Post on 10-Aug-2015
description
Strategies for Performance Improvement for
Distribution UtilitiesRole of Technology and Operational Practices
Vivek SinglaNorth 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 IPart IIntroduction 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 IIPart IIReform 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 short-listed 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 Framework…Cont…
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
Holding Company (DPCL)
GENCOIndraprastha
Power Generation
Company Ltd.
TRANSCODelhi Transco
Limited
DISCOM-IBSES Yamuna Power Limited
DISCOM-IIBSES
Rajdhani Power Limited
DISCOM-IIINorth Delhi
Power Limited
GoNCTD
Delhi Vidyut Board (DVB) AssetsLiabilities & Equity
1. All the assets and liabilities of DVB are acquired by GoNCTD
2. All the liabilities of DVB are transferred to Holding Company, entire Equity of Holding Company is issued to GoNCTD
3.All the assets are transferred from GoNCTD to successor entities. Assets assigned a value equal to serviceable liabilities
4.Equity and Debt in the successor entities, equal to the value of Serviceable liabilities is issued in favor of the Holding Company.
Offered for privatization - effective July 2002
Delhi Reform Framework…Cont…
Revenue from retail Revenue from retail
supplysupply(Less due to present losses)(Less due to present losses)
Loan From Government
The Transitional Support
To make up lossPayment to GENCO TRANSCO
Balance amount for Bulk Supply Purchase
(DISCOM’s Paying capacity)
Expenses and return
Expenses – approved by Regulator
Return – Guaranteed – 16%
DISCOM
Business ModelBusiness ModelFinancial Support From Government During
Transition Period
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 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 IIIPart IIIChallenges faced by NDPL
NDPL In July 2002
A work force of 5638 employees with very little skill sets available.
Lack of accountability, initiative & service attitude.
Absence of key management functions like hr, finance, governance etc.
No administrative infrastructure and dilapidated / un-sanitary buildings / offices
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.
Poor condition of consumer records & consumer no where in focus- 50% of consumers had some 50% of consumers had some form of an error.form of an error.
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)
Challenges addressed through PPP Model
Lack of Service Orientation•Public Tolerance is high with Electricity Boards & less with
private players•High Expectations from private players push performanceReliability of Supply: Needs huge Capex to modernize NetworksRegulation: 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
Generator
Tx. Utility
SLDC
Trader
Govt.
Regulator
UTIL
ITY
ConsumerConsumer
Front-endFront-end Back-end
It’s been a challenge meeting the consumers’ expectations, and perceived to be responsible for actions of others.
Stakeholders Expectations
Consumers Advent of consumerism and consumer delight in retail electricity distribution
Investors Safety & enhancement of their investment /Ventures
DERC Compliance to billing, metering, tariffRegulation & performance standardsBalancing the development & stakeholdersInterests.
Government Early success of the reform and privatizationProcess
Employees • Better working conditions• Personal and professional development• Empowerment at all levels• Enhanced communication• Improvement in compensation & incentives
EXPECTATIONSSTAKE HOLDERS
We needed to know our consumers’ priorities
Consumer Interface with Distribution Utility
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 IVPart IVNDPL’s Business Strategy
&Improvement Initiatives
Sustained Initiatives for ImprovementA Step-by-Step Approach
Network Constraints
A T & C Losses
Poor Consumer Services
Identification of 3 Broad
Areas for Improvemen
t
Strategic Roadmap – pillars for 2002-
07
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
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%>50% 1,00,000 1,00,000 backlog backlog
complaintscomplaints
No planned exp. No planned exp. on infrastructure on infrastructure
improvement improvement past 3yrspast 3yrs
5400 erstwhile 5400 erstwhile DVB staff withDVB staff withUnfavorable Unfavorable
working conditionsworking conditions
Information Technology RoadmapC O M
M
N
E
T W
O R
K
50 OFFICES
TRANSCO GRID STN (6)
NDPL GRID STN (52)
DIST SUB STN (4000)
CUSTOMERS
D I SASTER
RECOVERY
WEB
DA
EMS
DMS
OMS
SCADA
CRM
Billing
SAP
GIS
Call Centre
AMR
System Reliability&
Technological Interventions
Power Supply Improvement - Initiatives
Newly Installed State of Art VCB
Ring Main Units Installed for the first time in Delhi
New Ring Main UnitsOld Switch Gears
11Kv distribution panels being replaced with state-of-the-art SF6 gas filled Ring Main Units
Power Supply Improvement – Initiatives Cont…
Power Supply Improvement – Initiatives Cont…
Revamped Substations
Immediate restoration of Power Supply made possible by Mobile Transformer Units
Power Supply Improvement – Initiatives Cont…
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 NDPL’s SCADA Center Delhi’s first packaged stationDelhi’s first packaged station
Delhi’s first unmanned gridDelhi’s first unmanned grid
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
Benefits of SCADABenefits of SCADAFinancial BenefitsQuick restoration ► Reduced interruption ► More energy soldOptimised network design ► Being evaluatedLeasing communication network ► Alternate revenue streamRemote ops ► Unmanned stations ► Reduced admin/salary costs
Operational Benefits: Reduced Outage TimeSwitching & Restoration Time ► Improve SAIDI, SAIFI Reliability of Supply ► Improve Customer SatisfactionGIS & OMS Integration ► Improve Customer ServiceLoad Forecasting & Scheduling ► On “Day Ahead” Basis
Safety Benefits: Enhanced Life of EquipmentSafety Tagging & PTW ► Eliminate Parallel Operation & Back-feedNetwork Mapping ► Optimised Load TransfersEquipment Monitoring ► Optimize MaintenanceNetwork Parameter Monitoring ► Eliminate Overloading Outage
Embracing New Age TechnologiesGeographical Information SystemGIS 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.
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 CroresSavings - Rs. 3.5 CroresPayback Period - Approx. 13 months
Operations and Network Management
Asset Management
Commercial Management
Capital Expenditure Management
Legend
Business Process GIS Interface
Integrated Business Processes
Operational Practices&
Consumer Services
Strategic Approach: BPR
BPR Approach
Commercial OperationsTechnical Operations
•Centralized•Consumer Segmentation•Benchmarking for Consumer Service
•Decentralized•Empowerment to Zones•Profit Center
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 SegmentationConsumer Segmentation
High Consumer Base (HCB)High Revenue Base (HRB)
•Centralized Approach•Maximize Technological & Minimize Human Intervention•Reducing Consumer Footfalls
•Personalized Approach•Account Manager•Value Added Services
Consumer Segmentation - differentiated delivery of Consumer Segmentation - differentiated delivery of services as per the specific needs of each segment. 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” 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….
Sanchar – Informing the consumer
New Connections - Home Delivery
New Connection at Door step
• Field Service Field Service Executive (FSE)Executive (FSE) visits the consumers’ premises and completes all formalities for new connections.
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 Convenience22 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.
Payment of Energy Bills through website also – by credit cards – website certified as secure by ‘Verisign’.
Consumer comfort redefined with Automatic Cash/Cheque Collection machines
Revenue Discipline - Differentiated Bills
Bills reflecting the Arrear Bills reflecting the Arrear Status of consumers – Status of consumers –
Disconnection Notice goes Disconnection Notice goes along the Red Bill which leads along the Red Bill which leads to optimization of costs also.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 CentersCall centre for : No Supply Complaints (24*7)Ph No. 66404040Street 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.
Old Meters
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.
GSM Modem with meter
Prepaid 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 ImplementationHVDS Implementation
Removal of Hookings & New Connection camps for slum Removal of Hookings & New Connection camps for slum dwellersdwellers
LT tapping
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.
Theft Control, need of present
Support for Enforcement …
CEA Regulation making STATIC meter mandatory. CISF support Amendment in Electricity Act’2003.
JJ Cluster Scheme
SahyogThis Scheme (Franchisee) was launched to reduce AT&C losses in clusters of low income group habitats.
Scheme was launched with objective of improving Billing and Collection Efficiency through increased Employee participation
Sankalp
Other Schemes
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
An anxious workforce, disillusioned with the post privatization scenario.
No Corporate structure with absence of No Corporate structure with absence of key functions such as HR, Finance, key functions such as HR, Finance, Commercial etc.Commercial etc.
Poor working conditions and unhygienic Building Environment.
Initial Challenges in July 2002Human Resources & Administration
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.
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
The Legacy inherited as on 1st Jul, 2002
Organization Structure & Manpower Management AuditManagement Audit conducted through a
reputed external agency to gauge the expectations of the inherited employees.
Organization StructureOrganization Structure defined, with clear Manpower Planning for each department
Voluntary Separation SchemeVoluntary Separation Scheme introduced–towards right sizing the organization.
Induction of New TalentInduction of New Talent – ETs & MTs as catalysts for the Change Management.
Set up of Vigilance & Internal Audit Set up of Vigilance & Internal Audit groups groups for institutionalizing organizational discipline.
Corporate set up in place – focus on Roles & Responsibilities through specific JDs & KRAs of individuals
L2- Infrastructure
-Achieve 100% automated processes-Drive business excellence-Improve decision making thru KM- Capture & disseminate external knowledge
Fin
anci
al
C1 -High Revenue BaseC1 -High Revenue Base
P1-Ensure effective
enforcement
P1-Ensure effective
enforcement
Cu
sto
mer
Inte
rnal
Pro
cess
Lea
rnin
g &
G
row
th
F2 – Grow revenue in
non-regulated business
F2 – Grow revenue in
non-regulated business
F7 – Reduce unit cost of
power purchased
F7 – Reduce unit cost of
power purchased
F6 –Reduce fixed cost of network per input unit
F6 –Reduce fixed cost of network per input unit
F1 – Achieve prescribed rate of
return
- Be EVA Positive
F1 – Achieve prescribed rate of
return
- Be EVA Positive
AdvocacyAdvocacy Service DeliveryService Delivery
F3 – Reduce commercial
AT&C losses
F3 – Reduce commercial
AT&C losses
F5 – Reliability of
supply
F5 – Reliability of
supply
F4 – Enhance sales thru partnerships e.g. time of day
tariffs etc.
F4 – Enhance sales thru partnerships e.g. time of day
tariffs etc.
Cost Leadership Cost Leadership
P2- Achieve opinion/envir
onment shaping
P2- Achieve opinion/envir
onment shaping
P3-Consumer communicationP3-Consumer
communication
P4-Brand building
P4-Brand building
P18-Right size
organisation to improve
productivity
P18-Right size
organisation to improve
productivity
P19-Optimise procurement
process
P19-Optimise procurement
process
P20-Identify savings from outsourcing
P20-Identify savings from outsourcing
P21-Identify process cost
improvements
P21-Identify process cost
improvements
P7- Ensure adequate
supply to meet load
P7- Ensure adequate
supply to meet load
P8- Ensure network
availability
P8- Ensure network
availability
P9- Timely connectionP9- Timely connection
L1- Staff competency
-Upgrade the workforce-Communicate expectations-Change attitudes (ownership
/commitment/customer focus
P10- Reliable billing
P10- Reliable billing
F8 – Reduce cost to serveF8 – Reduce cost to serve
-24 x 7
-Premium service quality
-Promptness
-Reducing cost
-Communication
C2 -GovernmentC2 -Government
-24 x 7
-Premium service quality
-Promptness
-Reducing cost
-Communication
-Flexibility
C3 –Low Revenue BaseC3 –Low Revenue Base
-High reliability
-Accurate metering/billing
-Timely connection
-Convenient payment modes
-Timely information
-Flexibility
-Prompt redress
P5-Policy advocacyP5-Policy advocacy
P6-Advocacy for enhancing
consumer base
P6-Advocacy for enhancing
consumer base
Loss ReductionLoss Reduction
P11- Ensure meter
replacement
P11- Ensure meter
replacement
P12- Effective billing & recovery
P12- Effective billing & recovery
P13- Effective enforcement
P13- Effective enforcement
Customer Relationship
Management
Customer Relationship
Management
P15- Convenience
P15- Convenience
P16- Transparency
P16- Transparency
P17- Effective/timel
y grievance handling
P17- Effective/timel
y grievance handling
P22-Identify lower cost
finance
P22-Identify lower cost
finance
P23-Improve treasury
management
P23-Improve treasury
management
P24-Improve capital
efficiency
P24-Improve capital
efficiency
P25-Improve project
management processes
P25-Improve project
management processes
P26-Identify cheaper/alternate
power sources
P26-Identify cheaper/alternate
power sources
-Recruit/retain the best people-Identify & develop key people-Enhance employee engagement
L3- Culture
-Encourage innovation & creativity-Make work environment productive, & conducive to performance-Imbibe the value system
15%
40%
20%10%
10%5%
35% 20%30%
C4 -FranchiseesC4 -Franchisees
-Fair margin return
-Fair terms
-Hand holding
10%
20% 15% 30% 15%
10%
25%
20%
25%
10%
20%20%
40%
15%
25%
40%
30%
30%
100%
15%
15%
10%
20%
20%
10%
20%
NDPL Corporate BSC (OPMS)
VISION & MISSIONVISION & MISSION
Organizational Performance Alignment - Catch Ball Theory
5 Grp.3 Grps. Dst.,Zn TS&P 5 Grps. 6 Grps.9 Grps.
JD/KRA.JD/KRA. JD/KRA. JD/KRA. JD/KRA. JD/KRA.JD/KRA
Mapping the Initiatives thro Perf. Scorecards
O
P
M
S
D
P
M
S
I
P
M
S
CORPORATE MISCORPORATE MIS
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
MTMCEO, 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,
FRMFunctional 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
Performance November 2004
Weightage OT / EmployeeEmergencyShut down
PreventiveMaintenance
EquipmentBreakdown
SafetyAccidents
Rank Units Rs Nos. Marks Nos. Code
100 20% 20% 40% 10% 10%
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
Grid Score Card
Not Complete, for Illustration purpose only.
Projects ScorecardPROJECTS PERFORMANCE SCORE CARD
S.No Index METRO URBAN NARELA BAWANA TOWN CITY
1 Project Average Duration Completion8.57 7.85 6.17 4.84 5.82 6.02
6.82 7.86 8.61 6.00 9.97 12.81
2 Project Management
2.1 Adherence to Project Time Schedule2.50 8.00 7.69 10.00 0.00 5.00
0.00 2.75 2.68 5.71 2.27 1.25
2.2 Value of Work executed.20.00 17.53 9.49 7.36 13.49 9.20
9.18 18.09 20.00 11.42 7.19 7.21
3 Quality of Work5.00 2.06 1.30 5.00 3.64 1.44
5.00 1.66 5.00 5.00 0.60 3.13
4 Safety of Work0.05 0.10 0.21 0.28 0.05 0.03
3.16 4.15 4.10 2.50 3.33 5.00
5 Innovation 0.08 0.00 5.00 0.00 0.00 0.00
1.95 5.00 0.85 0.77 0.00 0.58
6 Compliance to statutory requirements 5.00 5.00 5.00 5.00 5.00 5.00
5.00 3.75 5.00 5.00 5.00 5.00
7 Contract Closing5.00 5.00 5.00 5.00 5.00 5.00
5.00 5.00 5.00 5.00 5.00 5.00
8 Suyojna/Online Progress orientation15.10 12.79 11.41 8.70 10.59 10.59
18.30 19.04 17.37 20.00 19.43 19.06
CUMMULATIVE SCORE FOR FY: 05-06 59 63 59 53 46 47
Deployment of Corporate & Divisional Balanced Scorecard from April 2006.
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 ForumsJoint Interaction Forums constituted constituted
for effective two way communication.for effective two way communication.
LGIE in association with ACCORDLGIE in association with ACCORD – participation across all levels of participation across all levels of employees.employees.
Introduced Town Hall MeetingsIntroduced Town Hall Meetings – – unstructured reviews aimed at two way unstructured reviews aimed at two way communication.communication.
SURKHIYANSURKHIYAN – – monthly news bulletin monthly news bulletin for employees.for employees.
SARTHISARTHI – – forum for resolution of forum for resolution of Grievances instituted. Grievances instituted.
Policies on Ethics, Harassment & standardization of rules through Policies on Ethics, Harassment & standardization of rules through Leave & Travel Policy.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!
I / We gotta idea Approval ! We worked on it ! We have done it
Triggers(meetings, audits,
benchmark, stakeholder
expectation, targets)
Decentralized approval system
Tools :Basic Quality Tools BenchmarkingQFD, Six Sigma, (Which ever is required)
Individual effort
Effort within the group
Quality Circle (Zones & Non-
Executives)
Efforts required
from many
groups
I am suggestin
g
You may like to do
this
Alpha, Beta, Gamma,Comma Eureka, Most Incubative Group
SHINESystematic & Holistic Initiative at NDPL through
Employee Engagement
2003
Cha
nge
Man
agem
ent
2004
Eli
min
atio
n of
Ele
ctri
city
The
ft
2005
Per
form
ance
Con
soli
dati
on
Tackling the initial challenge of Diverse Workforce & AT&C Losses Consolidation of Past achievement and
ensure Consumer Orientation Backward Integration Empowerment
Systems Approach
Las
t Mil
e
2006P
erfo
rman
ce
Ass
uran
ce
2007
Mat
urit
y &
Sel
f S
uste
nanc
e
2008
Applying the A-D-L-I approach to
Organizational Excellence
Other Value AddedInitiative
Energy Conservation Initiatives
Energy Saving – CFLLaunched 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…
FESTIVALS
Birthday
WEDDING ANNIVERSERY
FROM DIWALI TO HOLI ON ALL OCCASIONS TO CELEBRATE
GIFT URJA
URJA- Electricity Gift SchemeURJA- Electricity Gift Scheme
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.
NDPL is about to release a global invitation seeking NDPL is about to release a global invitation seeking partners for CSR activities in NDPL area.partners for CSR activities in NDPL area.
Active support to MSSI of India
Blood Donation Camps: Regular Blood Donation camps organized in association with Red Cross Society.
Load Enhancement Drives
Meter Replacement Drive (removing the myths related to the electronic meters)
Internal Wiring Checking Campaign
Energy Conservation Campaigns
Consumer Driven Initiatives
Providing Helping Hand to Consumers. . .Providing Helping Hand to Consumers. . .
Regular Interaction with Publicrepresentatives
Meeting with RWAs on 1st Saturday ofevery month at each NDPL District
office
Building RelationshipCommunicating with Consumers
Addressing Consumer Concerns… No Dues Cell Enforcement related Personnel
Hearing Cell Personal Hearing Forum for
complaints related to new connection, metering and billing problems
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.
Building RelationshipCommunity Services – Energy Club
Excellence Recognized
AT&C Loss : Target v/s Achieved
47.79%
44.86%
33.79%
53.0%
26.52%
23.73%
18.38%15%
20%
25%
30%
35%
40%
45%
50%
55%
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%
Opening 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Bid loss levelGovt stipulated loss level
Actual loss level
Asian Power Awards 2006Excellence in Service Enhancement
CII EXIM AWARD 2005CII EXIM AWARD 2005Strong Commitment to Excel
Young NDPL … Mature Achievements
2nd Best Power Distribution Utility –Award Instituted by Ministry of Power (GoI)
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.
Recent AwardsICWAI has recognized NDPL’s efforts at Cost Management by
awarding first rank for
“National Award for Excellence in Cost Management -2007” under the category of Service Sector.
NDPL has won the prestigious
Edison Electric Institute (EEI) 2008- Edison Award for
implementation of GIS.
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 CEO’s Award for Business Excellence
Award forCorporate Social Responsibility
Other Awards
Thanks … Thanks … Let’s have interaction…..