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 - NDPLs 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) Peak Load Annual energy requirement (FY 2007-08) Total registered consumers Number of employees Area Population serviced in Network area (approx) Per Capita Consumption (Units) Number of consumers per Sq.Km Employees per Mn. Unit input Load / Energy Growth Rs. 2474 Cr (enhanced from Rs 1100 in FY 03) 1100 MW 6281 Mn. Units 0.96 Mn. (0.743 Mn at time of Take Over) 3700 (5600 in July 2002) 510 Sq Kms 4.5 Mn. 1245 (National Average of 500, Mumbai close to 850) 1882 (Only Registered) 0.58 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

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 FrameworkCont

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 FrameworkCont

Delhi Vidyut Board (DVB)
1. All the assets and liabilities of DVB are acquired by GoNCTD
Assets Liabilities & Equity

2. All the liabilities of DVB are transferred to Holding Company, entire Equity of Holding Company is issued to GoNCTD

GoNCTD
3. All the assets are transferred from GoNCTD to successor entities. Assets assigned a value equal to serviceable liabilities

Holding Company (DPCL)

4. Equity and Debt in the successor entities, equal to the value of Serviceable liabilities is issued in favor of the Holding Company.

Indraprastha Power Generation Company Ltd.

GENCO

TRANSCO
Delhi Transco Limited

BSES Yamuna Power Limited

DISCOM-I

BSES Rajdhani Power Limited

DISCOM-II

DISCOM-III
North Delhi Power Limited

Offered for privatization - effective July 2002

Business Model
Financial Support From Government During Transition Period
Revenue from retail supply
(Less due to present losses)

Expenses and return DISCOM

Expenses approved by Regulator Return Guaranteed 16%

Balance amount for Bulk Supply Purchase

(DISCOMs 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

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 Regulators meet and Secretary Power, GoIs 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 NDPLs 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 UTILITY

Back-end
Generator Tx. Utility Govt. Trader

Consumer Regulator SLDC

Its been a challenge meeting the consumers expectations, and perceived to be responsible for actions of others.

Stakeholders Expectations
STAKE HOLDERS
Consumers Investors DERC

EXPECTATIONS
Advent of consumerism and consumer delight in retail electricity distribution Safety & enhancement of their investment / Ventures Compliance to billing, metering, tariff Regulation & performance standards Balancing the development & stakeholders Interests. Early success of the reform and privatization Process Better working conditions Personal and professional development Empowerment at all levels Enhanced communication Improvement in compensation & incentives

Government Employees

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

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 NDPLs 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% Consumer service & IT Interface to be comparable with world standards System Reliability to be comparable with best utilities in India. Performance Orientation through Change Management

>50%

1,00,000 backlog complaints

No planned exp. on infrastructure improvement past 3yrs

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 TRANSCO GRID STN (6) CRM

EMS
NDPL GRID STN (52)

Billing SAP

W E B

D I S A S T E R R E C O V E R Y

DIST SUB STN (4000)

DA

DMS

GIS AMR

CUSTOMERS

OMS

Call Centre

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.
Delhis first unmanned grid

NDPLs SCADA Center

Delhis first packaged station

SCADA Features

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

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

Benefits of SCADA

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

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. Consumers 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

Commercial Operations

Decentralized Empowerment to Zones Profit Center

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.
Old Meters

KW + kWh measurements are possible as old electromechanical meters cannot capture both the parameters. Time of day measurement is possible.
New Meters

Mass Meter Replacement: Approx 9,00,000 Lacs meters replaced till date

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.
MRS Screen shot

60% of the Revenue gets generated through Automated Meter Reading (all high end consumers > 15 kW)
Pre paid Metering enables consumers to track and monitor their consumption.
Prepaid meter

GSM Modem with meter

Power Theft Control Initiatives

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. CEA Regulation making STATIC meter mandatory. CISF support Amendment in Electricity Act2003.

Support for Enforcement Theft Control, need of present

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

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

Financial

NDPL Corporate BSC (OPMS)

F1 Achieve prescribed rate of return
- Be EVA Positive 15%

F2 Grow revenue in non-regulated business

F3 Reduce commercial 40% AT&C losses

F4 Enhance sales thru partnerships e.g. time of day tariffs etc.

10%
20%

F5 Reliability of supply

10%

F6 Reduce fixed cost of network per input unit

F7 Reduce unit cost of power purchased

5% F8 Reduce cost to serve

35%

20%

C3 Low Revenue Base

-High reliability

30%

10%

Customer

C1 -High Revenue Base

-24 x 7
-Premium service quality -Promptness -Reducing cost -Communication

C2 -Government
-24 x 7
-Premium service quality -Promptness -Reducing cost -Communication -Flexibility

C4 -Franchisees
-Accurate metering/billing
-Timely connection -Convenient payment modes -Timely information -Flexibility -Prompt redress 30% 15% 20% -Fair margin return -Fair terms

-Hand holding

20%

15%

Advocacy
P1-Ensure effective enforcement 20%

Service Delivery
P7- Ensure adequate supply to meet load P8- Ensure network availability 25% P9- Timely connection 15%

Loss Reduction
P11- Ensure 40% meter replacement P12- Effective billing & 30% recovery P13Effective enforcement 30%

Customer Relationship Management

P15Convenience

Cost Leadership
P18-Right 15% size organisation to improve productivity P19-Optimise procurement process P20-Identify savings from outsourcing P21-Identify process cost improvements P22-Identify lower cost finance

Internal Process

P4-Brand building

20%

15%

P2- Achieve opinion/envir onment 25% shaping P3-Consumer communication 20%

40%

P5-Policy advocacy

P16Transparency P17Effective/timel y grievance handling 100%

P23-Improve treasury management 10% P24-Improve capital efficiency 20%

10%

P26Identify cheaper/ alternate power sources 20%

P6-Advocacy for enhancing consumer base

10%

P10- Reliable billing 25%

P25-Improve project management processes 10%

L3- Culture

L1- Staff competency

L2- Infrastructure

Learning & Growth

-Upgrade the workforce -Communicate expectations -Change attitudes (ownership /commitment/customer focus

-Recruit/retain the best people -Identify & develop key people -Enhance employee engagement

-Achieve

100% automated processes -Drive business excellence -Improve decision making thru KM - Capture & disseminate external

-Encourage

innovation & creativity -Make work environment productive, & conducive to performance -Imbibe the value system

Organizational Performance Alignment

- Catch Ball Theory VISION & MISSION
O

CORPORATE MIS
Mapping the Initiatives thro Perf. Scorecards
9 Grps. 3 Grps. Dst.,Zn TS&P 5 Grps. 6 Grps. 5 Grp.

P M S D

P
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 MTM

Participants CEO, COO, Senior Advisors, all HODs comprising MTM

Agenda Corporate BSC Reviews, Organizational Policy Issues, Business Excellence , Cross functional Issues Commercial BSC Review, Commercial Issues Operation BSC Review, Operational Issues, District/Zonal Scorecard Review Performance Infrastructure issues, security, Training, Administration Issues, Group Performance Review Circle, district specific Issues

CRM

COO, Head Commercial, MTM Members, Circle Heads, concerned Dept

COO, Head Operations, MTM Members, Circle Heads, concerned ZMs COO, MTM , HOD(CE&C), HOD (Governance), concerned Dept. Functional Heads & respective Dept. HOGs Head Operations, Circle Heads, concerned ZMs

NRM

IRM

FRM ORT/ PRT/ CRT

District/Zonal Scorecard

Knowledge and Learning sessions conducted sharing of best practices among the zones

Grid Score Card

Performance November 2004 Weightage Rank Units 100 1 2 Pitampura III Trinnagar OT / Employee Rs 20% 1331 1445 1730 1573 1464 1821 1865 2032 1368 2052 2058 2009 2256 2302 2373 1928 2372 2401 Emergency Shut down Nos. 20% 1 1 0 0 2 0 0 0 4 1 7 0 2 7 3 DNA 1 7 Preventive Maintenance Marks 40% 94.80 137.00 121.10 115.00 82.00 97.80 72.60 82.80 72.40 78.10 79.10 58.10 49.80 73.80 64.40 65.70 56.40 50.40 Equipment Breakdown Nos. 10% 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 0 Safety Accidents Code 10% 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0

3
4 5 6 7 8 9

S G T Nagar
Ranibagh Jahangirpuri Pusa Rohini V Rohini Sector 23 Gulabibagh

10
33 34 35 36 37 38

Inderpuri
Civil Lines 2 Rohini IV Ashokvihar Rewariline GTK Shalimar Bagh

39
40

Mangolpuri I
Pitampura I

Not Complete, for Illustration purpose only.

Projects Scorecard
PROJECTS PERFORMANCE SCORE CARD S.No Index METRO 8.57 URBAN 7.85 7.86 NARELA 6.17 8.61 BAWANA 4.84 6.00 TOWN 5.82 9.97 CITY 6.02 12.81

1
2 2.1

Project Average Duration Completion

6.82 Project Management 2.50 Adherence to Project Time Schedule 0.00 20.00 2.75 17.53 18.09 2.06 2.68 9.49 20.00 1.30 5.71 7.36 11.42 5.00 2.27 13.49 7.19 3.64 1.25 9.20 7.21 1.44 3.13 0.03 5.00 0.00 8.00 7.69 10.00 0.00 5.00

2.2

Value of Work executed. 9.18 5.00

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 0.08 0.00 5.00 0.00 0.00 Innovation

1.95
5.00 6 Compliance to statutory requirements 5.00 5.00 7 Contract Closing 5.00 15.10 8 Suyojna/Online Progress orientation 18.30 CUMMULATIVE SCORE FOR FY: 05-06 59

5.00
5.00 3.75 5.00 5.00 12.79 19.04 63

0.85
5.00 5.00 5.00 5.00 11.41 17.37 59

0.77
5.00 5.00 5.00 5.00 8.70 20.00 53

0.00
5.00 5.00 5.00 5.00 10.59 19.43 46

0.58
5.00 5.00 5.00 5.00 10.59 19.06 47

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 SEBs 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 You may like to do this

Quality Circle (Zones & NonDecentralized Executives)

Efforts required from many groups

approval system

I / We gotta idea

Approval !

We worked on it !

We have done it
Alpha, Beta, Gamma, Comma Eureka, Most Incubative Group

SHINE

Tools : Basic Quality Tools Benchmarking QFD, Six Sigma, (Which ever is required)

Systematic & Holistic Initiative at NDPL through Employee Engagement

Applying the A-D-L-I approach to

Organizational Excellence
Performance Self Sustenance Assurance

Electricity Theft

Consolidation

Performance

2003

Elimination of

Management

Change

Last Mile

2004

2005

2006

2007

Tackling the initial challenge of Diverse Consolidation of Past achievement and Workforce & AT&C Losses ensure Consumer Orientation

Backward Integration Empowerment Systems Approach

Maturity &

2008

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% 45% 40% 53.0% 47.79% 44.86%

Govt stipulated loss level

35% 30% 25% 20% 15% Bid Loss levels Govt. stipulated Loss levels Actual AT&C Loss Level 33.79%

Bid loss level

Actual loss level

26.52% 23.73% 18.38%

Opening 48.1% 48.1% 53.0%

2002-03 47.60% 46.60% 47.79%

2003-04 45.35% 41.60% 44.86%

2004-05 40.85% 37.10% 33.79%

2005-06 35.35% 32.85% 26.52%

2006-07 31.10% 28.85% 23.73%

2007-08

22.03% 18.38%

Young NDPL Mature Achievements

Recent Awards Asian Power Awards 2006 ICWAI has recognized NDPLs efforts at Cost Management by awarding first rank for Excellence in Service Enhancement

National Award for Excellence in Cost Management 2nd Power Distribution Utility 2007 under the Best category of Service Sector.
NDPL has won the prestigious

Award Instituted by Ministry of Power (GoI)

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 CIO AWARD FOR BEST BILLING SYSTEM

Transparency in Billing System

Intelligent Enterprise Award For IT initiatives

AESIEAP CEOs Award for Business Excellence

Award for Corporate Social Responsibility

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