Prisita Das 
In the heart of India’s evolving mining landscape, Mr. Ayaskant Kanunugo, Chief Operating Officer of Odisha Coal and Power Limited, emerges as a leader who blends operational rigor with a strong sense of social responsibility. His journey is not defined by conventional milestones alone, but by a continuous effort to reform systems, strengthen institutions, and contribute meaningfully to society.
Describing his current role as that of a “reformer,” Kanunugo has spent the last two years driving internal transformation within OCPL. His work spans across critical domains including human resources and product management modules, where he focuses on improving efficiency, streamlining processes, and ensuring organizational alignment with future goals. With an ambitious production target of 14 million tonnes, he is also leading manpower expansion and recruitment, reinforcing the company’s operational backbone.
What sets him apart is his reflective leadership style. Despite overseeing significant progress, he remains modest about personal achievements, choosing instead to view success as an ongoing journey rather than a destination. This humility is complemented by a forward-looking vision, particularly in the area of technological integration. While acknowledging that the application of Artificial Intelligence in mining is still limited, he sees immense potential. From HR and finance to operational analytics, he believes AI can gradually transform the sector, making it more efficient and adaptive.
Kanunugo’s strategic outlook is also evident in OCPL’s expansion plans. With upcoming projects such as the Tangled North coal block, envisioned as a quasi-model mine, the organization aims to build on its operational learnings from established mining regions like Talcher. He highlights the complexities of coal block allocation through auctions and the competitive dynamics between private and government participation, emphasizing that mining remains a challenging yet essential industry. Despite the global push towards renewable energy, he underscores that coal continues to play a critical role in meeting India’s energy demands.
Beyond operations and expansion, Kanunugo’s most impactful contributions lie in the realm of Corporate Social Responsibility. Under his leadership, OCPL goes beyond the mandated 2% CSR expenditure, allocating nearly 5% of its profits towards community development. A standout initiative is the establishment of a fully free school in the mining-affected regions of Sundargarh. The school provides free education, uniforms, and books, ensuring that children from underserved communities have access to quality learning opportunities. This initiative reflects a deeper commitment to addressing the socio-economic challenges faced by communities impacted by mining activities.
He also emphasizes the importance of rehabilitation, policy support, and inclusive development in mining regions, advocating for a balanced approach where industrial growth does not come at the cost of community well-being.
In an industry often associated with profit and scale, Kanunugo offers a grounded perspective. Mining, he notes, is a demanding field that requires resilience, ethical clarity, and a sense of purpose. His advice to aspiring professionals is clear—do not be driven solely by financial prospects, but understand the depth and responsibility the sector entails.
Through his work, Mr. Kanunugo is not just shaping an organization, but contributing to a more responsible and inclusive vision of industrial growth—one where progress is measured not just in output, but in impact.
