Professional Documents
Culture Documents
Prepared by
Mercados Energy Markets International
Madrid, Spain
in association with North Delhi Power Limited (NDPL)
New Delhi, India
This consultants report does not necessarily reflect the views of ADB or the Government concerned, and
ADB and the Government cannot be held liable for its contents.
ASSAM: CAPACITY DEVELOPMENT OF THE ASSAM
POWER SECTOR UTILITIES TA NO. 7378 IND
Prepared by:
MERCADOS ENERGY MARKETS INTERNATIONAL
Together with:
NORTH DELHI POWER LIMITED (NDPL)
March 2012
MI1190
MERCADOS EMI - NDPL
FINAL REPORT
TABLE OF CONTENTS
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LIST OF TABLES
Table 1 - Distribution Loss considered for Tariff Calculation for 2008-09 & 2009-10 .................... II-14!
Table 2 - Investment proposals for LAEDCL, CAEDCL and UAEDCL ........................................... II-19!
Table 3 - Roles and responsibilities of the main managerial positions APDCL.............................. II-22!
Table 4 - Key parameters of international utilities .................................................................. II-35!
Table 5 - Collection efficiency among other International Utilities ............................................. II-36!
Table 6 - Circle Wise Defective Meters (December'10) ............................................................ II-38!
Table 7 - AT & C Loss and consumer mix in Jorhat Circle ........................................................ II-40!
Table 8 - Roles & Responsibilities ........................................................................................ II-50!
Table 9 - Line of action for successful implementation ............................................................ II-52!
Table 10 - Performance of Jorhat Circle ................................................................................ II-57!
Table 11 - Consumer Category and Units Billed ..................................................................... II-57!
Table 12 - As-Is-analysis of accounting system: APDCL ........................................................ III-63!
Table 13 - Financial Risks Classification Example ................................................................ III-100!
Table 14 - Power Scenarios in Bhiwandi - Before and after Franchising .................................. III-121!
Table 15 - Salient Features of the Bhiwandi DF Model.......................................................... III-122!
Table 16 - Organization structure As-Is analysis ................................................................. IV-136!
Table 17 - HR management and policies As-Is analysis ........................................................ IV-138!
Table 18 Customers/Employee International Standards ....................................................... IV-151!
Table 19 - Examples of RTO tiers....................................................................................... V-165!
Table 20 - Possible RTO tiers ............................................................................................ V-165!
Table 21 - Server configurations........................................................................................ V-169!
Table 22 - Printers configuration ....................................................................................... V-170!
Table 23 - APDCL Capital Investment Plan FY 2012-2013 in Rs Lakhs .................................. VIII-218!
Table 24 - Growth rates in sales for major categories of customers ..................................... VIII-247!
Table 25 - APDCLS Comparative Sales Projection by Consumer Category in MU (FY12-13 and FY21-
22) ............................................................................................................................ VIII-247!
Table 26 - Proposed Plan Outlay for APDCL under APDRP for FY 20 11-12 ............................ VIII-274!
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LIST OF FIGURES
Figure 1 - Performance of APDCL: energy billed ..................................................................... II-15!
Figure 2 - Performance of APDCL: energy injected ................................................................. II-15!
Figure 3 - Performance of APDCL: billing, collection and overall efficiency ................................. II-16!
Figure 4 - Performance of Lower Assam Area: billing, collection and overall efficiency ................. II-16!
Figure 5 - Performance of Upper Assam Area: billing, collection and overall efficiency ................. II-17!
Figure 6 - Performance of Central Assam Area: billing, collection and overall efficiency ............... II-17!
Figure 7 - Organizational chart of APDCL .............................................................................. II-22!
Figure 8 - Simplified and normal New Connection Process ....................................................... II-24!
Figure 9 - Meter Reading and Bill Generation Process ............................................................. II-26!
Figure 10 - Collection and Disconnection Process ................................................................... II-27!
Figure 11 - Complaint Handling Process................................................................................ II-28!
Figure 12 - Fault repairing process ...................................................................................... II-29!
Figure 13 - AT & C Losses Comparative ................................................................................ II-34!
Figure 14 - Billing Efficiency Comparison .............................................................................. II-35!
Figure 15: Proposed Organizational Structure ....................................................................... II-51!
Figure 16 - Core Monitoring Group Organisation .................................................................... II-54!
Figure 17 APDCLs Organizational chart ........................................................................... III-90!
Figure 18 APDCLs budget control system ........................................................................ III-93!
Figure 19 - Mapping of ASEB's IT governance ..................................................................... V-162!
Figure 20 - Business value obtained from IT ....................................................................... V-163!
Figure 21 - Sources of Network Device Downtime ................................................................ V-164!
Figure 22 - Benefits obtained from IT customer satisfaction surveys ....................................... V-167!
Figure 23 - Power usage effectiveness ............................................................................... V-169!
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution I-6
Indra S.A. Evonik Energy India Pvt. Ltd.
Power Research and Development Consultants Pvt. Ltd
MERCADOS EMI - NDPL
Mercados Energy Markets International, working in collaboration with the North Delhi Power Limited,
leads the consultant team.
In addition the following firms have provided experts for various components:
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution I-7
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Glossary
A/C Account
Ckt Circuit
DC Data Centre
DR Disaster Recovery
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FE Front End
FY Financial Year
HR Human Resource
HV High Voltage
IT Information Technology
Km Kilometre
LV Low Voltage
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MD Managing Director
MP Madhya Pradesh
MW Megawatt
MU Million Units
NE North East
O/H Overhead
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TA Technical Assistance
TL Team Leader
U/G Underground
WB World Bank
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I BACKGROUND
The Assam Power Distribution Company Ltd. (APDCL), the only power distribution company in the
state of Assam has three zones of operation namely Upper Assam Zone, Central Assam Zone and
Lower Assam Zone. These three Zones are responsible for operation, maintenance and development
of the sub- transmission and distribution system located in their respective zone of operation. Over
the last decade, peak unrestricted electricity demand in Assam increased by 44%from 587 megawatts
(MW) in 1999 to 848 MW in 2008. (Sources: Data from 20012008: Central Electricity Authority (CEA)
Assam power sector reports).
The primary objective of reform in Assam Power Sector is to transform the Assam State Electricity
Board to different Autonomous, Competitive and Sustainable business entity. The Electricity Act 2003
prescribes the power sector in India to have autonomous organisations for Generation, Transmission
and Distribution to have better accountability and performance orientation. Assam State Govt has
followed this policy and separate organisations have been created. Also as per Open Access Policy
envisaged in IE Act 2003, the Assam Power Distribution Company Limited should carry out its
operation in a competitive manner. The APDCL should also have a sustainable business policy for long
term economic growth of the State.
The National Electricity Policy (2005) of the Government of India envisages providing Electricity for all
by 2011-12. Electricity being the driving force behind progress in society, supply of quality and
reliable power at an affordable price shall not only bring in an qualitative change in the life of the
people but will improve the economy of the state as well. Assam is an agrarian state with conventional
agricultural production system having abundant natural resources, yet it is industrially backward.
Hence it has a demand for quality, reliable and secure power supply to achieve a qualitative economic
change for alleviation of poverty that is one of the root causes behind the growth of insurgency in the
region. Improved power supply at a reasonable cost is, therefore, essential to boost the state
economy and lead to overall poverty reduction.
In order to ensure the sustainability and competitiveness of the company, one of the major outcomes
of the Assam Power Sector improvement initiatives was significant aggregate technical and
commercial (ATC) loss reduction from 42.5% in 2003 to 35.0% in 2008. Distribution technical loss has
reduced from 18.0% to 12.5% contributing to reducing annual greenhouse gas emissions by 0.48
million tons carbon dioxide (t-CO2) equivalent. However, current AT & C loss is still higher than the
national average of 28%. Energy efficiency must be enhanced if the Central Government's target of
15% ATC loss is to be met.
The key factor in improvement in Power Distribution sector would be in this case Loss Reduction and it
is well considered that the adoption of Information Technology in the areas of energy accounting will
be essential while taking up the regular distribution strengthening projects. It is worthwhile to
mention here that Assam Power Distribution Corporation Limited is already in the process of
development of an integrated IT System for its urban area under R-APDRP scheme of Govt of India
which consists of billing system, new connection/disconnection system, asset management, material
management, GIS system, automated meter reading system and other modules.
The Govt. of India has restructured APDRP during the XI Plan with revised terms and conditions as a
Central Sector Scheme. The focus of the program shall be on actual, demonstrable performance in
terms of sustained loss reduction. Establishment of reliable and automated systems for sustained
collection of accurate base line data, and aimed at bringing about improvement in the urban
distribution sector by funding investment in the distribution network, and by incentivising the states
that performed well in reducing losses.
The objectives of Assam Power Distribution Corporation Limited are primarily similar to other Power
Distribution Utilities in the country and are as follows:
To reduce AT&C Loss.
To deliver reliable and cost effective electricity
To ensure electrification of remote and rural area
To ensure excellence in consumer care
To create a work environment for performance improvement
These objectives also ensure the autonomous, competitive and sustainable operation of the
organisation in long term.
In light of aforesaid background, for the Distribution area, the sub-steps will involve review of various
business processes of the company, the existing procedures, and the systems adopted to manage the
company operations with the objective of determining those steps and bottlenecks that are not
aligned and/or optimized for the objective of efficient performance of the sector.
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II CORE BUSINESS
1.2. INTRODUCTION
Assam State Electricity Board (ASEB) The Government of Assam (GOA) notified Vide Memo No
PEL.151/2003/Pt./165 dated 10th Dec2004 to restructure the Assam state Electricity Board into five
entities namely
Assam Electricity Grid Corporation Limited (AEGCL) to carry out function as State
Transmission Utility (STU).
Assam Power Generation Corporation Limited (APGCL) to carry out function of generation of
electricity in the State of Assam.
Three Electricity Distribution Companies, namely Lower, Central and Upper Assam Distribution
Company Limited respectively to carry out functions of distribution and retail sale of electricity
In May 2009, as per GOA notification No PEL.41/2006/199 dated 13th May09, as per Assam State
Reform (Transfer and merger of Distribution Functions and undertakings) scheme, 2009, the Upper
Assam and Central Assam Distribution Company merged with the Lower Assam Distribution Co
thereby forming one distribution company for the state. The primary reasons for re-bundling of the
DISCOMs are:
Equitable distribution of power in different areas of the State at uniform BST
Difficulties in interstate trading
Small size of Assam State Electricity Board compared to other States
Dearth of skilled employees in Account and Technical wings as well as limited financial
capacity for augmenting the same.
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consumers of different categories including urban, rural, LT and HT industries, Tea Gardens etc and
has a present connected load of approximately 1000 MW.
Existing Network
Presently 33 KV system network comprises 68 nos. of 33/11 KV sub-stations of 494.4MVA Capacity,
1503.5 Ckt km of 33 kV lines and 9270.5 Ckt. Km of 11kV lines. It supplies power to consumers
through nearly 8980 nos. of distribution transformers through a network of 14534.5 ckt km of LT
lines.
Table 1 - Distribution Loss considered for Tariff Calculation for 2008-09 & 2009-10
LAEDCL (presently
21.6% 24 % 22 %
Lower Zone)
CAEDCL (presently
28.9 % 30 % 28 %
Central Zone)
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UAEDCL (presently
27.66 % 26 % 24 %
Upper Zone)
The performance of APDCL and its three Zones in respect to Billing Efficiency, Collection Efficiency
and overall efficiency is depicted in following graphs:
It can be observed that both Energy Billed and Unit Injected in all three Zones in Assam, follow
almost same seasonal pattern. Since majority consumers are either of domestic category or
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agricultural consumers, maximum consumption in all three zones in Assam is observed during
September to November.
Figure 4 - Performance of Lower Assam Area: billing, collection and overall efficiency
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Figure 5 - Performance of Upper Assam Area: billing, collection and overall efficiency
Figure 6 - Performance of Central Assam Area: billing, collection and overall efficiency
All three zones in APDCL has shown similar trend in losses. Although collection efficiency has shown
marginal trend in improvement, billing efficiency in all zones has remained almost at the same level.
The sample Monthly Revenue Return Report for Dibrugarh Division and feeder wise Energy Loss
Report is attached in annex VII 1.
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Annual Revenue Requirement submitted by the DISCOMs also envisages the recovery of planned and
on-going investments.
The following section deals in detail with the various capital investment programs on going at
erstwhile LAEDCL, CAEDCL and UAEDCL (presently Lower Zone, Central Zone and Upper Zone of
APDCL) and those proposed for the subsequent years.
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major operational and commercial processes affecting AT&C Loss are controlled by Sub-Divisional
Offices only.
The key factor in improvement in Assam Power Distribution sector would be Loss Reduction. The
processes related to AT&C Loss and overall performance of the organization has been studied and
reported in details in following chapter.
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Analysis of the processes with identified key aspects has been done for identification of broad areas of
improvement.
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The following table depicts broad roles and responsibilities of the above functions:
Sl. Function /
Broad Roles & Responsibilities
No Position
1 Chief General CGM zones is responsible for all the circles under that zone
Manager
Acting as an interface between field offices and the headquarter
(Operations -
functions
Upper Assam Zone,
CGM (LAZ) is also responsible for the material management and R-
Central Assam Zone,
APDRP implementation
Lower Assam Zone)
2 Director (PMU) i.e. Director (PMU) looks after the Asian Development Bank (ADB)
Project Monitoring funded projects.
Unit
He acts as a coordinating officer for the ADB projects These projects
are across Generation, Transmission and Distribution and loan is
often given to ASEB. Thus work of PMU in not limited to APDCL but it
also provides services to APGCL and AEGCL.
6 Chief General CGM Projects and Planning (P&P) is responsible for allocation of
Manager (Projects & funds in project and tracking the progress of projects.
Planning) All the funds from the government of Assam and Government of
India are allocated to ASEB (for old schemes that were initiated
before unbundling and are continuing).
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Sl. Function /
Broad Roles & Responsibilities
No Position
Project & Planning is responsible for planning of the projects and
then as per the plan funds are allocated to different projects being
undertaken by APGCL, APDCL and AEGCL
7 Chief General Preparation of pay and keeping pension & provident fund records
Manager (F&A)
Corporate finance
Preparation of final accounts, budgeting and audit activities
The above organisation structure is presently under review as per recommendations made in last
study on re-designing of organisation structure by ADB.
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Start
a.1.1)
Consumers visit
the Sub-division
office and filled up
the form &
undertaking
(i)
New Connection
request forward to
the operation staff
New Consumer
No details added in
the billing
database and
New Connection given meter
Request to be reader
considered in
Normal category
END
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Start
New Connection
request forward to
the operation staff
for site visit
No LT Line extension
charges are levied
to the applicant
If LT line is
available
within 30 m
LT Line extension
Yes
carried out after
payment by applicant
As per feasibility
report meter cost
realised from
applicant
END
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Start
Meter Reader
takes the reading
in the reading
sheet
Reading sheet
submitted to the
Sub-division
office; reading
uploaded in the
application
Reading referred
to the meter
No reader for
verification
Current
reading is
more than
previous
reading Details added in the
database for future
reference
Yes
Bill is generated
and provided to
the readers for
distribution
Bill Distributed to
the consumers by
the meter reader
END
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Start
Consumers paid
bills in the
collection centre
Bill was
distributed to
the consumers
Collection data
reconciled with the
demand data
Disconnection
notices are
generated from
the application
Disconnection
Notices were
handed over to the
lineman
Status report
updated in the
application
Details added in the
database for future
reference
END
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Start
AM (Revenue)
analyses complaint
Reading/Billing
complaint lodged
at sub-division
office
Bill is reconciled
with the data in
system and ledger
Reading
Is reading referred to the
verification meter reader for
required? verification
Yes
Details added in
the database for
No
future reference
No Revised bill
handed over to
Complaint closed consumer
Status report
updated in the
Details added in
application
the database for
future reference
END
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Start
Complaint allotted
to Lineman
Consumer lodges
complaint at Sub-
division/Camp
Cable/equipment
issued and
No installed
Fault rectified
END
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they have no region-based standard by which to target improvement efforts, monitor progress, or to
make comparisons within the region. Throughout the region DISCOM managers recognise that they
lack this important management tool.
As any other restructuring in electricity utilities, the activities to be performed under this assignment
need to follow specific drivers which will take the company to levels comparable with national and
international best practices. Drivers shall initially respond, in general, to traditional missions and
objectives of the utilities analysed. Detailed information from the current companies situation and
framework will determine the final approach to the restructuring process. In this way, drivers for each
area are used within different sections of this project. However, independency in management will be
mostly based on the improvement of the quality of the service provided to internal or external
customers as well as optimisation of the resources required for economical sustainability. The
approach followed in this study so far has been as follows:
The Consultant based on As-Is analysis (mentioned in Interim Report 1) has further studied the
processes and has analysed the process gaps. The Consultant has studied the existing processes, has
considered the existing and upcoming Infrastructure projects of the organisation (like R-APDRP, etc.)
and broad process gaps observed so far have been mentioned in Interim Report 1.
Furthermore, the Consultant has taken input from relevant Stakeholders like Regulator, Supplier and
Customer.
In view of the organisations objectives and Stakeholders expectations, determination of expected
targets in the company has been made by means of benchmarking methodologies. Ideally,
comparison of Assam utilities should be made with international best practice of similar companies.
However, stability approach shows that this comparison would only result in concluding that the
company is unable to reach any of the targets established. In this way, steps have defined the
approach and on first stage the company would be compared to national standards in order to define
a road map to achieve those standards as a low hanging fruit for APDCL. Additionally, for those
aspects where further achievements are capable within a sensible time framework, benchmark
parameters based on international experiences in similar countries has been mentioned as future
roadmap.
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Sustainable business entity. The Electricity Act 2003 prescribes the power sector in India to have
autonomous organisations for Generation, Transmission and Distribution to have better accountability
and performance orientation. Assam State Government has followed this policy and separate
organisations have been created. Also as per Open Access Policy envisaged in IE Act 2003, the Assam
Power Distribution Company Limited should carry out its operation in a competitive manner. The
APDCL should also have a sustainable business policy for long term economic growth of the State.
The National Electricity Policy (2005) of the Government of India envisages providing Electricity for all
by 2011-12. Electricity being the driving force behind progress in society, supply of quality and
reliable power at an affordable price shall not only bring in an qualitative change in the life of the
people but will improve the economy of the state as well. Assam is an agrarian state with
conventional agricultural production system having abundant natural resources, yet it is industrially
backward. Hence, it has a demand for quality, reliable and secure power supply to achieve a
qualitative economic change for alleviation of poverty that is one of the root causes behind the
growth of insurgency in the region. Improved power supply at a reasonable cost is, therefore,
essential to boost the state economy and lead to overall poverty reduction. In order to ensure the
sustainability and competitiveness of the company, one of the major outcomes of the Assam Power
Sector improvement initiatives was significant aggregate technical and commercial (ATC) loss
reduction from 42.5% in 2003 to 35.0% in 2008. Distribution technical loss has reduced from 18.0%
to 12.5%; contributing to reducing annual greenhouse gas emissions by 0.48 million tons carbon
dioxide (t-CO2) equivalent. However, current AT & C loss is still higher than the national average of
28%. Energy efficiency must be enhanced if the Central Government's target of 15% ATC loss is to be
met.
Major Challenges faced by Indian Power Distribution sector are listed below.
The distribution sector faces these issues due to certain complexities that are listed below.
With all the problems, nationwide success in Distribution sector is a far cry. So far in parts of the
country there are few success stories of Distribution reform like CESC in Kolkata, BSES in Mumbai,
NDPL &and BSES in Delhi, AEPDCL in Andhra Pradesh etc.
In this section we will highlight the best practices that followed in successful DISCOMs in India.
We will discuss the best practices in the vertical of People-Process- Technology.
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a) Technology
Centralised Database for Consumer Data Centralised database is maintained for
commercial application like Metering, Billing, and Collection etc. Presently ASEB maintains de-
centralised billing architecture. Databases are also not linked for these applications so there is
no centralised MIS on the performance of these business critical functions. Presently all the
reports are prepared on the manual inputs and then sent to Senior Management.
Digitalisation of Records - All the records like consumers attributes, official proceedings
are maintained in digitalised format so that it can be accessible across the organisation.
These records are required across the utility for any decision regarding the commercial
complaint. In leading utilities in India, all records are maintained in digitalised format so that
they can be accessed by anyone in utility.
Distribution Automation- SCADA, DMS, GIS, ERP systems are used for automation of the
distribution network. Automated grid stations controlled by SCADA with integrated GIS and
ERP system are the backbone of any modern power distribution company. Most of the leading
distribution companies in India completed these first stages of automation. ASEB needs to
look into this aspect for having a better control over its distribution asset.
Process Automation- Initiatives like AMR, Spot Billing system, ATPM machines, Web
interface have been used for automation of the process. Process like Automatic Meter
Reading, Spot Billing system helps to reduce the meter reading and billing error and it also
decrease the cycle time for the utility. Up to this date, the ASEB has not introduced any of the
process automation toll, which will increase the efficiency of commercial process.
Introductions of new assets in Distribution Network- New technology in distribution
such as HVDS transformer, Areal Bunched Conductor, Dry Type Transformers are used
extensively in the distribution network. Initiative such as High Voltage Distribution System
reduces the technical losses and it also helps to reduce the chance of direct tapping from the
LT mains. HVDS along with Areal Bunched Conductor are very fruitful for controlling AT & C
losses in the theft prone are.
Overhauling of Metering System- Downloadable Electronic meters, Pre-Paid meters which
are more accurate and have less chance of tampering are being used. For high revenue
consumers, downloadable electronic meters are used so that data can be analysed for
detecting any malpractices by the consumers.
Centralised IVRS based Call Centre- A centralised Call Centre has been set up for
attending consumers calls and follow up for resolution. The centralised call centre helps to
bring in consumer satisfaction as consumers have to call a single number for all types of
services, for the utility centralised call centre means centralised monitoring for all the types of
consumer grievances.
b) Process
Consumer Segmentation- High Revenue Base consumers are given special treatment
regarding operational and commercial services. Like any other sectors, High-revenue-based
consumers are given preferential treatment like Client Manger types of service who can be
contacted for any types of service like operation for commercial service. This will lead to the
consumer satisfaction for High-Revenue-based consumer. This will also help the ASEB to
retain the large consumers who are considering Open Access. Business Process
Reengineering- In a time-bound manner BPR exercise has been carried out for rolling out
effective process. BPR exercise is carried out to make the process more efficient and more
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c) People
Capacity Building- Employees are well trained for carrying out their specific job. Specific
man-days are assigned against the level of employees for the training. Most leading
distribution companies in India have rolled out own training policy and make mandatory
training man-days for its employees. Key Result Area based approach -Employees are
assigned a specific key result areas and targets from the top down approach. KRA based
approach helps employee understands his job better, which also increases the productivity.
Performance linked incentive- Employees are provided performance-linked incentive as
per the performance of the individual employee and performance of the organisation. This
type of incentive will motivate employees for go beyond its normal duty and make extra
efforts for organisation.
From the information available for APDCL, only AT & C Loss and Billing Efficiency could have been
compared with other Utilities. For comparison we have considered one best performing utility in India
and another state in same region. Although it may be comforting to note better performance of
APDCL in comparison with Mizoram, it also should be noted that billing efficiency of APDCL has
remained almost at same level and there is lot of scope for improvement both in terms of AT & C Loss
and Billing Efficiency.
# Data Source: NDPL- DERC website, Mizoram- JERC website, Assam- Data provided by DISCOM
From the information available for APDCL, only AT & C Loss and Billing Efficiency could have been
compared with other Utilities. For comparison, we have considered one best performing utility in India
and another state in same region. Although it may be comforting to note better performance of
APDCL in comparison with Mizoram, it also should be noted that billing efficiency of APDCL has
remained almost at same level and there is lot of scope for improvement both in terms of AT & C Loss
and Billing Efficiency.
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# Data Source: NDPL- DERC website, Mizoram- JERC website, Assam- Data provided by DISCOM
44.78 USD
(As per Tariff Order, Rs
Capital expenditure total / total 580 Cr investment being
17.27 224.31 75.58
customers (in USD) made against 25.90 Lakh
consumers in 2008-09
and 2009-10)
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32.19 USD
(As per Tariff Order, Rs
O & M expenditure / customer (in 416.86 Cr O & M
23.79 191.84 87.02
USD) expenditure approved
against 25.90 Lakh
consumers in 2009-10)
17.53 USD
(As per Tariff Order, Rs
Total capital spent / MWh sold (in 580 Cr investment being
4.64 12.73 7.21
USD) made against 6616485
MWh unit sold in 2008-
09 and 2009-10)
116%
As per Balance Sheet of
Total OPEX and CAPEX as % of asset f.y. 2008-09, total
7% 152% 59%
base expenditure is Rs 1770
Cr against fixed asset of
Rs 1518 Cr
1.342 KWh
(As per Tariff Order,
Kwh transmitted per customer per year 13.96 3,019.90 1,516.93 3475 MU demand is
projected for 25.90 Lakh
consumers.)
Source: Discussion document on Benchmarking EDI Holdings and PA Consulting Group 23rd and 24th February,
2011
The above parameters indicate that APDCL has moderate amount of CAPEX planned with a very high
ratio of expenditure to asset base. However, KWH transmitted per customer is very low. This
indicates that APDCL has high potential for increasing average supply to its consumers.
An example of collection efficiency among other international utilities and Assam is mentioned below:
Kenya 99%
Tanzania 94%
Hungary 98.5%
Collection Efficiency for APDCL in November10 is 97% as per monthly performance report of
Commercial Department. This shows that there is scope of improvement in collection efficiency area.
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o Jorhat S/Stn 11Kv/110V PTs are defective. 1 PT has been replaced recently. 3 more PTs are
required. None of 12 outgoing 11 KV feeder meters are working for this reason. Interface
meters are required for feeder nos 2, 7, 10 and 11.
o Kalakuan S/Stn Incoming feeder is not metered. Also one outgoing feeder meter and PT are
defective. Interface meter for Sub Divisions I and III required.
Target setting for key performance indicators like AT & C Loss Reduction is in nascent stage. For
different SBUs i.e. at Sub-Division, Division or Circle level AT & C Loss, Billing Efficiency and
Collection Efficiency targets have been set for F.Y. 2011 12. However, the process for deciding
action plans for attaining these targets and monitoring the same is not evident.
Reporting of collection amount is not considered from computerised system while preparing Energy
Accounting Report. It has been informed to the Consultant that there is a mismatch in the
computerised collection report and actual collection amount.
There is a possibility of inadvertent errors while collection of boundary meter data as this is done
through manual meter reading and then manual entry in Sub-division offices. In other organisations
like NDPL, Energy Accounting is carried out through software based on data collected through
automated meter reading. Since APDCL has downloadable meters installed in many feeders, it can
install the same in other areas and introduce Energy Audit application.
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Number of %
Name of Total No of Billing
defective Defective
Circle/IRCA consumers Efficiency
meters Meters
Guwahati-I 163877 1345 0.8% 91%
Guwahati-II 105165 5264 5.0% 83%
Rangia 213555 20243 9.5% 61%
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Number of %
Name of Total No of Billing
defective Defective
Circle/IRCA consumers Efficiency
meters Meters
Bongaigaon 114287 9652 8.4% 58%
Mangaldai 65807 12147 18.5% 67%
Kokrajhar 84165 13690 16.3% 58%
Lower Assam 746856 62341 8.3% 77%
Monitoring of meter reading and billing efficiency of these customers is not also evident since:
There is no MIS for measuring lead-time for releasing new service connection. Manual records
are maintained for simplified new connection process.
Monthly revenue reports are generated at Sub-Division level with manual data.
There is no measure and targets for billing and collection cycle time.
Collection faces several operational problems, although normal procedure for non-payment is
illegal connection (i.e. energy losses). Among them:
o Disconnection process seems not to be effective enough. For example, during April10
to January11 in Jorhat Circle, 11,985 supplies were disconnected but only 4,619
supplies were reconnected during this period.
o Possibilities for avoiding debts (by applying for a new meter, illegally reconnecting, or
connecting to other existing meter) are easy to access.
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Cum 2009-
366.30 226.96 11048.78 62% 97% 40%
10
Cum 2010-
360.43 211.802 10613.90 59% 96% 43%
11
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LT Consumers
HT Consumers
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Expected Budget
Sl. No. Recommendation Description Expected Impact Example in other utility
(mUSD)
1 Creation of a Centralised Data It is recommended that the utility Accurate identification Low budget Involves Dakshin Haryana, NDPL, BSES
Analysis Team for bulk create a specialized team of engineers of tampering and theft training 5 engineers on have implemented this
consumer meters who are capable of analysing the data cases leading to data analytical skills concept and the same has
of downloadable meters to identify revenue assurance and proved fruitful in reduction of
In APDCL, although bulk consumers tampering by consumers and also to reduction of losses losses
are billed separately through IRCA verify meter reading accuracy.
divisions, there is no process for Shall help in enhancing
meter data analysis against HT Further the Team shall analyse all the productivity of the
consumers. cases that report exceptional meter Centralised Field Team
reading trends. The above analysis
shall serve as an important input to
the Centralised Team for identification
of theft cases and defective meter
cases.
To begin with, this team should
comprise of 5 Engineers (JEs) and this
team should report to the Head of
core monitoring group (please refer to
the chart)
2 Creation of a Centralised Field It is recommended that the utility Resolution of high value Low budget Involves Dakshin Haryana, NDPL, BSES
Team for bulk consumer meters creates a specialised team of field theft and defective meter 5 engineers with have implemented this
engineers who will arrange for taking cases Accucheck. Meter concept and the same has
After the analysis of meter data by action against theft cases and replacement budget will proved fruitful in reduction of
the central data analysis team for defective meter cases be same as existing losses
IRCA meters, the theft cases and budget.
defective meter cases are to be To begin with, this team should
addressed on priority. comprise of 5 Engineers (JEs) and this
team should report to the Head of
core monitoring group (please refer to
the chart) However depending on
number of cases identified by Analysis
team in first three months, the team
strength can be reviewed.
3 Elimination of Wrong Reading/ Following Strategies can be adopted Accurate Billing leading a) Low budget a) Common practice across
Not Read Cases for Bulk by the utility to loss reduction Organizational utilities:
Consumers restructuring to
a) Creation of a Centralised Check Increased Revenue create Check Meter Utility in Madhya Pradesh,
As mentioned in previous chapter, Meter Reading Team to do Generation Reading Teams: Chattisgarh, Haryana,
in APDCL meter reading process is random checking of cases Maharashtra have completed
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Expected Budget
Sl. No. Recommendation Description Expected Impact Example in other utility
(mUSD)
manual and there is no proper b) Automatic meter reading through USD 260 per consumer the work for AMR within a very
monitoring of wrong reading and no GSM modems can be introduced (meter, modem cost) short time. They have started
reading cases. for the bulk consumers and IT Infrastructure it from scratch.
related cost (Rs 2 Cr
Wrong Reading Cases may be due tentatively) i.e. 0.58
to mUSD for pilot area
a) Incompetency of meter reader
b) Connivance of meter reader
with consumer
4 Meter replacement should be top Accurate metering of Replacement of 1.84 Common practice across all
most priority of the organisation. consumption Lakh single phase and Distribution Utilities
0.23 Lakh 3 phase
Also there should be proper Increase in billing meters replacement @
monitoring of this activity at central efficiency Rs 1350 and Rs 4500
level. respectively is 7 mUSD.
Presently 22056 single
phase and 556 three-
phase meters in Jorhat
circle is defective. 0.65
mUSD
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Expected Budget
Sl. No. Recommendation Description Expected Impact Example in other utility
(mUSD)
5 Energy Accounting and Auditing Top Down approach to be adopted Sub division wise Not much budget Utilities in AP, Haryana,
for Energy Audit accountability of required, only Gujarat, Delhi have Energy
In APDCL, energy accounting is performance. introduction of new Auditing and Accounting
carried out through manual inputs. Install metering at all feeders and the process. But in case Systems which have helped
feeder wise energy accounting to be Identification of high feeder meters are not them prioritize their action on
drilled down to the Transformer wise loss areas on which loss available, they shall loss reduction
with the aim to have consumer reduction strategies can need to be installed by
energy accounting. be prioritized. Based on the utility
the geographic
Data downloading to be carried out by conditions, utility may Average cost of each
Sub-division officers for accurate decide to implement meter will be Rs 12000
energy accounting HVDS or LTABC solution or USD 240. In some
in these areas cases, APDCL is also
required to install bus
PT and cost of each bus
PT is around Rs 25000
or USD 500. Number of
meters required in
boundary area is to be
ascertained by the DGM
of pilot circle.
6 Mail connectivity for Pilot All employees in Circle Office, Division Monitoring of all No significant cost Common practice across all
Project Area Office and Sub-division Office should improvement initiatives involved with public Utilities.
be provided with mail connectivity. mail server for Pilot
As of this date, there is no mail area. However the
server for APDCL. Few employees Utility has to assess the
use public mail like Gmail, cost of connectivity for
rediffmail. all offices as its medium
term action plan.
7 Re-structuring Billing Cycles Billing cycles can be restructured so Cash flow improvement No additional cost. It Common practice across all
that payment due dates are staggered will improve cash flow. Utilities
As on date, payment due date across all working days in the month. Ease of payment by
against all consumers lie within 16th consumers
to 30th/31st of each month.
Optimisation of Cash
This creates huge rush in cash Office strength
collection centres in last 15 days of
the month.
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1 Creation of cell for Network Centralised department for Planning of network infrastructure Organisational Utilities like Uttar
Planning Network Planning with input restructuring for new Haryana Vidyut Bitaran
from maintenance group Ease of maintenance of the new network in cell, Nigam, NDPL, and CESC
As of this date, there is no and using software for the rural area are few examples.
network-planning group exists. same.
2 Load flow study for the Load flow studies for the Health of the network 0.1 Million USD for Utilities like CESC, TATA
network network for finding out the software POWER Mumbai, R-Infra-
technical losses Network re-vamping plant Mumbai, BSES-Delhi,
As on date there is no network- It will work alongside NDPL are few example of
planning group exists. GIS application this
3 Creation of Centralised Centralised database should Ease of monitoring from a centralised 13.33 million USD Utilities like CESC, TATA
Commercial database be created for all the locations POWER Mumbai, R-Infra-
commercial data Mumbai, BSES-Delhi,
As mentioned earlier, in APDCL Uniform business processes across the NDPL are few example of
all subdivisions have utility this
decentralised commercial
database.
4 Elimination of Wrong Following Strategies can be Accurate Billing leading to loss reduction Low budget can be a) Common practice
Reading/ Not Read Cases adopted by the utility built into Excel sheets Across utilities
for Bulk Consumers Increased Revenue Generation
a) Building exception USD 150 per HHD b) Most of the
As mentioned in previous logics into the IT progressive utilities
chapter, in APDCL meter system which throw in AP, Haryana,
reading process is manual and out exceptional cases Bangalore are using
there is no proper monitoring such as High HHDs for meter
of wrong reading and no Consumption, Low reading
reading cases. Consumption, Nil
Consumption which
Wrong Reading Cases may be need to be checked for
due to incompetency of meter proper billing
reader
Use of Hand Held Meter
d) Connivance of meter reader Reading Devices for reading
with consumer with inbuilt logics, which
e) Coffee shop readings (i.e. ensure that reading is
without visiting the premise) brought correctly from site.
by meter reader This can eliminate manual
intervention in data entry.
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5 Centralised Consumer Call It is recommended that a Centralised Consumer Complaint Rs 5 Cr Today, Consumer Call
Centre for urban consumers Centralised Call Centre be Registration, Tracking and Monitoring Centres are a common
set up by the Utility to cater service expectation of
As on date there is no proper to Commercial and No Enhanced Consumer Satisfaction consumers. Egg.
monitoring system for Supply Complaints Paschimanchal Vidyut
consumer complaints. Vitran Nigam Limited took
up this initiative from a
scratch which has
resulted in consumer
satisfaction.
6 Introduction of New This include Increase in Revenue collection Rs 25 Lakhs Today most utility in
Payment Avenues India have completed
Cash Collection Vans for far Improved cash flow for the utility this. Most utility take the
To improve collection efficiency flung areas help of a service provider
as it has hardly improved in Consumer Satisfaction
Drop Boxes/ Kiosks who provides all these
recent times. service.
Any Time Payment
Machines
7 On-line Payment Avenues Creation of on-line payment Less footfall in the collection centre in the Rs 50 Lac Today most utility in
(for Urban Circle) avenues for the consumers urban area India have completed
this. Most utility take the
To improve collection efficiency Lower cost of transaction charge per help of a service provider
as it has hardly improved in consumer who provides all these
recent times. service.
Consumer Satisfaction
8 Business Process IT enabled business process Reduction of cycle time 4.44 Million USD Utilities like CESC, TATA
Automation automation should be done POWER Mumbai, R-Infra-
for major business Better productivity Mumbai, BSES-Delhi,
Only billing and cash collection processes like new NDPL are few example of
processes are automated Uniform business process across the utility
connection application, this
through decentralised system. meter replacement etc.
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GIS based consumer Consumers should be It will work as a central repository for the 77 Million USD Utilities like TATA POWER
indexing mapped in eographical assets Mumbai, R-Infra-Mumbai,
Information System with BSES-Delhi, NDPL are few
This will help in improving the Distribution Network. Site visit will be minimied as all the assets example of this
meter reading, fault repairing, will be mapped in S
network planning etc.
Reduction in cycle time for release of new
connection
Easy reference for Network Load flow
studies
Utility wide creation asset ERP application like SAP can Project life cycle tracking 0.88 Million USD Any successful
base and rollout of ERP be rolled out across the Distribution Utility in
utility for asset life cycle Ease of ARR filing India have implemented
This is important for improving tracking ERP
operational performance Project Monitoring
Spot Billing System Introduction of Spot billing Saving of money USD 4 to USD 20 per Utility in Chattisgarh and
system for the rural areas. consumers per bill Andhra Pradesh have
To improve collection efficiency Less Billing related Complaint for semi urban area introduced Spot Billing
as it has hardly improved in The Utility can outsource system. Spot billing can
recent times. spot billing activity to other Improved Cash flow for the utility
be introduced speedily as
agencies with per consumer Consumer Satisfaction only spot machine is
basis rate. This will ensure required which is
proof of delivery of bills to normally taken in lease
distant rural consumers. from any service provider
This activity along with for this kind of activity.
increase in payment
avenues for rural area, will
ensure improvement in
collection efficiency
Rollout of SMS based fault SMS based fault Reduction in downtime for fault restoration 77 Million USD NDPL-Delhi, CESC have
management system management system can be implemented the same
rolled out across the utility Consumer Satisfaction
This is important for improving
operational performance Improvement of operational efficiencies
Creation of Mobile meter Well equipped meter testing Consumer meter can be tested within Rs. 6 lac for testing van Utilities like CESC, TATA
testing unit van can be introduced for specific time periods POWER Mumbai, R-Infra-
testing the meters at site Mumbai, BSES-Delhi,
This is important for improving Lower commercial losses due to metering NDPL are few example of
operational performance error
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this
14 Creation of advanced meter State of art meter testing Speedy check of meters before installation Rs. 75 Lac for a single Utilities like CESC, TATA
testing laboratory laboratory can be set up in set-up. POWER Mumbai, R-Infra-
the Division Office for Lower commercial losses due to metering Mumbai, BSES-Delhi,
This is important for improving testing of meters error NDPL are few example of
operational performance this
Consumer satisfaction
15 Creation of state of training State of art Training Centre Capacity building for the employees Rs. 5 Cr excluding Civil
facilities and training can be set up for the Constructions
policies for employees employees
This is important considering
present state of training in
APDCL.
16 Introduction of KRA for the Introduction of Key- Result- Employee will have a clear goals of the Not much budget Utilities like CESC, TATA
employees Areas based system for the targets aligning with the Organizational required, mainly POWER Mumbai, R-Infra-
employee targets process change Mumbai, BSES-Delhi,
This is required for creation of NDPL are few example of
a performance-oriented culture Employee satisfaction this.
in the organisation.
17 Introduction of monthly Functional monthly score Promote competitiveness among different Not much budget Utilities like TATA POWER
score card card can be circulated functions required, mainly Mumbai, BSES-Delhi,
within specified time frame process change NDPL are few example of
This is required for creation of to promote competitiveness Promote competitiveness among different this
a performance-oriented culture unit
in the organisation.
Sl. Recommendation Description Expected Impact Expected Budget Example in other utility
No.
1 Performance based Performance based Healthy competition among the Policy shift, not much NDPL, BSES, Torrent Power
incentive for the staff incentive can be given staff requirement of budget have implemented it
to the staff for
This is required for creation of promotion of healthy Drive for results
a performance-oriented competition among the
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2 Automation of Grids & Automation of Grid Less downtime of networks It will vary with the no of Grid NDPL, BSES, Torrent
Distribution System Station through station considered for SCADA Power have implemented it
SCADA, & Distribution On-line line and transformer
Considering long term plan for Automation are needs loading data
the Utility to achieve the of the hours
benchmark performance. Remote load shading of feeders
3 Creation of Back office Commercial Function Stream line commercial functions Policy change required NDPL, BSES, Torrent
model or Hybrid model for can be monitored from Power have implemented it
commercial function a central locations Increase in productivity
4 Introduction of Door step Inventory from stores Increase in productivity Policy Change required NDPL, BSES, Torrent
Delivery system for can be delivered at Power have implemented it
inventory operational offices as Ease of maintenance of assets
per door step delivery
It will reduce cycle time for model
delivery.
5 Introduction of Door Step Field Service Executive Consumer Satisfaction Policy change required NDPL, BSES, Torrent
delivery for the service can visit the consumer Power have implemented it
connections premises to collect the Reduction of cycle time for
documents for new release of new connection
It will reduce cycle time for connections
new connection.
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1 Head Office Annual Loss reduction targets for Circles, Divisions, Sub-divisions
Calculation of losses by collecting Metered data and billing and
collection data from Billing Database (after implementation of
centralized database)
2 Circle Office Placement of order for installation of Meters for creating ring fencing
support from Circle office
Back office support to Division & Sub-Division office for Loss reduction
initiatives
Monitoring of the indicative loss reduction parameters
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As with the current structure ASEB would find it difficult to start LCC, so it is advisable that SOP for
LCC will be done in a phased manner. We are proposing following for the LCC in various timeframe.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution II-51
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Defective/Mass Metering
Meter
replacement
drives
For a successful implementation of the short term action plans a core monitoring group should be
created which a senior representative of APDCL management should head. This group will be
responsible for following activities:
Assisting operation team at Division and Sub-divisions in improvement initiatives as
mentioned in the chart below
Monitoring and control of all improvement initiatives through regular MIS reviewed at the
senior management level of APDCL.
Monitoring of implementation enablers and ensuring replication of these initiatives in other
areas subsequently.
The structure and function of the core group is suggested as follows:
The core monitoring and control group has to primarily look into three areas Bulk Consumer
Group This subgroup will focus on analysis of meter data for bulk consumers (IRCA
consumers) and field activities associated with it.
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Other Consumer Group This subgroup will focus on analysis of exceptional billing cases for
other consumers and field activities associated with it.
Special activities group This subgroup will focus on the monitoring of other special activities
aiming at improving the performance of the Pilot Project Area and which are to be carried out
by the Division and Sub-division operation group. Few examples of such activities are:
o Replacement of defective meters
o Metering and Billing of all rural consumers
o Replacement of electromechanical meters
o Follow up against disconnected consumers with huge outstanding dues
o Follow up against consumers with large average consumption but low sanctioned
load.
o Installation of dedicated feeders against tea gardens etc
Detailed organisation can be found in Figure 16.
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Management of Regulatory
Employee of ASEB Govt. of Assam
ASEB Commission
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Customer Service Lead Time for new Responsiveness and Customer account
connections service orientation of records
connection services
4.1. BACKGROUND
Based on the study of existing processes and infrastructure of APDCL, benchmarking them with
national and international best practices and analysis of the weaknesses in existing processes, the
Consultant has to prepare a road map for next five years including all the recommendations required
to improve the processes.
During the meeting with the Top Management of APDCL, the Bank and the representative of Assam
Government, it was suggested that the recommendations by the Consultants should be segregated in
following categories:
Short term Actions (Quick Win): Few of the recommendations should be implemented
within a short period (say six months from initiation date) by APDCL, at one or two circles.
This will not result in improvement in all areas of the Circle, but will provide definite indication
of improvement if implemented successfully by APDCL.
Medium term Actions: Some of the recommendations can be implemented by APDCL within
a period of six months to two years.
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planning by the utility and will help the organisation to attain sustained efficiency in its
operations.
During discussion with the Senior Management of APDCL, it was suggested that Jorhat Division I
within Jorhat Circle would be considered for implementation of short term recommendations by
APDCL. This Division has high level of AT & C Loss, however it is considered to have good potential
for improvement. The major objectives of implementing few short term action plans will be more
effective monitoring of these plans by APDCL top management and after successful implementation of
the same; these will be further implemented in other Circles by APDCL.
Cum 2009-
366.30 226.96 11048.78 62% 97% 40%
10
Cum 2010-
360.43 211.802 10613.90 59% 96% 43%
11
LT Consumers
HT Consumers
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Although consumer mix and Load mix of Jorhat Circle is not much adverse, the loss level is very high.
Tea Gardens are major consumers.
Major issues discussed:
Energy Accounting is carried out on estimation in the Circle as many feeder meters are
defective. Details of few Sub-Stations in JED-I are as follows:-
o Jorehat S/Stn 11Kv/110V PTs are defective. 1 PT has been replaced recently. 3
more PTs are required. None of 12 outgoing 11 KV feeder meters are working for this
reason. Interface meters are required for feeder no.s 2, 7, 10 and 11.
o Kalakuan S/Stn Incoming feeder is not metered. Also one outgoing feeder meter
and PT are defective. Interface meter for SD I and III required.
Electrification of huge rural area is going on in RGGVY scheme. This is contributing to losses.
Under RGGVY scheme 1438 villages are to be electrified and 79067 BPL consumers are to be
brought under billing net. Presently 51495 consumers have been informed by the contractor
and 36662 consumers have been billed).
Police system is ineffective in curbing pilferage. As per discussion with Mr. Abdul Hamid,
Vigilance Officer only 46 police cases have been registered and 50 persons have been accused
in Jorhat Circle from July09 to Nov10. Major observations by enforcement team are
o Hooking
These observations are also corroborated through huge amount of outstanding dues against
disconnected consumers and less number of consumers applying for reconnection (Out of 3221 TDC
consumers attempted in special drive during 1st February to 15th February, only 884 reconnection
done).
Stopped/Defective meters in each subdivision to be replaced. Presently 22056 single phase
and 556 three phase meters in the circle are defective. Also there are approximately 100 to
200 unmetered consumers in each subdivision of 14 subdivisions.
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The IRCA consumers are billed based on manual reading and there is no effective check on
meter reading accuracy. As on date there are 772 IRCA consumers and average consumption
per consumer per month varies from 8038 units (Mar10) to 16776 units (Nov10).
ATC Consumers have huge outstanding dues (Rs 984 Lakhs for 8 consumers as on 28.02.11)
33 KV lines from Garmur 132 KV SubStation to Jorhat SubStation are very old and results in
high line loss and low reliability.
Meter Readers and Bill Clerks are not reshuffled and the performance is not satisfactory. Even
outsourced meter readers in Sub Division III are working for last 4 years.
Fault repairing complaints (other than the calls received at Control Room) received and
attended by other teams are not recorded.
Payment due date lies within 16th to 30th/31st each month and there is huge rush for
payment at cash collection centre.
Bokahola Tea Garden, a consumer with load 1250 KW has installed DG Set with capacity of
1100 KVA and 1000 KVA as voltage at secondary side is very low. On 29/03/11 voltage was
observed to be 380 V. This consumer uses about 500 KW load during peak season through
DG set.
Complaint Data Analysis Data being captured, analysis are yet to be done
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Data Downloading for Private Consumers Data downloading of some consumers are being
done (including consumers with load >500 KW)
Exceptional cases with zero/Low Activity started after November Mission, resulted
consumption into replacement of around 1900 meters.
Complaint Data Analysis Data being captured, analyses are yet to be done
This will give benefit in next summer for proper
monitoring.
Special Activities
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Potential
Number of Increase in Increase in Number of Potential Increase
Increase in
stopped monthly Monthly defective in monthly
Monthly
meters consumption (in Revenue (in meters as on consumption (in
Revenue (in
replaced KWh) USD) 31.01.2012 KWh)
USD)
Potential
Increase in
Number of Assessment Number of Potential Increase in
monthly
Cases Amount (in Cases to be Assessment monthly
revenue (in
Inspected USD) inspected Amount (in USD) revenue (in
USD)
USD)
Cumulative impact of potential increase in monthly revenue and collection will result in increase of
billing efficiency by 4% (from 63% to 67%) and collection efficiency by 1% (from 93% to
94%). The AT&C Loss in Pilot Project Area can be reduced to 36% from present level of 41%.
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Potential benefits to the APDCL is approximately 21 million USD annually for reduction of
AT&C Loss by 5%
a) Major Challenges
JEC, Div-I has to monitor all IRCA cases as there can be many more cases with revenue
leakage
Meter replacement after analysis of low consumption cases for LT consumers has to continue
on sustainable basis. They are major source of revenue leakage
Time of receipt of complaints and time of resolution should also be monitored in next stage.
APDCL should approach these activities in more focused manner and identify benefits.
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Unbundling of ASEB ASEB was unbundled on 10 the December 2004 through the "Assam Electricity
Reforms First Transfer Scheme 2004 (AERFTS-2004). No norm / policy were stated
in the transfer scheme for the desired Debt to equity ratio of the new companies.
ASRFTS-2004 unbundled the ASEB in to the following:
Assam State Electricity Board (ASEB) (Holding Entity).
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Modification / Change in GOA modified the structure of the three Distribution companies along with AEGCL
Structure. and APGCL as independent GOA Undertakings by withdrawing Capital thru ASEB and
providing it as capital to APDCL directly. Thus the DISCOMS were delinked from
ASEB.
After the Audit of the DISCOMS in 2004-05, GOA notified Opening Balances on 29-
Dec-2007.
a) Re-bundling of three GOA notified the merger of the three DISCOMs into LAEDCL which was later
DISCOMS into one. renamed as Assam Power Distribution Company Ltd (APDCL) w.e.fr. 01-04-2009.
ASEB stood separated to become one of the four Government of Assam
undertakings in power sector.
a) Purchase of Power - From 16-06-2009 ASEB discontinued trading operations. APDCL took over the
Power Cost purchasing of all power directly from APGCL, NEEPCO, NTPC, NHPC, DLF, MeSEB
and other traders. As per AERC Tariff orders the Uniform Bulk Tariff rate that was
set for APGCLs power supplies to the three DISCOMS applied to APDCL after re-
bundling.
Cost of Power Purchase includes the revenue expenditure of ASEB and Transmission
Charges but ASEB charges have not been reflected separately, which ought to have
been done.
Letter of credit Payment mode has been allowed to NTPC & NHPC. Other Suppliers
have other bilateral arrangement. The payments to the suppliers are now controlled
and made by H.O of APDCL.
b) ASEB Expenditure ASEB expenses are charged to APDCL as a part of Cost of Power.
ASEB will continue working more or less as an advisory and consultancy
organization for the States power sectors. It will also continue to perform the
residual planning, implementation and monitoring of capital projects, as there is no
State order yet divesting it of this responsibility. Therefore, ASEBs expenses should
not be added to the power purchase cost but should be treated as Capital
Expenditure in progress of related areas i.e. Generation (APGCL, Transmission
(AEGCL) & Distribution (APDCL) because planning function of ASEB is not confined
to APDCL only. However, according to ASEB officials the current charging practice
was an internal decision because the amount left as ASEB expenditure is small.
Administrative Structure APDCLs top management consists of a Board of Directors and a full time Managing
of the Company Director.
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Distribution zone 3 GM of CE
Stores Circles 1 Do
a) Accounting Setup There was no Finance Director in the three DISCOMS before re-bundling. While the
position was created after, it has not been filled.
A Chief General Manger (CGM) who is Chartered Accountant currently heads its
accounts department. The service rules for accounting staff require a minimum
qualification of graduation for initial recruitment as Deputy Accounts Officer level
with preference for commerce graduates and professionally qualified persons.
Promotions are made on the basis of seniority. There is an on-going recruitment for
senior manager level positions but there has not been much interest from qualified
persons like CA and ICWA. MBA has not been prescribed. There are three Chartered
Accountants including CGM and three ICWA.
The prescribed levels of Accounts Executives in the field are:
Sub Division Level: Deputy AO (with two junior supporting staff)
Divisional Level: Account Officer (with two junior level supporting staff)
Circle Level: Assistant Account Manger - 1, Accounts Officer - 1, Deputy
Accountants Officer - 1, with two supporting staff to each.
Zonal Level Senior Accounts Manger - 1, Accounts Officer - 1, Assistant
Accountant Officer - 1 with two supporting staff each.
At Corporate Level they work has been divided in to various functional areas and
has been provided the appropriate level executives and supporting staff.
The personnel complement at the Executive is currently as follows:
1. Chief General Manager 1
2. Deputy GM 3
3. Senior Manager 17
4. Assistant Manger (ama) 20
5. Accounts Officer 77
6. Deputy Accounts Officer 147
7. Assistant Accounts Officer 57
8. Accounts Assistant 2
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computerized. However, most of the executives are at the higher side of the age
and training could be rather difficult.
b) Sectional Journal There is no awareness of the need to maintain sectional journals and their
System of Primary importance in internal control, the early detection of mistakes and in facilitating the
Books ( Cash Book, accounting of cash.
Journal & General
Ledger) are replaced by
Sectional Journal
Method
d) Custody of There is no record room for the custody of accounting records at Head Office.
Accounting Records Maintenance of a record room is standing and standard practice and is also required
in the State Government rules on the maintenance of records. Income tax rules also
require 15 years life for accounting records.
There is some record keeping arrangement at Sub Division, Division and Circle
level.
i) Convergence with APDCL have no internal competence to make a switch over from Indian Accounting
International Financial Standard to the more complicated IFRS.
Reporting Standards
(IFRS) Indias Institute of Chartered Accountants of India (ICAI) has declared adoption of
IFRS from financial year 2011-12.
The Government of India will notify the accounting norms for the switch to IFRS by
the end of Dec 2010 which shall be applicable from 01-04-2011. This timeline may
be moved to 2012-13. All 37 Standards has to be notified as fully compliant with
IFRS convergence guidelines and shall apply to all companies with net worth of Rs.
1000 Crores and above. For other companies it will be notified later.
Accounting Issues i) Every distribution company is a primary and complete accounting unit.
Computerization & Unit
Accounting Monthly Accounts are required to be sent and are regularly submitted to Head
Office. But there is no regular monitoring to ensure that monthly accounts are
submitted according to schedule. There is no monthly consolidation at Corporate
Office.
ii) Head Office Expenses There is no system of allocation of H.O expenses to units in a fixed ratio.
H.O Account are kept independently while expenses are met out of funds primarily
controlled by H.O. HO annual accounts are merged with those of the Units as
corporate final Accounts.
The system lacks accountability of H.O for its expenses as it does not involve any
upper limit for H.O expenses except through the budgeting system.
iii) Share Capital APDCL came into existence for 01-04-2004 but share capital has not yet been
formally allotted to GOA as shareholder which is required by the Companies Act -
1956. It still appears as Share Deposit (Rs. 455809731 on 31-03-2009). This delay
is abnormal. Government has the right to recall the Share Deposit. No norm / policy
was Stated in transfer scheme for Debt; equity ratio. In addition, the Authorized
Capital of the companies are less than the amount of Share deposit hence, need to
be suitably increased including for future investment in share capital.
The AERC Directive in its Tariff order for 2008-09 & 2009-10 requires APDCL to
"Increase the Authorized Share Capital to covert a Share Deposit into issued
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iv) Reserves and Surplus The nature in not clear. It appears that the GOA loan of Rs.1238.59 lakhs was
a) Grants for Capital waved at the time of unbundling.
Assets and donated
capital.
v) a) Loan Funds - The following loans are being classified as unsecured which seems to be wrong for
Unsecured Loans the reasons given below.
ADB Loan: Govt of India and State Government provide collateral
guarantees and the latter has assumed responsibility for repayment hence
it is fully secured loan.
State Govt. Loan: ASEB / APGCL must have given counter guarantee.
GPF Balance: it is not a Loan but employees accumulated fund of GPF
which as per GoA GPF rules carries government guarantee. It should have
been classified separately as Funds.
b) Whether there has There have been few cases of default. Generally prior consent from financial
been a case of default in institution is obtained. I n the case of Non Banking National Financial Institution,
the payment of interest there is a provision of a panel interest.
and repayment of
instalment
Assets not in use Or There is quite a high value of such assets. Quantification is not possible because
Abandoned / APDCL is in the same position as APGCL and AEGCL where the absence of a fixed
Decommissioned asset register has prevented the segregation of fixed assets in use and idle fixed
assets.
The failure to segregate and account is a violation of AS-18. The company retained
the services of a consultant to segregate the assets and to create Fixed Assets
Registers. The Fixed Assets Registers have been completed up to 2007-08.
In relation to this issue, the regulator had directed APDCL to "File Physical
Verification Report of Fixed Asset by a competent and reliable Authority".
a) Category wise The breakup is too broad and is not an adequate disclosure. The category wise
Breakup of Fixed Assets. breakup of fixed asset has been prescribed in Electricity (Supply) (Annual Accounts)
Rules-1985, which is still valid as covered under savings clause (Section-185[2] [d].
This requires a distribution utility to disclose voltage wise asset i.e. 33 KV, 11 KV,
0.4 KV & Metering Equipment as well as control and monitoring of related assets.
Compliance with the prescribed guidelines for category wise breakup may not be
possible at this time because of the lack of complete and updated asset registers.
Compliance with Accounting Standard cannot be established.
The AERC had directed the company to "Submit analysis of Capital Work in Progress
year wise beginning from financial year 2005-06 to 2008-09" and to "Capitalize
Capital Work in Progress after obtaining physical completion certificate along with
financial completion certificate".
b) Capital Work in Capital work in progress in the power utilities is always substantial and continuing.
Progress The system of classifying the expenditure to this head is on the basis of project
report. The system of conversions of capital work in progress is also fully
established but has not to be followed. This consists of: (1) preparation of closing
Project Report; (2) allocation of general, common & administrative expenses on the
creation of fixed assets, and (3) deciding the date for putting it to commercial use.
APDCL does not appear to have an institutional mechanism for the classification of
CWIP and timely action had not been initiated either by engineering or accounting
department leading to lower depreciation and non-disclosure of this important data.
In this regard, the Statutory Auditor have pointed out that the CWIP register
showing details of completion is not maintained and capital categories as asset in
the amount of Rs. 449.71 Crores in 2008-09 could not be verified. The regulator
had also directed the company to "Submit analysis of Capital Work in Progress year
wise beginning from financial year 2005-06 to 2008-09" and "Capitalize Capital
Work in Progress after obtaining physical completion certificate along with financial
completion certificate".
c) Depreciation on Fixed In the absence of shift log Book for Plant & Machinery Distribution Lines,
Assets depreciation has been charged (even on assets not use). This is a violation of
Accounting Standards, of the terms of the Distribution License granted by AERC, the
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d) Lien on Assets The statement that there is no lien on Assets does not appear to be correct because
most of the assets have lien of PFC loan & loan from other financial institutions like
LIC etc. But generally distribution Lines and transformers are free from lien. It is
mandatory to indicate Yes or No in the notes to accounts as per Schedule IV of the
Companies Act-1956.
Stores & Spares. a) An Amount of Rs. 47.35 Crores is shown as Material, stock net Shortage pending
Schedule -7 to Annual investigation. But there could be excess in some item as well as shortage in others
Accounts for the year leading to a lower net shortage. This account has been pending for a long time and
2008-09 increasing every year. There is need to expedite the investigation process and to
reflect the period of pendencys for over 6 months, 1 years, & 3 years.
There are Store Divisions under each zone are headed by a Central Store Circle
which caters to the need of all Distribution Division. The Related Stores related to
33/11 KV Sub Stations are also maintained at the sub stations itself. Capital stores
are also maintained at the Store Divisions.
Most of the Stores are not fully computerized; quantities / value registers are
maintained manually.
Stores and spares are under the Control of Engineering Department which is
assisted by Accounting. But Financial Accounting responsibility lies with Accounts
only.
ABC analysis is done in Power House Inventory only.
There is no Store Manual.
Issues are based on yearly fixed rates except for Capital Stores. Difference at the
end is adjusted thru Stock Adjustment Account. They Stores do not include "Scrap"
which may be substantial; hence these become prone to theft and pilferage.
b) Valuation of Issues APDCL follows the yearly fixed rate valuation system. Under this system, rate is
fixed for the entire year in advance and revised in the following year only.
Differences in the value of the closing Stock as per the yearly rate and the opening
Stock is adjusted thru the Stores adjustment Account.
The System is most unscientific and could lead to manipulation and fraud hence,
needs to be replaced by a more scientific system.
c) Physical Verification There is a regular physical verification system in the Store Division, but this not
of Stock & Assets adequate relative to the size (Audit Comment).
There was reportedly a big difference detected during the physical verification in
2009-10 but the actual figure in not yet available since the account for 2009-10 is
still being finalized. The combined figure for the 3 DISCOMS on 31-03-2009 was Rs.
47.35 Crores.
The cases of shortage in inventory found during the physical verifications conducted
in prior are still under investigation and have not been written-off. Similarly the old
and unusable items have neither been identified nor written-off.
The figures for the fixed assets are not reliable in the absence of a fixed asset
register.
Inter Unit A/c. Including Inter Unit Transfer is quite Common especially in Distribution & Transmission.
Material Transfers to Presently amount involved in APDCL is Rs. 491.10 lakhs for 2008-09.
other Units.
Accounting wise, Inter-Unit A/C at H.O should ideally show a nil Balance. Instead,
there was a huge Balance as of 31-03-2009 which is an indication that Debit Notes
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raised by H.O on the units were not responded timely. Some time there is a
variation without intimation to transaction originating unit. Duplicate copies of debit
notes are returned very late. As such there is always a difference in the debit raised
and cleared by Credit by receiving unit.
The accumulation of huge amounts as Debit in Inter - Unit Account and at corporate
levels provides an easy route to fraud and a convenient cover for the shortage of
cash or material. This is a serious lapse in accounting practice that needs plugging.
Inter-Unit Account for Cash Transfer form H.O / Unit to Head showing a Debit
Balance indicates negligence especially when transfers are also possible through
internet.
Schedule-24 Statement
of Accounting Polices
a) Depreciation Method Straight-line method has been adopted. It complies with Accounting Standards and
schedule - VI of the companies Act. The Electricity Act-2003 authorizes the
CERC/SERC's to prescribe the life of different assets and rates of depreciation for
the Generation, Transmission & Distribution utilities that is also allowed by the
Companies Act.
Sundry Debtors Receivable is always a problem in the distribution utility and receivables have
(Receivable) & whether crossed more than one-year sale (as commented by CAG).
Company has ever
thought of Factoring of
Receivables are not aged despite the fact that a large part is either fake and
the Receivable from
irrecoverable or doubtful.
Consumers
There is need to scrutinize all the receivable which are more than one year old to
decide the method of recovery or write-off. Unfortunately, Departmental staff is not
committed to this type of analysis.
There is no plan of Factoring at this stage. GOA may not allow it as it may lead to
harassment of the consumers.
Internal Audit There is an internal audit unit at HQ. It is supposes to audit the expenditure of all
distribution divisions as well as all revenue sub divisions. But according to the DGM
internal audit of expenditure had not been conducted in last many years and only
50% or even less of revenue sub divisions had been covered.
Internal audit is headed by DGM who reports to the Head of the Accounts of the
company i.e. Director finance, CGM, GM as a case may be.
A bigger problem relates to the non-compliance with the Internal audit objections. A
review of such audit report indicates that hardly any importance is given to them
and that internal audit is being done merely as a formality.
Statement on overdue The Micro, Small & Medium Enterprises Development Act, 2006 (MSMED) requires
bills and provision of every Company to pay the Bill of MSMED within 30 days or as per agreement. It
interest on such bills of also requires companies to disclose the outstanding amount of bills pending beyond
Micro, Small and 30 days on the date of Balance Sheet as well as amount of interest which is payable
Medium Enterprises. as per above Act, at 3 times of bank rate on monthly rest. Violation of the Act is
punishable.
No such disclosure has been made in the notes to Accounts which could be a
violation of the Act.
Accounting Documents There is no separate Accounting Hand Book for use by a new comer. But chart of
Account is available.
There is no institutional system of keeping the revision of Accounting system
updates as per changes and keeping the staff in the field aware of new changes as
well as for testing their level of awareness.
a) Method of There are many works / projects in the nature of Capital maintenance,
Classification of Refurbishment, Renewals, capacity addition, rehabilitation of existing Assets having
Expenditure of durable long term benefits. However, there is no institutional system for classifying such
without creation of expenditures into capital and revenue.
Asset, as Capital or
Revenue or deferred Works/projects of this nature are generally classified into revenue funding or capital
Expenditure. funding for provision in the Budget. Accounting hence, booking is supposed to be
guided by the same. Whether or not this is followed in practice, is still a matter for
detailed investigation. Although there is sufficient awareness of this method, field
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b) Project Monitoring The Comptroller and Auditor General of India (CAG) had observed that the company
uses PERT & CPM Technique for monitoring the progress of capital works. But PERT
/ CPM is employed at the time of project formulation but is never updated and is
hardly used for monitoring.
The degree of time and cost overruns is alarming.
Ideally the company should analyse the time and cost overruns and disclose these
in the detailed Notes to the Accounts. The analysis should follow the Government of
India Guidelines for the categorization of overruns as follows:
Cost increases due to time over run-cost of manpower
Cost increase due to upgrade of technology of equipment products and
process
Cost & Time overrun due to administrative delays as (1) controllable delays
(2) non controllable delays like acquisition of land etc.
Other reasons
Annual Accounts & As per Companies Act, 1956. Annual Accounts are required to be finalized. Audited
Statutory Audit Report. and Adopted by Annual General Meeting of the shareholders by 30th Sept every
year. Annual Account for 2008-09 is yet to be adopted while those for 2009-10 are
yet to be finalized.
No Annual Accounts can be adopted by AGM without audit report by the Statutory
Auditor, under the companies Act-1956. Reports by management on action taken
on qualifications in audit reports are required to be placed before AGM.
Follow up Action for next year is almost missing and as such qualification in the
audit reports are repeated again and again.
Internal Control System The large companies should have in built internal control system of automatic
counter check of the accounting and documents. In APDCL it is done partly
otherwise it is mostly missing.
Internal Audit is just one aspect of such an internal control system which in itself is
ineffective.
Method of Assessment
of Electricity
Consumptions
i) Tariff Categories There are ten tariff categories for LT Consumers and eleven categories for HT
consumers. The number of tariff categories appears to be large and needs
rationalization. The more the tariff categories; the more will be the metering. Billing
and collection problems and are more prone to fraudulent practices.
ii) Metering and Billing In some cities there are computerized billings but no door-to-door hand held
computer billing. In Rural Areas and industrial as well HT consumer billing is
manual. CAG has listed large no of discrepancies in Billing which are discussed in
this interim report separately.
iii) Method of The unmetered supply in rural areas (JEEWAN DHARA) (BPL) and some agriculture
Assessment of Electricity supply are slowly being converted into metered supply. But by the end of March
Consumptions in case of 2010 about 15,000 rural consumers were still on unmetered supply.
Unmetered Supplies
The level of consumptions of unmetered consumers is based on the average of
comparable metered consumers although it is possible that different methodologies
are followed in different divisions.
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v) Method of Accounting Accounting standards prescribe accounting on accrual basis. Presently no revenue
for Subsidized Tariff subsidy for subsidized tariff or relief to sick industries is forthcoming from the State
Including relief to Sick Govt.
Industries
vi) Accounting There is no such Billing. Annual gets adjusted in the cycle of 12 months.
Treatment of Unbilled
Energy in the Month of
March
vii) Accounting There is no separate accounting treatment. Differential over consumptions (as rate
Treatment for Minimum per unit) could be shown separately because the present method leads to artificial
Charges when actual effect of real rate of tariff.
consumptions is less
ix) Payment of Security This is provided on a yearly basis and adjusted in the bills. But a large number of
Deposit of the old consumers who either deposited security at old rates or not paid any security
Consumers have small amount of deposit (even less then Rs. 100). Interest is not provided in
these cases leading to non-payment of interest to almost 40% of domestic
consumers.
Interest of security deposit, as per AERC order, is paid at bank rate plus 3%. As of
31-03-2009 total amount of security was approximately Rs 176 Crores and amount
of interest paid through bill was Rs. 12.32 Crores.
The Audit had commented that there was no reconciliation of the control figure of
Security Deposit with consumers subsidiary ledger balances.
x) Payment System by Cash & local cheques at specified payment centres under the control of revenue sub
Consumers & division accept payment. No out station cheques are accepted.
Dishonoured Cheques
Once a customer cheque is dishonoured no subsequent payment by cheque is
accepted from that customer. However, the customer is not formally notified and no
punitive action is taken.
xi) Metering of Open It is controlled and done by the Regional Load Dispatch Centre (RLDC) - (Central
Access Consumers, Spot Independent Unit), which provides daily statement of inflow and outflow of power to
Purchase from Traders AEGCL & APDCL.
of thru Indian Energy
Exchange The payment for spot supplies is required to be made in advance including
transmission charges.
Important Introduce rotation procedure for meter readers to reduce the possibility of
Recommendations of connivance with the consumers. DISCOMS have advised AERC that the
AERC for Improving the recommended system has already been implemented.
Electricity Distribution &
Bringing efficiency and Implement procedure for validation or sample check of meter readings.
certain consumer related According to APDCL this has also been introduced. Its effectiveness is yet to
operations having be assessed.
impact on Accounting Replacement of electro-mechanical meters by electronic meters is an on going
program. According to Distribution utility substantial work has been done and
still continuing.
The Load on distribution transformer should not exceed 80% of the
transformer capacity. This in fact is one of the technical operational
parameters but there are indications that it is rarely monitored and adhered
to.
Upgrade / Modify Distribution Network to LT - Less Distribution Network. this
is being discussed all national forum for a very long time but convergence to
LT-Less Distribution Network is a very costly and capital intensive, but it has
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Large No. of Consumer The No of pare's relating to irregularities in consumer billing every year is quite
Related Audit substantial involving large sums and revenue loss. Following types of irregularities
observations by Internal have been noticed.
Audit & CAG
Undue Benefit to Consumers by downward revision of bills
Non-Realization of Surcharge
Failure to issue timely Bills & Carrying out of disconnections
Ghost Consumes on record. (consumers not existing on ground)
Delay in replacement of defective meters
Bill not based on meter reading but assessment
Acceptance of delayed payment without surcharge
Deficiencies noticed in Computerized Billing System was introduced in 2002 under APDRP package.
Computerized Billing
System During audit (July 2009) CAG observed that there was no strategy formulated for
the implementation of the Computerized Consumers Billing Project leading to
different methods being adopted by the vendors. This resulted in multiplicity of
Tables and Statements used by different Division.
In number of cases, master data transferred to Computerized billing did not contain
essential information such as date or service connection, connected load, sanction
load, load security, incorrect or incomplete address, no indication of meter states,
type of meters etc.
Other problems encountered were:
Gaps in consumer ledgers
Other Important Audit Valuation of Stock was not in accordance with accepted principles, (Reference
Objections by Para 11).
Comptroller and Auditor
-General of India (CAG) Time & Cost overrun is rule rather than exceptions, (Reference Para 18 b)
Irregular fixation of erection price (This is a general comment about the major
contract under executions.
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Follow up of Audit There are three types of Audit Objections. These are:
Objections
Statutory Audit- under companies Act-1956. No. of Audit Paras are recurring
year to year because there is no institutional system of compliance and follow
up.
Proprietary and Special Audit and Reviews by CAG (highest constitutional audit
authority public fund) - However, the coverage of CAG Audit are decreasing
every year.
CAG had commented that compliance is poor and some of the compliance requires
major changes. Some of the issues are too old hence, compliance is not possible.
These shortcomings will pose serious problems when IFRS is adopted.
Designing, quality control and testing parameters are done by Design and
inspection unit.
Payment of Bills systems is also well specified.
b) Introduction of Profit The company has not considered the possible introduction of profit/cost/investment/
/ Cost / Investment / accountability centres. The lack of interest may be due to the difficulty of fixing the
Accountability Centres transfer prices of energy and/or other common services.
c) Measurement of There is no existing mechanism to measure the efficiency and effectiveness of the
Efficiency & accounting system.
Effectiveness of
Accounting System Repeated audit qualifications and AERC directives for the company to address
certain deficiencies indicate weakness in the present system.
Formation of Audit According to the Companies Act-1956, every company must constitute Audit
Committees committees of the Directors to work and review all audit parameters and reports
and also conduct special investigations. However, no action has been taken to
comply with this requirement.
Placement of ASEB ASEB is a Statutory Organization of GOA and as such its Annual Accounts are
Annual Accounts before required to be placed before the State legislature. CAG commented that the Annual
State Legislature Accounts for the years 1996-97, 2001-02, 2002-03, 2003-04,2004-05,2005-
06,2006-07 and 2007-08 (8 years) have not been placed before the legislature.
This is a serious technical and Constitutional lapse.
Reconciliation of Since AERFTS-2004, only the segregation of the main Heads of Accounts in the six
Opening Balances on the parts pertaining to six different Units which came to existence were reportedly
effective date of undertaken, leaving the opening balances in the new companies duly reconciled
Unbundling 01-04-2005 with closing balances of erstwhile ASEB. Moreover, the opening balances taken are
also reportedly yet to be reconciled with the segregated group balances shown in
the unbundling order. In case the situation is otherwise, done the three companies
should provide certificates because it is not possible to countercheck the status of
this issue in the survey.
Bank Reconciliation of Formats have been provided and reconciliation is generally regularly done. The final
Cash Book (Payment) & reconciliation at the end of March takes more time because the adjustment of
Cash Book Revenue with pending interest, bank charges etc, is done by the bank.
the bank at primary
disbursing and
Accounting units and
collection of revenue at
the revenue Sub-
Division as well as at
Corporate level.
Authorization of The authorization to Executives (Assistant Account Officer & Above) are: (i) For
Entitlement of Personnel monthly payment of salary - increment etc., (ii) Earned leave and encashment and
Payments other paid leaves, (iii) Arrears if any. These are authorized centrally by Pay &
Accounts wings of corporate office and for local TA etc by Accounts Units at the
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Accounting for Pension & There is a separate ASEB Employees Pension Fund Investment Trust (PF Trust)
Gratuity since 1993. The Trust is responsible for the payment of pension to retired
employees as per the rules.
The Companies make monthly contribution to the Trust based on the actuarial
valuation of contribution and fixed by the Trust. The Trust is supposes to make the
payment directly to the pension holder. But in practice the payment of pension is
made by respective companies and adjusted from the monthly contribution.
Banking System & Reconciliation of Cash Book with Bank Account is done regularly every month at
Accounting primary Accounting & Disbursing Units and at Corporate office. It is controlled and
monitored by a separate Bank Accounting cell.
Revenues collected in field units are transferred daily to the Corporate Office
revenue account. A monthly reconciliation statement is prepared to counter check
the credit posted by the Bank.
H.O releases fund to field Accounting & Disbursing Units for expenses taking into
consideration budgetary provisions and availability of funds in to account. Transfers
are made by Banks on t he basis of release order. But in case of revenue transfer
the Banks as per the standing orders does it automatically.
System of Bank Bank Guarantees generally expire on due dates whether returned to the Bank or not
Guarantees, Release, unless extension is given. However, since the release of the Bank Guarantees
Encashment etc depends on fulfilment of certain conditions like warranty period etc. The actual
return of Bank Guarantees to the Banks takes longer time.
Bank Guarantees remains in the custody of the Nodal Office of the work for which
Bank Guarantees was taken.
Taxes on Income Companies are assessed for Income Tax. All returns are being filed regularly and on
time.
No advance Tax is paid. No MAT (Minimum Alternate Tax) is paid because of no
Booked profit. TDS is deducted from the payment as per TDS rules and deposited
with the Tax Department.
Assessment done up to 2006-07. Assessments for 2007-08 & 2008-09 are in
process.
In the case of CAEDCL the following cases of dispute are pending in appeal:
Assessment Year 2006-07, Disputed Tax Claimed Rs. 7,66,21,801 Appeal
pending with Commission of Income Tax.
Assessment Year 2007-08, Disputed Tax Claimed Rs. 17,80,33,250 Appeal
pending with Commission of Income Tax.
Sales Tax / Trade Tax / Units executively handle these. H.O is not aware of any dispute pending with any
Service Tax / VAT Units.
Units are independently registered. There is no centralized registration payment or
assessment.
Incentive for Generation No such scheme has been tried after unbundling of ASEB.
Stations and Collection
of Arrears
Accounting for Deposit Deposit works - Asset created is the property of consumer. Department gets only
works and Consumers the charges for doing the work like a contractor. Consumers contribution is a
contribution and cost of capital receipt and capitalized as a fund. Meters are provides and monthly rent is
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Adaptability of New / It can be adopted if introduced and training is provided (this does not refer to the
Modified Accounting switch over to IFRS for which is there is no competence in the system).
system
Maintenance of Not even 50% of the required books are maintained. But it was in the general
Subsidiary Books opening that many subsidiary ledger / record were prescribed. This needs to be
rationalized by early computerization.
Flow of Accounting Data Units send monthly accounts such as the monthly trial balance and statement of
account and prescribed returns regularly to H.O. There is no regular
information/data submission requirement for managerial decision-making purposes.
Accounting for capital Capital stores are capitalized with the projects. Quantities of those in stores are
stores recorded and are issued without indication of values. There is no problem in the
accounting of capital stores in Transmission and Distribution.
Accounting Application The AERC has discussed the need for quality circles. At the same time there is also
Committee & quality a need for a standing Accounting Application Unit at the H.O. These could be
Circle for Accounts considered when conversions to IFRS are undertaken.
Resolution of Problems There is no Institutional Mechanism for problem resolution. However it is normally
done by phone.
Meeting of Accounts There are no such regular meetings. Meetings are held on specific issues at zonal
Executives and H.O.
O&M Methods Operation and maintenance is performed either internally by the concerned
departments; or externally by contractors and/or agents.
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Untrained staff.
Lack of guidance of accounting problems.
a) Comparator Utilities
Two power utilities (I national and 1 State Electricity Board) were selected for their Best Practices
covering all the aspect enumerated above except for migration to the International Financial
Reporting Standards (IFRS) which are still in transition.
a.1) National Thermal Power Corporation (NTPC Ltd)
NTC Ltd has 25 power stations that are primarily thermal- oil and coal based with over 30000 MW
installed Capacity. (It is a Navratna one of the Nine Jewels of Public Sector) with global presence in
the Thermal Power Houses. It is also a central Pool to assist States State Electricity Boards and power
companies.
a.1.1) Human Resource Management
Company takes pride in its highly motivated and trained manpower that has substantially contributed
to bring the Company to its present strong position. The Company strongly believes in achieving
organizational excellence through human resources and follows a People First approach to leverage
the potential of its employees to realize its business plan.
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natural resources (coal, gas, water, and land), as well as being undertaking studies on the
environmental impact of plant operations and the like.
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examining, on test basis, evidence supporting the amounts and disclosures in the financial
statements. And audit also included assessing the accounting principles used and significant
estimates made by the management, as well as evaluating the overall financial statement
presentation. We believe that our audit provided a reasonable basis for our opinion.
We have obtained all the information and explanations which to the best of our knowledge and
belief were necessary for the purposes of books;
In our opinion, proper books of account as required by law have been kept by the company so
for as appears from our examination of those books.
Annexure to the Auditors Report
The company has generally maintained proper records showing full particulars including
quantitative details and situation of fixed assets.
All the assets have not been physically verified by the management during the year but there is
a regular programme of verification which, in our opinion, is reasonable having regard to the size
of the company and the nature of its assets. No material discrepancies were noticed on such
verification.
Substantial part of the fixed assets has not been disposed of during the year.
The management at reasonable intervals has physically verified the inventory.
The procedures of physical verification of inventories followed by the management are
reasonable and adequate in relation to the size the company and the nature of its business.
The Company is maintaining proper records of inventory. The discrepancies noticed on physical
verification of inventories, wherever material, have been properly dealt with in the books of
account.
We have broadly reviewed the accounts and records maintained by the company pursuant to the
Rules made by the Central Government for maintenance of cost records under section 209(1) (d)
of the Companies Act, 1956 and we are of the opinion that prima facie the prescribed accounts
and records have been made and maintained. We have not, however, made detailed examination
of the records with a view determine whether they are accurate and complete.
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Internal Audit in most of erstwhile State Electricity Board and its successor Companies was not an
effective tool for Corporate Governance mainly because was neither independent nor its scope of
functions specially laid down. The function of an Internal Audit could not be under narrow limits but
all-inclusive depending upon the perception of management. In SEBs internal audit unit was a unit of
Financ Accounts with interchangeable staff. The situation of internal audit after unbundling of most
SEBs became more uncertain as there was a change over from a Statutory institution to a Company
under common commercial legal framework.
The successor companies have chosen to outsource the internal audit of field units to Practicing
Chartered Accounting Firms. The guidelines have been given to these firms, formats of reporting
have been prescribed for each function. However recent feedbacks indicate that this policy has not
yet delivered improved results over those of the previous practice, hence it would be premature to
call it an Established Best Practices.
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b) Director of Finance
The position had not been filled since unbundling; hence, a major functional department is headless
and working with stopgap arrangement. The failure to appoint a permanent finance director is
contrary to the guidelines of the Government of India for Government owned companies specially
power companies that are successors of the State Electricity Boards.
c) Share Deposit
The amount of Share Deposit exceeds the Authorized, Issued and Paid up Capital on 31-03-2010.
This is a violation of the Companies Act. It could appear as unsecured loan unless the authorized
capital is increased to this level.
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k) Statement on Overdue Payment and Interest on the Bills of Micro, Small and
Medium Enterprises
The Micro, Small and Medium Enterprises Act of 2006 requires the payment of the bills of Micro,
Small and Medium Enterprises within 30 days and 10% interest on delayed Payment. There is hardly
any awareness in the utilities of this legal requirement that is reflected in the failure to reflect the
status of compliance in their Notes on Accounts and its inclusion by the Statutory Auditors in their
report.
l) Cost Audit
Sections 233 B along with sub-section (1) of section 227 of The Companies Act mandate Cost Audit
that is not being undertaken by the utilities.
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u) Internal Audit
There are two teams with 2 members each in APDCL that covers over 62 units up to division level and
about 80 revenue sub-divisions. About of revenue sub-divisions have been covered to date.
Internal Audit of expenditure has not been performed while Review ork was not done. Thus the
internal check and balance is largely missing.
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Budget: Annual recurring expenditure of approximately Rs. 7.2 Million or US 160 Thousand.
Impact Assessment: Timely and complete performance of critical accounting functions and
processes.
Implementation Responsibility: Director Finance / HRD with CGM Accounts.
Implementation Imperatives: Support of service unions.
Performance Monitoring Indicators: Revised service rules and better-balanced executive and
staff complement.
b.2.3) Compliance with, Schedule VI of Companies Act 1956 and ith Accounting
Standards:
Action Plan: Board to direct the Accounting Application Committee to be responsible for
compliance.
Budget: No financial outlay.
Impact Assessment: Legal compliance.
Implementation Responsibility: Creation of the Accounting Application Committee.
Performance Monitoring Indicators: Compliance as certified by Auditors:
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the transfer and promotion of the employees of the unbundled entities. APGCL has full autonomy over
its operating plans and capital investments that are funded from internally generated funds.
Finance and accounting officials hold multiple positions due to the shortage of qualified personnel.
This leads to delays in decision-making and dilutes the focus from their core responsibilities.
The Deputy General Manager (DGM) for Establishment and Audit is directly responsible for Audit and
Establishment issues. Internal audit should directly reports to the Managing Director (MD). The total
strength of the Internal Audit team is 12 (2 Senior Managers (SM) , 3 Assistant Managers (AM) ,2
Account Officers (AO) ,3 Dy. Accounts Officers 1 Senior Assistant Accountant, 1 Junior Assistant
Accountant . The team caters to the internal audit requirements of 167 Sub divisions.
In the absence of a DGM, Corporate Finance and Compilation directly report to the CGM.
APDCLs license area is divided among Zones, Circles, Divisions, Sub Divisions and Industrial Revenue
Collection Areas (IRCA). Division is the lowest accounting unit of the APDCL. Sub divisions and/or
IRCA issue the monthly energy bills to the consumers. There are 3 Zones, 14 Circles, 75 Divisions,
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156 subdivisions and Industrial Revenue IRCAs. With this wide coverage and very little automation of
accounting and other financial management functions; delays in the compilation, evaluation and
monitoring of critical finance and accounting activities become inevitable.
Monthly Trial balance from the Division in Excel form but no compilation is done at the head
office;
All the above information is received manually, which does not facilitate their compilation and analysis
that could alert responsible officials to possible aberrations in the flow and utilization of funds.
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The limited automation of accounts delays the compilation and flow of information on operational
problems such as the failure to submit to the head office the daily collection deposit reports. No
monthly balance sheet is prepared. Another Internal Audit report found observed that the Cashier
appropriates cash illegally.
APDCL is always short of funds principally because of its poor billing efficiency and lately, increased
power costs arising from the price increases. APDCL arranged a financing facility with SBI, New
Guwahati Branch to address its liquidity problem.
The key operating and financial results of APDCL as of 31st March 29 are as follows:
Total power Sale during - was Rs. 1286.21 Crores out of which Rs.62 Crores was
outstanding on 31st march 29,
Collection efficiency was about 96.11 Days of the billed amount,
Receivable outstanding was about 116 days,
Net working capital of Rs. 33.7 Crores,
Current ratio at 1.38.
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Total Power purchase cost of APDCL during 2009-10 was Rs.667.11 Crores. Rs 76.59 remained
payable to APGCL as of 31st March, 2010. The recent hike in gas prices caused a corresponding
increase in power bills and a liquidity crisis because the regulator has yet to approve APDCLs request
for a true up of its tariff.
Gaps identified:
Budgetary control is limited to the one-time annual approval of budget requests.
There are no other institutionalized control measures or monitoring process of funds
and expenditures during the budget year. Officials tend to exhaust the available
budget even if the expense could be avoided.
Variance analysis between the current and prior years budget and/or current year
budget vs. expenses is not undertaken.
Control measures adopted for controlling budget expenses with respected to
sanctioned budget are totally manual. No software is used for this and total manual
intervention results in oversight and actual expenses exceed budget expenses.
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Stores maintain inventories for as long as 3 to 10 years of materials and epment that
are infruently used such as 33 V underground cable, V cross arms & Metering units
33 V & V
A & B items are routed through lipara, Central stores even if they are procured for
other stores due to single delivery of material by suppliers and limited access of heavy
vehicles to other stores. Single point delivery results to more paper work at the central
stores and lead-time between actual consumption of materials.
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requisition for A & B materials to Circles. Once approved, the materials are sent to the store for direct
issuance.
In these contexts, the usefulness of performance benchmarks is evident as a means to attract capital,
to direct operating expenditures, and to recognize both strengths and weaknesses in an effort for
continuous improvement in utility services. The lack of performance benchmarks or any reliable
database of performance indicators in India is a major handicap for distribution utilities. At present,
they have no region-based standard by which to target improvement efforts, monitor progress, or to
make comparisons within the region. Throughout the region, DISCOM managers recognize that they
lack this important management tool.
Distribution company (DISCOM) managers: The benchmarks and database will provide specific
performance standards for key function areas, and the method to apply them to any given DISCOM.
The benchmarks are intended to assist managers to compare their operations with peer DISCOMs, set
performance targets, evaluate costs, allocate resources, develop capital expenditure requirements,
and monitor performance.
Government, MLB funding agencies, and donor organizations: The benchmarks and database
will facilitate evaluation of DISCOM performance, identification of investment needs, and development
of improvement initiatives by external organizations concerned with power distribution sector reform
and development. Moreover, as externally funded assistance becomes more focused on output, the
benchmarks will provide a consistent set of performance metrics for the region.
Investors and lending institutions: The benchmarks are expected to provide critical data that will
facilitate privatization and corporatization programs as government officials and investors are able to
compare targeted DISCOMs with industry norms.
Consumers and DISCOM Employees: The benchmarks will provide a means for improvements in
distribution services to consumers and in the safety of working conditions for DISCOM employees.
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process driven approach. It is a PCMM Level 2 and ISO 27001:18001Certified Organization apart from
being the first Indian Utility getting ESCO certified.
Some of the key recognitions received by Nationally and Internationally are as follows:
Edison Electric Institute (2008), Edison Award for Implementation of GIS.
Asian Power Awards 2010, 2009, 2008 & 2007 for Power Utility of the Year
National Award for Meritorious Performance 2004-05, 2005-06, 2007-08 & 2008-09
BSC Hall of Fame Award (2008) for using BSC as a tool for Strategy execution and
inculcating performance driven culture for achieving breakthrough results.
Infraline Energy Award(2007) for Excellence in Power Distribution
Apart from these accolades, NDPL is also handholding other Power Distribution Utilities under RAPDRP
as IT consultants to Haryana, Chhattisgarh and Chandigarh and SCADA DMS Consultants to UP, MP,
Punjab and Jammu Kashmir. Based on these achievements, we have taken NDPL as a National
Benchmark.
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billing system. For any defaulter of payment, a red coloured bill is issued to consumer to build a
psychological pressure on him her. If the consumer does not pay his bill within 1 billing cycle of the
bill generation, a disconnection notice is issued and disconnection is done after 2 billing cycles if
consumer still does not pay. Meanwhile alerts are regularly sent to consumers through SMS, email
and tele-calling. ne more mechanism for recovery of dues
For the Debts related to employees, telephone bills, loans etc., if the employee does not pay within
the due time limits there is a provision to directly deduct the amount from their salaries.
Bank Management System a dedicated group who ensures that the balance in collection account
remains at minimum level and available fund gets transferred to verdraft Bank account reviews
NDPL collection accounts on daily basis. Daily MIS report is generated which depicts the daily
collection and payment, status of collection account and overdraft account.
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S Approx. Cost in Rs
Factors
No saved per year
1 Due to time saved through Online indent system for store 2,250,000.00
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b) Unclear cheques reported in the bank reconciliation system like at Ulubari sub division
Bank reconciliation statement shows 2009-10 amounting to Rs. 28 thousand approx. cheques
remains cleared.
c) Lack of insurance for cash in transit could results in the cash loss to the APDCL.
d) Receivables include receivables from the employees/Boards establishments of the utility.
As per Monthly Revenue Statement for December2010 of Paltan Bazar, ICRA and Ulubari sub
division receivable amounting to Rs. 7.43 lakhs.
e) Billing software does not provide the ageing of the receivables which could facilitate the
immediate disconnection of non-paying customers after the grace period by the commercial
section. Losses from the cost of power delivered and transmission cost incurred for delinquent
customers could have been avoided with prompt disconnection.
3) Fund Management:
a) Non repayment of GOA loan by the utility since 2008; as confirmed by CGM (F) AERC does
not allow the finance charges on GOA loans in the tariff allowed to APDCL.
b) Status of the ADB loans is also not cleared about repayment.
c) Public bond due for redemption planed to be redeemed out of the revenue generated from
the sale of power which would results shortfall of working capital during 2010-11 & 2011-
2012
4) Inventory Management:
a) Identification of the shortage of inventory during physical verification for with respect to
financial books.
b) Stores keep obsolete/non serviceable inventories;
c) Slow moving item lying in the stores to the tune of 8-10 years.
5) Procurement Management:
a) Decentralised procurement of materials by the fields as per their requirement of the C & D
materials could results in piled up the same materials at fields;
b) Price variance for the same materials procured. Standard price mechanism not adopted
while procuring of materials. Zonal chief engineer are procuring material A & B as per the
requisition send by the fields under centralised manner. As confirmed for CGM (M) office the
prices could differ since no standard price mechanism observed.
6) Financial Risk Management:
a) Absence of insurance cover of the APDCL employees and network for damage and loss
could results in operational risk to the utility.
b) Absence of insurance of cash in transit insurance could end up with cash loss.
c) Absence of hedging against fuel price hike as evidence in recent past results in extra
outflow of revenue and float time is more on to recover the increase cost from consumers
through tariff.
7) Budget Management:
a) Actual Expenses are more than the budget amount approved and no variance between
budget expenses and actual expenses incurred during the financial year.
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This gap and its adverse effect on the utility can be addressed by devolving to the utilities the
management and disbursement of the funds while ASEB continues to monitor their implementation.
An alternative solution; one that conforms with the current Loan/Grant Agreements that names ASEB
as the executing agency would be for ASEB to continue to receive the funds subject to automatic
disbursement to the utilities upon the latters submission of detailed project implementation plans.
Under this arrangement, the utilities would draw up their own capital investment plans (not to be
confused with project proposals submitted to financiers) and directly pay project contractors from
their own accounts instead of the current practice where ASEB prepares the capital investment plans
and disburse payments to project contractors from ASEB accounts. The utilities will also be required
to submit project and funds status reports to ASEB.
To operationalize this proposal, a Notification from GOA will be required. The Notification should: a)
clarify the status of the residual functions conferred on ASEB in the Unbundling Notification over the
management and disbursement of these funds; and, b) mandate the financial autonomy of the
utilities from ASEB as regards the planning for, management and disbursement of these funds. The
notification should be secured without delay, i.e. in 6 months to enable the utilities to draw up their
financial plans for the following financial year immediately.
a) Risk Classification
Risk classification can be done through risk score, which is product of significance and likelihood of
the risk. Risk scoring is arrived on the basis of criteria, which are to be determined by the
organisation. A sample criterion is given in the table below.
Significance
(1) Medium (2) Hig (3)
Liiood
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transmission bills in full that in the absence of an escrow arrangement adversely affects the liquidity
of the other two utilities; b) non-repayment of GOA loans since 2008.
The gaps in the fund management system and its adverse effect on the utilities finances can be
addressed by the full devolution to the utilities of the management of their funds and the removal of
the centralised cash management system. Once this is done, the utilities should prepare their
respective annual operational plan (AOP) and project their long-term and short-term fund
requirement inclusive of funds requirements for capital investments. Monthly fund requirement can be
estimated as per projected/estimated cash in-flow and out-flow. Funds can be raised in an optimal
manner after doing cost benefit analysis of each proposal. Payment against power bills raised by
APGCL and transmission charges bill raised by AEGCL to APDCL shall be secured by an escrow
arrangement against their own funds/assets; not ASEBs.
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ERP includes: a) tracking of the physical movement of stores and spares; b) timely and correctly
delivery of stocks and spares to the sites; c) reconciliation of stores and stock issued to different
locations item wise and, value wise; d) identification of the rate of utilisation of materials to guide
procurement in order to achieve minimal carrying cost and out-of-stock costs; and, e) optimal use of
working capital.
The do-ability and success of the proposed action plans will depend on individual and /or concerted
effort by those involved to deliver /perform certain tasks as outlined in table below.
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Employees of 3
Issue Management of ASEB Regulatory commission Government of Assam
Utilities
Fund Management
system
Payment of GOA Preparation of restructuring Recovery of financing charge GOA approval and notification on
loan. plan through the tariff the loan restructuring.
Adjustment to separation
Dismantling of ASEB to adopt hands-off
Centralized Cash policy on the utilities
Management System financial operations and
policies
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Employees of 3
Issue Management of ASEB Regulatory commission Government of Assam
Utilities
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Debt service coverage ratio. Number Net Operating Income / Total Debt Service
Budget Management System. Actual expense as a percentage of Percentage (Actual Expense incurred / Budgeted
budgeted expense. Expense)*100
Adoption of CO module (ERP)
for budget and cost control.
Variance analysis between
Budget and actual expenses.
Working Capital Management Working Capital Ratio Value Current Assets/Current Liabilities
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Inventory Management system Inventory Turnover Ratio Value Cost of goods sold/Average inventory
Adoption of ERP module for -
inventory management system
Number of stock out Value
-
Number of slow moving item Value
-
Number of non-moving item Value
-
Aging of inventory Days
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EADCI (Engineering Average Duration Days Sum of time required to release each
Completion Index) scheme / total number of schemes
Average time taken to capitalise from Sum of time required to capitalise each
Days
date of completion of work scheme / total number of scheme
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
1 Short term Institutional Organisational Autonomy: No financial outlay Better financial 1 to 6 months GOA
planning and
ASEB to provide autonomy to
management by the
APDCL in the financial management
utility and enhanced
of externally provided funds for
financial
capital expenses such as those in
independence
the form of grants; concessional
loans from National and State
Agencies and regular financing
facilities from secured from financial
institutions.
2 Medium Functional Risk Management System: Insurance premium Savings in utility out 6 months to 1 HR. Chief Engineer
term for policy. of pocket costs for year Distribution and CGM
Designation of Official in charge of
workers related (F)
Risk Management and Adoption of Based on NDPLs
injury and
Risk Management Policy. Risk policy experience,
compensation. For
to include:
Approx. 20USD per example, APDCL
a) Group Insurance Cover for year for 2000 USD spent 103680 USD
Employees and Network cover per employee; as compensation in
(Including Grids). 2008-09 and
Approx. 360 154300 USD in
b) Cash transit insurance to be USD/year for0.2 2009-10.
taken in sub division/ICRA with Million USD Cover
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
4 Medium Functional Budget Management System: Approximately More accurate 6 months to 1 DGM Finance
term 12000 USD/ years budgets and control year
Adoption of systematic budgeting for the salary of a of variances.
process backed up by an automated new hire budget
officer whose main
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
5(1) Medium Functional Working Capital Management: Better management CGM Finance
term of working capital;
Adoption of Working capital No financial outlay 6 months to 1
enhanced liquidity
management policy year
5(2) Short term Functional Immediate implementation of the No financial outlay Savings in overdraft At most 6 months CGM Finance
following measures: bank facility interest
for one day on the
a) Cash/cheque payments of
daily collection. As
consumers that are picked up from
per MRR, collection
the Guwahati circle 1 (GEC-1) by
of GEC-1 for the F.Y
Axis bank should be directly
2009-10 is 68.218
deposited to APDCLs SBI collection
Million USD and the
account to shorten the float time
SBI OD facility is
between the collection and deposit
availed at 9.75%
of funds in APDCL account to at
per year, so annual
most one day.
saving would work
GEC-1 accounts for 23.22 % of to the tune of 18000
total APDC collections in 1 year. USD (Approx.).
Short term Functional b) Cheques and cash collected at No financial outlay Opportunity cost At most 6 months SMR-Sub division
Subdivision /ICRA should be from foregone
deposited on the same day to the interest on deposit.
collection account.
Control measures:
Daily remittance sheet (DRS) to
be sent by ICRA/Sub divisions to
Corporate office stating cash and
cheque collected and cash and
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
Short term Functional c) Adoption of policy that would Administrative cost Handling of cheques At most 6 months CGM (F)
require the payment by cheques of only is easy as compare
bills exceeding a minimum amount, to cash. Promoting
say INR 10,000. cheque collection
could mitigate risk
for cash loss.
APDCL also incurred
a cash loss of about
1 lac during cash
transit to bank few
years back. (As
confirmed by CGM
(F & A)). Cash loss
could be avoided by
taking the cash
transit insurance. As
confirmed, bank
pick-up facility for
GEC-1 is about to be
suspended and it
amount to 23.22%
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
of total collection.
Short term Functional d) MRR of all sub divisions needs to NIL Amount outstanding 6 months CGM (F) and CGM (D)
be added to derive the amount that of 3.568 Million USD
could be recovered from employees as per GEC-1
and other ASEB monthly revenue
undertakings/premises. statement (MRR) for
the month ended
Management policy to recover the
December 2010 The
outstanding amount from employee
cumulative effect of
and other establishment.
total amount
Control measure: outstanding may be
very high seeing the
Monthly report to be generated number of Circles to
about the outstanding dues and be sub division/ICRA
sent to HR for the recovery of is 15.
dues.
Short term Functional Billing software to provide ageing Software As per MRR 6 months Commercial
analysis of the receivable and modification charges Statement of 2009- Department
Immediate disconnection of the to be quoted by 10 total outstanding
connection after expiry of the grace software provider. 75.774 Million USD .
period. with days
receivables at 104
days. As per
monthly billing cycle
and disconnection
process on non-
payment, receivable
to the tune of 60
days are acceptable.
So receivables for
44 days could be
avoided on prompt
disconnection and
Opportunity cost of
receivables
amounting to
51.584 Million USD
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
could be saved.
Medium Technical Billing software to include Software Increased billing 6 months to 1 CGM (Comm.), CGM
term temporary connection billings. Development efficiency and year (F).
charges to be paid management of
to external experts. receivables. If billing
efficiency of the
utility increase by
1% the expected
increase in stabilised
revenue of utility is
up to the tune of
0.278 Million USD
per year.
6 Long term Functional Inventory Management System App 1 to 1.5 Million Elimination of 2 to 3 years CGM (D), DGM (CSD)
USD for the Cost of inventory losses including training and CGM (F)
Introduction of computerised
hiring external through
inventory management system as
expert to develop obsolescence, fraud
part of ERP
computerised and waste.
Inventory Inventory losses
Management system estimated at 3.714
and conduct staff Million USD for
training. Financial year 2009.
(Provision for stock
Software and
as per balance for
hardware cost
the period ended
included in the ERP
31st march 2009)
cost estimate
In NDPLs Case:
Savings due to on-
line indenting for
stores- 44000 USD
per year
37% reduction in
overall inventory
after
implementation of
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
7 Medium Functional Procurement Management System: No financial outlay Savings estimated 6 months to 1 CGM (D), DGM (CSD)
term at 5-10 % of total year to identify and CGM (F)
a) Centralised purchasing at head
purchase from bulk and issue
office of Category A and B materials
purchase discounts. invitation to
but directly delivered to stores in
Elimination of prospective
the requisitioning zones/ fields and
inventory losses suppliers to join
issued as per requirements.
through bidding
obsolescence, fraud
and waste.
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
ventory losses
estimated at. 3.714
mUSD for F 2009..
(Provision for stock
as per balance for
the period ended
31st march 2009)
8 Medium Functional b) Aggregated purchasing by No financial outlay cluded in above 6 months to 1 CGM (M), CGM
neighbouring zones of categories C estimate year to identify ones), CGM (CSD),
and D materials to avoid materials that CGM (F)
overstocking of materials that are could be subject
used in common by these zones. to aggregated
purchasi to
identify and issue
invitations to
prospective
suppliers and to
conduct bidding
9 Medium Technical c) ntroduction of Rate Contract No financial outlay Savings from Medium CGM (M) CGM (D)
mechanism for the procurement of purchases at rate CGM (F)
inventory by field zones. contracted rather
than at prices higher
than standard is
estimated at 5-10%
of total purchase
cost.
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technical justifications for their prioritization; are covered by DPRs but does not show the cumulative
impact of all these projects, as a package, on the utilitys over-all profitability during the plan period.
The table of annex VIII shows APDCLs capital investment plan for FY 2012-2013 which was
extracted from its submission to the regulator.
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capacity for technical evaluation among the utilities staff (and even in ASEB) is very much lacking.
Capacity building will involve lengthy rigorous training. To be effective such training should be
designed as an interactive activity where the core training materials will consist of the utilities own
data (from plants and systems) and the laboratory exercise will focus on the development of the
utilities capital investment plans. Such training could run anywhere from 3 to 6 months and require
that the training be conducted outside the trainees offices to enable them to focus and not be
distracted from the daily demands of their jobs.
CAPITAL BUDGETING
b) Economic Evaluation
The economic evaluation of capital investment projects of electric utilities, especially distribution and
transmission, must be aligned with the performance and service quality standards imposed by the
regulator. In general, projects that are for compliance with the minimum standards are evaluated
based on least cost while those that will allow the utility to exceed the minimum standards are
evaluated based on their relative NPVs, IRRs, cost/benefit; i.e. the alternative with the higher NPV ,
IRR or cost/benefit is selected. This selection criterion is illustrated in the diagram below.
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The preliminary screening of Generation expansion projects on the other hand are usually evaluated
with a screening curve. This methodology allows the determination of the optimal capacity mix by
discounting the total Levelised cost during the operating life of the projects against their capacity
factor values and by dividing the annuity of their production costs by their annual generation. In the
event of projects with dissimilar lives, the equivalent annual annuity approach is used to evaluate the
projects. Non-generation expansion projects such as plant refurbishment, installation of system
hardware and software, investment on new buildings and maintenance vehicles are directly evaluated
using the least cost method. These approaches to economic evaluation was discussed and
demonstrated to the ad-hoc teams during the briefings and workshops in February and May. On the
application of the screening curve, the AEGCL team informed the group that based on existing policy,
only hydro and natural gas based projects were to be considered in the planning for generation
expansion.
2.4.2. RESULTS
The first briefing on technical and economic evaluation of capital investment plans and business plans
was held in Guwahati on February 2011 and a second briefing-cum-workshop was held in May 2011.
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A backgrounder on the technical or engineering process on capital investment planning was provided
to demonstrate that economic evaluation involves the evaluation of alternatives, prior to the selection
of the final project proposal. Due to the unavailability of data from the utilities, the briefing made use
of extensive data from a Philippine distribution utility to demonstrate the detailed procedures involved
in the evaluation of capital investment projects and their effect on a utilitys finances. The participants
were, through the PMU, provided soft copies of the presentations and the Excel Worksheets with
embedded formulas immediately after the briefing. It was then agreed that the utilities would, on
their own and coupled with constant communications with the expert to resolve difficulties if
necessary, evaluate their capital investment plans and submit the results to the expert by the end of
April 2011. Inasmuch as there was no recortdocumentation of alternative project ideas that may
have been considered prior to the finalization of the utilities current Capital Investment Plans, it was
agreed that the staff would simply work on the current approved projects, i.e., for submission to
possible financiers, as a learning exercise on economic evaluation. A Workshop would then be held in
May 2011 in Guwahati to finalize the economic evaluation of the capital investment plans and to draft
the business plans. The formation of the ad-hoc teams was agreed with the PMU prior to the experts
departure from Guwahati in April.
Outputs were not submitted to the expert at the end of April, as agreed which served to push back
the agreed timetable. Except for AEGCL, the ad-hoc teams did not work on their assignments despite
the constant follow-up by the project team and had nothing to show by the time the expert returned
to Guwahati in May. Among the reasons cited was the lack of specific briefing on the technical
evaluation of capital investment projects for transmission (which does not explain the lack of results
for APDCL and the progress of the AEGCL team). In response to the request for a briefing on technical
evaluation, the expert provided a briefing on the technical evaluation of transmission projects with
the usual caution to the participants that she was not competent to engage in an in-depth discussion
on the technical aspects of the subject. Thus, instead of finalizing the capital investment and business
plans in May, the Workshops again focussed on capacity building on the economic evaluation of
capital investment plans and the preparation of business plans.
As a result of these delays, experts went back to Guwahati in July (11th July 2011 to 23rd July 2011),
November (13th November 2011 to 27th November 2011) and in February to assist the utilities in
finalizing their Business Plans.
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two trips to Guwahati in late December 2011 and in February 2012 only. While the single Ad-Hoc
team member who worked on it showed strong commitment and learned the process of formulating a
Financial Plan; the Plan itself was based on: a) a Capital Investment Plan drawn up by an APDCL
technical expert who was belatedly assigned to the team and one which has significant differences
from the Investment Plan previously submitted by the company to AERC for tariff purposes and b) on
operating assumptions only because the Business Plan itself was not complete. The companys
inability to draw up a comprehensive draft Business Plan was caused by the frequent changes in the
composition of its Ad-c team and inadequate number of staff assigned to it.
3.1. SPPSS/IBDFS
3.1.1. BENCHMARKING PROCESS AND STANDARDS
The objective of the RGVVY, the policy framework of the Single Point Power Supply Scheme (SPPSS)
and its successor, the Input Based Distribution Franchising Scheme (IBDFS) is the decentralised
management of power distribution by franchising. The appropriate benchmarking criteria given this
objective are: a) replicability, or the capacity to generate more or less the same results if the project
is repeated in other areas/by others; and b) sustainability, or the capacity to endure.
The comparators for this benchmarking exercise possess these characteristics; albeit, the first more
than the other. These are the: 1) United States (US) Electric Cooperative Program and 2) Bhiwandi
Electricity Distribution Franchisee Model or the Bhiwandi DF Model. The US program has endured for
nearly 100 years now and has been replicated, in terms of its ability to provide electricity to their
intended target beneficiaries in Latin America and in the Philippines. The success of the Bhiwandi DF
Model on the other hand has inspired the Maharashtra State Electricity Distribution Company
(MSEDCL) to implement the same scheme elsewhere in the State and other distribution utilities in
India.
1
a) US Electric Cooperative Program
a.1) Goal and Structure
The goal of the program was to electrify rural America. When the program was launched in 1935, less
than 750,000 of the 6.8 million farms across the United States had access to central station electric
1
Public Utilities Reports, Inc Electric Cooperatives: On the Threshold of a New Era, Vienna, Virginia 1996
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service (CSES). Those that did paid a high fee for the service and at much higher rate than those paid
by the consumers in the urban areas. The CSES, which were investor-owned, had little interest in
serving rural consumers. It is because of the high costs involved and lower revenues to be earned.
Today, more than 30 million people in 46 states are served by almost 1,000 rural electric
cooperatives. Electric cooperatives operate more than half of the distribution lines in the US.
Consumer-members own the electric cooperative. It is a non-political and a non-for-profit business
entity. An individual or business within a cooperatives franchise area can become a member-owner
by joining the cooperative and buying electricity from it. The members are generally not required to
make direct financial investments apart from than their membership fee, which is returned when the
member leaves the cooperative. The Board of Directors is elected by the members and sets its basic
policies, goals and strategies. Each member has one vote. Professional managers are hired to run the
business. The business does not operate for profit and is thus exempt from income tax. Members
receive a patronage capital in proportion to their usage of electricity when the business earns a net
margin over expenses. Part of the earnings is set aside for educational programs including those
designed to build public awareness of the public service performed by electric cooperatives.
2
b) The Bhiwandi DF Model
b.1) Goals and Performance
Bhiwandi, a textile hub in Maharashtra was one of the worst performing circles under the MSEDCL.
Prior to the introduction of the IBDFS, its aggregate technical and commercial losses were around
50%-80%. While power sales grew by 42% from 2002-2007, revenue stagnated at around US$53.6
Million (Rs 240 Crore). The state government subsidy for power supply to the power looms increased.
To address these problems, MSEDCL bid out an IBDFS franchise which Torrent Power Limited (TPL), a
private entity, won. Significant improvements resulted from the time that the franchise was handed
over to TPL on December 2006 and by the end of financial year 2008-2009 as shown in the table
below.
2
IDFC, The Bhiwandi Electricity Distribution Franchisee Model: A resolute Step in distribution Reforms, Policy
Group quarterly, No. 4/June 2009
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Status of consumer metering Poor with few accurate meters 95% meters accurate
Source: IDFC, The Bhiwandi Electricity Distribution Franchisee Model: A Resolute Step in Distribution
Reforms, Policy Group Quarterly, No.4/June 2009
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Rights of DF
DF given rights of use to existing distribution assets of licensee. Employees
of DF authorized under Electricity Act of 2003.
Others
Security deposit for new connections, electricity duty and tax on sale of
electricity collected from consumers to be remitted by DF to MSEDCL. DF to
comply with MERC directives, Standards of Performance and Electricity
Supply Code
Source: IDFC, The Bhiwandi Electricity Distribution Franchisee Model: A Resolute Step in Distribution Reforms, Policy Group
Quarterly No. 4/June 2009
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Structured Public and Private Partnership (PPP) with clear substantive and governance rights
and responsibilities of both parties;
Reduced political intervention in the business operations. The US Electric Cooperatives are not
political. Franchise bidding and award to a private entity of the Bhiwandi franchise reduced
the scope for political interference. Note that political patronage that seeped through and took
root in the Philippine Electric Cooperatives is often cited as a major cause of the poor
performance of many of them. Measures are now being studied to solve this problem;
Access to adequate finance for capital investment and operating expenses and to technical
expertise. These were provided in the US by REA, a government agency and by the Bhiwandi
franchisee itself.
Mitigation of Contractual and Regulatory Opportunism. The risk of failing to recover and earn
a reasonable return on investments due to short contract duration or arbitrary changes in
regulation is a major disincentive. As business owners, the members-owners of the US
cooperatives have all the incentives to run the business efficiently and to plow back the
profits to the business. The extension capability of the franchise contract in Bhiwandi provides
some assurance of recovery although this the incentive for long term capital investments can
be strengthened by the lengthening of the firm contract duration to at least 25 years, to
match the economic lives of distribution assets.
Community Participation. The electric cooperatives are intrinsically part of the Community by
their ownership. TPL reached out to the community by appointing prominent members of the
community as advisers and by its regular letters to the consumers.
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Additional Value Creation for APDCL for example projects additional revenue to be
earned from the utilitys Use of deposited security money at R s143,416 per year.
The franchisees ROI is estimated at Rs 312,050. The investment includes a) 2 month
security deposit amounting to Rs1,103,199 and b) Other investments amounting to
Rs145,000.00
o Imposition of a 1.5% per month surcharge for failure to remit or late remittance of
the mandatory collection of 90% of the principal amount of the arrears incurred
during APDCLs operations. While the franchisee is granted a 15% incentive on the 10
monthly instalments of the remittance, the risk of non-collection and consequently, of
penalty is high because the arrears were incurred when APDCL was still in charge of
the franchise area.
o Exclusion of the HT consumers from the coverage of the franchise can also diminish
the franchisee financial sustainability. HT consumers accounted for 66% of the total
load of HT and LT consumers in March 2010 and only 14% of the accumulated
arrears.
o The BST rate per unit is only slightly higher than the tariff rate per unit thus,
providing a very small margin only for errors in the calculation of the BST and on its
assumptions. In Shibsagar, the margin is 4.4%.A tariff-indexing ratio will be applied
in the event of tariff revision by the AERC.
Vague APDCL commitment on capital investments. While Section 3 Scope of Work of the
Agreement states that Capital Investment and major repair and maintenance shall be the
APDCLs responsibility, the Agreement does not specify the type and/or amount of
investments to be made during the life of the contract. Instead, Section 9 Roles and
responsibilities of the distribution company simply states that and also improve the quality
of supply by augmenting transformer and substation capacity to the extent possible
(underscoring supplied). Considering the companys financial difficulties, there is a high
possibility that this investment will not be undertaken;
No commitment by APDCL to provide regular power supply. The same Section 9 states that
ADPL would endeavour to maintain smooth power supply(underscoring supplied)
Insufficient technical support. The Agreement only spells-out technical support during the
familiarisation phase for consumer indexing and the provision of billing software together with
some assistance to the staff for generating the consumer bills.
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systems/ equipment in the form of a one-time payment for the life of the contract or payment in
tranches
g) Bid variable will be the PV of the wheeling charges or the PV of the lease payments which shall
be the floor and the tariffs to be charged to the consumers with the latter assigned a higher
weight. AERC to determine tariff ceiling per consumer category that could be announced either
ex-ante or ex-post;
h) Franchisee tariffs to be set by the regulator separately from that of APDCL , plus or minus a
tolerance from the existing APDCL tariffs;
i) The franchisee to receive all government subsidies intended for subsidized consumer categories ;
access to government funds provided under the various schemes on application ; and avail of all
tax exemptions and benefits enjoyed by APDCL to the extent allowed by law.
j) Franchisee to demonstrate that it has the required financing (or access to), management and
technical expertise
3.2. RRES
3.2.1. BENCHMARKING PROCESS AND STANDARDS
The benchmarking criteria for RRES will be the same as those for the IBDFS: Replicability and
Sustainability. The comparator project, the Alliance for Off-Grid Renewable Energy Project (AMORE) is
perceived to possess these characteristics as evidenced by its project outcomes.
3
a) AMORE
a.1) Project Background and Outcomes
AMORE is a renewable energy-based rural electrification and economic development project in
Mindanao, the 2nd largest group of islands in the Philippines, under the DOE Missionary Electrification
Program. . The alliance consists of the Philippine Department of Energy (DOE), the US Agency for
International Development (USAID), Mirant Philippines, the Autonomous Regional of Muslim Mindanao
(ARMM) and Winrock International. USAID and Mirant provided the project funding. USAID
shouldered the cost of planning, project development and community organisation and part of the
equipment cost which was largely shared with Mirant. The latter provided over US$2 Million that
represented about 20% of the total project budget. Other private utilities in Mindanao such as the
Davao Light and Power Company contributed to the project by funding the acquisition of the solar
photovoltaic systems for off-grid rural communities, called barangays, in its franchise area. Winrock
was the designated USAID implementer of the project.
The project exceeded its target to electrify 160 barangays in the ARMM and Western, Central and
Southern Mindanao from 2002 to 2005 by energizing 200 barangays with 5,534 households or
approximately 27,670 beneficiaries. A total of 259.5 kW of peak capacity from PV systems was
installed while those of the three micro-hydropower systems that were constructed reached
27kW.Theproject had a strong community participation component; established a working community
financing mechanism for the operation and maintenance of the RE systems installed; initiated and
3
This summary of the AMORE project was drawn from the AMORE Final Project Performance Report, 2005 and was
updated by recent interviews with DOE officials who confirmed the sustained successful operation of the project to
date.
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supported livelihood projects; implemented a series of communication plans on the project- the key
ingredients for its sustainability and replicability. It overcame huge challenges many of which are
common to remote rural areas and/or to this type of projects and one which was unique to the region
in Mindanao where the project was operating, namely:
Military rebel conflicts, clan wars and conflicts, and other personal and political conflicts;
Reconciling stakeholders interests and agendas;
Extreme poverty in many barangays;
Hazardous travel conditions to far-flung islands and uplands;
Land tenure and resource use conflicts;
Lack of flexibility in the selection of beneficiary barangays;
Complex barangay clearance process;
Initial scepticism and cynicism of barangay residents.
b) Best Practices
b.1) Community Participation
AMOREs defining achievement was in catalysing the peoples participation in the project. It was able
to do this by:
Adapting its community organising approach to local conditions. The host regions
long history of unresolved religious, ethnic and political conflicts necessitated the adaptation
of the projects organising approach to the local conditions, culture, needs and aspirations.
The communitys explicit consent and endorsement of each project component were
unfailingly secured; a process that built trust; overcame the initial hostilities; and secured the
beneficiaries full participation in the project;
Community Counter-partying. The project worked hard to banish the dole-out mentality
and develop a culture of self-help. The ingrained pride of the Mindanao peoples helped to
make this task easier. All capital equipment for energy supply and livelihood activities were
subsidized but not given out for free. To strengthen the sense of ownership, a system was put
in place to collect funds for recurring expenses. Other possible avenues for the promotion of
community participation were tapped such as community assemblies; participatory rural
appraisal; communal operating and maintenance fund; participation in drawing up the
barangay association by-laws; requiring the provision of labour and supplies as counterpart
contribution to the project; among others;
Utilisation and Development of Local Talent. Local NGOs and community development
officers were employed for community organising that eased communication and built trust.
Development of Local Leaders and Promotion of Self-Governance. Leadership skills
capacity-building and encouragement of democratic practices, instead of autocratic rule by
the village leader were pursued;
Holistic Development Approach. Electrification was treated as just one component of a
bigger picture: community empowerment for sustained self-development. Consistent with
this, the delivery of electricity was not limited to household and communal lighting purposes
but as a catalyst for livelihood projects that the project helped to initiate and nurtured;
Multi-sector Alliance-Building. The project built partnership with many public and private
sector entities to bring about the necessary technical, financial and marketing assistance for
the livelihood projects, non-RE related social projects; apart from the provision of RE
systems.
Pro-Active Information-Dissemination. Widespread acceptance of the project in Mindanao
was cultivated through Information, Education and Communication Activities.
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c) Lessons Learned
The key lessons learned from the project that could help similar undertakings are:
Early Harvest. Achievement at the early stage of the project is critical to establish
credibility;
Preference for Solar Systems over Battery Charging Stations. This was due to
individual ownership; ease of safeguarding against theft; convenience; capacity to power low-
energy consuming appliances such as radios and black and white TV;
Micro-hydro where feasible is the most preferred RE technology
Grid electrification highly preferred over off-grid RE-based electrification
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Employment Conditions
Performance management
Succession Planning
Basis of promotions in the Executive category - Any fast track promotions; Average years
spent in each grade for executives)/ minimum period of service in the grade to be considered
for promotion to the next grade
b description/ job specification for executive and non-executive positions
Cadre schemes
Classification and grades: number of pay grades and levels in the current executive
cadre/hierarchy.
Rewards system/financial incentives linked to performance
Employee Training and evelopment
Employee Communications
Compensation structure; any other comparative considerations
man Resources Information Systems including data on skills, knowledge, retirements etc.
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b descriptions for all key management positions that mirror what is reflected in the
approved organiion charts are developed and approved
Measurement Indicators:
o Adherence to the R process for job description preparation item 2. below)
o Specific measurement indicators part of the process, i.e. flow from the job description
process.
An implementation plan for moving from status quo organiation to new organiation is
developed, approved and executed
Measurement Indicators:
o Implementation plan fully described who, what, when, why, where)
o Reconciliation of the manpower planning, training, capacity building and communications
plans of this consultancy
o Specific measurement indicators part of the implementation plan, i.e. flow from the
implementation plan.
New organiation charts and implementation plan are effectively communicated to those that
need to know
Measurement Indicators:
o Verification that all those who need to know are covered per the implementation plan
o vetail with communications and stakeholder consultation plans of this consultancy
2. Enhanced role of the Human Resources function/processes in providing strategic and
proactive support and service to the organizations in the effective management of its
human resource
There are two important measurements for the enhancement of the R function, staffing vacancies,
performance review, and staff motivation/engagement: measurement of process-oriented
development and measurement in terms of ongoing ultimate HRM metrics that should ultimately form
part of the management of human resources in each company. In most cases these on going
measurements are contingent on R processes first being in place
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Measurement Indicators
o Results of such surveys
On-going/ultimate HRM Metrics
Measurement Indicators
o Engagement or satisfaction rating (percent of employees engaged or satisfied overall or
with a given aspect of the workplace)
o Ultimate indicators/measurements of employee motivation and engagement should
involve surveying staff on the following 12 uestions:
1. Do you know what is expected of you at wor
2. Do you have the materials and euipment you need to do your work right
3. At work, do you have the opportunity to do what you do best every day
In the last seven days, have you received recognition or praise for doing good wor
5. Does your supervisor, or someone at work, seem to care about you as a person
6. Is there someone at work who encourages your developmen
7. At work, do your opinions seem to count
8. Does the mission/purpose of your company make you feel your job is important
9. Are your associates (fellow employees) committed to doing uality work
10. Do you have a best friend at work
11. In the last six months, has someone at work talked to you about your progress
12. In the last year, have you had opportunities at work to learn and grow
3. ASSUMPTIONS
As previously discussed, the uman Resources Management (RM) Assessment component of this
project is critical to the achievement of the operational reform objectives of the three entities
involved in this consultancy. ence it is important to outline the major assumptions made by the R
consultants in proceeding with their work.
3.1. INTERNAL
The overriding assumption is the pursuit of the five key guiding RM principles outlined
previously in the section on the objectives to the as-is analysis.
Given the magnitude and complexity of changes, and improvements in M, it is critical
for both analyses and recommendations to be practical, do-able and appropriately
simple. Proper sencing, taking into account the status versus end positions, will
be the key to successful and effective change. ence the consultants will focus on areas
and issues where they can make a practical and sustainable difference.
The consultants must rely on available input and documentation. Given the structure of
the project this will be gleaned over a short period of time with the cooperation of staff
from the three companies. It is assumed that the documentation received and the input
from staff, when reviewed in conjunction with the reports and work of previous recent
consultancies, will provide a sufficient indication of the status uo and point to effective
M, Training and Capacity Building recommendations.
As with any R reform of this type, it is assumed that a holistic approach is rered.
The integral relationship and inter-play between organiation, process, policy and
staffing dictate this.
As pointed to previously, it is assumed that an effective strategy for reform will take
advantage of, and reconcile as much as possible, the work and recommendations of
other consultancies that were involved with the Technical Assistance (TA) of ADB.
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3.2. EXTERNAL
The HR reforms should follow as much as possible, within the bounds of practicalities
(per the second internal assumption above) the best practices of other electricity
utilities in India, including as applicable, how they implemented their reforms.
The HR reforms should follow as much as possible, within the bounds of practicalities
(per the second internal assumption above) international HR best practices.
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4. AS-IS ANALYSIS
Approved Structure and Current DISCOM (APDCL) Based on finalization of organization structures to
Status develop processes to ensure :
Three organization charts were provided to the
consultants, one for each of the upper, central and o Staffing the structure(per sanctioned posts)
lower distribution zones (formerly UAEDCL, CAEDCL and
o Criteria for assigning existing personnel to new posts
LAEDCL). Since the merger of all three companies into
one distribution company (APDCL) there was a o Identify gaps and plan recruitment
consideration underway at the time by its Board of
Directors to finalize the organization chart and related Ensure that organizational analysis and development is
sanctioned posts, as well as to reconcile findings of the done in a holistic manner such that all factors of
2010 PWC report. This was earlier expected to be coordination and interplay are taken into account
completed by February 2011 This rationalization of the Linkage of organizational structure and supporting
organization chart will mainly affect the corporate documents (sanctioned posts, job descriptions etc.)
structure and in the meantime the existing structures
and sanctioned posts continue as is at the zone level. Use of analytical work and recommendations of PWC
report
The Organization structure of APDCL was, however,
finally approved by BoD on 28th February 2012. As reform progresses ensure developing HR processes
are described fully and are carefully aligned to
organizational structure development
Ensure sanctioned posts related to the organization
structures are listed and that there is a system to
monitor and record bi-annually the status of filled posts
(vacancies)
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IT:
o Distribution:
At corporate level, IT function is totally absent. Need to
have a core group of 8- persons to manage the
databases and IT infrastructure.
There are different data bases dispersed at the
subdivision level in APDCL.
rther, at subdivision level there is no IT support
where all consumers related and other data resides
currently. There is a need to provide suitable IT support
erhaps one IT person per subdivision in rural areas
and one per division at Urban circles)
HR
To consider upgrading the Head of HR position to
Executive Director level in 204, when the process of
disaggregation is complete.
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HR Policy The consultants were informed that presently HR policy Clarify existing/current policies and summarize/codify
is the same across all three entities. The most relevant into user-friendly format, ensuring they accurately
existing document describing HR policies is The Assam describe existing HR processes and practice.
State Electricity Board Employees Service Regulations
Develop new policies required to: (a) reflect
dated 1960. There have been, as to be expected, many
contemporary HR best practices (i.e. policies reflecting
amendments since 1960 which have not been codified
a strategic, proactive and transformational HRM
into a composite document.
function) and (b) accurately describe and support new
HR processes
On new processes [e.g. training, employee
development, promotions & performance
management (in the long run)], keep policy per se
simple, succinct and generic until process refinement
is achieved
Ensure policy is realistically aligned to and supports
existing and emerging processes
Avoid convoluted and overly detailed policy
statements
Taking into account the individual needs and roles of
the three companies (including support of business
goals),develop policies that appropriately apply to
each of the three companies
Ensure appropriate consultation with all relevant
stakeholders
Clear and appropriate protocol for finalization,
approval communication and monitoring of HR Policy
(including ongoing revision)
In developing policy ensure consistency between
documents, nomenclature, titles, levels, organizational
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Function (CADRE) Shortage of qualifiedR staff. As indicated previously the uman Resources
Management (RM) Assessment component of this
cluding the issue of 20 eecutive engineers in R project is critical to the achievement of the operational
positions in the field (Distribution), whose skills are
reform objectives of the three entities involved in this
consultancy. t is important to at least get the
misplaced and not utilized where needed
Development of new R processes to more appropriate R people and ertise in place to guide
effectively manage the human resources and to and facilitate both the R related changes involved in this
support them in achieving their short and long term consultancy as well as the development of the
goals (including requisite staffing needs at strategic concomitant R processes themselves.
entify/describe in detail the R epertise required
levels)
for both the short and longer term (quantity and
quality)
Note: There are new R processes that will need to be
addressed such as: entify all available resources to achieve the
aforementioned ertise: sting staff, qualified
Staffing of isting Sanctioned Positions people in the labour market (locally and if necessary
Manpower Planning nationally), possible potential for contracted out
Succession Planning services as needed, training resources that could be
Recruitment used to augment skills and knowledge of eisting staff
Performance Management etc.
Employee Communications
man Resources Records and nformation Develop/establish some form of R Steering
Systems (RS) group/Committee to facilitate, coordinate and oversee
all the R changes required in this consultancy,
There is a lack of strategic perspective with regard to ensuring : a clear mandate (tasks, approval and
how the company manages its human resources, reporting requirements, development of action/work
insofar as it has limited professional R functionaries plans, etc.)
and till recently was headed at the level of
DGM(currently headed by CGM.. Ensure that appropriate attention is provided to the
strategic, transformational and proactive role that
The consultants were informed that there is a good man Resources Management should play within
supply of qualified R people in the Guwahati labour each company.
market.
Ensure appropriate and careful attention to new
As indicated in the as-is organizational section, the process development, and in so doing avoid
C 2010 report offers some pertinent unnecessary and piecemeal bureaucracy and red
recommendations around enhancing the R tape. New processes suggested for strategic/timely
organizational structure to reflect a needed and more
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Staffing of Existing Sanctioned Positions Based on the inputs and documents provided to the Note: Most of the deficiencies in staffing identified in the
consultants a number of weaknesses were identified in as-is analysis would be alleviated considerably by the
the staffing of existing sanctioned positions: development of the HR processes shown as suggested
considerations (above) in the key element of
Many positions remain vacant at present, allegedly
development of the HR cadre. Of particular relevance will
due to the transitional phase of reform and lack of
be the Staffing/ Promotions, Manpower Planning,
budgetary resources
Recruitment and HRIS processes. In developing these
There is evidently a shortage of staff in many areas processes ensure consideration of the following:
There are numerous people at senior levels holding Thorough records of sanctioned posts, staffing status
2 or 3 portfolios at the same time, e.g. the Member available in a timely fashion to all those who need to
Technical also holding the position of CGM (Lower know (HR cadre support staff, responsible managers,
Assam Zone) for APDCL. e.g. The DGM (HR) for the budgeting managers and officers etc.)
Distribution Company (Lower Assam Zone) also
Close and thorough coordination between business
performed the Law and IR functions for the all of
planning and budgeting processes
the three ASEB entities.
Clear delineation of responsibility for
Note: Clearly with this multiple portfolio situation,
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Manpower Planning The following information, gleaned by the consultants Note: Manpower Planning is covered above as one of the
from interviews with R executives from different processes to be developed in conunction with the
companies, signifies a void in Manpower Planning. enhancement of the R cadre. In developing this process
ensure consideration of the following:
Lack of Manpower planning became evident, some
examples: the current demographic data reflects that Age and service profiles
of employees will retire by year and Organiation charts
approximately 0% of staff is over 50 years of age.
b classification and incumbency data
Personnelskills inventory data
A successor for the GM (R) was not known within
a week of his retirement. recasted retirements
There had been no replacement for a legal officer at Expected Employee turnover
puty Chief Engineer level who retired in 200, People utiliation (productivitcost data)
although there was a dire need for the same.
Budgeted headcount data
Some skill sets are missing and there is a need for
career-linked interventions (examples Manager to External workforce data (Labour supply)
Senior Manager and General Manager to Chief
Company short and long run goals (macro and
General Manager).
micro)
Linkage to Training and Capacity Building data
The PWC organiational reports also identify and programs
demographic data wherein a need for the
Linkage to Performance Management data and
development of a Manpower Planning system as part
programs
of RM is reflected. .or the istribution
company(APCL) Creation of new cadres- (discussed above) and an IT
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Recruitment Almost all recruitment is done at induction/entry Specifically, the following considerations should be taken
levels. into account in developing a recruitment function in each
company:
The Assam State ectricity Board ployees
Service Regulations dated 196. (Referred to in the To review recruitment policy and provide suitable
HR Policy element above) provide some provisions to implement, where no suitable resources
procedures related to board level selection are available internally-recruitment at lateral entry
but, as mentioned, this document is dated and from external sources
has not been kept up-to-date with subsequent
Research and reconciliation of all ongoing/available
regulations.
external resources: employment agencies, media
advertising, labour supply data, etc.
The Draft HR Policy prepared by SM dated Reconciliation of all components of an effective
contains a detailed set of recommendations on recruitment process: candidate attraction, employee
recruitment policy. The draft policy was however, done referrals, interviewing approaches, testing, reference
for only the Transmission company. Undoubtedly checking, new hire orientation, exit interviews etc.
however the contents of this will be useful. However, at
Appropriate consideration of retentio, including
this stage, these recommendations have not been
reconciliation of retention information/data
acted on and some of its suggestions are linked to (and
will be contingent on) other HR policies not yet Appropriate linkage to other HR processes or outputs
developed. of such processes: Manpower Planning, b
Descriptions, ob Specifications, Salary Administration
Full utiliion of Human Resources Information
System(s) (HRIS): individual employee data, benefits
data, applicant-tracking software etc.
Requisite budgeting for recruitment function
(developmental and ongoing)
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Performance Management There are 5 types of appraisal forms in use (from CE Note: Performance Management is covered above as one
level to Jr. Engineer). of the HR processes to be developed in conjunction with
the enhancement of the HR cadre. In developing this
The forms relating to field staff in Distribution have
processes ensure consideration of the following:
quantitative measures such as revenue target assigned
and achieved. Develop a performance management systems that are
aligned to and support the needs of each company
Although the form provides for measurement of
competencies and quantitative targets-it is effectively As an overriding consideration, pay careful attention
not put to use for any purpose. to practicality, user friendliness, and implementation
staging, taking thoroughly into account available
Only adverse reports (very exceptional) are used from
resources, existing process and organizational
debarring the employee from promotion.
readiness
Clear and simple communication of the process to all
Analysis of the existing performance system was done affected
with five (5) factors in mind:
Develop performance parameters: core performance
1. Process and Policy competencies, job specific requirements and Key
Result Areas (KRAs) that are succinct and simple at
A description of as-is with respect to performance first so that they can be built on and consistent across
review is difficult due to the following policy issues: the four entities)
There is no approved and complete/integrated In the development of all performance parameters
policy that describes the performance review ensure appropriate attention to: what is expected
process. The only way for the consultants to (quantifiable goals and targets) as well as how it is to
understand the process was through verbal be attained (behavioural, attitudinal, interpersonal
description of practices, input that was scant and teamwork factors)
during the Inception Mission
Consider the linkage between Performance and any
The only written description of process provided to group incentive schemes, Job Descriptions,
the consultants (aside from forms) was Office Recruitment ,Staffing and Promotions
Order No. ASEB (CON) 23/95/29 dated Dec.26,
1997. This order does not go a long way to Thorough training of all main participants in the
describe the process: e.g. it describes the roles of performance review process as well as the skills
the Recording Reviewing and Accepting Officers required within the process
It is evident that there is a process in place.CGM HR( Ensure an integrated computerized record system for
the former Director Personnel ASEB) is the custodian of the performance component of the overall Human
the of appraisal records for class I and II employees resources Information system (HRIS)
and all other appraisal forms for class III&IV employees
Ensure the direct and indirect costs of an effective
are retained in the establishment sections of their
performance management process are appropriately
respective companies. Beyond this there is no further
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3. Performance competencies
There is no evidence of an organized well-thought out
set of performance competencies or indicators for
different types and levels of staff
4. Training
There is no evidence of training in two key aspects: (a)
linkage of performance review to training achieved by
employees formally or informally on the job and (b)
training on the process itself
Note: One of the most critical factors in the success of
any performance management system is training to
staff on the process (forms) per se, as well as
performance concepts and indicators. The best process
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5. Records
Although it is known that completed ACR forms are
retained there is no evidence of systematic records.
This is related to the comments in factor 2 above and
another key element involving Human Resources
Information Systems HRIS) covered below.
Over and above analysis of the existing status, it is
significant to make mention of work done by two
previous consultancies, namely PWC and SMEC.
The Snowy Mountain Engineering Corporation SMEC)
in its draft HR Policy issued to the Transmission
company in 2007provides a detailed set of
recommendation for a Performance and Development
Appraisal system, including forms and related
competencies. More recently in 200 Price Waterhouse
Coopers PWC) also provided a report with detailed
recommendations on a performance management and
Appraisal System for successor companies of ASEB.
Both sets of recommendations provide valuable input
on this topic, and cover many of the five factors
described above. However, the approach, process,
performance indicators, forms etc. is substantially
different. Perhaps even more important, neither set of
recommendations provide action plans that would be
critical for implementation.
Employee Communications Based on the inputs and documents provided to the Design a simple user-friendly employee
consultants a number of observations were made as communications program that: a) provides a mode of
regards employee communications: communications supplemental to the only present
mode involving forums and open discussion meetings
There is no program or system for written
that could be prone to politics and union adversarial
communications to employees no employee
posturing and ) provide an opportunity for the
handbooks, booklets/pamphlets etc.)
employer to systematically get across positive
There are periodic forums conducted within messages of what it does for the employees and
individual companies at which the ASEB Chairman
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Promotion Policy 1. Promotions are vacancy linked and based almost Develop a promotion policy, particularly at the senior
entirely on seniority management levels ,which motivates and rewards
(including cadres & promotional
performance, ability and experience (as opposed to
avenues) 2. Seniority is maintained within the defined cadres
only seniority) and which adheres to the following
(Electrical; Civil ; Finance & Accounting)
principles:
3. There is a unified executive cadre across the three
o is based on a mix of merit (as determined by the
companies for senior executives (despite
Performance Appraisal System); and fulfilling
reorganization and staff transfer scheme)-to protect
minimum length of service in the grade (specified
inter se seniority and promotional avenues.
as eligibility criteria)
This has resulted in transfers across the three
o provides a standard date of promotion-once a
Companies and between various functions;
year
sometimes perhaps not fully taking into account
ability and relevant skill sets. o ensures that continuity of service is maintained
Further, this has often led to disregard for o ensures some equity with respect to promotional
continuity of service in a post. There are avenues for all cadres
situations where a senior person moves out
Note: the policy would be subject to implementation of
within 6 months of assuming a position, in case a
target linked performance based appraisals; acceptance
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Industrial Relations Given the nature of union relations at ASEB and the Note: The culture of union relations is complex, political
three companies there is no documentation that in nature and entrenched. Hence this is not an area in
(Union Relations)
enables the consultants to thoroughly assess this which the consultants in this project can realistically (as
function. However, based on the input of a senior HR stated in the objectives of this as-is analysis) make a
executive the following summary can be provided: practical and sustainable difference.
There are approximately 15 unions covering all staff
except Company Secretaries and MDs. Of these only
4 are active.
Negotiations with unions are not time bound and
there are no collective agreements per se. Any
negotiations are by issue and conducted by the
Chairman of ASEB and the relevant MD on the one
side and the affected union on the other.
Some HR positions deal with Industrial Relations
(IR) but only routine administrative matters, not
negotiations, dispute resolution etc.
HUMAN RESOURCES Although there is evidence of some locally prepared As HRM, Training and Capacity Building process and
RECORDS/INFORMATION SYSTEMS lists (using Excel spreadsheets) with minimal personnel program developments proceed in this consultancy,
(HRIS) data, there is an absence of any Human Resources assess relevant information processing, data, and
Information System(s). reporting needs for reconciliation into the wider
information systems being worked on by IT
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5.2.1. VALUING YOUR TALENT (HUMAN RESOURCES TRENDS AND METRICS) 2010
[Results based on 167 responses to a national survey of Canadian HR leaders in public and private
organisations]
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Considering that APP is currently around 1 customers per employee, the comparison with
international standards shows that there is still much room for improvement.
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there should be proper sequencing, taking into account the status quo versus end positions and (b)
with respect to stakeholder consultations, the concerns of stakeholders were generally consistent with
what the Consultants concluded from the as-is analysis and consequent gaps identification and
analysis.
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HR Structure and Staffing based on the requirements and experience of similar utilities.
For APDCL, the staffing both at the corporate level and field level is covered [see Annex IX
1.2 Augmented HR and Training Organisation]
HRSC to obtain approval and sanction of structure and posts and implement the plans. This
includes:
Obtain CGM Distribution Professionally qualified through internal promotion or open
recruitment provided that he/she qualifies with the position specifications (Role definition and
specifications for CGM HR are at CGM Role at Annex IX 1.1Error! No se encuentra el
origen de la referencia.). As CGM has been proposed to be a member of the HRSC, one of
the foremost tasks of the Committee would be to recruit for this position.
Internal most qualified 1 GM/CGM Transmission; 1 GM/CGM Generation. For internal
candidates, laid out selection criteria and process to be met.
Other Executives: Internal, as per the specified criteria and selection process. If no suitable
candidates internally found, then consider recruitment from outside.
Consultants to spell out the selection process and required competencies for
recruitment/internal appointments.
Hire University MBA HR graduate.
Presentation of action plans and HR Orientation for HRSC. The Consultants participate as
much as possible and facilitate in conjunction with the Chairperson HRSC.
4
c) Development of an Enhanced Performance Appraisal System
This functional action is required to lay the groundwork for a performance-based organisation, one of
the key guiding HRM principles of interim Report 1. Based on the as-is analysis, combined with what
was gleaned from stakeholder consultations, the National and International HR Experts concluded
that attention needs to be paid to better defining performance parameters and to bring the process
more in line with national and international best practices.
There are many and varied theories on effective performance appraisal systems. Systems often fail
due to their cumbersomeness, inappropriate organisational readiness and inadequate training and
orientation of the participants in the system. In the as-is analysis the Consultants found that with the
existing system follow-up is unclear and it is deemed that there could be improvement in defining
what is being measured. Additionally, it is felt that, rather than introducing a totally new system, it
would be more stability to build on the existing system. In face of the foregoing it is felt that the most
helpful approach for the three entities at this point is to: (a) focus on the levels of Class I and II,
clarify and simplify the existing system and dovetail in practical and relevant performance criteria
(both in terms of key performance indicators as well as requisite skills and traits)
Accordingly, the following steps are recommended to commence development and progress towards
enhancing the performance appraisal system:
5
Proposed Roadmap for Developing Enhanced Performance Appraisal System :
Develop summary of the existing process:
o Audit records for class I and II appraisals [see Annex IX 1.8 Performance Appraisal]
o Summarise existing process [see Annex IX 1.8 Performance Appraisal]
Identify relevant performance criteria:
o Develop performance criteria for class I and II employees
o Reference best practices and the work of previous consultancies of the Technical
Assistance (TA) of ADB
o Obtain input from the three utilities.
Develop Performance Appraisal System for Class I and II Employees:
4
The development of the enhanced performance appraisal system should continue into the longer term
5
It has been recommended that the HRSC deal with Performance Appraisal up-front as a priority action item [see
Annex Error! No se encuentra el origen de la referencia.HRSC Action Plans]. This action would involve a
more thorough researching of the required process.
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o Reference best practices and the work of previous consultancies of the Technical
Assistance (TA) of ADB
o Consult the three utilities
o Get Approval from the three utilities
o Include how affected Class I and II employees are to be communicated with, oriented
and trained in the proposed system (system and skills required for it).
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6
Develop a comprehensive list of information needs
o Develop an HR /Training survey tool and process (i.e. to collect all data)
o Develop for each utility a list of all HR and Training information needs, both in terms
of records and data required as well as processing and report requirements.
o In developing this list work closely with: (a) IT staff, (b) to the extent possible with
the IT experts of this consultancy and (c) with HRSC and those involved in
implementing processes being worked on by it.
Work in collaboration with IT staff to develop a HRIS that is compatible with other IT systems
6
The identification of information needs should be on going, given that many HRM process developments will
continue into the long term.
7
There is an inextricable link between the development of a MPP system and the development of an HRIS system
as described above.
8
New information needs will continue into the long run as elements/processes of MPP are developed.
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While there are broad indicators like ratio of employees to customers; there are several other
considerations such as number of transformers; line length HT and LT; rural and urban circles-
density; geographical terrain; extent of automation etc.
To have a team of 2-3 Senior xecutives (from APDCL, HR) constituted under, to visit /study
two to three well performing DISCOMS and submit a report on the following:
o Manpower Norms
o Outsourcing Philosophy, areas outsourced and experience so far
Approval of norms and outsourcing philosophy by the APDCL Management
trapolate the internal data with the approved norms and areas to be outsourced and
determine the action plan.
Create continuous pipeline of talent through induction level trainee schemes determine the
number to be inducted. To quickest way to integrate the young ngineering graduates-is to
recruit them in batches of trainees and to put them through intensive training of 6 months
(structured on-the job and class room). The entire training itself can be outsourced to CNPD of
NDPL, NPTI, or PMI of NTPC
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For primarily urban distribution zones/utilities, however, such as BESCOM (Bangalore/Karnataka) and
NDPL, etc. there are no such facilities/incentives.
Well-conceived internal Communications Program to build pride of their company has also
found to motivate the employees. New change lexicon and metaphors, as carried out by
NDPL also is found to be effective in this regard. Planned visits to well run utilities are often
known to energize and charge imagination of employees. Action in this regard is proposed for
the pilot at Jorhat.
Promotion Policy related aspects are addressed further in this section under long term
actions.
8.1. HRSC
The HRSC will only be successful if the following requirements are met:
Earnest and on-going support, from the top down, of the HRSC terms of reference
Related to above, timely provision of the resource requirements to operationalize the HRSC
process, including: i) enabling of time required for all members to fulfil their roles in serving
on the committee and implementing action plans; ii) timely access to required information
and data; iii) office materials and secretarial support and iv) facility space.
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V INFORMATION TECHNOLOGY
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To perform this study, consulting team closely interacted with key ASEB personnel to gain a good
understanding of ASEBs major business problems and concerns, objectives of this project, corporate
philosophy and basic operating and maintenance practices. These meetings also allowed Consulting
Team to obtain a basic understanding of the design and configuration of IT infrastructure at different
utilities of ASEB.
During the meeting, Consulting Team gathered data needed to perform the analysis of ASEB current
practices and projected plans to determine the impact of the proposed initiatives on the current
practices. This data included normally collected information about IT philosophy, existing practices,
Trained Man Power, Organizational and Integration Issues, Implemented Systems already in
operation etc.
The approach adopted for this study involved gathering primary and secondary data pertaining to IT
assets currently in place at the various offices across five units of ASSAM State Electricity Board. In
addition, our approach also included assessment of the existing IT infrastructure and applications at
ASEB.
Performing an assessment of the current state by executing the following activities has done an in-
depth study:
High level review of current and future business strategy with Utilitys Senior
Management
Review of available Literature: Customer forms, Ledger sheets, DPR and other
documents.
The collection of literature in the form of MIS Reports, Strategy Documents, bills,
service forms (New Connection/Disconnection), Customer Ledgers, etc. gathered from
ASEB were carefully studied to identify key elements inside these forms for inclusion
in the As-Is Study report.
Stakeholder discussions:
Through structured interviews with the stakeholders critical questions related to the
As-Is study of the utility were addressed. Maximum use was made of the extensive
knowledge the stakeholders have due to their long-standing relationship with the
utility. These discussions were further supplemented with telephone conversations
when and where required and appropriate. The information obtained provided a
valuable input to this study.
The structured meetings which followed maximized the quality and quantity of the
information gathered.
Site Visits:
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The As-Is study team visited utilities offices including its Head Office, circle office, and
collection Centre. These visits provided an opportunity to collect data at the facility
and component level of the utility. In addition to this it also provided a means for the
study team to interact with the utility personnel at various levels for better
understanding of the processes carried out by middle and lower management plus
catalogue daily field activities carried out by the field staff.
Reviews by our internal team of experts in the Power and IT sector.
Our internal team of experts has a wide range experience in both the power and IT
sector which has helped in providing useful insights to the report and has ensured
that the report has a holistic coverage.
A S
In this section, the main intention is to elaborate the main drivers/indicators/standards that each
utility should follow or be integral of the system for optimal performance or sustenance. This should
also elaborate on how consultant will measure and assess various performance parameters.
IT Governance specifies accountabilities for IT-related business outcomes and helps companies align
the IT investments with the business priorities. But IT governance is a mystery to key decision
makers in companies. The top performing companies carefully design governance and managers
throughout the enterprise make daily decisions putting design into practice.
IT governance is the decision rights and accountability framework for encouraging desirable
behaviours in the use of IT.
Benchmarking of IT metrics and monitoring of KPIs is a standard and structured approach used to
evaluate the outcome of IT activities, practices and process. The results provide insight into the
actions taken by management that both positively or negatively affect the performance of the
organization.
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Proposed Benchmarking Parameters, common for Generation, Transmission and Distribution Utilities
related to IT Infrastructure are as follows:
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For example, if the RTO for a given application is one hour, redundant data backup on external hard
drives may be the best solution. If the RTO is five days, then tape, recordable compact disk (CD-R),
or offsite storage on a remote Web server may be more practical.
RTOs are usually tiered by criticality. Youll need to look at your companys unique requirements as to
how many tiers are appropriate for your organizationmore than five generally becomes
unmanageable. Examples of five RTO tiers might be:
Tier
Description
No.
Tier 1 Fault tolerant with virtually no impact to the end user if the system goes down.
Replication is part of the design of the system/application and usually requires Tier A
RPO
Tier 2 RTO of less than 24 hours. Requires hot standby equipment and usually a Tier B RPO.
Tier 3 RTO of less than 48 hours. Test and development equipment takes on a production
role in the event of a disaster. This usually only applies when a company has a second
data centre with production running at one site, and test and development running at
the other
Tier 4 RTO of two to seven days. Includes lower priority applications than tiers2 and 3.
Supporting hardware can be either remaining capacity at a second data centre or
hardware available via drop ship arrangements with a third-party vendor
Tier 5 RTO of more than seven days. Requires acquisition of hardware and restoration of
systems
Organizations determine RPOs based on the amount of data or transactions that they can afford to
lose. Possible RPO tiers include:
Tier
Description
No.
RPO and RTO targets are a key step towards defining the organizations risk appetite and
requirements for a business continuity plan.
RPO and RTO allow IT to convince senior management of the need for recovery spending by
using quantifiable targets set by the business as a basis for such spend.
RPO and RTO help you in selecting the appropriate recovery technologies. They define the
range of what is possible in terms of recovery technologies and processes.
In doing this, RPO and RTO help achieve the right balance between meeting business
objectives, yet not overspending on technology to meet goals that were never actually set.
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RPO and RTO figures facilitate the testing and audit of a business contingency and disaster
recovery plan by providing a benchmark for measuring results, and by constituting the basis
for a data recovery service level agreement (SLA).
As such RPO and RTO are key metrics for measuring recovery time and data characteristics. Other
supplementary metrics include:
Recovery Time Granularity (RTG) determines the time spacing between recovery points;
whereas RPO is the last recovery point prior to a failure, RTG defines recovery point selection
options prior to that recovery point.
Recovery Object Granularity (ROG) expresses the level of objects that a recovery solution is
capable of recovering. For instance, object granularity may be a storage volume, a file
system, a database table, a database row / column / field, a transaction, a mailbox, an email
message, etc.
Recovery Event Granularity (REG) measures the ability of a recovery solution to track events
and to recover an application or data to a specific event.
Recovery Consistency Characteristics (RCC) measures the usability of recovered data by the
associated application.
Recovery Location Scope (RLS) defines where the protected data must be stored when
recovery takes place (i.e., locally, remotely, on which media / storage tier).
Recovery Service Scalability (RSS) measures the number of applications or data sets the
recovery solution handles, and the maximum size of the data it can store.
The Maintenance Point Objective (MPO) describes the maximum allowable window for the
performing scheduled system maintenance
Deploying RPO and RTO targets, including supporting metrics, can be done in any of the following
circumstances:
An immature of non-existent business recovery strategy and architecture is in place
Basic backup and recovery processes and technologies are in place, but these have been
deployed over time without regard to formal business requirements (i.e., these were IT-
driven)
A formal process and capability for BCP is in place, and RPO / RTO definition is one of the final
stages of process maturity.
In the first situation as in ASEB, RPO and RTO target deployment goes part and parcel with deploying
a full BCP capability. Depending upon the size and complexity of the organization, that deployment
can take from a number of months to over a year
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IT Survey/IT Help Desk survey ratings provide a clear indication of current and on-going levels of IT
performance and IT user satisfaction/IT customer satisfaction. Verbatim comments and suggestions
provide critical actionable information and insight for achieving breakthrough results
IT Survey/IT Help Desk Survey performance metrics include the following and other service and
performance criteria, depending on the type of survey being conducted:
Ease and time required to contact IT/IT Help Desk with inquiries and to report problems
Timeliness of IT problem resolution,
Courtesy and attitude of IT/IT Help Desk staff
owledge of IT customers environment and other pertinent IT user issues
Communications effectiveness
llow-up to ensure satisfactory resolution
IT customers awareness of SLAs (IT service level agreements), service channels, and
service policies
Effectiveness of individual IT and IT Help Desk staff and teams
Satisfaction levels of IT customers/IT users sorted by IT user location, IT user business unit
and other IT user demographics
Effectiveness of systems developed
Intranet uptime/Internet uptime
Web site effectiveness
2.6. IT STANDARDS
ASEB Utilities shall adopt various ISO Standards for maximum utilization of IT Infrastructure and
skilled resources and providing the secure working environment. Some of the basic standards are as
follows:
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All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided
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The PUE can range from 1 to infinity. In the case of the PUE, data centre energy efficiency increases
the closer the number comes to one which indicates that a greater portion of the power required by
the facility is used to drive the IT equipment.
For example, a PUE score of 3 indicates that the data centre demand is three times greater than the
energy necessary to power the IT equipment.
3. AS-IS ANALYSIS
3.1. INVENTORY
Automatic Meter Reading (AMR): Three distribution utilities do not have AMR system in
place both at Server end ad at Consumer Premise. There is no AMR Modems installed for
any type of connections whether it is HT, Selected LT or DT. There is no AMR system at
Import-Export point also.
Utility is using Servers at each Sub-Vision Office for Billing and Energy Audit purpose.
Servers make are HP or ACER. Server Configuration are as follows:
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APDCL Utilities does not have any storage and backup system. They are taking backup on
a client PC and Compact Drives.
There is no specialized hardware equipments installed for handling the customer calls at
Customer Care Offices.
Spot Billing Machines are not used in APDCL. The SBM was used sometime back for few
consumers as a pilot project but not replicated for other users.
UPS and Battery System in the utilities are not in place as required, but found majorly in
use in Head Offices and Cash Collection Centre. UPS in use are of 500 VA, 1 kVA and 2
kVA and of Uniline, APC and Numeric make.
APDCL does not have any effective and up to date security mechanism for its current IT
Infrastructure.
Desktop Machines are there limited offices of all the five utilities. General Configuration of
the desktop machines are as follows
o Desktop Make : HP, DELL, HCL, Compaq, LG
o Operating System : MS Windows XP professional
o Processor : Intel Pentium IV or AMD Athelon, 2.80 GHz
o RAM : 256 MB DDR, 512 MB, 2 GB, 4 GB
o Monitor : 15 Colour Monitor
Printers are there in limited offices of all the five utilities. Configuration of the Printers are
as follows:
HP (DeskJet) HP 5438
Lipi T6050
3.2. APPLICATIONS
Revenue Management System in Distribution Utilities: Under APDRP Power Distribution
Utilities of ASSAM has implemented billing engine named Power CBS, which was developed by
M/s CMC Ltd. Implementation went on between 2001 and 2006. AMTRON (Assam
governments electronic and IT wing) has helped APDCL to implement this system at each
subdivision of state. Power CBS is a Billing Cycle System, designed on two tier architecture.
Backend is Oracle database (different version at different sub divisions) and front end is Java.
o Apart from Power CBS, a separate pilot-billing engine was rolled out in one
subdivision i.e. at Jalkwadi subdivision of GEC 2 circle. This pilot-billing engine is
based on Java Oracle and runs on Linux operating system.
Geographical Information System (GIS): There is no consumer indexing done and no GIS
system in place for Asset Mapping and Connection tracking.
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Mail / Messaging System: APDCLs utilities do not have any Mail / Messaging System in place
and they are currently dependent on public email systems like gmail.com or yahoo.com etc.
EMS / NMS: ASEBs utilities do not have any Enterprise Management System or Network
Management System in place.
Asset and Maintenance Management : APDCL does not have any application for the Asset and
Maintenance Management in any of the Utilities
Management Information System: Normally MIS are being generated manually using MS
Excel or basic level reports are extracted from CBS and Energy Audit System. There is no
utility level or enterprise level MIS system for Management and different level of offices for
monitoring the work progress.
Website :Utilities has different website and URL of the websites are as follows:
Only one circle, GEC1, has website with URL: www.mybijulibill.com. This site is only for
consumers of GEC1 circle which has facility to see previous bill, pay online etc. The web
server is kept in GEC1 circle and is being maintained by IT person, posted in circle.
Currently there is no IT system to monitor and control financial and HR transaction in any of
the utilities of ASEB
APDCL Utilities does not have any Router Installed in any Office.
For communication purpose, ASEB Offices are not equipped with any IP Phones or IP PBX
equipments.
APDCL currently does not have any VPN/MPLS network. There LAN is also isolated with no
external connectivity
LAN Connectivity is provided using the CAT 5 Cabling within the offices of Utilities
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4.2.1. BEST PRACTICES ADOPTED BY INDIAN UTILITIES FOR AT & C LOSS REDUCTION
Sr. Utilities
Best Practices
No Key Description Benefit from the Practice Adopted in
of IT Usage
. India
1 S Mapping ographic Information System consists of a system for, storing, 1. Fast release of New Connection NDPL, Andhra
and Integrating
S with other
checking, integrating, manipulating, analysing and displaying geo
data related to positions on the Earths surface and data related to
2. tter tracking of defaulters Pradesh Discos
2 Spot lling Spot billing is a revolutionary solution devised with an intention to 1. Reduction in Operational Cost Andhra Pradesh
enable the power distribution utilities to streamline and implement Discos, NDPL
2. Improvement in Collection
an effective metering and billing system, improve cash flows and to
Efficiency
make the processes customer centric.
3. Reduction in complaints related
There are two kinds of spot billing technologies Off-line and On-
to billing or bill distribution
line. In on-line Spot billing wherein the readings/ billing information
is directly sent from the site to the server through PRS Technology 4. Environment Friendly
and the bill is instantly printed and delivered to the consumer. In
case of offline spot billing technology, the meter reader has to
synchronize the billing information at the server location subsequent
to the reading, printing and delivering the bill to consumer.
3 Automated The main objective is to acquire meter data from system and Provide accurate information Andhra Pradesh
Meter Reading selected consumer meters automatically from remote avoiding any for decision support, Discos, NDPL,
(AMR) human intervention, Monitor important distribution parameters, use performance monitoring, etc. CESC Limited (up
Improves the illing Accuracy
meter data for accurate billing purposes and generate exceptions to Transformer
and MIS reports for proper planning, monitoring, decision support Level)
and Reduce the time Lag
and taking corrective actions on the business activities by the
tween Reading Date and
management
lling Date
Helps in detecting theft and
Meter defects without site
visits and manual intervention
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Sr. Utilities
Best Practices
No Key Description Benefit from the Practice Adopted in
of IT Usage
. India
4 Billing and This application provides a high quality experience for the customers 1. Transparency NDPL, BSES
Collection and business associates that will provide them a user friendly portal (DELHI)
2. Easy availability of information
Information on that will make it easy for them to communicate with the utility
the Utility through the web instead of direct phone calls or visits. This portal Enhancement in Consumer
bsite will also act as a source of information for the customers regarding Satisfaction
policies and procedures. This in turn will improve customer
satisfaction and reduce work load on the employees
5 On-line The system provide different payment and information channels to 1. Better service for the premier NDPL
Collection for customers and own staff to improve customer convenience for customer
depositing bills payments and enable collections for the energy billed, and a shorter
2. Less crowd in the Cash
at any counter metering-bill billing-collections (MBC) trade cycle
collection offices
Environment Friendly
Collection It provides the facility to take payment of energy bills from 1. Better Collection Efficiency NDPL, BSES
through ATPM consumers round the clock. It accepts cash/Cheque/Demand (DELHI), DGCL
2. Less crowd in the Cash
Machines Draft/Pay Order, issues an acknowledgement on every payment (Gujarat),
collection offices
made and is a touch screen and multimedia-based system. hen Andhra Pradesh
the Customer places the voucher/bill in the designated slot under
the barcode scanner, the ATP will automatically get started. Suitable
prompts are provided for guidance
ality Development of ISO Procedures, ork Instructions, Risk 1. Standardiation of procedures NDPL, CESC
Management Management, Security Management etc. and working as per the Limited (Six
2. Easier to identify the gaps and
through ISO / defined procedures. Sigma)
improvement areas
M
Better monitoring and better
output.
8 Supervisory As a minimum, the SCADA functionality includes continuous 1. Significantly reduce operating Andhra Pradesh
Control and monitoring of the status and performance of all power system labour costs Discos, NDPL
Data Acquisition apparatus located in the grid substations from a central location (the
2. Improve plant or regional
System Control Centre). SCADA functionality also includes support for
system performance and
remote control of substation devices, including transmission
reliability
switchgear, load tap changer (LTC) transformers, substation
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Sr. Utilities
Best Practices
No Key Description Benefit from the Practice Adopted in
of IT Usage
. India
capacitor banks, and feeder circuit breakers
10 Centralised Call The system is normally used to improve the customer service by Reduction in time taken to resolve Andhra Pradesh
Centres processing and resolving Customer requests/queries/complaints in the consumer complaints. Discos, NDPL,
minimum possible time by taking up it at appropriate place and CESC Limited
Centralised and effective manner
level.
for logging and monitoring the
consumer issues
11 Energy Monitor important distribution parameters, capture hierarchical view Provide information on the area of NDPL, arnataka
Accounting and of energy accounting, Network assets of power distribution utilities, concern like which area is more (BESCM)
Auditing intelligent analysis tools for plugging loop holes and identifying prone to T & D Losses
System revenue leakage, adding into perform network planning and
Provide specific information on
management activities, calculate / identify technical and commercial
category of consumers where
losses at any point in the network
losses are high
12 SMS Services Application provides provision to send the SMS alerts to consumers lps in instant informing the NDPL
for Consumers on certain predefined events to inform the consumers about the consumers about their commercial
progress of their requests and also to inform on the billing and transactions, keep them updated
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Best Practices
No Key Description Benefit from the Practice Adopted in
of IT Usage
. India
payment information. Some of the vents are: about the processing of requests,
etc.
Bills generation,
Increase the consumer
Payment reminders,
satisfaction level and trust on the
Payment acknowledgement, Utility processes
cument cument management solution is a computer system used to track duce Storage of Physical Files
Management and store electronic documents andor images of paper documents
Easy and Fleible etrieving
System provide storage, versioning, metadata, security, as well as Indeing
and retrieval capabilities. Its also termed as document management Controlled and Improved
software or document management tool. cument stribution
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4.3.6. OUTSOURCING
There are strong trends around the globe to outsource IT infrastructure, management of IT
operations, and even business processes
4.3.7. CASE STUDY: PPL POWER SELECTS GE ENERGY'S POWERON SOLUTION FOR
ENTERPRISE OUTAGE MANAGEMENT SYSTEM
ATLANTA, GEORGIA - PPL Electric Utilities, a division of PPL Corporation, has selected GE Eners
PowerO product suite as the enterprise outage management system (OMS) for its electric division,
replacing an internally-developed program that has served the company for 30 years.
In addition to the base outage package, the PowerOn suite includes several applications including
PowerOn Dispatc reliability reporting and a trouble call application. GE Eners outage
management product will provide integration with two other key enterprise applications systems,
PPLs ESRI Geodatabase and TWACS Automated Meter Reading System.
The PowerO suite will be integrated with other PPL applications such as IVR, CIS, work
management, AMR and PPLs energy management system. The proect started in December 200 and
is scheduled to go live in the second quarter of 200.
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PL recognied the ease and value of GE Energys PowerOn outage management product to integrate
with other existing enterprise systems, said an eintelman, president of GE Eners services
business. The proven performance, scalability and reliability of the GE PowerOn solution is mission
critical to utilities such as PPL during the restoration process for any event.
PPL Electric Utilities (PPL) is an investor-owned electric utility, with headquarters in Allentown; Penn.
PPL provides electric service to approximately 1. million homes and businesses throughout a 10,000
square-mile area in 29 counties of Central and Eastern Pennsylvania. Principal cities in the PPL service
area include Allentown, Bethlehem, arrisburg, eton, Lancaster, Scranton, Wilkes-Barre and
Williamsport.
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The implementation of IT strategy aims to alter all this as every function will be IT supported
and every employee will have access to a PC in his work place. The employees will execute
most of their desk jobs on computer. The successor entities shall have to undertake extensive
IT training programme to make employees feel equipped, skilled and comfortable in a
computerised operational environment.
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Management can have a MIS of complete sales and collection from the single application without any
manual intervention.
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c) SCADA System
As a minimum, the SCADA functionality includes continuous monitoring of the status and performance
of all power system apparatus located in the grid substations from a central location (the Control
Centre). SCADA functionality also includes support for remote control of substation devices, including
transmission switchgear, load tap changer (LTC) transformers, substation capacitor banks, and feeder
circuit breakers.
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Unit of
Sr. Representati
Area KPI Measurement Measures
No ve Standards
(UOM)
1 IT Usage Network Uptime (Total Hours for which Network was up Total Hours of 1
Scheduled Downtime) / Total Hours of orking Hours in the
Organisation
2 IT Usage Recovery Time Hours Duration of time and a service level within which a business 2
Obective (RTP) process must be restored after a disaster (or disruption) in order
to avoid unacceptable consequences associated with a break in
business continuity
4 IT Usage Power Usage Nos. Amount of power entering a data centre / Power used to run the
Effectiveness computer infrastructure within Data Centre
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Unit of
Sr. Representati
Area KPI Measurement Measures
No ve Standards
(UOM)
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BUSINESS PROCESS
1 Short Functional Creation of a Centralised Check 1.11 Accurate Billing leading to 2 Months Utility
term and Technical Meter Reading Team to do random loss reduction
checking of cases
Increased Revenue
Automatic meter reading through Generation.
GSM modems can be introduced for
the HT consumers in Pilot Project
Area
2 Short Functional Energy Accounting and Auditing SBU wise accountability of 2 Months Utility
term through accurate metering and data performance
downloading
Identification of high loss
areas on which loss
reduction strategies can be
prioritized. Based on the
geographic conditions, utility
may decide to implement
HVDS or LTABC solution in
these areas
3 Short Functional Creation of a Central Data Analysis Accurate identification of 1 Months Utility
term and Technical Team tampering and theft cases
leading to revenue
assurance and reduction of
losses
Shall help in enhancing the
productivity of the
Enforcement Teams
4 Medium Functional Centralised Consumer Call Centre for Centralised Consumer 3 Months Utility/Regulators
term and Technical urban consumers Complaint Registration,
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
Medium Technical On-line Payment Avenues or Urban footfall in the collection 1. Months UtilityRegulators
term Circle centre in the urban area
wer cost of transaction
charge per consumer
Consumer Satisfaction
Speedy revenue recovery
from consumers
Consumer Satisfaction
8 Medium Technical Creation of Centralised Commercial Ease of monitoring from a 18 Months UtilityRegulators
term database centralised locations
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
9 Medium nctional Business Process Automation Reduction of cycle time Months Utility/Regulators
term and Technical
Better productivity
Medium nctional GIS based consumer indexing 1.77 It will work as a central Months Utility/Regulators
term and Technical repository for the assets
Site visit will be minimied
as all the assets will be
mapped in GIS
Reduction in cycle time for
release of new connection
11 Medium nctional Utility wide creation asset base and Project life cycle tracking Months Utility/Regulators
term and Technical rollout of ERP
Ease of ARR filing
Project Monitoring
Medium nctional Building exception logics into the IT 1.11 Accurate Billing leading to Months Utility
term and Technical system which throw out exceptional loss reduction
cases such as High Consumption,
Low Consumption, Nil Consumption Increased Revenue
which need to be checked for proper Generation
billing
Use of Hand Held Meter Reading
Devices for reading with inbuilt
logics which ensure that reading is
brought correctly from site. This can
eliminate manual intervention in
data entry. Secondly time stamp
facility of HHDs enable prevention of
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
13 Medium Functional Rollout of SMS based fault .16 Reduction in downtime for 8 Months Utility/Regulators
term and Technical management system fault restoration
Consumer Satisfaction
Improvement of operational
efficiencies
14 Medium Functional Creation of Mobile meter testing unit .83 Consumer meter can be 8 Months Utility/Regulators
term and Technical tested within specific time
periods
Lower commercial losses
due to metering error
15 Medium Functional Creation of advanced meter testing .27 Speedy check of meters 8 Months Utility/Regulators
term and Technical laboratory before installation
Lower commercial losses
due to metering error
Consumer satisfaction
16 Medium Functional Creation of state of training facilities 1.16 Capacity building for the 10 Months Utility/Regulators
term and training policies for employees employees
17 Medium Functional Introduction of KRA for the Employee will have a clear 12 Months Utility/Regulators
term employees goals of the targets aligning
with the Organisational
targets
Employee satisfaction
18 Medium Functional Load flow study for the networks Health of the network 20 Months Utility/Regulators
term and Technical
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
19 Medium Functional Introduction of monthly score card Promote competitiveness 12 Months Utility/Regulators
term among different functions
Promote competitiveness
among different unit
20 Long Functional Performance based incentive for the Healthy competition among 28 Months Utility/Govt
term staff the staff
Drive for results
21 Long Functional Automation of Grids and Distribution Less downtime of networks 24 Months Utility/Regulators
term and Technical System
On-line line and transformer
loading data
22 Long Functional Creation of Back office model or Stream line commercial 26 Months Utility/Regulators
term and Technical Hybrid model for commercial functions
function
Increase in productivity
23 Long Functional Introduction of Door step Delivery Increase in productivity 20 Months Utility/Regulators
term system for inventory
Ease of maintenance of
assets
24 Long Functional Introduction of Door Step delivery Consumer Satisfaction 20 Months Utility/Regulators
term for the service connections
Reduction of cycle time for
release of new connection
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
ACCOUNTANCY
1 Short Functional Opening Balances on 01-04-2005 No financial Compliance with audit within 6 Months Combined team from the
term Activity and Break-up of Assets. outlay ections reliability and companies and ad-hoc
accuracy of accounts team of 2 under Corporate
Completion of break-up of opening Accounting Unit to
balance among APGCL, APDCL and reconcile Suspense
AEGCL Account
2 Short Functional Accounting Setup - Appoint Recurring Consistency with ureau of within 6 Months Government of Assam and
term Activity Director (F) on regular basis on expenditure Rs 2 Public Enterprise guideline Chairman of the oards of
minimum three years tenure. Million or US 44 alignment with practice of other Director.
Million per year unbubbled State owned
for salary and compani clear management
other benefits responsibility and lines of
authorit timely and proper
resolutions of finance and
accounting issues.
Short Functional Share Capital - Convert the Share No financial Legal compliance within 6 months Company Secretary
term Activity Deposit Amount in to Paid up Capital outlay
in F 2010-11. OR Transfer the
amount to Unsecured Loan from
GoA.
4 Short Functional Classification of Expenditure for No financial Full compliance with accounting within 6 Months Proposed Accounting
term Activity Capital Maintenance as Capital, outlay standards Application Committee
Revenue Or Deferred Revenue
Expenditure - Issue general
guidelines with specific criteria to
decide the classification.
5 Short Functional Constitution of Audit Committee No financial Legal complian prevention of within 6 Months rd of Directors /
term Activity - Constitute the Audit Committee in outlay fraud and manipulation better Company Secretary.
accordance with Section 22 A of the coordination with statutory
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Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
6 Short Functional Formation of Accounting No financial Control of corporate accounting within 6 months Director Finance OR Chief
term Activity Application Committee / Cell outlay and proper application of General Manager
Separately for each Company) - accounting rules and standards
Constitute Accounting Application
Committee with selected Account
Executives not exceeding three to he
headed by CGM.
7 Short Functional Internal Control System - Rs 1 Million = Improved efficiency and internal within 6 Months Chief General Manager /
term Activity Outsourcing of the work to prepare US$ .022 Million control; timely and Accounting Application
Internal Control System comprehensive accounting Committee
reports
8 Short Functional Maintenance of Subsidiary Books Rs 1 Million or Compliance with Accounting within 6 Months Corporate Accounting
term Activity - Identification US$22 Thousand requirement Office / Accounting
Maintenance of Subsidiary Books Application Committee
- Monitoring
9 Short Functional Important Recommendation of Variable Complete and reliable financial within 6 Months Accounting Application
term Activity AERC - Compliance depending on the accounts in the determination of Committee
work to be utility revenue requirement and
performed tariffs
10 First Functional Audit Observation by Internal Variable Compliance within 6 Months Audit Committee
Activity Audit and CAG - Compliance depending on the
work to be
performed
11 Short Functional Statement on Overdue and No financial Legal Compliance within 6 Months Company Secretary / CGM
term Activity Provision of Interest on such outlay
bills of MICRO, Small and
Medium Enterprises - Show status
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-193
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
in Notes to Accounts
12 Short Functional Cost Audit - Appointment of Cost Recurring annual Legal compliance within Months Company Secretary / Audit
term Activity Auditor by all the three companies Rs .5Million or Committee.
and installation of cost accounting U Thousand
system
Short Functional Statement of Non Adherence / No financial Legal compliance and alignment within Months Chief General Manager /
term Activity Part Adherence of Accounting outlay with Best Practice Audit Committee /
Polices - Develop Standard Accounting Application
Statement format Committee.
14 Medium Functional Organisation of Finance and Recurring yearly Timely and complete 18 Months
Tem Activity Accounting Department Rs .2 Million or performance of accounting
US1 functions and processes Director Finance
a) Revision of Service Rules for Thousand
Accounting Executives and staff
including qualification criteria and
performance based promotion HRD with CGM Accounts
system
15 Medium Functional Capability of Accounting System Rs 1 Million or Enhanced capability to generate 18 Months intly by Account
Tem Activity to Generate Timely and Reliable US22 Thousand timely, complete and reliable Application Committee and
Reports reports Company Secretary.
a) Computerisation of Accounting
System with on-line network; Accounting Application
Committee / Corporate
b) Review all Accounting Heads, Account Office.
prepare an Accounts Hand Book,
Manuals and Standard Formats.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution -
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
16 Medium Functional Board to direct Accounting No financial Legal Compliance 18 Months Accounting Application
Tem Activity Application Committee to be outlay Committee
Responsible for Compliance
17 Medium Functional Fixed Asset Register/Assets Not Rs10 Million or Fair and true picture of 18 Months Chief General Manager
Tem Activity in Use or Abandoned. Creation of US$22 Thousand companies' assets and (Technical) with the
Fixed Asset Register be external compliance with AERC Assistance of Accounting
appraisal experts and chartered requirements Application Committee.
accountants
18 Medium Functional Capital Work in Progress - No financial True and fair picture of 18 Months Chief General Manager
Tem Activity Capitalisation of completed works outlay company's assets (Technical) with the
that are still classified as CWIP. Assistance of Accounting
Application Committee.
19 Medium Functional Accounting for Stores and Rs10 Million or Proper management of stores 18 Months Chief General Manager
Tem Activity Inventory - Develop the updated US$22 Thousand and inventory; correct signals to (Stores)
Stores Manual. Complete procurement; prevention of theft
Computerisation with on-line and pilferage Accounting Application
networking capability Committee.
20 Medium Functional Internal Audit - Strengthen teams No financial Strengthen internal control 18 Months Director Finance / CGM /
Tem Activity at APDCL outlay Audit Committee.
21 Medium Functional Reconciliation of Deficiencies in Consultancy Reconciliation of accounting and 18 Months Director Commercial
Tem Activity Computerised Accounting and service fee to be billing (APDCL)
Billing - Hiring of regular IT determined
consultant to undertake
reconciliation
22 Medium Functional Reconciliation of Consumer Rs 1 Million or Reliable consumer data base 18 Months Director Commercial
Tem Activity Ledger at APDCL - Outsource US$22 Thousand (APDCL).
reconciliation to local IT consultants
to be assisted by 2 company staff
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-195
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
23 Medium Functional Custody of Accounting Records - Rs 1 Million Legal compliance 18 Months Accounting Application
Tem Activity Set up a proper Accounting Record 22 US$ Million Committee.
Room at Corporate Offices of the
three Companies.
Long Functional Convergence of IFRS with To be determined Convergence Months Chief General Manager
term Activity Accounting Standards - Outsource
convergence work to a Competent
Chartered Accountant Firm.
Mandatory participation of account
executives in the work
FINANCIAL MANAGEMENT
1 Short Institutional Organisational Autonomy: No financial Better financial planning and 1 to 6 months GOA
term outlay management by the utility and
to provide autonomy to APDCL enhanced financial independence
in the financial management of
externally provided funds for capital
expenses such as those in the form
of grants; concessional loans from
National and State Agencies and
regular financing facilities from
secured from financial institutions.
2 Medium Functional Risk Management System: Insurance Savings in utility out of pocket 6 months to 1 year HR. Chief ngineer
term premium for costs for workers related injury Distribution and CGM(F)
Designation of Official in charge of policy. and compensation. For example,
Risk Management and Adoption of APDCL spent USD as
Risk Management Policy. Risk policy Based on NDPLs compensation in 28- and
to include: experience, USD in -
a) Group Insurance Cover for Approx. SD ployees security through
ployees and Network per year for insurance cover results in
(Including Grids). USD cover employees satisfaction and
per employee ; timely settlement of claims.
b) Cash transit insurance to be
taken in sub division/ICRA with Approx.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution -196
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
4 Medium Functional Budget Management System: Approximately More accurate budgets and 6 months to 1 year DGM Finance
term 12000 USD/year control of variances.
Adoption of systematic budgeting for the salary of
process backed up by an automated a new hire
Management Information System budget officer
whose main
responsibility
would be the
management of
the budget.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-197
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
P cost approx.
US$2 Million
5(1) Medium Functional Working Capital Management: No financial Better management of working 6 months to 1 year CGM Finance
term outlay capital; enhanced liquidity
Adoption of Working capital
management policy
5(2) Short Functional Immediate implementation of the No financial Savings in overdraft bank facility At most 6 months CGM Finance
term following measures: outlay interest for one day on the daily
collection. As per MRR, collection
a) Cash/cheque payments of of GC-1 for the F. - is
consumers that are picked up from 68.218 Million USD and the SBI
the Guwahati circle 1 (GC-1) by OD facility is availed at 9.75
Axis bank should be directly p.a. , so annual saving would
deposited to APDCLs SBI collection worked to the tune of 18
account to shorten the float time USD (Approx.).
between the collection and deposit of
funds in APDCL account to at most
one day.
Short Functional b) Cheques and cash collected at No financial Opportunity cost from foregone At most 6 months SMR-Sub division
term Subdivision /ICRA should be outlay interest on deposit.
deposited on the same day to the
collection account.
Control measures:
Daily remittance sheet (DRS) to
be sent by ICRA/Sub divisions to
Corporate office stating cash and
cheque collected and cash and
cheque deposited into bank
account.
Daily reconciliation between cash
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution -198
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
Short Functional c) Adoption of policy that would Administrative Handling of cheques is easy as At most months M()
term require the payment by cheques of cost only compare to cash. Promoting
bills exceeding a minimum amount, cheque collection could mitigate
say INR 10,000. risk for cash loss.
Short nctional d) MRR of all sub divisions needs to NIL Amount outstanding of 3. months M() and M(D)
term be added to derive the amount that Million USD as per C1
could be recovered from employees monthly revenue statement
and other ASEB (MRR) for the month ended
undertakings/premises. December 21 The cumulative
effect of total amount
Management policy to recover the outstanding may be very high
outstanding amount from employee seeing the number of Circles to
and other establishment. be sub division/ICRA is 15.
Control measure
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-199
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
Short Functional Billing software to provide ageing Software As per MRR Statement of - 6 months Commercial Department
term analysis of the receivable and modification 10 total outstanding 75.774
Immediate disconnection of the charges to be Million USD with days receivables
connection after expiry of the grace quoted by at 104 days. As per monthly
period. software billing cycle and disconnection
provider. process on non-payment,
receivable to the tune of 60 days
are acceptable. So receivables
for 44 days could be avoided on
prompt disconnection and
Opportunity cost of receivables
amounting to 51.584 Million USD
could be saved.
Medium Technical Billing software to include temporary Software Increased billing efficiency and 6 months to 1 year CGM (Comm.), CGM (F).
term connection billings. development management of receivables. If
charges to be billing efficiency of the utility
paid to external increase by 1% the expected
experts. increase in stabilised revenue of
utility is up to the tune of 0.278
Million USD per year.
6 Long Functional Inventory Management System App 1 to 1.5 Elimination of inventory losses 2 to 3 years CGM(D) ,DGM (CSD) and
term Million USD for through obsolescence, fraud and including training CGM(F)
Introduction of computerised the Cost of hiring waste. Inventory losses
inventory management system as external expert estimated at 3.714 Million USD
part of ERP to develop for Financial year 2009.
computerised (provision for stock as per
Inventory balance for the period ended 31st
Management march 2009)
system and
conduct staff In NDPLs Case:
Savings due to on-line indenting
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AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
7 Medium Functional Procurement Management System No financial Savings estimated at 5-10 of 6 months to 1 year CGM (D), DGM (CSD) and
term outlay total purchase from bulk to identify and issue CGM (F)
a) Centralised purchasing at head purchase discounts. Elimination invitation to
office of Category A and B materials of inventory losses through prospective
but directly delivered to stores in the obsolescence, fraud and waste. suppliers to join
requisitioning zones/ fields and Inventory losses estimated at. bidding
issued as per requirements. 3. mUSD for F 2009.
.(provision for stock as per
balance for the period ended 31st
march 2009)
8 Medium Functional b) Aggregated purchasing by No financial Included in above estimate 6 months to 1 year CGM(M), CGM (nes),
neighbouring zones of categories C outlay to identify materials CGM (CSD), CGM (F)
and D materials to avoid that could be
overstocking of materials that are subject to
used in common by these zones. aggregated
purchasing; to
identify and issue
invitations to
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-201
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
prospective
suppliers and to
conduct bidding
Medium Technical Introduction of Rate Contract No financial Savings from purchases at rate Medium CGM (M; CGM (;
mechanism for the procurement of outlay contracted rather than at prices CGM(F
inventory by field; zones. higher than standard is
estimated at 5- of total
purchase cost.
HR MANAGEMENT
1 Short Functional Develop and establish a Human Indirect costs of A process t (a drive, facilitate The 3 utilities
term Resources Steering Committee HRSC member and coordinate the numerous management
(HRSC HRM, Training and Capacity
Participation Building initiatives of this
1.1Obtain approval for terms of borne by the 3 consultancy and
reference and modus operandi utilities (1.1 2 w.
(b Ensure momentum for longer
1.2 Create a HRSC, including term reform and changes in (1.2 1 mo.
appointment of members these areas
(1.3 .
1.3 Develop and commence
execution of an overall HRSC (1.4 2 mo.
communication plan
1.4 HRSC develops and
communicates its first Quarterly
Action Plan per the guidelines
2 Short- Functional Enhancing the HR function APDCL Staff Lay the groundwor for an HR
Long Costs function that (a supports the
term 2.1 Propose HR Structure and many HRM and Training (2.1 2 ws.
Staffing Distribution
Genco and
initiatives required for the reform (2.2 2 w.
2.2 HRSC to obtain necessary of the three utilities and (b
Transco supports the processes required
approvals manpower by the three utilities to
2.3Sanction CGM HR position and budgets (2.3 ws.
effectively manage their human
Distribution resources in a manner that is
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
/approval of role definition for CGM Genco and consistent with modern day (2.4) 2 mo.
HR Transco practices, that strengthens
manpower achievement of corporate goals
2.4 Hire CGM HR budgets and that results in a motivated (2.5) 2.5 mo.
2.5 Hire university M HR graduate and engaged workforce
batch) MT
(2.) 14 mo
2.10 Conduct training for new HR
management trainees MT
2.11 Hire HR executive trainees (2nd
. batch) MT
Medium Functional Enhance Performance Appraisal Indirect costs of Lay the groundwork for the three
term system: HRSC member utilities to move towards a
participation performance based organisation,
1Develop summary of existing borne by the that in turn encourages .1) 4 mo
process utilities productivity and achievement of
.2) 4 mo
2 identify relevant performance corporate goals as well
heightening staff motivation and
criteria .) 6 mo
engagement
Develop Performance appraisal .4) 2 years.
system for Class I and II employees
4 Development of Performance
Appraisal System for Class III
Employees (Medium term)
4 Short Develop process for Organisation Distribution Provide the essential foundation
term charts and Sanctioned Posts: Genco and for: (a) making improvements in
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
4.1 Utility designates responsible for Transco budgets? the strategic management of
organisation charts human resources. (A requisite
for analysis and consideration of
4.2 Utility designates responsible for HRM process and policy
sanctioned post lists (4.1) 3 mo
development) and (b) fiscally
4.3 Utility designates responsible for responsible and transparent
monitoring and reporting control of people costs.
(4.2) 3 mo
organisation charts and sanctioned
post lists
5 Short Functional Organisation (current) design for all Distribution + First application of the results
term 3 utilities Genco and described above.
Transco budgets?
5.1 priority preparation and approval
of organisation charts for all three (5.1) 5 mo
utilities
6 Short Functional Manpower norms: (Distribution Indirect costs of Assist the utilities in achieving
term only) HRSC member manpower requirements that are
consistent with sector (6.1) 3 mo
6.1 review manpower norms for Participation benchmarks and that are both
NDPL, MSEDCL or others. borne by the 3 cost effective and fair.
utilities? (6.2) 6 mo.
6.2 Determine and recommend new
manpower norms for Distribution Distribution +
Genco and
Transco budgets?
7.1 review potential for new benchmarks and that are both
outsourcing cost effective and fair
(7.2) 5 mo
7.2 Determine and recommend new
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-204
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
8 Short Functional Creation of Legal Section: Distribution + Introduce into the utilities a skill
term Genco and and expertise that has heretofore
8.1 Approval of each utility Transco Staff been found to be seriously (8.1) 2 mo.
8.2 Developing role description costs lacking (current demand (8.2) 4 mo.
internally for this skill and
8.2 Hire Law Officers/Staff expertise, which is now being
performed by ill qualified people
whose main role is being
detracted from
9 Medium- Technical and Develop Human Resources Indirect costs of Lay the groundwork for the
Long Functional Information System (HRIS): HRSC member development of a system that is
term the cornerstone for effective
9.1 Comprehensive list of Participation (including cost effective) HRM,
information needs borne by the 3 (9.1) 4 mo.
both in its developmental and
utilities? on-going maintenance phases (9.2) 6 mo.
9.2 Develop HRIS
Distribution +
Genco and
Transco budgets?
10 Medium- Functional Develop Manpower Planning (MPP) Indirect costs of Lay the groundwork for the
Long System (Recruitment Plan) HRSC member development of a system that is
term integral to effective and strategic (10.1) 6 mo. and
10.1 Comprehensive list of Participation HRM on-going
information needs borne by the 3
utilities? (10.2) 1 yr. and on-
10.2 Develop MPP system going
Distribution +
Genco and
Transco budgets?
11. Medium Functional Preparation for Massive Retirement Response to dealing with large
term scale retirement
(for APDCL only)
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-205
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
12. Medium Functional Establishing Automated Attendance Costs would be Basic requirement, accuracy and
term contingent upon speed in processing data
Record System coverage and
12.1 In-principle approval and go nature of system
ahead opted for
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-206
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
14 Long Functional Develop enhanced Promotion Indirect costs of Start the momentum towards
term system: SC member performance oriented utility
participation organisations with motivated and
14.1 Assess the effectiveness of
implementation of target linked
engaged staff (11.1) 2 yrs.
performance based (11.2) 2 yrs.
appraisals14.2 Identify
roadblocks/ acceptance of out of (11.3) 2 yrs.
turn (read seniority based)
promotions by stakeholders
(11. ) 2 yrs.
3 develop recommendations for
promotion policy
Gain approval and implement i
IT
1 Medium Functional Consumer Indexing and Asset 2 Linking of the all electrical 12 Implementation Partner,
term Mapping equipments, digitaliion of IT Task Force and Field
database, Better Energy Support Team
Accounting
2 Medium Functional Meter Readings through nd ld 2 (for 3 years) Fast and Accurate Meter readings 12 Implementation Partner,
term Devices for LT Consumers though an automated system. IT Task Force, Commercial
ng
Medium Functional Any Time Payment Machines for 0.2 Better Collection Efficiency 3 Implementation Partner,
term Payment Collection IT Task Force
Less crowd in the Cash collection
offices
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-207
AF MERCADOS EMI NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
Short Functional Basic Level I Infrastructure in all 0. Improvement in communication 4 Implementation Partner,
term offices up to Sub Division Level among the groups and ask Force
departments and will help in
change management for working
on I Systems.
Will provide a basic
infrastructure to deploy the
applications
6 Medium Functional Implementation Enterprise Resource 1.2 Ensures quicker processing of 6 Implementation Partner,
term Planning (ERP) System for Finance, information and reduces the ask Force, and
Inventory, Procurement and uman burden of paperwork. Respected departments
resource
accounts department
personnel can act independently.
y t have to be behind the
technical persons every time to
record the financial transactions
7 Medium Functional Centralised Call Centre services on 0.4 Reduction in time taken to 4 Implementation Partner,
term Outsourcing Basis for Operational resolve the consumer ask Force
and Commercial Processes (Phase complaints.
1)
Centralised and effective manner
for logging and monitoring the
consumer issues
Medium Functional Facility Management System 2 Value and savings gained. 4 Implementation Partner,
term s occurs during initial transfer ask Force
from in to outsource as they do
the job much more cheaply
because of the availability of
huge manpower and similarly
larger global business
It can eliminate fixed overheads
and physical plant ownership,
thus cutting costs
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
9 Short Technical Automated Meter Reading System Increased Data Security, Implementation Partner,
term for the LT-CT and HT Consumers Reduced operation costs, IT Task orce, Metering
Improved cash flow budgeting Department, ield Support
and management Team
11 Medium Technical Pre-Paid Metering System Reduces manpower cost to Implementation Partner,
term the EB IT Task ce, Metering
Department
Improves Liquidity of the
Energy Billing
Hassle ree for the consumer
Medium Technical Geo-graphical Information System to Reduce Outage Time, Improve Implementation Partner,
term Revenue Realisation, Reduce IT Task orce, ield
Opex and Capex, Improve Support Team
Customer Service
Medium nctional Asset Management and Maintenance Better tracking and Implementation Partner,
term Management maintenance of all distribution IT Task orce,
assets of the Utility. Timely
maintenance compliance of
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-
AF MERCADOS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
14 Short Functional Energy Audit and Accounting System 0.1 Better accounting of energy 3 Implementation Partner,
term and input, billed and revenue IT Task Force,
Medium realised. More accurate ATC&C
term losses figures shall be
obtained.
15 Medium Technical Centralised Call Centre services on 1 Reduction in time taken to 6 Implementation Partner,
term Outsourcing Basis for Operational resolve the consumer IT Task Force
and Commercial Processes (Phase complaints.
2) with IVRS Facility
Centralised and effective
manner for logging and
monitoring the consumer
issues
16 Long Technical Outage Management System 3.6 Reduced outage durations due to 18 Implementation Partner,
term faster restoration based upon IT Task Force, Operational
outage location predictions Wing
Reduced outage duration
averages due to prioritizing
17 Long Technical Disaster Recovery Management 2 Backup of Data on Regular Basis, 8 Implementation Partner,
term System for Critical Applications Improved Network and IT Task Force
Application Uptime.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VI-210
AF MERCADS EMI - NDPL
Implementation Implementation
No Priority Typology Action Description Budget (mUSD) Expected Result
time Responsibility
19 Long Technical Enterprise Application Integration 2 Seamless data flow between Implementation Partner,
term ntegration of the ERP System with different applications IT Task Force
Commercial Systems
Assam Capacity Development of the Assam Power Sector Utilities Final Report Distribution -211
AF MERCADOS EMI - NDPL
1. SAMPLE MONTHLY REVENUE RETURNS REPORT FOR DIBRUGARH DIVISION AND FEEDER WISE
ENERGY LOSS REPORT.
8Th of succeeding
Name of Division: Dibrugarh Electrical Division Last date to reach S.E -
month
Connected Load in KW
the month
month
Category of Consumer
Excluding PDC&Frozen
P.D.C
T.D.C
Total
3( 3( 10(a 10(b 11( 11(
1 2 4 5 6 7 8(a) 8(b) 8( c) 9(a) 9(b) 9( c) 10( c)
a) b)
a) b) ) )
LT Category
1
161 141 10301 1892 6273 44685 2.3
I Jeevan Dhara 91 0 786 44466 17 440919 543932 78151 97074 94013 0 0 94 340 3
9 9 3 3 58 8 2
0
261 12 74 376 263 28983 230 433459 11289 156245 2433 97338 12167 76844 34573 3.9
II Domestic A 0 0 0 108 30 9
05 39 3 03 28 54 5 8 915 13 274 95 169 57 44 0
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VII-212
AF MERCADOS EMI - NDPL
61
5 123
6
1.1
Rural unmetered(Domestic)
8
231285 11985
9 5
3
1
8
Rural
Unmetered(Commercial)
- - - -
ployees 3 2.2
Deptt. 297 297 32286 72593
92
5
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution I-213
AF MERCADOS EMI - NDP
Boars Establishments 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 - - - -
TO
366 22 10 602 361 48708 244 114459 22043 334896 4477 18650 23127 10294 6273 10361 1 4.5
0 0 105 29
86 43 09 44 31 30 2 68 676 44 417 262 679 980 58 965 4 3
(a) Total units of energy injected during the month (in mu) 14.576 Prepared by: Checked by:
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution PI-
AF MERCADOS EMI - NDPL
Collection Efficiency in %
Connected load in MW
Billing Efficiency in %
Energy injected in MU
Defective Meters(No)
Energy Billed in MU
AT & C Loss in %
Arrear Demand (Rs.in
T & D Loss in %
Mal-practice
Arrears
ARR in Rs.
Sl. Name of the Name of
Lakhs)
Lakhs)
No. Feeder the FME
1 2
1 2 3 4 7 10 11 12
3
14 17 20 21 22
3
24
2. 2. 100.4 3.7 10
33 Lepetkatta 30. 0. 03
1
7 7 14.33
3 0
7
0 0
7
-1 13
2 33 Railway 1. 2 00 1 3.
0.33
0.
0.33
0 0 0 0
10 10
0 0 0
0 0 3 0 0
3
Debojit 12 10 420
0.
0.
0.
0 3.
0 0 10
22
2
Railway(qban) Chetia 7 1 1
4
Railway 33.3 22 2. 3.
0.
0.
0.22
0 72 12.34 2.
0 0 10
3
(Rural) 7 1 2 2 4
2. 2.
33 Hazelbank 32 1
0.
3
33 Mohanbari 0
sc) 2 2.00 1 1.
0.21
3
0.
0.21
3
0 10.70 0.00 10.70
2
0 0
10
0
10
0
0 0 0
Airport
0. 3
27. 4. 0. 24. 3. 24.
0.40 10 1
sd) 11 Nadua 0
0
0 0
0
13
3
4
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VII-
t MERCADOS EMI - NDPL
11 V New
Sankar Mili
7
Town(Rural)
5 5 0.030 0. 0.03
9
0.02
1.2 0.05 1. 2.9
2
0 0 72 95 3
2
3
0.
11 V Emergency Danial
22.9 5.000 99% 115 3.37
0.50
3
0.
7
0 112.
3
2.9
0
0 0 17
5
2
9 11 V Chabua Ahmed. 199. 75 12 2. 0.92
1.
0 93.73 10.21 92.21
3.5
0 0 3
0 2 5 3 1 7
90. 39
Dibrugarh
Division Total
577. 95.23
207
2
11.5
5
0
202.2
3 5
3.
9
0 0 72 2
9
15
N.B. A. Unit injection of Hazelbank Sub-station: The Total unit iection of the feeders under DESD-I DESD-II is
shown as 11.5 in place of 10.9 MU due to the following reason:
Unit inected through 33 V abank feeder 2. MU
1. An outflow of 1.092 MU through 33 Dian feeder.
Unit received at 33 V aelbank Sub-Station 2. MU 2. An intra subdivision cross flow of 0.023 MU from 11
Chabua feeder to the 11 V Emergency fdr.
Unit outflow through 33 V Dinan feeder 1.092 MU
Unit outflow to 33 V Nadua Ss from 11 V
0 MU
Chabua feeder
Net MU consumption of HZL BNK S/S 1.506 MU
Assam: Capacity Development of the Assam Power Sector Utilities nal Report Distribution VII-
AF MERCADOS EMI - NDPL
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VII-217
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RE
Consumer's
Investment Plan ABY CMPSM (TSP & RGGVY APDRP Total
deposit
SCCP)
UAZ
Reliability Investment 0 0
Renovation of Old
280 493 0 0 0 773
assets
Technology up-
0 0 0 0 0 0
gradation
Consumer related
0 0 0 0 0 500 500
Investments
RE
Consumer's
Investment Plan ABY CMPSM (TSP & RGGVY APDRP Total
deposit
SCCP)
CAZ
Reliability Investment 0 0
Renovation of Old
280 376 0 0 0 655
assets
Technology up-
0 0 0 0 0 10000 10000
gradation
Consumer related
0 0 0 0 0 100 100
Investments
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Total of CAZ
RE
Consumer's
Investment Plan ABY CMPSM SP RGGVY
deposit
APDRP Total
SCC
Z
Substation addition 1141 0 32 1040 342 2555
Reliability Investment 0 0
Re-conductoring 53 0 0 0 24 78
Renovation of Old
272 724 0 0 0 996
assets
Consumer related
0 0 0 0 0 300 300
Investments
RE
Consumer's
Investment Plan ABY CMPSM SP RGGVY
deposit
APDRP Total
SCC
APDC Total
Reliability Investment 0 0 0 0 0 0 0
Renovation of Old
832 1592 0 0 0 0 2424
assets
Technology up-
297 0 0 0 0 25000 25297
gradation
Consumer related
0 0 0 0 0 900 900
Investments
Total of APDC
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Sl.
Name Designation Contact No. E-mail ID
No
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Name Designation Contact No. E-mail ID
No
9435004318
1.2. PRESENTATION
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TOPICS
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OVERVIEW ON TRANSMISSION
DEVELOPMENT PLANNING
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! Power delivery
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! Generation Changes
! Economics
! Environmental Considerations
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(Cont.)
! Equipment Availability
! Planning Flexibility
! Operating Flexibility
! Technological Advances
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B. Voltage ranges
C. Stability criteria
D. Design criteria
E. Economic parameters
F. Environmental considerations
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A. Voltage levels
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A. Analytical testing
- Load flows
- Stability
- Short Circuit
B. Economic analysis
- Cash flows
- Present worth
- Sensitivity
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B. Interconnection Plan
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Analytical Studies
! Short Circuit Studies
! Load Flow Studies
! Stability Studies
! Loss Studies
! Reactive Power and Voltage Control Studies
! Interconnection Studies
! Intersystem Reliability Studies
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! O & M expenses
! Sales/Loss evaluation
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! Routing
! Design
! Construction
! Operation
! Corona-related effects
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! DYNAMIC
! Transient instability
! Subsynchronous resonance (SSR)
! Loop flow
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! Uneconomic dispatch
! Reactive support
! Reconfiguring existing
network
! New generation
! Reconductoring
! New line
! Load dropping
Some Solutions
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! SOLUTIONS
! Absorb reactive power
! Disconnect lines
! Use uneconomic
dispatch
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SOLUTION
POWER FLOW CONTROL
! Install phase shifters
! Open the loop
! Install DC lines
! ADMINISTRATIVE
! Monetary
compensation
! Schedule curtailment
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Overview on Generation
Expansion Planning Analysis
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! Load Modelling
! Generation Outage Probability Modelling
! Probabilistic Reliability Evaluation
! Optimal Capacity Mix Evaluation
! Optimal Production Simulation
! Generation Cost Calculation
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BUSINESS PLAN
! Business goals / objectives for the plan period
! Plans/strategies for reaching these goals and objectives
FINANCIAL PLAN
! Finances & results of operations for the plan period
! Planning tool in the beginning of period; control device to
measure performance against plan at end of period
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1. Focus groups
2. Objectives for each focus group
3. Performance Indicator and target for each objective
4. Business Strategies action plans to achieve the
targets
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Business Plan
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Business Strategies
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Financial Plan
Required Plans and Forecasts and Assumptions for Next 10
Years
A. Revenue
! Sales Forecast in MWH/MW. Forecast based on low, medium and
high growth scenarios
! Rate/Tariff Forecast per MWH/KWH/MW/KWper customer
class/category per type of service (e.g. energy/capacity;
distribution, supply and metering; ancillary service; system
operation; transmission). Assume years when tariffs will be
adjusted based on past approvals of AERC . Forecast based on
100%, 75% approvals by AERC (or other estimated based on past
experience) of tariff proposal
! Forecast of Other Income. Forecast base on low, medium and
high scenarios.
! Total Revenue = (Sales Forecast x Rate/Tariff) + Other Income
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Financial Plan
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END OF PRESENTATION
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Business Plan
FY 2011-12-202O-21
DRAFT
JULY 2011
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MCADOS I NDPL
TABL O CONTS
MMAR............................................................................................................................. 10
VISION ......................................................................................................................................11
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2.1. INTRODUCTION
s iness Plan sets the direction for APDL and ill be the imar element of its iness anning and
rformance management frameor in the next ten ears. It ill be fd from the l dget and from
loans and grant financing from a combination of government and non-government sces.
APDL ill monitor its rformance against this iness Plan at the com and ithin each circle and division
on a monthl basis. anagers and staff members ill be made individa accontable for their achievements
throgh Performance Develoment Plans. oards this end the Plan incldes the creation of an ad-hoc
organizational team that ill be resible for the monitoring of the achievements against targets as ell as the
identification and imlementation of corrective actions to ensre that its obectives are achieved b the end of the
Plan iod.
an ill be commcated to all the coms emees sh that ever manager and staff member
rstands hat the com is striving to achieve the com ill achieve that and the as
individals and teams can contribte to the attainment of its obectives. A Performance Incentive cheme for
eml ill be introdced here rards ill be granted on actal erformance that exceeds the targets of this
iness Plan.
Assam acit Develent of the Assam er ctor Utilities nal Rort Distribtion VIII-244
Action Plans Project Plans
Employee Company
Annual
Business
Performance Budget
Plan & Plan
Incentive
Monthly Performance (Where
Review Scheme
Details specific actions Capex required) AF MERCADOS EMI - NDPL
Revenue
Set Performance Situational Analysis
by Circle/Plant; Operating
PlanExpenditure
Monthly review&ofDevelopment
Actual v. Budget with employees
(financial),
Action Plan plus
to execute Strategy by Circle/Division/Plant
Incentive payment
Actual
Company
based Business
Vision
on exceeding
v. Target Planning
key performance
(non-financial) targets&
Completion dates, cost, detailed technical plan/design
Business Objectives and Key Performance Indicators & Targets
Performance Management
Cash flow, Framework
NPV/IRR projections!
responsibility Business Strategies!
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Current
Stakeholder Stake holders Key Requirements of APDCL
Situation
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Domestic
Commercial 15.
Public Lighting 15
Agriculture
Industries 2
Overall 5
The comparative projected sales volume per consumer category for F 12- is detailed in the
following table:
Table 25 - APDCLS Comparative Sales Projection by Consumer Category in MU (FY12-13 and FY21-22)
Domestic 44
Commercial 2
Agriculture 184 1.
Industries 2548
Total
In terms of share, the biggest increase will come from Commercial consumers whose share of total
energy consumption grows from in F- to in F-22. The share of Domestic will
slightly increase by 1 while that of Industries will come down to 2. from ..
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As a result of the tariff structure approved by the AERC, Commercial has the highest revenue yield
per kilowatt hour, at an average of Rupee 5.75 vs. Domestics 4.68 and Industries 4.90/kWh.
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!
!
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A financially-viable, customer-friendly company delivering reliable, high quality
and reasonably priced electricity distribution service to the people and businesses
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of Assam
2.3.1. VISION
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Action Plans
APDCL will measure its success in achieving its Customer & Community Satisfaction objectives by
applying the following performance indicators and targets:
Note: Precise numerical target for CAIFI and CAIDI will be set once actual performance for FY11-12 is accurately
computed.
The definitions of each of these Performance Indicators have been provided as Appendix C to the
Business Plan.
b) FINANCIAL PERFORMANCE
This focus area deals with what APDCL will achieve in terms of the financial performance of the
company.
Of vital importance is for APDCL to be financially viable in the future, such that it is not a burden to
its shareholder (the Government of Assam) and provides a financial return to its shareholder if its
shareholder so wishes.
Objective: Achieve financial profitability and sustainability during the Plan period
Accordingly APDCL has two key objectives for Financial Performance:
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Performance Target
Indicators
Action How our Company FY FY FY FY FY
Strategy Action Plan
Details will measure its
11- 12- 13- 14- 15-
success in achieving 12 13 14 15 16
its Objectives
The definitions of each of these Performance Indicators have been provided as Appendix C to the
iness Plan.
c) BUSINESS PROCESSES
In order for APDCL to achieve its Customer & Community Satisfaction and Financial Performance
objectives, it will achieve the following in the areas of usiness Processes. This focus area deals with
what APDCL will achieve in terms of the internal business processes of the company, including the
acquisition and utilisation of assets and resources, application of policies and procedures, and the
adoption of information and communications technology and systems.
iness processes include both technical processes, such as the construction and maintenance of
electricity distribution assets and commercial management processes, such as billings, collections,
financial, human resource, materials and IT management.
Satisfaction of customers and the community, and strong financial performance, is not possible
without efficient and effective business processes. Accordingly, APDCL has four key objectives for
iness Processes:
Objective: Adopt industry est Practices for efficient and effective usiness Processes in the following
areas:
1. Project Planning and Management
2. Operations, Maintenance and Asset Management
3. Commercial Practices and Management
4. Financial Management and Accounting Systems
Management Information System
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s objective means that APDCL will ee the loss ene om the electicit distision
stem, om the point o inteace with the tansmission stem to the point o delive to the
stome.
3d. Establish consistent, pgmatic and integted pcesses and sstems o , mateals,
ancial and hman esoces management
s objective means that APDCL will imove its commecial management ocesses and sstems to
icientl and ectivel manage its esces, inclng imation technol, mateials, inances,
and hman esces. he objective is to have pocesses and stems that
consistent (i.e. applied withot vaiation thoghot the compan)
agmatic (i.e. can be implemented in a wa that natall matches the actal opeations
the com and
tegted (i.e. whe all these aspects o commeial management wo togethe o
the same pose within the compan).
ocesses and stems incl policies and oces, management imation stems,
ganisational sttes and sting, as it elates to each the above.
Action Plans o
APDCL will mease its scess in achieving its iness Pocess objective appling the ollowing
pemance indicats and tagets
Performance Target
How our
Action Action Company will FY FY FY FY FY
Strategy
Plan Details measure 11- 12- 13- 14- 15-
its success in 12 13 14 15 16
achieving its
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Objective
The definitions of each of these Performance Indicators have been provided as Appendix to the
Business Plan.
Strategies:
4a. Improve business and technical skills amongst managers and professional staff
This objective means that APDCL will improve the skills of its managers and professional staff
(engineers and other professional staff) so that they can be effective managers and advisors to
improve the performance of APDCL.
Business skills refer to human resource management, financial management, customer service
management and all other skills necessary to achieve high customer satisfaction, financial
performance and business efficiency.
Technical skills refer to skills specific to professional staff members positions within the company,
and include ensuring that such staff members have the necessary knowledge and competency to
apply modern techniques and technology in their professional area.
4b. Balance responsibility, authority and accountability for performance at all levels
This objective means that APDCL will:
ensure that senior managers and staff alike are clearly made responsible for achieving specific
things in the running of the business, and that these managers/staff are aware of their
personal responsibilities;
ensure that senior managers and staff are given appropriate authority to act in accordance
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with their responsibilities and in accordance with company policies); and ensure that senior
managers are made accountable for the performance resulting from
the decisions and actions that they have taken to meet their responsibilities including
recognition for good performance.
Accountability for performance does not mean that poor performance, despite good efforts, will be
punished, but rather that managers and staff will be responsible for learning from mistakes and
taking corrective action.
4c. Pay staff equitably as per Industry Standard and according to performance
This objective means that APDCL will ensure that staff are paid fairly, with consideration to:
actual salaries paid to similar employees within the electricity distribution sector of India; and
the performance of individual employees within APDCL
Both of these factors will be balanced to ensure that employees receive a fair remuneration, in line
with their responsibility, experience and skills, but balance with their individual contribution to the
success of APDCL.
APDCL will measure its success in achieving its Staff & Company Culture objectives by applying the
following performance indicators and targets:
Performance Target
Strategy Indicators
What our How our
Company will Action Plans Action Company will
(see examples below) Details measure its
achieve to FY- FY- FY- FY- FY-
reach our success in
11- 12- 13- 14- 15-
Vision achieving its
12 13 14 15 16
Objectives
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by
competence)
Appraisal
(ii). of
employees
participating
in Performance
Incentive
Scheme
ii). of
staff with
"good" morale
rating or higher
(as per Staff
Survey)
Note: Precise numerical target for Injuries per 1, employees per month will be set once actual performance
for11-12 is accurately computed.
The definitions of each of these Performance Indicators have been provided as Appendix C to the
Business Plan.
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1a. Improve the reliability of electricity supply A. Equitably manage load shedding between
regions
B. Improve asset management maintenance
including use o IS
C. Improve system through renovation
modernisation
D. Augment system capacity to meet demand
only where critical or profitable
There are six key strategies that APDCL will implement to achieve its Customer Community
Satisfaction Objectives, as follows:
Cost
Sl. Finance
Project FY 10-11
No. Source
(Rs.
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Lakhs)
3. Enhancement of system
infrastructure by constructing new
Sub-Station, lines etc. To overcome
the constraint of power distribution
and reduce the technical losses.
WB
4. Implementation of government
schemes for making electricity
available to all section of the people
of the state
Energy auditing with implementation
of SCADA for better load
management
Further details of the funding and nature of these projects can be found in the Capital Investment
Plan in Appendix A, or with reference to the individual Project Plans for each of these projects.
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b) FINANCIAL PERFORMANCE
APDC will implement the following Strategies in order to implement its Objectives for Financial
Performance:
Objectives
Strategies
What our Company will
How our Company will achieve its Objectives
achieve to reach our sion
2a. anage controllable costs G. dernise financial delegations policy with increased
whilst meeting business devolvement of authority to management linked to job
objectives description responsibilities
H. e natural attrition and redeployment/retraining to reduce
staffing where not required
I. Improve financial management process including IS
2b. Grow sales base where Conversion of diesel-driven power consumers to electric
profitable power, including railway irrigation sectors
Seek financing for new assets which generate RoI
There are five key strategies that APDC will implement to achieve its Financial Performance
Objectives, as follows:
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Use natural attrition and redeploymentretraining to reduce staffing where not required
Employee costs is the largest element of APDCLs operating expenditure, being of controllable
operating costs (i.e. Employee Operation Maintenance General Administration expenses) in
11-12. In order for APDCL to control its operating expenditure, it must have a clear strategy to
maintain the staffing it requires to meets its business obectives, but to reduce staffing where it is not
required within the boundaries of legislation and agreement with unions.
To this end, APDCL will implement a strategy to ensure that will identify positions that are not
required for the operation of the business, and will utilise natural attrition (i.e. the normal pattern of
employee retirement and resignation that occurs every year) to reduce staffing as appropriate.
Redeployment combined with retraining will be utilised to reassign staff members to other
departments where additional staff members are required.
This strategy will include:
Design and implementation of a review process (to be run by the R department) to regularly
identify where positions are no longer required to meet business needs;
Design and implementation of a redeployment program, such that priority is given to suitable
employees to be reallocated into vacant positions in other departments;
Retraining programs for staff-requiring redeployment, such that these staff are appropriately
skilled to undertake new positions where required.
The Action Plan for Using Natural Attrition and RedeploymentRetraining to Reduce Staffing will be
prepared to execute this strategy.
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c) BUSINESS PROCESSES
DC implement the following Strategies in order to implement its Objectives for Business
ocesses:
Objectives Strategies
3a. Reduce technical loss B. Improve asset management maintenance including use
of IS
C. Improve system through renovation modernisation
D. Augment system capacity to meet demand only where
critical or profitable
3b(ii). Increase collections and Drive collection prevent theft in rural areas
reduce bad debts Implement monitor consistent disconnection policy
including in-house
vigilance team
3c. Flatten the load curve between T. Establish in-house management consulting cell to run
peak and off-peak demand pilot projects for DSM intervention
3d. Establish consistent, pragmatic U. Establish and implement MIS/IT strategy policy
and integrated processes systems
for IT, materials, financial and human Improve materials management process including MIS
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There are key strategies that APDCL will implement to achieve its Business Processes
Objectives, as follows:
B. Improve asset management & maintenance including use of GIS
The implementation of this strategy will improve asset performance over time, and hence reduce the
technical loss of energy through the distribution system.
fer to the previous discussion of this Strategy in the Customer & Community Satisfaction section.
Improve system through renovation & modernisation
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policies and ocees and the se o the comptesed billing sstem
gla aditingmonitoing o billing activities at all ield locations.
tdction o ppaid billing sstem.
Unde P to pgade cstome meteing o high vale consme in the 1st phase is taen and
the est it is in the 2nd phase.
plement & monito consistent disconnection polic inclding ine vigilance team
A e element o inceasing collections and avoiding bad debts is to consistent app a
disconnection polic tt APDCL. Electicit s is a ceditbased iness ctomes
conme the podct beoe the pa. o this end, it is vitall impotant that APDCLL enes that
nonpaing ctomes ae disconnected bee a lage debt is accated, in excess the
stomes twomonth secit deposit.
APDCL will implement a state to design and implement a polic o disconnection compawide,
and to ense the polic is complied with tt all cicles, divisions and svisions. s
stateg will inclde
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L. Establish in-house management consulting cell to run pilot projects for DSM
In order to maximise funding for system renovation and modernisation, and minimise funding
required for system augmentation to meet growing demand, APDCL will pursue a strategy of demand-
side management.
This strategy will include the establishment of a management consulting cell within APDCL, to work
on pilot projects for reducing peak system demand. Where pilot projects prove to be successful in
mitigating demand, this management consulting cell will facilitate wider implementation company-
wide.
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The Action Plan Establishing an ne Management Consting Cell DSM will be epaed to
execte this stateg
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The Action Plan for Improving HR Management Process will be prepared to execute this strategy.
Objectives Strategies
How our Company will achieve to What our Company will achieve
reach our Vision its Objectives
4a. Improve business and Implement training plan & implement policies/MIS
technical professional staff skills simultaneously
amongst managers and
Y. Recruit & utilise engineers with management
qualifications
Implement career & succession planning including
internal promotion and fast-track promotion for high
achievers
4b. alance responsibility, AA. Introduce ob Description for all staff with KPIs
authority all levels and
G. Modernise financial delegations policy with increased
accountability for performance at
devolvement of authority to management linked to job
description responsibilities
Introduce annual Performance & Development Plan
with KPIs for all staff
4c. Pay staff equitably as per AC. Annual review of employees salaries in line with
Industry Standard and according Indian electricity industry salaries
to performance
AD. Introduce Performance Incentive Scheme linked to
employee Performance Plan
4d. Ensure staff safety and build AE. Introduce safety procedures/manual with training &
a igh-morale work place monitoring
AF. Ensure appropriate safety equipment available at all
times
AG. Conduct periodic medical fitness checks including
compulsory redeployment/retirement for unfit
employees
.Create informal culture between all staff &
managers
AI. se 360 degree survey as part of senior
management performance review
There are 13 key strategies that APDCL will implement to achieve its Staff & Company
Culture Objectives, as follows:
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Every APDCL employee should be aware of their responsibilities, including how they will be measured
for their performance. To achieve this, APDCL will ensure that every employee has a ob description
which will detail the purpose of the employees position the employees dutiesresponsibilities and
the Pey performance indicators to measure performance for each position.
This strategy will be implemented on a phased basis, starting with senior management and being
progressively implemented to all levels of management and staff. The Action Plan for Introduction of
b Descriptions will be prepared to execute this strategy.
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V. Introduce annual Performance & Development Plan with KPI's for all staff
APDCL will implement annual Performance & Development Plans to build accountability within the
company. A Performance and Development Plan is a commitment between an employee and his/her
immediate manager in relation to the job priorities, key performance indicators and training and
development activities for that employee in the coming financial year. Each employee of every
company will eventually have an Employee Performance and Development Plan, regardless of their
seniority.
The Employee Performance and Development Plan will be discussed with and set by the employees
immediate manager. The Employee Performance and Development Plan will also be reviewed and
approved by the next higher level of manager (i.e. the immediate managers manager).
The Employee Performance and Development Plan will include the following components:
The employees work priorities for coming year;
Performance indicators and targets for the employee (objective and measurable performance
indicators);
Training and development priorities and activities to be undertaken by the employee in the
following year.
At the end of each financial year, the Performance and Development Plan will be used as the basis for
the performance appraisal of each manager and staff member, with actual performance compared
with the targets set. The Employee Performance and Development Plan will be closely related to the
responsibilities outlined in the employees Job Description.
This strategy will be implemented on a phased basis, starting with senior management and being
progressively implemented to all levels of management and staff. The Action Plan for Annual
Performance & Development Plans will be prepared to execute this strategy.
W. Annual review of employees salaries in line with Indian electricity industry salaries
APDCL will implement a strategy to align employee salaries with those of comparable position in other
electricity utilities throughout India. This salary review will be undertaken annually, along with annual
performance appraisals and the Performance Incentive Scheme.
This strategy will include:
The evaluation of all positions within the company, based on the responsibilities
articulated in job descriptions;
Commissioning and participating in industry salary surveys throughout the Indian
electricity sector;
Benchmarking internal positions with salaries for comparable positions in other electricity
utilities;
Determining salary ranges appropriate to each position, with strategic consideration to
how APDCL salaries will be set compared with the industry average. Actual salaries
awarded within the salary range for each employee will also consider individual employee
performance and relative experience/expertise.
The Action Plan for Annual Review of Employees Salaries will be prepared to execute this strategy.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-271
AF MERCADOS EMI - NDPL
AA. Conduct periodic medical fitness checks including compulsory deployment/retirement for unfit
employees
To ensure employee safety, APDCL will implement a strategy to ensure that all staff members are
physically and mentally fit to perform the duties of their position. This includes where an employees
condition present a danger to himself in performing his duties, or a danger to his colleagues.
This strategy will include
Introducing a drug and alcohol policy and procedures, including both regular and random
testing of employees in high risk positions, and suspension of employees in high-risk positions
found to be under the influencing of alcohol or drugs in the workplace;
Introducing a staff medical assessment policy and procedures, requiring annual medical
checks by a qualified, independent physician for employees in high-risk positions, to
determine fitness for duties;
Transferring employees that are no longer fit to safely perform his duties to an alternative
position within APDCL.
Where suitable alternative positions are not available over a period of time (to allow for
possible redeployment or regain of health), APDCL will adopt an early retirement policy to
ensure staff safety is not compromised.
The Action Plan for Conducting Periodic Medical itness Checks will be prepared to execute this
strategy.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-
AF MERCADOS EMI - NDPL
AC. Use 360 degree survey as part of senior management performance review
APDCL will implement a strategy to make managers accountable for building constructive and positive
working relationships with their staff and peers. This is crucial in order to create a culture of high
morale and teamwork.
A 360 degree survey is a survey and rating of a manager by their higher manager(superior), staff
members (subordinates) and fellow managers (peers at the same level of management). It is useful
tool for measuring management performance in terms of his/her impact on the people he/she
manages and works for and with. It also useful as a guide for the manager to understand how he/she
can improve his/her people management skills. The results of a 360 degree survey are treated
confidentially between the manager and his/her higher manager.
All AGMs within APDCL will participate in a 360 degree survey, with the outcomes of the survey
included in the annual performance appraisal of each manager.
The Action Plan for 360 Degree Surveys for Senior Management Performance Review will be prepared
to execute this strategy.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-273
AF MERCADOS EMI - NDPL
outlay for all the Distribution companies. Out of the total proposed outlay of F s.11
Crores have been earmarked for APDCL, out of which the rant element is . .Crores and the
loan is s. .1 Crores. The table below provides a snapshot of the proposed APDP funding in APDCL
The present format is empty for APDCL to fill when the information is available.
le Ke CPR mes
The present format is empty for APDCL to fill when the information is available.
2.3. R EIFICATION
As per 11 census, there are 24,5 numbers of villages in the State of Assam out of whic
numbers of villages () have been electrified as on August This leaves 5,522 numbers
of villages yet to be electrified. Of this, however, only numbers of villages can be accessed by
grid electricity. ectrification of these villages, termed as nonremote villages, is being taken up
under two major schemes of the Central ovt., namely and (P), which are already under
implementation.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-274
AF MERCADOS EMI - NDPL
The present format is empty for APDCL to fill when the information is available.
The present format is empty for APDCL to fill when the information is available.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution II-
CADOS I - NDPL
AF
uninterrupted and reliable power to customers In the past due to severe paucity of funds the wors
carried out have been very insignificant The APDRP program alone cannot meet the capital
investment reuirements and there is still an urgent need of fund for Normal Development wors
System Improvement and Augmentation of the system which is a continuous process in the
distribution sector to meet the increasing demand from customer These wors need to be
implemented with the support from the State Plan Fund An amount of Rs 96 Crores has been
envisaged for above distribution system strengthening as a loan under State Plan Schem
b) Disaster Management
Natural calamities li e flood and storm cause heavy damage to the electricity transmission networ
and to the distribution lines and sub-station which is more fre uent in Assam when compared to
other States There is an urgent r
rement of funds in the form of plan assistance for the
restoration of these lines and sub-station A total outlay of R 0 56 Crores is proposed for this
purpose for the Annual Plan 2011- out of which Rs
16 Crores are planned for APDCL
Assam Capacity Development of the Assam Power Sector tilities Final Report Distribution VIII-276
AF MERCADOS EMI - NDPL
Arrear 0.00
4 A & G expenses 57.79 66.04 73.67 82.42 91.94 101.70 111.78 122.03 132.42 143.79 31.98
5 interest and finance charges 23.88 23.43 40.48 49.03 57.60 65.72 75.09 85.23 96.29 108.41 121.39
6 Repayment of Loans 6.75 0.00 4.11 9.56 12.03 14.18 16.68 19.40 22.17 25.02 28.01
7 Payment of Interest 27.47 37.70 47.36 54.63 62.13 70.67 80.11 90.39 101.54 113.61 126.94
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-277
AF MERCADS EMI - NDPL
Net Revenue Surplus/Deficit 340.66 455.23 593.10 660.91 727.06 803.16 876.02 954.17 1030.78 1107.63 1189.67
2,643. 4, 3, 4 2 4 2 24 20 13
Sales during the year 4, 6, 6,
2 1 4 3
collected during the year 2,203.2 4, 3, 4, 064.6 6,2 44 642.04
2 6 1 6,
1, 3 1,4 0 6 1, 1,4
Closing balance at the end of year
1,
2
1,
1
1,
4 1
1,
1, 2,101.13 2,266.
Provision for D/Debts 62.42 44 00 06 113.31
APPLICATION OF FUNDS :
Assam: Capacity Development of the Assam Power Sector tilities Final Report Distribution VIII-
AF MCADOS EM L
Repayment of Loan
Loans-Capex & IT 6. 0.00 4.11 9.56 12.03 14.18 16.68 19.40 22. 25.02 28.01
Loan Interest 36 54.63 62.13 80.11 90.39 101.54 113.61 126.94
2,827.9 4,963.9 3,403.8 4,126.8 4,712.4 5,508.9 5,745.7 6,363.1 7,056.5 7,922.3
TOTAL APPLICATION OF FUNDS 9,028.86
3 9 4 7 9 1 3 1 7 4
PARTICULARS FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
1 Units pchased(MU) 16 8385.34 9349. 10462.04 10849.90 11299. 11820.00 12420.91 13113.99 98
2 EXPENDITURE
A Cost of Power 1,64 3,562. 2,384.66 3,081. 3,564. 4,254.60 4,405.68 4,65 5,61 6,296.00 254.48
B Fixed Cost
expenses 54. 62.24 69.99 88.21 98. 109.24 120.81 133.11 146.65 105.33
Emploees expenses 425.11 09 493.59 533.33 05 622.09 25 845.44 912.32
A & G expenses 66.04 82.42 91.94 101. 111. 122.03 132.42 143. 31.98
Depeciation 89.85 118. 135.59 152.83 23 188. 205.24 221.26 254.16 19
terst and inance chages 23.88 23.43 40.48 49.03 60 65. 09 85.23 96.29 108.41 121.39
Total fixed cost 651.41 727.60 813.32 896.28 985.02 1076.06 1173.22 1274.57 1382.41 1498.46 1443.22
C Interest on Working Capital 49.69 39 86. 103.56 82 139.35 151. 66 193. 215.89 242.
E Non-Tariff Income
Trading of power
Assam Capacit Development the Assam Powe Sect Utilities Final epot Distibtion
AF MERCADOS EMI - NDPL
PARTICULARS FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
Misc. Income 81. 82.47 83. 84.13 84. 82 8 87. 88.42
Total non-tarrif income 81. 82.47 83. 84.13 84. 82 87. 88.42
3 ARR (A+B+C+D-E) 2643.95 4652.72 3686.91 4536.45 5170.24 6027.45 6345.23 7048.68 7836.24 8803.20 9794.13
Units purchasedM 8334 77 13113. 87
Transmission T&D Losses 4. 4. 4. 4. 4. 4. 4. 4. 4. 4. 4.
AT&C Loss Projecte
et Units recovered MU 28 7287. 34 24 27 12
Average Cost of Supply(Rs/Kwh) 4 7.2 1 7.1 7. 7.7
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-
AF MERCADOS EMI - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
Energy Balance
Requirement at
10275.5 10974.5 11776.1 12696.7
consumer Point 4161.00 6455.28 7287.25 8254.34 8664.24 9131.60 9665.27
7 1 2 5
(MU)
Distribution AT& C
20.60% 19.60% 18.60% 17.60% 16.60% 15.60% 14.60% 13.60% 12.60% 12.60% 12.60%
Losses
Requirement at
Distribution point 5,241 8,029 8,952 10,017 10,389 10,819 11,318 11,893 12,557 13,474 14,527
(MU)
Transmission T&D
4.25% 4.25% 4.25% 4.25% 4.25% 4.25% 4.25% 4.25% 4.25% 4.25% 4.25%
Losses
Total Power
10462.0 10849.9 11299.6 11820.0 12420.9 13113.9 14071.8 15171.9
purchase 5473.16 8385.34 9349.77
4 0 7 0 1 9 7 8
Requirements (MU)
Required Demand in
5,473 8,385 9,350 10,462 10,850 11,300 11,820 12,421 13,114 14,072 15,172
MU
Required availability
of Power from (MU)
AS per
[1] Power purchase
APGCL 1,776 1,957 1,990 2,590 2,608 3,009 3,599 4,496 4,731 4,731 4,979
from APGCL
B.Plan
[2] Power purchase
8.76 8.76 8.76 8.76 8.76 8.76 8.76 8.76 8.76 8.76 8.76
from MeSEB
[3] Power purchase
from NEEPCO
-KOPILI 1 (HYDRO) 328 328 328 328 328 328 328 328 328 328 328
-KOPILI 2 (HYDRO) 43 43 43 43 43 43 43 43 43 43 43
-KHANDONG
111 111 111 111 111 111 111 111 111 111 111
(HYDRO)
-RHEP(HYDRO) 307 307 307 307 307 307 307 307 307 307 307
-DHEP(HYDRO) 122 122 122 122 122 122 122 122 122 122 122
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-281
AF MERCADOS EMI - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
-KAMENG (NEW
HYDRO)
- -
-AGBPP (T)
-AGTPP (T)
[4] Power purchase
from NHPC
-LGHEP (Exixting) 81 81 81 81 81 81 81 81 81 81 81
-Saunsiri HEP
- - 1,822 1,822 1,822 1,822 1,822 1,822 1,822 1,822 1,822
(NEW)
[5] Power purchase
from NTPC
-Farakka 252 252 252 252 252 252 252 252 252 252 252
-Kahel Gaon-1
-Kahel Gaon-2
-Talcher 112 112 112 112 112 112 112 112 112 112 112
-BTPS( New)
[6] ADAMTILLA
250 250 250 250 250 250 250 250 250 250 250
(SIPP)
[7] BANSKANDI
(SIPP)
[8] NCE SOURCE
[9] OTPC
- - 2, 2, 2, 2, 2, 2, 2, 2, 2,
(PALATANA)
[10] TRADING
PURCHASE
[11] Power
purchase from other 0. - - - - - - - - - -
sources
Total 5,002 5,183 13,049 13,649 13,667 14,068 14,658 15,555 15,790 15,790 16,038
Net Surplus/Deficit
471 3,202 -3,699 -3,187 -2,817 -2,768 -2,838 -3,134 -2,676 -1,718 -866
(MU)
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-282
AF MERCADOS EMI - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
[1] Average tarrif of As per
2.78 3.28 3.34 3.45 3.88 5.01 4.23 4.49 4.57 4.60 4.87
APGCL BP
[2] Average tarrif of Rate of
3.77 3.77 3.96 4.16 4.36 4.58 4.81 5.05 5.30 5.57 5.85 6.14
MeSEB increase 5%
[3] Average tarrif of
NEEPCO
Rate of
-KOPILI 1 (HYDRO) 0.59 0.59 0.62 0.65 0.68 0.72 0.75 0.79 0.83 0.87 0.92 0.96
increase 5%
Rate of
-KOPILI 2 (HYDRO) 1.64 1.64 1.72 1.81 1.90 1.99 2.09 2.20 2.31 2.42 2.54 2.67
increase 5%
-KHANDONG Rate of
0.91 0.91 0.96 1.00 1.05 1.11 1.16 1.22 1.28 1.34 1.41 1.48
(HYDRO) increase 5%
Rate of
-RHEP(HYDRO) 2.9 2.90 3.05 3.20 3.36 3.52 3.70 3.89 4.08 4.28 4.50 4.72
increase 5%
Rate of
-DHEP(HYDRO) 5.66 5.66 5.94 6.24 6.55 6.88 7.22 7.58 7.96 8.36 8.78 9.22
increase 5%
-KAMENG (NEW
HYDRO)
Rate of
-AGBPP (T) 1.45 1.45 1.52 1.60 1.68 1.76 1.85 1.94 2.04 2.14 2.25 2.36
increase 5%
Rate of
-AGTPP (T) 2.02 2.02 2.12 2.23 2.34 2.46 2.58 2.71 2.84 2.98 3.13 3.29
increase 5%
[4] Power purchase
from NHPC
Rate of
-LGHEP (Exixting) 1.36 1.36 1.43 1.50 1.57 1.65 1.74 1.82 1.91 2.01 2.11 2.22
increase 5%
-Saunsiri HEP
3 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00
(NEW)
[5]Average tarrif of
NTPC
Rate of
-Farakka 2.82 2.82 2.96 3.11 3.26 3.43 3.60 3.78 3.97 4.17 4.37 4.59
increase 5%
Rate of
-Kahel Gaon-1 2.61 2.61 2.74 2.88 3.02 3.17 3.33 3.50 3.67 3.86 4.05 4.25
increase 5%
Rate of
-Kahel Gaon-2 2.59 2.59 2.72 2.86 3.00 3.15 3.31 3.47 3.64 3.83 4.02 4.22
increase 5%
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-283
ADOS I - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
Rate of
-Talcher 1.82 1.82 1.91 2.01 2.11 2.21 2.32 2.44 2.56 2.69 2.82 2.96
increase 5
-BTPS( New) 3 3.00 3.15 3.31 3.47 3.65 3.83 4.02 4.22 4.43 4.65 4.89
[6] ADAMTILLA Rate of
2.28 2.28 2.39 2.51 2.64 2.77 2.91 3.06 3.21 3.37 3.54 3.71
(SIPP) increase 5
[7] BANSKANDI Rate of
2.37 2.37 2.49 2.61 2.74 2.88 3.02 3.18 3.33 3.50 3.68 3.86
(SIPP) increase 5
Rate of
[8] NCE SOURCE 3.5 3.50 3.68 3.86 4.05 4.25 4.47 4.69 4.92 5.17 5.43 5.70
increase 5
[9] OTPC Rate of
3 3.00 3.15 3.31 3.47 3.65 3.83 4.02 4.22 4.43 4.65 4.89
(PALATANA) increase 5
[10] TRADING
PURCHASE
[11] Power
purchase from other 3.75 3.75 3.94 4.13 4.34 4.56 4.79 5.03 5.28 5.54 5.82 6.11
sources
Power Purchase
Cost GenCo wise
Assam apacit Development of the Assam Per Sector Utilities nal Report Distribtion VIII-284
AF MERCADOS EMI - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
-AGTPP (T) 55.40 58.17 61.08 64.13 67.34 70.71 74.24 77.95 81.85 85.94 90.24
[4] Power purchase
2.50% 1.5 - - - - - - - - - - -
from NHPC
-LGHEP (Exixting) 11.04 11.59 12.17 12.78 13.42 14.09 14.79 15.53 16.31 17.12 17.98
-Saunsiri HEP
- - 546.62 546.62 546.62 546.62 546.62 546.62 546.62 546.62 546.62
(NEW)
[5]Average Cost of
41.19% 2.08 - - - - - - - - - - -
power of NTPC
-Farakka 71.14 74.70 78.43 82.36 86.47 90.80 95.34 100.10 105.11 110.36 115.88
-Kahel Gaon-1 21.54 22.61 23.74 24.93 26.18 27.49 28.86 30.30 31.82 33.41 35.08
-Kahel Gaon-2 86.91 91.26 95.82 100.61 105.64 110.93 116.47 122.30 128.41 134.83 141.57
-Talcher 20.36 21.38 22.45 23.57 24.75 25.99 27.29 28.66 30.09 31.59 33.17
-BTPS (New) - - 1,090.86 1,145.40 1,202.67 1,262.81 1,325.95 1,392.24 1,461.86 1,534.95 1,611.70
[6] ADAMTILLA
57.07 59.92 62.92 66.07 69.37 72.84 76.48 80.30 84.32 88.54 92.96
(SIPP)
[7] BANSKANDI
12.87 13.52 14.19 14.90 15.65 16.43 17.25 18.11 19.02 19.97 20.97
(SIPP)
[8] NCE SOURCE - - - - - - - - - - -
[9] OTPC
- - 708.82 744.27 781.48 820.55 861.58 904.66 949.89 997.39 1,047.26
(PALATANA)
[10] TRADING
- - - - - - - - - - -
PURCHASE
[11] Average Cost of
powr of other 0.2% 3.75 - - - - - - - - - - -
sources
Net Trading of - - - - - - - -
6 282.47 1,921.18 -519.55
Power (UI) 2,219.48 1,912.12 1,690.20 1,660.94 1,702.74 1,880.40 1,605.54 1,030.82
Cost of purchase of
1436.20 3256.54 1518.58 2182.30 2655.43 3319.55 3436.30 3910.21 4489.84 5247.86 6184.93
power (Net of UI)
Average 10%
Transmission increase is 0.4 0.4 0.40 0.41 0.41 0.42 0.42 0.42 0.43 0.43 0.44
charge(Rs/unit)- pojected
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-285
ADOS I - NDPL
Average
Allocation
Tarrif
of power as
as per FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
per tariff
Tariff
order
order
AEGCL
Average
Transmission
increase is 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003
prected
charge(Rs/unit)-
SLDC
Average
Transmission
increase is 0.3 0.3 0.30 0.31 0.31 0.31 0.32 0.32 0.32 0.32 0.33
charge(Rs/unit)-
PGCIL
ected
Average
Transmission
increase is 0 - - - - - - - - - -
charge(Rs/unit)-
RLDC
ected
Total Transmission
298.44 305.63 866.08 899.40 909.14 935.05 969.38 1017.44 1037.77 1048.14 1069.55
Charge
Total Cost of Power 1734.64 3562.17 2384.66 3081.71 3564.57 4254.60 4405.68 4927.65 5527.61 6296.00 7254.48
Assam apacit Development of the Assam er Sector Utilities nal Report Distribtion VIII-286
AF MERCADOS EMI - NDPL
2010- 2011- 2012- 2013- 2014- 2015- 2016- 2017- 2018- 2019- 2020- 2021-
Employees Cost
11 12 13 14 15 16 17 18 19 20 21 22
Employees Cost-Existing 391.28 422.58 456.39 492.90 532.33 574.92 620.91 670.58 724.23 782.17 844.74 912.32
Employees cost of IT implementation 0.10 0.03 0.02 0.05 0.05 0.05 0.05 0.05 0.05 0.05
Employees Cost-New Capex projects 2.03 2.43 0.68 0.68 0.95 1.08 1.13 1.24 0.97 0.65 0.65
Total Employees Cost: 393.30 425.11 457.09 493.59 533.33 576.05 622.09 671.87 725.25 782.87 845.44 912.32
DEPRECIATION
Particulars 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Total Gross Fixed Assets(GFA)-IT 0.33 24.23 47.67 66.60 68.76 69.82 70.19 71.14 71.50 71.85
2,495.8 3,298.7 3,681.5 4,029.7 4,425.8 4,840.2 5,262.0 5,694.2 6,131.9 6,571.2 7,054.7
Total Gross Fixed Assets (GFA)
6 2 3 5 7 4 1 1 6 6 1
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-287
AF MERCADOS EMI - NDPL
Particulars 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Depreciation relating to IT
- 0.05 3.93 9.48 14.30 16.40 18.32 18.79 19.53 20.17 20.81
implementation
Depreciation on new assets 21.38 50.27 63.19 74.88 88.46 103.30 118.45 133.99 149.72 165.52 182.91
Depreciation on Old assets 68.47 68.47 68.47 68.47 68.47 68.47 68.47 68.47 68.47 68.47 68.47
Total Depreciation 89.85 118.79 135.59 152.83 171.23 188.17 205.24 221.26 237.72 254.16 272.19
Particulars 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
2,406.0 3,179.9 3,545.9 3,876.9 4,254.6 4,652.0 5,056.7 5,472.9 5,894.2 6,317.1 6,782.5
Total Net Fixed Assets
1 3 4 2 4 7 7 6 4 0 2
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-288
AF MERCADOS EMI - NDPL
Loans 10%
Grants
Return in Equity
Repayment of Loans 15 EMI's
Rate of Interest (New Loans) 12.
Rate of Interest (Existing Loans) 10.
Rate of Interest (ASE Bonds) 10.
Assam Capacity Development of the Assam Power Sector Utilities Final Report Distribution II-289
AF MERCADOS EMI - NDPL
as on 31st
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
106.67 32.00 17.33 13.33 13.33 16.00 10.67 8.00 53.33 56.00 80.00
requirement
Loans ( 10% ) 10.67 3.20 1.73 1.33 1.33 1.60 1.07 0.80 5.33 5.60 8.00
Grants (90 %) 96.00 28.80 15.60 12.00 12.00 14.40 9.60 7.20 48.00 50.40 72.00
Loans ( 10% )-
Disbursed 5.33 6.93 2.47 1.53 1.33 1.47 1.33 0.93 3.07 5.47 6.80
During F.
Grants (90 %)-
Disbursed 48.00 62.40 22.20 13.80 12.00 13.20 12.00 8.40 27.60 49.20 61.20
During F.
Augmentation of Cummulative
5.33 12.27 14.73 16.27 17.60 19.07 20.40 21.33 24.40 29.87 36.67
2 11 V existing loans
S Opening
Balance of - 5.65 13.68 17.56 20.43 23.25 26.44 29.79 33.00 38.77 47.71
Loans
Interest on
0.32 1.09 1.77 2.15 2.47 2.81 3.18 3.55 4.06 4.90 6.03
loans
Loan raised
5.33 6.93 2.47 1.53 1.33 1.47 1.33 0.93 3.07 5.47 6.80
during year
Repayment
- - 0.36 0.82 0.98 1.08 1.17 1.27 1.36 1.42 1.79
during year
Closing Balance
as on 31st 5.65 13.68 17.56 20.43 23.25 26.44 29.79 33.00 38.77 47.71 58.75
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
150.00 33.75 22.50 33.75 45.00 45.00 49.50 54.00 27.00 27.00 27.00
requirement
Loans ( 10% ) 15.00 3.38 2.25 3.38 4.50 4.50 4.95 5.40 2.70 2.70 2.70
Grants (90 %) 135.00 30.38 20.25 30.38 40.50 40.50 44.55 48.60 24.30 24.30 24.30
3
Cost of new 33 V
line Loans ( 10%)-
Disbursed 7.50 9.19 2.81 2.81 3.94 4.50 4.73 5.18 4.05 2.70 2.70
During F.
Grants (90 %)-
Disbursed 67.50 82.69 25.31 25.31 35.44 40.50 42.53 46.58 36.45 24.30 24.30
During F.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-290
AF MERCADOS EMI - NDPL
Cummulative
7.50 16.69 19.50 22.31 26.25 30.75 35.48 40.65 44.70 47.40 50.10
loans
Opening
Balance of - 7.95 18.64 23.33 27.93 34.08 41.36 49.48 58.73 67.56 75.66
Loans
Interest on
0.45 1.51 2.38 2.90 3.51 4.27 5.14 6.13 7.15 8.11 9.06
loans
Loan raised
7.50 9.19 2.81 2.81 3.94 4.50 4.73 5.18 4.05 2.70 2.70
during year
Repayment
- - 0.50 1.11 1.30 1.49 1.75 2.05 2.37 2.71 2.98
during year
Closing Balance
as on 31st 7.95 18.64 23.33 27.93 34.08 41.36 49.48 58.73 67.56 75.66 84.44
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
214.99 49.97 30.20 37.60 45.60 48.80 47.84 50.90 55.17 58.43 73.50
requirement
Loans ( 10% ) 21.50 5.00 3.02 3.76 4.56 4.88 4.78 5.09 5.52 5.84 7.35
Grants (90 %) 193.49 44.97 27.18 33.84 41.04 43.92 43.06 45.81 49.65 52.59 66.15
Loans ( 10% )-
Disbursed 10.75 13.25 4.01 3.39 4.16 4.72 4.83 4.94 5.30 5.68 6.60
During F.Y
Grants (90 %)-
Disbursed 96.75 119.23 36.08 30.51 37.44 42.48 43.49 44.43 47.73 51.12 59.37
During F.Y
Cummulative
Cost of new 11 KV 10.75 24.00 28.01 31.40 35.56 40.28 45.11 50.05 55.35 61.03 67.63
4 loans
line
Opening
Balance of - 11.39 26.80 33.51 39.43 46.59 54.97 64.17 74.26 85.61 98.36
Loans
Interest on
0.64 2.16 3.41 4.13 4.87 5.75 6.74 7.84 9.05 10.41 11.98
loans
Loan raised
10.75 13.25 4.01 3.39 4.16 4.72 4.83 4.94 5.30 5.68 6.60
during year
Repayment
- - 0.72 1.60 1.87 2.09 2.37 2.69 3.01 3.34 3.72
during year
Loans Balance
as on 31st 11.39 26.80 33.51 39.43 46.59 54.97 64.17 74.26 85.61 98.36 113.22
March
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-291
AF MERCADOS EMI - NDPL
Interest on
0. 2. 4.53 5. 6.98 8.48 10.18 12.04 14.10 16.43 19.10
loans
Loan raised
during year
13.13 48 6.33 8.81 9.02 9.22 9.90 10.60 12.31
Repayment
- - 0.88 2.06 2.56 2.98 3.50 4.09 4.69 5.30 6.01
during year
Loans alance
as on 31st 13.91 34.44 45.58 55.s s 82.06 114.93 134.25 155.98 181.38
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
120.00 120.00 120.00 120.00 120.00 120.00 120.00 120.00 120.00 120.00 120.00
requirement
Loans ( 10 ) 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Grants (90) 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00
Cost of new AC in
6
LT Loans ( 10 )-
Disbursed 6.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00
During F.
Grants (90 )-
Disbursed 54.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00 108.00
During F.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-292
AF MERCADOS EMI - NDPL
Cummulative
loans
00 00 30.00 42.00 00 00 00 00 102.00 114.00 t00
Opening
lance of - 34.t 11 72 103.t 124.00
Loans
Interest on
0. 1. 3. 4. 10. 12. t 17. 20.71
loans
Loan raised
during year
00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00
Repayment
- - 0.40 1.20 2.00 2. 3. 4.40 20 00
during year
Loans alance
as on 31st 34.t 11 72 103.t 124.00
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
requirement
23. 14. 21. 23.42 22. 24.43 t t t
Interest on
0.20 0.70 1. 1.47 1. 2. 2.t 3.10 3. 4.22 4.
loans
Loan raised
3. 4. 1.t 1. 2.00 2.27 2.32 2.37 2. 2.73 3.17
during year
Repayment
- - 0.23 0. 0. 0.77 0. 1. 1.21 1. 1.
during year
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-t
AF MERCADOS EMI - NDPL
Loans alance
as on 31st 3.58 8.86 11.72 14.29 17.42 21.10 25.14 29.55 34.52 40.11 46.64
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
0.33 23.91 23.44 18.94 2.16 1.06 0.37 0.95 0.36 0.35 0.45
requirement
Loans ( 10% ) 0.03 2.39 2.34 1.89 0.22 0.11 0.04 0.10 0.04 0.04 0.05
Grants (90 %) 0.29 21.51 21.09 17.04 1.94 0.95 0.33 0.86 0.32 0.32 0.41
Loans ( 10% )-
Disbursed 0.03 2.39 2.34 1.89 0.22 0.11 0.04 0.10 0.04 0.04 0.05
During F.Y
Grants (90 %)-
Disbursed 0.29 21.51 21.09 17.04 1.94 0.95 0.33 0.86 0.32 0.32 0.41
During F.Y
Cummulative
0.03 2.42 4.77 6.66 6.88 6.98 7.02 7.11 7.15 7.18 7.23
loans
8 IT Opening
Balance of - 0.03 2.71 5.48 7.91 8.60 9.24 9.86 10.63 11.41 12.29
Loans
Interest on
0.00 0.29 0.59 0.85 0.92 0.99 1.06 1.14 1.22 1.32 1.42
loans
Loan raised
0.03 2.39 2.34 1.89 0.22 0.11 0.04 0.10 0.04 0.04 0.05
during year
Repayment
- 0.00 0.16 0.32 0.44 0.46 0.47 0.47 0.47 0.48 0.48
during year
Loans Balance
as on 31st 0.03 2.71 5.48 7.91 8.60 9.24 9.86 10.63 11.41 12.29 13.28
March
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
- - - - - - - - - - -
requirement
Loans ( 10% )
9 Existing Loans Grants (90 %)
Loans ( 10% )-
Disbursed
During F.Y
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-
AF MERCADOS EMI - NDPL
ants ( %)
Disbursed
During F.
Cummulative
loans
Opening
Balance of 24 55
Loans
Interest on
25.11 52
loans
Loan raised
during year
payment
during year
Loans Balance
as on 1st 24 55
rch
Sl. 2012- 2013- 2014- 2015-
Project Description 2011-12 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
No 13 14 15 16
Total capex
1, 415. 515.
requirement
Loans ( 1% ) 45 42. 44 41.54 41. 42. 44. 51.54
ants ( %) 1, 45 41
Loans ( 1% )
Disbursed 24 41 41. 42. 41
During F.
ants ( %)
Disbursed 1 55
10 Total During F.
Cummulative
loans
24 141.11 212. 51
Opening
Balance of 1, 1,24 1, 1, 1,5
Loans
Interest on
54. 11 54
loans
Loan raised
during year
24 41 41. 42. 41
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-
AF MERCADOS EMI - NDPL
Repayment
6.75 0.00 4.11 9.56 12.03 14.18 16.68 19.40 22.17 25.02 28.01
during year
Loans Balance
as on 31st 564.93 684.50 765.17 844.19 931.82 1,029.19 1,134.24 1,248.01 1,370.57 1,502.58 1,649.34
March
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Tarrif Petetion)
Growth(As per
Rate of Load
of consumer
Consumed(M
Category
Connected
Load(KW)
Consumer
No of
Units
KW
KW
KW
KW
KW
KW
KW
KW
KW
MU
MU
MU
MU
MU
MU
MU
MU
MU
U)
LT
CATEGORY
20.
Jeevan 66,01 7,00, 29 79,21 35 95,05 42 1,14, 51 1,36, 61 1,64, 74 1,97, 2,36, 1,0 2,83, 1,2 3,40, 1,5
00 890
Dhara 1 150 8 4 8 6 9 068 5 881 8 257 2 109 531 68 837 81 604 38
%
10.
12,96 12,71 1,3 14,26 1,4 15,69 1,6 17,25 1,7 18,98 1,9 20,88 2,1 22,97 2,3 25,26 2,6 27,79 2,8 30,57 3,1
Domestic A 00
,726 ,129 50 ,398 85 ,038 34 ,942 97 ,536 77 ,390 74 ,229 92 ,951 31 ,647 94 ,611 83
%
15.
1,72, 23,86 15 1,97, 17 2,27, 19 2,61, 22 3,01, 26 3,46, 30 3,98, 4,57, 5,26, 6,05,
Domestic B 00 347 399 459 528
164 5 0 989 3 687 8 840 8 116 2 284 2 227 961 655 653
%
2,93, 1,64, 48 16. 3,40, 55 3,95, 64 4,58, 74 5,31, 86 6,17, 1,0 7,15, 1,1 8,30, 1,3 9,63, 1,5 11,17 1,8
Commercial
779 857 0 00 784 7 309 6 559 9 928 9 037 08 762 69 284 57 130 74 ,231 25
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-296
AF MERCADOS EMI - NDPL
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Tarrif Petetion)
Growth(As per
Rate of Load
of consumer
Consumed(M
Category
Connected
Load(KW)
Consumer
No of
Units
KW
KW
KW
KW
KW
KW
KW
KW
KW
MU
MU
MU
MU
MU
MU
MU
MU
MU
U)
%
General 58,96 25,74 1.0 59,55 60,14 60,75 61,35 61,97 62,59 63,21 63,84 64,48
62 63 63 64 65 65 66 66 67 68
Purpose 3 2 0% 3 9 0 8 1 1 7 9 7
Public 1.0
4,381 862 8 4,425 8 4,469 8 4,514 8 4,559 8 4,604 8 4,650 8 4,697 9 4,744 9 4,791 9
Lighting 0%
5.0 10,21 10,72 11,26 11,82 12,41 13,03 13,68 14,37
Agriculture 9,264 4,272 30 9,728 32 33 35 36 38 40 42 44 47
0% 4 5 1 4 5 6 8 2
Small 17.
76,88 89,95 1,05, 1,23, 11 1,44, 13 1,68, 15 1,97, 2,30, 2,69, 3,15,
Industries 7,030 70 00 82 96 180 210 246 288
5 6 248 141 2 075 1 567 3 224 752 980 876
(Rural) %
Small
37,59 5.0 39,47 41,44 43,51 45,69 47,98 50,37 52,89 55,54 58,32
Industries 3,566 29 30 32 34 35 37 39 41 43 45
4 0% 3 7 9 5 0 9 8 3 0
(Urban)
Temporary
1.0
Supply 386 92 1 389 1 393 1 397 1 401 1 405 1 409 1 413 1 418 1 422 1
0%
(Dom)
Temp.
1.0
Supply (Non- 841 146 3 849 3 858 3 866 3 875 3 884 3 893 3 902 3 911 3 920 3
0%
dom)
Rural
15,35 0.5 10,02 10,07 10,12 10,17 10,22 10,27 10,32 10,37 10,43
unmetered 9,973 10 10 10 10 10 10 10 10 10 10
0 0% 3 3 4 4 5 6 8 9 1
(Dom)
Rural
0.5
unmetered 187 239 0 188 0 189 0 190 0 191 0 192 0 193 0 194 0 195 0 196 0
0%
(Comm)
Deptt. 0.5
6,827 5,866 5 6,861 5 6,895 5 6,929 5 6,964 5 6,999 5 7,034 5 7,069 5 7,104 5 7,140 5
Employees 0%
Board's
0.5
Establishme 1,730 564 3 1,738 3 1,747 3 1,756 3 1,764 3 1,773 3 1,782 3 1,791 3 1,800 3 1,809 3
0%
nts
HT
CATEGORY
39,45 39,84 40,24 40,24 40,25 40,25 40,25 40,26 40,26 40,27
Domestic 510 34 1% 34 34 34 35 35 35 35 35 35
0 5 3 7 1 5 9 3 7 1
1,38, 30 25 1,73, 37 2,17, 46 2,17, 47 2,18, 47 2,18, 47 2,19, 2,19, 2,20, 2,21,
Commercial 1,851 473 475 476 477
990 0 % 737 5 171 9 714 0 259 1 804 2 351 900 449 001
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-297
AF MERCADOS EMI - NDPL
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Tarrif Petetion)
Growth(As per
Rate of Load
of consumer
Consumed(M
Category
Connected
Load(KW)
Consumer
No of
Units
KW
KW
KW
KW
KW
KW
KW
KW
KW
MU
MU
MU
MU
MU
MU
MU
MU
MU
U)
Public Water 15 82 11 11 11 11 10 18 25
2, 85
Works 8 2 8 8 0 0 1
Bulk
10 10 16 0, 22 25
Supply(Govt.
2
60
6
66
8
8
8
8
Educ)
Bulk
1, 1,52, 1,60, 1,60, 1,60, 1,60, 1,60, 1,60, 1,60, 1,60,
Supply(Othe
rs)
0 8 6 6 6 566 6
HT Small 28 25
Industries 6 8 0 1 5 8
HT-I 51, 05 08 11 20
Industries 8
60 5
1
66
66
8
66
6
66
5
66
66
2
66
1
66
HT-II 2,82,
510
80 25 1,0 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2
Industries 0 00 50 506 56 615 66
Tea, Coffee & 2, 25, 25, 25, 25, 25, 26,
Rubber 0 8 568 8 8 250 162
61 68 10 10 12 10 18 10 10
Oil & Coal 252
2 8 0 1 8 5 2 0
51, 01 06 12 ,1
HT Irrigation
6
1,055 5
2
6
0
Single point 1, 1,80, 1, 10 1, 1,8 1, 2,0 1, 2,0 1, 2,0 1, 2,0 1, 2,0 1, 2,0 1, 2,0 1, 2,0
supply 10 81 886 062 82 121
Board's
Establishme 1,261 5 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2
nts
33,5 24,1 6, 37,5 7, 42,1 8, 45,1 8, 48,4 9, 52,2 9, 56,5 10, 61,3 10, 66,8 11, 73,0 12,
Total 6,94 4,12 45 6,08 28 5,81 25 2,72 66 7,56 13 5,55 66 2,71 27 5,95 97 3,19 77 3,57 69
8 0 5 3 7 4 4 8 4 0 2 1 5 3 6 0 5 6 6 8 7
months 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22
One month approved O&M cost 1 56 5. 5. 6.56 8.20 10 10. 11. 12.22 8.
1 % of GFA 82 26 52.62 56. 61. 65. 55
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-
AF MERCADOS EMI - NDPL
Working of Two month receivable 440.66 775.45 614.48 756.08 861.71 1,004.58 1,057.54 1,174.78 1,306.04 1,467.20 1,632.35
Avg MU is Peak MU is
Details provided as per records as on 23/09/2010
work out considered
Effective Effective Effective Effective
Effective Effective
Total Share
Total Share
Alloc Share
Free Share
Capacity Capacity Capacity Capacity
GENERATORS
Installed
Unitwise
Capacity
Capacity
Capacity Capacity
during during during during
(Average) Average
Summer Winter Summer Winter
Off-
Off- Pe Off- Pe Off- Off- Off-
Peak Pea Peak Peak Peak
Peak ak Peak ak Peak Peak Peak
k
MW MW % % % MW % % % % MW MW MW MW MW MW MU MU
Kopili HEP ST-
200 4*50 47.46 6 53 107 70 80 0 40 75 86 0 43 37 64 327.79 561.92
I
Kopili HEP ST-
25 1*25 40.62 6 47 12 85 85 0 60 10 10 0 7 5 8 43.39 74.01
II
Khandong
50 2*25 50.28 6 56 28 90 88 0 30 25 25 0 8 13 17 110.92 145.43
HEP
RHEP 405 3*135 43.33 0 43 175 40 80 0 35 70 140 0 61 35 101 307.44 883.88
DHEP 75 3*25 43.74 0 44 33 85 85 0 25 28 28 0 8 14 18 122.14 158.06
6*33.5+3* 1,007.5
AGBPP 291 56.47 0 56 164 60 70 60 70 99 115 99 115 99 115 863.63
30 7
AGTPP 84 4*21 45.18 0 45 38 85 85 80 80 32 32 30 30 31 31 274.26 274.26
NHPC 90 3*30 29.42 0 29 26 40 50 30 60 11 13 8 16 9 15 81.17 127.55
47. 2,130. 3,232.
Total 1220 584 60 77 23 50 350 449 137 289 243 369
85 73 69
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-299
ADOS I - NDPL
II
TALCHER 1000 2.03 20 63 75 63 75 13 15 13 15 13 15 111.89 133.21
TOTAL CSGS,
4940 157 63 75 63 75 99 118 99 118 99 118 865.56
030.4
ER 3
Akaltara, 1.12
4000 1.125 0.00 45 63 75 63 75 29 34 28 34 29 34 250.31 295.65
UMPP 5
ADAMTILLA 9 100 9.00 10 10 10 10 1 1 1 1 1 1 7.88 7.88
15.5
BANSKANDI 15.5 100 40 40 40 40 6 6 6 6 6 6 54.31 54.31
0
TOTAL 24.5
24.5 100 29 29 29 29 7 7 7 7 7 7 62.20 62.20
EIPL_IPP 0
TOTAL
6185.5 766 60 75 32 54 456 575 244 415 350 495
067. 334.0
IMPORT 25 8
2. 119.
NTPS 119.5
20 100
5
55 55 45 60 66 66 54 72 60 69 523.41 601.92
11
LTPS 120
100 120 75 75 70 80 90 90 84 96 87 93 762.12 814.68
0
KLHEP 100 100 100 90 100 0 70 90 100 0 70 45 85 394.20 744.60
Proposed
Quantum
Installed
Unitwise
Effective
Effective
Capacity
Capacity
Share
Share
COD
UPCOMING
MU
PROJECTS
Assam apacit Development of the Assam er Sector Utilities nal Report Distribtion VIII-300
AF MERCO EMI - L
MM,
MW % % MW
YY
Mar 2,143 OT
PALATANA 740 33.06 33.06 245
3 .08
SUBANSIRI Mar 1,822
HEP
2000 47.27 10.4 208
3 .08
Mar 569.2
KAMENG HEP 600 23.5 10.83 65
3 2
Mar 3,298
NTPC, BTPS 750 50.2 50.2 377
3 .14 C
ADDL.
4090 894
CSGS_NER
Assam: Capacity evelopment of the Assam er ctor Utilities Final Report striution II-301
AF MERCADOS EMI - NDPL
CAIFI ! (I x )/ N
Where:
I Number of interruptions exceeding 10 minutes at a time for the voltage class.
Number of Consumers whose power supply remained off as a result of such
interruption.
N Total Number of Consumers in service at the beginning of year having that class of
voltage supply
The following types of interruptions shall not be taken into account:
Planned outages
Temporary interruptions of duration less than ten minutes
Outages due to failure of upstream power system including generation and transmission
network.
Outages due to Force Majeure reasons beyond the Companys control like fire, earthquake,
floods, storms, and riots.
CAIFI shall be calculated for a sub-station, for a circle and for the Company as a whole. The index
shall be expressed in number of interruptions per customer per year.
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-302
AF MERCADOS EMI - NDPL
supply.
Guaranteed Standards of Performance pertaining to customer-related services comprise:
1. Fuse-off /fault calls.
2. Line breakdowns.
3. Replacement of failed distribution transformers.
4. Replacement of damaged service line.
5. Complaints about meters and customers bills.
Guaranteed Standards of Performance pertaining to quality of power supply comprise:
1. Voltage variation limits.
2. Neutral voltage displacement.
3. Frequency deviation.
This indicator will be calculated as follows:
of erformance 1- Number of customers where any performance standard not met 100
Standards met Total number of customers served in the same period
standard not being met. A customer complaints comments database will be established to
record and monitor all customer complaints received. and
An independent audit of services in each field location to be established and manage centrally
within A DC .
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-303
AF MERCADOS EMI - NDPL
Collection Efficiency %
Total value (Rs. of payments received from customers for energy bills in a period 1%
Total value (Rs. of energy billed to customers in the same period
. System Pe Demand
This indicator measures the peak demand (in M on the electricity system in any given financial
year.
% of commercial
mgmt processes with No. of commercial management processes (above
documented policies with complete set of policies and procedures 1%
procedures 5
% of commercial
mgmt processes No. of computerised commercial management processes (above 1%
using MIS 5
4a. % of staff anager & ab with s lls as per ob Description as per S lls Audit
This indicator measures the extent to which each APDCL manager (i.e. those employees with an
organisational ranking of Manager or higher actually possesses the skills as required of them
according to each managers job description.
% of staff (Manager
above with skills ! ( % Skills rating for each manager
as per ob Total no. of employees at Manager or higher level within APDCL.
Description
An annual skills audit will be conducted by the HR department to assess the skills possessed by each
manager in accordance with those stipulated in each managers job description.
empl
paticipating in Total no. emplees in Pemance ncentive Scheme 100
mance Total no. emplees within APDCL
centive Scheme
4d (ii). % of staff with "good" morale rating or higher (as per Staff Survey)
This indicat meases the extent to which APDCL empl possess a high positive impession and
attitde towds thei compan thei job and wk envionment.
An al sve o all sta will be coted on a coidential, anomo basis (an extenal im
will be commission to collate the eslts). The sve will seek each emploees ating egading
is aspects thei compan wkplace and individal wk dties.
Assam Capacit Development the Assam Power Sectr Utilities Final eport Distribtion 305
AF MERCADOS EMI - NDPL
The Modified CAGR for each category has then been used to project the sales growth for the
respective category. owever, for a few categories where the MCAGR was found to be greater
than 10 , it has been capped at 10 . Similarly, where it has shown a negative growth, the
growth rate has been taken at 0 .
The sales projections have been projected for each category (and also the slabs, wherever
applicable) separately, based on historical data available.
The number of customers and connected load has been projected based on historical data
available for the Assam Distribution Sector as a whole.
In the absence of detailed and validated data for each of the distribution companies, the
number of customers and connected load for each distribution company has been estimated
based on the proportion of sales for the respective distribution company.
The aforesaid steps have been followed keeping in mind the boundary conditions for each
category (and if applicable, each slab). Wherever required, the figures have been sanitized to
eliminate apparent anomalies and logical inconsistencies (e.g. number of T Domestic and T
Commercial customers being 17,000 and 12,000 approximately as per Tariff Order 2005-06
for the Assam Distribution Sector as a whole, average connected load for Jeevan Dhara
customers being 0.76 KW etc
Under APDRP and ADB schemes, APDCL is putting in massive efforts towards strengthening
the transmission and distribution network with a view to improving the overall system
reliability. Coupled with the vigorous initiatives that have been taken to improve the PLF of
APGCLs thermal power stations as well as the necessary arrangements to import energy
during the lean hydro season, this is expected to significantly reduce the impact of
suppressed sales due to energy shortage and/or network outages.
In recognition of these welcome developments, the projected sales for FY 2010-11 for the Assam
Distribution Sector as a whole has been taken to be 75 MU higher than that computed based on
actual sales for Apr-Jun 2011-12 and historical sales figures and growth rates for the balance
9months. In respect of APDCL, the corresponding adjustment on account of reduction of
suppressed sales works out to about 23 MU. Similarly, for FY 2011-12, it is estimated that there
will a further reduction of 75 MU of suppressed sales for the Assam Distribution Sector as a whole
and a further 23 MU for APDCL.
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Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
Total
a 1001
Consumers
LT-I
evan 0 1000
Dhara
LT-II
872
Domestic A
LT-III
0
Domestic B
LT-IV
Commercia 94 114
l
LT-V
General
34 4 41
Purpose
Supply
LT-VII
0
Agriculture
LT-VIII
Small 1 1 1 1 1 1
Industries
Connection
4%
Growth
Per capita
Consumpti 8%
on Growth
Effective
b demand
growth
Energy
Billed non
c 458,049 514,
RGGV
(Units)
Energy
Billed
d -
RGGV
(Units)
Assam: Capacity Development of the Assam Power Sector Utilities nal Report Distribution VIII-307
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Leg Equtio
er
data Preset Year 1 Year 2 Year 3 Year 4 Year 5
d (Aual)
Total
ergy 1,043,84 1,139,59 1,245,83
e d lled 458,049 481 465 2 5
(Assessed)
(Units)
D Loss
(including P 3
theft)
h - - - - -
i FC - - - - -
Potential
Revenue
i or lled non sPs18 2,98 2,435, 2,08 3,04 3,450,51
c* 4 3 8 0 2
RGGV
(Rs.)
Avg tariff
for non
c RGGV 4.21 4.21 4.21 4.21 4.21 4.21
connection
s
Avg tariff
for RGGV
l 2.65 2.65 2.65 2.65 2.65 2.65
connection
s
Potential
Revenue
1,005,94 1,046, 1,088,02 1,131,54
m d*l lled - 250 0 8 5 6
RGGV
(Rs.)
Total
Potential 1,930,18 3,135,23 3,441,01 3,25 4,160,06 4,582,06
m Revenue 4 3 8 8 3
(Rs.)
Total
revenue
o
realiation ss47 2,59 3,081,42 3,386,10 3,32 4,103,22
(including 4 1 1 5 3
arrears)(Rs
.)
Arrear
realisation
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII-308
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Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
Revenue
o/(1- Realization
1,598,83 2,597,02 2,850,31 3,132,14 3,445,92 3,795,48
q p/2) or for current
8 2 5 7 7 2
n*r consumptio
n (Rs.)
Collection
r q/j% 83% 83% 83% 83% 83% 83%
Efficiency
1-(1- AT&C
s 42% 42% 42% 42% 42% 42%
f)*r Loss
Revenue
realisable
per unit by
t q/g 2.44 2.07 2.08 2.10 2.12 2.13
ASEB
before
Expenses
O&M cost
per
Q 20% 20% 20% 20% 20% 20%
revenue
realization
Operating
Cost
R o*Q 345,695 561,518 616,284 677,221 745,065 820,645
(Annual)
(Rs.)
Revenue
net of 1,253,14 2,035,50 2,234,03 2,454,92 2,700,86 2,974,83
S q-R
operating 4 4 0 6 2 7
cost
Energy
1,256,40 1,367,80 1,491,20 1,627,99 1,779,76
g Injected 654,356
1 7 2 5 5
(Units)
ASEB
realisatio
T S/g n per unit 1.92 1.62 1.63 1.65 1.66 1.67
after
Expenses
Feeder
Equati
Legend data Present Year 1 Year 2 Year 3 Year 4 Year 5
on
(Annual)
Assam: Capacity Development of the Assam Power Sector Utilities nal Report Distribution VIII-309
AF MERCADOS EMI NDPL
Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
RGGV
(Units)
Energy
Billed
d 000 379,600 394, 410, 426,
RGGV
(Units)
al
Energy
1,043, 1,139, 1,
e c+d Billed 049
2 7
(Assessed)
(Units)
D Loss
w (including 25% 21% 18% 16% 15%
theft)
Energy
e/(1- 1,172,64 1,211, 1,272,97 1,66 1,
x Injected
w) 1 1 3 9
(Units)
h EC -
i FC -
Potential
Revenue
1,930,1 2,167, 2,07 2, 3,072,04 3,
j c*k Billed non
4 3 0 2 7
RGGV
(Rs.)
Avg tariff
for non
k j/c RGGV 4.21 4.21 4.21 4.21 4.21 4.21
connection
s
Avg tariff
for RGGV
l 2. 2. 2. 2. 2. 2.
connection
s
Potential
Revenue
1,94 1,046,17 1,02 1,131,
m d*l Billed 967,
0 6
RGGV
(Rs.)
al
Potential 1,930, 3,23 3,441,01 3, 4,160,06 4,06
n j+m
Revenue 4 3 7 3
(Rs.)
al 1,47
o
revenue 4
Assam: Capacity Development of the Assam Power Sector Utilities Final Report Distribution VIII310
AF MERCADS EMI L
Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
realiation
(including
arrears)(Rs
.)
p
Arrear
realisation
Revenue
Realiation
1, 2, 3, 3, 3,
y n*z for current
consumptio
3 0
n (Rs.)
z
Collection
Efficiency
89% 94% 95% 95% 95%
A
1-(1-
w)*z
AT&C Loss
Revenue
Realied
1, 2, 3, 3, 3,
y for current
consumptio
3 0
n (Rs.)
Security
Deposit
(1.
n/12* 391,90
J
1.5 4
months)
(Rs.)
her
investment
K s by 100,000 100,000 100,000 100,000 100,000
franchisee
(Rs.)
L
I to 25%
Franchisee
Annual
122, 122, 122, 122, 122,
L*(J+K Earning to
M
) Franchisee
(Rs.)
Monthly
10, 10, 10, 10, 10,
Earning to
Franchisee
(Rs.)
Revenue
net of 2, 3,111, 3,21 3,
O y-M
franchisee 1 1
incentives
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Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
Energy
1, 1,211, 1, 1, 1,
n Inected
1 1 3
nits)
Revenue
realisable
per unit by
P O/x 2. 2. 2. 2. 2.
Franchisee
before
Expenses
Total
a 1001 2123
Consumers
Billing Cost
C # (Monthly)
(Rs.)
Length of
D the feeder 68
(km)
Maintenanc
e Cost
E # 000 000 000 000 000
(Monthly)
(Rs.)
Operating
Cost
F C+E
(Monthly)
(Rs.)
Operating
Cost
G F*12 101
(Annual)
(Rs.)
Revenue
2, 2, 2,23 3,311, 3,
H O-G for ASEB
payment
Energy
1, 1,211, 1, 1, 1,
x Inected
1 1 3
nits)
Franchise
e BST
after
P H/x Expenses 1.84 2.14 2.32 2.44 2.53
and
Incentive
s
ASEB
realisatio
T n per unit 1.62 1.63 1.65 1.66 1.67
after
Expenses
Assam: Capacity Development of the Assam Power Sector tilities Final Report Distribution II312
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Feeder
Legen Equatio
data Present Year 1 Year 2 Year 3 Year 4 Year 5
d n
(Annual)
Per unit
ED
charged
V 0.07 0.07 0.08 0.08 0.08
to
Franchise
e
Source Feedback
ntures Monthly Progress Report on Input sed Rural Franchisee Implementation in Assam
State Electricity
rd, Submitted to ct
Non-editable cells
Editable cells
Assam Capacity Development of the Assam Power Sector Utilities Final Report Distribution II-
AF MERCADO EMI - L
Technical sillsnowledge
Managerial and Leadership Competencies sillsnowledge
Any special sillsnowledge (such as negotiation slls)
c) Identify the gaps in these skill/knowledge sets for existing staff [Time*
2wks]
vey existing staff to determine which ones have a foundation of these sillsnowledge
For those having the foundation determine the gaps (i.e. that could be filled by training)
e) Identify those positions for which there are no qualified staff (i.e. need to be
filled from outside [Time* 2wks]
Reconcile into the aforementioned short-term Recommended Approach To Recruitment lan
mes shown are for each step and assume dedicated effort so total time for item 7 of the R C
road map would be 5 x 2 = 10 ws (starting from RC in place)
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Experience
o Seasoned R/Training professional with minimum 1yearexperience in a large
infrastructure industry ( of those years in a senior management position, ideally in the
power sector).
o Minimum year senior line management experience in a utility.
o Proven excellent performance related to the above.
Education
o Post Graduate Degree or Certification in R/Personnel Management from a recognied
university/Institute, or an MBA degree
Skills and wledge
o owledge of electric utility operations
o owledge of the strategic role of uman Resources Management
o owledge of best practices (R/Training), preferably in the context of electricity sector
in India
o derstanding of the key functional areas of R/Training (i.e. salaries and pay scales,
service conditions and employee benefits, recruitment and selection, training and
employee development, manpower planning, ob evaluation, human resources
information systems and records, performance appraisal, organisational development,
legislation applying to staff, union relations, staff relations and dispute resolution, R
policy, employee engagement and motivation)
o Basic management skills (planning, budgeting, leadership, team building, organising,
delegating, staffing, performance management etc.)
o Excellent interpersonal skills (including motivating and engaging staff, conflict
resolution)
o Excellent communications skills (written, presentation, negotiating, mediating,
persuading etc.)
o
Q-W CGM R See CGM R Role best qualified A highly qualified R executive
who can provide leadership to the
(6 mo.) (headquarters) external (1) development and implementation
of all new R developments for all
three utilities
Q-W iversity See RSC TOR best qualified See RSC TOR
(6 mo.) MBA graduate external (1) For the
(headquarters)
Q-W Executive First Batch to be trained best qualified Possibly each allocated to one of
Trainee (generic R training and the three (3) ones) Work duties
(6 mo.) worked in according to external (3) assigned to them in conunction
(entry level) process development) in each of two with the training
years)
Med. Executive Second Batch to be trained best qualified Possibly each allocated to one of
Trainee (generic R training and the three (3) ones) Work duties
worked in according to assigned to them in conunction
Assam: Capacity Development of the Assam Power Sector tilities Final Report Distribution
AF MCADOS EMI - NDPL
2.5 mo. Orient SC, new CGM and 1-day orientation: Facilitated by Chair
of G MBA graduate overview situation, SC with support
SC T by consultants
and
See ANN Training
Program Trainees and
Management
2 mo. re Executive Trainees first Entry level external hire See ANN and
batch (5) Training
Collaborate with Organisation
university faculties to
identify bachelor leve
graduates
Advertise externally see
ANN Sample ob
Postings and Ads
Involve SC in process
Assam: Capacity Development of the Assam Power Sector tilities Final eport Distribution -
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TIMING
2 mo Hire HR Executive Trainees Entry level external hire See ANNEX HR and
second batch (5) Training
Collaborate with Organisation
university faculties to
identify bachelor level HR
graduates
Advertise externally see
ANNEX Sample Job
Postings and Ads
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An Annual Action Plan ar One for the first year that builds on the Action Plan for the first
quarter
Action Plans for quarters III- of the first year that are revisions of Annual Action Plan ar
One
An Action Plan for ars One Two
An Annual Action Plan ar Two for the second year that builds on the first Annual Action Plan
ar One as well the Action Plan for ars One Two
Action Plans for quarters III- of the second year that are revisions of Annual Action Plan
ar Two
An Action Plan ar Three and yond (this plan must of necessity be based largely on
roectionsemanating from all previous action plans)
Consultant Recommendations for Priority Order of Business for HRSC (Action Plans)
The HRSCs first order of business should be to develop two action plans
1. The first quarterly Action Plan per the HRSC terms of reference (Number One Priority).This
plan should include (a) deliberation by the HRSC on and gaining approval of the roadmaps
recommended by the Consultants for each recommended action (b) development and
distribution of a Communication Plan as described in the action plan section of this report (i.e.
a plan that encompasses the HRSC terms of reference/modus operandi membership and on-
going versions of HRSC quarterly action plan and thoroughly taking into account a distribution
to all that need to know (senior management affected management all stakeholders
involved etc.) and (c) specific role of the HR consultants with respect to each action step
within the time period of the consultancy (this portion of the first quarterly action plan may
have to be revised as needed in subsequent action plans
2. An Action Plan for ars One Two
Mandatory Inclusions In Action Plans
Each Action Plan must cover
Detailed description of all actions (steps and sub-steps)
Sequencing and time targets for all actions
Goals of each action and measurement indicators
Monitoring and evaluation protocol
Communication requirements (all those that need to know)
Resource requirements (direct and indirect as applicable approvals as applicable monetary
and non-monetary etc.)
Responsibility assignments
Professional and management staffing requirements for HR and Training (skills and
knowledge required for HR/Training processes and related types and levels of positions..
Recommended Topics/Issues for HRSC first quarter action plan and Annual Action Plan
Year One
In this report the Consultants have provided (in the Action Plan sections) proposed roadmaps for a
number of HRM initiatives. The HRSC as it gets operational should drive these initiatives and include
them in HRSC Action Plans. The following table suggests how HRSC role should unfold.
Enhance HR Function Minimal up-front role HRSC (input role medium term)
Assam Capacity Development of the Assam Power Sector Utilities Final Report Distribution -
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Human Resources Information System Priority involved role HRSC as soon as possible
Manpower Planning and Recruitment Priority involved role HRSC as soon as possible
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All such recommendations submitted by the HRSC will include information on resource
requirements budgetary staffing use of eisting process and staff etc.
The CMD Disco ADC will consult with the CMD Genco AGC and CMD Transco AEGC
before approving a recommendation. In cases where a recommendation or part of a
recommendation is not acceptable to one of the utilities the matter in dispute will be referred
back to the HRSC to resolve such that there is a consensus if the matter cannot be resolved
then any of the three CMDs may approve those portions of the recommendation that are
acceptable.
The Chairperson of HRSC may recommend changes deemed necessary in the membership of HRSC if
such changes are consistent with the composition structure guidelines above. Such recommendations
will be submitted for approval to the CMD Disco ADCL or the CMD Genco AGCL or Transco
EGCL as applicable.
1.7. OUTSOURCING
One of the needs epressed during meetings with key stakeholders was to eplore areas of work that
could effectively be outsourced in Distribution.
sed on information from secondary sources the following are some findings
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APDCLs review of their own experience of franchising under the RGVVY Scheme to determine
extending franchising to more areas.
Bill printing by some Utilities (MSEDCL) is also outsourced. Normally under this, transferring
of printable file to bill printer (for printing) takes place and the printer transfers all the printed
bills to the bill distributor.
Cash/Cheque collection through outsourcing by way of ATM, direct debit facility , drop boxes
etc in Urban areas and Mobile cash collection vans for rural areas is another area that is
outsourced.
Call centre operations- handling communication with the consumers, registering and tracking
consumer complaints.
Fuse call centre (at subdivision level) have a telephone attendant, one Lineman/ALM and
1ALM/Line helper team generally round the clock (for urban areas)-the Telephone Attendants
have been outsourced.
For various field O & M work , contract for supply of vehicles with drivers on 24 hours basis, is
given out on contract
Currently Outsourced Distribution in Assam
Sahayaks approx. 25 %
Billing Clerks approx. 20 %
Meter Readers approx. 50 %
Outsourced Distribution NDPL
Meter reading
Collection van drivers;
Telephone operators-complaints;
All Un skilled and Semi Skilled work like labourers accompanying lineman
Data punching for billing
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b) Scheduling
Cumulative 8 weeks: 1 week modules spaced so that on-the-job training can be
performed in between
Plan to be developed by the senior HR management of each utility in conjunction with
the HRSC
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