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CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

Power is the engine of growth of any developing economy. Consumption of electrical energy is an universally accepted indicator of progress in the agricultural, industrial and commercial sectors, as also of the well being of the people of the State. No major economic activity can be sustained without adequate and reliable supply of power. It plays a critical role in employment generation, regional development and poverty eradication. The Assam State Electricity Board (ASEB) is an electricity regulation board of the state of Assam in India. It is a Public Sector Undertaking managing the generation, transmission and distribution of electricity in the state of Assam with its successo r companies Assam Power Generation Co. Ltd., Assam Electricity Grid Corporation Ltd., Assam Power Distribution Company limited. Assam State Electricity Board (ASEB), was originally established in the year 1958 in the composite state of Assam under the Electricity Act 1948. The existing Board was reconstituted in 1975 after the state was trifurcated into Assam, Meghalaya and Mizoram in 1972. Two central government corporations, North Eastern Electric Power Corporation (NEEPCO) and the Power Grid Corporation of India Ltd (PGCIL) supplement the efforts of the state in power development in generation and transmission respectively. The registered office of the company is located at 4th Floor, Bijulee Bhawan, Paltan Bazar, Guwahati 781 001. In tune with Power Reforms and Restructuring process Government of Assam and ASEB had undertaken the following steps 1. MOU signed with GOI on Power reforms in Feb 2001. 2. Tripartite Agreement Singed between GOI,ADB & GOA in Dec 2003. 3. Unbundling of ASEB into three different companies hiving away Generation, Transmission, and Distibution activities .

The distribution network is spread over all the 27 districts of Assam, of which two are hill districts. The total number of existing 66/33 kV and 33/11 kV sub-stations are 256 of which 7 are 66/33 kV. Constructions of some 33/11kV sub-stations are going on under various schemes.
Subsequent to this, fresh certificate of incorporation consequent upon change of name was taken for LAEDCL. Therefore, with effect from 23 Oct 2009, the name of LAEDCL was changed to Assam Power Distribution Company Limited (APDCL).APDCL distributes electricity to all consumers in the state of Assam and has about 15 lakh consumers. Assam has a total area of 74438 Sqkm, out of which 35.48% area is covered by forests. The broad role of the APDCL is as follows: To run the organization on commercially acceptable principles

To plan and expand the distribution capacity of the state network in order to increase reach to
consumers and reduce aggregate technical and commercial losses

To build and expand distribution network capacity to enhance reach to customers To interact with the State electricity regulatory commission(AERC) for approval of distribution
tariff and expenses

To operate and maintain the distribution line and substations in 33kv and below voltages To enter into Power Purchase contracts with bulk suppliers including State owned Genco,
Central Sector Generating Stations (CSGS) and Independent Power Producers (IPPs) To undertake and load analysis and system studies to improve availability of network and improve reliability To maintain commercially sound systems for billing to collection of existing consumers.

The merger of two distribution companies into the third distribution company is
ASSIGNMENT SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

among the key drivers for re-designing the Organization structure of APDCL.

Administrative Hierarchy
At the headquarter of the company there are the following wings which work under the supervision of the Managing Director who in turn functions under the administrative control and supervision of the Chairman. 1. Technical wing headed by CGM. 2. Finance & Accounts wing headed by CGM(F&A) 3. Human Resource Development wind headed by DGM(HR) 4. Materials Management wing headed by CGM(Material) - Common for all Distribution Companies 5. Commercial revenue wing headed by GM( Commercial ) - common for all the Distribution Companies 6. Commercial Tariff wing headed by GM( Com - Tariff ) - common for all the Distribution Companies 7. Vigilance & Security wing headed by Chief Vigilance Officer and Director(Security) Circle office is headed by a Chief Executive Officer who had to report to General Manager ( Guwahati Zone ) The divisional heads are called Senior Managers. The area of supply of the company had been divided into Fifteen Electrical Circles. Each circle is further divided into electrical divisions and sub-divisions, The power safety and power conservation measures are implemented through Directorate of Electricity headed by Chief Electrical Inspector -cum- Adviser to the State Government. Field Level: Structural and functional analysis of the field office The field structure of APDCL is divided into hierarchical units with the HQ at the top of the vertical. This goes down the hierarchy to zones, circles, divisions and sub divisions. Consumer services and network management is the core functions for which reporting is linked from sub-divisions to divisions, divisions to circles and circles to zones. In order to manage the core function of consumer service and network management, APDCL broadly has 4 layers of reporting hierarchies at field level. These are shown in the diagram below:

ASSIGNMENT

SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

Human Resource Profiling

The HR profiling exercise has been carried out for the three companies (APDCL, APGCL and AEGCL) together. It has been carried out on the basis of the manpower data collected from the office of the Director Personal and Deputy General Manager- Human Resource (DGM-HR) of respective companies. Based on the information available, employees have been classified into two categories - Executive and Non Executive.

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SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

Redesigning the Organization Structure for APDCL

To-Be Organization Structure

Acts and rules of the Department The following rules are administered by the department: Assam Rules of Executive Business, 1968 (amended upto 31st March, 2006) Assam Electrical Energy (Regulation & Supply) Manual of Office Procedure, Secretariat, 1981 Assam Fundamental Rules and Subsidiary Rules

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SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

Assam Financial Rules Financial Responsibility and Budget Management Act,2005 Delegation of Financial Power Rules, 1999 Assam Contingency Manual Assam Services Pension Rules 1969 Assam Services (Discipline and Appeal) Rules, 1964 Assam S.C & S.T (Reservation of vacancies and post) Act & Rules 1978 Assam Preferential Stores Purchase Act, 1989 Assam Electrical Licensing Board Regulation 1992. Electricity Act 2003Right to Information Act, 2005 Assam Electricity Regulatory Commission Fund Rules, 2005 Assam Electricity Regulatory Commission (Chairperson and Member) Rules 2001 Assam Lifts and Escalators Act 2006. The Rules of Procedure and Conduct of Business of Assam Legislative Assembly

Human Resource Development


An ideal work culture is a powerful indicator of the organizational success. The role of Human Recourse Development in any organization is to inculcate strong work ethics in its employee by developing constructive attitudes towards the work and making good relationship with co-workers. Power sector is witnessing drastic changes in the structural, organization, technical and policy matters. Power industry is capital intensive and which employs massive manpower requires abundance of skilled personnel. As power sector reforms involve a number of complex and intricate issues, the people involved will need specific inputs in terms of knowledge and skill to enable them to play their role effectively. The present power scenario demands a very comprehensive and pragmatic approach to attract, utilize, develop and conserve valuable human resources. Training is one of the elements of Human Resource Development.

Challenges in HR Activities at ASEB:Unbundling is barely completed involving three companies: one each responsible for generation and transmission, and other for distribution. Though these new companies are owned by the state government. The Assam State Electricity Board (ASEB) is not acting as a legal holding company. In many ways, however, it continues to behave as a holding company and there is limited separation between the finances and human resources of the five companies. The three distribution companies, in particular, are still largely behaving as a single unit. Power purchasing is a central function and the three distribution companies have identical tariffs. Staffing issues have complicated the restructuring process. ASEB had around 16,000 employees . There had been no recruitment for 10 years and, as a result, the workforce is aging. Many staff are approaching pension age and there are few younger staff with the information technology skills needed to run a modern utility. This has created many problems for ASEB. For example, most of the linemen are aging and no longer able to climb poles. Clerical staffs have no experience of working with computers. In the past year, ASEB has taken on some 70 graduates, 85 diploma engineers, and 45 accounts officers. There are plans to recruit 50 more engineers this year. The new staffs are generally information technology literate and enthusiastic. There is uncertainty over how many staff the new companies will need,especially in distribution. Work undertaken by the Snowy Mountains Engineering Corporation (SMEC) has estimated total staffing needs in the distribution companies at 14,087 people, which on some estimates is around current staffing levels. But recent submissions to the regulator show total distribution companies staffing as
ASSIGNMENT SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

10,765 and falling to 9,974 in FY20062007. At present, moreover, staff transfer between companies without much consideration for procedures. The high levels of retirement over the next few years offer an opportunity to restructure staffing, but the pension costs are also high. As part of the process of reducing political interference in the sector, the Government has established an independent committee to make senior power sector appointments. It has external membership from organizations such as the Power Grid and the Power Finance Corporation Limited. Currently, ASEB is receiving advice and support from SMEC and Pricewaterhouse Coopers. SMEC is providing implementation support on management of the investment program as well as undertaking a systems planning study and advising on various other aspects of reform implementation. Pricewaterhouse Coopers has been involved on various financial issues and is training and supporting ASEB in loss estimation and reduction. In order to sustain reform, ASEB will undoubtedly continue to need consulting support, certainly for the next 2 to 3 years and perhaps longer. Capacities of the new companies need to be developed in many areas, including finance,information technology, human resources, as well as core engineering capabilities. Many on ASEBs staff are not accustomed to the business practices of a modern utility, and it has been a challenge for the consultants to ensure that ASEB staffs are fully engaged with consulting projects, as distinct from attending associated training courses. This has been an issue with the systems planning study and parts of the other work undertaken by SMEC. The information technology strategy component is essentially a long report that has not been read by ASEB staff and seems to have little impact. The National Electricity policy envisages that in the new reforms framework ushered by Electricity Act 2003, concerted action would be taken for augmenting training infrastructure so that adequate welltrained human resource is made available as per the need of the industry. With this view HRD has formulated various training programme to equip the employees in all cadre for effectively performing their duties in their respective fields.

Induction Level Training

Lately ASEB has established a well-designed system of Induction level training to the fresh entrants
at all level to impart corporate culture, discipline, responsibility, knowledge and skill to the fresh entrants.

Refresher/ Advanced training


The post employment training provides opportunities for personnel at the different levels of the organization to gain skills and to take up new responsibilities and keep pace with the advancement in technology. It is desirable that each employ of the organization get at least 5 days refresher/ advanced training during a period of two years.

Management & Supervisory Training Management Development Programmes are being arranged for the officers and Supervisory Development Programme to the Supervisory level staff is being conducted at NPTI Regional Centre, Guwahati These types of trainings are being given to the Engineers, Accounts staff & officers.

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SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

Computer Based Training


Consequent to the introduction of computerization in various fields, computer based training has become a necessity in the Board and all employees shall be given a minimum awareness required for working with computers. Computer based programmes are mainly be given to all employees on computer literacy & specialized programme on LT Billing, Accounting software, load flow studies, materials management, maintenance management, load dispatch, SCADA, transmission lines etc.

Training at External Institutes


As followed by specified guidelines, HRD has deputed officers for attending external training program. For matching the academic inspiration of the employee with the needs of the organization,ASEB has tied up with some reputed institutions like ESCI, Hyderabad, CIRE Hyderabad, CPRI Bangalore, PMI Noida and TNEB Madurai etc. And also other neighbourhood power companies such as CESCKolkata,NDPL-Delhi.

In-house Training programes


In order to reduce the number of accidents in ASEB, it should be ensured that all employees are trained, qualified and equipped with all necessary protective equipment and apply safety standards and precautions to eliminate the risk of injury to themselves and the public. By keeping in view of the above, HRD cell has conducted several safety program. They are, Training Program with Power Finance Corporation Ltd under R- APDRP-Capacity Building Scheme. Recently, ASEB has initiated steps to reap the benefit of R-APDRP scheme of the Ministry of Power,Government of India by implementing the Capacity Building Scheme. ASEB has forwarded expression of interest to become a Partner Training Institute in the above scheme. This scheme is to be imparted with the financial assistance of Ministry of Power. Accordingly, PFC, the nodal Agency for the programme, has approved the same and given sanction to roll out the programme to C& D employees initially. Steps are being taken to implement this project.

Auditing Guidelines to SAs:Regular account trainning program has been started at the HQ focused for the senior assistants to make them aware of the auditing guidelines and principles prevailing in the ASEB in the present environment of power industry.

People Potential Development System (PPD )


All regular employees (except trainees) who have worked for a minimum of 90 days with the appraiser during the appraisal cycle become eligible for the performance appraisal. Appraisal year starts from 1st April and ends at 31st March of next year. Under this system, the appraiser will decide and communicate goals for the subordinate at the HQ. Under this system, the appraiser will decide and communicate goals for the subordinate at the beginning of the year. The results derived from the appraisal are considered while making the decisions regarding training & development, increment, promotion and transfer wherever applicable as per service rules.

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SUBMITTED BY :TONMOY BORAH

CAREER DEVELOMPNET PLAN AT OWN ORGANISATION

HRDSS

CONCLUSION: The average employee age of the company is approximately 52 years and approximately 54% of the existing workforce will superannuate during next 8 years. Therefore, the company requires an immediate focus on manpower planning and linked recruitment plans to induct employee at entry level. The benchmarking of organization structure was carried out with other state utilities in India and based on the learning from the benchmarking exercise, the new structure for the company was proposed.
The following solutions have been introduced to address the concerns of the stakeholders of the company:

The promotional avenues among various cadres have been increased, thus ensuring
employees of one company are least affected due to promotions in other companies.

Under circumstances in which the employee eligible for promotion in the pre restructuring scenario based on the common seniority list loses out on the promotional avenue due to the companies now being different, the following solutions are recommended: All senior employees are promoted in their respective companies, or All senior employees are provided with PP based higher positions in their respective companies, or All senior employees are granted higher pay scale. year 2018, By then,majority of the executive workforce, which is likely to be affected due to creation of company specific cadre would have retired. Approximately 60% of the executive workforce will retire by calendar year 2018.

The above mentioned recommendations to manage inter-seissues are allowed till the calendar

In case of different promotional avenues for employees in the same organization belonging to
different cadres, the concept of PP is introduced. This will be granted to employees on the basis of set criteria (mostly depending on performance). In case the employee is eligible for promotions and is meeting his/her performance standards, the employee will be entitled to the benefits of the next level. Thus, even though the structure does not provide for greater growth opportunities for the employee, the career graph does not hit a ceiling in the same organization.

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ASSIGNMENT

SUBMITTED BY :TONMOY BORAH

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