Raghunath Pratihari
Director Human Resources Development at Odisha Power Transmission Corporation Limited- Claim this Profile
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Hindi Native or bilingual proficiency
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Oriya Native or bilingual proficiency
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Bengali Limited working proficiency
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Marathi Elementary proficiency
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English Full professional proficiency
Topline Score
Bio
Sanjiv Tare
I had an excellent opportunity to work with Raghunath for almost 3 years in VSNL/Tata Communications. I recall his immense contribution as an HR lead in building up the operations and business geography of Rest of Maharashtra and Goa during the crucial time of network roll-out and process automation. Raghunath took several proactive steps to improve the work life of the growing team members and played a pivotal role in enhancing employee engagement, validated through high Gallop E-Sat scores. In particular, I still remember his leadership in disaster response when the entire VSNL team in Pune swung into action to rescue and provide basic food and other utilities to the slum areas inundated with flood waters in Pune's Patil Estate. Raghunath has a great ability to reach out to different stakeholders with diverse viewpoints and brings them around a common cause. My best wishes for his continued success.
Apurba MUSIB
I had the opportunity to work with Raghunath during the build-up phase of Mahan Aluminium Project (MAP) of Hindalco, a mega Greenfield project being set-up in hinterlands of Central India. Raghunath joined the team at the early stages of the project as Head-HR, under the functional oversight of Shri Anil K Sinha, Head-HR of Hindalco Aluminium Business. As Head-HR, he was responsible for a wide range of responsibilities, many of which are quite dreaded by modern day HR functionaries. Notable amongst them are managing the external stakeholders & broader environment. As Head-HR, the top four key areas those required unflinching attention from Raghunath were ~ (a) ensuring smooth land acquisition process through constant engagement with the project affect persons, (b) day to day liaison and coordination with local Govt & administration, (c) Implementation of CSR and R&R activities & (d) recruitment & people engagement processes. Anyone, who had even a faintest brush with land acquisition process in India, can understand the enormity & complexity of the task. To give a more appropriate perspective, the land acquisition process for our mega project had happened during & immediate aftermath of Tata’s exit from Singur project; when the phrase ‘land acquisition’ turned to be the most feared words in Indian industrial vocabulary. Four villages with about 1200 families were to be relocated for the project purpose, & we had envisaged them to be the most critical factor determining the outcome of the project (success or failure). Semi-literate farmers, tough but sensitive administration, aspiring local politicians, opportunistic entities & almost zero infrastructure at a place where about 12-18 thousand people need to converge daily for the project execution; all put together made it an extremely daunting & difficult to deal scenario. Raghunath handled all of these & more with élan and an always smiling face, never mind the situation at hand. His constant engagement with external stakeholders were remarkable, & so were addressing the internal hurdles and balancing between multiple priorities. He also devoted a significant amount of time along with me on the recruitment, selection & onboarding process to build the team (I recall having interviewed about 600 candidates, to eventually select 75-80 bright young minds). The very low attrition rate at a godforsaken place devoid of any public infrastructure worth mentioning about, is another pointer to his delivery on admin processes. Whether he had succeeded in his efforts or not is evident from the fact that MAP became the fastest executed mega project ever within the overall Aditya Birla Group; surpassing & leaving behind all past executions by distant miles. I wish him all the best in his future endeavors, & may be one day in future, we would again work together.
Sanjiv Tare
I had an excellent opportunity to work with Raghunath for almost 3 years in VSNL/Tata Communications. I recall his immense contribution as an HR lead in building up the operations and business geography of Rest of Maharashtra and Goa during the crucial time of network roll-out and process automation. Raghunath took several proactive steps to improve the work life of the growing team members and played a pivotal role in enhancing employee engagement, validated through high Gallop E-Sat scores. In particular, I still remember his leadership in disaster response when the entire VSNL team in Pune swung into action to rescue and provide basic food and other utilities to the slum areas inundated with flood waters in Pune's Patil Estate. Raghunath has a great ability to reach out to different stakeholders with diverse viewpoints and brings them around a common cause. My best wishes for his continued success.
Apurba MUSIB
I had the opportunity to work with Raghunath during the build-up phase of Mahan Aluminium Project (MAP) of Hindalco, a mega Greenfield project being set-up in hinterlands of Central India. Raghunath joined the team at the early stages of the project as Head-HR, under the functional oversight of Shri Anil K Sinha, Head-HR of Hindalco Aluminium Business. As Head-HR, he was responsible for a wide range of responsibilities, many of which are quite dreaded by modern day HR functionaries. Notable amongst them are managing the external stakeholders & broader environment. As Head-HR, the top four key areas those required unflinching attention from Raghunath were ~ (a) ensuring smooth land acquisition process through constant engagement with the project affect persons, (b) day to day liaison and coordination with local Govt & administration, (c) Implementation of CSR and R&R activities & (d) recruitment & people engagement processes. Anyone, who had even a faintest brush with land acquisition process in India, can understand the enormity & complexity of the task. To give a more appropriate perspective, the land acquisition process for our mega project had happened during & immediate aftermath of Tata’s exit from Singur project; when the phrase ‘land acquisition’ turned to be the most feared words in Indian industrial vocabulary. Four villages with about 1200 families were to be relocated for the project purpose, & we had envisaged them to be the most critical factor determining the outcome of the project (success or failure). Semi-literate farmers, tough but sensitive administration, aspiring local politicians, opportunistic entities & almost zero infrastructure at a place where about 12-18 thousand people need to converge daily for the project execution; all put together made it an extremely daunting & difficult to deal scenario. Raghunath handled all of these & more with élan and an always smiling face, never mind the situation at hand. His constant engagement with external stakeholders were remarkable, & so were addressing the internal hurdles and balancing between multiple priorities. He also devoted a significant amount of time along with me on the recruitment, selection & onboarding process to build the team (I recall having interviewed about 600 candidates, to eventually select 75-80 bright young minds). The very low attrition rate at a godforsaken place devoid of any public infrastructure worth mentioning about, is another pointer to his delivery on admin processes. Whether he had succeeded in his efforts or not is evident from the fact that MAP became the fastest executed mega project ever within the overall Aditya Birla Group; surpassing & leaving behind all past executions by distant miles. I wish him all the best in his future endeavors, & may be one day in future, we would again work together.
Sanjiv Tare
I had an excellent opportunity to work with Raghunath for almost 3 years in VSNL/Tata Communications. I recall his immense contribution as an HR lead in building up the operations and business geography of Rest of Maharashtra and Goa during the crucial time of network roll-out and process automation. Raghunath took several proactive steps to improve the work life of the growing team members and played a pivotal role in enhancing employee engagement, validated through high Gallop E-Sat scores. In particular, I still remember his leadership in disaster response when the entire VSNL team in Pune swung into action to rescue and provide basic food and other utilities to the slum areas inundated with flood waters in Pune's Patil Estate. Raghunath has a great ability to reach out to different stakeholders with diverse viewpoints and brings them around a common cause. My best wishes for his continued success.
Apurba MUSIB
I had the opportunity to work with Raghunath during the build-up phase of Mahan Aluminium Project (MAP) of Hindalco, a mega Greenfield project being set-up in hinterlands of Central India. Raghunath joined the team at the early stages of the project as Head-HR, under the functional oversight of Shri Anil K Sinha, Head-HR of Hindalco Aluminium Business. As Head-HR, he was responsible for a wide range of responsibilities, many of which are quite dreaded by modern day HR functionaries. Notable amongst them are managing the external stakeholders & broader environment. As Head-HR, the top four key areas those required unflinching attention from Raghunath were ~ (a) ensuring smooth land acquisition process through constant engagement with the project affect persons, (b) day to day liaison and coordination with local Govt & administration, (c) Implementation of CSR and R&R activities & (d) recruitment & people engagement processes. Anyone, who had even a faintest brush with land acquisition process in India, can understand the enormity & complexity of the task. To give a more appropriate perspective, the land acquisition process for our mega project had happened during & immediate aftermath of Tata’s exit from Singur project; when the phrase ‘land acquisition’ turned to be the most feared words in Indian industrial vocabulary. Four villages with about 1200 families were to be relocated for the project purpose, & we had envisaged them to be the most critical factor determining the outcome of the project (success or failure). Semi-literate farmers, tough but sensitive administration, aspiring local politicians, opportunistic entities & almost zero infrastructure at a place where about 12-18 thousand people need to converge daily for the project execution; all put together made it an extremely daunting & difficult to deal scenario. Raghunath handled all of these & more with élan and an always smiling face, never mind the situation at hand. His constant engagement with external stakeholders were remarkable, & so were addressing the internal hurdles and balancing between multiple priorities. He also devoted a significant amount of time along with me on the recruitment, selection & onboarding process to build the team (I recall having interviewed about 600 candidates, to eventually select 75-80 bright young minds). The very low attrition rate at a godforsaken place devoid of any public infrastructure worth mentioning about, is another pointer to his delivery on admin processes. Whether he had succeeded in his efforts or not is evident from the fact that MAP became the fastest executed mega project ever within the overall Aditya Birla Group; surpassing & leaving behind all past executions by distant miles. I wish him all the best in his future endeavors, & may be one day in future, we would again work together.
Sanjiv Tare
I had an excellent opportunity to work with Raghunath for almost 3 years in VSNL/Tata Communications. I recall his immense contribution as an HR lead in building up the operations and business geography of Rest of Maharashtra and Goa during the crucial time of network roll-out and process automation. Raghunath took several proactive steps to improve the work life of the growing team members and played a pivotal role in enhancing employee engagement, validated through high Gallop E-Sat scores. In particular, I still remember his leadership in disaster response when the entire VSNL team in Pune swung into action to rescue and provide basic food and other utilities to the slum areas inundated with flood waters in Pune's Patil Estate. Raghunath has a great ability to reach out to different stakeholders with diverse viewpoints and brings them around a common cause. My best wishes for his continued success.
Apurba MUSIB
I had the opportunity to work with Raghunath during the build-up phase of Mahan Aluminium Project (MAP) of Hindalco, a mega Greenfield project being set-up in hinterlands of Central India. Raghunath joined the team at the early stages of the project as Head-HR, under the functional oversight of Shri Anil K Sinha, Head-HR of Hindalco Aluminium Business. As Head-HR, he was responsible for a wide range of responsibilities, many of which are quite dreaded by modern day HR functionaries. Notable amongst them are managing the external stakeholders & broader environment. As Head-HR, the top four key areas those required unflinching attention from Raghunath were ~ (a) ensuring smooth land acquisition process through constant engagement with the project affect persons, (b) day to day liaison and coordination with local Govt & administration, (c) Implementation of CSR and R&R activities & (d) recruitment & people engagement processes. Anyone, who had even a faintest brush with land acquisition process in India, can understand the enormity & complexity of the task. To give a more appropriate perspective, the land acquisition process for our mega project had happened during & immediate aftermath of Tata’s exit from Singur project; when the phrase ‘land acquisition’ turned to be the most feared words in Indian industrial vocabulary. Four villages with about 1200 families were to be relocated for the project purpose, & we had envisaged them to be the most critical factor determining the outcome of the project (success or failure). Semi-literate farmers, tough but sensitive administration, aspiring local politicians, opportunistic entities & almost zero infrastructure at a place where about 12-18 thousand people need to converge daily for the project execution; all put together made it an extremely daunting & difficult to deal scenario. Raghunath handled all of these & more with élan and an always smiling face, never mind the situation at hand. His constant engagement with external stakeholders were remarkable, & so were addressing the internal hurdles and balancing between multiple priorities. He also devoted a significant amount of time along with me on the recruitment, selection & onboarding process to build the team (I recall having interviewed about 600 candidates, to eventually select 75-80 bright young minds). The very low attrition rate at a godforsaken place devoid of any public infrastructure worth mentioning about, is another pointer to his delivery on admin processes. Whether he had succeeded in his efforts or not is evident from the fact that MAP became the fastest executed mega project ever within the overall Aditya Birla Group; surpassing & leaving behind all past executions by distant miles. I wish him all the best in his future endeavors, & may be one day in future, we would again work together.
Experience
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Odisha Power Transmission Corporation Limited
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Oil and Gas
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100 - 200 Employee
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Director Human Resources Development
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May 2020 - Present
Odisha Power Transmission Corporation Limited (OPTCL), a state owned power utility organization in Odisha is engaged in the business of transmission of electricity with a vision to emerge as one of the leading utilities in the country in Transmission space. As huge investments for setting up industries are lined up in the State, the demand of power transmission will be increased manifold in future years to come. This calls for massive expansion of the transmission network during the next five years with capital investment of Rs.3200 crores for new projects. It’s registered and Corporate Office is at Bhubaneswar, Odisha. The present asset value of the Corporation is about Rs.3000 Crores. Currently working at the Board Level and reporting to the Managing Director. I am overall in charge of coordinating and implementing HR and ER policies, management functions, administrative control, Training and Development, CSR activities etc. in the organisation. I am responsible for evolving and formulating HR/Personnel policies as well as implementation thereon. Currently focusing on HR Automation including implementation of ERP-HR module .Responsible for all statutory and corporate functions for efficient and profitable operations of the company. Show less
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Hindalco Industries Limited
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India
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Mining
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700 & Above Employee
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Vice President Human Resources, Corporate Office, Mumbai
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Nov 2017 - Apr 2020
Responsible for HR Projects at Hindalco Corporate office at Mumbai and functionally reporting to CHRO. Responsible to introduce/streamline people practices as per internal/industry benchmark and provide project specific HR/People solutions/support as per requirement. In earlier assignment, was responsible for Group Centre of Excellence (GCoE) in Employee Relations(ER) when it was conceptualized at Group level. My responsibilities include the establishing the GCOE, Annual Plan, Enabling the visibility of all initiatives of BCOEs and avoid overlaps. Responsible for Policy formulation, Communication, Capacity building in Employee Relation area and broad guidelines in statutory compliance. Show less
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Utkal Alumina International Limited (A 100% subsidiary of Hindalco)
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Rayagada(Odisha)
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Vice President and Head (HR,ER,Admn & CSR)
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Jul 2014 - Oct 2017
Being a green field Project and newly commissioned plant I was responsible for enhancing Employee and Workplace productivity trough benchmark, Orgn Design and decision matrix alongwith senior Leadership Team. Focused on accelerated Talent Developments, on the concept of 2x2x2( 2 Functions x 2 geographies x 2 businesses) as per group guidelines. Implemented hiring as a signature process for attracting best talent. Introduction of Talent Councils to review talent and identify career path Formation of Functional Academies, Hindalco Technical University (HTU) for capability development. HR Process Excellence Framework- HR Assurance and HR Excellence to de-risk business and adherence to internal HR processes & guidelines. Implemented HR Shared Services for providing a seamless and consistent employee experience and enhancing the efficiency of HR processes. Introduced Knowledge Management, Team Performance and Rewards, Health & Wellness at the Unit Responsible for maintaining harmonious external and internal environment through appropriate interventions. Developing and implementing Employee Relations through Long Term Settlement (LTS) flexibility and multi-skilling. Initiated workman engagement and development as part of strategic ER plan for more collaborative effort with workmen/union. Show less
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Hindalco Industries Limited
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India
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Mining
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700 & Above Employee
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Assistant Vice President & Head- Human Resource (HR)
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Mar 2011 - Jul 2014
As Head of HR, responsible for Productivity increase interventions Drove Change Management at the plant- change in the attitude, work process and eliminating restrictive practices including voluntary absenteeism. Initiated process for maintaining the skill matrix of all employees and gap-analysis. Appropriate interventions to fill the gap. Independently handling Labour Law Compliance, Contract Labour Management and Disciplinary Action, Court Cases at the Unit level. Handled IR situations like Strike, Lock Out and non-surgical closure at Silvassa plant. Planned and executed the VRS and VSS at Silvassa plant and facilitating the Govt. Permission for closure of plant. Built and maintained cooperative relations with external agencies and individuals in government, local communities, NGOs. Show less
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Hindalco Industries Limited, Mahan Aluminium
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Singrauli, Madhya Pradesh
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Assistant Vice President & Head- Human Resource (HR)
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Nov 2009 - Mar 2011
Drove recruitment and training campaigns for the Green field Project to enhance the team size from 80 to 250 members in 1.5 year; engaged in hiring for junior management and above levels Leveraged industry contacts and company brand value in facilitating hiring of over 170 people for the project without escalating headhunting costs Piloted initiatives on quality of life, change management, collaboration to strengthen employer brand in the region Handled the amicable execution of one of company’s largest CSR activity involving displacement of over 1,800 families for establishment of the project and arranged for gainful engagement of displaced households through training at local ITI and by L&T Training Centre specially set up in collaboration with District Administration. Show less
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Vedanta Limited - Aluminium Business
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India
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Mining
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700 & Above Employee
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Associate General Manager(HR)
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Oct 2007 - Nov 2009
Responsible for Project-HR at Vedanta Aluminium Limited, Jharsuguda Complex(Orissa) Steered all activities involved in staffing process including manpower planning in green field project, assessment, employer brand, on boarding and exit management. Formulating Policies, Procedures and their implementation to address HR/IR issues. Instrumental in hiring and inducting over 2,000+ new members for the start-up and subsequent operations of the business in a short span of 2 year. Ensured in consistency of cost of hiring by adopting multiple sources like campus hiring, and walk-in-interview drives to recruit 1,000 graduate engineers for the company’s operations in Orissa, in a span of 1.5 year. Identified potential sources on new hire and built an external talent pipeline for project and subsequent operation Organized multiple training programs like induction training, behavioral training, as well as work life balance training as part of “Campus to Corporate” young employees. Conceptualized and implemented for getting new talent for maintenance function with a robust training program for new recruits called ‘Maintenance Champions’ Has hands on experience in implementing SAP HR HCM Module in the organization. Handled IR issues pertaining to contractors and ensured uninterrupted production through better relationship building tactics with outsourced partners Managed village relationship while executing CSR programmes, and handled legal and disciplinary matters for the whole complex; complied to all statutory regulations Show less
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Sahara India
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India
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Financial Services
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700 & Above Employee
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Chief Manager (HR)
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Nov 2006 - Oct 2007
Corporate HR and responsible for Employee Relations, Compliances, Benefits and Organisation Development for 32 Group Companies. Corporate HR and responsible for Employee Relations, Compliances, Benefits and Organisation Development for 32 Group Companies.
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Tata Communications
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India
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Telecommunications
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700 & Above Employee
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Manager(HR)
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Mar 1998 - Aug 2006
I worked in this position both at Kolkata and Pune. lastly I was working as Head-HR for Rest of Maharastra and Goa circle. I worked in this position both at Kolkata and Pune. lastly I was working as Head-HR for Rest of Maharastra and Goa circle.
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Haldia Dock Complex, Kolkata Port Trust
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Haldia(WB)
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Asst. Manager(HR)
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Jun 1992 - Mar 1998
HR Generalist position looking after whole gamut of HR/IR activities including Recruitment, Training, Legal and Compliances, Welfare and Employee Engagement intiatives at one of the newest and modern port of India HR Generalist position looking after whole gamut of HR/IR activities including Recruitment, Training, Legal and Compliances, Welfare and Employee Engagement intiatives at one of the newest and modern port of India
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Education
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1988 - 1990
Utkal University
MA(PM&IR), Personnel Mgt. & Industrial Relations -
1985 - 1988
Ravenshaw College, Cuttack
B.Sc(Hons.), Physics -
1981 - 1983
Balasore Zilla School
High School
Community
