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Time of India
13-06-2025
- Business
- Time of India
HAL Order Book FY26: HAL's ₹2.5 Lakh Crore Order Book at Risk Due to Talent Shortage, ET Infra
Advt Advt By , ET Bureau HAL's order book is expected to touch ₹2.5 lakh crore in FY26. That is eight times the FY25 turnover. The huge order backlog, coupled with facile assumptions about HAL's purported prowess in execution, drives optimism about the company. Execution is the key when faced with a mounting order pipeline, and that is where trouble is 37 years, HAL's turnover soared from ₹616 crore in FY87 to ₹30,118 crore in FY24, growing at a CAGR of 11.08 per cent. Meanwhile, manpower shrank by 46 per cent, from 44,123 to 23,766. This stark contrast has fostered a dangerous illusion - that cutting staff is the key to growth and profitability. Such a belief is not just flawed; it's a recipe for HAL, while there are severe shortages among workmen, the situation in the executive cadre is even more alarming. The organisational structure increasingly resembles an army of officers and generals - with too few soldiers to execute the shortage at the working level, particularly in the design department, is a review meeting in 2022, the head of a Lucknow-based HAL R&D centre presented the status of 175 line-replaceable units (LRU) design projects. There are only 75 designers to handle these. Ideally, each project should have one to two was a time when almost 350 designers worked exclusively for the Light Combat Helicopter (LCH) project in Rotary Wing Research and Design Centre (RWRDC), the centre of excellence for helicopter R&D. Today, with about 400 designers, RWRDC handles multiple projects such as Indian Multi-Role Helicopter (IMRH), Deck-Based Multi-Role Helicopter (DBMRH), and Utility Helicopters-Maritime (UHM) projects, along with other minor the design domain, knowledge transfer happens from generation to generation. The missing generation at the bottom means that when the middle-level designers retire over the next 10-15 years, there will be a crippling lack of knowledge and expertise. If this situation persists, HAL's capability to design and develop new aircraft and helicopters will be HAL's manpower has become half of what it was some time ago, and the number of projects has risen, the staffing is inadequate even if both the junior and middle levels are considered as one joint cluster. Today, both these layers are overburdened, fatigued and outsourcing is a still-born idea. The existing designers will be forced to train greenhorns recruited by contractors to make them somewhat competent. Usually, owing to low salaries paid by vendors, most of these engineers leave once they pick up some competency. So, another set of rookies will come on board, and the training process will be repeated. This is a waste of to this HAL's inexplicable reluctance to implement any people-friendly initiatives such as flexitime or a five-day week. HAL conducts periodic HR surveys. However, except for HR staff and the top management, nobody knows about these findings and interventions done to address the present efforts to manage the shortage by hiring rookie engineers through contractors are pursued, it would be the death knell for R&D capability within should do the 200 engineers yearly for the next 5 years for R&D 1,000 engineers yearly for the next 5 years for production and MRO flexitime of 1 hr for executives, and 30 mins for a 5-day week at least in design of entry-level engineers is less than ₹10 lakh annually. So, this recruitment plan will not add more than ₹120 crore a year, 0.6 per cent of HAL's total cost of ₹19,919 crore in FY24. Additional staffing will not dent profits. The choice for HAL is clear - recruit or perish.
Economic Times
13-06-2025
- Business
- Economic Times
Can HAL survive its staffing crisis amidst soaring order backlogs?
Yes, more spanners in the work HAL's order book is expected to touch ₹2.5 lakh cr in FY26. That is eight times the FY25 turnover. The huge order backlog, coupled with facile assumptions about HAL's purported prowess in execution, drives optimism about the company. Execution is the key when faced with a mounting order pipeline, and that is where trouble is 37 years, HAL's turnover soared from ₹616 cr in FY87 to ₹30,118 cr in FY24, growing at a CAGR of 11.08%. Meanwhile, manpower shrank by 46%, from 44,123 to 23,766. This stark contrast has fostered a dangerous illusion - that cutting staff is the key to growth and profitability. Such a belief is not just flawed; it's a recipe for disaster. At HAL, while there are severe shortages among workmen, the situation in the executive cadre is even more alarming. The organisational structure increasingly resembles an army of officers and generals - with too few soldiers to execute the mission. The shortage at the working level, particularly in the design department, is serious. At a review meeting in 2022, the head of a Lucknow-based HAL R&D centre presented the status of 175 line-replaceable units (LRU) design projects. There are only 75 designers to handle these. Ideally, each project should have one to two engineers. There was a time when almost 350 designers worked exclusively for the Light Combat Helicopter (LCH) project in Rotary Wing Research and Design Centre (RWRDC), the centre of excellence for helicopter R&D. Today, with about 400 designers, RWRDC handles multiple projects such as Indian Multi-Role Helicopter (IMRH), Deck-Based Multi-Role Helicopter (DBMRH), and Utility Helicopters-Maritime (UHM) projects, along with other minor ones. In the design domain, knowledge transfer happens from generation to generation. The missing generation at the bottom means that when the middle-level designers retire over the next 10-15 years, there will be a crippling lack of knowledge and expertise. If this situation persists, HAL's capability to design and develop new aircraft and helicopters will be HAL's manpower has become half of what it was some time ago, and the number of projects has risen, the staffing is inadequate even if both the junior and middle levels are considered as one joint cluster. Today, both these layers are overburdened, fatigued and outsourcing is a still-born idea. The existing designers will be forced to train greenhorns recruited by contractors to make them somewhat competent. Usually, owing to low salaries paid by vendors, most of these engineers leave once they pick up some competency. So, another set of rookies will come on board, and the training process will be repeated. This is a waste of to this HAL's inexplicable reluctance to implement any people-friendly initiatives such as flexitime or a five-day week. HAL conducts periodic HR surveys. However, except for HR staff and the top management, nobody knows about these findings and interventions done to address the present efforts to manage the shortage by hiring rookie engineers through contractors are pursued, it would be the death knell for R&D capability within should do the following. Recruit 200 engineers yearly for the next 5 years for R&D centres. Recruit 1,000 engineers yearly for the next 5 years for production and MRO divisions. Implement flexitime of 1 hr for executives, and 30 mins for workmen. Implement a 5-day week at least in design centres. CTC of entry-level engineers is less than ₹10 lakh annually. So, this recruitment plan will not add more than ₹120 cr a year, 0.6% of HAL's total cost of ₹19,919 cr in FY24. Additional staffing will not dent profits. The choice for HAL is clear. Recruit or perish. (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Why failed small businessmen die by suicide when those behind big blow-ups bounce back? Explainer: The RBI's LAF corridor and its role in rate transmission Yet another battle over neem; this time it's a startup vs. Procter & Gamble Everything 'e' won't make you a millionaire. Just look at e-pharmacies Stock Radar: Breakout from falling trendline makes Glenmark an attractive buy; check target & stop loss Weekly Top Picks: These stocks scored 10 on 10 on Stock Reports Plus These large- and mid-cap stocks can give more than 25% return in 1 year, according to analysts For long-term investors: Management with a track record; 5 stocks with upside potential of up to 27%
New Indian Express
04-05-2025
- New Indian Express
Chargesheet filed in HAL case only for namesake: CBI court
BENGALURU: It appears that based only on the departmental inquiry report, an investigation officer (IO) filed the final chargesheet without conducting his own proper investigation. The IO neither opted to collect the required available documents nor examined and recorded statements of material witnesses. Also, the chargesheet was filed without a proper investigation to unearth the truth, observed the Special Court for CBI Cases, acquitting S Velmurugan, then Deputy General Manager, HR Rotary Wing Research and Design Centre (RWRDC), Hindustan Aeronautics Ltd (HAL) and one Binish Thomas, who were chargesheeted by the CBI in a corruption case. It was alleged that Velmurugan, between 2015 and 2018, abused his official position and unauthorisedly promised KC Samuel, chairman of Evehans Academy to lease HAL land of 6.5 acres at Doddanekkundi, opposite ISRO complex, in favour of the Academy, which was looking for land to set up a training institute in aerospace and other engineering courses. He allegedly did it without the approval of competent authorities. He also allegedly made Samuel pay him and Binish Rs 1.30 crore as 'due deposit' for leasing the land by committing the offence under provisions of IPC and Section 13(1)(d) of the Prevention of Corruption Act. HAL filed the complaint with the CBI, Bengaluru on August 17, 2020. Shridhar Gopalakrishna Bhat, Principal Special Judge for CBI cases, said the prosecution failed to prove with convincing, cogent and acceptable evidence the fraudulent and dishonest inducement of Samuel. It is clear that the IO has not conducted the investigation as required. Viewed from any angle, it cannot be said the prosecution has proved the ingredients of the offence of cheating against the accused beyond reasonable doubt, the judge added. The departmental inquiry was held against Velmurugan for the abuse of official position and misusing the letterhead of RWRDC, HAL, for leasing the HAL property. The inquiry proved charges against him and he was demoted to the Senior Manager Grade from Deputy Manager Grade VII. The accused, however, told the court that it was challenged before the high court. The court observed that in the departmental enquiry, the standard of proof is only preponderance of probability and whereas, in the criminal prosecution, it is beyond reasonable doubt. Therefore, in criminal prosecution, the prosecution has to prove the case against the accused persons beyond all reasonable doubt. But the prosecution failed to prove the payment of Rs 1.30 crore against accused No. 1 and 2, the court said.
