SYED AOUN ABBAS

MC110403781

GENCO, III THERMAL POWER STATION, MUZAFARGARH

INTERNSHIP REPORT
SUBMITTED TO

INSTRUCTOR MGTI619 DEPARTMENT OF

MANAGEMENT SCIENCES

SUBMITTED BY
STUDENT ID MC110403781
SESSION 2011-2015
VIRTUAL UNIVERSITY OF PAKISTAN

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DEDICATION
Every challenging work performed by a person
needs self efforts and the guide line of the elders.
I thank GOD who gave me the strength to achieve
my destination.
I dedicate my whole work to my mother and
brothers who encouraged and supported me to
complete my education in that time where nothing

was in favor of me.

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ACKNOWLEDGEMENT
No pain no gain. If you want to achieve something desired,
It is only possible if you work hard and have a strong determination. Without help of GOD, I am
nothing and I want thankful to ALLAH almighty who gave the brain and healthy body to achieve
my destination. Due to this I am able to complete my internship program.
You cannot achieve your goals in solo flight mode. Team work and cooperation of the staff
members is required. They guide you towards your goals.
During my period of internship in TPS Muzaffargarh, I learnt a lot from the officers and other
staff members. They provided me each and every information they know. Writing the names of
each one is difficult. So I would like to appreciate collectively all those people in enhancing my
knowledge about the given organization and my relatives who provided me a golden chance to
do the internship in TPS Muzaffargarh.

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Thanks to all

EXECUTIVE SUMMARY

After doing B.com, I decided to take admission in MBA 3.5y in Virtual University of Pakistan, a
top ranking institution providing the quality education through internet and modern means of
communication. I completed my study work and after that it was mandatory to complete the
intern ship in any reputed organization of Pakistan for the period of six to eight weeks.
So i started my endeavor and decided to do internship in thermal power station in Muzaffargarh.
It was established to meet the increasing need of nation for energy in 1998. NPGCL generates
electricity under a License granted by National Electric Power Regulatory Authority (NEPRA)
pursuant to the Regulation of Generation, Transmission and Distribution of Electric Power Act,
1997 (NEPRA Act). Its actual capacity is 1370 MW and known as GENCO iii. Company uses
furnace oil and gas to generate power. Npgcl comprises of eight generating blocks, situated
At Muzaffargarh, Faisalabad, Multan and Lahore. All the generating companies are operated
according to WAPDA rules established by the WAPDA authorities.
I tried to understand the basics of the organization by visiting human resource and admin
department as well as finance department. I describe working and functions of those departments
in this report. In this report I did SWOT analyses. I also provided the conclusion at the end of
report.

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TABLE OF CONTENTS
Contents
(1)INTRODUCTION OF WAPDA

Numbers
10-11

(2)INTRODUCTION OF PEPCO

12-14

(3)INTRODUCTION OF NEPRA

15

(4)THERMAL GENERATION

16

(5)VISION AND MISSION OF NPGCL

17

(6)NORTHERN POWER GENERATION COMPANY LIMITED

18

(6.1)Background

18

(6.2)Introduction/Product line

18-21

(6.3)Head office address/Departments

22

(6.4)Objectives

23

(6.5)Competitors

24

(6.6)Hierarchy

25-28

(6.7)Comment on structure

29-30

(6.8)Profile of BOD and sr. Management

31

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(7)INTERNSHIP ACTIVITY PLAN

32-33

(8)TRAINING PROGRAM

34-35

(9)ANALYSIS OF MANAGEMENT FUNCTIONS

36-42

(10)CRITICAL ANALYSIS

43-44

(11)SWOT ANALYSIS

45

(11.1)Strength

45

(11.2)Weaknesses

46

(11.3)Opportunities

47

(11.4)Threats

48

(12)CONCLUSION

49

(13)RECOMMENDATIONS

50

(14)REFERENCE & SOURCES

51-52

(15)FINANCIAL INFORMATION OF NPGCL

53-60

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(1) INTRODUCTION OF WAPDA

WAPDA is the abbreviation of Water and Power Development Authority. It was established in
1958 by an act of parliament. It is an sovereign body under the administrative control of
Federal Government of Pakistan. The authority is consisted of a chairman and 3 members
relating to their areas.
Since 2007, WAPDA has been divided into two different entities to reduce the load of work i.e.
WAPDA and Pakistan Electric Power Company (PEPCO). WAPDA is in charge for water and
electricity produced with it. On the other side PEPCO is in charge of thermal power generation,
transmission, distribution and billing. To meet the needs of the country in both water and thermal
sectors with a prime goal to put Pakistan on the track of development by providing 24/7
electricity, WAPDA has planned to construct water storage dams during the next years. The
building of these dams will not only help address water challenge but also produce cheap and
clean hydroelectricity so that the bill burden imposed by government will be reduced and nation
will prosper fast.
WAPDA is one of the largest employers of human resources in public sector of Pakistan. It has
160,000 employees, which make it 2nd largest organization of Pakistan, after Pakistan army. Over
the years WAPDA has built-up a dams of Technical know-how and expertise which has made it a
modern and progressive organization.
The prime aim behind the establishment of WAPDA was to investigate, plan and run the projects
for irrigation, drainage, impediment of water logging and recovery of salty land as an sovereign
body responsible for development of water and power resources in Pakistan.
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Now the main focus of the authorities is to locate those areas where new reservoirs can be built
and new barren lands will become fertile lands. This will strengthen our agriculture sector. It has
to keep an eye on Indus water treaty and to settle the water disputes between INDIA and
PAKISTAN.
It is run through an act which is known as WATER AND POWER DEVELOPMENT
AUTHORITY
ACT, 1958 Pakistan Act No. XXXI of 1958.

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(2) INTRODUCTION OF PEPCO

PEPCO is the abbreviation of Pakistan Electric Power Company. PEPCO was created in May
1998 as a Management Company, owned by Government of Pakistan. Pakistan Electric Power
Company is a Registered Company since May, 1998 under Companies Ordinance 1984 (owned
by Government of Pakistan) and started functioning since 1999. It is a Management Company
under the ownership of Government of Pakistan working under the Ministry of Water & Power.

The Pakistan Electric Power Company (PEPCO) has been assigned the task of managing the
shift of WAPDA from a bureaucratic structure to a corporate, commercially viable and
productive structure.
It has the following responsibilities which include:

support of IPPs (independent power plants)

Restructuring of WAPDA

Improved regulation of power sector

Privatization of selected corporate organizations of power generation

This company is also responsible for for restructuring WAPDA Power Functions into twelve
companies, creating business association among them, help them become independent in their
working but with strict check and balance, improving their working conditions and keep in view
that generation companies do not waste the resources of the nation and reporting to Secretary,
Ministry of Water and Power . There was manual system of recording all the transactions but
now the companies are moving towards the online data entry of all the records.
Government of Pakistan has observed many differences in power sector of Pakistan. Because it
was giving too much loss to the government of Pakistan, which is literally the loss of the tax
payer of Pakistan. So to regulate all the issues government formed an independent body to
eliminate the corruption and corrupt practices. It was observed by the government that WAPDA

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is not meeting its responsibilities sufficiently because of burden of work. So to reduce the burden
of work from hydro electricity and thermal electricity.
PEPCO has prepared the conceptual structure and is following a comprehensive strategy
whereby WAPDA's vertical-monolithic Power Wing has been restructured into twelve (12)
different independent entities under Companies Ordinance 1984.
These are: 4 generation(GENCOs), one transmission(NTDC) and eight distribution companies.
Pakistan Electric Power Company (PEPCO) showed new face of Pakistan's power sector with
the crisis management objectives to improve the efficiency of the power sector and to meet
customers supplies on a sustainable and environment friendly basis. The basic objectives of
PEPCO are: bringing the transparency in the overall industry, reduce load shedding, constructing
new grid stations to minimize the load on national grid, reducing line losses; minimizing tripping
and theft control, improvement of generation units and to improve customer services and
development of an integrated automated power planning system for generation, transmission and
distribution to ensure that the national grid system will not bear extra burden, fault isolation and
upgrade relying.
Its core objective are as follows:
a) To boost the value of assets of electricity generation organizations in Pakistan.
b) Remove the barriers in

generation, transmission and distribution.

c) Close eye on the design and implementation of the Manpower.

d) Evolution of the new ways to produce cheap electricity.
e) Leadership of early business operations by the newly formed corporations.
f) Privatization decisions are decided by this authority.

National demand of electricity has increased and would continue to grow with the development
of population in Pakistan which is 20 caror. Based on the present generation capacity, the hydelthermal mix in the country is not ideal for the development of the industry and other sectors. The
electricity demand since 2002 had been grown at an average rate of about 8 %, due to more use
of air conditioners in the summer season. The load forecast prepared by authorities in

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collaboration with PEPCO, Planning and Development Division, Government of Pakistan shown
that the power demand would grow at an average rate of 5% per year. To meet this projected
load, no additional generating capacity is added. But now government is trying its best to reduce
the short fall of supply and demand.

(3) INTRODUCTION of NEPRA

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National Electric Power Regulatory Authority (NEPRA) was created to regulate the Power
Sector in order to encourage competitive power market to ensure dependable power supply at
affordable price to electricity consumers in Pakistan. Major tasks of NEPRA include:
1) Issuance of licenses to those who want to invest in power sector for creating new
plants.
2) Setting the prices of electricity and at what rate to sell.
3) To bring in the international standards in power sector.
Basic theme of the bringing the NEPRA by the GoP was to bring in the clearness in the
power sector so that there would be no corrupt practices on electricity prices.
Pakistan is trying to bring the new technology and means of generation during the 21st century.
The World is moving towards various source to generate the electricity.

Electricity is generated, marketed and sold in Pakistan. Pakistan has to straight away start
working towards creating an environment that will not only enable but also attract international
investors and it is only possible if we are sincere with the money of tax payer by the government
and its regulatory departments. If we do not enhance our production our economy will suffer.

The NEPRA reflects the wish of the Government to establish an independent controller body to
improve the efficiency and availability of electric power services by protecting the interest of the
stakeholder, the operator and the consumers and to do so with a view to promoting competition
and to deregulate power sector activities where there is competition.

(4)THERMAL GENERATION

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Pepcos Thermal Power Generation is mainly dependent upon generation of power from its
Steam Generators, Gas Turbines (simple as well as Combined Cycle Units) installed at various
Power Stations situated in Sindh, Punjab and Balochistan provinces. native Gas & Coal is the
main fuel whereas Furnace oil and HSD ( high speed diesel) are also used as alternative fuel.
As per Government of Pakistan policy all thermal power generation has been reformed and four
corporate companies namely Jamshoro Power Generation Company Limited (GENCO-i) head
quarter at Jamshoro district Dadu, Sindh, Central Power Generation Company Limited
(GENCO-ii) head office at Guddu district Jacobabad Sindh and Northern Power Generation
Company Limited (GENCO-iii) headoffices at Muzaffargarh and Lakhra Power Generation
Company Limited (GENCO-iv) Sindh have been formed and registered. Functioning of
GENCOs has started.
Each of the above is producing below the installed capacity due to wear and tear of plants and
corruption also. Thermal generation uses gas and furnace oil as input to generate the electricity.

Thermal power station, Guddu

a. Location
Thermal Power Station Guddu is situated in the province of sindh. It is near the bank of SINDH
river. It is 8 km from kashmoor and 45 km from sadiqabad.
b. Fuel (Gas & F. Oil) Supplies
Natural gas is provided through Bhit Shat Gas field.
Furnace oil is received through Railway and oil tankers from Karachi.
This information about TPS GUDU was just to give you the idea about thermal generation. But
my concern is TPS Muzaffargarh where I did my internship.

(5) (GENCO-III) NORTHERN POWER GENERATION COMPANY LIMITED

MISSION STATEMENT

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Our mission is to bring the assurance of energy to our customer, with world class
quality and commitment for satisfaction as we in our hunt for excellence.

VISION STATEMENT
To fully enable the reform and reorganization of the Pakistan Power Sector and to
change the fourteen (14) Corporate entities (CE's) into independent and commercially
viable enterprises, thru induction of effective corporate management, best business and
utility practices, and well-engineered systems, and bridge the ever growing supplydemand gap, so as to meet customers electric energy requirement on a sustainable and
environmentally friendly basis, thru best utilization of resources, in an efficient, ethical
and customer friendly manner, with responsibility to the community and the Nation

(6) NPGCL(NORTHERN POWER GENERATION COMPANY) :

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NPGCL means :
Northern Power Generation Company Limited
Its name simply represent that, its the authority which deals with the generation of electricity.

(6.1) BACKGROUND
Northern Power Generation Company Limited owns and operates thermal power generation
facilities located at Muzaffargarh, Multan and Faisalabad. Installed capacity of the generating
plants is 1350 MW, which has declined over the years to dependable capacity of 1,169 MW.
Complex pattern of internal and external factors limit operating and financial performance of the
company. The company has been operating with a negative bottom line, which has restrict
sustainability.
Government of Pakistan goals to address the countrys power sector issues by introducing Power
Sector Reform Program. As part of the program the public sector thermal power generation
companies (GENCOs), including NPGCL were required to develop and implement Business
Plans to effectively respond to constraints and barriers to satisfactory performance.
Thermal generation is second major source to produce the electricity in Pakistan. It is evident
that electricity produced by water power is not sufficient to meet the demands of the nation. So
government tried towards the thermal generation. Although it is too much costly but filling the
demand gap.
Russia and China helped Pakistan to build the thermal power station at Muzaffargarh.

(6.2) INTRODUCTION of NPGCL

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NPGCL established as public ltd. Company in 1998 and its head office at TPS
MUZAFFARGARH Mehmood Kot road in the province of punjab. Npgcl comprises of eight
generating blocks, situated at MUZAFFARGARH, FAISALABAD, MULTAN & LAHORE.
Northern Power Generation Company Limited, (NPGCL) is a subsidiary of WAPDA. It was
incorporated in October 15, 1998 under Companies Ordinance 1984 and started its business from
1st March, 1999. The Company took over properties, rights, assets, obligations and liabilities of
thermal power generation at Muzaffargarh, Faisalabad, Multan, Shahdara owned by WAPDA
through Business Transfer Agreement. It is providing the employment opportunities in
government sector of Pakistan.

LICENSED POWER PLANTS( product line)

Thermal power station Muzaffargarh.

Natural gas power station Multan.

Gas turbine power station Faisalabad.

Steam power station Faisalabad.

59 mw gtps Shahdara Lahore (non licensed) standby position

These above are considered to be the product line of Northern Power Generation Company
Limited.
TPS MUZAFFARGARH

a. Location
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It is situated 3 km near MUZAFFARGARH city and 45 km from Multan at Mehmood

kot raod, in the province of Punjab.
b. Fuel
Dual fuel facility (Gas & Furnace Oil) has been made for all the machines. Furnace oil is
transported through Railway Wagons and oil tankers through road.
c. Number of Plants
This power plant contains 6 units. In block 1, there are three units. In block 2, there is only one
unit called unit 4 and in block 3 there are two units 5&6.
It is important to note here is that generation companies are just concerned to the generation of
electricity. They sell their product to NTDC(NATIONAL TRANSMISSION & DISPATCH
COMPANY LIMITED PAKISTAN).
It is considered to be the 3rd largest thermal power plant in south Asia.

SPS( STEAM POWER STATION) FAISALABAD

a. Location
This Power Station is situated at about 10 Km from Faisalabad city on Faisalabad-Sheikhupura
road. Nishatabad railway station is 04 Km in the West and Rakh branch canal flows close to the
power station in the East.
b. Fuel
Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines.
Requirement of Gas on 70% load factor is about 22 MMBTU
GTPS ( GAS TURBINE POWER STATION) FAISALABAD
a. Location
This Power Station is situated (adjoining SPS) at about 10 Km from Faisalabad city on
Faisalabad-Sheikhupura road. Nishatabad railway station is 04 Km in the West and Rakh branch
canal flows close to the power station in the East.
b. Fuel
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Dual fuel combustion provision (Gas & HSD Oil) has been made for all the machines.

NGPS (NATURA GAS POWER STATION) MULTAN

a. Location
Power Station is located at Piranghaib about 1 kilometer towards North from Piranghaib Railway
station and at a distance of 8 Km from Multan city towards East.
b. Fuel
Dual fuel ignition provision (Gas & Furnace Oil) has been made for all the machines. 15
MMBTU gas is allocated and the short fall is met with by furnace oil firing.
Here important point to note is that power plant situated in Multan is not functioning due to the
lack of gas to the plant so we can say that it is not adding value in overall generation of NPGCL.

GTPS ( GAS TURBINE POWER STATION) SHAHDARA

a.Location
This Power Station is situated at Shahdara on right reservoir of river Ravi Lahore.
b. Fuel (Gas) Supplies
both resources are used to generate the electricity in the given territory.

These details were just to give the overview of the licensed power plants. This will give you the
additional information about the NPGCL.

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(6.3) HEAD OFFICE ADDRESS OF NPGCL:

The head office of NPGCL is situated in Thermal Power Station Muzaffargarh about 3 kilometer
from city at Mehmood Kot Road. The phone numbers are given below.
a) 066-9200166
b) 066-9200177
c) info@npgcl.com.pk
DEPARTMENTS OF NPGCL

Finance department

HR & Admin department

Technical department

MMS department

Security and intelligence department

Fire brigade

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(6.4) OBJECTIVE OF NPGLC:

This is considered to be a backbone of the thermal generation sector for specific areas of
Pakistan. It is contributing a lot in thermal generation and to provide the safe electricity to the
people of Pakistan. It has following short but comprehensive objective.

To increase the production of electricity.

To stop load shedding in constituent areas.
To earn profit.
Improved customer services.
To fully utilize the available generation resources.
Reducing the line losses and theft of electricity with collaboration of NTDC.
To enhance the performance of the subsidiary organizations.
To bring the transparency in financial matters of the company.

These are prime objective of the organization in competitive environment.

(6.5) COMPETITORS Of NORTHERN POWER GENERATION COMPANY(GENCOIII)

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It is a company working independently but under the ownership of the government of Pakistan.
So if we look literally we can say that here is no competitor of this company. But if we look in
detail it has to compete with other generation companies.
Detail of competitors is as under:
a)
b)
c)
d)
SR.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

GENCO-i
GENCO-ii
GENCO-iv
IPPs(Independent Power Projects)
PROJECT NAME
Hub Power Project
Uch Power Limited
AES Pak Gen. (Pvt) Limited
AES Lalpir Limited
Tapal Energy Limited
Southern Electric Power Company Limited
Saba Power Company Limited
Rousch (Pakistan) Power Limited
Liberty Power Project
Kohinoor Energy Limited
Japan Power Generation (Pvt) Limited
Habibullah Coastal Power (Pvt) Co.
Gul Ahmed Energy Ltd. (GAEL)
Fauji Kabirwala Power Company
Altern Energy Limited

GROSS CAPACITY (MW)

1292
586
365
362
126
115.2
114
412
235
132
120
140
138
157
29

e) RPPs( Rental Power Plants)

(6.6) ORGANIZATIONAL STRUCTURE :

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Briefly I will try to explain this hierarchy in my own words so that you will be able to understand
it easily.
Firstly I will explain the CEO(chief executive officer). It is called the head of organization and
he is responsible for each and every task. He is 20 or 21 grade officer appointed by the
government.
He has following subordinates who work under his command.

Finance director
Directors maintenance and management
Chief engineer ( thermal Faisalabad)
Chief engineer technical director
Hr and admin director
Manger security

These are the main figures in image one. All these have their subordinates who work under their
chain of command. Under the chain of command of chief engineers of various departments,
resident engineers are the subordinates of them. These resident engineers belong to the various
holding companies of GENCO-III as mentioned in licensed power plants of NPGLC.

Same is the case with HR and ADMIN directors. People who provide the administration services
are under direct command of this director. These include naid qasid, sweeper, mali, butlers,
junior clerks, senior clerks, head clerks, store helpers, superintendents, assistant directors, steno
typists, deputy manger admin etc.

Under the command of finance director there are also naid qasid, sweeper, mali, butlers, junior
clerks, senior clerks, head clerks, accounts assistant, accounts officer, clerks and deputy manger
accounts.

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(6.7) COMMENT ON STRUCTURE:

Structure refers to a chart which show the reporting relationship between the employees of
company.
This is a billion dollar company and having huge properties and valuable assets. So it is not easy
to maintain each and every matter of company lonely or single handedly. So there is a need to
form such a hierarchy that will suit the organization to perform its working smoothly.
I personally watched the company it is a huge one and only a CEO cannot run all its operations
and he has delegated some of his powers to the lower staff members to him. This organization is
using flat structure and chain of command.
Each and every member has some powers to initiate a work. There is no need to get permission
for every matter from CEO. Only those matters are referred to CEO which are beyond the
control of the juniors. This is the major reason that organization is working very smoothly
without any brake.
This structure provides advantages to the overall organization. Due to this structure decision
making at the lower level about their matters becomes easy. Collaboration between the various
staff members enhances. There is clear chain of command and so this reduces the communication
barriers.
As you have seen the overall chart of the organization and you have notices that how CEO has
delegated some of his powers to the lower staff and this is the main reason of the success of an
organization.
And if you look at the book of financial powers of WAPDA for GENCOs, you will see that how
easily the work is done in the organization and there is no conflict between the various
departments of the organization.
So I appreciate this structure of the huge organization having various holding companies working
under the same chain of command of the organization. And I personally seen that each and every
department and sub departments are working efficiently without any delay process.
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Every single member in organization has certain limits which he cannot cross and this is the
reason that among all GENCOs, GENCO-III is earning a large volume of profit for the
government.

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(6.8) Profile of BOD and Sr.

Management(old)
Prof. Abdul Hameed:
Dean, Faculty of Electrical Engineering. University of Engineering and Technology Lahore,
Director, BOD, TEVTA (200204) Chairman, Bismillah Education Trust Regional Director,
National Institute of Power (199298) Council Member, IEE (UK) Council Member, IEEE (Pak)
Mr. Abdul Rasheed Mir:
14 years as CEO/Director Grays

Leasing Ltd. 13years as Chairman/Director Friend

swear(Pvt) Ltd.
Khawaja Muhammad Younis
30 Years as Director, Mahmood Group of Industries, Member Executive Committee (FPCCI),
Member Central Executive Committee (APTMA), Director Punjab Social Security Health
Management Company, President, D.G.Khan& Bahawalpur Chamber of Commerce & Industry
Mr. Muhammad Rafiq Butt:
35 Years as power plant engineer, presently working as GM (D&D)
Mr. Muhammad Naeem Akhtar:
33 Years as power plant engineer, presently working as CE(MMS)
Mr. Ghulam Mustafa Tunio:
34 years as power plant engineer, presently working as CEO (GENCOIII)

Strictly confidential. ( Source-GENCO-III Presentation by CEO)

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(7) INTERNSHIP ACTIVITY PLAN :

As you have imposed the requirement of internship to complete the degree requirements and after
the completion of intern ship process the university will grant the degree. So after the completion
of the study and earning 93 credit hours, there was a need of further 3 credit hours in shape of
internship. So I used my resources to do the internship in NPGCL(GENCO-III).
A huge organization in public sector and owned by the government to produce the electricity and
serve its customers. As my specialization was in management subject so I decided to start my
internship at HR&ADMN department of the organization.
Hr and admin department is the heart of the organization. Because all the managerial functions of
CEO are performed by this department. It is a huge organization and this department is one of
the element of the organization to control all the functions of each and every person working in
the organization. I spent my time in communication and collaboration section which is normally
known as filing section of the department. Prime task of this branch is to covey the rules and
regulations to the overall organization. All the hiring and firing of the employees is done in this
branch. It has also many sub branches like pension branch, establishment branch and other
matters relating to the organization. This branch guides the other branches how to do the work.
Concisely it was a good experience for me to work in this branch.
I started my internship from 28-04-2015 to 30-05-2015 in the above mentioned department.
There are almost 400-500 employees working in this branch.

Another branch where I spent my time was the finance directorate of the GENCO-III. This is
also another very important branch of the organization. All those matters relating to the figures
are deal in this branch. Budgeting, banking, tariffs, accountancy, billing and taxation matters are
handled in this branch of the organization although my time span spent in this branch was just 15
days but I got basics of this branch and its operations.

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I started my internship from 1-06-2015 to 15-06-2015 in the above mentioned branch or

department of the organization.
There are almost 200-250 employees in this branch.

It was a great time I spent in the organization and all the staff members helped me a lot to deliver
their view points about the organization and its functions.

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(8) TRAINING PROGRAM :

In both branches of the organization in short span of time I learnt few things which I want to
show you.
In admin department I noticed that how the correspondence among the various branches of the
organization took place. Firstly supervisor taught me how to maintain the diary of the
correspondence. There were two type of registers in the every section of the branch. One of them
was the receipt and other was dispatch register.
Suppose you receive a letter from the finance department to inquire something, firstly you will
check the noting number of the letter which is assigned by the head clerk according to the
records maintained. The number mentioned on the letter is dispatch letter number of the previous
department and now when is come to the other department they record this letter in their receipt
or diary register. This type of circle keeps moving.
Supervisor showed me the case of accident took place at the gate of power house and showed me
how the matter will be dealt and how to convey this message to the concerned officials. I was
assigned to provide my opinion to find the guilty person after reading all the file.
I got the training about the rules and regulations of the organization. These are called the
WAPDA employment rules 1958. They gave the circumstances and told me to apply those rules
on such circumstances.
I got knowledge about the pension and other funds of the organization. They gave me the book
of rules and assigned me the task to understand those rules and then try to present your views on
the rules. Basically I tried to understand the theoretical concepts of running an organization. And
gave my opinion on right or wrong basis.
Various rules like TA/DA, accommodation, free electricity supply, book of financial powers and
many rules were taught to me in the internship duration.
In finance department I used to describe about the basics of accounting to the accounts manger. I
got knowledge about cash book and its types and after it I was assigned the task to present all the
learning material in front of a officer.

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Basically I was assigned with a very few tasks to do but the focus of the supervisors was to give
me as much information as possible about the organization in short span of time.

In a branch the accounts assistant told me sort out the debit and credit notes of the organization
and I done it efficiently. Further out the debit note I was assigned to separate the debit note of
various department and try to tally their figures with the supporting documents.

I was assigned the task to write a letter to CEO relating to furniture and other stationary items of
the branch and I completed it with the supervision of the officers. I also got information about
annual confidential report of employees. I also made a rough annual confidential report of an
employee XYZ. I was assigned a task that you will go to the bank with the staff member and try
to understand the account opening process. I observed it and kept in mind all the key points of
the account opening process. I was assigned another task just to observe that how the noting of
the letter of a subject matter are written and how they move to the lower to top level.
I was the man who was responsible to complete the log book. It is a book to keep the record of
the distance traveled by a vehicle on official duty and judge whether there is some
malfunctioning by the drivers of the wagon. And I did my work efficiently and got good gestures
from the boss.
I was assigned a task to maintain the attendance register of the employees of a particular section.

This is the whole training program I described what I felt and did in the given period of time and
I feel that I just understood the basics of the branches in the short time limit. Officers told me
that if you want to understand the whole functionality the period of 6-8 weeks is not sufficient.
The time required to understand the complete of a branch is minimum 7-12 months. But I am a
lucky one to be the part of the organization for a limited time period.
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(9) ANALYSIS OF MANAGEMENT FUNCTIONS:

a. Planning
Planning plays a very vital role in each and every step of life. Without planning there is no
chance to achieve the objectives defined by anyone. Same is the case with the business you are
running. Without planning you will be eliminated from the market because the targets set by you
will not be achieved. So if you ask from 100 people about planning, they will answer you the
same that there is no way to escape from hurdles without planning.
As NPGCL is a government organization and running with the taxes of a nation. There is a huge
planning involved to earn the desired objectives. The top officers in the meeting of board of
directors make a long discussion on planning to achieve the desired out come. Goals are defined
and resources are allocated to achieve those goals.
About planning I will say that this huge organization having billion of rupees assets and revenue
is not running without planning. Each and every step by the senior executives is due to the
planning and time consuming sessions of brain storming.
Organizations planning strategies
Strategic planning means defining the direction and making decision on the
basis of available resources. And it is a reality that majority of us have no
planning. Due to which we are unable to meet the desired goals. Same is the
case with the organization and we see in books and listen by the experts of
management that there are few types of business strategies which can be used
to achieve the directions of the organization. These can be accusation, merger,
growth, product differentiation strategies. So GENCO-III should use the
growth strategy because there are a lot of chances for this organization for
growth.
Decision making process

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Once you do the planning of your goals next thing to consider is your
decisions on such planning. Decision may be centralize or decentralize. But is
essential as planning. Time span for making a decision is very vital. If you
loose that time you are fired. And I think that the decision making is the
mentioned organization is very slow. Which is not a good sign for the growth
of company. Although the structure of organization is flat that the responsible
person can make decisions at spot, but due to the negligence of the officers the
process becomes slow. There is still to improve the decision making process of
the GENCO-III. We are running the government organizations on temporary
basis and we are not visionary to for caste the future needs of people in and
outside the organization.

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b. Organizing
In simple word organizing means the a process of identifying and grouping of the
work to be performed in order to achieve the organizational objectives. In
organizing we delegate the responsibilities to the concerned personals. In the
organization where I did my training the tasks are clearly defined and
responsibilities are assigned to each one according to his rank and scale. Without
organizing an organization cannot achieve its planning objectives.
Organizational design
Organizational design includes the below mentioned points which are essential in
the organization process. It is the structure of the organization in which we
perform our duties.
Departmentalization
It comes into the basics in which jobs are grouped and tasks are assigned
to the lower level staff from the CEO. GENCO-III is divided into
various departments. These are as under.
i.

Material management

Material management is important because whole of the organization depends upon the material.
Material is the blood for the production.

ii.

Management information system

The company works with paper-based information and reporting systems, which has become a
cause of lower results by affecting quality and timeliness of information.
iii.
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All the finance relating activities are done in this department of the organization. In this, there
are also sub departments working under the umbrella of finance director.
iv.

Business strategy unit

A Business Strategy Unit is proposed to be set up to take up the task of implementation the
corporate strategy function.
v.

Marketing department

Generation, transmission and distribution related matters are handled in this segments of the
power market.
vi.

Monitoring and surveillance

It is the most important department of (Genco-III) Northern Power Generation Company

Limited. Each and every move of the company is monitored by this department. And I personally
seen the effectiveness of the department. All the subsidiary companies are also monitored under
this department.

vii.

Distribution department

This department deals with the distribution of the electricity to the NTDC by adding the profit
margin per unit.
viii.

Training center

All the training to the staff of NPGCL is the responsibility of this department. Because without
training we cannot avail the upcoming opportunities in the market and we will be unable to solve
the present problems in the organization.

ix.

HR management department

All the activities relating to hiring, firing etc. are controlled in this department.

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Span of control
It deals with number of levels of employees in the organization. The
span of control in GENCO-III is clearly defined and there Is no
ambiguity in it.
Chain of command (Organizational Hierarchy chart)
In the organization of power generation there is a huge chain of
command but the responsibilities are defined according to the pay scale
of the employee from CEO to a worker. Further you can see the chart in
the above pages of the report.
Centralization/Decentralization
Decision making is in centralize form. The major decisions are made in
the meetings of board of directors and the juniors have to convey the
proceedings of the meeting to the lower level staff to achieve the
organizational goals. All the lower level staff has to work according to
the instructions of the top management.
Formalization
It means that up to the what extent the jobs, tasks, rule and procedures
are explicitly mentioned and conveyed to the whole organization. I have
an analysis that the formalization policies are clearly defined in the
shape of books which is called the WAPDA rules and regulation 1958.
Work specialization
It means that how the activities are sub divided into various tasks to be
performed. In GECO-III there is high degree of work specialization and
division of labor is very much clear.
Managing change and innovation
According to my point of view the organization called GENCO-III is not
made to manage the change and innovation because all the things are done
in pre structured manner. Authorities are reluctant to mange the change
and innovation.
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Managing IT and communication

I think the organization is very keen to mange the IT and communication.
Because the input is oil and is directly connected to the international
market. So vigilance cell in organization is very active in this issue.

c. Leading
Leading is the ability of a person in an organization to influence others by his
acts and interpersonal skills.
Leadership style(s)
In this organization I was unable to see the the transactional and
transformational leadership style. There was a routine work by CEO of the
NPGCL. But I have seen the participative style of leadership in the
organization. Participative leadership increases employee morale because
employees make contributions to the decision-making process.
Power and politics
That is the point which I have seen a lot in the whole organization at each and
every level of the organization. Everyone tried to influence the organization as
the authority designated to him. Nepotism was the major hurdle in the
organization to achieve the objectives.
Motivation
Government has announced many incentives for the employees like Group life
insurance, qualification pay, generation allowance to motivate the employees
of the organization. These motivational factors are the key of relief for the
employees generating the electricity.

d. Controlling
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It means the check and balance over the goals set and whether the employees
are achieving them or not.
Controlling approach
In the organization where I did my internship, each and every thing is closely
monitored. Strict controlling approach in used by the organization.
Controlling standards
As you know that this is a very sensitive work to produce the electricity. So
international controlling standards are used by the organization.
Controlling of operations
This is also an important part in the controlling. Controlling of operations
means controlling of the result set by you. Operations to produce electricity
are well monitored by the experts. Proper SOPs are used to operate the power
plant.

Controlling of performance
Goals set by the organization are closely monitored e.g. actual capacity of
plant. Capacity attained by the operations and deviation from the target.
Controlling of information/knowledge
Knowledge of oil prices, information relating to improvement of technical
know how, bank interest rates for loans, disposal of scrap at the highest cost,
budgeting, forex rate, these types of information are closely observed by
NPGCL in the market to compete.

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(10) CRITICAL ANALYSIS:

The critical analysis of the GENCO-III is mentioned on the basis of some valuable factors.
Before going towards the analysis we should keep the following things in mind.
1)
2)
3)
4)
5)
6)

Working environment
Collaboration between departments
Level of ethics
Sexual harassment
Nature of decision making
Use of technology

I personally looked that there is good working environment in the organization. Each and every
person is very cooperative and helps the other members to perform his duties. In the sad and
happy moments of life they share all those moments. Due to this working environment there is a
good cooperation among the departments of the organization.
Rotten eggs are every where in the life of the human beings. These elements are the stain on the
face of the organization but these are supported by the top officials and share the amounts of
corruption and on the other hand majority of the staff are good Muslims.
I have never seen the 4th element in organization. Gender respect is very high in the organization.
I am not satisfied with the 5th element because they make decision on the running term basis and
do not look in future.
This organization is using the old technology due to which we are facing a lose in production.
And I am not seeing it future bright if modern means are not used.

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These were the main points to access an organization and its working. Due to the limit of word I
think it is enough for you to grab the image of the organization.

(11) SWOT ANALYSIS:

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If you want to know about the organization this analysis is very essential for you. Because it
will help you a lot in all type of dealings with the company. The company SWOT analysis of
NPGCL(GENCO-III) is described as under;

(11.1) STRENGTHS
1. The largest Generation Company in Public Sector owned by the government of Pakistan.
2. Generation can be made both due to gas and furnace oil.
3. These are established in such a way and places to fulfill the electricity requirements.
4. A huge land is available if there is need to expand the generation plants for future.

5. Input can be delivered both from railway and road.

6. Highly qualified skilled labor available in the power plants which is the key to success.
7. Established infrastructure.
8. Experienced & dedicated engineers available to serve the nation.
9. Most sophisticated technology is used to generate power.
10. Great coordination among the various departments of generation plants inside and outside
the territory.
11. Highly efficient market cell is working here in the department.
12. Communication of the situation time to time to the government about the history and
situation of plant.

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(11.2) WEAKNESS

1.

The plant is emitting extra heat than the prescribed standards due to depreciation.

2. Lack of capital investment in the power plant.

3. Brain drain of skilled manpower to abroad and Rental Power Plants due to low salaries as
compared to private sectors.
4. Lack of proper maintenance due to non availability of spare parts and delay approvals of
shutdown of the units.
5. No Management development program.
6. Ineffective performance appraisal system.
7. Delayed decision making.
8. Ineffective material management system.
9. Non availability of GAS.
10. Corruption is at its peak.
11. Use of poor oil with mixture of water and other poor chemical.
12. Due to the privatization issue employee have less trust over company.
13. Delay tactics to solve issues.
14. No safety measure for employees.
15. Continuous issues with Pakistan state oil.

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(11.3) OPPORTUNITIES

1. Global corporate best practices.

2. Use of land for expansion.
3. locality of Furnace Oil Refinery.
4. Modification / Rehabilitation of Plant in process.
5. Improvement of transmission line to reduce the line losses.
6. Improvement is marketing strategies.
7. Quick transportation means.
8. Improved share in market.
9. Building to the trust level between the stake holders of the company.

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(11.4) THREATS

1. Influence of Oil Mafia is the major threat for plant, because they will exploit the oil
prices.
2. Lack of Fuel Supply can be dangerous and it can completely shutdown the generation if
not available.
3. Political influences is creating nepotism.
4. Security lapses.
5. Lack of interest of public for jobs in such type of companies.
6. Privatization of power plant.
7. Loss on share capital due to lack of trust.
8. Lack of loyalty of employees over company.
9. Poor HRM policy.
10. Deterioration in technology.
11. Environmental issue.
12. Fluctuation in the oil prices.

(12) CONCLUSION
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I tried to provide careful analysis of the department of the company. I took information of these
departments in GENCO(-III), NPGCL. Although the seven weeks training duration was very
short period for study of an organization but I learned a lot due to the help of the managers. I
worked in different departments of the company during my internship training. The working
hours for duty were 9am to 1pm.
I started my training from HR and admin department and spent almost 35 days of my training
under the supervision of HR admin manager. Director HR of heads this department. During my
internship in this department I leaned bout different function of HR. I also learned about all the
activities regarding selection, recruitment.
I learned the WAPDA rule about various issues like TA/DA, medical, long term advances, car
and house loans, pension policies and transportation. Although time was too short but it was a
great experience for me.
I spent 15 days in finance directorate. I joined the office the accounts in it. I got information
about billings and tariffs. I got knowledge how budget is made for the whole organization and
how to get its approval.
I carefully described the SWOT analysis keeping in view all the things that will happen in future.
So that was the end of the period of seven weeks.

(13) RECOMMENDATIONS
o Take steps to satisfy the stakeholders.
o Improved training of the working staff.
o Online attendance system should be introduced.
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o Implementation of international safety measures.

o Communication gap between upper level and lower level employees
o
o
o
o
o
o
o
o
o
o
o
o
o
o

must be reduced.
Give more powers in organizational hierarchy.
Pay concentration for the low level employees.
Improve collaboration between different departments.
Steps to increase productivity.
Hire skillful and talented staff.
Use of latest technology in work environment.
Make better plan for eliminate the line loses.
Pay procedure should be clear.
Provide user friendly working environment.
Reduce work load to the employees.
Regular reconciliation is made to keep the records streamline.
Use of online accounting software.
Wapda employees may be motivated to compete.
Efficient and motivated employees should be rewarded.

(14) REFERENCE & SOURCES

(1) INTERNAL SOURCES
Mr. Shokat Khan (assistant manager accounts) at NPGCL ( GENCO-III).
Mr. Kyzar Hayat ( superintendent HR&ADMN)
Mr. Sharif Qsirani ( accounts assistant)
Mr. Muhammad Sufyyan ( assistant accounts)

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Mr. Akthar Rana ( head clerk in establishment branch)

(2) Web Page
http://www.ntdc.com.pk, http://www.nepra.org.pk,
www.wapda.gov.pk, www.pepco.gov.pk,
http://www.nepra.org.pk/lic_gencos.htm,
http://www.ntdc.com.pk/IPPs.php,

(3) Drawing section of GENCO-III.

(4) Emails from the concerned staff at GENCO-III.
(5) Financial records of the organization

At the end I recognize the importance of the above mentioned sources used in preparation of the
report. I grabbed the basics from the above sources and tried my best to link all the information
and the experience during the internship at GENCO-III in my own words. Because without the
aid of official websites of the organizations it was difficult for me to get the information about
the generation structure in Pakistan.

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(15)FINANCIAL INFORMATION OF NPGCL:

NORTHERN POWER GENERATION COMPANY LIMITED

BALANCE SHEET
AS AT DEC, 31,
2013
EQUITY AND LIABILITIES

Dec ,2013
Rupees

CAPITAL AND
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RESERVES
AUTHORIZED
SHARE CAPITAL
5,000,000,000
(2011 :
5,000,000,000)
ordinary shares of

50,000,000,0

Rs.10 each

00

ISSUED,
SUBSCRIBED AND
PAID UP CAPITAL
50,000 (2011 :
50,000) ordinary
shares
of Rs. 10 each
issued for cash

500,000
17,89

Deposit for shares

9,362,366

Unappropriated loss

(19,850,301,
316)

(1,950,438,9
50)
NON CURRENT
LIABILITIES

Long term loans

23,630,637,4
28

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Deferred liabilities

4,794,242,69
4
1,00

Deferred grant

7,225,743

29,432,105,8
65
CURRENT
LIABILITIES
Current portion of long term loans

9
7,240,725
74,48

Trade & other payables

4,953,922

Provision for
taxation

74,582,194,6
47
CONTINGENCIES
AND

COMMITMENTS

102,063,86
1,562

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NORTHERN POWER GENERATION COMPANY

LIMITED
PROFIT AND LOSS
ACCOUNT
HALF YEAR ENDED DEC ,
31, 2013

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Dec ,2013
Rupees

Sales

52,909,791,500

Cost of sales

(54,966,799,798)

GROSS LOSS

(2,057,008,298)

Administrative and other

expenses

(399,837,153)

(2,456,845,451)

Other income

57,554,810

(2,399,290,640)

Financial and other charges

LOSS BEFORE TAXATION

Provision for taxation

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(2,442,776,1

LOSS FOR THE YEAR

16)

LOSS PER SHARE - BASIC

EQUITY AND LIABILITIES

(48,856)

2012
Rupees

2011
Rupees

50,000,000,0

50,000,000,

00

000

500,000

500,000

NOTE

CAPITAL AND
RESERVES
AUTHORIZED SHARE
CAPITAL
5,000,000,000 (2011 :
5,000,000,000)
ordinary shares of Rs.10
each
ISSUED, SUBSCRIBED
AND
PAID UP CAPITAL
50,000 (2011 : 50,000)
ordinary shares
of Rs. 10 each issued for

cash
Deposit for shares

Unappropriated loss

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17,89

17,89

9,362,366

9,362,366

(13,149,659,

(9,382,294,3

845)

35)
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4,750,202,52

8,517,568,0

31

17,690,599,6

21,527,323,

93

705

3,784,855,85

3,190,566,7

29

NON CURRENT
LIABILITIES

Long term loans

Deferred liabilities

Deferred grant

63

5,248,922

53,467,623

22,110,704,4

25,071,358,

70

057

CURRENT LIABILITIES
Current portion of long term loans

Trade & other payables

4
6
9

0,481,986

2,233,655

56,44
2,215,802

47,40
9,386,175
6

Provision for taxation

CONTINGENCIES AND

10

COMMITMENTS

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91,631,807

56,482,697,7

49,173,251,

88

637

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83,343,604,

82,762,177

779

,725

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ASH FLOW STATEMENT
FOR THE YEAR ENDED JUNE 30, 2012
NO

2012
Rupees

TE
CASH FLOWS FROM OPERATING ACTIVITIES

Cash generated from operations

Finance cost paid
Income tax paid
Employees' retirement benefits paid

Net cash flows from operating activities

30

7,489,654,080

6,6

(322,283,910)

(95

(677,218)

(66

(167,000,191)

(87

6,999,692,761

4,9

(16,295,895)

(51

(2,614,556,858)

(7,2

(4,004,137)

(10

13,638,951

43,

557

281,781,299

353

(2,339,436,640)

(6,7

CASH FLOWS FROM INVESTING ACTIVITIES

Additions in property, plant & equipment
(Increase)/ Decrease in capital work in progress
(Increase)/Decrease in long term advances
Income on bank deposits received
Decrease in long term deposits
Deferred income

Net cash flows from investing activities

CASH FLOWS FROM FINANCING ACTIVITIES
Short term loan
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(Decrease)/Increase in long term loans

Net cash flows from financing activities

(62

(4,868,475,681)

2,6

(4,868,475,681)

2,0

(208,219,560)

165

630,671,158

464

422,451,598

630

NET INCREASE/(DECREASE) IN CASH AND

CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS
AT THE BEGINNING OF THE YEAR
CASH AND CASH EQUIVALENTS
AT THE END OF THE YEAR

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The end

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