaders at Hindustan aimed 'or communication c*annels t*at were conversational

and t*at would in'luence employees to spea7 up

!e"ore #$$% A"ter #$$%

Print Media 1ebcastMass 5mail 58panded Company Intranet

0tandard Intranet Dision 1or7s*ops

own Hall Community /log +-on-+ communication


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E

• F!ur belief is that there is no substitute for interacti"e communication# $ommunication that

is top down, that is one way, can be useful for sharing facts and figures# %ut when we want

to share and idea, when we want to share the rational behind a policy or when we want to

get feedback, communication has to be two way G- GM Joshi

ON&ON&ON COMMUNICATION

• Lo' Te(h

• Indians put a *ig* premium on non-verbal e8pression ;body Language)

• Personable ? 3ttentive to employees

• HPCL leaders waned t*e 'ace to 'ace one on one communication ;open door policy over

))) employees<

• Large scale community town *all meetings in ma&or cities


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+)

• *&hat is my philosophy ' that my employees are my internal customers( and my

ob)ecti"e is to take care of those internal customers because if we take care of them they

will be willing to take care of customers of the corporation+

• Organi,ational (on-ersation

> Disiting employees out in t*e 'ield at least once a mont* &ust to listen

> HPCL Leaders would go out in t*e 'ield and visit di''erent 6ones once a mont* to

improve any operations and maintain good relations*ips

> 0ent employees out into t*e 'ield 'or 2 wee7s ;Hamara Pumps 1as*rooms<

• Te(hnologies

• My HPCL 5mployee 1ebpage

> Coin your idea

> IC0 ;internal customer services< allowed 'or service requests and grievances

> 5mployee weblog


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5''ective Organi6ational Communication

++

• /5=5%I0

• Immediate respond to any downturn

• Held personal conversation

• 58ecutives met regularly wit* union leaders

• 5ngage in two-way communication

• %riends*ip trust camaraderie and communication

• al7ing to people meeting wit* 'ront-line people and discuss wit* employees on company

strategies


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1*at Comes =e8t! ime to be =oA+

+2

• 3im to ac*ieve a leading position in t*e Indian retail petroleum sector

• Continually gaining mar7et s*are resulting in con'idence

• Ongoing conversation between e8ecutives and employees

• FDision 'atigueG

• 3 call to colleagues in 9etail 0/! C*airman4s /log Post

* etail trade in +ndia is still largely dependent on good logistics# +f you ensure product

a"ailability in the tank of the !s -. hours a day, you would grow without much problem#

/specially, when our outlets are the best looking in the country# *


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"istinguis*ing 5''ective Leaders

+.

• Attri.utes and .eha-iors that distinguish leaders 'ho (ommuni(ate 'ell

> Have an on-going conversation between e8ecutives and employees at t*e company

> 0*are company target online vision wor7s*op

> "evelopment o' corporate vision an on-going interactive process

> 5ngaged wor7'orce w*ose members understood and believed in company mission

* We should be happy to hear from the 0ales !fficers and egional Managers# &hey are

closer to the ground realities than + am# &ell us what help you need to be 1o# 2# 3ets also

ha"e a contest for the first 4onal head, the first egional Manager, the first 0ales !fficer, the

most supporting terminal 5 6epot Manager to reach the industrys 1o# 2 position#”


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/aruc* Communication! 1*at 1ould ou C*angeJ

+:

• President and "epartment Heads K op Management

• Pro'essors and 0ta'' K Middle Managers

• 0tudents K Lower-Level 5mployees

uestions!

• 1*at are ;ma&or< problem;s< wit* internal communication in regards to w*at goes on in/aruc*J

• 1*at e''ective communication c*annels can /aruc* ;top management and middle

managers< use to communicate wit* you ;lower-level employees


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Hpcl (Final Draft)

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