BEM Singrauli

SIPAT
NTPC INTERNAL ASSESSMENT

FOR BUSINESS EXCELLENCE
( 2010 )
ASSESSMENT DOCUMENT
NTPC Limited
(A Government of India Enterprise)
Sipat Super Thermal Power Project

P.O. Ujjwal Nagar - 495555, Dist. Bilaspur, Chhattisgarh
NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010
CONTENTS SlNo. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 Overview of NTPC Sipat Station Level Position Report HR & CSR Position Report CRM & Commercial Report CHP & MGR Functional Level Report Chemistry & EMG Functional Level Report Main Plant Operation & EEMG Functional Level Report Hospital & Safety Functional Level Report Contracts & Materials Functional Level Report Finance & Account Functional Level Report Mechanical Maintenance Functional Level Report Electrical Maintenance Functional Level Report Control & Instrumentation Maintenance Functional Level Report Abbreviations Description Page No. 3-9 8-24 25-35 36-41 42-47 48-53 54-61 62-67 68-72 73-79 80-86 87-92 93-99 100-101
NTPC SIPAT
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Overview
National Thermal Power Corporation Ltd was formed in 1975 as a Central Public Sector Undertaking by an act of Parliament. It was entrusted with the responsibility of capacity addition through thermal power generation. During the last 35 years of its existence, it has grown to become Indias largest power utility with an installed capacity of 31704 MW as on 31.03.2010 with geographically disbursed generating stations across India. NTPC Limited is currently having NTPC - Vision 19.88 % of installed capacity in India as on 31.3.2010 and generated 28.6 % of the total electricity generated in the A WORLD CLASS INTEGRATED POWER country during 2009-10. Coal stations of NTPC Limited recorded PLF of 90.81 % in 2009-10.NTPC Limited has been MAJOR POWERING INDIAS GROWTH WITH granted Maharatna status by Government of India, Deptt. of INCREASING GLOBAL PRESENCE Public Enterprises, Ministry of Heavy Industries & Public Enterprises on May 19, 2010. NTPC Limited has been Fig-O.1 selected as the No.1 Independent Power Producer in Asia 2009 in the PLATTS Top 250 Global Energy Company 2009 survey". In the year 2005, the company got renamed as Limited with new Vision as in Figure O.1 and new Core Values as in Figure O2. With the deregulation in the electricity sector, NTPC Limited is moving towards a Our Core Values competitive environment. With this changed vision, the BCOMIT company has targeted entry into several other areas of power B- BUSINESS ETHICS generation like hydro, nuclear, wind power etc. As part of this C- CUSTOMER VALUE strategic shift, NTPC Limited has plans for both backward O- ORGANISATIONAL AND PROFESSIONAL PRIDE AND TRUST integration into coal mining, equipment manufacture, and also M- MUTUAL RESPECTSPEED I - INNOVATION AND plans for entering into electricity trading through power T TOTAL QUALITY FOR EXCELLENCE exchanges as a strategy of forward integration. JVs with BHEL Fig O.2 and Bharat Forge Ltd. have been formed for power plant equipment manufacturing. NTPC acquired stake in Transformers and Electricals Kerela Ltd. (TELK) for manufacturing and repair of transformers. With Forward integration strategy, NTPC entered into electricity trading through power exchanges, bulk power purchase with sound business entities like Railways, Sail etc. Today, NTPC Limited is targeting to become an Our Corporate Mission integrated power major contributing to Indias growth and a global presence with a changed Vision, Core values, Corporate mission as in Figure O3 and Corporate objectives DEVELOP AND PROVIDE RELIABLE under the new Corporate Plan 2017, NTPC Limited is POWER RELATED PRODUCTS AND SERVICES AT COMPETITIVE PRICES, targeting to reach 50000 MW in 2012 and 75000 MW by 2017. INTEGRATING MULTIPLE ENERGY After two rounds of divestment Govt. of India now holds 84.5% SOURCES WITH INNOVATIVE AND ECO of the total equity shares of NTPC. NTPC today has 15 Coal FRIENDLY TECHNOLOGIES AND based, and 7 Gas based power stations and 4 joint venture in CONTRIBUTE TO SOCIETY. its fold.
Fig O.3
NTPC Sipat Super thermal power station is located at 22 KM from Bilaspur city. Coal is received from Dipka Mines of M/s SECL and water from RBC Hasdev Barrage. Initial approved Capacity of the plant 2980 MW with St-I -1980 MW (3x660 MW) and State II with 1000 MW (2x500 MW Commissioned in is 2008NTPC Sipat- Awards & Records 09). Its stage-I units are the 1stSupercritical "Chairman's trophy for excellence in maintaining financial accounts" for 2008-09. technology plant of NTPC family and Sipat house journal Nirjharini adjudged best in NTPC & poised to commence 1st unit operation by 3rd best in the country Dec 2010 on completion of erection & Sipat professional circle "Spark" adjudged winner in the commissioning activities. Unit # 2 and 3 are NTPC PC convention held at cc in Aug09 expected to complete erection & Sipat team emerged regional winner NOCET-2009 commissioning activities in 2011-12. High PLF of 94.69% in the first year of operation in 2008Awards and records of NTPC Sipat is 09. depicted in Fig. O4. A snapshot of NTPC Fig- O.4 Sipat project is shown in Fig.O5.
NTPC SIPAT
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Product delivery mechanisms and customers : The Prime service criterion of NTPC Sipat is to provide uninterrupted quality power to customers. Electricity generated by NTPC Sipat is governed by WREB and is carried through PGCIL run transmission lines. The location of Sipat in the Western Grid allows it to occupy a pivotal role in the energy scenario of this region. The station gets the generation schedule daily from the WRLDC. Based on the assigned SG, power is delivered to its Customers, who are the SEBs (Bulk power purchasers) or TRANSCOs of the States with whom long term PPAs have been signed in the inception stage itself .The power is transferred to beneficiaries through dedicated 765 and 400 KV transmission lines. Sipat adheres to its agreed schedules.
Employee Profile
A SNAPSHOT OF NTPC SIPAT Total Installed Capacity Number of Stages Units 2980 MW I II
Source of Coal Project Funding Beneficiary states Transmission Lines Nos.
3x660 MW 2x500MW (Under Project (Operating Implementation) Units) SECL, Dipka mines, Imported coal ADB, KEXIM, ABB Sweden, Internal Resources, Euro Bond Madhya Pradesh , Gujrat, Maharastra, Goa, Chhattisgarh 132 KV 765 KV 400 KV 2 Fig O.5 6 2
The station is manned by technically qualified and trained people. Fig.06 shows the total no of employees
along with their qualifications. As equal opportunity employer NTPC Sipat has given employment to SC/ST/PHC etc as well as PAPs. NTPC Sipat has around 1000 employees of associates and contractors who are executing select outsourced service processes like maintenance , overhauling and housekeeping and catering, based on well developed practices over the years. It has well developed safety practices in line with OHSAS, covering all the employees. Manpower Details of NTPC Sipat (31.05.2010) The employees in the workmen level have Category Number Post Graduate Diploma Others organized unions for resolving the various Graduate IR issues with station management on Executive 539 91 387 29 32 behalf of their members. It also has bipartite 19 4 5 10 and tripartite committees at the corporate Supervisor 46 27 232 levels in which these unions participate. Workmen 346 41 Sipat station has a dedicated township for Total 904 136 56 274 438 its people with all facilities like hospital, Fig- O.6 schools, bank and other recreational amenities.
Technology, Equipment and Facilities : The power plant basically operates on Rankine Cycle (Thermal Cycle). Rankine cycle consists of mainly three processes Heat addition in Boiler, Work done in Turbine, Heat rejection in Condenser. NTPC Sipat Stage-II, turbines are KWU, Germany design reaction turbines. Boilers are CE design high pressure boilers and Generators are Siemens, Germany design. All the major equipment systems i.e. Boilers, Turbines, Generators and their auxiliaries are supplied by M/s BHEL. Coal Handling Plant, Fuel Oil Handling Plant, DM Water Plant, Cooling Towers, Ash Handling Plant and ESPs are associated facilities, which complement in environment friendly operation of power station. Stage-I units are supercritical technology being introduced first time in India and in NTPC. The turbines are Power Machines Russian make and 660 MW sets having one HP one IP and two LP turbines. The boiler is drum less high pressure supercritical boilers of Doosan Korea. All the Control Rooms are equipped with State Of The Art DDCMIS.NTPC Sipat has 765 KV and 400 KV Switchyard with bulk power handling equipments, used to transmit the power to Western Grid. The 765 KV switchyard and transmission system is first of its kind in India. Regulatory Environment : The operational norms for generation of power and tariff for sale of power are given by CERC. Norms as given in IEGC for a stable grid operation is applicable to NTPC Sipat. The newly introduced Electricity Act 2003 has brought a set of challenges to the station like operating in a competitive environment under the ABT regime. Different regulations and acts applicable are shown in Fig.O.7.
NTPC SIPAT
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Organizational Relationships NTPC is headed by the Chairman and Managing Director. He is supported by Directors at Corporate centre. Every region has Regional Executive Directors and under them different units are headed by the respective GMs/ EDs. Sipat station is headed by a senior executive in the level of ED. He is supported by a team of HODs in the level of AGM/DGM who function as the process in-charges of all the identified processes as detailed in Fig.O8 & O9. State Electricity Boards (SEBs) are the main customers of power. Western Region Load Dispatch Centre (WRLDC) coordinates the overall grid operation of western grid and gives the generation schedule to Sipat which is monitored at every 15 min interval. Uninterrupted supply of quality power is the only requirement of SEBS. SECL, IOCL ,Power Machine, Doosan , & BHEL are main suppliers to Sipat. First two suppliers deliver primary and secondary fuel whereas Power Machine, Doosan and BHEL are the major supplier of spares. Sipat has long term MOU/Agreements with all of them for steady supplies.
NTPC Sipat- Regulatory Environment

Water (Prevention & Control of pollution) Act Rules 1974. _ Water Cess Act 1977. _ Air (Prevention & Control of pollution) Act & Rules 1982. _ Environment Protection Act 1986. _ Hazardous Waste Management & Handling Rules 1989 Amendment 2000. _ Factories Act. _ Indian Boiler Act. _ Static and Mobile pressure vessel rules. _ Petroleum Act & Rules. _ Indian electricity Act & Rules. _ Noise Pollution Act & Rule. _ Battery (Management & Handling) Rules 2001. _ Ozone depleting substances (Regulations) Rules. _ Indian explosive Act & Rules. _ Fly Ash based product Rules. _ Manufacturing Storage & Import of Hazardous Chemicals Rules 1989 + Amendment 2000. _ Central Motor Vehicle Act & Rules 1988. _ Indian Explosive Act 1884. _ Gas Cylinder Rules 1981. _ Bio medical Waste (Management & Handling) Rules -1998. _ Atomic energy commission Rules for Handling of Radio Active substances.
Fig- O.7
Competitive Environment : Within the operational norms laid by CERC, NTPC Sipat generates power and fed in the western grid. The major competitors within the western region are the other thermal generators in private sector and state operated generating stations. The challenges facing the station are the new thermal stations coming up in this region like UMPPs and also the likelihood of bulk power supply from other stations into the grid. NTPC Limited has started using the international data base like that of NERC in USA in its inputs for getting benchmarked against the best in the world on critical performance parameters. Strategic Challenges : The coal quality and availability is emerging as a new challenge. Present FSA agreement is for 90% of installed capacity generation. Fuel supply for above 90% installed capacity need to be assured. To counter the threat Sipat has adopted short and long term approach. As a short term measure Sipat has started importing coal from abroad and supply of coal from Singrany Mines on e- action basis. As a long term measure company level decision to venture into coal mining and oil/gas exploration. Another challenge facing the station is the regulation for achieving 100 % ash Utilization. Detailed action plans are made for meeting such a huge challenge of using all the ash generated from the station on a continuous basis. Entry of IPPs may increase attrition rate in the coming years and likely to become a major challenge considering the present position. To forestall any such scenario NTPC as a company is taking every measure to make itself a best place to work. Well defined career growth, best financial package on C-to-C basis. With the addition of every single generating entity the pressure on already scarce resources like coal and water will further increase. To preempt such threats Sipat has already entered in to long term agreement with Water Resource Department and Coal India for uninterrupted supplies of these two vital inputs. Skill development for maintaining highest standard of performance, specifically with regard to supercritical technology, boiler & turbine. A no. of executives have already been trained for supercritical boiler simulator at PMI Noida. At Sipat for operational training a simulator is being installed.
NTPC SIPAT
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Performance improvement Being a central generating station catering to all western region states, operational norms are prescribed by the CERC. To operate within these norms, systematic improvements in line with the key targets indicated in MOU focus on efficiency, energy conservation, and resource conservation are taken up. Through the process of Performance Evaluation Matrix , all the operational processes have been brought under an evaluation matrix and are reviewed every month in ORT meeting. Specific process based improvements have been brought under the structure of Performance Improvement Projects. Technical Audits of processes are conducted regularly. The results of these audits are one of the key inputs to taking up further process improvements covering operation and maintenance areas of the station. Learning and sharing Sipat has a Employee Development Centre for conducting in house programme for its employees. It is supported by corporate level Power Management Institute Noida (PMI). NTPC Sipat lays emphasis on learning and sharing of knowledge through training ,developmental activities, NOCET, Business Minds, KM Teams, Quality Circles & Professional Circles presentations by employees. NTPC intranet have dedicated pages for sharing of internal learning and knowledge by all departments. All this in-house knowledge is accessible across the organization. With the introduction of ERP a dedicated KM (Knowledge Management) portal has been opened which is accessible to all the employees wherein domain based knowledge capturing, storing, accessing has been implemented across the organization. Yearly HOD meets for all the functional areas of station are held at Corporate Center where company wide exchange of knowledge takes place. Corporate Social Responsibility At the corporate level a dedicated nodal agency called as NTPC foundation had been set up in 2004 by NTPC Limited exclusively to focus on society initiatives at national level. In line with its corporate level commitment to society initiatives, NTPC Sipat has a dedicated CSR cell. The key initiatives targeted through this are social development oriented projects, support to PAPs to organize self help groups, support to education etc. To support future technical manpower of the country one ITI at nearby town Baloda is being set up by NTPC Sipat. To cater growing needs of information technology NTPC is setting up one IIIT at Raipur. The coordination for set up is being done by NTPC Sipat.
Chairman & Managing Director
Director (Human Resource)
Director (Commercial)
Director (Technical)
Director (Finance)
Director (Projects)
Director (Operation)
Regional ED (North)
Regional ED (East-I)
Regional ED (East-II)
Regional ED (West)
Regional ED (South)
Regional ED (NCR)
ED (Korba)
ED (Sipat)
ED (Vindhyachal)
GM (Kawas)
GM (J.Gandhar)
GM (Mouda)
GM (Solapur)
GM (Gadarwara)
AGM (Lara)
Fig- O.8
NTPC SIPAT
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Executive Director (Sipat) DGM(EEMG) AGM(O&M) DGM(ME) AGM(EE) AGM(Projects) AGM(C&I) AGM(Civil) DGM(Contrt.) DGM(Material) AGM(C&M) CMO (Med.) DGM(HR) DGM(F&A) DGM(BE) DGM(TA) AGM(FM) DGM(Vig.) DGM(EMD-I) DGM(EMG) DGM(EMD-II) DGM(FQA) DGM(CSR) DGM(IT) Mgr (Safety) DGM(Civil) DGM(MGR-M) DGM(FC) DGM(MGR-O) DGM(CHP-O) DGM(CHP-M) DGM(MTP) DGM(C&I-I) AGM(C&I) DGM(C&I-II) AGM(O) DGM(TS) DGM(Chem) DGM(EC) DGM(O) DGM(Comg) DGM(Comcl.) DGM(TMD) AGM(MM) DGM(BMD) DGM(AHP)
Fig. O9
NTPC SIPAT
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STATION LEVEL
POSITION REPORT
( 2010)
NTPC SIPAT
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CRITERION 1: LEADERSHIP 1a. Leaders develop the mission, vision, values and ethics and act as role models. The leadership of NTPC has developed the Mission, Vision and Values after extensive discussion with both internal and external stakeholders of the Organization. The HOP, NTPC-Sipat participated in formulation of Vision, mission and core values along with NTPC Corporate Leadership, which include the Regional EDs and Other BUHs. Leaders at NTPC envisioned the future of the organization with the active participation of its employees, and identified a set of shared values called core values of NTPC which form the guiding principles for developing organizational culture & values amongst its employees. NTPC first revisited Core Values in 2000 taking into account the changing business scenario. Then in Nov 2005, NTPC revisited and revised Core Values as detailed in Fig.O2, through a process of building shared views in conjunction with all NTPC stations, including NTPC Sipat. The Vision, Mission and Core Values have since then been widely shared among each and every employee across all the NTPC stations for their actualization.
Vision- New Horizon
World class Integrated Power Major Powering Indias growth Increased global presence To benchmark & adopt Best practices To pursue profitably opportunity in the energy chain, including ,especially backward integration to secure its raw materials such as coal gas, renewable etc. To keep growing in order to maintain and increase relative position in power High morale and pride in all its employees in being contributors to an emerging global economic power. To pursue opportunities in Asia Pacific, Middle East, Africa and elsewhere in all its areas of existing and new competences. Mission Develop
Mission Compatibility with Vision

Attribute Objectives/ Goals More and more Power Plants in India abroad to meet fast growing Power requirement Sustain high PLF & Availability Including Ash utilization O&M, R&R, Consultancy Continuous cost control and reduction Backward and forward integration & diversification R&D, Technology development Pollution control Through NTPC foundation & NGOs
Reliable Power Related Products Services Competitive Price Integrating Innovation Eco-friendly Society Service
Fig- 1a.1
Fig-1a.2
Leadership at NTPC-Sipat adapted the Vision, Mission and Values of NTPC Limited, a member of Maharatna family. and are communicated to one and all across the organization through dialogues, talks, displays and open house sessions. The explanation of Vision is given in Fig.1a.1. The Core Purpose of the NTPC-Sipat is stated in the Mission statement itself and the related objectives are in line with the Mission as shown in Fig.1a.2. NTPC core values BCOMIT are the guiding principles of NTPC Sipat and describe how Organizational Values are shared Communicated and cultivated across to people. Various initiatives are taken by leadership in the actualization of these values Fig.1a.3. Core value actualization plan and its implementation is shown Fig.1a.5 Effectiveness of Personal Leadership behavior is assessed through: LEAD (Leadership Assessment and Development System) for the top management Fig. .1a.4 At present the HOP (Sipat) is assessed under LEAD and subsequently AGMs are also to be included. For Executives at E5 level, Development Center is the forum where personal effectiveness & behavior is gauged and then individual development plan is communicated them. Leaders get feedback through Employee satisfaction surveys ,BODH Surveys, etc as detailed in criteria 7a.
Value Actualization Plan
Value Handbook distribution Timeless Treasures containing moral stories is distributed to all Core Value Actualization Workshop conducted for all employees every year (6 10 workshops conducted every year) Rating of employee on core values actualization in his annual appraisal. Stories demonstrating ethical or moral conduct of employees is published in magazines and circulated Manveeyata Puruskar is awarded to recognize such people
LEAD Objectives
To build a competency based global level leadership pipeline in the company. To enhance transparency and openness in the competency assessment, feedback development and growth. To prepare right people for key higher positions at the right time, manage transition and maintain continuity in leadership roles. To provide critical inputs to the top management on senior executives managerial competencies, leadership styles and behaviors as part of career and succession planning
Fig- 1a.3
Fig- 1a.4
NTPC SIPAT
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Definition Business Ethics
Core Value Actualization Behavior Courteous, responsive to stakeholder needs, sharing Best Practices
Practice Transparency in Accounting / Financial reporting. Commitment to DC through efficient operation Right to information (RTI) cell opened
Customer Focus
- Fig. High level of Morality & Fairness in all the actions. - Be Transparent in dealings. - Comply with all guidelines relating to disclosures under various acts and rules - Comprise of Principles and standards that guide behavior in the world of business - Are right or wrong, acceptable or unacceptable behaviors within the Organization - To have a Conviction that the Customer (External & Internal) is centre of all activity - To be Courteous, Sincere, Patient and Sensitive to the Customer and honor Commitments on Time. - Attempting to surpass customer satisfaction with an endeavor to achieve customer delight - Hold the company in high regard and have a sense of ownership in it. - Hold your profession in high esteem and take pride in belonging to it.
Honor commitment Fulfilling customer needs like service, promptness, Quality and value Achieve customer delight.
Organizatio nal & Professional Pride
-Sense of belongingness -Projecting positive image of NTPC -Loyalty and commitment to organization. Acknowledging dignity and individuality of All. Having Regard and faith in fellow members Cherish virtues of team. Believe in action and ready to take first step Self driven and self motivated Willingness to experiment and take risks.
Mutual Respect & Trust
- High regard for and faith in the Fellow organizational members - Belief in collaboration and openness and to have a good team spirit. - Thinking new and ahead ; being swift Without compromising on quality - Being creative and innovative and to have the willingness to experiment and take risks.
Daily communication with RLDC. Started External customer perception surveys through WRHQ. Internal Customer Meets Senior leadership interaction with customer. NTPC flag, NTPC logo Starting SMC meetings and official functions with NTPC Geet. Representation in Local professional bodies. Conducts open house sessions and Dialogue meetings Sharing of information on intranet. Understanding and confidence. NOCET, Business Minds .Medha Pratiyogita. Speedy implementation of SAP (2008-09) & EPMS(200910). Fast-track implementation for importing coal to meet coal requirements (2009). Performance Improvement Projects Business Excellence department (2009). Implemented TQM concepts QC, PC, Benchmarking, Suggestion scheme, NTPC Internal BEM roll out (2010)
- Believing in pursuing excellence in all spheres of activity; Pursuing Excellence in - Making continuous efforts in improving standards of all spheres of activities performance, systems andprocesses - Bringing quality in all activities including day-to-day Bringing highest quality transactions through the involvement of all stakeholders involving stakeholders - Striking the balance between systems and people - Adopting systems and processes for continuously Continuously meeting the satisfaction of Improving performance, customers systems and processes * Assessment & Refinement through Value audit, Employee satisfaction Survey and as a part of PMS for executives. Total Quality for Excellence Fig-1a.5
Innovation & Speed
NTPC Sipat vision is to be world class power major powering India's growth. NTPC Sipat power station stage-II has 2x500 MW units which are latest BHEL design in category and are performing to its fullest capacity since COD and thus contributing to India's growth. The stage-I 3x 660 MW units which are under project implementation are supercritical units having better efficiency than subcritical units and hence will produce power with lesser effect on environment and NTPC-Sipat becomes truly world class power generating station. For powering India's growth, the leadership at NTPC-Sipat sets stretched targets (MOU) for generation. Stretched target generation is achieved by extensive planning in planned outage and reducing forced outages. These plans are projected in Business Plan and targets are set in KPAs of leaders. Targets set and actual performance are being reviewed in ORT, ROPR, MCM & RMC meetings. Leaders deduce the vision statement and converts into KPA targets of departmental executives. Leaders translate vision, mission into actionable and understandable deliverables as shown in Fig. 1a.2. Annual Appraisal Reports (PACE) for review and improvement of effectiveness of leadership behavior.
NTPC SIPAT
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Leaders take keen interest in improvement activities. MOU target Vs actual performance gap is analyzed and action plan prepared for meeting or exceeding the targets. Each year Performance improvement projects are taken as internal MOU. Leaders act as responsibility heads and encourage members of improvement projects for active involvement and work for achieving the target. For financial year 2010-11 we have taken 14 improvement projects and one process benchmarking project. Suggestion scheme is implemented in station and employees actively participate. Valuable suggestions which are implementable are awarded on Independence Day and Republic Day. PC & QC conventions are organized every year. Our PC " Spark" was adjudged as Winner in 8th NTPC Level PC convention held at PMI Noida. In 2009-10 Sipat PC team represented regional level and adjudged 2nd runner up. QC activities started in 2009 and our team participated in regional level and adjudged as 1st runner up. QC teams also represented NTPC level, and National level in NCQC-2009 organized by QCFI. TQM coordinator discuss about improvement projects in O&M / SMC meetings chaired by HOP, who encourages departments to take up improvement projects. DGMs act as process owners for improvement projects. Targets of improvement projects are set with team members. Theme based improvement methodology like- safety, environment, efficiency etc are taken in QC / PC projects. Results of improvement projects ,QC,PC are compared in participation in various conventions and meetings. TQM activities are monitored in ORT meetings where ORT coordinator also shares the information of improvement projects of other stations in region / country. Leaders depute executives to other projects / organization to study best practices in industry. Executives of Sipat have visited Talcher (Kaniha) for once through boiler and Dahanu Plant. Findings of CFTs, BM project implementations are reviewed in ORT and special review meetings by HOP / O&M Head .
1b. Leaders define, monitor, review and drive the improvement of the organizations management system and performance. Strategic goals are defined by Leaders in line with Vision & Mission and results to be achieved by the station in MOU, agreed and signed by HOP with RED. This MOU contains short term and long term plans for station. MOU is derived from 15 year Corporate plan and 5 year rolling business plan. These short and long term plan
Reviews At Corporate Level
Forum ECM / MCM Chaired by CMD Representations Dir,All EDs,BUH Governance Agenda Corporate level policy and strategy and performance People related Policies People and Productivity Regional Level Strategy, Performance People related issues People and Productivity.
National Bipartite Committee NTPC Joint Performance Committee RMC Unions/Associations meeting with EDWR Regional Joint Performance Committee
CMD D(HR)
National Leaders oF Unions, full Time Directors,HR functionaries BUHs Union Leaders, full Time Directors, HR functionaries & BUHs
Reviews At Regional Level

RED(W) RED(W) ED (WR), BUHs of Region Union & Associations Representatives, ED (WR), BUHs of Region Union & Associations Representatives, RED (W),BUH of region,HR Heads.
RED(W)
Fig-1b.1
progress is reviewed against target at different forums as shown in Fig. 1b.1 & Fig.1b.2.The SCE has a facility for monitoring through CCTVs located in the critical locations, from his desktop. These cameras have 180 deg swivel and zooming facility, so that even the minute details can be observed. Project site has also got CCTV installed at various locations.HOP can monitor project activities and safety aspect from his desk. HOP has monthly site visit schedule of different locations of plant and township for direct monitoring and reviewing the actual status of improvement activities. Finding of various audits such as technical audit are monitored monthly in ORT meeting.The MOU targets for the year are derived from the Long Term goals as covered in 5 year Business plan.
NTPC SIPAT
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NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010 Reviews At Project Level Governance Agenda MOU, CC and Regional issues, Unit Level Issues, Resources, Ash Utilization and Safety. MOU, CC and Regional issues, Comparison with NTPC/All India Stations, All Unit Level Issues, BE, Resources, Ash Utilization and Safety Cost & Budgetary Control Plant Operations, Maintenance Planning Plant Operations, Maintenance Planning , Spares and Contract Review. Project Progress Review. Environment and ash utilization Safety aspect of Plant, People . Overhual Preparedness. Review of CSR activities. Departmental performance / progress review
Forum SMC ORT
Chaired by HOP HOP
Representations HODs and DROs
Frequency Fortnightly Monthly
Representatives of WRHQ, CC (if required), HODs HODs, HODs of O&M & Middle Management of O&M HOD (M&CS), HODs of O&M, HOD (F), Middle Management of O&M Representative from CC, Project HODs EMG Group, HODs. HOD(safety), EICs, HODs HODs, O&M Executives HODs, HR, CSR executives Departmental HOD and executives Commandant (CISF), HODs,
Finance Review MTP Meeting O&M Review
HOP AGM(O&M) HOP
Monthly Daily Weekly
Project Review EMG Review Safety Review OPI Review CSR Review O&M Departmental Meeting Security Review BE Review Safety Committee
HOP HOP HOP HOP HOP HOP
Monthly Monthly Monthly Monthly Monthly Monthly
HOP HOP HOP
Plant Security Issues
Monthly Monthly Monthly
HODs and steering committee TQM Initiatives, Improvement project monitoring members. Union Nominated People Safety Representatives, Nominated Officers, Safety Officer Fig-1b.2
1c. Leaders engage with external stakeholders. Key External Stakeholders identified are Key Stakeholders of NTPC Sipat shown in Fig. 1C-1 along the value chain Sub Group Key Stakeholder Group Suppliers & Raw Material Supplier SECL, IOC, Indian Railways, and beyond. The key stakeholders are for Partners Irrigation Deptt. supply of raw materials, process & Technology Providers & BHEL, SIEMENS, ABB, Power technology management, delivery, EPC Contractors Machine, AREVA etc. customers service providers, regulatory Customers Electricity Users SEBs,SLDC,PGCIL bodies, society and technological Regulatory authority WRLDC,WRPC institutes. As shown in Fig. 2a.1 there are Service Research and CENPEEP, IITs,Labs different forums/interaction modes for Providers Engineering Institutes Service Providers ICH,CCISF,Banks,Hospitals understanding their needs and Society Community around Villagers, Panchayat expectations. Leaders of NTPC Sipat plant members strive to develop confidence and trust not Govt. Authorities Dist. Authorities, only amongst employees but also with Fig-1c.1 other stakeholders. Customer is the primary reason for our being in the business. Top Leadership on daily basis monitors NTPC-Sipats performance with respect to Customer requirements and demands personally in addition to structured review process. Being a Power Generating Station, aim of NTPC, Sipat is to supply reliable and quality power by maintaining highest PLF, Availability,frequency etc.. Leaders personally monitor these parameters. Customer requirements are assessed though IT infrastructure in real time. Leaders meet the Customers in OCCM, PCM, Customer Meets and WREB meeting as illustrated in Fig.1c.2. The HOP of NTPC Sipat directly interacts with various customers and partners namely SECL, Irrigation Dept, state administration, CSEB and other statutory authorities to ensure smooth business transaction. The interaction with customer along with functional responsibility assigned to respective HODs can be broadly in the areas commercial and technical Fig.1c.3. NTPC Sipat strives for grid stability joins hands with customers and other players in the exercises performed by WRLDC like adoption of PSS in all units of Sipat.
NTPC SIPAT
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Regular Interaction at Customer NTPC Leader Agenda Frequency Mode Various levels takes place Representative Participation between NTPC and BHEL OCCM SEBs, WRHQ & Station Demand, supply, quality Quarterly WRHQ,RLDCs. representative of power & grid discipline both in their Manufacturing SEBs, WRHQ, WRHQ & Station Commercial issues and Quarterly units and our Plant. Leaders CCM RLDC, REB commercial heads bilateral power exchange Interact with the Personnel SEBs, REB, WRHQ & Station Protection and stability of Quarterly PCM of BHEL coming to Sipat for RLDCs. heads/ nominated WR GRID overhauling/maintenance/co officers of EM Top management Corporate center, To know customer Yearly. mmissioning, Follow-up etc,. Customer of SEBs, REB, ED(WR), GMs of expectation and to solicit Assessing the Meet Stake holders. station. feedback. complementary strengths Fig-1c.2 and capabilities of our partner, forms a vital part of our Strategic and operational aspects of building win-win collaborative partnership. Different improvements brought by utilizing capability of partner are include using EPRI software for RCM, resolving turbine/generator bearing problem in Unit No.4 & 5. and imparting training on governing system, VFD etc by M/s BHEL. M/s Areva helped in resolving rotor earth fault protection problem in Unit No.4. NTPC is a member of the Global Compact, an UN initiative, for Corporate Social Responsibility. 1d: Leaders reinforce a culture of Excellence with the organizations people. The Top Management at NTPC-Sipat are personally involved in sharing the organizations Mission,Vision, Values, policy and strategy, plans, objectives and targets at all levels across the organizational echelon. Through video conference CMD & Directors of NPTC interact with HOPs/GMs and AGMs on weekly basis regarding targets and follow up . CMD & Directors of NTPC interact with Representatives of Unions and Associations, HR ambassadors along with GMs and AGMs on values, vision, mission, and objectives. The improvement initiatives taken to build Total Quality and Excellence are aligned with overall objectives and strategic requirements (in consonance with overall NTPC as well as Sipat specific).Different initiatives taken to involve employees are PC, QC,POG,PIPs, Benchmarking projects, KT, NOCET, Business Minds, Suggestion Schemes etc. All the sectional Heads participate in Improvement Projects. Leaders were also involved in vital Benchmarking Teams as Process Owners and members. Performance Improvement Projects for 2009-10 are shown in Fig.1d.1 Performance Improvement Projects 2009-10 Leaders take personal interest to 1 Reduction in Tripping of HT Conveyor Belt Motors. CHP-Elect. encourage empowerment, 2 Reduction in start up and stabilization time. Operation innovation , creativity and learning 3 Improvement in availability of ESP fields BMD/ESP 4 Improvement in condenser performance TMD activities thorough Quality Circles, 5 DM make up optimization EEMG Professional Circles, various POGs 6 Improving Housekeeping in CHP CHP (O) and PIPs operating in the station. Fig-1d.1 Every sectional head does periodic review of improvement initiative activities like quality circle, professional circle and encourages participation from department in all these activities including NOCET. In fact involvement in such activities is a part of his key result area in annual performance appraisal right up to middle level leaders Suggestion Scheme is another avenue through which the hidden/latent potential of the employees is tapped. The suggestion scheme is a continuous on-going process through on-line system and all such suggestions are evaluated regularly and rewarded on certain special occasions like Independence Day, Republic Day, National Safety Day. Competitions are arranged during Safety Week, , Environment Week, Energy Conservation week etc. at Unit level winner teams and individuals are honored with prizes to encourage and inspire others. The leadership continuously supports initiatives for higher learnings, skill up gradation and higher studies not only for its employees but also for surrounding society by providing adequate infrastructural facilities and resources and taking co-operation from local authorities and other interested agencies. The employees are sponsored and encouraged for MBA, M Tech, BS in Power Engineering.PAP employees are sponsored to pursue ITI. The HOP holds open house once every month where any employee can have his personal audience. Mentoring of new recruitees is done by senior executives. Top leaders are not only involved in appraisal of staffs but also chart out training need of an individual for his continuous learning. Top management makes all out effort to motivate and enable workers to participate in improvement activities. Leaders take personal interest to encourage innovation and learning activities thorough Quality Circles, Professional Circles, PIPs, Benchmarking projects etc. Leaders actively pursue TQM initiatives by motivating people participation, by not
SlNo. Projects Deptt.
Interaction with Customers
NTPC SIPAT
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only listening but also acting on their suggestions. For Workforce level, the leaders took up Quality Circle initiative in 2009 and in short span of time we have 8 QCs functioning presently. NTPC-Sipat QCs participated in Regional, National level conventions and own laurels in internal as well as external competitions. Various Competitions are arranged regularly at Unit level and winner teams are honored with prizes to encourage and inspire others. Teams are deputed by leaders for participation in National and international level conventions organized by QCFI and NTPC. The names of winners are published in Magazines like Nirjharini, Sipat Intranet and CATV. GM Merit Award is given to employees for exemplary performance on 15th August & 26th January. NTPC- Sipat respects diversity which is evident from diverse social background of its workforce. As a symbolic gesture it marks one holiday each as GH for every community during a calendar year. NTPC-Sipat believes in providing equal opportunity to all. NTPC has been recognized for their effort to uplift physically challenged persons through Helen Keller award.
1e Leaders ensure that the organization is flexible and manages change effectively. NTPC at corporate level has a dedicated External Triggers Corporate Planning group, which scans _ Change in Statutory Control Limits. the environment for any changes & _ Government Policies prepare the corporation for the future _ Regulator Driven Changes e.g. Grid Operational Policies, Tariff Policies, changes by formulating long term _ Customer needs and demands. _ Competitive Environment corporate plans, business plans and _ External Assessments, studies, surveys annual plans in consultation with the other Internal Triggers departments. These changes taking place _ Corporate Policies in internal and external environment of _ Departmental SWOT Analysis _ Performance Reviews power sector is being communicated to _ Learning from Failures. various units of NTPC and Sipat is one of _ Participative forums with people representatives. them. The key drivers of change both _ BODH surveys internal and external are illustrated in _ Employee feedback /Surveys Fig- 1e.1 Fig.1e.1. To meet the future challenges arising out of shift from controlled to regulated and then to deregulated market in the power sector and to remain competitive, our leadership appreciates the requirement for robust business strategies for creating future. Top Leadership of NTPC has conducted a study called DISHA to gear up for the changes in the power sector and the possible entry of IPPs. NTPC Sipat leadership on its part scans the external environment for future challenges that may affect the business and incorporate these in Business plan that is submitted to Corporate Center. Business strategy is formulated by actively considering the change drivers those are identified on continual basis. Key targeted changes are incorporated as part of the MOU for the station. Leadership adopts proactive measures for identifying and navigating the change process. Leadership regularly reviews the statutory and regulatory requirements. The various change processes initiated and managed by Sipat Leaders are mentioned in Fig.1e.2. This demonstrates the Leaders ability to maintain sustainable advantage through their capacity to learn and respond rapidly to with new ways of working to ensure Organizations success. NTPC Sipat leaders prepare their people to manage the change. NTPC Sipat is flexible, therefore it adapted and realigned itself to the demands of the environment like implementation of ERP in the station along with other units of NTPC. It adopted the latest maintenance management system through ERP. PMS system was made as a part of the continual improvement process. To gear up for the future challenges some of the initiatives our leadership has under taken are institution building, knowledge teams for experience sharing across stations, overhauling preparedness index system for managing overhauls effectively. e PMS system introduced in place of paper PMS to enhance transparency . The future strategies for fuel security is import of coal, acquiring and maintaining own coal mines in India and abroad. NTPC is taking initiative in acquiring mines in Australia. NTPC has started activities for mining from acquired mines. Spare obsolesce is managed by developing spares from alternate suppliers and keeping sufficient stock of OEM spares.
Drivers for change
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Change Initiatives Initiative Project Lakhsya Ash utilization E Payment Advanced Technology Safety Centre Performance Management System (ePMS) IT enabled Material Gate Pass System. Bar code based entry pass to contract labors, agencies. E-Procurement. Vendor managed inventory ERP Statutory Requirement Vendor/ employee Payments St-I unit are latest supercritical technology Safety in Project , O&M Employee Performance Measurement and Review Material Exit Management Project For quick procurement of material and Services Lubricants inventory managed by M/S IOC. Fig- 1e.2 Area Status Implemented Implemented Implemented Under execution Implemented Implemented Implemented Implemented Implemented Implemented Process Owner HOP DGM(EMG) DGM(F&A) HOP HOP DGM(HR) DGM(HR) DGM(HR) AGM(C&M) AGM(C&M)
NTPC Sipat is the first unit of Supercritical technology i.e. 660 MW. Executive staffs are being trained to manage this change requirement. Also one 660 MW simulator is being installed at NTPC Sipat which will cover training needs of other upcoming 660 MW units of NTPC and IPPs. Hence NTPC Sipat will play a lead role in facilitating training needs of 660 MW/ 800 MW units. The future strategies for ash disposal is to utilize dry fly ash from ESP by giving to cement industries which are many in numbers nearby NTPC Sipat plant. The system is being installed and expected to come into operation by Dec 10. All corporate circulars are shared to all employees by publishing in local intranet and displaying in notice boards. The implications are discussed in O&M and SMC meetings. CRITERION 2. Planning & Strategy 2a. Strategy is based on understanding the needs and expectations of both stakeholders and external environment Strategies at Corporate Level NTPC corporate planning department Strategy Segment continuously scans the power sector Hydro, Nuclear, Solar, Wind and market to identify present and future Lateral Integration distributed generation needs. Based on the strategy, it prepared a Forward Integration Power distribution, Trading. 15 year Long Term Plan and a medium term five year rolling business plan. After Coal Mining, Coal Washeries Backward Integration deriving annual Plans from the five year plan and correcting them for the current Customer Services Energy Consulting, Distribution consulting realities NTPC enters into an annual MOU and Management Services Renovation & Modernization of old power with GOI after a series of consultations. Technical Services Plants This MOU is cascaded to regions and Fig-2a.1 stations as an internal MOU, with which NTPC, Sipat sets annual targets and conducts performance reviews. Performance Management System helps in any mid course correction required. The new market segments identified in the Corporate Plan are depicted at Fig.2a.1 Fig.2a.2 illustrates different forums for gathering needs and expectations from the different stakeholders. It also shows the HODs Responsible to be watchful for gathering information/data, frequency and key needs captured.
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NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010 Strategies Agenda Performance report, New capacity additions,New initiatives Technical and commercial agenda at board level of NTPC and customers for each region.Grid operation,scheduling and special requirements at executive level Community development issues.
Stakehold ers Investors
Responsib ility Head (F&A) CC
Forum/ Method Press releases / AGM (Corporate Level) Commercial Committee Meetings, Tech. Committee meetings. Operation CC Meetings, Customer Perception Surveys VDC, Need Assessment, Perception Surveys
Frequency Need based
Key Current and Future Needs and Expectations Profits, Growth, Return on investments. Change agent for power sector Compliance to generation schedule Reliability of power supply, Grid stability, compliance to system requirement like voltage and MVAR Optimum Cost Flexibility in rescheduling Planned maintenance as per needs Technical collaboration Capacity expansions Infrastructure Development in the region Income Generation Scheme. Educational/health facilities Environmental protection Employment generation. Job satisfaction, Pay & Perks Opportunity for innovation an creativity Welfare facilities, Grievance handling Career development and training. Social and cultural environment in the Township Energy efficiencies, Grid stability Compliance to environmental norms, License validity. Clarity in Tender Specification and Drawings Transparency in dealing, Timely placement of Orders. Timely payment of Bills Courtesy and Co-operation Long term relation Acceptance as a partner
Quarterly
HOD (O)/ Coml. Customers
Monthly
Community
Head (H.R.)/ CSR
Need based; at least once in a year
Employees
Head (H.R.)
Participative forums, Communication meetings, Satisfaction Surveys OCCM Meeting
Issues of concern, grievances and feedback
As laid down in the policy
Regulators
Head (EEMG) Head (C&M.)
Issues relating to Tariffs Latest developments, technical specifications
Need based
Suppliers
Supplier meet, Vendor Surveys
Need based
Fig.2a.2
Inputs from external sources covering Fig.2a.3 are vigorously sought to develop such long-term strategies, plans and policies. To assess the External situation, Customer needs, regulatory impacts, developments in market place and competitor activity.
Critical Information from External Source

External Sources Govt. of India 5 year Plan and Review Business / Trade Publication Central Electricity Authority Statutory Regulation Seminars & Conferences Various participative forums Information/ Data Gathered Energy Development Plan/ Investments in Various Energy sectors Industrial /Power Sector Growth Power Sector Performance data Environmental Control Sectoral developments, Learnings, New idea Sectoral developments, Learnings, New ideas Technical Changes/ alternate sources for spares etc
NTPC explores the economic and with Stakeholders demographic aspects before the Vendor Presentations setting up of the power plants detailed Fig-2a.3 demographic and socio economic perception surveys conducted based on this CSR-CD strategies are framed.
2b.Strategy is based on understanding internal performance and capabilities
The internal performance gaps / opportunities for innovation/ learning are identified through different sources like 1.Internal benchmarking; 2. O&E reports; 3. ORT Meetings, MOU Review in SMC Meetings. In areas of people management, systematic approach to learn from internal parameters, learning from events, and external parties is followed. Our O&M Strategy is driven through latest technologies and Core Competency of partners like CENPEEP, CII, BHEL, Doosan, Power machine, Areva, IIQM,QCFI, ASCI etc. To find out new technologies, Sipat is taking full support of CENPEEP, Van Vikas Nigam and R&D groups at corporate level to supplement project efforts for up gradation in O&M and EMG fields. NTPC has started to
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Key Performance Indicators and its monitoring Area

Operation & Maintenance HR
Key Performance Indicator

Generation target, Heat rate, Loading factor, Planned & forced outage etc. Communication Matrix, Talent Management, Contract labour optimization, HR Survey and action on low attributes. Stack level, ash utilization, AAQMS, audit compliance, show case project in ash use No of accidents Fatal, near miss , ROCE, Profit, marginal contribution, O&M cost etc
Monitoring / Review
Audio conference by HOP, Daily MTP meeting, ORT,SMC,ERP, Technical audit etc. SMC meeting, HR & CSR Review
Environment Safety Finance
Environment review, Environmental appraisal.(CC) Fire and safety meeting ,MTP meeting, SMC ORT,Safety Review, Safety Committee., FRM, Internal Audit, Govt. Audit
Fig-2b.1
benchmark the performance of its 500 MW units as a new initiative to benchmark against the best utilities elsewhere in the world. For this a tie up has been evolved with NERC of USA which is maintaining a global utility performance database known as GADS. NTPC Sipat will be participating in benchmarking initiative. 2c. Strategy and supporting policies are developed, reviewed and updated to ensure economic, societal and ecological sustainability. Strategic objective of NTPC Sipat is to generate quality power by efficient means and environment friendly operations and sustainable development of economy and society. Based on Vision, Mission & Values of Company, data and information gathered from different stakeholders, Market Environment etc as stated in 2a & 2b the strategy formulation is done as described in Fig.2c.1.
Vision Mission and Values
Long term through 5yr plan , interaction etc
Corporate Plan (15 year)
Needs & Expectations of all stakeholders
Business Plans (5 year) Changing Business & Policy environment Technological advances
Medium term through MOU with GOI, customer, vendor, society perception etc. NTPC Performance Review through MCM
Strategy at Apex Level Financial, Project Management, Engineering, Commercial, HR,IT,CSR MOU Between Corporate and Regions Strategy at Regional Level MOU Between Region and Unit Sipat Objective, SWOT Analysis Strategy at Unit Level Stakeholder's perceptions through periodic customer surveys, society & vendor perception surveys, open communication forums, Participative management Unit level performance review through SMC & ORT Stakeholder's perceptions through regional customer meets,interactions with state govt., workshops etc Regional & Station Past Performance review through RCM
SWOT Analysis & Strategy at Deptt Level
Departmental Objectives Strategy at Individual Level
Departmental performance review
NTPC SIPAT
Individual KPA's
Individual performance review (PACE)
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Strategy Mapping
Area
Policy /Risk associated with Power Generation Associated Risk Strategy Adopted
Long gestation period 1.Power Selling price 2.CERC fixes tariff norms, Two part tariff system 3.Fixed cost recovery at 80% availability factor 4.Realization from customer 1.Ash utilization 1.Soft loan from for longer duration 2.Focus on improving ROCE 1.Improving merit order rating by pursuing customer to load incentive portion only after attaining 80% PLF. 2.Pursing customer to review technical minimum backing down load. LC for 100% of the billed amount 1.Action plan for 100% of Ash Utilization by 2014 2.Identifying potential customers for Ash in near by districts 1.Meeting requirement & Filling returns 1.Long term agreements for supply of Coal and Water. Import of coal and blending 2.Implementation of REaP, 3.Training and skill development.
Status
-Under repayment -On going
Completed Completed
Financial
100% for till now

-DFA disposal targeted from Dec10 -Customers identified Completed. Completed -In progress. -Ongoing.
Environmental
2.Requirement of CECB 1.Uninterrupted supply of Coal and Water 2.Reliability of plant & equipment. 3.Sustained availability of skilled manpower.
Operation
Fig-2c.2
MOU is signed with WRHQ after draft target is sent by station to WRHQ/CC and MOU target of NTPC as a whole is signed with GOI. The risks associated with Power Project establishment (Financial approvals, resources, environmental clearances, erection & commissioning) and Operations is given Fig.2c.2 Taking into account the core competencies of partners Strategies are aligned with our partners from initial stage of project implementation as tie-ups with Coal and Railway authorities to supply fuel and with other partners also. Key drivers for Present and Future Competitive advantage of NTPC Sipat are given in Fig.2c.3 NTPC Limited, Sipat is committed to caring and Present & Future Competitive advantage of NTPC Sipat improving the environment. It complies Safety, Coal pit head station. Health and Environment norms as per guidelines of Supercritical Technology(High efficiency, Low impact on Central and Chhattisgarh Environment Control environment) Board and Ministry of Environment and Forests. 765 KV (High transmission efficiency, low T&D losses) NTPC-Sipat is improving its environmental Strategic location for better logistics. performance by installing latest environmental Latest Technology devices. For eg., AAQMS (Ambient air monitoring Industrial peace in Chhatisgarh state system) at plant premise (Track hopper, Implementation of ERP will make the plant more efficient. Switchyard) and township (B Type qtr area) , in Fig-2c.3 consultation with CECB to continuously monitor SOx, NOx, SPM and RSPM. We also maintain all the parameters of stack emissions, effluent quality, ambient air quality, etc with in the stipulated limits. Sustainability is the key issue in present competitive and globalize scenario. NTPC Sipat is committed to ethical business practices that are fair to all the stakeholders, Sipat firmly believes that integration of sustainability with its business plan will lead to fulfill our Vision of powering Indias growth and monitors all the parameters related to sustainability.
Super critical simulator for Training & skill development.
2d. Strategy and supporting policies are communicated implemented and monitored. The performance indicators to monitor the deployment of strategy and the achievements of desired outcomes are defined in station MOU as shown in Fig.2d.1. Targets for these performances measures are defined in the MOU based on previous years performance, 5 years business plan and the benchmarks. ED of the station gives stretched targets in some areas internally Ex. In 2009-10 ED had given the internal target of 95% PLF against MOU target of 91.32%
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Desired outcome, strategy and MOU measure Desired Outcome Plant availability to the Grid Strategy Adopted 8 years maintenance rolling plan Uninterrupted sourcing of fuel through SECL and water from CG ID. Reliability Centered Maintenance REAP ERP Implementation Plan Optimizing man/MW ratio Improvement of equipment efficiency Mega insurance policy E-Procurement Floating spares E procurement Proper sourcing of spares, chemicals, etc. Partnership development Indigenization of spares HR as partners in progress rather than policy makers Planned and unplanned training interventions in all critical areas Focus on improved communication and consultative / participative approach Deployment of new e-PMS and Reward system Best possible facilities at township Customer friendly commercial packages and schemes Monitoring of working capital and fund & cash flow on daily basis Integration of financial & commercial systems with that of operation,maintenance and material management through SAP CSR policy Tie up with bulk consumers Continuous improvement through EMS Full fledged hospital in township Fig- 2d.1 MOU Measure Plant Load factor Declared capacity Planned outages Perception results of customers Operation and Maintenance cost Employee cost Administrative overheads Man MW Ratio Inventory reduction Procurement lead time Amount saved due to import substitution Perception results of suppliers HR MIS report(Now replaced by SAP-HCM) PSHRMS (Now replaced by SAP-HCM) Training calendar and Training man days No. of PCs, QCs, Suggestions, DL & PLC meetings, etc. No. of grievances Perception results of people & internal customer Revenue realization Net & operating Profit ROCE Budget variances
Optimizing O & M Cost
Timely and cost effective sourcing of all critical inputs
Retention and engagement of quality Human Resource and their continuous development
Speedy revenue realization and control on cost factors
Ensuring health & safety of people and taking care of environment
No. of initiatives for CSR and expenses thereon Ash utilization Environmental & safety related parameters Perception results of society
The targets given in MOU are deployed to department level and individual level is deployed through KPAs .Individual departments plan deployment of resources at their disposal in line with the MOU. Performance of the station on day-to-day basis with respect to the targeted performance is reviewed daily in the MTP meeting. Similar review is done at HOD level by respective functions. Station level review is done in SMC meeting twice in a month. Review by stakeholder is done monthly in the ORT meeting where in the ED along with his entire team is present. Representative of WRHQ monitors all the points agreed/ implemented/ pending etc.
Key Process
Main Plant Operation & Transmission to Grid Maintenance Planning & Plant Maintenance Procurement, Transportation, Crushing and Supply of Coal Production of DM water Fuel Oil Handling Ash Disposal Energy Conservation & Environment Management Safety Management Process
Support Process
Procurement: Fuel oil, spares & consumables Works contracts Finance Management EEMG: Operational Performance Monitoring and reporting, Commercial HR Management CSR Health Management & Rehabilitation Field Quality Assurance Employee Development (EDC & CSTI)
Fig-2d.2
Fig-2d.3
NTPC-Sipat has structured reporting mechanism to report and track Progress. Daily Flash report is sent each day to WRHQ and CC showing daily performance. ORT report is another MIS, which serves as comprehensive document of review of all functions of NTPC-Sipat. Monthly MIS from Station Heads to WRHQ and CC is sent. Key Processes and Support Processes to deploy the strategy arte shown in
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Fig.2d.2 & 2d.3 Communication of Strategy and supporting policies to stakeholders is shown in Fig.2d.4.The Performance Improvement Projects and other improvement initiatives for achieving the targets is identified in Departmental Quality Improvement Plans. CRITERION 9: KEY RESULTS. 9a.Key Strategic Outcomes
Key Communication means for the station
E-Varta Web based services through intranet HR Ambassadors House journals ,posters, banners ESS Kiosks System Circulars Communication meetings Cable TV Network in township ,Video Magazines
Fig-2d.4
The total present operating capacity of Sipat station is 1000 MW. On completion of Stage-I the station capacity will be 2980 MW. The performance of the station is continuously high since its inception. Sipat station has achieved its highest ever Plant Load Factor of 94. % in 2008-09, and 93.3% in 2009-10 and stood among 90%+ PLF category of NTPC stations 1.0 GENERATION Generation of the power station is a key outcome indicating the amount of electricity generated by the station over the given period. This is one of important parameters of station performance which is included in the MOU. The Fig.9a.1 gives the actual Vs MOU target for the last 2 years generation. The plant is under stabilization period. Unit No. 4 has just completed 2 years of operation, while unit No. 5 has completed 1&1/2 years of operation. In 2008-09 U-4 was in operation from 20th June and U-5 from 1st Jan 09. The deficit of generation w.r.t. MOU is due to delay in COD of Unit No.4.In year 2009-10 MOU target has been achieved.
1597.0 1720.7
Actual
Turnover Rs. Cr.

Turnover Rs. Cr. 2000 1500 1000 500 0 1417
642.4
2008-09
581.1
2009-10 Financial Year
2010-11(PROJ)
MOU
Fig- 9a.1
Fig- 9a.2
2.0 TURNOVER Figure 9a.2 indicates consistent increase in turnover from Rs. 642.42 crores in Financial Year 2008-09 to Rs.1596.98 crores in FY 2009-10, thus establishing a 248.58 % revenue jump. In the year 2010-11, we expect a turnover to Rs.1720 crors. There is projected increase in turnover by 7-8 %. 3.0 PROFIT Figure 9a.3 shows trend in profits of NTPC Sipat compared with MOU. It shows that NTPC Sipat is maintaining good annual profit inspite of initial teething problems, a plant have during beginning period from date of commercial declaration. The decrease in profit compare to MOU is due to increase in employees cost, pay revision and applicability of service tax on security expenses in the year 2009-10 which was not envisaged at the time of MOU setting.
Profit Rs. Cr.
414.7 446.9 291.8 304.1 600 Profit Rs. Cr. 70.37 400 200 0 2008-09 2009-10 Financial Year 2010-11(PROJ)
Actual MOU
Profitability Ratio
Profitability Ratio 0 0 0 0 0 0.3155 0.1211 0.1830
MOU
0.3
59.3
2008-09
0.1
2010-11(PROJ)
Actual
Fig- 9a.3
Fig- 9a.4
4.0 PROFITABILITY RATIO
NTPC SIPAT
0.2
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1662
Figure 9a.4 showing net profit margin in percentage terms. NTPC Sipat is contributing a larger share to overall NTPCs net profit. NTPC-Sipats effort is to augment the NTPCs by contributing to NTPC's financial strength. 5.0 SELLING PRICE PER UNIT The pricing mechanism is governed by tariff fixation norms of CERC in two parts viz. fixed and variable charges. Fig. 9a.5 depicts the trend of Selling Price per Unit of electricity for the Station for last 2 years.
Selling Price Rs. /KWH
26.3
Return On Capital Employed

25.92
2.06
Selling Price R s.
1.43
1.6
ROCE %
3 2 /K H W 2 1 1 0
1.87
20 15 10 5 0
2008-09
2010-11(Jun)
Actual MOU
2008-09
19.47
30 25
2.1
2.2
2009-10
2010-11 (Proj) up to Jun 10

Actual MOU
Financial Year
Fig- 9a.5
Fig- 9a.6
6.0 RETURN ON CAPITAL EMPLOYED Fig- 9a.6 shows trend of the NTPC-Sipat ROCE with respect to MOU. Every year it is exceeding the MOU. 7.0 MARGINAL CONTRIBUTION Marginal Contribution being fuel cost recovery as per tariff norms and the actual cost incurred. It depicts the operational efficiency of the station and is an added revenue stream. Figure 9a.7 depicts maintaining trend of per unit contribution (gross profit margin) available from operations inspite of increase in coal & oil price. From 2009-10 to June 2010, it has not only maintained but exceeded previous years contribution per unit.
Marginal Contribution
6816.0 8000 7000 6000 5000 4000 3000 2000 1000 0 Marginal C ontribution
2500
UI Gained
2133
4576
2000 UG I ained 1500 507 2009-10 Financial Year 2010-11 up to Jun 10

Actual
2008.0
1859.0
744
1656
1000 500 0
2008-09
2010-11(PROJ)
Actual MOU
2008-09
834
Fig- 9a.7
Fig- 9a.8
8.0 UI GAINED: For Productivity and peak hour performance Customer pay us as UI. The UI gained in Rs Lacs for last 3 years is shown in Fig. 9a.8.There is no target for this parameter as it is based on unplanned needs of customer and our compliance to his needs results in incentive to us.
Spare Inventory in Rs. Cr.
Spare Inventory R C s. r. 70 60 45 50 40 30 20 10 0 2008-09 2009-10 Financial Year 2010-11 (Proj)
Actual MOU
Value Added Rs. Cr.

48.5 60
1200 1000 R Cr. s. 800 600 400 200 0 2008-09 Financial Year 349.3
42.6
15.6
45
2009-10
Value added
Fig- 9a.9
Fig- 9a.10
9.0 SPARES INVENTORY: Fig. 9a.9 shows the Spares Inventory levels in last 2 years which is lower than MOU. 10.0 VALUE ADDED Fig. 9a.10 provides an account of value added of the Sipat Project. The increase from Rs. 349.28 crores in 2008-09 to Rs. 957.04 crs in 2009-10 is attributable to a highly motivated workforce with a feeling of ownership and organizational pride.
NTPC SIPAT
957.0
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24.76
26.3
25.7
11.0 TOTAL SALES/COST Fig.9a.11 shows the relationship between costs and revenue at NTPC, Sipat. Revenue is constantly growing with compare to cost. The trend continues despite pressure on tariff norms by CERC. This is on account of efforts undertaken to increase sales volume and reduce cost.
Total Sales/Cost Rs. Cr.
1597.0 1720.7 1428.92 1182.26 2000 Rs. Cr. 1500 583.13 642.4 1000 500 0 2008-09 2009-10 Financial Year 2010-11 (Proj)
Total Sales Total Cost
Repair & Maintenance Cost Rs. Cr.

R&M Cost Rs. Cr. 50 40 30 20 10 0 32.95 34.3 43.4 2010-11(PROJ)
Actual MOU
2008-09
11.1
13.5
Fig- 9a.11
Fig- 9a.12
12.0 REPAIR & MAINTENANCE COST A fig. 9a.12 show that Repair & Maintenance cost has slightly increased in 2009-10 from MOU. Projected increase in 2010-11 is also shown as O/H of U#4 is planned in 2010. Non financial outcomes 1. NTPC Sipat ranked 11th among best power Plants in the country in 2009-10. 2. NTPC Sipat has received "Chairman's Trophy for best accounting system in NTPC for the year 2008-09. 9b.Key performance indicators 1.0 PLANT LOAD FACTOR One of the most commonly used performance indicator is the Plant Load Factor which is indicative of Unit performance with respect to its capacity for a given period. In line with the annual generation schedule, the key targets for generation and the Plant Load Factor are identified. The trend for the last 2 years as shown in Fig.9b.1 is indicative of efficient unit operation. NTPC Sipat performance is continuously improving and has achieved MOU targets except in 2009-10. We just missed the MOU target for 2008-09 due to delay in COD of unit 4. During 2009-10 Sipat ranks among the 90+ % PLF NTPC Units.
Fig- 9b1
Fig- 9b.2
2.0 AVAILABILITY FACTOR This factor is indicative of the machines being available for generation at any given point of time. The target for this factor is derived based upon the Planned Maintenance schedule drawn on an annual basis. The trend of this factor as shown in Fig. 9b.2 NTPC Sipat has achieved the availability factor of 96.4% in year 2008-09 and 93% during the year 2009-10.This is due to outage required for PG test activities of U 4 & 5 and turbine bearing problem in Unit No. 5 3.0 HEAT RATE The process of converting heat energy of coal into electricity is measured by the heat rate, the lower the value the better. All the units have been designed with a defined heat rate against which comparisons are made on a continuous basis. Normally, the observed heat rate is compared with the best achieved and targets are set accordingly. This is also a measure for comparing the machine performance of the unit from one unit to other or across similar units in another station of matching design parameters as shown in Fig.9b.3.HR is maintained below target/MOU.
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32
Heat Rate
Heat Rate Kcal/KWH 2440 2420 2400 2380 2360 2340 2320 2300 2008-09 2009-10 Financial Year 2010-11(upto June)
Actual MOU
Specific Oil Consumption

1.57 0.5 2 Sp. Oil ml/KWH 2 1 0.2 1 0 2008-09 2009-10 Financial Year 2010-11(upto June)
Actual MOU
2360.8
2425
2349.5
2349.6
2352
2354
Fig- 9b.3
Fig- 9b.4
4.0 SPECIFIC OIL CONSUMPTION Even though coal is the primary input for the station, oil firing systems have been provided to serve as a back up and also during start up. During normal running, oil support is required for the combustion process especially during low load operation. The trend is as shown in Fig. 9b.4. This parameter is also used for comparing performance among other stations of NTPC Limited. Specific oil consumption is consistently below the MOU target. 5.0 SPECIFIC COAL CONSUMPTION This is an indicator of the quantity of coal that is used for generating one unit of electricity. Sp.Coal is higher due to poor quality of coal available from mines as shown in Fig. 9b.5
Specific Coal Consumption
0.717 Sp. Coal Kg/KW H 1 1 1 1 1 1 1 1 1
2 1 1 1 1 1 0 0 0 1.4
DM Make Up
D M M ake U % p
0.688
0.8
0.3
0.7
189 00.0
Actual
2008-09
0.675
2010-11(upto June)
Actual
2008-09
2010-11 (upto June)

Actual
Fig- 9b.5
Fig- 9b.6
6.0 MAKE UP WATER CONSUMPTION De-mineralized water is obtained from raw water after chemical treatment process and is used as the primary working fluid in the steam generator and steam turbine. The whole process of power generation runs on a closed cycle with as minimum water loss as possible. However, due to certain technical requirements, a very small amount of water needs to be added to the system on a continuous basis known as Make Up. The lower the figure the better and the performance of the station as a whole are shown in Fig.9b.6. DM make up consumption is showing reducing trend. 7.0 AUXILIARY POWER CONSUMPTION The power consumption for different auxiliaries is measured as a percentage of total generation and is called the auxiliary power consumption, the lower the value better is the efficiency of the unit auxiliaries. This is a key performance indicator monitored on a continuous basis for the units and station. Energy audits are carried out for all vital and higher rating equipments.Fig-9b.7 shows APC for last financial years. Reason for increase in APC in year 2009-10 and up to Jun 10 is due to inclusion of colony and Hardivishal pump house consumption which was earlier not included 8.0 OPERATION & MAINTENANCE COST Trend of O&M expenses of NTPC-Sipat is given in Fig. 9b.8. The increase in O&M cost is due to arrears payment made to employees on pay revision and arrears payment to CISF deployed for security of plant
O&M Cost Rs. Cr.
1 9.0 616 170 24
MOU
Auxiliary Power Consumption

7 9 .3
20000 O MC t R C & os s. r.
6 0 .0 6 2 .0 5 .6 5 .7
8 7 6 5 4 3 2 1 0
A C% P
5 .3
15000 539 7.0 10000 5000 0 59 99
2008-09
2010-11(upto June)
Acual MOU
2008-09
104 42
2010-11(Proj)
NTPC SIPAT
Fig- 9b.7
Fig- 9b.8
Page 23
0.31
0.4
9.0 FUEL COST PER UNIT Being a coal fired station; the fuel cost is a significant component of cost of generation. In spite of the increase in coal price in 2009-10 due to blending of Indian coal with imported coal & higher transportation cost, NTPC Sipat was able to generate power with nominal increase in fuel cost as detailed in Fig. 9a.9
Fuel Cost Rs. /KWH
0.97
VC/EC
0.85
0.9
0.8
Fuel C ost R / s.
0.59
0.66
0.7
1 K H W 1 0
1 VC /EC 1 1 1 1 0.9
0.97
1.0
2008-09
2010-11(Jun)
Actual MOU
1 2008-09 2009-10 Financial Year 2010-11 Upto June

Actual MOU
Fig- 9a.9
Fig- 9a.10
10. VARIABLE CHARGES/ENERGY CHARGES Variable charges to Energy charges has always been lower than MOU target which shows better efficiency .This is being depicted in Fig-9b.10 11.0 PLANNED OUTAGE Fig. 9b.11 shows planned outage for last two years. PO for year 2009-10 was for PG Test preparation and it is within MOU target. For 2010-11 O/H of Unit No. 4 is planned in the month of Aug-10.
Planned Outage
Planned O utage %
Forced O utage %
Forced Outage
5 4 3 2 2 1 0 2008-09 2009-10 Financial Year 2010-11(upto June)
Actual MOU
4.79
6 3.69 5 4 3 2 0.0 3.5
4.12
3.6
2.9
4.6
0.9
2008-09
2010-11(upto June)
Actual MOU
Fig- 9b.11
0.0
Fig- 9b.12
12.0 FORCED OUTAGE Forced outage is shown in Fig-9b.12. The percentage forced outage is more due to increased no of tube leakages due to long uninterrupted running of Units .Action plan is prepared for extensive tube inspection and rectification works during O/H of Unit No. 4 and thereby minimizing forced outages. 13.0. AVAILABILITY OF COAL Fig.9b.13 shows coal receipt from SECL/Imp/Singreny mine against FSA (SECL) and total coal consumption in the last 2 years and up to June 10. Coal Receipt data break up is shown in Fig 9b.13a. Gap in FSA & Coal demand is met by importing and e-auction way.
Coal Receipt
57.4 70 60 Lac M of C T oal 50 29.7 40 30 20 10 0 2008-09 0 0 2009-10 Financial Year
12.29
13.38
11.7
0.692
SECL Im p.
2
2010-11Up to Jun
Singny
0.94
Fig- 9b.13
Fig- 9b.13a
NTPC SIPAT
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0.585
HR & CSR
POSITION REPORT
( 2010)
NTPC SIPAT
Page 25
CRITERION 3: PEOPLE 3.a. People plans support the Organizations strategy NTPC has formulated an HR Vision To enable our people to be a family of Committed World class Professionals making NTPC a learning organization. In line with NTPC policies, at Sipat Super Thermal Power Project all efforts are made to transform its human resources as World Class Professionals. While Corporate formulates the policies, SBUs implement the same and give feed-back (see figure alongside). From time to time, policies are amended or new policies are designed keeping in view employees' welfare, latest trends and bench marks of the industry after due deliberations with the Unions and Associations at various forums. HR policies at Sipat are reviewed based on various inputs at site level committees, participative forums and welfare associations. The Corporate HR Plans and Unit HR plans aim at business plans with emphasis on optimum utilization of human resources resulting in improved productivity. NTPC believes that employees' constitute the most important assets of the organization. Recruitment Policy and Procedure enables the Organization to attract the right talent for the jobs and make it available at the right time and in right number. Presently, Sipat is in concurrent phase having two units, totaling 1000 MW, in operation and 1980 MW (3 X 660 MW) under erection phase. At present, there are 537 Executives & 395 Non Executives (total strength 932) posted at Sipat. Keeping in mind the future manpower requirement to run the 2980MW plant in the ultimate stage, a five year manpower plan was formulated as per the following table (Table 3a.1) Year 2009-10 2010-11 2011-12 2012-13 2013-14 Executives 619 659 598 549 529 Non Executives 435 620 810 810 810 Total 1054 1279 1408 1359 1339
As per the above table, in the ultimate stage in the year 2013-14, the man megawatt ratio shall be 0.45. The Annual Calendar of Communication meetings of Unions & Association with HOP are presently not formulated beforehand because of busy schedule due to both Erection & O&M activities during concurrent phase. However, Communication meeting of Unions & Association is being organized on quarterly basis. The meeting is chaired by the HOP and attended by all HODs along with representatives of Unions & Association. Employee Satisfaction Surveys(ESS) are being conducted at project level from time-to- time to ascertain the employees' perception, which can be used as an useful indicator for improvement. Recently, an Employee Satisfaction Survey was conducted on Value Actualization & Service Effectiveness. The recreational and welfare facilities were strengthened in the last two years in addition to the existing infrastructure. Further improvements are being planned and are under various stages of implementation. The different welfare bodies like Sanskriti Club, Vaishali Club, and Sports Council etc. were formed. These bodies organize various Sports, Cultural programmes, Educational Programmes, Recreational activities, health awareness programmes, Yoga etc. Management support is being extended to these welfare bodies in organizing such events. Level of participation has increased substantially in the last two years, which in turn help to boost the morale of the employees and to maintain work life balance.
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Exit Interviews for employees separated on account of Superannuation & Resignation are being conducted to ascertain various aspects and feelings of the employee about the organization, which can be used as an indicator for further preventive action. From Exit Interviews, it is mostly found that Job Satisfaction rating, Job Security, Salary, Working environment etc. are rated high, where as Higher Education, Higher Salary, location are the reasons for most resignations Cross Functional Teams are being formed while managing VVIP visits, celebrating functions like Raising Day, Rajbhasha Fortnight, Festival Celebrations etc. by associating representatives from Unions & Association There is also flexible option for co-opting members in such CFTs. 3 b. People Knowledge and capabilities are developed Peoples knowledge and competencies are in tune with organizational needs. Within the non-executive posts, skill bands are well defined as unskilled, semiskilled and skill. Channels also exist for elevation of non-executive to executive posts after their acquiring requisite knowledge and competencies/qualifications. Required knowledge and competencies are acquired by employees through education & training. Development Centers are conducted to identify the gap in competencies and suggest developmental plan to the executives in E-5 level, who have completed 2 years of service in E-5 level and are left with at least 15 years of service in NTPC. Capsule Courses/Foundation Courses and General Management Programmes are conducted for executives at E4 & above level for enhancing their managerial competencies. Executive Development programmes are conducted for E1 level executives, subsequent to promotion to E-1 level for competency development (as shown in the next table). PLANNED INTERVENTION PROGRAMMES FOR EXECUTIVES Module Duration Executive Development Program 7 Days Foundation Course in General Management 10 Days Capsule Course in General Management 11 Days Enhancing Managerial Competence 3 Weeks Advanced Management Course 7 Days
Level E1 E4 E5 E6 E7
Employees are provided with various learning opportunities through Companys sponsorship programmes. Employees are motivated to acquire higher qualification so as to enhance their competencies. Employees are encouraged with cash incentive to acquire higher education. In line with the corporate objectives, performance management system was introduced from the year 2004. PMS encompasses comprehensive role directory depicting the roles of executives at various levels. The system provides clear and comprehensive guidelines on various job requirements like role clarity, competencies technical and functional, key performance areas etc. From the year 2006 & 2009 onwards, in tune with companys initiative, NTPC-Sipat has started promoting employees with higher technical & non-technical qualifications respectively under the Fast Track Career Growth Scheme. This has resulted in a quantum jump in the career for identified employees based on acquired qualification and has helped people to achieve vertical progression much faster than the previous channel of promotion. At NTPC-Sipat, full-fledged EDC has not yet been established. However, training co-coordinators has been identified in each department. The HODs in consultation with training co-coordinator & HR is nominating employees for various in-house, external & PMI training programmes as per the requirement. We are conducting regular Safety Training for agency workers. Since January2010 to till date, we have provided Safety Training to 1512 agency workers at site. Mentoring was introduced in the year 2002 and is meant for the newly inducted executives through ET stream as well as lateral recruits. Based on experience gained, mentoring scheme has been
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subsequently extended to the newly recruited executives. Mentors are also rewarded for giving their best in molding the new entrants on 5th September (Mentor's Day) every year as Mentors Samman. Two day Mentoring Workshop-Unlocking the true potential of people was held recently in July'2010 at the project with 44 mentees and 16 mentors. The mentor to mentee ratio at the station is maintained at 1:3 (as per Policy). Hindi Workshops are also held regularly at the station for new joinees as well as the current employees. PACE targets are cascaded down from Station level MOU to GM/ED to Top level Executives (L1) to Middle level executives (L2) to Front level executives/line executives(L3). As a step towards continually developing organizational capability, e- PMS was rolled out organization wide w.e.f Performance planning year 2010. Before the introduction of the new e-PMS, organization wide familiarization programmes were conducted for all executives and nodal officers appointed to assist the same at the station. The PMS process followed is diagrammatically represented below:-
3.c. People are aligned, Involved and empowered In NTPC-Sipat, involvement and empowerment of people is an integral part of all important activities. This pervades functional/sectional as well as departmental, shop floor and plant level. The process of joint consultation is imbibed in the system itself and has been institutionalized in various councils and committees as shown in the following table:Committee Plant Level Council Members HOP HODs Representatives of employees Shop Level Council HODs of concerned areas Representatives of Employees of concerned areas Safety Committee Management Representatives Employees representatives House Allotment Management & Employees Committee representatives Canteen Management Management & Employees Committee representatives Subject Plant level issues pertaining to productivity, Safety & Working Condition. Department/Area level issues pertaining to Productivity & working condition. All issues related to safety at Workplace All matters related to allotment of quarters of A & B type. Matters pertaining to Canteen Services
The meetings of unions and Association and plant council are held at regular intervals under the chairmanship of the HOP. This gives a positive signal to the employees for their views are given due importance in the decision making process. Effectiveness of meetings is measured through percentage of decisions implemented. This indicates that the employees are involved and empowered in all aspect of
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plant affairs. In NTPC-Sipat, meetings of other participative forums are also held in structured manner, which aid in arriving at decisions in the matter of Canteen Management, House Allotment and Township Management etc. Grievance Handling Committee has recently been re-constituted to further strengthen this aspect. In addition to Joint Consultation Committees, employees in non-executive category are involved actively in quality improvement through Quality Circles. At NTPC-Sipat, 8 (eight) Nos of such QCs are formed which have participated at various conventions. However, PC-Professional Circles are also functioning in few Departments, which help in Knowledge Sharing and Team Work. Suggestion Scheme has also been implemented recently. Empowerment of employees is evident from the nature of Decision Making in these joint Committees and other welfare bodies like Recreation Centers (Sanskriti Club & Vaishali Club) & Sports council. Moreover for organizing various cultural events, Official functions & VVIP visits normally Cross Functional Teams are formed taking representatives from Employees. Thus the employees are meaningfully aligned and involved in all aspect of Plant as well as Township life.
3d. People Communicate effectively throughout the Organization At NTPC-Sipat, the environment of free communication has been evolved through various interventions. There is a clear cut policy for information sharing with Unions & Association regarding company information, preparedness for future challenges, policy matters, welfare aspects etc. through a top-down as well as bottom-up approach. HOP meets the employees on every Saturday in "Open House Session" at fixed hours to listen to any of their issues directly. Open forums are being organized for different section of employees for free and barrier less communication with HOP from time-to-time. In addition to this, during employee get-together & Official functions, informal environment is created for better communication of employee with HOP and other HODs. HR Policies & Circulars and latest updates are being placed in the intranet. Intranet is being used as a powerful medium for all round information sharing. Webmail & CUG facility augmented further the communication system. NTPC Sipats Quarterly House Journal, Nirjharni has been awarded as the best house journal while it also received the first prize by the Public Relations Society of India. Video magazine Sipat Suman is also serving as a very good communication tool. Internet Kiosks have been installed in various common locations for employees so that they can use the Internet facility for gaining more and more information & knowledge. All departments have their individual sites on intranet through which they communicate developments in their respective areas through out the plant, which is accessible to all employees. With the onset of ERP, for Knowledge Management-KM, the activities of NTPC has been divided in to 32 domains. Where ever specialized knowledge is available, efforts has been made to capture the knowledge from these areas, codify, arrange & upload to KM portal. Group SMS and Cable TV is also used as other alternate mode of fast communication. 3e. People are rewarded, recognized and cared for: NTPC-Sipat follows the pay, perks & other benefits as decided by Corporate Centre, which is one of the best (CTC) in similar sector. The benefit package includes Basic pay, allowances & perks as cafeteria, medical benefits, child care, loans & advances (vehicle advance, house building advance, Education loan for employees' children, computer loan etc.). In addition to this, employees' welfare in Township, improvement in recreational facility has been improved a lot in last two years.
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Annual Performance related pay has been introduced for employees in executive category. For employees in non executive category it is only linked to the Annual performance of the company. Additional Annual incentive is given to projects/stations for achieving Superlative Performance in generation or Achieving project milestone. Monthly and annual generation incentives are given to employees based on the performance of the station. Special care has also been taken for employees health and overall safety at work place. Overall health check up of employees' are done once in a year for employees' above 45 years of age and once in every two years for employees' more than 40 years of age. All efforts are made every time to provide best of Health & Medical services available in the locality to the Employees and their families. For this, infrastructural facilities are being developed in the Project Hospital and also by empanelment of reputed Hospitals in the locality. Quality Circle movement is an effective tool to improve the team spirit, creativity and confidence of workforce. Continuous encouragement has been extended in all form of management support to encourage QC formation and active participation. Professional Circles are formed to provide freedom and space to executives to get together, network, and share knowledge, learning and experience on issues of professional interest. Welcome Ceremony for the new recruits is also being organized to facilitate their incorporation into NTPC culture. For the newly joined ETs, it provides an opportunity to interact with the HOP & HODs in an informal environment.
Rewards & Recognition Scheme is yet to be made fully operational at NTPC-Sipat. However, Merit Awards are being given to outstanding performers on occasion of celebration of Independence Day & Republic Day every year. Also employees completing 15 years/25 years of long and meritorious service in NTPC are awarded & their services are recognized suitably. For Safety and Health, we have also conducted training programme through external faculty. In the month of February 2010, through external faculty, we have covered 975 contract workers, 25 Safety Officer/Steward and 55 NTPC employees. Regular interaction with workers through PEP talk is also done. Workshops and practical classes are regularly organized e.g. Yoga, Meditation, Work-life balance, Theatre Workshop, Communication Workshops, Dance Classes, Drawing Classes etc. for over all personality development of the wards of the employees. 7. HR Result 7a. Perceptions NTPC-Sipat has due consideration for formulating and implementing Policies & Strategies as per Corporate plan & guidelines. Organizational Climate Survey BODH-3 was conducted at NTPC-Sipat and the findings are as below. The attribute with low scores has been identified and action plans are under process for improvement of Organizational Climate
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LOCATIONWISE FINDINGS ON PARAMETERS (BODH III) PROCESS AREAS SIPAT NonExecutive executive 56 84 60 80 51 83 64 77 56 71 90 64 41 53 49 76 44 65 47 38 35 53 37 42 47 40 30 37 33 33 50 69 82 Not Asked 62 60 78 73 71 68 65 54 Not Asked 72 Not Asked 75
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Job satisfaction Vision/Mission/Values Monetary Benefits safety / security Welfare Lateral trust Training/ Education Job Content Employee- Mgnt Relationship Interpersonal Approach to discipline Participative management Objectivity and rationality Quality management Organizational Scope for advancement Recognition Communication Grievance Address Performance Appraisal Work life balance Subordinate Development Teamwork and cooperation
areas where less than 50% employees gave favorable response areas where more than 70% employees gave favorable response Value Actualization and Service Effectiveness survey has been conducted recently at NTPC-Sipat and the findings are as per the following Table. Out of a 5 point scale in almost all value areas the actualization score finding is in higher side which indicates the employees commitment & satisfaction level.
Values Actualiz ation (Grade-Wise)
5 4 E1-E4 S ae cl 3 2 1 0 B C O Values M I T E5-E6 E7+ W
Summary of Results Participation= 388 Employees Highest score= 4.43 (Organizational and Professional Pride)
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Highest Score average=3.97 by E5-E6 band SERVICE EFFECTIVENESS SURVEY Average Score (From a Five point scale)
Service Effectiveness
4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Aea eS oe vr g c r
HR Fin IT Fie d e s r n lin s Po p e s r mtn s F c tio a ilita n Qa u lity F ir e s ans Febc edak C s mr u to e
Pa rameters
Parameter Quality Promptness Fairness Friendliness Facilitation Customer feedback
HR 3.1 2.9 3.1 3.3 3.2 3
Fin 3.6 2.9 3.5 3.7 3.6 2.9
IT 3.8 3.7 3.7 3.9 3.8 3.4
Summary of Results Sample size=388 Employees Average highest rating- Friendliness Average lowest rating- Promptness
As mentioned in the following table, NTPC-Sipat has obtained feedback from retired employees on various factors about the company. Positive opinion has been expressed by majority of respondents. EXIT Interview Feedback of employees separating from NTPC-Sipat Feedback on Company Environment Sl.no. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Parameter Ethical Practices Training and Development Communication system Company Policies and procedures HR service and policies Empowerment levels Transparency and fairness Quality of leadership Total pay and benefit Program Organization culture Career growth opportunities Concern for employees Performance oriented system Vision/Goal Clarity Interpersonal Relationship Maintenance of welfare infrastructure Giving Challenging environment Rating 3.67 3.33 4 4 3.67 3 4 3.67 4.33 3.67 3.67 3 3.33 4.33 4 4 4
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* The above rating is done on likert scale with Excellent 5 to V poor - 1
We captured about what employees enjoy the most while in employment with NTPC and in all the cases Job security was given Top Rank while all the other aspects were variable. The Feedback on How employees felt generally about NTPC received was mostly Highly satisfied (Highest) or Satisfied(2nd Highest) 7b. Performance Indicator: In line with Corporate Plan, Performance Management System has been introduced at NTPC-Sipat. A five year man power plan has been developed to meet the future requirements. (Details mentioned at 3a). After commissioning of two units of 500 MW of Stage-II, the PLF for 2009-10 is 93.5257% & cumulative PLF till 31st June 2010 is 96.5568%, which indicates the high level of Productivity of Employees. Absenteeism at Sipat is very minimal except for chronic Medical cases. Various communication platform & participative forum as mentioned under criteria 3 have resulted in harmonious working relations. Generation has never been affected in NTPC-Sipat on account of Strike. The attrition rate is 0.6 %, which is very low in comparison to the average attrition rate of 2% in power sector. This indicates high motivational and satisfaction level of employees. Long Service Award has been given to 75 Employees for service more than 15/25 years. At present, 241 & 141 Employees are those on our roll, who have completed 15 years & 25 years of service in NTPC respectively, which indicates the high level of loyalty. Grievance is resolved through Grievance Handling Procedure as mentioned at criteria 3a, which results in quick redressal and subsequent reduction in grievance handling time. The facilities at Vaishali Club, Sanskriti club, Sangwari Mahila Samiti, Sports Council, Swimming Pool, Stadium & Parks has been increased substantially in the recent past. As a result, the activities and participation of employees in all these places have increased. A total of 78 (seventy-eight) ICH members are deployed at various locations including Plant Canteen, Guest House and Transit Camp to provide hygienic food at reasonable rates to the employees. We are conducting Hazard Identification and Risk Assessment through daily site-inspection and subsequently taking prompt action against Unsafe Act/Unsafe Condition/ Violation of safety norms and ensuring uses of PPEs at site. We also organize various safety awareness programmes like Safety Quiz, Safety Slogan, and Painting Competition during National Safety Day and NTPC Safety Month for employees and contract workers. Screening of Safety Film at site to the agencies workers/ NTPC Employees is also done. Various safety articles are distributed among the employees and contract agencies/workers in order to bring more safety awareness. Monitoring of site activities through CCTV from Safety Control Center is being done to strengthen the safety of employees at the plant and township.
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SOCIETY RESULT NTPC Sipat project formulated and implemented well defined R&R and RAP Policy for improvement of Socio Economic Development of surrounding rural areas around the power station. NTPC Sipat management invested Rs. 35 Crores under R&R and RAP. A brief breakup of infrastructure work carried out by NTPC is given in table no. 8-1. Further Social Impact Evaluation Study (SIE) was also completed during Year 2006 the objective of SIE was to determine the changes occurred in the social fabric of PAPs and community as whole and also to ascertain sustainability and improvement of community. The results of the SIEs given in SIE report submitted by XIDAS, Jabalpur. CSR-CD works have also been started since April2009 after completion of R&R issues. NTPC have adopted liberal and comprehensive CSR-CD policy covering environment protection, ash utilization and Socio Economic Development of community including improvement in education, health and infrastructural facilities. Special emphasis is also given to cater the need of physically challenged persons (PCPs), Poor and vulnerable population. NTPC made expenditure to the tune of 149 lacs for improving infrastructural facilities, eradication of drinking water problem, distributed study materials to rural schools & blanket for poor people. Health checkup programme of students, family planning, Eye camp etc. are our annual programmes. In order to carry out perspective CSR-CD activities, Need Assessment Survey under CSR at NTPC Sipat conducted by XIDAS, Jabalpur during 2009-10. Detailed observation and recommendation for execution of various CSR-CD activities is given in the report. We have prepared 3 years CSR-CD plan covering 35 villages. Education, Health improvement, infrastructural development including rain water harvesting (RWH) water conservation, drinking water and sanitation are our main priorities. We have also distributed 50 Wheel chairs, Try-cycles, Baishakhi to all identified PCPs of block Masturi & Bilha. Sangwari Mahila Samiti also under take various welfare schemes for local population from time to time including distribution of blankets, try-cycles etc. to poor and PCPs. NTPC Sipat as socially responsible corporate citizen started use of ash bricks for construction of township and plant buildings we used to provide ash free of cost to local brick manufacturing units. NTPC Sipat management has also contributed Rs. 10.00 lacs for renovation of Khutaghat Jalashay & 25.00 lacs for Children Traffic Park, Mopka.
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A) Infrastructural Work
Sl.No. Name of Village Description of Work Cost (Rs. Lacs)
01
Sipat, Janji, Karra, Kaudiya, Raliya, Rank, Gatoura
Deori, Community Development Work @ Rs. 40.00 per Gram Panchayat PWD Deposit Work PWD Deposit Work 1 Hospital Per Panchayat
240.00
02 03 04
Mopka-Sipat Marg Lagra-Gatoura Marg Sipat, Janji, Karra, Kaudiya, Deori, Raliya, Rank, Gatoura, Davandih, Hardivishal
Gram
975.00 427.00 20.43
05
Sipat, Janji, Karra, Kaudiya, Deori, 1 School Building Per Gram Raliya, Rank, Gatoura, Davandih, Panchayat Hardivishal Sipat Sipat, Janji, Karra, Kaudiya, Deori, Raliya, Rank, Gatoura Sipat, Janji, Karra, Kaudiya, Deori, Raliya, Rank, Gatoura 8+12 = 20 Village Sipat, Janji, Karra, Kaudiya, Deori, Raliya, Rank, Gatoura Sipat, Janji, Karra, Kaudiya, Deori, Raliya, Rank, Gatoura Baniyadih, Bitkula, Darrabhata, Davandih, Dhaniya, Khaira, Khamhriya, Khanda, Kukda, Luthra, Madai, Nirtu, Pandhi, Parsahi, Pipranar, Udangi, Uslapur, Renki, Ratija, Sirli, Utarda, Jhanjh, Nevsa, Sirkikhurd, Hardivishal Community Centre 2 Tube Well Per Panchayat 36 Hand Pumps Gram
76.44
06 07 08 09 10 11 12
13.87 20.9 9.8 13.00 70.56 4.00 125.00
26 Hand Pumps Sampark Marg in 8 Villages 1 Moksha Dham Per Gram Panchayat 1 Km Kharanja Marg Per Village
13
Baniyadih, Bitkula, Darrabhata, 2 Hand Pumps Per Village Davandih, Dhaniya, Khaira, Khamhriya, Khanda, Kukda, Luthra, Madai, Nirtu, Pandhi, Parsahi, Pipranar, Udangi, Uslapur, Renki, Ratija, Sirli, Utarda, Jhanjh, Nevsa, Sirkikhurd, Hardivishal Sipat College Sipat, Janji, Karra, Kaudiya, Raliya, Rank, Gatoura Nawadih-Sipat Bus Stand Marg Sipat College Boundary Wall Bus Waiting Hall, Sipat Darrabhata-Kaudiy Marg Janji-Kaudiya Sampark Marg Uslapur Sampark Marg Computer Room Deori, Community Development Work PWD Deposit Work PWD Deposit Work Waiting Hall Bituminus Road Janji-Kaudiya Uslapur RUB - MGR
20.53
14 15 16 17 18 19 20 21
4.15 40.00 68.50 38.50 7.50 28.30 94.00 18.00 2315.48 Rs. Lacs 700.00 8000.00
Proposal 1 Govt. ITI Baloda 2 IIIT CG, Raipur
Location ITI Baloda IIIT CG, Raipur
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CRM & COMMERCIAL
POSITION REPORT
2010
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5e. Customer relationships are managed and enhanced Bulk Electrical Power is a product that needs to be consumed the instant it is produced. Hence the customer contact requirement is dictated by this very nature of the product. All generation details are available to the customer at every instant online through our partner PGCIL maintained RLDC website. NTPC owned Online Advanced ABT management system is available to check the customer requirement is fulfilled at all the instance i.e every 15 minutes block. The network makes information available through RTU based data exchange system to WRLDC. Besides customer meter is available to measure the power flow at Sipat switch yard. The Information shared with customer is with respect to quality & quantity of Generation. Operational issues and needs of customers are addressed at the first level in real time through communication (through telephone and messages over PLCC, fax etc). The format for data is pre-decided with customer, and all data is sent as per customer need. Analysis of all complaints is done and shared with station people by Commercial Dept. of WR. Incidences of system voltage variations in Grid due to load/ generation disturbances and Overhauling program are discussed with customer at regional level. NTPC Sipat responding to it by changing its generation levels indicate the responsiveness towards customers emergency requirements (these details are also discussed at WRPC & OCCM) . NTPC has initiated CRM system. This helps in gaining confidence of our Customers by helping & supporting them to a stronger health. For this purpose, the Regional EDs are nominated as the Customer Relations Manager & positioned as the SINGLE WINDOW to customers for all their needs & queries. The relationship building, knowing the customer, identification of the key area for providing support through NTPC resources. As per the request received by our WRHQ through SEB manager NTPC-Sipat took part in presenting zero maintenance concept to MSEB at Koradi. We also hold customer meet & training at regional level. Power Sector Reforms, Awareness to conserve Energy and to improve the financial viability of power sector and hence improve customer satisfaction. The incentives/discount formulation by NTPC encourages prompt payment by our customer. We are providing all the supporting document to our customer along with bill . Which solves many of the billing related queries before they are in the mind of the customer. Based on the feed back of SEB managers we undertake the projects at SEB as per their requirements. NTPC is also moving towards high cycle efficiency plant which shall directly benefit the customer in terms of tariff. Earlier we were procuring 200 MW size plant at present we are mostly procuring 500 MW size plant giving benefit of economy of scale. We have also inducted supercritical technology which are having 1% higher cycle efficiency by design. As per the requirements of the customers, we offer training to them by allotting few seats at Power Management Institute (PMI) at NOIDA, on no charge basis. Total 38 participants availed training in PMI during 2009-10 from Western Region. Business Partner Meet is being conducted every year for working level executives of all the beneficiaries. Customer meet is conducted once in two years were top level management of NTPC interacts with the counterparts of customers. Our CRM group located at WRHQ Mumbai, are in constant touch with customers and as per their requirement they conduct workshops at their premises. A team of NTPC executives visits their plants and interacts with them and give presentations on the analysis, suggestions /recommendations for system and efficiency improvement. The objective of these type interactions is sharing of best practices, efficiency and system improvement for the betterment of power sector as a whole. The following services were provided to customers during 2009-10.
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S.No 1
Beneficiaries DD
Programme 1. Power Exchange/Trading 29.06.09 2. Transformer Maintenance 09.02.10 3. Business Partner Meet 2009 27.10.09 1. Power Exchange/Trading 29.06.09 2. Transformer Maintenance 09.02.10 3. Business Partner Meet 2009 27.10.09 1. International Competitive Bidding 10.07.09 2. Zero forced Outage through C & I maintenance 04.03.10 3. Business Partner Meet 2009 27.10.09 1. Birshingpur 500 MW full load operation and system improvement. 20.06.09 2. ESP performance Improvement 24.09.09 3. Business Partner Meet 2009 27.10.09 1. Workshop on C&I system improvement for avoiding forced outage. 29.07.09 2. Maintenance Planning 26.02.10 3. Business Partner Meet 2009 27.10.09 1. Opn & Efficiency Improvement 12.03.10 2. Workshop on C&I system improvement for avoiding forced outage. 28.08.09 3.Business Partner Meet 2009 27.10.09 1. Business Partner Meet 2009 27.10.09
DNH
GUVNL
MP Genco
Maha Genco
CSEB
Goa
CRITERION 6: CUSTOMER RESULTS. 6a. Perceptions We at NTPC-SIPAT support Customer Service Excellence and are committed to strengthen our relationship with our esteemed Customers. Our Process of Customer satisfaction is aligned with our mission and our core values. An effort was made in this direction by conducting a customer perception survey internally by our regional office WRHQ. The result of CSI is shown in fig 6a.1 this is for the whole WR region Table "A" STATE POWE R % OF POWER ALLOCATIO N 35.05 7.20 24.55 26.30 2.80 5.40 4.30 100 STATE WISE CSI 4.48 4.37 4.30 3.85 4.73 4.19 4.14 STATE WISE BPI 4.30 4.51 2.75 3.53 3.92 4.16 3.92 CSI WR Table "B" STATION V'CHAL KORBA GANDHAR KAWAS SIPAT CSI 4.45 4.49 4.40 4.41 4.45
M.S CG MP GUJ DD DNH GOA REGIONAL ALLOCATI ON fig 6a.1
2629 540 1842 1973 210 405 322 7922
4.50
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We are monitoring many parameters for reliable power to our customers these parameters are illustrated at fig 6.b 1 to 7 so that power received by our customer is as per the best standard in the world. To maintain good quality of power we try comply with all the schedule generation given by our customer or partner (Power grid corporation of India Ltd)PGCIL . This monitoring is done in day to day basis. which is correctly depicted in DC/SG & AG/DC figure To confirm :When WRLDC requested NTPC Sipat to back down due to line evacuation problem. It was fulfilled even at a high cost to Sipat. Similarly during grid disturbances NTPC Sipat responded promptly to maintain optimum generation and adhered to grid discipline during tripping of Northern grid frequency went high. We are receiving request from customer through our SEB manger to improve upon the business process of our customer accordingly we implementing some projects at the request of the customer. 6b. Performance Indicators. Product Supply : Performance Indicators are monitored internally at NTPC Sipat include Energy Sold Out(i.e. ESO / AG Actual Generation), Declared Capability, Schedule generation (SG) as given by customer , Compliance to Schedule given against DC i.e. AG/DC and Compliance to Schedule Generation given by customer ie. AG/SG It is evident that the Actual Generation is always above DC and above customer requirement given (AG/SG). NTPC Sipat power being the cheap in the region is given priority by customer i.e. while giving schedule full capacity is scheduled. Reliability: To meet our product reliability and quality as per our customers needs and expectations, all possible efforts are taken by our Operation and maintenance Staff . Improved management of Schedule Generation & Supply Year ESO or AG DC SG AG/DC AG/SG Mu Mu % Special attention & monitoring is done by highest project level authority for: i)Reduce the percentage of forced Outage for reliable power supply Forced outage no percentage hrs NTPC 08-09 24 3.595 323.526 09-10 17 7.0342 616.1998 10-11 6 3.466 303.667
2.51
The percent of tripping till june this year is slightly higher due to Boiler tube leakage occurring at welding failures for which we are taking corrective steps to reduce the same. Our tripping number is more then NTPC standard as new equipments takes some time to stabilize.
%of Forced Out age No. of Tr ipping
5 4 3 %of For ced Out age 2 1 0 2008- 2009 2009- 2010 201011( June)
30 25 20 15 10 5 0 2008- 2009 2009- 2010 201011( June) No. of Tr ipping
Fig6b1.1 fig6b1.2 ii)Minimum no of tripping at fig 6b1.2 : Reduction in number of tripping clearly shows we are improving & initial period of stabilization is going to be over.
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iii) Period of planned outage monitored to give optimum power to our customer, as we require to take statutory shutdown to renew boiler licenses . During 1st year of operation it was not require to take any shut down. Therefore the data may be observed from 2nd year onwards . fig6b1.3 shows the planned outage data. Which is being monitored so as to obtain minimum forced outage
%of Planned Out age Par t ial Loss in MU
4 3.5 3 2.5 2 1.5 1 0.5 0 2008- 2009 2009- 2010 201011( June) %of Planned Out age
200 150 100 50 0 2008- 2009 2009-2010 201011( June) Par t ial Loss in MU
Fig6b1.3
fig6b1.4
v)Aiming at zero partial loss: Partial loss means we are unable to generate full capacity.The 1st year data is not a true representation as it was for part period. 2nd year data is on higher side due to initial stabilization of equipments,174.0663 MU partial loss 09-10. We have clear plan to reduce this in subsequent years. vi) DC/DC normative % fig is the correct representation of our overall availability for generation at fig 6b1.6 . The 1st year data was for part period therefore is not true representation We have plan to increase this by reducing the forced outage & optimizing the planned outage. The AG/SG fig also shows that we have always tried to help the grid in the present shortage market of electricity as shown in fig 6b1.5
AG/SG
1 00 .6 8 101 101 A G /S G % 101 101 101 101 2008-09 2009-10 Financial Year 2010-11(upto June)
92
10 0.68
DC/ DCN
10 0.62
101
97 96 95 DC/ DCN 94 93
Actual
2008-2009
2009-2010
2010- 11( June)
fig 6b1.5
fig 6b1.6
PEAK HOUR Generation:. Peak hour generation is the generation when it is needed the most. NTPC Sipat is always Geared up to make available the plant to the fullest, by keeping reduced forced outage and compressing planned outage. Peak Hour Generation in last two years against Normal Generation is better. Quality of Power: We receive the request for SG from our customer on daily basis which is being monitored by us on daily basis the fig 6b1.5 shows that we are pumping more power then our availability to support the grid. Specially during low frequency. SUPPLY OF CHEAP POWER: The specific oil consumption is less then the cost is directly shared between beneficiaries & generator accordingly the trend of oil consumption is displayed at fig 6b1.7 which is reducing slowly shows that benefit is also being passed on to the customer resulting in cheaper power to customer.
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Sp.Oil Consumption
2 1 1 1 1 1 0 0 0 1.47 0.531
Sp. Oil Cons. %
0.282 Actual
0.4
2008-09
0.197
2010-11(upto June) MOU
Fig 6b1.7 Services to Improve their business: We had sent our expert to MSEB koradi to educate them regarding concept of zero maintenance in C&I systems as per their request.
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0.31
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FUNCTIONAL LEVEL POSITION REPORT FOR CHP & MGR (2010)
OBJECTIVE
TARGET OF BECOMING MOST EFFICIENT FUEL MANAGEMENT GROUP THROUGH ECO-FRIENDLY AND INNOVATIVE TECHNOLOGY
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CRITERIA 1 :
LEADERSHIP
Leaders develop the mission, vision, values and ethics and act as role models. The leadership of SIPAT FUEL MANAGEMENT has developed the Mission, Vision and Values after extensive discussion with both internal and external stakeholders of the NTPC SIPAT FM. Leaders at SIPAT FUAL MANAGEMENT envisioned the future of the NTPC SIPAT with the active participation of its Employees, and identified a set of values which are the guiding principles for developing organization culture& values amongst employees of SIPAT FUEL MANAGEMENT. The Vision, Mission and Core Values of organization have been widely shared among each and every employee across the fuelmanagement group for their actualization. Leadership at SIPAT FUEL MANAGEMENT develops the ' SIPAT FM VISION' in line with NTPC vision and is communicated to one and all across the Department. Head of the FM interacts regularly with Shift Charge Engineer of CHP and MGR in each shift of the day to communicate departmental objectives. Communication meeting is carried out with non executives once in a month where discussions are held regarding objective of the department, scope of improvement in their area and working conditions. Appreciation letters, awards are given on Independence & Republic days to encourage people. Continuous monitoring of dust suppression systems and dust extraction systems and ambient conditions (AAQMS) is done at higher management level. Head of department periodically discusses environmental and other challenges of strategic nature with senior executives. Coal is being imported and blended with domestic coal to avoid generation loss on account of coal shortage. CRITERIA 2 : PLANNING AND STRATEGY
Planning & Strategy are based on the present and future needs and expectations of Sipat plant. Planning and strategy at Sipat Fuel Management is driven by long term goal of sustainable growth of NTPC. Annual MOU of NTPC with GOI is cascaded down to each Station. Annual targets based on MOU targets for CHP and MGR departments are stretched and reviewed on monthly basis in ORT, quarterly in RMC & MCM meetings. For personnel development, professional and personality/leadership development training courses are scheduled for every employee as per training planner by Head of Sections. Fuel Management department head, AGM (FM), along with DGM (MGR), DGM (CHP) conducts meetings with all shift groups weekly, to discuss safety measures in operation, fire fighting system availability and every other system related problems. MGR generates Daily Report in a standard format indicating coal receipt and consumption with respect to coal linkage . Daily deviations in quantity and quality are reviewed by HOD on regular basis. NTPC SIPAT FM utilizes the forums of ORT and SMC for discussions, planning, and review of our Policies and strategies at the station level. These forums are also utilized for communicating any new initiatives, policy changes to HODs. One of the key interfacing forums covering the Operation & maintenance areas are the Daily Planning Meeting. HODs, in turn, disseminate any new communication, or any matter of immediate concern to all. CRITERIA 3 : HUMAN RESOURCES
HR policies at Sipat FM are reviewed based on various inputs at site level committees, participative forums and welfare associations . Corporate HR plans and unit HR plans aim at business plans with emphasis on optimum utilization of human resources resulting in improved productivity.
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The skill of manpower of FM department is developed by constant knowledge sharing by in-house and external training programs conducted by PMI and other stations. Actions have been taken for developing skills of manpower for CHP and MGR system by getting them trained at Railway and other institutions Peoples knowledge and capabilities are developed by effective utilization of general shifts, where technical and non technical issues are presented and discussed. Many platforms like PC, QC, suggestion schemes, knowledge sharing portal at the Sipat intranet site are posted for knowledge sharing. Peoples have been awarded and honored by giving GM award and appreciation letter for their good performance. Employees are encouraged to take critical decisions at the time of emergency situation for developing their personal growth. All safety hazards have been identified and proper measures have been taken to eradicate the same. Safety slogan boards have been placed all across CHP and MGR area . Important operating procedures have been written near operating area i.e. control rooms and switchgear room. Mentoring of new entrants in executive cadre is being done to guide them. Department communication meeting is held monthly between HOD and respective employees for sharing the updates and problem solving. CRITERIA 4 : PARTNERSHIP AND RESOURCES
Sustainable relationship with Partners: Partnership with CIL- SECL is through F u e l Supply Agreement (FSA) signed between SIPAT and SECL for 20 years on mutually agreed terms & conditions subject to periodic revision. The agreement is structured to ensure regular supply of coal of proper quality. As per the agreement SECL shall supply annually 5.8 MMT of coal for Stage 2 Units. SIPAT FM has assured the purchase of the agreed quantity of coal through dedicated net work of Merry Go Round (MGR) system for transportation of coal from mines to plant . T h i s network comprises of 10 0 KMs of rail track. This helps the partner to supply annually agreed quantity on monthly requirement basis, keeping in view of the achievable production levels of SECL, in different seasons of the year. Further to meet the increasing requirement of coal due to enhanced generation targets, supply of imported coal of 2.0 Lakh MT &1.5 Lakh MT of SCCL Coal per annum is done through Indian railways. To facilitate the movement of imported coal Sipat is connected with Indian Railways at Gatora Station siding. The major technical supports for O&M / CHP and MGR systems are taken from following agencies /partners on regular basis .
Sl.N o 1 2 3 4 5 6 7
Description of the Partnership Mech. mntc. of CHP system Track maintenance AMC of CHP SCADA SYSTEM Domestic coal supply Imported coal supply LOCO maintenance S & T system
Key partner M/S Thyssenkrupp M/s RITES M/S ABB, Bangalore M/s SECL and M/s SCCL M/S MMTC and M/s STC, M/S Indian Rail M/S RITES
Through Knowledge Management portal of ERP, business processes have been identified as knowledge domain. Intranet websites of Operation and EEMG have been hosted so as to allow easy access to information and to update knowledge about equipment and process by each employee
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CRITERIA 5:
PROCESS AND SERVICES
Key Business processes of CHP and MGR are Coal transportation from mines to Sipat plant and handling of coal inside the plant upto main plant ,. Processes are mapped and performance indicators are monitored against their acceptable limits. Key Process Coal transportation from mines to plant Process Performance owner indicators AGM(FM) Rolling stock availability, Track availability , availability Of signaling system AGM(FM) 1.Availability of major Equipments, 2.Aux power Consumption. 3.Separation of foreign material from coal Exhibit: 5.1 Review/ Reporting forums Tele conferencing between Project Head & HODs, Daily Planning Meeting Monthly performance Report, Utilization factor of equipments , ORT meeting
Operation & Maintenance of Fuel Handling System.
Reliability of equipments have been maintained by proper preventive maintenance, condition monitoring devices and scheduled change over with stand by equipments. Business Process Automation initiative is in development stage with a purpose to provide all the right information to the executive, extracted from the stored experience to quickly enable him to act on the problem at hand and ascertain effective recovery paths. Executive Dashboards and O&M Knowledge Repository are the two main building blocks of this business process automation (BPA) initiative. CRITERIA 6: CUSTOMER RESULT Main plant operation is main internal customer of CHP/MGR Department. The main requirement of operation department is ensuring fuel security which is fulfilled by CHP MGR function with dedication and team effort, thus contributing to achievement of generation target. As per internal survey conducted by us, the feedback of operation department is "very good". Further improvement activities are being taken up for good housekeeping, reliability of CHP/MGR equipments and safe handling of coal. In the year 2009-10 we have transported 58.7 Lac MT of coal which is more than the linkage quantity of SECL. Thus we take every care for our customer delight. Internal customer feedback of other functions are depicted as below. Sl.No 1 2 3 4 Department Main Plant Operation C&M Department HR Department BE Department Exhibit. 6.1 To address Low score attribute like BE activities, QCs and PCs are formed and PIPs are being taken up. CRITERIA 7: HR RESULTS Average Score obtained 2.85 2.57 2.2 1.71
Perception Measures: NTPC CHP&MGR department is a well trained and committed team of professionals working in unison towards organization goals. Professionals personal growth and satisfaction and organization development
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are given equal attention. Well planned training programs as per the need of the individual and his nature of work are organized for every professional. Performance indicators: SIPAT CHP&MGR Department employees are given various training which are focused on skill development, competency development, knowledge development, personality development and team building. Sl No 1 2 3 4 5 6 CRITERIA Average training man days Professional circle a) No of presentations b) No of competitions participated QC activities Accidents Attrition No of training sessions for contract labour ACHIEVEMENTS 2008-09 2009-10 4 6 2 1 2 Nil 0 6 2 1 2 Nil 0 9
Employees have been awarded and honoured by giving GM award and appreciation letter for their good performance. SAP has also added to the overall service satisfaction of employees by opening a new on-line channel for getting services. CRITERIA 8: SOCIETY RESULTS Perception Measures: Sipat Fuel management department is committed for the development of the society in which it operates. In its endeavor for a clean, pollution free and developed society, Sipat Fuel Management is involved in a no. of development programs for the society. Sipat FM operates the coal handling plant in the best of safety and stringent pollution norms., Use of imported coal is an area where NTPC is engaged in conservation of resources.. NTPC Sipat is involved in a lot of plantation programs. Sipat FM is having a dedicated team engaged in different welfare activities for the surrounding villages along MGR track. CSR activities are listed as below : Sr. No. 1 2 3 4 5 6 Job Description Bathing Ghat at Renki Village WBM Road 500meters at Village Madai School Building at Utterdah Village 4Nos. of Hand Pumps at Villages Nevsa & Amannara, Stages for cultural programmes at Nirtu & Amannara, Uslapur WBM Road Works, PO No.4600006306 Remarks Bathing Ghat completed Final Bill paid Rs.77,393.04 Work completed up to Door level. Work Completed Work completed Roadworks, drain PCC works completed. Drain brick works progress.
in
CRITERIA 9: KEY RESULTS Perception Measures: Sipat ranked 11th position among best power plants of the country with annual PLF of 93.33% during 2009-10. Performance Evaluation Matrix and MOU evaluation on monthly basis helps in continuous improvement of our performance.
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Performance indicators: 1.0 CHP performance Sipat is having largest CHP in NTPC . The capacity of our CHP is 2600 MT per hour . The equipments are being operated in efficient manner and downtime is minimized by keeping the equipments under close observation. Presently the CHP utilization factor is ----2.0 MGR performance Sipat MGR is having 8 nos. of WDG 3A locomotives and 286 nos. of BOBR wagons .Rolling stock maintenance is carried out as per schedule . Specific diesel consumption is 4.0 ltr/km/1000MT. 3.0 COAL RECEIVED AND HANDLED Sipat fuel management group is truly professional group and is able to manage the coal requirement of Sipat power plant from different sources . like SECL through MGR system , SECL through railway system, SCCL through Railway system and Imported coal through Railway system . BOXN wagons are unloaded in track hopper manually and handled in a proper way , though wagon tippler system is not available at Sipat . 4.0 SPECIFIC COAL CONSUMPTION It is the coal required in Kg for generation one KWh of electricity. Quantity of coal consumed for generating the same amount of electricity depends upon quality of coal. Better the coal quality, lesser will be the Specific coal consumption.
1 1 1 1 1 1 1 1 1 0.717 2008-09 0.675 2009-10 Financial Year 0.688 2010-11(upto June) Actual
5.0 COAL QUANTITY RECEIVED Sipat Fuel management group is having a long term fuel supply agreement with SECL for 20 years. The quantity and the realization factor are given below . Additional coal is being procured from Singareni Coal Company Ltd. , MMTC and STC .Details of Last 3 years of coal received are given below :
Coal Receipt
7000000 6000000 5000000 MT 4000000 3000000 2000000 1000000 0 FY 08-09 FY 09-10 FY 10-11till June ) Coal receipt linkage Imorted SCCL
6.0 COAL QUALITY Weighted average CV of coal :
2008-09 ----- 3490 Kcal/Kg 2009-10------ 3411 Kcal/Kg Partial loss due to coal quality/wet coal for the FY 2009-10 is less than 0.5 MU . Sipat FM is managing the Specific coal consumption by judiciously blending imported coal with domestic coal .
NTPC SIPAT
Sp. Coal C ons %
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FUNCTIONAL LEVEL
POSITION REPORT
CHEMISTRY & EMG (2010)
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LEADERSHIP In NTPC-Sipat, the main objective of chemistry section is treatment of water at various stages for various processes and quality checks of water, oil, Coal and raw material for their suitability on continuous use. In order to achieve this, it requires effective intra and inter-departmental coordination. Hence leadership plays a vital role in achieving this. All information regarding quality testing and analysis are displayed in Chemistry web page for easy accessibility. Every day morning, informal meeting takes place in DGM (Chemistry) room to review daily activities and its exceptions. Critical issues are then taken up in daily planning meeting for rectification. Review of sectional activities with respect to internal & external MOU, internal audit points, material availability, safety, status of indents and contract proposals is carried out with Sr. executives on weekly basis to identify the gaps and take corrective action. Monthly communication meeting is held to discuss about process performance, monitor the performance gaps, target setting & problem solving through review of operational procedures, training and other needs of employees. EMG & Ash Utilization Department (AUD) plays vital role in meeting & exceeding the environmental requirement of NTPC Sipat. EMG&AUD is headed by a senior level officer of DGM rank. Informal departmental meeting is held under the leadership of DGM every day where immediate departmental requirement & planning for action for achieving long term goal is discussed. Any new development in the field of EMG&AUD is discussed among departmental members & action plan is decided. HOD (EMG&AUD) attends daily planning meeting once a week to inform other members of the plant about environmental requirements & to get their support in meeting departmental objectives & goals. HOD (EMG&AUD) also conducts once a week departmental meeting to discus steps to be taken to meet MOU targets & proactive actions to improve environmental awareness among employees & their family members. Since the environmental issues mostly goes beyond the plant boundary HOS reviews departmental goals & objectives every month during the EMG&AUD review. PLANNING AND STRATEGY: Main target of chemistry is to supply uninterrupted process water to various areas with no deviation in quality as per MOU. Monthly requirement of process water for the plant is being taken from MOU and ORT target. DM water is stored in Storage tanks by monitoring the critical level and operates the plant accordingly. For this, all resources such as bulk chemicals, contract for material handling, equipment availability are to be ensured. For bulk chemicals, indents are raised when the bulk chemical stock is going to last for minimum 4 months or when the last Purchase order quantity is valid for minimum 4 months. Review of the same is done during sectional meeting. Contract proposal is initiated 5 months before the expiry of running contract. Main objective of EMG&AUD is to ensure adherence of all environmental conditions stipulated in consent to establish & in consent to operate the plant & to meet the statutory ash utilization targets. Attainment of these goals is part of business plan and becomes part of MOU targets. At the HOS level these targets are reviewed during monthly MOU review. During these reviews gaps are analyzed and corrective actions are taken. Finally during ORT these targets are reviewed by representatives of Corporate Centre & Regional Head Quarter. If any support is required from CC or RHQ, it is discussed during ORT. In order to achieve the environmental objectives, interaction meeting with concerned departments who are directly connected with environment due to their activities are held at least in each quarter and as & when required. HUMAN RESOURCES: To meet the goals & objectives, Chemistry, EMG & AUD department is equipped with suitably qualified manpower through proper planning at CC, RHQ & Station level. Performance planning is done through E PACE at beginning of the calendar. Employees choose the area of skill development & plan for the training accordingly. After the training employees share their learning & feedback with other members of the
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department. HR ambassador in our section is acting as bridge between HR and the employees. All requirements of employees as well as HR requirement are fulfilled through him. PARTNERSHIPS AND RESOURCES: External partnerships are managed: The main input required from outside agencies for running power plant is coal and water. Quality of coal is directly affecting the boiler performance and leads to forced outage. Coal quality is ascertained through joint sampling and analysis. Though there is a fuel supply agreement with SECL, in order to maintain the quality of coal supplied by CIL, constant interaction is being done with the concerned official at least once in a week to ascertain the quality. Bulk chemicals, fine chemicals, lab wares and instrument spares are also being procured by section. For bulk chemicals, source standardization is in place which greatly reduces procurement lead time. Further for accelerating the progress of indents, critical and overdue indents are listed and discussed in indent review meeting held every week for expediting the case for getting the material in time. Non-core activities such as bulk chemical handling, sampling, house keeping etc. are identified and outsourced through man power contract to local agencies. All payments are released with in a week of submission of bills by the agency. Building, equipment and materials are managed: Availability of equipment is main requirement of best operational practice. For this, preventive maintenance of all running equipments is being carried out as per the fixed frequency. System is being made for auto generation of PM for all equipments. Further change over schedule of all equipments are followed which ensures all equipments are available and its running hours are identical. Further condition monitoring of all equipments are also carried out by expert group. In addition to this, any abnormality found in the equipment is intimated to maintenance through defect notification system and the same is attended by concerned maintenance group there by minimizing the outage. For reliable operation of DM Plant, Bulk Chemical storage tanks are inspected jointly with maintenance group on yearly basis for its healthiness. Internal inspection of all DM Plant vessels is also carried out annually. The progress is reviewed by sectional head during interaction meeting. Resin which is one of the important materials for DM Plant operation, its quality is tested once in a year from R&D lab for its effectiveness. As the plant is relatively new, analytical instrument lab set up is in progress. All latest equipments are under procurement for Coal analysis, DGA analysis for condition monitoring of transformer oil, wear debris analysis of mill & lubricating oil and low range (ppb) analysis of steam and boiler water system. Partnership with cement manufacturers are established through open transparent bidding process for lifting of fly ash by NVVN. Establishment of this long term partnership is under process. Presently FAB manufacturers are issued fly ash on first come first serve basis after entering into contractual agreement. To improve fly ash utilization & to conserve top soil NTPC Sipat is under process of setting two numbers of high capacity (80000-100000 bricks per day) ash brick plant. Fly ash utilization through these brick plants will be approximately 150 MT per day. This plant is likely to start production by December2010 & achieve full capacity in this fiscal year. Dry Ash Extraction System (DAES) is under erection & commissioning. It is likely to become operational by Dec 2010. Once DAES is fully operational & fly ash users in cement industries are identified by NVVN, fly ash utilization will improve substantially. To improve ash utilization and to make people aware of usefulness of FAB, NTPC Sipat has adopted the policy of compulsory use of FAB in all in-house constructions. To conserve precious natural resource water is recycled & reused through AWRS & ETP. The quantity of water recycled through AWRS is given in Fig.3. Total water conserved & recycled through is 3166160 M3. ETP has been commissioned & NTPC Sipat is following the policy of zero water discharge from the plant. To further conserve water Sewage Treatment Plant of peak hour capacity of 195 m3 is under erection & commissioning is expected to be operational by November 2010.
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To monitor compliance to statutory requirements yearly environmental audit is conducted by a team from Corporate EMG. To improve its effectiveness, compliance to audit findings has been made part of MOU & is monitored every month during ORT by RHQ & also during monthly EMG review by HOP. NTPC Sipat is a very responsible corporate citizen in the field of environment. Pre & post operational Ambient Air Monitoring is done at environmentally sensitive Sonthi Pahar reserved forest. Three numbers of automatic ambient quality monitoring stations (AAQMS) has been established for round the clock monitoring. Results are made available online. Besides this manual AAQM is done at three locations around the plant & monthly ground water monitoring is done at six locations around the plant. All these monitoring results are discussed and corrective actions are taken. Routine environmental monitoring works are outsourced through tendering process. Contract proposals are moved five months ahead of the expiry of existing contract so that new contract is available when the existing proposal expires. Informal meetings are held every month with FAB manufactures and suppliers to iron out procedural delays if any. To improve ash utilization and to make people aware of usefulness of FAB adopted the policy of compulsory use of FAB in all in-house constructions. Conservation of natural resources is given top priority. Water is conserved, recycled & reused through AWRS, ETP & STP. PROCESSES: The main process of chemistry section is to treat water for process requirement with safe handling of chemicals and quality testing. Complete chemistry card is prepared addressing objective, customer requirement, internal process etc,. In this DM water quality and quantity is taken for lead and lag indicator. Similarly Safety effectiveness is also one of the lag indicators which are also addressed. EMG process structure is designed to achieve the objectives derived from stake-holders expectations. The process flow chart for generation of ash is depicted in the following fig.Coal from mines CHP Furnace BA Slurry Ash Dyke AWRS ASPH Furnace ( + Air) ESP DAES The process requirements along with the process measures and their review forums are mentioned below Process name Process Input Process Outputs Ash Removal Process measures Ash utilization Process Measures reviewed at DPM, ORT & AUD review ESP Stack emission
Ash Handling & Disposal
Ash produced in the steam generator Application for consent to operate
Obtaining the consent to operate
Renewal of consent to operate
Validity of consent to operate
ORT , EMG&AUD review
Lead and Lag indicators for ash utilization are also addressed.
Customer Results:
Main customers identified by Chemistry section are Main Plant operation, Electrical & Mechanical Maintenance, Safety and C&M Department. Internal customer satisfaction index were carried out and the results are as under:
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Internal Customer Satisfaction Index

S tis c nle e a fa tio v l 105 100 95 90 85 80 75
M c .M in n e h a te
CM &
M in n n e a te a c
M inP n a la t
O e tio p ra n
S fe a ty
E c a le tric l
Internal Customers Satisfaction Index
Safety and Mechanical Maintenance satisfaction level requires no attention. In case electrical maintenance, we need to improve upon quality and accuracy of oil testing for which we have already procured one instrument for moisture testing at very low level and also we have placed order for high accuracy instrument for dissolved gas analysis of transformer oil. In case of C&M, we are lacking in timely initiation of proposals which is being addressed through sectional meeting.
HR Results:
Employees of chemistry section are given training based on their training needs and training coordinator is Identified for better coordination. Efforts are made to give training to all employees for minimum 7 days training. HR initiative such as QC, suggestion scheme etc. and their importance on self development are communicated effectively. Chemistry QC team represented Sipat project in regional level QC convention in 2009. Competency of the employees in EMG department are ensured through selection of specialist in Environmental field and further it enhanced through training and various workshop organized for improvement in Environment and Ash utilization. KEY RESULTS 1.0 DM / CLARIFIED WATER CONSUMPTION: In Sipat, DM Plant is under operation since 2007 for main plant commissioning activities such as acid cleaning, steam blowing etc. During this period the requirement was on the higher side due to above mentioned activities. After stabilization and commercial declaration of unit - 4 and 5 in the financial year 2008-09, DM water consumption has reduced in the year 2009-10. Clarified water on the other hand increased in year 2009-10 as both the units were on full load unlike 2008-09
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PROCESS WATER CONSUMPTION
CB MT R U IC E E 500000 400000 300000 200000 100000 0 2008-09 YEAR CLARIFIED WATER DM WATER 2009-10 25000000 20000000 15000000 10000000 5000000 0
2.0 BULK CHEMICAL CONSUMPTION: Similarly chemical consumption for DM plant (hydrochloric acid and Caustic soda) was on the higher side in 2008-09 and chemical consumption for PT Plant (ferric alum) was on the higher side in the year 200910.
Chemical Consumption
401 257 214 79 155 500 C sum on ptio M n T 400 300 200 100 0 2008-09 2009-10 Financial Year 2010-11 Upto Jun'10
Ferric Alum MT HCL MT Caustic Soda MT
73
41
56
3.0 WATER CONSERVATION: The quantity of water recycled through AWRS is given in the table given below (AWRS started from Aug09 fig. in m3):.
Water Recycled in yr.2009-10
570 420 800000 700000 C .Mo W te u f a r 600000 500000 400000 300000 200000 100000 0 Aug Sep Oct Nov Dec Jan Feb Mar 632 910
12
308 050
357 575
314 025
433 160
Months
. Total water conserved & recycled through is 3166160 M3. ETP has been commissioned & NTPC Sipat is following the policy of zero water discharge from the plant. To further conserve water Sewage Treatment Plant of peak hour capacity of 195 m3 is under erection & commissioning is expected to be operational by November 2010.
NTPC SIPAT
244 765
296 795
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FUNCTIONAL LEVEL POSITION REPORT 2010 FOR MAIN PLANT OPERATION, EEMG & EC
OPN
EEMG
EC
VISION
GENERATING ENERGY EFFICIENT AND RELIABLE POWER THROUGH ECO-FRIENDLY AND INNOVATIVE TECHNOLOGY
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CRITERIA 1 :
LEADERSHIP
Head of the Operation interacts regularly with Shift Charge Engineer during each shift of the day to communicate departmental objectives. Communication meeting is carried out with non executives once in a week, where discussions are held regarding objective of the department, scope of improvement in their area and working conditions. HOD attends Daily Maintenance Planning meeting, chaired by Head of O&M, along with senior executives of Operation, EEMG & EC. The decisions taken in the meeting to take corrective action for achieving the targets are communicated to down below level of respective sections. Site specific Operation Management System is being developed based on the document Operation Management System of NTPC issued by CC-OS. Schedule of DC is communicated to WRLDC through IT infrastructure by shift operation daily in the morning by 7:30 am.OCCM is held quarterly with representatives of WRLDC, WRHQ, SEBs regarding demand, supply, quality of power & grid discipline. Appreciation letters, awards are given on Independence & Republic days to encourage people Statutory & Regulatory requirements regarding environment and safety are regularly reviewed and complied. Continuous monitoring (online) of stack emissions and ambient conditions (AAQMS) is done at higher management level. Head of department periodically discusses environmental and other challenges of strategic nature with senior executives. Coal is being imported and blended with domestic coal to avoid generation loss on account of coal shortage. Action plan for reduction of Forced outage is made based on past experience of all NTPC projects. CCTV cameras are installed at critical locations in the operational areas and online monitoring is done at the offices of Project Head, O &M Head, Operation Head, SCE & CISF to make out the unsafe conditions and to set them right subsequently. Tripping Committee, Modification committee, BTL Committee consisting of representatives of different sections identify the technological requirements, and initiate necessary action for implementation. Head of Sections take personal interest to encourage creativity, innovation and learning activities through QC, PC, POG and PIP. Training needs on functional basis are fulfilled by in-house and external training. CRITERIA 2 : PLANNING AND STRATEGY
Planning and strategy at NTPC Sipat is driven by long term goal of sustainable growth of NTPC, and its members. Annual MOU of NTPC with GOI is cascaded down to each Station. Scheduling for Annual Planned Maintenance is done by the month of March. Loss of generation due to equipment and unit forced outage is estimated based on past experience and incorporated in MOU target. Annual targets based on MOU targets for Operation, EEMG & EC departments are stretched and reviewed on monthly basis in ORT, quarterly in RMC & MCM meetings. Daily reports of performance indicators like Generation, Plant load factor, APC, oil consumption, Coal consumption etc are filled in company wide ERP system. Shift Charge Engineer regularly communicates with WRLDC for compliance to generation schedule, system requirements like Voltage and MVAR, grid stability and reliability of power supply. Performance gaps are identified through EEMG reports, internal benchmarking, ORT meetings and Recovery action plan is made. Local management Instruction, Work instructions for routine jobs and emergency conditions are prepared and kept available with operation personnel for safe operation of plant equipments. For personnel development, professional and personality/leadership development training courses are scheduled for every employee as per training planner by Head of Sections.
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Operation department head, AGM (O), along with DGM (O), DGM (EEMG) conducts meetings with all shift groups weekly, to discuss safety measures in operation, fire fighting system availability and every other operation related problems. Long term strategy for improvement is made through core competency of specialized groups at CC-OS, CENPEEP, CEETEM, and R & D. EEMG generates Daily Flash Report in a standard format indicating performance parameters. Daily deviation report of Heat Rate and key parameters related to sustainable operation of units are also produced and reviewed daily. CRITERIA 3 : HUMAN RESOURCES
In Sipat, the teams of Operation/EEMG & EC consist of young, enthusiasts and experienced technocrats. Manpower planning is based on the criteria of Man/MW ratio decided by Corporate- HR and requirement is worked out keeping in mind the feature of Supercritical technology at Sipat for the first time in India. The skill of manpower of operation department is developed by constant knowledge sharing by in-house and external training programs conducted by PMI, CII and other stations. Actions have been taken for developing skills of manpower for stage-I operation by getting them trained at similar operational power plants and through Simulator training. Peoples knowledge and capabilities are developed by effective utilization of general shifts, where technical and non technical issues are presented and discussed. Many platforms like PC, QC, suggestion schemes, knowledge sharing portal at the Sipat intranet site are posted for knowledge sharing. Peoples have been awarded and honored by giving GM award and appreciation letter for their good performance. Employees are encouraged to take critical decisions at the time of emergency situation for developing their personal growth. Special care has been taken for shift peoples by providing fitness equipment at their workplace (CCR) and also for improving workplace ambience, aquarium and flowers are placed in CCR. Canteen and sanitation facilities have been provided near work place All safety hazards have been identified and proper measures have been taken to eradicate the same. Safety slogan boards have been placed all across the station. Important operating procedures have been written near operating area i.e. switchgear room, equipment have been named in black and white. Mentoring of new entrants in executive cadre is being done to guide them. Department communication meeting is held weekly between HOD and respective employees for sharing the updates and problem solving CRITERIA 4 : PARTNERSHIP AND RESOURCES
The strategy of achieving higher levels of availability, reliability and productivity of generating units and safe & healthy environment drives the operation philosophy of partnerships with internal and external partners. Main raw material for electricity generation is coal. For coal supply, we have long term Fuel Supply Agreement (FSA) with SECL. Based on consumption requirement given by Operation & EEMG, coal stock of around 30 days is maintained in stockyard by Fuel Management department. Coal is also imported through MMTC as strategic planning of NTPC. To maintain a constant calorific value of coal fired to our boilers, input is given by EEMG to CHP for controlling blending ratio of imported coal. For water requirements, long term water agreement with Chhattisgarh State Government is in place. To reduce manpower, various steps like remote operation of offsite locations equipment (Fire water pump House, AWRS, C W pumps) from CCR are taken. CCTV cameras are installed to monitor unmanned/critical locations.
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For reducing cost of generation, consumption trends of D M make up, Fuel oil are monitored and reviewed daily and corrective action is taken.
Nature of Test Periodicity Boiler efficiency test Monthly Turbine Heat Rate Monthly EEMG department conducts online & offline efficiency tests Condenser Monthly periodically as detailed in Exhibit: 4.1 for identifying gaps in Performance Test performance. Daily heat rate deviation reports are prepared by EEMG Cooling Tower Quarterly and remedial action is taken by O&M group. APH performance Monthly HP Heaters Monthly For improving life cycle performance of the plant, every critical performance parameter including chemistry parameters is monitored and if any Coal fineness test Quarterly excursion is observed, action is taken immediately. Exhibit : 4.1 Plant Information (PI) server is installed at Sipat. It can capture 7000 parameters which are available online in Run & Build modes in desktops of Station Head, HODs and senior executives. WW Soot blower & LRSB operation is optimized depending upon temperature profile of furnace. This helps to maximize DC capability of the station. Energy Auditing the power consumption is done once in a year for Main Plant & BOP and action is taken to optimize Power consumption of Auxiliary equipment. Tools like Vibration pens, temperature guns are provided to each group of operation to capture the abnormal condition of the equipment for quick analysis and corrective action.
Ash Water Recovery System is operational and ash water of the tune of 320000 m3 per month is circulated back from ash pond for use at Ash Slurry pump house. For easy accessibility and transparency between operation and its partner departments, defect notifications, issuing and cancellation of PTWs are carried out in SAP. Unit revival reports and emergency handling reports are generated and shared among all groups and scope of improvements are discussed. Inter unit partnership has been improved by knowledge sharing through training and volunteered industrial visits. Through Knowledge Management portal of ERP, business processes have been identified as knowledge domain. Intranet websites of Operation and EEMG have been hosted so as to allow easy access to information and to update knowledge about equipment and process by each employee CRITERIA 5: PROCESS AND SERVICES
Key Business processes of Operation & EEMG are Main Plant Operation, supply to grid, Operational performance monitoring and reporting & Procurement of Fuel Oil as detailed in Exhibit: 5.1. These processes are mapped and performance indicators are monitored against their acceptable limits. Key Process Main Plant Operation, Electricity supply to Grid House keeping of plant Process owner AGM(O) Performance indicators DC, Availability, UI PLF, Loading Factor Sp. Oil & Coal cons. APC, Heat Rate D M make up cons Heat Rate & Efficiency gaps FO&PO Sp. Oil & Coal cons. D M make up cons. Energy Audits Exhibit: 5.1 Review/ Reporting forums Tele conferencing between Project Head & HODs, Daily Planning Meeting
Operational performance monitoring and reporting, Procurement of Fuel Oil Procurement of Testing Equipment P G Testing Energy Conservation
DGM(EEMG) DGM(EC)
Daily flash report, Tripping Committee Monthly performance Report, Efficiency testing reports, ORT meeting
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Sipat process and services strategies are driven by firm commitment to our customer, by strictly adhering to ABT norms, i.e. grid discipline is maintained by generating as per scheduled generation (SG), maintaining grid frequency, operating in FGMO, and providing higher plant availability. Sipat operation department is committed for conservation of resources and ecological balance. Associated process identified and developed are: AWRS, dry ash utilization, online emission monitoring etc. Performance Evaluation Matrix (PEM) is developed by CC-OS and station performance is evaluated and ranked through elaborate process in identified thrust areas. Low cost of generation and safety standards being one of the most important aspects of organization development and sustainability, operation/efficiency department carries out regular audits/tests to improve upon operational efficiency, such as Technical audits, LMI audits for technical compliance, energy audits, safety audits, PTW audits etc. Reliability of equipments have been maintained by proper preventive maintenance, condition monitoring devices and scheduled change over with stand by equipments. Business Process Automation initiative is in development stage with a purpose to provide all the right information to the executive, extracted from the stored experience to quickly enable him to act on the problem at hand and ascertain effective recovery paths. Executive Dashboards and O&M Knowledge Repository are the two main building blocks of this business process automation (BPA) initiative. CRITERIA 6: CUSTOMER RESULTS Perception Measures: NTPC Sipat is committed to strengthen the relationship with its customer, in its business endeavor to provide safe, quality and reliable power. We keep in touch with our customer in different forums like OCCM to capture our customer perception, their requirements and their expectations. With the idea knowing customer satisfaction levels and their requirements, and to work on its improvement, the concept of customer survey is being worked out. Real time communication is primarily responsible for effective commercial operation and for the security of the grid. The entire communication with grid, WRLDC, and other constituents are coordinated by Shift Charge Engineer, through WRHQ (OS), on round the clock basis. Performance indicators: NTPC Sipat being a Super Thermal Power Station with Super critical Technology, prominent visitors representing Customers, Partners, Stake holders, Professors and Environmentalists have been visiting our station. Energy Sent Out (Actual Generation), Declared Capability & Scheduled Generation as given by Customer are monitored in each time block of 15 minutes. Compliance to schedule (SG) given by customer i.e. AG/SG is shown in the diagram. It shows that Actual generation is always more than the schedule given by the customer. Peak hour generation is the actual generation during peak demand period. Our station has always generated more during peak period than normal period and supports the grid to supply quality power to the customers.
AG/SG
100.68 100.68 101 101 AG/S G % 100.62 101 101 101 101 101 2008-09 2009-10 Financial Year 2010-11(upto June) Actual
98 Peak Hr PLF 96 95 94 93 92 91 2008-09 2009-10 Financial Year 2010-11(upto June) Normal Peak Hr 95.05 97 94.7
Peak Hour PLF

96.6 93.3 93.596 97.02
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CRITERIA 7: Perception Measures:
PEOPLE RESULTS
NTPC operation department boasts of a well trained and committed team of professionals working in unison towards organization goals. Professionals personal growth and satisfaction and organization development are given equal attention. Well planned training programs as per the need of the individual and his nature of work is planned for every professional. Performance indicators: Smooth and coordinated operation between all four operation groups and general shift operation group testifies to the fact of a well disciplined operation team with ever improving operational results. A high people satisfaction level is confirmed by very low attrition rates. SlNo 1 2 3 4 5 6 CRITERIA Average training man days Professional circle a) No of presentations b) No of competitions participated c) No of times circle won accolades QC activities Accidents Attrition No of training sessions for contract labour ACHIEVEMENTS 2008-09 2009-10 6.9 7.2 12 2 1 2 Nil 0 9 12 2 2 3 Nil 0 9
CRITERIA 8: SOCIETY RESULTS Perception Measures: NTPC operation department is committed for the development of the society in which it operates. In its endeavor for a clean, pollution free and developed society, NTPC is involved a in a lot of development programs for the society. NTPC operation department operates the plant in the best of safety and stringent pollution norms. Ash water reutilization, use of imported coal is some areas where NTPC is engaged in conservation of resources. In its commitment to minimize pollution, NTPC Sipat is going for dry ash utilization. NTPC Sipat is involved in a lot of plantation programs. Performance indicators: The clean and green environment in and around of Sipat is clearly indicative of how much society is being taken care of. Continuous monitoring (online) of stack emissions and ambient conditions (AAQMS) in plant and Colony areas is done. SPM at stack is in the range of 40 to 44mg/Nm3 against design value of 50 mg/Nm3. Off line test results also indicates that our emission parameters are within the norms of pollution control board. The system is designed for near zero discharge of liquid effluent. Our township clearly testifies of how we utilize our waste as each house in the township is made of ash bricks and operation department is to play a vital role as extra effort is required to run ash collection system in dry mode. Dry ash collection system is in erection stage and will be ready for supply & utilization in a very short time. CRITERIA 9: KEY PERFORMANCE RESULTS Perception Measures: Sipat ranked 11th position among best power plants of the country with annual PLF of 93.33% during 2009-10. Performance Evaluation Matrix and MOU evaluation on monthly basis helps in continuous improvement of our performance. Performance indicators: 6.0 GENERATION and PLANT LOAD FACTOR
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Generation and Plant Load Factor are the indicators of Unit performance with respect to its capacity for a period.Unit-4 was declared commercial on 20th June, 2008. In the very first year of operation, U-4 generated 3333.83 MUs at PLF of 97.48 % which is the highest generation for the first year of commercial operation among all NTPC units. Actual data when compared with MOU target shows sustained good performance at SIPAT.
Generation
8175.3 8000 10000 Generation in MU 4258.5 8000 6000 4000 2000 0 2008-09 2009-10 Financial Year 2010-11(upto June) Actual MOU
100 96 PLF % 94.7 98 94 92 90 88 86 2008-09 2009-10 Financial Year 2010-11(upto June) Actual MOU
Plant Load Factor

98
4385
93.3
2108.8
7.0 AVAILABILITY Availability Factor on bar is the availability of a unit for generation for a given period of time. Higher Availability factor indicates low Forced and Planned outages during the period. 8.0 LOADING FACTOR It is the percentage ratio of Plant Load Factor and Availability Factor on bar. It indicates the extent of partial loading of the machine during a given period. At Sipat, Target value of Loading Factor is 102%
Availability Factor
96.41 95.43 97 Availability Factor % 96 95 94 93 92 91 2008-09 2009-10 Financial Year 2010-11(upto June) Actual MOU 94.3 93.21 92.97
2140
90.02
Loading Factor
102 103 102 101 100 99 98 97 96 101.2 Actual 102 MOU
Loading Factor %
93.21
98.2
2008-09
100.4
91.32
96.6
2010-11(upto June)
9.0 HEAT RATE It is the heat energy in Kcal required to generate one KWh of electricity. Lower Heat rate means better efficiency. Every Unit is designed for a defined heat rate under rated conditions. If these conditions change, heat rate also varies, for which corrections are applied to compare with designed value. 10.0 SPECIFIC OIL CONSUMPTION It is the consumption of Fuel oil (ml) per KWh generation. Heavy Fuel Oil, LDO firing system is provided for as secondary fuel for unit start up and low load operation as a back up for supporting the combustion in furnace. Efforts are made to keep it to minimum possible value.
Heat Rate
2424 2440 2420 2400 2380 2360 2340 2320 2300
2 1 1 1 1 1 0 0 0 1.47 0.531
Sp.Oil Consumption
Heat Rate Kcal/KWH
Sp. Oil Cons. %
2361.0
2349.5
2349.6
2352
2349
0.282 Actual
2008-09
2010-11(upto June) Actual MOU
2008-09
0.197
2010-11(upto June) MOU
11.0 SPECIFIC COAL CONSUMPTION
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0.31
0.4
It is the coal required in Kg for generation one KWh of electricity. Quantity of coal consumed for generating the same amount of electricity depends upon quality of coal. Better the coal quality, lesser will be the Specific coal consumption.
7.0 AUXILIARY POWER CONSUMPTION Power consumption of Auxiliaries is measured and expressed as percentage of electricity generated at Generator terminals. Lower the APC, more is the net energy available at Switchyard for delivery.
0.717 1 1 1 1 1 1 1 1 1
8 7 6 5 4 3 2 1 0
Aux. Power Consumption

7.39 6.00 6.02 MOU
Sp. Coal Cons %
0.688
2008-09
2010-11(upto June) Actual
APCr %
0.675
5.3
2008-09
5.6
8.0 MAKE UP WATER CONSUMPTION DM water is the working fluid of the thermal power cycle. A small amount of D M water is added to the cycle on continuous basis as a technical requirement. The lower the DM make up consumption, better is the performance. The yearly consumption shows a decreasing trend.
D M Make up Cons
2 1 1 1 1 1 0 0 0 D M Make up Cons. % 1.43
0.79
2008-09
9.0 UNSCHEDULED INTERCHANGES GAIN Charges for Unscheduled Interchanges are payable for under-injection and receivable for overinjection are worked out on the average frequency of a time block at the rate specified by CERC. There is no target for UI as it is based on unplanned requirement in the grid.
NTPC SIPAT
0.72
5.7
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FUNCTIONAL LEVEL POSITION REPORT HOSPITAL & SAFETY (2010)
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1. LEADERSHIP : CMO communicates department objective to the Doctors & Staffs of hospital once in a month. CMO on regular basis reviews the procurement process of medical equipments, medical check-up and availability of various services. Quarterly communication meeting with representatives of other departments, Corporate hospital and agencies working for the hospital. CMO reviews and follow-up regularly with the functional heads within the hospital to improve the strategic goal. CMO communicates from time to time to the top management regarding requirements and achievement of goals. Ensuring various preventive health check-ups and awareness programmes about life-style changes and relevant health related topics at School. Ladies Club, SMC once in 2 months. HOD Safety communicates departmental objectives to employees of NTPC & contract agencies through various forums like, safety committee, safety steward, Safety review meeting once in a month. Safety activity of construction and erection is monitoring through closed circuit camera from safety control room. Different motivational activities like award given to the employees for participating in safety awareness programmes. 2. PLANNING & STRATEGY : A 15 bedded hospital is run at present with 6 regular Doctors and 13 regular paramedical staff; nursing, pharmacy, housekeeping and first-aid staff being hired from various agencies and Visiting Consultants for Homeopathy and ENT. We are providing OPD; in-patient care; emergency round the clock and ambulance; immunization; ante-natal clinics; lab services (outsourced); employee/CISF/ICH health checkups; occupational health check-ups. Shortly, we are going to extend X-ray and Ultrasound facilities. We have started DOTs Centre in our hospital for which Ambulance is being hired in order to serve surrounding population for specific control of Tuberculosis. Our hospital is in the process of up gradation first to 30 bedded; then 50 bedded in a phased manner. In the coming months, hospital building is under expansion to accommodate other OPD departments and inpatient beds; physiotherapy; operation theatre etc. Safety department has three executives, one Sr. Supervisor and one attendant with an additional five numbers Safety Steward hired through M/S UPL. Daily safety inspections are being carried out by safety department to monitor the hazardous area for safe execution of work. To create safety awareness among the workers and employees training is being organized time to time. Site activities are being monitored through Safety Control Room and if any unsafe act /unsafe condition are noticed immediate action is being taken to comply the same ACTION POINTS 1. Development of infrastructure and procurement of equipments to provide quality service to the residents of NTPC, Sipat. 2. Training to the doctors and para-medical staff to upgrade their skill in respective fields. 3. We work and pursue for the speedy implementation of the up gradation plan. 4. To ensure and implement preventive health check-ups, occupational health check-ups and awareness regarding various illness to our beneficiaries. 5. To implement and ensure health care to the neighboring society & villages in the form of health camps, family welfare camps, eye camps and DOTs Centre. 6. Ensuring proper disposal of bio-medical wastes as per statutory requirements. 7. Ensuring proper house-keeping of hospital. 8. Ensuring availability of commonly used medicine.
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OBJECTIVE OF MEDICAL & HEALTH SERVICES 1. To provide comprehensive health care to the NTPC employees and their dependants; CISF employees and their dependants, Bal Bharti Public School employees and their dependants with optimal utilization of existing infrastructure. 2. To provide health care to the society and nearby village population in the form of DOTs, Family Welfare Camps, Health Camps, Eye Camps etc. and improve the infrastructure of neighboring PHC. 3. To participate and implement national health programmes, statutory requirements of State & Central Govt. LONG TERM GOAL : a) b) Up gradation of technology, Laproscopy, IOL Surgery and ICU facilities. Bench marking with other NTPC Project hospitals like Singrauli.
GOAL OF SAFETY DEPARTMENT a) b) c) Zero accident. To make environment safe & healthy. Compliance of statutory requirement.
Strategies to Achieve Goal. 1. 2. 3. 4. 5. 6. 7. 8. 9. There is a monthly schedule for safety inspection to minimize unsafe Condition. Target of each individual is set. Interaction with workers at site on daily basis. A comprehensive plan of training for workers at least two times With external faculty yearly & two times with internal faculty every month. 100% workers will be targeted for occupational health check up of contract agencies. Distribution of PPEs to employees and The target of Zero accident being achieve through involvement of all employees of NTPC as well as agencies workers. Unsafe Act & unsafe condition will be discussed in different forum like Safety Officer, Safety Steward, Safety Committee, SMC & Safety Review meeting. Awareness programmes for employees and agencies workers will be enhance to meet these target.
3. HUMAN RESOURCES : By taking feed back and suggestions from beneficiaries, from our hospital & empanelled hospitals. Training to the doctors and para-medical staffs are being provided to improve their skills.Communication meeting are held with hospital staff and with other departmental representatives. Volunteers are identified for NGO & Welfare Camps. 4. PARTNERSHIPS & RESOURCES : Sl.No 1 2 3 4 Partners PHC Sipat CMO Bilaspur BMO Masturi CIMS Bilaspur Services Conducting various camps in the villages. Fulfilling statuary requirements of medico-legal cases. PNDT permission etc. Vaccine supply to our hospital.
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PHC Sipat : NTPC Sipat provide equipment to PHC Sipat to improve their Infrastructure. Empanelled Hospitals : To provide best health care for our referred patients; communication with hospital authorities regarding patient care; hospital stay and feedback of our employees. Service Providers : Pathology; Paramedical; Housekeeping; Ambulance; Bio-medical waste disposal, Vendors. - Ensuring timely payments to hired staff before 10th of every month; compliance with statutory requirements. MEASURES TO CONTAIN COST : 1. Improving the infrastructure & facilities available in the hospital to economize the cost, e.g. X-ray; Ultrasound; Physiotherapy. 2. Increasing the availability of commonly used medicines. 3. Conducting health check-ups in our own hospital instead of outsourcing. Safety department Partnership & Services Sl.No 1 2 Partners National Safety Council (Mumbai) Disaster Management Institute Services Safety Leaflet, Safety calendar and safety posters for mass awareness of safety.. External audit and recommendation for compliance. Provides fire services. Conducts training in fire service delivery and Fire safety to employees.
CISF Fire Wing Sipat
5. PROCESSES & SERVICES : Key Process OPD Treatment In Patient Treatment Preventive Health Clinics Process owner CMO CMO CMO Performance indicators No. of Out Patient treated No. of In Patient treated No.. of Patient treated in each clinic. Fig-5.1 Review/ Reporting forums CMO review CMO review CMO review
Preventive Clinics 1. 2. 3. 4. 5. 6. Antenatal clinic : Twice in a week (Tuesday & Friday Immunization : Daily Diabetic clinic : 2nd & 4th Wednesday (10:30 12:30 AM) Hypertension Clinic: 2nd & 4th Friday ( 08:30 to 10:30 AM) Glaucoma Clinic : 3rd Wednesday (08:30 to 10:30 AM) Screening of genital cancer:2nd & 4th Thursday (08:30 10:30 AM)
Lead/ Lag indicators and critical issues are listed at Annexure-1. Safety department have following key process which are reviewed on regular basis. Cause of each accident is analyzed and remedial actions recommended which are circulated to HODs. Safety department is to creating to enhance safety culture by making competitive environment among different department using 5S, best safety practices, etc.
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Key Process Accident Reporting System
Safety audit. ( Internal & External) Safety Inspection Safety preparedness (Monitoring of safety aspects during O/H.
Performance indicators 1.No.of accident. 2.Frequency rate . 3.Seviority rate. 4.Incident rate. HOD (Safety) Audit non compliance points HOD (Safety) Compliance points & recommendation. HOD (Safety) Compliance of safety points & recommendation. Exhibit: 5.1
Process owner HOP
Review/ Reporting forums Safety review meeting. Safety Steward meeting.
SMC meeting. Safety review meeting. SMC meeting. Over-hauling meeting.
Safety Functions have derived lead and lag indicators which is shown at Table.5.1 6. CUSTOMER RESULTS : Customer Results on Medical & Health Services a) Ensuring beneficiaries maximum satisfaction regarding health care given at our hospital and empanelled hospitals, by taking ESS & feedback/suggestions from them and implement the necessary tasks to overcome the lag indicators. b) c) d) OPD Care : Registration- 5 min., Waiting period- 15 min.; Doctor's examination 5 min; Proper dressing; Proper injection and dose of medicine. Lab.; X-ray; ECG; USG; Spirometry etc. Doctor's visit; Follow-up of instructions; stay in hospital; nursing care; cleanliness etc.
Diagnostic facility : Inpatient care :
Customer Results on Safety 1. Providing PPEs to employees. 2. Creating awareness of safety on workplace. 3. Ensuring employees and equipment safety. 7. H.R. RESULTS :
HR Result on Medical & Health Services. Training in USG for our Gynecologist & Physicians were imparted. Professional Circle has been formed in hospital for dissemination of knowledge. Motivation of employees by rewards & recognition, appreciation letters, cash award during Independence Day and Republic Day celebrations by our E.D. (Sipat) Participation in conferences, Medicons, Workshops to improve the knowledge & skills. Monthly departmental communication meeting appraising latest developments and getting feedback & suggestions.
HR Result on Safety. Safety Department involve maximum number of employees to cultivate safety culture and promote safety activities.
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Regular training to the employee through, NSC and faculty from other recognized safety professionals is being provided. In the year 2009-10 . Total 55 executives and 975 contract workers were trained. NTPC provided training to employees at National Safety Council Delhi Chapter in the month of March 2010. 8. a) CSR-CD RESULTS : Conduction of school health check-ups in neighboring villages.
b) Family Welfare Camps at PHC, Sipat to cover surrounding village eligible couples for sterilization procedures. c) Eye Camps as per the National Blindness control programme in association with State Govt Health department. d) e) f) g) Surgical Camp for the neighboring villages. Development of neighboring PHC/Dispensary infrastructure. DOTs Centre with Ambulance to control TB in the neighboring village population. Anaemia control programme.
9. KEY RESULTS : 1.0 Awareness about obesity, diabetes and hypertension is made by conducting various diagnostic camps like BMD, BMI, detection of ramdom blook sugar, identification of suffering from HTN by measuring blood pressure and conducting programmes for lifestyle modification and living with various diseases like diabetes, hypertension, asthma, menopause, osteoporosis, arthritis etc. 2.0 From the various health check-ups employees those who are at risk and suffering with the above diseases are to be counseled regularly. 3.0 SAFETY INDICATORS Fig.-3.1 shows the safety statistics for the last two financial years. There is decreasing trend in no of accidents as a result of increasing awareness & monitoring. Monitoring is being done through CCTV from Central Safety Control Room for safety aspect of project construction. Safety Performance Indices for NTPC -Sipat No. Of Accidents Incidence Frequency Rate Rate Fatal Non Fatal 5 17 2.75 0.75 4 5 1.38 0.38 0 0 0 0
Year 2008-09 2009-10

2010-11 Up to Jun;10
Severity Rate 1044 1035 0
Fig- 3.1 4.0 Safety audit by DMI Bhopal carried out on 26-27 March. Total audit points were 77. Out of which 55 points has already been complied and rest is in process.
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FUNCTIONAL LEVEL
POSITION REPORT
CONTRACTS & MATERIALS ( 2010 )
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Leadership HOD communicates departmental goals and objectives through departmental meetings once in a month. Corrective points / suggestions are recorded in register. Hard copies of circulars / necessary notifications related to C&M department are communicated through e-mail among all employees. HOD has developed a unique online status monitoring system comprising of status and progress of all relevant C&M areas. This provides valuable inputs to decision making and a mechanism in weekly review with HOP to initiate all necessary actions. HOD conducts monthly review meeting with all internal customers regarding critical issues & support required from them to achieve the station goals. HOD has ensured development of subordinates through internal and external trainings and also ensured presentations to be made within department for knowledge sharing on issues like E-procurement, Vendorenlistment and various new developments in C&M area. HOD has also ensured to conduct interaction meeting with vigilance and finance department to address various challenges faced by C&M department on day to basis. Planning & Strategy NTPC-Sipat is a unique project in NTPC in which 2X500 MW in operation and 3X660 MW under commissioning stage. Instead of having separate C&M group for 660 MW, the strategy was adopted to have the same the group to carry out both 500MW and 660MW C&M functions like awarding contracts and procurement of material. As a strategy for better motivation and effective utilisation of man power formation of separate contracts group and materials group was done. Strategy is derived from station MOU targets. The strategy is adopted to have ideal targets like Single tender to be awarded within one month, LTE to be awarded within 3 months and all the awards to be placed within the validity period of the offers submitted by bidders. With the strategy for fast and efficient functioning Sipat C&M has created a benchmark for all NTPC projects by standardising the vendors for nearly more than 150 materials on the basis of vendor source standardization strategy. Sipat C&M has also created benchmark for the remaining projects to award more than fifty purchase orders through e-tendering process. Sipat C&M has also created a bench mark for making availability of Stock control Items for smooth functioning of running units as well as the units under commissioning. Sipat C&M has also created a bench mark for awarding contracts to Project affected peoples and developing local vendors / contractors through continuous interaction with them. Human Resources People are the key to success in the C&M work environment as all jobs are being done by executives of C&M department on their own. Any mistake by the employee is very costly, hence training for new employees and guidance of senior executives is very important for day to day assignments. Skills required for the jobs are well listed and evaluated on continual basis through PACE. The evaluation of gaps paves the way for suitable training programmes. The employee satisfaction survey is conducted through departmental meetings and any issues regarding management support are taken up with HR department, F&A department and also in the review meeting of project head for the possible improvement. For motivating employees within the C&M department employees are nominated for GMs meritorious award and serving special appreciation letters from the HOD being done on continual basis.
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Employees are encouraged to participate through Peoples Participative forums like suggestion schemes, ORT, SMC, Work shops to understand the organisational goals. For employees welfare activities Birth Day celebrations, Farwell / welcome, Environment day, Safety day celebration etc will be carried out within the department. Partnership & Resources To have better partnership with the internal and external stake holders and effective utilisation of resources, C&M department has adopted the following by 1. Release of payment as per purchase order conditions without any time delay, 2. Release of EMD as per tender conditions and Interaction with vendors for any Clarifications 3. Expediting award finalization, 4. Clear and Complete PO (self explanatory) 5. Release of final amendment / timely release of payment and better hospitality to vendors etc. Various PAP cooperative societies are formed with the initiative of NTPC and contracts are being awarded on priority basis for over all development of surrounding community. Time to time need assessment surveys are conducted for the project affected villages. As per recommendation / suggestion, number of infrastructural developmental activities like construction of school buildings, laying of roads, construction of community halls, construction of ponds, installation of hand pumps / bore wells etc are carried out. Distribution of school uniforms, books, school furniture, sports equipment, school bags, supply of medicines and hospital equipments etc are done. Encouragement for indigenous companies like BHEL, HPCL, IOCL, NBCC, NPCC etc for construction / procurement and maintenance activities. Efforts are being made to continue the relationship with business partners for longer duration. Congenial relationship maintained with service providers like Post Office, ICH, Bank and CISF for smooth functioning of the system. Internal customer feed back system shall be started & remedial measures shall be ensured. A group shall be formed to look into the grievances of external customers for redressal of their grievances. Various developmental processes adopted like vendor source standardisation, on-line tendering (SRM) to reduce the procurement / award cycle time. Weekly review meetings are conducted by HOD for monitoring the status of packages to award in time. Process & Services To achieve C&M objectives the following management processes are being adopted. 1. For Inventory Reduction, stock control items have been identified. 2. Identification & disposal of Non Moving Items, Close monitoring of perceivable items. 3. Preserving / Keeping the items at designated location and suitable ambient conditions and preserving the material as per LMI. 4. Disposal of Scrap by Identification and Segregation and disposed through MSTC 5. Maintaining good management practices through 5 S & Safety. 6. To address bottlenecks & critical Issues services like Vendor code creation, Vendor approval, Vendor evaluation, Security deposit waival for vendor enlistment, waival of EMD for single tender have been adopted. 7. To address the lag indicators like lead time, inferior quality of material / services, poor competition and reliability, the lead indicators like vendor source standardization, annual rate contract, continual follow up with the vendors, follow up with inspection services, 8. E-procurement has been adopted.
9. Vendor enlistment is also under process. NTPC SIPAT Page 70
Results Criteria Customer Results Internal customers survey has been carried out and found satisfactory. No adverse report/ complaint have been received. Contractors/Suppliers meeting with HOD / Project Head have been conducted to sort out the difficulties / problems faced by them For better participation and competition standing EMD system and vendors source standardization has been implemented. Customer perception The overall perception is appreciable. Efforts are being put by means of increasing the interactions with the customers. Action will be taken up for ensuring timely initiation of proposals. Weak areas will be improved in next year. People Results Efforts are being made to provide need based training to all employees as per requirement. Competitiveness Constant follow up with the agencies / vendors has resulted into better participation / cost reduction in award. Product & Services After award of the contract / Purchase Order concerned official remain in touch with the agency / vendor to moralize and start the job at the earliest. Timely issue of amendment for deviation and time extension / payment release are taken care of. Best Practices shared with customers Weekly interaction with internal customers as well as external customers to sort out the problems faced by them. HR results Employees are provided with need based training accordingly executives are sent to PMI and local EDC for in-house training programme to enhance their skills and capabilities for efficacy in work. Executives are also nominated for various workshops conducted by reputed training institutes in India and abroad. As a part of improvement of skills, HOD C&M had attended the training programme in Philippines for Enhancement of Negotiation Skills. For speedy implementation of ERP and SRM, executives have been nominated for attending a training programme on ERP and SRM which has resulted into proper functioning of SAP and online tendering process. Society Results Total number of 49 contracts was awarded to registered PAP cooperative society. Contracts were awarded for construction of school buildings, roads, Community hall, market sheds, Hospitals etc in surrounding villages for development of project affected people.
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C&M employees have taken active role in Sanskrit club activities, Vaishali Club activities and other social activities like organizing various functions, tree plantation, etc. in the township. Purchase order issued for CSR activities like supply of Medicines, furniture to schools, uniform to children, Sports kits etc to schools of surrounding project effected villages. Regular guidance provided to registered PAP cooperative societies for their awareness regarding contract / execution. Special benefit given to individual PAPs for deployment of Jeeps with pre determined rate. Key Results External partnership indicators Vendor satisfaction score / Vendor survey results (vendor perception survey shall be conducted) Average cycle time: PI to PO Conversion (less than 90 days). OPI Index: Contracts and purchase order issued as per OPI schedule. Availability of critical spares shall be ensured. Scrap Disposal is under process and presently to the tune of rupees 3.33 Crores of scrap disposed off through MSTC. Audit para replies are forwarded in time resulting into dropping of paras. Total number of 498 purchase orders issued by Contract Section for the year 2009-2010 out of which 25 Open Tender Cases have been awarded. Total number of 500 deviations was done by Contract Section. Total number of 1454 purchase orders has been awarded by Purchase Section out of which 8 Open Tender cases have been awarded. Total number of 32 purchase orders has been awarded through E-procurement.
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SIPAT SUPER THERMAL POWER PROJECT
SIPAT SIPAT
FUNCTIONAL LEVEL POSTION REPORT FOR F&A
THE F&A TEAM with " THE CHAIRMAN'S TROPHY FOR EXCELLENCE IN MAINTAINING FINANCIALACCOUNTS " for the year 2008-09
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Leadership To communicate departmental objectives to the people Monthly communication meetings (chaired by HOD Fin)along with all the sectional heads and subordinates are organized for discussing new circulars /guidelines and other communiqus from corporate offices Interaction with key partners and stake holders (vendors) - two way communication open for pending vendor/ suppliers grievances, if any - prompt payment facilities through e -pay process - Faster disposal of contractors/ suppliers bills. To motivate and interact with people to get them involved in people participative forums - employees are motivated to take internal and external trainings for competency building - Letter of appreciation awarded to high performers, (Year 08-09- 6 nos) - Recommendation of candidate for meritorious award on republic day / independence day ( 2008-09- 4 nos, 2009-10 6nos) To achieve communication goals uniformity in thoughts and bonding amongst employees is a must and to achieve this departmental picnics and excursion trips are organized and even family get together are performed on periodical interval basis. This works for ice breaking / breaking barriers between groups as well Monthly discussions are done for discussing new and current topics and during these exercises only! issues like strategic challenges , skills & technological requirements are defined and addressed too Process of feedback and learning is also used as a tool through maintenance of intellectual forums on SAP intranet portal wherein articles from elementary level to comprehensive level are submitted by members for the perusal of other members Planning & Strategy The strategy of the dept. for making serious contribution in the endeavor of the station for meeting MOU targets and strategic goals is through Timely critical analysis of O&M COST and proper tracking of variances and different financial ratios and parameters which are discussed internally in the dept and with the technical dept heads as well on regular basis and recommendations on control measures are also discussed for implementation. Proper accounting of inventory and fixed assets and their physical verification on regular basis. Maintenance of a proper MIS to unit head and to corporate office as well Regular reporting of CAPEX and Direct Capital Outlay, ROCE, Cost Sheet and O&M Expenses to CC Completion of the Bank Reconciliation on daily basis and monthly bank reconciliation by 5th of every month as part of Internal Control Frame Work. As a measure of REAL TIME FUND MANAGEMENT minimum balances are maintained at the station to ensure that no idle funds are parked at station at the same time all the fund requirements of the station are met for which need based requisitions are made to CC (where in fund requirement of the station is projected on daily basis) Fund Requisition Funds to be maintained at minimum balance. Requisition to be need based Capital/Revenue code. Separately to be identified. Payments to be released immediately without any delay. Payments Receipts in form of cheques/ DD are deposited with Bank for collection on Receipts same day. Financial Governance Authorization of payments by two next higher authorities/persons than the processing authority/person. Processing authority/person checks the payment/receipt vouchers generated by other sub-processes. Weekly review of payments by HOD. Financial Risks At the time of payment, all relevant documents are checked before processing Management the payment to cover all risk. Alignment with long term goals Human Resources By optimum utilization of funds based on Just In Time requirement, this subprocess of funds management Endeavours To maintain and improve the financial soundness of NTPC by prudent management of the financial resources.
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For bridging the competency gap among executives / non executives, Sipat Finance Employees are provided training programs arranged in-house, and are sent for outside training as well. A team of 2 fianance executives was sent to Simhadri, Korba and Vinchayal for study of SAP functioning. At times of requirement people are sent to other projects as well for the above stated purpose where they get an opportunity to share their experiences and work related issues (the exercise mutually benefits both). To bridge the competency gaps a system of yearly job rotation of the employees has been devised which ensures that a personnel has an exposure of all functions of the finance dept Efforts are put in to ensure faster disposal of pending TA Bills & Medical bills of employees. In case of any discrepancies observed in claims, same is communicated to all concerned through IP Messenger. HOD FIN himself is the acting president of the corporative society here at Sipat Ujjwalnagar Township and plays a pivotal role in motivating others to be actively involved in welfare activities. Whole hearted support and involvement from the dept is also seen and experienced - distribution of clothes and food stuffs to the needy people not just in and around the vicinity of Sipat but in the city of Bilaspur are also performed by members of F&A - Some Sipat finance employees are regular visitors at some orphanages and societies for handicapped through a Seva samiti who have adopted a leprosy colony having 24 families .50 kg Rice and dal is distributed monthly and new clothes occasionally. Our dear TAVN Raju is holding the flag in all such efforts & initiatives of the dept. As discussed earlier monthly communication meetings are performed (following the top down and bottom up approach ) to ensure interactive communication among the department wherein problems and ambiguity amongst employees are also addressed and measures are taken to solve them as soon as possible Personnel from Finance dept volunteer themselves in helping ladies club, Bal Bhawan, to manage the ladies club fun fair and other activities As a measure for developing learning and feedback channels for all levels , categories we have organized two workshops(finance for non finance) and it is planned to organize such workshops on monthly basis one for executives and one for non executives so that all the non finance employees are covered. We are extending our full support to the HR functions in imparting training to the vocational trainees Partnerships and Resources Efforts made to interact with partners/stakeholders and enhancing their satisfaction, service/performanceVendor and Customers meet has been organized to have their views grievances and proper feed back is provided regarding delays, deductions and they are educated about documents requirements for prompt payments Long term agreements have been entered into with SECL, for Coal ,IOC for Lube, Irrigation deptt for Water, Railways and Transporters Contingency will be minimized as Stock level of coal, is maintained as per CERC guidelines and there is Incentive and Dis-incentive clause in the agreement for receipt of schedule quantity as per MOU. In addition to this, imported coal and coal against E-Auction from SCCL is being procured. There is need of searching new areas of outsourcing like empanelment of Hospital at Bilaspur has been done and manpower requirement is being met through UPL, pathology testing has been outsourced at Sipat. For Cost Reduction Standardization is done and planning to award 2 years O/H AMC contracts to save the cost of tendering and monthly inventory control meeting are held to review overdue indents. Surplus and Pool spares are being monitored before going for fresh proposals through screening committee. All the lights, Fans and PCs are put off by the employees when not required.
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Important articles PC and QC presentations and CC circulars are displayed at local Finance website A regular knowledge sharing meeting is organized with recently trained executive chaired by HOD (Fin) 1. Prompt MIS ( Cost sheet, Monthly Actual expenditure report, Data of additional capitalization , O&M expenditure data to CC finance and regional head quarter to facilitate them for further interaction with partners/stakeholders
MIS FLOW FROM FINANCE for performance review: MIS Details Periodicity Financial Financial results of the station with Monthly Performance Part I respect to the targets and & II Variance O&M Expenses Cost Sheet and O&M Expense details Monthly ROCE Report DCO Report FRM Report Return on Capital Employed details Utilization of Construction Budget Minutes of meeting and action plan of Finance Review Meeting of Station Fund Position and requirement Details of E-Payment during the period Age wise pending bills report Report on files with Concurrence dept COST CONTROLS related report Monthly Monthly Monthly
User Corporate Finance
CC Finance and WRHQ CC Finance and WRHQ CC Finance and WRHQ Corporate Finance
Fund Report E-Payment Report Bills Pending Concurrence Cost Control
Daily Monthly Weekly Weekly Monthly
Corporate Treasury Corporate Treasury HOD FINANCE HOD FINANCE HOD FINANCE
2. Accentuate the processing of bills / claims of vendors, make payment to them and make the information available to identified users enabling them for further evaluation as a part of ACTIVE VENDOR MANAGEMENT Process Performance Measure Bills/ Claims Running Bills to be cleared within 3 days Final Bills to be cleared within 15 days EMD Release Weekly Retirements of LSC 3 days Release of advances/Retention Payments/LDs/Others/ Issue of C Forms 3 days of receipt of complete documents Financial Release of payment after having a counter check by another person, other than Governance the processing one. Financial Risks Contract Performance Guarantee / Security Deposit . Management Liquidated Damages for lapses of the vendors. Insurance is taken for the supplies to be received. 3. Payments to be released immediately without any delay and lately we have graduated to using RTGS facilities as well for e payments through net banking. 4. Railway freight payments are also initiated with e-payment modes Steps taken for cost and inventory reduction a. screening of indent b. budget certification , c. cost control meetings d. variance analysis Personnel from finance are motivated to contribute articles( not necessarily related to financial matters ) in magazines and periodicals published for internal circulation in NTPC at Sipat unit level or even at corporate levelProcesses & Services
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Processes and services at SIPAT F&A are maintained at high standards of performance and its due to these tireless and continuous efforts of the SIPAT F&A team that we have been conferred with " THE CHAIRMAN'S TROPHY FOR EXCELLENCE IN MAINTAINING FINANCIAL ACCOUNTS " for the year 2008-09 Process mapping for fund management, coal and fuel costing has been done which has recently been recognized and complimented by the statutory auditors as well Efforts are made to ensure better file management system Critical issues for present and future scenario are identified time to time and prompt action is taken accordingly Checklists have been maintained - For accounts closing (so that no liability is left out to be accounted for) - For release & vetting of PR, PO and CS The financial risk involved in the management of finances at a station depends a lot on this function as the Financial Governance and prevention of Financial Risks will be a direct outcome of the above here at SIPAT the dept heads look after that all levels of personnel are involved in the sub-process devised for internal control measures The additional internal control measures devised at NTPC Sipat are Quarterly Physical verification of oil/ coal stock balances Yearly Physical verification of Spares balances Measures taken as per recommendations from INTERNAL CONTROL FRAMEWORK (ICF). --Review is being carried out on monthly basis before processing the salary and action is taken to recover the travel advance pending more than 30 days from the completion of journey. -- Advance, Lease payments & Medical expenses are reviewed by HOD (F) on monthly basis -- Monthly Bank Reconciliation statement is prepared by dealing officer of Cash & Bank section by 5th (date recommended by ICF is 10th) of every month and being reviewed by HOD (F) --Section in charge (concerned section) reviews the Advance Tax Paid, TDS Balances forming par -- Daily review of open items and clearing of SR/IR is done by all finance executives and same is monitored by HOD (F). --For Improvement a joint action plan is taken up with (C&M) for lead time reduction And 100% payment through E-process target is by 30.04.2011 Key Results 1.0 TURNOVER Figure 1 indicates consistent increase in turnover from Rs. 642.42 crores in Financial Year 2008-09 to Rs.1596.98 crores in FY 2009-10, thus establishing a 248.58 % revenue jump. In the year 2010-11, we expect a turnover to Rs.1720 crors. There is projected increase in turnover by 7-8 %. 2.0 PROFIT Figure 2 shows trend in profits of NTPC Sipat compared with MOU. It shows that NTPC Sipat is maintaining good annual profit inspite of initial teething problems, a plant have during beginning period from date of commercial declaration. The decrease in profit compare to MOU is due to increase in employees cost, pay revision and applicability of service tax on security expenses in the year 2009-10 which was not envisaged at the time of MOU setting.
1597.0 1720.7
Turnover Rs. Cr.

Turnover Rs. Cr. 2000 1500 1000 500 0 1417
Profit Rs. Cr.

1662
Profit Rs. Cr. 291.8
Actual
642.4
581.1
200 0
2008-09
2010-11(PROJ)
Actual MOU
2008-09
59.3
70.37
400
2010-11(PROJ)
MOU
Fig- 1
Fig- 2
3.0 PROFITABILITY RATIO Figure 9a.3showing net profit margin in percentage terms . NTPC Sipat is contributing a larger share to overall NTPCs net profit. NTPC-Sipats effort is to augment the NTPCs by contributing to NTPC's financial strength.
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304.1
600
414.7
446.9
4.0 SELLING PRICE PER UNIT The pricing mechanism is governed by tariff fixation norms of CERC in two parts viz. fixed and variable charges. Fig. 4 depicts the trend of Selling Price per Unit of electricity for the Station for last 2 years.
Profitability Ratio
0.3155 Profitability Ratio 0 0 0 0 0
Selling Price R s.
Selling Price Rs. /KWH

0.1830
3 2 /K H W 2 1 1 0 2008-09 2009-10 Financial Year 2010-11(Jun)
Actual MOU
0.3
0.1211
2008-09
0.1
2010-11(PROJ)
Actual MOU
0.2
1.43
1.6
Fig- 3
Fig- 4
5.0 RETURN ON CAPITAL EMPLOYED Fig- 5 shows trend of the NTPC-Sipat ROCE with respect to MOU. Every year it is exceeding the MOU. 6.0 MARGINAL CONTRIBUTION Marginal Contribution being fuel cost recovery as per tariff norms and the actual cost incurred. It depicts the operational efficiency of the station and is an added revenue stream. Figure 6 depicts maintaining trend of per unit contribution (gross profit margin) available from operations inspite of increase in coal & oil price. From 2009-10 to June 2010, it has not only maintained but exceeded previous years contribution per unit.
Return On Capital Employed
25.92 24.76 26.3 26.3 25.7 19.47 30 25 ROCE % 20 15 10 5 0 2008-09 2009-10 2010-11 (Proj) up to Jun 10
Actual MOU
Marginal Contribution
8000 7000 6000 5000 4000 3000 2000 1000 0 Marginal C ontribution 6816.0
1.87
2008.0
1859.0
2008-09
744
1656
2010-11(PROJ)
Actual MOU
Financial Year
Fig- 5
Fig- 6
7.0 VALUE ADDED Fig.7 provides an account of value added of the Sipat Project. The increase from Rs. 349.28 crores in 2008-09 to Rs. 957.04 crs in 2009-10 is attributable to a highly motivated workforce with a feeling of ownership and organizational pride.
Value Added Rs. Cr.
957.0 1200 1000 R Cr. s. 800 600 400 200 0 2008-09 Financial Year 2009-10
Value added
Total Sales/Cost Rs. Cr.

1597.0 1720.7 1182.26 2000 Rs. Cr. 1500 1000 500 0 2008-09 2009-10 Financial Year 2010-11 (Proj)
Total Sales Total Cost
Fig- 7
583.13
349.3
642.4
Fig- 8
8.0 TOTAL SALES/COST Fig.8 shows the relationship between costs and revenue at NTPC, Sipat. Revenue is constantly growing with compare to cost. The trend continues despite pressure on tariff norms by CERC. This is on account of efforts undertaken to increase sales volume and reduce cost. 9.0 REPAIR & MAINTENANCE COST A fig. 9 show that Repair & Maintenance cost has slightly increased in 2009-10 from MOU. Projected increase in 2010-11 is also shown as O/H of U#4 is planned in 2010.
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1428.92
4576
2.06
2.1
2.2
16169.0
43.4
32.95
20000 O& C M ost R C s. r.
R&M Cost Rs. Cr.
50 40 30 20 10 0
34.3
13.5
32
15000 5397.0 10000 5000 0 2008-09 5999
2008-09
11.1
2010-11(PROJ)
Actual MOU
10442
2010-11(Proj)
Actual MOU
Fig- 9
Fig- 10
9b.Key performance indicators 10.0 OPERATION & MAINTENANCE COST Trend of O&M expenses of NTPC-Sipat is given in Fig. 10. The increase in O&M cost is due to arrears payment made to employees on pay revision and arrears payment to CISF deployed for security of plant
Fuel Cost Rs. /KWH
0.85 0.9
A in. Exp. R r. dm s.C
Administrative Expense
35 30 25 20 15 10 5 0 2008-09 2009-10 Financial Year 2010-11 Upto June
Actual MOU
0.8
Fuel C ost R / s.
0.59
0.66
0.7
1 K H W 1 0
29.8
12.06
20.16
2008-09
2010-11(Jun)
Actual MOU
Fig.11
7.0
Fig- 12
11.0 FUEL COST PER UNIT Being a coal fired station, the fuel cost is a significant component of cost of generation. In spite of the increase in coal price in 2009-10 due to blending of Indian coal with imported coal & higher transportation cost, NTPC Sipat was able to generate power with nominal increase in fuel cost as detailed in Fig.11 . 12.0 ADMINISTRATIVE COST Fig-12 shows administrative overhead for financial years. The OH cost is within MOU target except increase in the year 2009-10 which is due to arrears payment to CISF deployed for security of Plant. 13.0 EMPLOYEE COST Fig-13 shows employee cost for financial years. The year 2009-10 shows steep increase which is due to arrears payment on pay hike of executive category
Employee Expense
Empl. Exp. Rs.C r. 0.97 100 80 37.01 60 27.56 31.5 40 20 0 2008-09 2009-10 Financial Year 2010-11 Upto June
Actual MOU
VC/EC
1 VC /EC 1 1 1 1 1 2008-09 2009-10 Financial Year 2010-11 Upto June
Actual MOU
83.6
0.97
1.0
21.89
21.5
0.9
Fig- 9b.13
Fig- 14
14. VARIABLE CHARGES/ENERGY CHARGES Variable charges to Energy charges has always been lower than MOU target which shows better fuel efficiency and margin available due to fuel efficiency. This is depicted in Fig-14
NTPC SIPAT
0.9
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0.94
8.67
9.6
17024
Repair & Maintenance Cost Rs. Cr.
O&M Cost Rs. Cr.
18900.0
FUNCTIONAL LEVEL POSITION REPORT FOR O&M/MECHANICAL MAINTENANCE
MECHANICAL MAINTENANCE VISION

ENSURING CUSTOMER DELIGHT BY ACHIEVING ZERO FORCED OUTAGE THROUGH ENSURING ZERO ACCIDENTS AND ZERO DISCHARGE
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LEADERSHIP: Leadership is the guiding force in creation of shared vision of mechanical maintenance team. It takes full responsibility in formulation department mission to achieve the shared vision. It monitors vital parameters of system healthiness and takes corrective action and suggests improvement with their rich experience. Leadership maintains business and personal relationship with its stakeholders towards win-win relationship. Leadership of Mechanical Maintenance team believes in inclusive growth where vendors and NTPC grow together. Leadership strive to develop new leaders with ability achieve shared vision. Young Engineers are encouraged to participate in NOCET, MEDHA, Business Mind, Professional Circles etc to develop new skills. Leadership provides necessary resources for achieving expected results. It guides and coordinates with different sections within mechanical maintenance for seamless activities in overall mechanical maintenance. Leaders took personal interest to communicate the Vision, mission and Value (VMV) to all stakeholders to nourish NTPC culture. Periodical feed back from all stakeholders became basis for revisiting all strategy, planning and processes. Leaders have taken utmost care to embed organizational culture and core values. As changes happening in external and internal environment are of continuous in nature, Leaders felt the need to employ the principle in their strategic management i.e. continuous participation to make the Department value oriented. Leaders take keen interest in improvement activities through seeking suggestions, taking Performance Improvement Projects (PIPs). Leaders motivate members of Mechanical Maintenance team through organizing Departmental social meet like Birthday celebration, family picnics, celebration of team and individual achievements. Leaders of mechanical Maintenance department seek active participation from all the members through communication meeting, both top to down and down to top approach. Leaders of Mechanical Maintenance encourage partnerships with other leaders in different departments and other power stations and are aware of the leverage they provide in maintenance of equipments through extending support in spares, consumables, services and knowledge management. Leaders used to Benchmark all the critical activities of Mechanical maintenance by deputing executives to other good performing power stations to witness Benchmark activities and suggest improvement measure that can be taken in our department. Customer satisfaction is one of the top criteria for taking any decision by leadership. They seek proactive feedback from the internal as well as external customer on regular basis. PLANNING AND STRATEGY: Planning and strategy of mechanical maintenance derived from NTPC corporate planning and MOU targets. Planning is divided into long term planning and short term planning to achieve MOU targets. Based on the strategic link with NTPC corporate business plan, Long term planning involves 5 year rolling plan of overhauling of equipments under mechanical maintenance including budgeting for spares and contracts. The five-year business plan serves as the integrating link between the long-term Corporate plan and the annual plans (annual Internal MOU and annual budgets) and the Performance Management System. Overhaul Preparedness Index (OPI) was adopted from TVA USA. This facilitates objective assessment of the station preparedness to carry out overhaul, which in turn ensures high quality overhauls and associated reliability of the equipments. While planning, all OS guidelines, OPI targets and LMI are taken into consideration. Short term planning involves day to activity of maintenance to rectify deviations in operating parameters of equipments and systems after scanning the operational environment. Inputs for short term planning are taken from notifications raised by Operation department, daily site visits, CMG reports and PM schedule. Maintenance philosophy is driven by achievement of higher availability of equipments exceeding MOU targets and resources are mobilized accordingly. All the planning activities are driven by reduction of Mean Time to Repair (MTTR) and Mean Time before Failure (MTBF). To reduce MTTR and MTBF, extensive quality checklist both for overhauling and
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regular maintenance has been prepared. For reduction of MTTR, extensive use of mechanized tools, such as Pneumatic and hydraulic tools, Pick and carry cranes, Fork lift truck, battery operated trolley, Electrical winches and hoists etc., have been ensured. Spare assemblies are kept ready for replacement instead of repair on failed assembly.SAP system are extensively used to carry out all planning activities in Mechanical Maintenance Department. History books are maintained to learn from the earlier failure and take corrective action to avoid repetitive failures. All failures are critically analyzed to find out root cause of failure which are recorded and relevant actions are taken up immediately to avoid repetition of such incident in future. To reduce the capability gap in technology, advance technology is being adopted wherever possible. The assessment and reviews of these key targets for Mechanical Maintenance department are carried out at the station level through the SMC and at the regional level through the RMC. As NTPC/Sipat is in its infancy in O&M stage, executives are sent to other stations to learn about the system they follow and implement relevant part in our department. HUMAN RESOURCE: Leadership of mechanical maintenance department believes that employees constitute the most important asset of the organization. To assimilate new employees into Mechanical Maintenance team is, therefore, taken very seriously. They are welcome in departmental meeting and they are introduced to every other member of team. They are apprised of the team expectations from them to flourish as a team. They are then handed over to respective mentors through mentor-mentee programme to take care of their psychological, technical and managerial needs. Young engineers are encouraged to participate wide range of developmental programmes like NOCET, medha protiyogita, business minds etc. to sharpen their managerial skill. Training needs of all employees are identified through the PMS after mutual discussion for their development to take higher responsibilities in future. Based on the training needs employees are nominated to both external such as training at vendor premise, different technical and management institutes and internal training at Employee Development Centre at the project and Power Management Institute at NOIDA, UP. Employees are encouraged to form teams like professional Circles to assimilate and share new knowledge. Quality Circles are formed drawing employees in the category of supervisors and workmen to solve teething problems of mechanical system. Communication is the mainstay in effective management of man and machine to ensure desirable results. To ensure proper communication, both top down and bottom up, departmental meeting are coordinated to reduce expectations and performance gap. Employees are encouraged to participate in social activities like organizing Vishwakarma Puja, Holi, Dassera, Deepawali, Eid, Chirstmas, Guruparva which helps in stonger social bonding between employees. To create a family atmosphere in Mechanical Maintenance team all achievements like promotions, target achievement or family achievements are celebrated in departmental get together and picnics. PARTNERSHIP AND RESOURCES: The Philosophy of Partnership at Mechanical maintenance is based on its Core Values, 'Mutual Respect and Trust', and 'Total Quality for Excellence'. Sustained partnership over a long period like tie up with M/s BHEL for equipment & spares, maintenance services, has reflected in achieving excellent results. Close relationship is also maintained with other suppliers like L&T, Ador welding, Tushaco Pumps, SL NO 1 2 3 4 5 6 DESCRIPTION OF PARTNERSHIP SPARES FOR SG AND TG AMC FOR BOILER ROTARY PARTS & MILLS AMC for Boiler Pressure parts AMC for Ash Handling plant AMC for TMD offsite AMC for TMD KEY PARTNER M/s BHEL M/s Brothers Engg & Erectors M/s Precision Engineering M/s K S Engineering, M/s Namita Construction M/s BIMCON M/s Precision
SAIL, IOC for mutual growth. We believe good relationship improves supply lead time, product quality and
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financial viability. Feed back on performance of product or services provided by the supplier or manufacturer helps in developing better product or services. Knowledge sharing with vendors enriches both vendors and us. SUPPORTS RECEIVED FROM PARTNERS: SL DESCRIPTION OF PARTNERSHIP NO 1 SPARES FOR SG AND TG 2 AMC FOR BOILER ROTARY PARTS & MILLS 3 AMC for Boiler Pressure parts 4 AMC for Ash Handling plant 5 AMC for TMD offsite 6 AMC for TMD SUPPORTS EXTENDED TO PARTNERS: SL NO 1 2 3 4 DESCRIPTION OF PARTNERSHIP SPARES FOR SG AND TG Mill Spares Services for Boiler Knowledge sharing KEY PARTNER M/s NSPCL, BHILAI NTPC/Korba, Vindhyachal NTPC/Korba M/s L&T, M/s D&H Scheron, M/s BHEL
KEY PARTNER M/s BHEL M/s Brothers Engg & Erectors M/s Precision Engineering M/s K S Engineering, M/s Namita Construction M/s BIMCON M/s Precision
At Mechanical Maintenance Department, it is believed that designer of equipment is the best person to suggest measure to extract best output from the equipment or system. Hence partnership with supplier and manufacturer is of utmost importance to ensure not only for supply of spares, but also maintenance services whenever needed. Hence, it is important to maintain good business relationship with all the supplier and manufacturer. Relationship between two entities can be best maintained if win-win relationship is maintained. We at mechanical maintenance ensure timely payment to the vendors, homely stay at Sipat during their visit at site and give our quality time to listen to the vendors, supplier and manufacturer. Partnership with local community is very important as we believe that we cannot prosper without help and support from the local community. Hence wherever possible we take services from local community like taking service from local supplier of sundry items, machining of spares in local workshop, development of maintenance personnel through on job training etc. Local talents are always given preference in all job contracts. Contracts for vehicle, housekeeping are earmarked for Project affected People so that they can also take the benefit of development. Everywhere resource is scarce and we have coped with this constraint. For best use of available resource is to share with your partner. We at Mechanical Maintenance Department always extend our helping hand towards our peers at other power generating stations in their time of need. In this way we create a network of willing people who will be needed by us also in time of difficulty. Leaders of mechanical maintenance department always depute their representatives to all participative forums like Knowledge Team meets, O&M conference to not only gathering and upgrading knowledge but also strengthen our relationship. Capital overhaul works of the major equipments like boiler, turbine generator etc,. are planned on life cycle basis (8 yearly rolling plans / yearly outage plans). The scope of annual overhaul is further refined based on pre overhaul performance test of capital equipments (by EEMG), PDM survey (by Condition Monitoring Group) and walk down checks by operation group. During 2005, to institutionalize the process of overhaul planning process, the concept of Overhaul Preparedness Index (OPI) was adopted from TVA USA. This facilitates objective assessment of the station preparedness to carry out overhaul, which in turn ensures high quality overhauls and associated reliability of the equipments.
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PROCESSES: Every activity in Mechanical Maintenance is following a pre defined processes. There are systems in place to process each activity or information. Processes which are being followed in Mechanical Maintenance are list below Process Maintenance Processing Contracts and materials processing Finance Processing Purpose Smooth & reliable Unit operation To ensure availability of spares To ensure proper budgeting and utilization of available fund. Competency Enhancement and improving people satisfaction Output PM schedules, BD data analysis, Shutdown and O/H maintenance Overview of present position of spares and triggering actions for timely indenting. Timely preparation of budget and planning for utilization. 1.TNAs and training effectiveness 2.Employee perception data with corrective actions 3.Action plan to increase BE potential 4.Actions for reducing safety hazards, Quality of Measurement Zero delay in light up and start up, Zero partial loading & zero forced outage No major delay due to non-availability of spares
Zero deviation in budget
Human Resource processing
Minimum 7 days training for all employees ,Winning of awards through PC, QC, employee's satisfaction level, Zero accident, , Zero fire hazards
1. 2. 3. 4.
Maintenance processing. Contracts and materials processing. Finance processing. Human resource development processing.
Maintenance processing is divided into (a) routine maintenance processing ( including Preventive maintenance & Breakdown maintenance), (b) Overhauling of equipments & ( c) Modifications of equipments and systems. Operation department raises notifications through SAP system if they identify any defects. Maintenance Department also raises Notifications if they identify any defects during walk down survey. Same is routed through MTP who plan the job for Maintenance processing. Maintenance department applies for relevant permit ( PFW, LWC, HWP, SFT etc) to attend the defect. Resources are deployed on the job to remove the defects. Materials required for the job are issued from Central store. After attending the defects, permits are returned to take the equipment in service or kept available for operation. Job card is then closed in SAP after filling all the relevant data in the work order. As per the recommendation of OEM or LMI or past experience, overhauling of equipments is planned by MTP at a predetermined interval to avoid forced shutdown. Overhauling equipments are clubbed together during annual overhauling of unit to minimize generation loss. Planning process is being monitored through Overhauling Preparedness Index(OPI) matrix developed specially for this purpose. OPI covers all aspects of overhauling preparedness such as availability of critical spares, contracts and other infrastructural facilities. It starts 24 months before the scheduled overhauling of particular unit. Requirement of spares as well as services are processed through well defined processes as per the procurement policies laid down in DOP. Before initiating any requirement, stock and pipeline of spares, consumables and services are checked. Based on that report requirements are initiated by raising Purchase Requisition which then forwarded to C&M for further processing after releasing from respective authority as per DOP. There are also HR processes being followed by Mechanical Maintenance as per the Targets laid down by the Leadership of mechanical maintenance.
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CUSTOMER RESULTS (Criteria 6): Internal customer surveys were carried out with a score scale of 1. Need attention, 2. Good. 3. Very good & 4. Excellent and results were analyzed. Sl Customer Average Low scoring attributes No score 2.43 1 Operation House Keeping after maintenance 1 2 3 4 5 6 7 8 9 10 11 EMD EEMG Chemistry CHP & MGR Finance Maintenance planning Contracts and Materials Human Resources Safety C&I 3.17 3.5 3.6 2.4 2.89 2.83 2.64 2.80 3.0 2.65 Approach -2 All-3 NIL Sharing infrastructure 1 Completeness of indents 2 Scheduling 2 Clubbing of indents 1 Nomination against TNA 1 Area cleanliness- 1 House Keeping after maintenance-2
Overall perception about Mechanical Maintenance is very good. However with increasing interaction with our key customers deficiencies will be eliminated by taking suitable action in future. PEOPLE RESULT-(Criteria-7): Sl n o 1 ACHIEVEMENTS 2008200909 10 2 5.5
CRITERIA Average man days training
REMARKS Due to initial commissioning and stabilization of units of Stage II, training targets could not be achieved. Poor participation will be looked into.
4 5 6 7 8
Professional circle a) No of presentations b) No of competitions participated d) No of times circle won accolades QC activities a)No of participations b) No of accolades Accidents due to MM Fire incidents Attrition Birthday parties for employees No of training sessions for contract labour
0 Circle has participated in all available competitions like Business mind games, Medha,NCYM, etc Teams from MM were winner in project level Medha Protiyogita & Business minds. New QC will be formed
3 0 0 0 0 0 0 0% 0
3 2 0 0 0 0 0 100% 4
Birthday celebration has been started in 2009-10 The process has been started & shall be improved
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Due to initial formation of department, initiatives like formation of PC and QC could not be possible. However leadership is keen to develop Human Resources through training, QC and PC in next year. SOCEITY RESULTS-CRITERIA-8 SL NO 01 02 03 04 CRITERIA TRAINING TO VOCATIONAL TRAINEES LECTURES TAKEN IN SCHOOL ENVIRONMENTAL MEASURES CONTRIBUTION TO ADMINISTRATION LOCAL 80 8 99% AVAILABILITY OF ESP FIELDS PARTICIPATION IN REPUBLIC DAY CELEBRATION WITH TABLEU, ELECTION DUTIES 0 0 100% ACHEIVEMENTS 2009-10 REMARKS 100% COMPLIANCE CLASSES BBPS TAKEN IN
05 06 07
NO OF REPORTABLE ACCIDENTS NO OF FIRE OCCURANCES COMPLIANCE TO ENERGY REPORT
MM executives are taking active participation in school administration, coaching classes for local students, tree plantation, Dussera, Viswakarma Puja with community lunch etc in the township. KEY RESULTS CRITERIA-9: SL NO 01 02 03 04 05 06 07 08 CRITERIA Forced outage No of trippings due mechanical system Partial loading Delay in Boiler light up Fuel oil used due to Mechanical system No of Boiler tube leakages No of forced outage of Boiler auxiliaries MDBFP Running hours due to outage of TDBFP should be less than1000hr/Annum to reduce APC Forced Outage due to Bottom Ash Handling System Partial Loading due to Ash Handling Plant RESULT 2009-10 0.8114 % 5 0.003% 0 281.4 KL 3 2 1350 Due to more trippings REMARKS Forced outage is less than MOU ( 2%) Due to initial system stabilisation
Due to boiler light up after trippings
09
10
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FUNCTIONAL LEVEL POSITION REPORT ELECTRICAL MAINTENANCE (2010)
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LEADERSHIP: Leadership is the ability to influence a team toward the achievement of goals. The leadership of EMD Sipat has developed the Mission, Vision & Ethics after discussing every team member and in line with departmental goal and objective. EMD team leader acting as a Role model and inculcate the core values of NTPC which form the guiding principles for developing organizational culture& values amongst the EMD team members. HOD, the team leader communicates the departmental objective & goal to the each individual member as per business plan via departmental management hierarchy. Team leader sets up the planning & strategy as per departmental goal and this has been reviewed monthly basis in departmental communication meeting. HOD interact with each individual team member in the monthly communication meetings as well as if necessary in weekly meetings discussing the issues related to the maintenance practices, system improvement plan, execution of planned maintenance/opportunity based & maintaining spares & contract status. HOD always interacts and takes interest to motivate the team members to participate in forums like NCYM, PC,QC, & other customer meets, also encourages EMD team to take part in inter departmental sports activities like football, cricket tournaments etc. EMD team leader always has the view that each individual member is fully dedicated to the organization which in turn makes him/her dedicated to achieve the departmental goal, customer focus & satisfaction. In any problem may be official or personal team leader always personally takes care directly like head of the family with each member so that morale of each member should be in peak always. EMD leadership always motivates the members by letter of appreciation, nominating the members for meritorious award etc. Team leader of EMD always has the conception of incorporating modern methods of maintenance practices such as PDM, RCM techniques, & these techniques are being used and comprehensive PDM history of critical drives/system has been maintained. HOD has been giving utmost thrust so that each team member should undergone at least seven days training in a year on modern technological development & globally adopted best maintenance practices. Team leader also keeps a track so that each individual discuss these in presentation form in departmental forum so that every member may share the knowledge. The leadership continuously supports initiatives for higher learning, skill up gradation & encourages for giving various suggestion schemes by the team members. These suggestions are evaluated regularly and also taken necessary steps to implement them and subsequently appreciated the employees who have given the suggestions. EMD leadership discusses the departmental strategies & planning and the action for the implementation with each individual member and if any road blocks is there to achieve that, these roadblocks are sorted out if necessary with the help of higher management to achieve the ultimate goal. Planning & Strategy: Planning & Strategy are based on meeting MOU targets and Business Plan to maintaining generation target adopting Global best practices in maintenance & commissioning. Primary motto of NTPC Sipat Electrical maintenance department is to reach the level of excellence in zero Forced outage, zero partial Loss, zero accident, zero delay and 100% customer satisfaction. To achieve these excellences EMD is being emphasizing on the state of the art technology in the field of predictive & condition based maintenance and also adopting RCM technique. For this equipment database along with maintenance history has been developed. EMD Sipat has been using the diagnostic kits like IR thermography, motor current signature analyzer, Tan-delta kit etc. For skill up gradation employees are being imparted trainings on modern maintenance techniques from IIPM, ABB, BHEL, L&T, NTPC PMI and other reputed training institutes. EMD Sipat also in the process of having SKF self learning software, PDM/CBD tools like electronic Stethoscope, Bearing discharge detector, vibration pen etc. EMD Sipat is following best maintenance practices for 100% availability and reliability of critical & load bearing equipments. For systematic improvements in line with the key targets two no. of performance improvement project is identified.
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EMD Sipat is following practices of periodic monitoring of equipments with detailed checklist, adopting maintenance strategy as per NTPC corporate OS guidelines, KT suggestion. Following PM practices as per periodic and opportunity based with comprehensive maintenance checklist and also maintaining a maintenance data bank. In Generator & Excitation system, every opportunity is being utilized to find out any abnormality which may lead to forced outages. O/H action plan is being prepared by using all these KBM techniques. For customer satisfaction, EMD executives always maintain a close relation with Operation, C&I, Mechanical maintenance & other associated departments. Trainings are being conducted by EMD executives on best operation & safety practices of electrical System & equipments for the customer departments. EMD Sipat is in a comfortable position in inventory management. Spares for about 90% of critical equipments are in stock and others P.O have been placed. EMD is maintaining a reserve of spares, consumables & adequate T&P items. Local vendors are being developed to render services like rewinding of motors, supply the spares & consumables at the earliest. Technological constraints for EMD Sipat are: Higher rating critical LT motors having contactor modules instead of Breaker module with numerical relays having motor protection features. Such drives have been identified and L&T (EBG) has been asked to review these and submit a concrete plan to retrofit these modules with breaker along with numerical protection system. EMD sipat always ensuring best safety practices, as a part of that MCBs are being replaced by ELCBS, ensuring safety shrouds in all the modules. As a part of energy conservation approach Lighting ckts have been segregated for manual and timer operation. All employees of EMD Sipat are self motivated. Senior executives having a vast maintenance & commissioning experience & exposure, they are guiding the juniors with their experience and knowledge bank. By the experience of Sipat Stage-II TEAM EMD is confident of facing any kind of challenge in upcoming Stage-1. For performance measurement & management equipment history databank along with maintenance records have been maintaining along with S/D reports, technical audit reports, and system audit reports. Each report are being regularly updated in Ms Excel and graphs/Pi-charts are being prepared in order to judge the performance of an equipment by looking at a glance and corrective action is being taken against any deviation. Human Resources: HR vision of Team EMD is evolved to support realization of Companys Mission, Vision and Core Values. As per corporate HR policy every employees has been trained to become well conversant in ESS. Employees are also been imparted with refreshing training courses from time to time as conducted by HR Department Team-EMD consists of comprehensive mixing of experienced seniors & well talented and enthusiastic juniors. Every member of the team has been undergoing training in various fields beginning from management skill, various technological up gradation in O&M fields, newly adopted PDM & RCM Techniques and how to implement in the area of Electrical maintenance for better reliability of equipment & Plant Performance. Team EMD members are very much involved in peoples participative forum & welfare activities, social functions etc. Team EMD is consistently showing strong performance in inter departmental Sports activities, various competitive programs organized by Safety, Environment, and Energy conservation departments. Executives always involved in Teaching process like VT training, ET training, other non executives training programs as conducted by EDC. Executives by their own initiatives are conducting various PC presentations and trainings regarding best operation & Safety practices in electrical System. Employees have already formed a QC and some system improvement plans have been framed by virtue of their experience and same are in process for implementation. Communication meeting is being held monthly amongst the team members and every member contributes their views regarding the road blocks in various issues and departmental performance improvement plan.
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After having participated in any important seminar/workshop/training or any critical trouble shooting activities in his/ her area involved member used to discuss and express his views & experience in the mentioned area in open forum amongst the team member. Thus every member is well aware of every critical activity & trainings/seminars/workshops. Partnerships & Resources Partners & suppliers are managed for sustainable benefit. Key partners are established with OEMs, Vendors and Service Providers. For vendors satisfaction each EIC takes utmost care for timely payment to contractors & also it has been monitored so that the contractor workers get the payment timely & as per government norms. For performance & safety improvement contractor workers are being trained periodically. To capture the satisfaction of partners, Vendor satisfaction survey has been performed & satisfactory result received. Outsourcing of non core activities identified and suitable rate contract establish. Rate contract made for rewinding of motor with best available local party. Rate contract awarded for monthly Dissolved Gas analysis of Transformer oil. Steps are taken to reduce procurement cycle time by close monitoring with contracts & materials. Overdue indents are being reviewed for accelerating progress. Source standardization is done for indent of critical Spares. Various items like power fuses, bearings, cable lugs etc. are kept as stock controlled items. Critical Spares and can be utilized in case of emergency from other plant location. Lighting circuits have been segregated for manual and timer operation. Drives & equipments parameters are being monitored on periodic basis & compared with history & datasheets. If any deviation found, necessary corrective action is being taken. To conserve natural resources like water & coal, availability of AWRS Pump House & Coal settling pond has been maximized. All technical write-ups, PC & QC presentations available with EMD are uploaded in Sipat EMD web page & made available to all users. Energy audits are being performed as per the planning of EEMG dept. For better electrical operation & safety practices various presentations & demonstrations are being performed periodically. Suggestions from customers for system improvement are being accepted & reviewed with HOD for further implementations. Processes & Services Key Processes like Preventive & predictive Maintenance and condition monitoring system have been identified to achieve 100% availability of the equipments. Critical Drives & equipments are monitored on periodical basis & if any deviation is found after comparison with the previous data, immediate suitable action is being taken to reduce the outage. Shut down defect registers are being maintained in every group of EMD, so that defects can be attended as per the next available opportunity. PM of critical drives & system is being done whenever unit got tripped or is under shutdown. Processes have been drilled down and root cause analysis has been done for critical problems and leanings have been incorporated in future maintenance practices. Internal and external audits like safety audit, technical audit have been completed and feedbacks have been implemented for further improvement in the process. For spares management, EMD is maintaining equipment wise consumption pattern & accordingly budget proposal & PR is initiated to maintain minimum stock requirement. Reliability, availability of station ( MTTR, MTBF, FMEA, 5S, Equipment Critical Factor etc) is maintained through all latest tools available. During prevailing stringent ABT regime, Unit load regulation, withdrawal/charging of any transmission line are carried out only after instruction from RLDC to maintain Grid discipline. Online maintenance management system is followed; all the works are carried out after ensuring PTW and double ensuring isolation for safety of personals. Preventive maintenance, Permit scheduled by MTP and review periodically by us depending on the performance of equipment, all critical equipment are monitored with latest tool like Thermal Imager, Temperature Gun and breakdown of equipment are avoided. Good management practices like 5S are practiced. EMD also start removing and disposing of items not needed in the work area. Document Management System strictly followed for all Manuals, Test Reports & Drawings. They are properly tagged and Placed at appropriate Place. Similarly all spare parts, consumable are identified and kept in their marked location.
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LMIS for different process have been prepared and followed strictly. In Sipat, adequate quality trained contract manpower is not available, so we have to spent enough time on imparting training to the contractor workman & often the trained manpower leaves away due to poor wages. Spares for imported drives are not available in India & after indenting, the material is received at site after a very long period. After experiencing the said problems in stage-II, PRs already been raised for stage-I critical imported drives or equipments. Efforts are also made for developing Indian vendors to supply indigenous equivalent products. Results: Customer Results - Criteria 6 Average Score obtained 2.4 2 2.75 2.33 2.4125 1.8 2.11 2.6 2.17 2.67 2.7 3 2.2
Scale of measurement 1 2 3 Need attention Good Very Good
Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13
Department Operation Department EEMG Department C&I Department Chemistry Department Mechanical Maintenance Departments MTP Department C&M Department CHP & MGR Department HR Department F&A Department Safety Department EMG Department BE Department
People Results - Criteria 7 1. TQM contributions: The professional circle of EMD / O&M is ANKUR. The performance of ANKUR is excellent right from beginning and it has been shown in the following table. Year 2007-08 2008-09 2009-10 2010-11 Description of Participation Participated in Professional Circle Competition Participated in Professional Circle Competition Won 2ND Position in PC at project level Won NYCM-2010 at project level
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The Quality circle of EMD / O&M is IMPULSE. EMD QC has also performed to their best in the first year of inception. EMD has given many suggestions & Most of the EMD employees take participation in the suggestion schemes conducted by the HR department.
2. Satisfaction surveys: Sl.No 1 Category Employee Score obtained 3.5 Scale of Measurement 5-Excellent, 4-Very Good,3-Good
3. Training coverage (@ 7 mandays in a year): Employees of EMD have undergone various training programs held at various places. This includes training at M/s ABB, M/s BHEL ,M/s L&T, M/s AUMA ,IIPM etc. it was found that the mandays / emp / year in 2008-09 was low. This is because of the initial stage of Stage- II generation, and also employees were busy in the stabilization of both Unit #4 & Unit #5. The Annual training target of 7-days nearly achieved in 2009-10. Efforts are being taken to achieve the target in 2010-11 by close monitoring. 4. Birthday and Get together parties: EMD department celebrates birth day and get together parties often along with family, so that everyone gets the opportunity to interact with the others. It gives the physical & mental relaxation. Society Results - Criteria 8 EMD has adopted best safety practices & from the very beginning achieving zero reportable accidents. Till now there are no any fire occurrences due to EMD. All Employees and Contract technicians are well trained regarding the actions to be taken when there are any fire occurrences. EMD gives training to Vocational Trainees in every year as per HR requirements. Team members of EMD are also giving lectures in school as per requirement. The healthiness of ESP fields is ensured by close monitoring to achieve the flue gas emission norms. EMD has awarded 1 nos of contracts exclusively to PAP. Key Results Criteria 9 Sl.No 1 2 3 4 5 6 7 Description Forced Outage No of Tripping Availability of critical drives Partial Loading Loss Availability of DC & generator systems Availability of lighting systems delay in project execution due to EMD 2008-09 51.9947 MU 10 100% 4.299MU 98.86% 70 % Zero 2009-10 105.932 MU 2 100% 0 MU 97.6% 95 % Zero
From above table it is clear that the no. of tripping has been reduced to a great extent because necessary action has been taken to avoid tripping due to rotor earth fault. However Forced outage in 2009-10 has been increased because of problem in exciter & necessary action had been taken to avoid such type of failure. EMD has utilized its budget effectively to maintain system availability.
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SIPAT SIPAT
FUNCTIONAL LEVEL POSTION REPORT FOR O&M/C&I
C&I VISION To ensure reliability and continuous availability of Control & Instrumentation Systems and Services for sustainable power generation and customer satisfaction
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Leadership The leader has developed departmental objectives, aligned with station goals and company goals. The objectives and yearly / intermediate targets are communicated to the employees through departmental meetings, communication meetings, and regular meetings with group heads. The targets are also linked with PMS of all employees. The leader has developed a unique MIS report comprising of status and progress of all relevant C&I areas. This provides valuable inputs to decision making and a mechanism for monthly review to initiate all necessary actions. The leader interacts with the internal customers through audio conference, control room meeting, daily planning meeting, C&M review meeting, OPI meeting, trip committee meeting, Fire safety meeting, ORT, PRT, etc. The leader also interacts with the vendors and agencies through meetings and verbal communication for resolving various issues. The leader has established cohesiveness and motivation within the department by ensuring group participation in various activities and forums, get-together, birthday celebration, promotion party, etc. Leadership development among senior employees has been ensured by delegating various departmental activities like Training, PC, QC, 5S, CSR, Hindi promotional activities, etc. to the group heads and senior executives. The leader has ensured development of subordinates through PMI trainings, system trainings at OES/OEM works with the help and support of senior management. Skill requirements have been addressed by training people at M/S ABB Bangalore for SYMPHONY systems and training people at M/S BHEL Bangalore for Max DNA systems and training programmes for PLC systems etc. Further enhancement of skills is being ensured in SYMPHONY systems through foreign training at M/S ABB CHINA. The leader has also ensured C&I knowledge enhancement to operation and commissioning department by ensuring their foreign training at OEMs works, apart from presentation on various C&I systems. Planning & Strategy NTPC SIPAT is a unique project in which commissioning and maintenance go hand in hand with 2x 500 MW Units in operation and 3x 660 MW Units under commissioning stage. Instead of having separate commissioning groups, the strategy was adopted to have the same group carrying out both commissioning and maintenance so as to ensure ownership during commissioning, quality commissioning, individual's overall development and smooth changeover to maintenance after commissioning. As a strategy for better working motivation and utilization of manpower, formation of separate offsite C&I group was avoided and the offsite areas were distributed and combined with the main plant groups. Strategy is derived from the station plan and the requirements from the C&I in achieving the station plan. The C&I objectives are derived from the MOU targets. The strategy adopted is to have ideal targets, like zero trippings /zero forced outage due to C&I, Zero spurious tripping of unit auxiliaries, Zero delay in light up /start ups, Zero partial loading etc. In view of new plant with modern system and low technological problems in Sipat C&I systems, more thrust was given on the competencies development and the resources mobilization. The departmental manpower carry out the critical work and the routine / non critical work are done by contract labour as the nonexecutive manpower is less. With the strategy for fast stabilization and reliable Unit operation, Sipat C&I has created a benchmark for all forth coming projects in NTPC by putting the CMC mode of operation during the initial trial operation itself. Completion of the PG tests of Station C&I system along with all auto loops and runback in a record time is another benchmark for other projects. With the objective of achieving the zero forced outage, implementation of OS guidelines and many of the system modifications / improvements based on past experience were planned and executed during commissioning stage itself. Regular interaction with OS and other projects is done for system improvement on continuous basis.
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The OEM tie ups have been done for station C&I maintenance. As NTPC Sipat is having the latest systems in place, the issues of obsolence are not expected to rise in near future. The spares procurement action was started during commissioning stage itself enabling smooth takeover of C&I system. Strategy is to have stringent targets for all the expectations - zero percent for all failures and 100% for all availabilities. To achieve these targets on a sustainable basis, various processes have been evolved like training process, system improvement process, people process, spares management process - all monitored on continuous basis. Human Resources People are the key to success in the C&I work environment as most of the special jobs are being done by C&I employees by their own hands. Any mistake by the employee is very costly. Hence training of new comers, experience of senior executives and guidance of new comers by senior executives are very important for day to day maintenance activities. The competencies required for the jobs are well listed and are evaluated on continual basis through PACE. The evaluation of the gaps paves the way for suitable training programs. The employee satisfaction is captured through perception surveys and the low scoring attributes are analyzed for further necessary actions. Any issues requiring management support are taken up with DGM (HR), DGM (F&A) and also in the review meeting of project head for the possible improvement. The communication is on a continual basis through daily interactions at the group head level and through monthly meetings. Due to the practice of celebrating birthdays of all employees including executives and non executives, the opportunity of interactions and fostering a better working culture have considerably increased. People participation forums are also given priority and the employees have been members of various forums like PIP, CFT, Shop councils, RC, Clubs etc. Senior executive of C&I is coordinating the activities of SANSKRITI CLUB and C&I executive is in the management committee of Vaishali Club. Volunteers have been developed from C&I so as to teach in the NTPC schools and also take classes for the vocational trainees. Representative of C&I have carried out election duties in the parliament and assembly elections of CG. C&I has represented in various exhibitions at Bilaspur. The employees have been active members of the KHOJ professional circles and have won business mind games, have won NOCET at regional level, won national management games at regional level, represented SIPAT in regional PC conventions. The PANACEA quality circle of C&I has shaped out well within the first year of inception by participating in regional level conventions and they stood out in EXCELLENT CATEGORY in NCQC 2009. The well performing employees have been rewarded in the form of awards by the project head at the Independence day and Republic day functions. Partnerships and Resources The major partners of O&M / C&I have been M/S ABB Bangalore and M/S BHEL. Proactive action and support have resulted in completion of the trial operation and PG tests and early contract closing. To strengthen the relationships and support of OEM/OES, various tie ups are done as shown below..
Sl.No
1 2 3 4 5 6
Description of the Partnership

Annual Maintenance Contract of Stage-II DDCMIS AMC for PLC systems AMC for CHP SCADA systems Periodic O/H of UPS System in Stage-II AMC for SWAS AMC for SOX /NOX analyser
Key partner
M/S ABB, Bangalore M/s GE FANUC M/S ABB, Bangalore M/s DB electronics M/S ABB, Faridabad M/S EMERSON
7 Calibration of lab equipments M/S NAGMAN Commissioning is always done on partnership basis with the supplier. Currently stage I C&I commissioning is going on with out any representative from M/S EMERSON at site. We interact with them as per requirement.
NTPC SIPAT
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Vendor standardization is already completed. The indenting is done with clear cut complete specifications, technical scrutiny is done with minimum possible time and proactive action is taken in clearing TC to ensure timely procurement within validity period of the offer. E procurement has been started for C&I indents which has further reduced the procurement time. The inspections are cleared quickly so as to ensure quick vendors payments. Actions are being taken to develop local vendors and one such vendor is M/S ALFA controls, Bilaspur in the field of instruments. Supports and services provided by SIAPT C&I
Sl.No
1 2 3 4
Description of the service

Solving TG EHC problems and CLCS Trouble shooting of TG EHC problems CLCS and DDCMIS stabilization Knowledge sharing sessions
Unit
M/S NSPCL - BHILAI FSTPS .KSTPS, KhSTPP KhSTPP M/S MAHAGENCO KORADI, M/S CSEB KORBA
Efforts are put to ensure that the C&I field equipments are protected from dust, rain, heat and the electronic equipments are protected from ESDs. LMI is followed for the use of antistatic equipments while working in electronic equipments. Security policy has been adopted wherever software is involved. The test equipments are calibrated at NABL certified laboratories and kept readily available. New test equipments like fibre optic splice tools etc have been procured as per job requirement. The transmitters are planned to be monitored under calibration control. 5S committee is formed to ensure the cleanliness of C&I work places. Critical C&I equipments shall be identified and put under RCM /REAP/PDM. Efforts shall be put to reduce inventory continuously Processes & Services To achieve C&I objectives performance indicators have been developed based on drilled down. In order to achieve & sustain desired performance, following Management processes are being adopted, monitored and improved on continuous basis:
Process
Spares Management Maintenance Management System Improvement Management
Purpose
To ensure availability of spares Smooth & reliable Unit operation For reducing forced outage and partial loading Competency Enhancement and improving people satisfaction For reliable measurement of process parameters Contribution to the society
Output
Overview of present position of spares and triggering actions for timely indenting. PM schedules, BD data analysis, Shutdown and O/H maintenance Action plans for zero forced outages and zero partial loading 1.TNAs and training effectiveness 2.Employee perception data with corrective actions 3.Action plan to increase BE potential 4.Actions for reducing safety hazards, 1.Action plan for calibration of critical / non critical instruments 2.Validation of master calibration equipments Action plan for society initiatives
Quality of Measurement
No major delay due to nonavailability of spares Zero delay in light up and start up, Zero partial loading & zero forced outage Zero forced outage, zero partial loading and no spurious /repetitive trippings of auxiliaries Minimum 7 days training for all employees ,Winning of awards through PC, QC, employee's satisfaction level, Zero accident, , Zero fire hazards Instrument calibration history and validity of master calibration equipments Welfare activities & environment monitoring
People Management
Calibration Management CSR Management
Results Criteria 6, 7, 8, 9 as per BE Model
NTPC SIPAT
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Customer Results - Criteria 6 Internal /external customers are delighted by zero forced outage, zero disturbance in plant operation, CMC for smooth Unit operation, FGMO for grid frequency control all achieved by C&I / O&M Dept. Customer perception Internal customer surveys were carried out with a scores scale of 1-Need attention, 2- Good, 3 Very Good and the results were analyzed. Sl Average Customer Low scoring attributes No score 2.49 1 Operation Communication 2.07 2.52 2 Commissioning Communication 2.2 2.73 3 EEMG Daily logs - 2.6 4 5 6 7 8 Chemistry CHP & MGR Maintenance Maintenance planning Contracts and Materials 3.0 2.5 2.46 2.21 2.39 NIL Availability 2.4 Communication 2.31 Budgeting 1.86 Timely proposals 1.67
2.49 9 Human Resources TNA/Rewards 2.2 The overall perception is appreciable. Efforts are being put by means of increasing the interactions with operation, commissioning, maintenance. Action will be taken up for ensuring timely initiation of proposals. Low scoring in budgeting attribute is due to the fact that the maintenance system is only two years old. The same will improve next year. People Results Criteria 7 ACHIEVEMENTS SN CRITERIA REMARKS 2008-09 2009-10 Average training man Due to initial commissioning and stabilization of 1.364 7.74 1 days units of Stage II, training targets could not be achieved in 2008-09 Professional circle Less presentation in 2008-09 was due to initial 3 12 a) No of commissioning and stabilization of units of Stage II presentations b) No of Circle has participated in all available 1 5 2 competitions competitions like PC meets, NOCET, Business participated mind games, NCYM, etc Circle has won in every competition participated at e) No of times circle 1 5 project level, NOCET 2009 at regional level and won accolades Business minds 2009 at the company level. QC activities QC formed in 2009. It has participated in all 0 3 a)No of participations available competitions. Awarded EXCELLENT 3 0 2 b) No of accolades category in NCQC-2009 0 0 4 Accidents due to C&I 0 0 5 Fire incidents 0 0 6 Attrition Birthday parties for Birthday celebration has been started in 2009-10 0% 100% 7 employees No of training The process has been started & shall be improved 0 2 8 sessions for contract labour People perception [In a scale of 1(Poor) to 5(Very good)]
NTPC SIPAT
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Sl No 1 2 3 Executives
Customer
Average score 3.44 3.695 4.53
Low scoring attributes Innovation - 3.3 Development -3.4 Benefits (PF) - 2.6
Non executives Contract labour
It is found from the results that attributes for development for non executives and benefits for contract labor carried low scorers. Training opportunities are less for non executives due to the initial stage of EDC at Sipat. For the contract labor, timely payment and PF reimbursement are the major issues for which efforts will be taken. However for executives, the thrust shall be towards moving the average score towards 4+ by suitable action plan. Society Results - Criteria 8 Sl no 1 2 3 CRITERIA PAP contracts awarded Training to Vocational trainees Lectures taken in school Environmental Measurements Contribution to local administration 0 15 0 ACHIEVEMENTS 2008-09 2009-10 2 30 8 100% compliance to HR requirements Three faculties conducted special classes for IX, X All parameters are maintained healthy and linked to on line monitoring 100% compliance to HR requirements REMARKS
Commissioning of Chimney analyzers Participation in election duty, local exhibitions
Commissioning of AAQMS Participation in election duty, local exhibitions
C&I executives have taken active role in Sanskriti club activities, Vaishali Club activities and other social activities like organizing various functions, tree plantation, etc. in the township. Key Results CRITERIA 9 No of trippings The C&I trippings were 3 nos in the initial year of 2008-09. The trippings in 2008-09 were due to Human error, Cable fault and Power supply failure .Due to the all round efforts, the trippings have come down and we have achieved zero trips for 2009-10 and Zero trips in 2010-2011 till June'10.
5 3 1 -1 ACTUAL MOU 2008-09 3 0 2009-10 0 0 FINANCIAL YEAR 2010-11 0 0 ACTUAL MOU
NO OF TRIPPINGS
NO OF TRIPS
NTPC SIPAT
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Partial loading due to C&I

LOSSIN MUS
PARTIAL LOADING DUE TO C&I

0.3 0.1 -0.1 ACTUAL MOU 2008 -09 0 0 2009-10 0.18 0 FINANCIAL YEAR 2010-11till 0 0 ACTUAL MOU
The partial loading due to C&I has been nil in 200809 and 0.18 MUS in 2009-10. A potential outage due to furnace draft control problem in unit 4 was converted into this partial loading by online troubleshooting by C&I engineers. In the current year the figure is nil till June'10
Other Key Results SN 1 2 3 4 5 CRITERIA Delay in light up Delay in start up Disturbances due to C&I Oil consumption due to C&I C&I spares consumption cost RESULT 2008-09 NIL NIL NIL NIL 0.65 Crores 2009-10 NIL NIL NIL NIL 1.42 Crores The cost in 2008-09 was for one Unit. The cost in 2009-10 was for two Units Include all the field equipment & LAB improvements like installation of Radar type level Tx, Installation of additional T/Cs for RH metal temp monitoring, PC based calibration management system,etc. Include all the protection & control logics and alarm system improvements for quick Unit stabilization, reliable Unit operation & Zero forced outage REMARKS 26 BLUs in 2008-09 and 17 in 2009-10 26 in 2008-09 and 17 in 2009-10 Main Plant & major offsite areas
New Initiatives
26
Systems improvements and modifications
133
54
NTPC SIPAT
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Abbreviations A&R : Assessment and Review / Assessment and Refinement AG : Actual Generation APC : Auxiliary Power Consumption AVF : Availability Factor BA : Bottom Ash BE : Business Excellence BEM : Business Excellence Model B M : Benchmarking BP : Business Plan CARE : Coordination cell for Awards & Rewards for Excellence CBM : Condition Based Maintenance CC : Corporate Centre CEA : Central Electricity Authority CFTs : Cross Functional Teams CII : Confederation of Indian Industry CISF : Central Industrial Security Force COD : Commercial Operation Declaration CRM : Customer Relationship Management CSFs : Critical Success Factors CSI : Customer Satisfaction Index CSRCD : Corporate Social Responsibility and Community Development CTC : Cost to Company DC : Declared Capacity EC : Energy Cost ECM; Executive Committee Meeting EDC : Employee Development Centre EFQM : European Federation of Quality Management EMD, BG : Earnest Money Deposit, Bank Guarantee ESS : Employee Satisfaction Survey EXIM BANK : Export Import Bank FA : Fly Ash FICCI : Federation of Indian Chambers of Commerce and Industry FO : Forced outage FRM ; Finance Review Meeting HAC : House Allotment Committee HOG : Head of Group (Committee in Departments for internal Business Excellence Model) HOP: Head of Project HOS : Head of the Section ICH : Indian Coffee House IOC ; Indian Oil Corporation IPON : Idea Portal of NTPC IPPs : Independent Power Producers IR ; Industrial Relationship IT / KM : Information Technology / Knowledge Management JVs : Joint Ventures K M : Knowledge Management KPA : Key Performance Areas KPI : Key Performance Indicator LEADS : Leadership Evaluation and Development System LMIs : Local Management Instructions LT : Long Term Planning MIS : Management Information System MoEF : Ministry of Environment and Forest MoU : Memorandum of Understanding MTP : Maintenance Planning MTP Meeting : Daily Maintenance Planning Meeting MUs : Million Units NGO : Non Governmental Organisation NSI ; NTPC Satisfaction Index OCC : Operation Coordination Committee OCS : Organisational Climate Survey OEM : Original Equipment Manufacturer OES : Original Equipment Supplier OFIs : Opportunities for Improvement OH : Overhauling OPI : Overhauling Preparedness Index P&S : Planning and Strategy / Policy & Stategy PACE / PMS : Performance Management System PBT : Profit Before Tax PCs : Professional Circles PCC : Protection Coordination Committee
NTPC SIPAT
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NTPC INTERNAL ASSESSMENT- POSITION REPORT2010
PEM : Performance Evaluation Matrix PR : Purchase Requisition PIPs : Performance Improvement Projects PIs : Performance Indicators PLC : Plant level Council P M : Preventive Maintenance P M : Predictive Maintenance (As applicable) PO : Purchase Order POG : Performance Optimisation Group PPA : Power Purchase Agreement Q,C, D,M,E,S : Quality, Cost, Delivery (Lead Time), Morale, Environment, Safety QCs : Quality Circles R&M : Repair and Maintenance (As applicable) R&M : Renovation and Modernisation ( As applicable) RCA : Root Cause Analysis RCM : Reliability Centre Maintenance REAP : Risk Evaluation & Prioritisation RHQ : Regional Headquarter RLA : Residual Life Assessment RMC : Regional Management Committee ROCE : Return on Capital Employed ROS : Regional Operation Services RPCC, RLDC : Regional Power Coordination Committee / Regional Load Dispatch Centre RPN : Risk Priority Number SBU : Strategic Business Unit SBU HEAD, HOP : Head of the Strategic Business Unit / Head of Station / Head of Project SEB : State Electricity Board SG ; Scheduled Generation SHE : Safety, Health, Environment SLC : Shop Level Council SMC : Station / Site Management Committee SPCB : State Pollution Control Board ST ; Short Term Planning SWOT : Strength, Weakness, Opportunities, Threat TAC : Township Advisory Committee TBEM : Tata Business Excellence Model TNA : Training Need Analysis
TPM : Total Productive Maintenance TQC : Total Quality Control TR : Total Routine Maintenance Cost TUs : Trade Unions UI : Unscheduled Interchange UPL : Utility Power Limited URS : Unrequisitioned Surplus VC : Variable Cost VDAC : Village Development Advisory Committee WRLDC: Western Region Load dispatch Centre
NTPC SIPAT
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NTPC Limited
(A Government of India Enterprise)
Sipat Super Thermal Power Project

P.O. Ujjwal Nagar - 495 555, Dist. Bilaspur, Chhattisgarh
NTPC SIPAT
Page 102

BEM Singrauli

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SIPAT

NTPC INTERNAL ASSESSMENT

Sipat Super Thermal Power Project

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Source of Coal Project Funding Beneficiary states Transmission Lines Nos.

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC Sipat- Regulatory Environment

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Chairman & Managing Director

Director (Human Resource)

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Mission Compatibility with Vision

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Definition Business Ethics

Organizatio nal & Professional Pride

Mutual Respect & Trust

Innovation & Speed

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Reviews At Regional Level

Forum SMC ORT

Chaired by HOP HOP

Representations HODs and DROs

Frequency Fortnightly Monthly

Finance Review MTP Meeting O&M Review

HOP AGM(O&M) HOP

Monthly Daily Weekly

HOP HOP HOP HOP HOP HOP

Monthly Monthly Monthly Monthly Monthly Monthly

HOP HOP HOP

Plant Security Issues

Monthly Monthly Monthly

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Interaction with Customers

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Stakehold ers Investors

Responsib ility Head (F&A) CC

Frequency Need based

HOD (O)/ Coml. Customers

Head (H.R.)/ CSR

Need based; at least once in a year

Participative forums, Communication meetings, Satisfaction Surveys OCCM Meeting

Issues of concern, grievances and feedback

As laid down in the policy

Head (EEMG) Head (C&M.)

Issues relating to Tariffs Latest developments, technical specifications

Supplier meet, Vendor Surveys

Critical Information from External Source

NTPC INTERNAL ASSESSMENT- POSITION REPORT-2010

Key Performance Indicators and its monitoring Area

Key Performance Indicator

Environment Safety Finance

Corporate Plan (15 year)

Needs & Expectations of all stakeholders

SWOT Analysis & Strategy at Deptt Level

Departmental Objectives Strategy at Individual Level

Departmental performance review

Individual performance review (PACE)