Transcript Strategies for Performance Improvement for Distribution

Strategies for Performance
Improvement for Distribution Utilities
Role of Technology and
Operational Practices
Vivek Singla
North Delhi Power Limited
1st July, 2008
Presentation Flow

Part I - Introduction to NDPL

Part II - Reform framework & Business Model

Part III – Challenges Faced by NDPL

Part IV - NDPL’s Business Strategy & Improvement Initiatives
Part I
Introduction to NDPL
Geographic Description
Joint Venture of TATA Group with Delhi Govt.
51:49%
NDPL Profile
Turnover (FY 2007-08)
Rs. 2474 Cr (enhanced from Rs 1100 in FY 03)
Peak Load
1100 MW
Annual energy requirement (FY 2007-08)
6281 Mn. Units
Total registered consumers
0.96 Mn. (0.743 Mn at time of Take Over)
Number of employees
3700 (5600 in July 2002)
Area
510 Sq Kms
Population serviced in Network area (approx)
4.5 Mn.
Per Capita Consumption (Units)
1245 (National Average of 500,
Mumbai – close to 850)
Number of consumers per Sq.Km
1882 (Only Registered)
Employees per Mn. Unit input
0.58
Load / Energy Growth
07% / 05%
Part II
Reform Framework
Road to Reform & Privatization

White Paper: In 1999, a high level committee produced a white paper on
“Privatization and Restructuring”, which was approved by Government of
Delhi (GoNCTD) for implementation.

Bidding Process: In 2001, based on the acceptance of the process by the
Cabinet, Employee Unions, Consumers of Delhi, Media and potential
investors, GoNCTD went about configuring the bidding process.

Participants in Bidding: Out of 11 who participated, Six investors were shortlisted after qualifying stage - Tata Power, BSES, Reliance, CESCON, AES, CLP.

Bid Submission: In April 2002, only 2 companies viz. Tata Power and BSES
submitted the bids.

Privatization: In July 2002, Privatization was effected.
Delhi Reform Framework
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No precedent of successful Privatization elsewhere in the country; Orissa
Privatization had failed
DVB main challenge was high AT&C Losses
DVB Balance Sheets restructured working backward from Tariff Supportability
AT&C Loss Reduction Targets 53% to 31% in 5 years (Public Interest)
16% RoE subject to achievement of Targets. Downside 100%, Upside 50%
share
Regulatory Risk Mitigated
 Normative Tariff Order (prior to bidding) fixing the principles of Cost
Recovery + Return
 Regulator consulted prior to unbundling and bound by Transfer Scheme
Funding of Terminal Benefit Liabilities; Other Contingent Liabilities
Delhi Reform Framework…Cont…

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Employee Uncertainty addressed through Tripartite Agreement
Clean Balance sheet transferred
Past liabilities on DISCOMs capped at Rs. 1 cr per annum
Past Receivables belong to GoNCTD – Collection Commission 20%
Power to settle old disputes – limited delegation to DISCOMs
For 5 years DISCOMs to concentrate on reducing AT&C Losses and Network
Improvement and Transco to continue with Bulk Power Purchase
Delhi Reform Framework…Cont…
Delhi Vidyut Board (DVB)
1. All the assets and
liabilities of DVB are
acquired by GoNCTD
GoNCTD
2. All the liabilities of DVB are transferred to
Holding Company, entire Equity of
Holding Company is issued to GoNCTD
Holding Company (DPCL)
3. All the assets are
transferred from
GoNCTD to
successor entities.
Assets assigned a
value equal to
serviceable liabilities
GENCO
Indraprastha
Power
Generation
Company Ltd.
TRANSCO
Delhi Transco
Limited
Assets
Liabilities & Equity
4. Equity and Debt in the
successor entities,
equal to the value of
Serviceable liabilities
is issued in favor of
the Holding Company.
DISCOM-I
BSES Yamuna
Power Limited
DISCOM-II
BSES Rajdhani
Power Limited
Offered for privatization - effective July 2002
DISCOM-III
North Delhi
Power Limited
Business Model
Financial Support From Government During Transition Period
Expenses and return
Revenue from retail
DISCOM
supply
Expenses – approved by Regulator
Return – Guaranteed – 16%
(Less due to present losses)
Balance amount for Bulk Supply Purchase
(DISCOM’s Paying capacity)
Loan From Government
Payment to GENCO
TRANSCO
The Transitional Support
To make up loss
Financial support of Rs. 3450 crores by GoNCTD to DTL in the form of a
loan aggregating over the next five years.
Institutional Mechanism
- at the time of Privatization w.e.f. 1st July 2002

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•
Loan Agreement of Rs 552 crores signed between NDPL & Holding
Company – DPCL, as part of the purchase consideration.
Bulk Supply Agreement between Govt. owned Delhi Transco Limited
(DTL) and NDPL.
 Bulk Supply Contracting by DTL on a best-endeavor basis.
 No penalty for shortfall in supply or purchase.
 L/C and Escrow to be offered as payment support by NDPL to DTL
 DTL assures arrangements against forecast, prior to every season at
Regulator’s meet and Secretary – Power, GoI’s reviews.
Financial support of Rs. 3450 crores by GoNCTD to DTL in the form of
a loan aggregating over a period of five years.
All agreements in place – Government's involvement was of a few officers
at the time of Privatization.
Key Features of NDPL’s Business

License based Regulated business – license for 25 years.

Top and Bottom line regulated business wherein  Regulator approves the Capital expenditure, Revenue expenses and RoE
(provided the annual committed AT&C Loss level is achieved)

Retail Tariff to remain same throughout Delhi till Mar 2007 irrespective
of differential AT&C Loss reduction amongst Discoms. MYT Order
implemented Mar 2007 onwards.

Key Success to reform was Commitment to reduce AT&C losses by
17% over 5 years and to bring down the losses from then determined 48% to
31% by end of Mar 2007. Further, in second control period (MYT 2007-11),
losses to be reduced to 17% by March 2011.
Both top and bottom lines of the business is capped with restrictions on
expenditure and ceiling on returns.
Part III
Challenges faced by NDPL
NDPL In July 2002
BURGEONING LOSSES – AT&C/Theft losses range between
53% to 60% (approx. 10 crores/ day).
Dilapidated distribution network – couple of transformers and
plenty of cables bursting every day. Approx 10000 No supply
complaints per day. Only 48% Street Lights functional.
Reportedly harassed consumers with poor fault management
system, wrong billing, inadequate payment channels - a back
log of 1,00,000 billing complaints and 20,000 new connections.
A work force of 5638 employees with very little skill sets
available.
Absence of key management functions like hr, finance,
governance etc.
Lack of accountability, initiative & service attitude.
No administrative infrastructure and dilapidated / un-sanitary
buildings / offices
Poor condition of consumer records & consumer no where in
focus- 50% of consumers had some form of an error.
Challenges addressed through PPP Model
High AT&C losses
• Incentive to overachieve Targets
• Penalty for not achieving Targets
• Solutions need to be sustainable requiring long term approach
• High Capex Involved in Technology Interventions-HVDS, SCADA, AMR
• Effective Enforcement by follow up in Courts
• Flexibility for Settlements (out of Courts)
Lack of Service Orientation
• Public Tolerance is high with Electricity Boards & less with private players
• High Expectations from private players push performance
Reliability of Supply: Needs huge Capex to modernize Networks
Regulation: Issue of Regulators autonomy can be a problem when public sector
is to be regulated
Pressure to perform: Subsidies are easy way out for SEBs but not for private
players
Consumer Interfacing
Front-end
Back-end
UTILITY
Generator
Tx. Utility
Govt.
Trader
Consumer
Regulator
SLDC
It’s been a challenge meeting the consumers’ expectations, and perceived to
be responsible for actions of others.
Stakeholders Expectations
STAKE HOLDERS
EXPECTATIONS
Consumers
Advent of consumerism and consumer delight in retail electricity
distribution
Investors
Safety & enhancement of their investment /
Ventures
DERC
Compliance to billing, metering, tariff
Regulation & performance standards
Balancing the development & stakeholders
Interests.
Government
Early success of the reform and privatization
Process
Employees
• Better working conditions
• Personal and professional development
• Empowerment at all levels
• Enhanced communication
• Improvement in compensation & incentives
Consumer Interface with Distribution Utility
We needed to know our consumers’ priorities
Way Forward: Changing Roles

From arrogance of Monopoly to Softness in competition.

From Activity to Result (measurement) culture.

Efficiency to Effectiveness.

From Reactive to Proactive approach.

Quantitative to Qualititative approach.

Using Hierarchal authority to authority of Expertise and Concern.

We have always done this way to we can do differently.
Emerging Trends in Automation
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Enterprise application (ERP)
Automatic Meter Reading (AMR)
Geographic information System (GIS)
Communication Infrastructure
Grid Station & Distribution Automation
SCADA/EMS/DMS
Outage Management System (OMS)
Integration with Enterprise Application
Part IV
NDPL’s Business Strategy
&
Improvement Initiatives
Sustained Initiatives for Improvement
A Step-by-Step Approach
Poor
Consumer
Services
AT&C
Losses
Network
Constraints
Identification of
3 Broad Areas
for
Improvement
Strategic Roadmap – pillars for 2002-07
Strategy for 2002-07
AT&C Losses
<25%
>50%
Consumer service &
IT Interface to be
comparable with world
standards
1,00,000
backlog
complaints
System Reliability to
be comparable with
best utilities in India.
No planned exp.
on infrastructure
improvement
past 3yrs
Performance
Orientation through
Change Management
5400 erstwhile
DVB staff with
Unfavorable
working conditions
What NDPL had inherited
AT&C Losses
>50%
No concept of
consumer service &
IT Interface
Electricity Supply
system on the verge
of collapse
Lack of Performance
Orientation
Information Technology Roadmap
50 OFFICES
C
O
M
M
N
E
T
W
O
R
K
SCADA
CRM
TRANSCO
GRID STN (6)
EMS
NDPL
GRID STN (52)
DIST SUB STN
(4000)
Billing
SAP
DA
DMS
GIS
AMR
CUSTOMERS
OMS
Call Centre
W
E
B
D
I
S
A
S
T
E
R
R
E
C
O
V
E
R
Y
System Reliability
&
Technological Interventions
Power Supply Improvement - Initiatives
Newly Installed State of Art VCB
Power Supply Improvement – Initiatives Cont…
Ring Main Units Installed for the first time in Delhi
Old Switch Gears
New Ring Main Units
11Kv distribution panels being replaced with state-of-the-art SF6 gas filled Ring Main Units
Power Supply Improvement – Initiatives Cont…
Revamped Substations
Power Supply Improvement – Initiatives Cont…
Immediate restoration of Power Supply made possible by Mobile Transformer
Units
Breakthrough Initiatives

Unmanned Automated 66 kV, 33 kV Grid Stations.

State of the art SCADA center

High Voltage Distribution system.

Arc-proof Package Units at 11kV Network

Remote operated GSM based Street Lighting switches.

24x7 Operational Stores, material delivery at site.
NDPL’s SCADA Center
Delhi’s first unmanned grid
Delhi’s first packaged station
SCADA Features
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SCADA :
- Control & Monitoring of all grid stations
- Grid stations are Unmanned
-Load shedding on predefined time from SCADA
-ABT interfaced with load shedding and forecasting
- Grid/Area wise Energy Audit
EMS Applications :
- State Estimator
-Contingency analysis
DMS Application
Fault isolation & restoration
Switch procedure management
On line power flow Analysis
Votl-var control
Benefits of SCADA
Financial Benefits
Quick restoration ► Reduced interruption ► More energy sold
Optimised network design ► Being evaluated
Leasing communication network ► Alternate revenue stream
Remote ops ► Unmanned stations ► Reduced admin/salary costs
Operational Benefits: Reduced Outage Time
Switching & Restoration Time ► Improve SAIDI, SAIFI
Reliability of Supply ► Improve Customer Satisfaction
GIS & OMS Integration ► Improve Customer Service
Load Forecasting & Scheduling ► On “Day Ahead” Basis
Safety Benefits: Enhanced Life of Equipment
Safety Tagging & PTW ► Eliminate Parallel Operation & Back-feed
Network Mapping ► Optimised Load Transfers
Equipment Monitoring ► Optimize Maintenance
Network Parameter Monitoring ► Eliminate Overloading Outage
Embracing New Age Technologies
Geographical Information System
GIS used primarily for the following 3 purposes:
•New Connection Management and other consumer services.
•Immediate Redressal of No Supply Complaints
•Network Planning & Management
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All Utility network assets including Grids,
Substations, Feeder Networks are mapped.
Global Positioning System is used for
accurate positioning of assets which is
critical from operational point of view.
All Consumers as available in CRM of the
NDPL are geographically captured.
Consumer’s LV network feeding points
(poles/pillars) are marked on the map.
Benefits Reaped from GIS

System Improvements schemes being built on GIS which resulted in savings of
approximately Rs.30,00,000 in the very first system improvement scheme
approx. ten (10) percent of Scheme value

Direct Savings/Benefits derived out of our GIS project – Rs 12600000/- in the
very first year of completion of project

Arrears worth Rs 1,94,57,393/- were recovered using the location map extracted
out of GIS.

Technical feasibility time has reduced drastically leading to increase in customer
satisfaction.
Total investment - Rs. 3.7 Crores
Savings
- Rs. 3.5 Crores
Payback Period - Approx. 13 months
Integrated Business Processes
Capital Expenditure Management
Asset Management
Operations and Network Management
Commercial Management
Legend
Business Process
GIS Interface
Operational Practices
&
Consumer Services
Strategic Approach: BPR
BPR Approach
Technical Operations
•Decentralized
•Empowerment to Zones
•Profit Center
Commercial Operations
•Centralized
•Consumer Segmentation
•Benchmarking for
Consumer Service
Zones and Districts are our consumer interface – be it power supply or any
commercial issue. THEY OWN THE CONSUMERS……
BPR - Revenue Cycle Processes
Commercial Process Reengineering – an industry first!
Strategic Approach: Consumer Segmentation
Consumer Segmentation
High Revenue Base (HRB)
•Personalized Approach
•Account Manager
•Value Added Services
High Consumer Base (HCB)
•Centralized Approach
•Maximize Technological
& Minimize Human Intervention
•Reducing Consumer Footfalls
Consumer Segmentation - differentiated delivery of services as per the
specific needs of each segment.
Reaching out to consumers...
SMS based Fault Management System significantly improved the fault Restoration time
Advance Intimation to consumers load shedding schedule in event of Grid Shortages
Sanchar – Informing the consumer
“Sanchar” mobile vans disseminates information regarding planned shutdowns and
breakdowns.
Ndpl has used the age old munadi concept to inform its consumers about planned
shut down & break downs.
Information before hand….
New Connections - Home Delivery
•
Field Service Executive
(FSE) visits the consumers’
premises and completes all
formalities for new
connections.
New Connection at Door step

Meter Installation through
VAN Model – initiative
towards enhanced output, each
Van installs about 7-8 meters
per day.
Meter Installation Van
Initiatives towards expediting energization period of new connections
Enhancing Consumer Convenience
22 Fully networked Consumer Care Centers for quick redressal of Consumer
complaints. Each District Consumer Care Centre has a Relationship Officer
who is a qualified MBA
Payment Avenues – Consumer convenience

Payment avenues increased from 20 at the time
of takeover to 1100+ now.

State of the art Collection centers instituted
with all civic amenities.

Consumer comfort redefined with Automatic
Cash/Cheque Collection machines

Payment of Energy Bills through website
also – by credit cards – website certified as
secure by ‘Verisign’.
Revenue Discipline - Differentiated Bills

Bills reflecting the Arrear Status of
consumers –
Disconnection Notice goes along the Red
Bill which leads to optimization of costs
also.
- social stigma attached to it.
Concept of Consumer Credit
Rating also being Introduced
Transparent sharing of information…
The SUGAM Experience
NDPL
became the First Power Utility in
the country to provide On-line
Information on Consumption,
Billing & Payment to 100%
consumers
Now through Website 100%
Consumers can: •View Bill
•View Consumption Graph
•Print Duplicate Bill
•Make payment
Dedicated Call Centers
Call centre for :
No Supply Complaints (24*7)
Ph No. 66404040
Street Light related complaints
Ph No. 66404444
Call center for
Bill & Meter Related Complaints
Ph No. 66111912
Reducing AT&C Losses
Electronic Meters- a correct tool

Electronic Meters facilitates:

Safety to consumers’ house-hold wiring.

Provides Earth Leakage detection.

Provides stored information which facilitates
verification.

KW + kWh measurements are possible as old
electromechanical meters cannot capture both the
parameters.

Time of day measurement is possible.
Mass Meter Replacement:
Approx 9,00,000 Lacs meters replaced till date
Old Meters
New Meters
Metering Systems – plugging the Revenue leakages

Meter Repository System - each Meter is issued
against a specific K No. based on a random selection
through a customized application.

this eliminates the probability of misuse &
installation at misdirected place – institutional check
on manipulation.
• 60% of the Revenue gets generated through
Automated Meter Reading (all high end
consumers > 15 kW)
MRS Screen shot
• Pre paid Metering – enables consumers to track
and monitor their consumption.
Prepaid meter
GSM Modem with meter
Power Theft Control – Initiatives
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Electrification on HVDS and LT ABC network –
To prevent tapping in theft prone areas and
reduce technical losses
New Connection Camps in slums
DT wise Energy Accounting for calculation of
Transformer wise AT&C Losses
HVDS Implementation
LT tapping
Removal of Hookings & New Connection camps for slum dwellers
Theft Control: In NDPL Interest

Restructuring the Enforcement Department,
Constitution of EAC (Enforcement Hearing cell)
District wise Enforcement teams
Strengthening of Revenue Recovery Group

Enhanced advocacy with Police Headquarters

Institutionalize establishment of Special Courts

Social advocacy (consumers awareness about the harm caused by theft and
are encouraged to facilitate in curbing the thefts.
Support for Enforcement … Theft Control, need of present

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CEA Regulation making STATIC meter mandatory.
CISF support
Amendment in Electricity Act’2003.
Other Schemes
Sankalp
Scheme was launched with objective of
improving Billing and Collection
Efficiency through increased Employee
participation
JJ Cluster Scheme
Sahyog
This Scheme (Franchisee) was
launched to reduce AT&C losses in
clusters of low income group habitats.
Contribution from Zone/District
Zones develop and suggest their action plan, by including, but not limited to, the
following into their strategy for reducing the AT&C losses in their respective
zones:
•
HVDS Implementation
•
LTABC Implementation
•
Local Enforcement
•
Load shedding
•
JJ cluster connections through advocacy with area MLA/NGO etc
Change Management
&
Performance Orientation
Initial Challenges in July 2002
Human Resources & Administration

An anxious workforce, disillusioned with the post
privatization scenario.

No Corporate structure with absence of key
functions such as HR, Finance, Commercial etc.

Poor working conditions and unhygienic Building
Environment.
The foremost priority was to earn the Right to Govern in
the psyche of the employees by developing a sense of
assurance in their combined ability.
The Legacy inherited as on 1st Jul, 2002
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Huge manpower strength of 5638 employees (none of whom)
Lack of accountability, initiative and service attitude
Poor employee data bank
Erratic nature of promotions and transfers
Non-existent training facilities
Multi-levelled hierarchy with only a handful executives
No corporate structure in existence for functions like hr, admn.
Ambiguity of roles and responsibilities
Dilapidated / unsanitary buildings / offices
Absence of employees welfare activities
Ineffective attendance system
Large gaps with reference to TATA work culture
Organization Structure & Manpower

Management Audit conducted through a reputed
external agency to gauge the expectations of the
inherited employees.

Organization Structure defined, with clear
Manpower Planning for each department

Voluntary Separation Scheme introduced–
towards right sizing the organization.

Induction of New Talent – ETs & MTs as
catalysts for the Change Management.

Set up of Vigilance & Internal Audit groups for
institutionalizing organizational discipline.
Corporate set up in place – focus on Roles & Responsibilities through
specific JDs & KRAs of individuals
NDPL Corporate BSC (OPMS)
Financial
F1 – Achieve
prescribed rate of
return
15%
F2 – Grow
revenue in
non-regulated
business
- Be EVA Positive
F4 – Enhance sales
thru partnerships
e.g. time of day
tariffs etc.
F3 – Reduce
commercial
40% AT&C losses
20%
Customer
10%
F5 –
Reliability of
supply
35%
F6 –Reduce
fixed cost of
network per
input unit
5% F8 – Reduce
cost to serve
30%
C3 –Low Revenue Base
20%
C1 -High Revenue Base
F7 – Reduce
unit cost of
power
purchased
10%
10%
C2 -Government
C4 -Franchisees
-High reliability
-24 x 7
-24 x 7
-Accurate metering/billing
-Fair margin return
-Premium service quality
-Premium service quality
-Timely connection
-Fair terms
-Promptness
-Promptness
-Hand holding
-Reducing cost
-Reducing cost
-Convenient payment
modes
-Communication
-Communication
-Timely information
-Flexibility
-Flexibility
-Prompt redress
20%
15%
Advocacy
Internal Process
P1-Ensure
effective
enforcement20%
P2- Achieve
opinion/envir
onment 25%
shaping
30%
Loss Reduction
Service Delivery
P7- Ensure
adequate
supply to meet
load
P4-Brand
building
P5-Policy
advocacy
P8- Ensure
network
availability
40%
25%
P9- Timely
connection
P3-Consumer
communication
20%
P6-Advocacy
for enhancing
consumer base
20%
10%
15%
Learning &
Growth
P11- Ensure 40%
meter
replacement
P12- Effective
billing &
30%
recovery
P13Effective
enforcement 30%
P10- Reliable
billing
25%
L1- Staff competency
-Upgrade the workforce
-Communicate expectations
-Change attitudes (ownership
/commitment/customer focus
15%
Customer Relationship
-Recruit/retain the best people
-Identify & develop key people
-Enhance employee engagement
20%
Cost Leadership
Management
P15Convenience
P16Transparency
P17Effective/timel
y grievance
handling
100%
P20-Identify
savings from
outsourcing
L2- Infrastructure
100%
automated processes
-Drive business excellence
-Improve decision making thru KM
- Capture & disseminate external
15%
P23-Improve
treasury
management 10%
P19-Optimise
procurement
process
P21-Identify
process cost
improvements
-Achieve
P22-Identify
lower cost
finance
P18-Right
15%
size
organisation
to improve
productivity
10%
P24-Improve
capital
efficiency 20%
P26Identify
cheaper/
alternate
power
sources
20%
P25-Improve
project
management
processes 10%
L3- Culture
-Encourage
innovation & creativity
-Make work environment productive, &
conducive to performance
-Imbibe the value system
Organizational Performance Alignment
- Catch Ball Theory
VISION & MISSION
O
P
CORPORATE MIS
M
S
Mapping the Initiatives thro Perf. Scorecards
D
P
9 Grps.
3 Grps.
Dst.,Zn
TS&P
5 Grps.
6 Grps.
5 Grp.
M
S
I
P
JD/KRA
JD/KRA.
JD/KRA.
JD/KRA.
JD/KRA.
JD/KRA.
JD/KRA.
M
S
Review & Improve



Goal Setting
 Revisiting of Measures,
Targets & Initiatives for
FY08-09
Every Functional Review
through BSC
 Rolling of all Functional
& Corporate BSC
through SAP
 Link all Issues to the
Measure of BSC
Institutionalization of
Departmental Scorecards
 used as Review Tool
 Widening scope to cover
AMCs
Meeting
Name
Participants
Agenda
MTM
CEO, COO, Senior
Advisors, all HODs
comprising MTM
Corporate BSC Reviews,
Organizational Policy Issues,
Business Excellence , Cross
functional Issues
CRM
COO, Head Commercial,
MTM Members, Circle
Heads, concerned Dept
Commercial BSC Review,
Commercial Issues
NRM
COO, Head Operations,
MTM Members, Circle
Heads, concerned ZMs
Operation BSC Review,
Operational Issues, District/Zonal
Scorecard Review Performance
IRM
COO, MTM ,
HOD(CE&C), HOD
(Governance), concerned
Dept.
Infrastructure issues, security,
Training, Administration Issues,
FRM
Functional Heads &
respective Dept. HOGs
Group Performance Review
ORT/
PRT/
CRT
Head Operations, Circle
Heads, concerned ZMs
Circle, district specific Issues
District/Zonal Scorecard
Knowledge and Learning sessions conducted – sharing of best
practices among the zones
Grid Score Card
Performance November 2004
Weightage
OT / Employee
Emergency
Shut down
Preventive
Maintenance
Equipment
Breakdown
Safety
Accidents
Units
Rs
Nos.
Marks
Nos.
Code
100
20%
20%
40%
10%
10%
Rank
1
Pitampura III
1331
1
94.80
0
0
2
Trinnagar
1445
1
137.00
0
0
3
S G T Nagar
1730
0
121.10
0
0
4
Ranibagh
1573
0
115.00
0
0
5
Jahangirpuri
1464
2
82.00
0
0
6
Pusa
1821
0
97.80
0
0
7
Rohini V
1865
0
72.60
0
0
8
Rohini Sector 23
2032
0
82.80
0
0
9
Gulabibagh
1368
4
72.40
0
0
10
Inderpuri
2052
1
78.10
0
0
33
Civil Lines 2
2058
7
79.10
1
0
34
Rohini IV
2009
0
58.10
0
0
35
Ashokvihar
2256
2
49.80
0
0
36
Rewariline
2302
7
73.80
1
1
37
GTK
2373
3
64.40
1
0
38
Shalimar Bagh
1928
DNA
65.70
0
0
39
Mangolpuri I
2372
1
56.40
0
0
40
Pitampura I
2401
7
50.40
0
0
Not Complete, for Illustration purpose only.
Projects Scorecard
PROJECTS PERFORMANCE SCORE CARD
S.No
1
2
2.1
2.2
3
4
5
6
7
8
Index
METRO
URBAN
NARELA
BAWANA
TOWN
CITY
8.57
7.85
6.17
4.84
5.82
6.02
6.82
7.86
8.61
6.00
9.97
12.81
2.50
8.00
7.69
10.00
0.00
5.00
0.00
2.75
2.68
5.71
2.27
1.25
20.00
17.53
9.49
7.36
13.49
9.20
9.18
18.09
20.00
11.42
7.19
7.21
5.00
2.06
1.30
5.00
3.64
1.44
Project Average Duration Completion
Project Management
Adherence to Project Time Schedule
Value of Work executed.
Quality of Work
5.00
1.66
5.00
5.00
0.60
Deployment of Corporate
& Divisional
Balanced
0.05
0.10
0.21
0.28
0.05
Safety of Work
Scorecard
from
April
2006.
3.16
4.15
4.10
2.50
3.33
3.13
0.03
5.00
0.08
0.00
5.00
0.00
0.00
0.00
1.95
5.00
0.85
0.77
0.00
0.58
5.00
5.00
5.00
5.00
5.00
5.00
5.00
3.75
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
15.10
12.79
11.41
8.70
10.59
10.59
18.30
19.04
17.37
20.00
19.43
19.06
59
63
59
53
46
47
Innovation
Compliance to statutory requirements
Contract Closing
Suyojna/Online Progress orientation
CUMMULATIVE SCORE FOR FY: 05-06
Monitoring AT&C Losses
Not Complete, for Illustration purpose only.
Employee Competency Development

Instituted HRDI as the Learning and Resource center.

Training Need Identification through the Performance Appraisal system itself.

Institution of CENPEID – in association with USAID to cater to the training
needs of its own and other SEB’s employees.

Training Policy formulated – 6 days for executives and 2 days fro non
executives.

Peer to Peer exchange programs in association with USTDA for sharing of best
practices and knowledge.

Initiation of CFT approach – for handling critical concerns cutting across
departments.
Internal Communication

Joint Interaction Forums constituted for effective
two way communication.

LGIE in association with ACCORD –
participation across all levels of employees.

Introduced Town Hall Meetings – unstructured
reviews aimed at two way communication.

SURKHIYAN – monthly news bulletin for
employees.

SARTHI – forum for resolution of Grievances
instituted.
Policies on Ethics, Harassment & standardization of rules through Leave &
Travel Policy.
Institutionalizing Knowledge Management
SANCHAY- KM portal

Facilitates exchange of information,
ideas among the employees.

Forum for logging ideas and
suggestions for improvement in
processes.

Databank of Sectoral & other
information.

Facilitates opinion polling on various
issues among the employees within
the organization.
An organizational initiative towards Capacity Building!
Triggers
(meetings, audits,
benchmark,
stakeholder
expectation, targets)
Individual
effort
Effort within the group
I am suggesting
Quality Circle (Zones &
Non-Executives)
You may like to
do this
Efforts required
from many
groups
Decentralized
approval system
I / We gotta idea
SHINE
Approval !
We worked on it !
Tools :
Basic Quality Tools
Benchmarking
QFD, Six Sigma,
(Which ever is required)
We have done it
Alpha, Beta, Gamma,
Comma Eureka,
Most Incubative Group
Systematic & Holistic Initiative at NDPL through Employee Engagement
Applying the A-D-L-I approach to
2003
2004
2005
2006
Tackling the initial challenge of Diverse
Consolidation of Past achievement and
Workforce & AT&C Losses
ensure Consumer Orientation
2007
Self Sustenance
Maturity &
Assurance
Performance
Last Mile
Consolidation
Performance
Electricity Theft
Elimination of
Management
Change
Organizational Excellence
2008
Backward Integration Empowerment
Systems Approach
Other Value Added
Initiative
Energy Conservation Initiatives
Energy Saving – CFL
Launched the Scheme for Energy
Conservation in association with M/s
Phillips
Energy Saving TIPS to
Consumer
Privileged Consumers
Recognizing and Rewarding
Privileged Consumers
More value than just electricity…
URJA- Electricity Gift Scheme
WEDDING ANNIVERSERY
FESTIVALS
Birthday
FROM DIWALI TO HOLI
ON ALL OCCASIONS TO CELEBRATE
GIFT URJA
Community Initiatives
SoS, an NGO has adopted Bawana as one
of the 131 villages across India, in association
with NDPL.
Organization of free Health camps for
Industrial workers in NDPL areas such
as Bawana, Narela, Wazirpur etc.
Active support to MSSI of India
Blood Donation Camps: Regular Blood Donation camps
organized in association with Red Cross Society.
NDPL is about to release a global invitation seeking partners for
CSR activities in NDPL area.
Consumer Driven Initiatives

Load Enhancement Drives

Meter Replacement Drive (removing the myths related to the electronic
meters)

Internal Wiring Checking Campaign

Energy Conservation Campaigns
Providing Helping Hand to Consumers. . .
Building Relationship
Communicating with Consumers
Regular Interaction with Public
representatives
Meeting with RWAs on 1st Saturday of
every month at each NDPL District office
Addressing Consumer Concerns…
 No Dues Cell
 Enforcement related Personnel Hearing Cell
 Personal Hearing Forum for complaints
related to new connection, metering and
billing problems
Building Relationship
Community Services – Energy Club
Energy Conservation Camps implemented in
schools with children participating and
becoming NDPL ambassador in promoting
Energy Conservation.
Energy Club – Launch of 3rd Phase
50,000 students have been sensitized till
date –
partnership with 50 schools at present –
1,25,000 students would be sensitized in
3rd phase
Urja Melas are regularly organized where
competitions are held between participating
schools.
Excellence
Recognized
AT&C Loss : Target v/s Achieved
55%
50%
53.0%
45%
47.79%
44.86%
40%
Govt stipulated loss level
Bid loss level
35%
33.79%
30%
Actual loss level
25%
26.52%
23.73%
20%
18.38%
15%
Opening
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
Bid Loss levels
48.1%
47.60%
45.35%
40.85%
35.35%
31.10%
Govt. stipulated Loss levels
48.1%
46.60%
41.60%
37.10%
32.85%
28.85%
22.03%
Actual AT&C Loss Level
53.0%
47.79%
44.86%
33.79%
26.52%
23.73%
18.38%
Young NDPL … Mature Achievements
Recent Awards Asian Power Awards 2006
ICWAI has recognized
NDPL’s efforts
at Cost Management
by awarding first rank for
Excellence
in Service
Enhancement
“National Award for Excellence in Cost Management nd
Power
Distribution
Utility
2007” under2 theBest
category
of Service
Sector.
–Award Instituted by Ministry of Power (GoI)
NDPL has won the prestigious
Edison Electric Institute
(EEI)
2008- Edison
CII EXIM
AWARD
2005 Award for
implementation Strong
of GIS.Commitment to Excel
Declared the most Admired Organization in the
Pvt./Joint Sector – by Power line News Magazine.
Created History by Scoring 516 Score in the first attempt
itself in the TATA Business Excellence Model.
Other Awards
Public Lok Adalat Award
for the highest settlements
Transparency
in Billing System
AESIEAP CEO’s Award
for Business Excellence
CIO AWARD
FOR BEST BILLING
SYSTEM
Intelligent Enterprise
Award
For IT initiatives
Award for
Corporate Social
Responsibility
Thanks …
Let’s have interaction…..