Shri N. Sridhar, a 1997 batch IAS officer has been the Chairman and Managing Director of Singareni Collieries Company Limited, only Coal producing Govt PSU in Southern India since, 1st January 2015.
Since starting his career after being selected by the Indian Administrative Service, 1997 batch he became one of the most well- known names in government circles. A walking example of success, he has proven that hard work, dedication and the right attitude are key traits to help one thrive in professional career.
Mr. Sridhar’s career began in 1997 when he was selected for the Indian Administrative Service. He worked as Sub Collector, Rajahmundry Project Officer of Integrated Tribal Development Agency, Utnoor, Adilabad District. Director of Ports, Kakinada, Andhra Pradesh worked as Collector & District Magistrate in Ananthapur, Krishna, Warangal and Ranga Reddy Districts.
He also worked as Special Secretary to Hon’ble Chief Minister, Government of Andhra Pradesh for 3 years 3 months before taking over as Chairman & Managing Director, Singareni Collieries Co. Ltd, on 1st Jan, 2015.
As the C & MD of Singareni Collieries Co. Ltd, Shri Sridhar is forging the path for the continued growth of the company, most recently through the Singareni thermal power plant, a 1200 MW project at present, which, soon will become a 2000 MW project. This is the only thermal power project in the country which is built and operated by a public-sector coal mining company and the plant is standing at 6th position in PLF as of now in the entire country.
After Shri. Sridhar took charges as CMD of SCCL on 1st January 2015, the company has taken a jump in all nook and corners by breaking records in its performance as below.
Production: Coal production has increased from 52 MT to 61 MT during his tenure. The average growth rate in Production during his tenure for the past 3 years is 6 % against 1.5% for 5 years before 2015.
Dispatches: Coal despatches have increased from 52 MT to 61 MT during his tenure and expecting to achieve 65 MT current year. The average growth rate in Dispatches for the past 3 years is 8 % against 1.5 % for 5 years before 2015.
OB Removal: The average growth rate in OB removal for the past 3 years is 16 % against 4% for 5 years before 2015.
Gross Sales: The average growth rate in Gross Sales for the past 3 years is 23 % against 12.8% for 5 years before 2015.
Profit After Tax: The average growth rate in PAT for the past 3 years is 74.6% against 13.3 % for 5 years before 2015 STPP: During his tenure, he has executed the construction and installation of 2 X 600 MW STPP power plant in a recorded time frame and started generating power from 2016. STPP has generated over 10000 MU so far and stands 6th in the national rank with a PLF of 90 %.
Approvals: Due to his active initiation and follow up, many pending projects have been cleared and new projects have been grounded thereby making the way to growth of SCCL. He has shown keen interest in getting approvals from various Central and State Govt agencies to sustain the SCCL production growth over 10 % in future. Planned and initiated action for 13 mines in coming 5 years to reach the SCCL production to 85 MT by 2021-22. Got approvals for about 1960 Ha of Forest land diversions, 1797 Acers of Govt. land possession and 1517 Acres of Private land acquisitions during my tenure to improve the production from new mines.
Awards: Received ‘Best Management Award” in 2016 from Telangana Government and ‘Excellence in Cost Management” at National level for the years in 2015 and 2016 from “ Institute of Cost Accountants of India”.
His aggressive vision and strong desire in his words
“I have worked in various positions in the bureaucracy and grown through the ranks”, Mr. Sridhar says. “All the experience I have gained provided priceless insights and played a large role to catapult my career”.
“I focus on people a lot”, Shri N.Sridhar CMD SCCL explained. “One of my core strengths is letting people to do what they need to do to perform with proper guidance to bring the best in everyone. When employees understand the ins and outs if what it takes to run and maintain a mining company of this scale, their performance is much better.”
“In operating the company, my style of management is not just engaging with the top-level executives, but to actually go to the sites and the places where production happens, to get into details of what it takes to make something positive to happen. All the management teams and executives are looking after various issues, while being present in field. Monthly review meetings are held with responsible personnel to solve various issues and problems without delay and giving approvals instantaneously for removing the hurdles for surpassing the targets and to get exponential growth. We have formed multi-disciplinary committees to look after the operations to ensure a smooth work flow. These kinds of strategies are helping us achieve a rapid growth.”