JAMSHEDPUR - Tata Power · Mr. P N Jana (HR) Ms. Neelam Toppo (HR) Mr. Debajit Acharya (Operations...
Transcript of JAMSHEDPUR - Tata Power · Mr. P N Jana (HR) Ms. Neelam Toppo (HR) Mr. Debajit Acharya (Operations...
Disha2012-13
JAMSHEDPUR
Safety Targets FY 2013
The following safety targets are set for FY'13. Let us strive to attain these targets positively:
1. Pro-active Targets (Lead indicators)
a) 5 Star SMS rating
All Operating Divisions shall attain Annual British Safety Council (BSC) 5 star Safety Management System (SMS) rating of 4.0 out of 5.0
b) PTW Audits
Audit at least three (03) PTWs issued for medium & high risk jobs on a weekly basis
c) Safety Inspections*
Achieve at least 80% adherence to safety inspection schedule
d) STOP Observations (SO)
Employees doing an average of four (04) STOP observations per month meeting overall divisional target of 80%
e) Near-Miss
30% of permanent employees reporting near-misses per annum per division for events those are critical for learning and avoidance of unsafe events, both at work and home or away
f) Safety Training Hours
Attain minimum of four (04) hours of Job-specific Safety Training per employee per annum ensuring insignificant recurrence (Excluding Tool box talks & Induction)
g) Sharing of best safety practice
Each Operating and Project division shall share at least one best safety practice per annum
2. Reactive Targets (Lag indicators)
a) Fatality: NIL
b) Lost Time Injury Freguencv Rate (LTIFR): ZERO
c) Incident Investigation
100% completion of Root Cause Analysis (RCA) of all incidents including investigation of Hi-Potential incidents using Why-Why Analysis within 30 days of occurrence.
d) Sharing of lessons learned
Issue Lessons Learned for all High Potential (Hippo) incidents and LTIs within 30 days of occurrence.
Anil SardanaManaging Director
*Office safety inspection is applicable for all offices
Leadership System
DISHA
Lighting up Lives!
Safety, Agility, Care, Respect, Ethics, Diligence
Live the Values and traits of a
Tata Power Leader
DISHA
Lighting up Lives!
Acknowledgements
Team DISHA would like to acknowledge the significant contribution of following personnel towards publishing
of Jojobera Annual Business Plan FY 2012-13:
Mr. Dinesh S Kudalkar (GM)
Mr. Ashok Lodh (AGM)
Mr. Supratik Mukherji (Chief Manager - Contracts)
Mr. Rajesh Dayal (Head- PH6)
Mr. Rajesh P. Sharma (Safety & Ash Management)
Mr. S S Chatterjee (MMD- Jojobera)
Mr. Shekhar Mukherjee (Operations-Jojobera)
Mr. G P Sastry (EMD- Jojobera)
Mr. Surodh Dey (IMD- Jojobera)
Mr. U N Jha (Materials - Jojobera)
Mr. Satish Kumar (Finance & Accounts)
Mr. Aveek Chatterjee (Regulations)
Mr. Sujit Sengupta (BE & CR)
Mr. Binay Khalkho (HR)
Mr. Raja Biswas (GMO)
Mr. S D Bhattacharjee (Chemical & Environment- Jojobera)
Mr. Rajesh Prasad (Security)
Mr. N K Modak (Civil)
Mr. Barun Kumar (BE & CR)
Mr. Rajesh Kumar Sinha (BE & CR)
Mr. P N Jana (HR)
Ms. Neelam Toppo (HR)
Mr. Debajit Acharya (Operations – PH6)
Mr. D K Singh (Chemical & Environment- PH 6)
Mr. Sandeep Karnavat (IT)
Mr. O P Gupta (Ash Management)
Mr. Kaushik Ganguly
Mr. Babu Shyam
Mr. Manoj Behera
Mr. Amara Balakrishna
TEAM DISHA
Mr. Sujit Sengupta Mr. Raja Biswas
Ms. Sony Jha Mr. Bimal Kumar
Mr. Barun Kumar Ms. Archana Sharma
Mr. Arun Prakash Mr. Shubhayu Sanyal
Ms. Neelam Toppo
DISHA
Lighting up Lives!
Section 1 Foundation
1.1 Vision Mission & Values
Section 2 Safety
2.1 Safety Vision & Principles
2.2 Health and Safety Policy
2.3 Ten Commandments
Section 3 Business Overview
3.13.2
An Introduction to the Indian Power Sector National Power Scenario
3.3 Eastern Region Power Scenario 8
3.4 Indian Coal Industry
3.5 Regulatory Scenario
Section 4 Strategic Planning
4.14.2
4.3
4.4
Jojobera SWOT Analysis Strategic Intent
Critical Success Factors
Strategic Advantages
4.5 Strategic Challenges
4.6 Challenges
4.6.1 Operational Challenges
4.6.2 Challenges in Community Relations
4.6.3 Human Resource Challenges
Section 5 Initiatives
5.1
5.25.3
Reduction of SPM in Flue Gas by injecting Anhydrous Ammonia
Construction of Coal Shed & procurement of a New Dozer & LocoStorm Analyser
5.4 Ash - A Resource Material
5.5 Sankalp Wave 2
5.6 Effluent Treatment Plant
5.7 Greenolution
5.8 E-Waste
Section 6 Score Cards & Operating Plans
6.1 Jojobera ABP FY 13 Operational
6.2 Jojobera ABP FY 13 Fuel & Heat Rate
6.3 Power House 6 ABP FY 13 Operational
6.4 Unit 5 ABP FY 13 Operational
6.5 Unit 5 ABP FY 13 Fuel & Heat Rate
6.6 GM’s Calendar for FY’12-’13
6.7 Event Calender
Section 7 Environment & Legal
7.1 Environment Statutory Compliance Plan
7.2 Legal Compliance Plan
Section 8 Projects
8.1 Major Capex Project
8.2 Key SDM Projects
Section 9 Risk
9.1 Risks Registers
Section 10 Quality
10.1 Structured Problem Solving Method (SPS)
Section 11 Community Relations
11.1 Community Relations at Jojobera
11.2 CR Annual Action Plan
Section 12 Human Resources
12.1 HR Plan
12.2 IDP
Repo Rate & Reverse Repo Rate
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From the Desk of GM
Dear Friends,
I feel honoured to be part of Team Jojobera and Power House # 6 where Quality is in the DNA of
every member of the team. In fact it is this DNA and engagement of individual for Excellence
that has resulted in recognitions of Jojobera and Power House # 6 at Annual Award Functions.
Congratulations to the entire team for excellent efforts in 2011-12. Although we have
marginally suffered due to lower PLF than projected in 2011-12, it is very heartening to see our
units running on higher loads, sometime 100% PLF at the beginning of the current financial
year. We need to prepare ourselves to meet Customer requirements of load growth in the years
to come. Looking back, Unit 5 was inaugurated on 13th May, 2011 by ED(O).Power House # 6
has achieved IMS Certification in February, 2012 as a foot-step towards continual
improvement. In order to boost up employees' morale in the days to come, we have celebrated
Exceleve-2011 and Quality Nite-2011 where employees have been rewarded and recognized for outstanding
performances in presence of their familiy members.
We have revised our Vision, Mission and Values recently with our strategic intent “To be a 26,000 MW power company
with 50 million tonnes per annum of energy resources by 2020”. Our Strategic Pillars will be Operational excellence,
Execution excellence and Growth driven by Organizational Transformation and focus on Sustainability.
We will focus on improving our Operational Performance to Benchmark level through initiatives like Sankalp, SPS, Quality
Circles and LASER. Projects under Sankalp Wave 1 for improvement of Efficiency, are deployed and reinforced through
regular reviews. Sankalp wave 2 on “Optimization of raw materials” & “Improving availability of Unit 2 and Unit 3” is in
progress. On deployment of Sankalp Wave 2, we will move on to wave 3 this year. SPS, Quality Circle and LASER will be used
for deployment of Sankalp projects across Jojobera and Power House # 6 with involvement of all employees. Successful
deployment of these projects will help in our journey of continual improvement for operating our Assets at Benchmark
Level. We will adapt to Predictive Maintenance practices, use ORT platform and Samiksha to achieve milestones for
Benchmark levels.
With our key customer Tata Steel Capacity enhancement, our PLF will be on higher side in the years to come. This will be
posing us challenges on Ash Management and Coal Management. With rising cost of wet ash disposal and limitation of our
existing ash pond, we will focus on Fly Ash Disposal to various consumers. For coal management, we are in discussion with
coal suppliers for additional coal and will construct coal shed to ensure continuous coal firing during wet season to
support our key customer requirements. For handling additional coal, we have procured a new dozer and Loco
procurement is in progress. We will use Tata Innoverse platform and learning from others to address the Challenges
associated with Ash & Coal Management.
Higher volume of coal and ash handling at our end will be stressed on Sustainability Intent of “Leadership with Care” due
to impact of byproducts of fuel on environment. We will commission Anhydrous Ammonia Dosing system to control SPM
levels below the norms. With Effluent Treatment Plant in service, we will focus on zero discharge, recycling of water and
optimizing specific raw water Consumption. We will promote fly ash utilization in infrastructure development in and
around Jamshedpur.
Safety is our Core value and apart from driving corporate initiatives, we will focus on Felt Leadership with zero tolerance
for violations. We will use Learning from Safety Observations, Near Miss Analysis, Incident investigations, Mock drills, for
Training and Improvements. Involvement of Leadership at all levels will enhance the culture of SAFETY across the Division.
I take this opportunity to thank DISHA team for their extra efforts in bringing out this Issue.
Let us thrive throughout FY13 for Clean, Green and Safe place where every Individual enjoys his / her work.
Dinesh S Kudalkar
(GM - Jojobera)
DISHA
Lighting up Lives!
VISIONTo be the most admired and responsible integrated Power Company with a
global footprint, delivering sustainable value to all stakeholders.
MISSIONWe will become the most admired and responsible Power Company delivering sustainable value by:• Operating our assets at benchmark levels• Executing projects safely, within benchmark cost and time• Growing the Tata Power business, be it across the value chain or
across geographies, and also in allied or new businesses• Driving Organisational Transformation that will make us have the
mindsets and capabilities to deliver on our strategic intent• Achieving our sustainability intent of ‘Leadership with Care’, by
having leading and best practices on Care for the Environment, Care for the Community, Care for our Customers and Shareholders, and Care for our People
VALUES
1.1 Vision, Mission & Values
Our Values are SACRED to us
• Safety – Safety is a core value over which no business objective can have a higher priority
• Agility - Speed, responsiveness and being proactive, achieved through collaboration and empowering employees
• Care – Care for our environment, care for our customers and shareholders – both existing and potential, care for our community and care for our people (our employees and partners)
• Respect – Treat all stakeholders with respect and dignity
• Ethics – Achieve the most admired standards of ethics, through Integrity and mutual trust
• Diligence -Do everything (set direction, deploy actions, analyse, review, plan and mitigate risks etc) with a thoroughness that delivers quality and excellence – in all areas, and especially in Operations, Execution and Growth
DISHA
Lighting up Lives! 1
Tata Power believes that good safety is good business which helps sustain world-class business
performance. Safety principles provide direction and focus to our Occupational Health and Safety
program for achieving and sustaining safety excellence.
Our values and beliefs lead us to conduct regular workplace safety appraisals, identify and report
hazards, investigate all incidents, conduct safety observations, follow rules and procedures and take all
necessary action to manage risks.
• All injuries and occupational illnesses are preventable
• All operating exposures can be safeguarded
• Management is accountable for providing a safe working environment and preventing injuries
• Working safely is everybody's responsibility and a condition of employment
• Workforce commitment to Safety is essential
• We will get the level of safety we demonstrate we want
• We will promote off-the-job safety for our employees
• Safety is a core value
• A job is successful only if it is done safely
• Everybody is empowered to stop unsafe work
Rev. 02Date : 16.05.2011
TATA POWER SAFETY PRINCIPLES
Anil SardanaManaging Director
2.1 Safety Vison and Principles
To be a leader in Safety Excellence in the global power and energy business
Global Leader
l Aspiration to be world class
Safety Excellence
lFeel safe to work
lTaking Safety to all stakeholders
lBring Safety into the DNA of the organization
o Live and breathe safety as managers and workmen
o Climate of 'care' for the workforce (including contract workers)
Safety Performance Standards
lNo harm / No injuries
lBenchmarked approaches
Rev. 02
Date : 16.05.2011
TATA POWER SAFETY VISION
Anil SardanaManaging Director
DISHA
Lighting up Lives! 2
We, at Tata Power, reaffirm our belief that the health and safety of our stakeholders is of the utmost importance and takes precedence in all our business decisions. In pursuit of this belief and commitment, we strive to:
lMaintain and proactively improve our management systems to minimize health and safety hazards to our stakeholders and all others influenced by our activities
lEnsure total compliance with all applicable occupational health and safety regulations and other legal requirements
lIntegrate health and safety procedures and best practices into every operational activity with assigned line-functional responsibilities at all levels for improving and sustaining Health & Safety performance
lInvolve our employees in maintaining a safe and healthy workplace through periodic reviews of operational procedures, safe methods of work and a safe work environment
lDevelop a culture of safety through active leadership and provide appropriate training at all levels to enable employees to fulfill their Health & Safety obligations
lIncorporate appropriate health and safety criteria into business decisions for selection of plant and technology, performance appraisals of individuals and appointments in key positions.
lEnsure availability at all times of appropriate resources to fully implement the Health & Safety policy of the Company
lActively communicate this policy to all stakeholders by suitable means and periodically review its relevance in a continuously changing business environment
Rev.02Date: 16.05.2011
Anil SardanaManaging Director
2.2 Health and Safety Policy
DISHA
Lighting up Lives! 3
Rev.02Date: 16.05.2011
Anil SardanaManaging Director
It is the responsibility of all employees to adhere to the 10 Commandments on Safety. These are inviolable Safety rules that must be complied with at all times within the Company's premises or anywhere in relation to the Company's work.
Willful violation of any of these rules shall attract strict disciplinary action as per the Consequence management policy of the Company.
1. Obtain a valid Permit-to-Work (PTW) before commencing any activity that is listed in Appendix 2 of PTW procedure.
2. Comply with all the requirements of the Lock out Tag out (LOTO) procedure.
3. Verify isolation before beginning work on all rotating and electrical equipment or any system that may have and use the specified life-protection equipment.
4. Do not defeat or override safety-critical trips or interlocks without obtaining proper authorization.
5. Do Not Smoke in the notified 'No Smoking' areas.
6. Use the specified fall-prevention equipment when working at height.
7. Do not operate any machinery/ powered equipment without formal training and registered authorization to operate.
8. Wear seat belts in a moving vehicle, including rear where fitted.
9. Never use a mobile phone while driving a motor vehicle or working with mechanized equipment.
10. Do not drive or work under the effect of drugs or alcohol.
2.3 Ten Commandments
DISHA
Lighting up Lives! 4
3. 1 An Introduction to the Indian Power Sector
During the period 2013-17 average economic growth rate has been projected at 9% per annum. To sustain this economic
growth power sector has also to grow by 9%. To cater to the needs of economy growing at the average rate of 9%, providing
reliable, affordable, secure and sustainable energy, possible options include maximizing domestic production,
diversifying the fuel mix and the source of supply and maintaining sufficient reserves. To revamp the Power Sector,
number of path breaking initiative have been taken in the recent past, both in terms of policy pronouncements and
programmes ranging from bringing about efficiency in generation segment through introduction of super critical
technology to penetration of commercial energy in the rural areas and consolidation of electricity delivery system. In the
long term perspective for fueling the likely installed capacity of 800 MW by 2031-32, coal is to remain mainstay in the
overall fuel mix for power generation in the country.
Presently the Indian power Sector is facing three evident challenges: availability, accessibility and sustainability. India’s
Energy Architecture is straining under the weight of the 95% increase in the energy demand over the past two decades.
Fluctuations in the delivery price of the energy have cascading effect on the growth process itself. Despite around 58000
MW Capacity Addition over the past five years, peak demand deficits are likely to remain worryingly high during 2012,
ranging from 5.9% in the North-Eastern Region to 14.5% in the southern region. In some states, these deficits run at over
40%. Put simply, India lacks the capacity to deliver sufficient supply due to shortfall in fuel supply.
With the biggest rural population in the World, India faces a huge accessibility challenge. A quarter of the population does
not currently have access to electricity.
The country has a responsibility to achieve its growth trajectory in an environmentally sustainable manner. The challenge
is significant. Crisis in the conventional energy sector is building up and there is increased awareness about potential risks
of current technologies. Coal prices have gone up manifold and now there is a question mark over the availability of coal.
The risks involved in nuclear energy have become evident thanks to the catastrophe in Japan. So focus of the Indian Power
Sector is shifting to the Renewable Sources which are clean, safe and are available in abundance. As a matter of fact, during
the last 10 years, while nuclear power has contributed only about 5000 MW, wind energy alone has contributed more than
10,000 MW. Despite having made such significant progress in renewables, India still remains the fourth largest emitter of
Greenhouse gases.
3.2 National Power Scenario
The electricity generation during the financial year 2011-12 has been 876.43 BU with a growth rate of 8.05 % over same period last year. Last year, the corresponding growth rate was 5.56 %. The thermal generation during the financial year has been 708.45 BU with a growth rate of 6.53% over same period last year. Last year, the corresponding growth rate was 3.82 %. The electricity generation during the year from coal based thermal power stations has been 584.58 BU with a growth rate of 9.20% over same period last year. Last year, the corresponding growth rate was 4.0 %. Availability and quality of coal & availability of gas for power sector continued to be critical input for thermal generation growth. The coal stock of 32 TPS remained critical (less than 7days) on the last day of March’2012. In view of improved generation by coal based TPS, Nuclear and Hydro power stations, the requirement for costly power from gas, liquid fuel and DG sets reduced.
The PLF of coal based thermal generation reduced to 73.46% during April’11-March’12 from PLF of 75.25% achieved during April’10 - March’11. Many of the newly commissioned units could not maintain the PLF on account of various problems which include Coal shortages, transmission constraints etc. Some new units of IPPs, although commissioned, were unable to achieve the current year national average PLF of 73.29% on account of inherent stabilization problems.
Fuel-Mix
Coal based capacity, 112022 MW, dominates the total installed capacity with a share of about 56%, followed by Hydro and Gas with 20% and 9% respectively. The contribution of Renewable energy (Solar, Wind, Small Hydro, and Biomass) in the present mix is about 12%.
DISHA
Lighting up Lives! 5
Region-wise Capacity Break-up
The capacity tied-up for Western Region is around 64394 MW, which is highest in all the regions. The Eastern Region capacity is about 26286 MW, which is mainly comprised of coal and hydel as the fuel-mix. The Region-wise and Category-wise break-up of installed capacity is given below:
TABLE 1: INSTALLED CAPACITY (FUEL-WISE AND SECTOR-WISE) TILL 31ST MARCH, 2012
% Share
Thermal 65.80
Coal 56.12
Gas 9.08
Diesel 0.60
Hydro 19.53
Nuclear 2.39
Renewables 12.27
100
Installed Capacity (MW) as on 31st March, 2012
112,022.38
Installed Capacity (MW) as on 31st March, 2012
Fuel Wise Break-up MW
131,353.18
18,131.05
Total Installed Capacity
18,131.05
1,199.75
38,990.40
4,780.00
24,503.45
199,627.03
MW % Share
State 85,668.65 42.91
Private 59,682.63 29.90
Central 54,275.75 27.19
199,627.03 100
Installed Capacity (MW) as on 31st March, 2012
Sector-wise Break up
Total Installed Capacity
*Captive Capacity Connected to Grid is 19,509.49
CHART 2: FUEL-MIX IN INSTALLED CAPACITY
56%9%
1%
20%
2% 12%
Coal
Gas
Diesel
Nuclear
Hydro
Renewable
TABLE 2: REGION-WISE & CATEGORY-WISE BREAK-UP OF INSTALLED CAPACITY MW
Hydro R.E.S.@
Coal Gas Diesel Total (Renewable) (MNRE)
1 Northern 28357.5 4171.26 12.99 32541.8 1620 15122.75 4391.4 53675.9
2 Western 38924.5 8254.81 17.48 47196.8 1840 7447.5 7909.95 64394.2
3 Southern 22882.5 4690.78 939.32 28512.6 1320 11338.03 11569.3 52739.9
4 Eastern 21797.9 190 17.2 22005.1 0 3882.12 398.71 26285.9
5 N. Eastern 60 824.2 142.74 1026.94 0 1200 228 2454.94
6 Islands 0 0 70.02 70.02 0 0 6.1 76.12
7 All India 112022.4 18131.1 1199.75 131353 4780 38990.4 24503.5 199627
ThermalTOTAL Nuclear SL. NO. REGION
Captive Generating capacity connected to the Grid (MW) = 19509
@ = Renewable Energy Sources (RES) includes Small Hydro Project (SHP), Biomass Gas (BG), Biomass Power (BP), Urban & Industrial waste Power (U&l) and Wind Energy
DISHA
Lighting up Lives! 6
All India Demand-Supply Scenario
Against the energy requirement of around 933 BUs only about 837 BUs were supplied during the year, leading to an energy deficit of around 10.3%. Also, against the against the peak demand of 136,193 MW only 118,676 MW could be met, leading to an average peak deficit to 12.9%. The peak and energy deficit during last two decades has averaged about 11450 MW and 8~9% respectively. The peak and energy deficit trend has been elaborated in the chart below.
CHART 3: PEAK & ENERGY DEFICIT TREND
0
2
4
6
8
10
12
14
02000400060008000
100001200014000160001800020000
Peak Deficit Energy Deficit(%)
TABLE 3: PEAK DEMAND VS PEAK SUPPLY
Period
Peak Demand (MW)
Peak Met (MW) Surplus/Deficit
MW %
FY 02-03
81492
71547
-9945
-12.2 FY 03-04
84574
75066
-9508
-11.2
FY 04-05
87906
77652
-10254
-11.7 FY 05-06
93255
81792
-11463
-12.3
FY 06-07
100715
86818
-13897
-13.8 FY 07-08
108866
90793
-18073
-16.6
FY 08-09
109809
96785
-13024
-11.9 FY 09-10
119166
104009
-15157
-12.7
FY 10-11 126951 111533 -15418 -12.1 FY 11-12
136193
118676
-17517
-12.9
TABLE 4: ENERGY REQUIREMENT VS ENERGY AVAILABILITY
Period Energy Requirement
(MUs)
Energy Availability
(MUs)
Surplus/Deficit
MUs %
FY 02-03
545983
497890
-48093
-8.8 FY 03-04
559264
519398
-39866
-7.1 FY 04-05
591373
548115
-43258
-7.3 FY 05-06
631757
578819
-52938
-8.4 FY 06-07
690587
624495
-66092
-9.6 FY 07-08
739345
666007
-73338
-9.9 FY 08-09
645789
574562
-71227
-11.0 FY 09-10
830594
746645
-83949
-10.1 FY 10-11 876856 784006 -92850 -10.6 FY 11-12
933741
837374
-96367
-10.3
DISHA
Lighting up Lives! 7
3.3 Eastern Region Power Scenario
The present tied-up installed capacity of Eastern Region is about 25594 MW of which about 82% is coal based. The power
availability in the region was 97294 MU against the requirement of 105461 MU during 2011-12, leading to an energy
supply deficit of 7.7%. Although there has been an increase in the Energy Availability by 8% the Energy Deficit has
increased from 4.3% to 7.7%. However, considering the All India energy deficit of about 8-9%, the Eastern region has
performed fairly at 4.3% energy deficit.
TABLE 5: EASTERN REGION POWER SUPPLY STATUS -2011-12
Requirement Availability
MU MU MU %
Bihar 13,706 11,210 -2,496 -18.2
DVC 18,054 16,668 -1,386 -7.7
Jharkhand 7,346 6,540 -806 -11.0
Orissa 25,430 21,511 -3,919 -15.4
West Bengal 40,429 40,421 -8 0.0
Sikkim 496 944 448 90.3
Total 105,461 97,294 -8,167 -7.7
Surplus/DeficitEastern Region
Jharkhand have registered higher deficit than the average for the entire Eastern Region which is a matter of concern for
the State. Tata Power contributes largely to the Generation Capacity of the State being the major Private Player in the
State. As per Jharkhand’s Electricity Generation Plan for FY 2013, Tata Power would contribute around 44.5 % of the State’s
generation, the highest among any other player. The details of Jharkhand State Electricity Generation Plan for FY 2013 is
produced in the Table below
TABLE 6: JHARKHAND STATE ELECTRICITY GENERATION PLAN FY 2013
Utilities UoM Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 FY 13
Patratu TPS MW 68 68 68 70 70 73 72 73 74 71 68 75 850
Tenughat TPS MW 240 240 230 155 155 230 240 240 250 250 230 240 2700
Total MW 308 308 298 225 225 303 312 313 324 321 298 315 3550
Tata Power, Jojobera MW 268 272 265 260 260 252 266 262 216 275 250 231 3078
Usha Martin MW - - - - - - - 59 59 59 56 59 292
Total MW 268 272 265 260 260 252 266 321 275 334 306 290 3370
Jharkhand Total MW 576 580 563 485 485 555 578 634 599 655 604 605 6920
Jharkhand State Electricity Generation Plan FY 2012-13
State
Private Utilities
DISHA
Lighting up Lives! 8
3.4 Indian Coal Industry
The Union Coal Ministry had advocated the change of pricing mechanism of Coal India Ltd in October 2011. Earlier the
prices were decided based on the seven useful heat value (UHV) -based grades, an Indian nomenclature developed in
1970’s. CIL had been planning a changeover to GCV-based sales since 1998. An earlier attempt was made in 2008 which
received severe opposition by the power sector.
Coal India Limited (CIL) has migrated to a new system for pricing its non-coking (NC) coal on the basis of Gross Calorific
Value (GCV) w.e.f. from January 01, 2012. Till December 2011, the company used to follow the Useful Heat Value (UHV)
based method to price its NC coal. The revised mechanism is more in line with the international system as against the
previous mechanism, which was an old method and depended on moisture and ash content through the application of an
empirical formula. Prices of coking coal would not change under the new mechanism.
The revised pricing system has divided the entire spectrum of GCVs into 17 bands, from 2200 kilo calorie per Kg (Kcal/Kg) to
7000 Kcal/Kg and above, in intervals of 300 Kcal/Kg, as against 7 grades (A to G, from 3200 Kcal/Kg to 6400 Kcal/Kg and
above) that had existed under the previous UHV based pricing system.
Table 1: Proposed GCV Based Coal Pricing
1 >7000 4900 4100 33% 26% 20% 4900 3690 to 4100 33% 26% 20%
2 6701-7000 4690 3690 to 4100 27% 20% 14% 4690 3690 to 4100 27% 20% 14%
3 6401-6700 4460 3690 to 4100 21% 15% 9% 4460 3690 to 4100 21% 15% 9%
4 6101-6400 4130 3590 to 3990 15% 9% 4% 4130 3590 to 3990 15% 9% 4%
5 5801-6100 3990 3590 to 3990 11% 5% 0% 3990 3590 to 3990 11% 5% 0%
6 5501-5800 2940 1050 to 1860 180% 102% 58% 3430 1370 to 2420 150% 81% 42%
7a 5401-5500 2060 1050 to 1860 96% 42% 11% 2750 1370 to 2420 101% 45% 14%
7b 5201-5400 2060 880 to 1610 134% 65% 28% 2750 1140 to 2090 141% 70% 32%
8 4901-5200 1890 880 to 1610 115% 52% 17% 2520 1140 to 2090 121% 56% 21%
9a 4801-4900 1680 880 to 1610 91% 35% 4% 2230 1140 to 2090 96% 38% 7%
9b 4601-4800 1680 730 to 1090 130% 85% 54% 2230 950 to 1420 135% 88% 57%
10 4301-4600 970 730 to 1090 33% 7% -11% 1460 950 to 1420 54% 23% 3%
11a 4201-4300 880 730 to 1090 21% -3% -19% 1320 950 to 1420 39% 11% -7%
11b 4001-4200 880 570 to 870 54% 22% 1% 1320 740 to 1130 78% 41% 17%
12 3701-4000 630 570 to 870 11% -13% -28% 1010 740 to 1130 36% 8% -11%
13a 3601-3700 630 570 to 870 11% -13% -28% 1000 740 to 1130 35% 7% -12%
13b 3401-3600 630 430 to 700 47% 12% -10% 1000 560 to 910 79% 36% 10%
14a 3201-3400 620 430 to 700 44% 10% -11% 990 560 to 910 77% 35% 9%
14b 3101-3200 - 620 - - - 990 - - -
15 2801-3100 - 620 - - - 870 - - -
16 2501-2800 - 550 - - - 780 - - -
17 2201-2500 - 480 - - - 680 - - -
D
E
F
Non-Graded
Non-Core Sector
New (GCV Based) Rs/
tonne^
Previous (UHV
Based) Rs/ tonne^
A
Sl. No.
Core Sector (Power/ Fertilizer/ Defence)
New (GCV Based)
Rs/ tonne^
Previous (UHV Based)
Rs/ tonne^
From
lowest
price
From
middle
price**
Coal GradeGCV Band*
(kcal/ kg)
% Change
From
highest
price
From
lowest
price
From
middle
price**
From
highest
price
% Change
Non-Graded
G
C
B
Source: CIL Price Chart dt. 26.02.2011 and 31.12.2011^indicates mine-head prices, excluding various duties and other charges*at 5% moisture level; **average of the highest and lowest price
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Lighting up Lives! 9
Since CIL has a near monopoly position in the domestic coal market, with a market share of around 80%, the new prices
would be applicable to almost all Non Coking coal consumers in the country. It is noted that the migration to the GCV based
system would lead to different price increases for different grades of coal, and therefore the impact on various companies'
coal costs would also be different. In the absence of adequate data at this stage on CIL's product mix across the new GCV
bands, it is difficult to arrive at the exact impact on various coal consumers. However, a study of the revised price bands
enables one to make a few critical inferences as listed below.
lPrice of erstwhile A, C and D grades of coal are likely to be impacted significantly. Cumulatively, these grades
contributed around 19%-23% of the total NC coal dispatch volumes between 2006-07 and 2009-10. Additionally,
within each of the grades between A and D, the price would increase the most in the highest GCV band for that
particular grade, and would decrease progressively along lower GCV bands within that particular grade. Prices of
the medium grades (C and D) are likely to increase quite steeply. A significant proportion of this coal is used by non-
core industries including sponge iron and cement. As per quick calculations, coal costs account for around 25% of
the total operating costs of a sponge iron manufacturer having 100% coal linkage from CIL (this would however
vary, depending upon factors like the distance of the plant from the coal mine). Similarly, the share of coal costs in
the total operating cost of a cement player would be around 30% (cost of power could be another 15% or so from a
coal based captive power plant, if the cement plant has any). Consequently, a sharp increase likely for these two
grades would impact the cost structure of sponge iron and cement players significantly, more so since prices are
higher for the non-core sectors. Nevertheless, given the coal shortage scenario that has been prevailing in the
country in recent years, many non-core players were dependent anyway on costlier coal procured from e-auction
and/or imports, and the overall impact of the revised coal price on their cost of operations would be limited to that
extent.
lThe power sector is the largest consumer of NC coal, accounting for around 73% of CIL's volumes in 2010-11. The
impact on the power sector, which is the primary consumer of E and F grade coal, is expected to be mixed. The price
rise could be quite sharp for the highest GCV bands within the E and F grades. However, moving towards lower GCV
bands within E and F grades, the effect would be mixed across various collieries. Consumers which were procuring E
grade from Western Coalfields Limited (WCL) and F grade from Eastern Coalfields Limited (ECL) at higher prices
earlier would now stand to benefit if they get to procure coal from the lower GCV band within the respective
grades. For other consumers, the impact would be adverse. However, many power producers buy higher grade coal
for blending with the inferior E and F grades, and the overall impact on their fuel costs would be impacted because
of the rise in the prices of coal in the grades A to D.
lCaptive power plants would not be eligible for being classified under the core sector. Consequently, power costs of
companies in energy intensive industries including primary aluminium, cement and steel, many of which have coal
based captive power plants, primarily using E and F grade coal, would witness some pressure on their production
costs going forward, especially considering the fact that the premium for the non-core sector consumers have been
increased under the revised system. For instance, power cost would typically account for around one third of the
total smelting cost of a primary aluminium producer, and an increase in coal costs would exert pressures on its
profitability of operations.
lCore sector consumers of Mahanadi Coalfields Limited (MCL), South Eastern Coalfields Limited (SECL) and
Northern Coalfields Limited procuring C, D and E grade coal would be impacted to a greater extent, since in the
previous regime, prices of coal for the above grades charged by these three mining companies were lower than the
same charged by the other four subsidiaries of CIL. The revised pricing mechanism being uniform across coal mining
companies, the extent of price increase for these consumers would be relatively higher.
CIL is currently in the process of ascertaining the GCVs of its coal produced from different collieries, and it is expected the
revised prices to be implemented once this process is concluded. Despite the possibilities of substantial price hikes for
various coal consumers as explained above, the possibility of grade slippages remains following the completion of the GCV
estimation process, in which case the extent of price rise for a particular coal mine would be moderated to an extent. A
clearer picture would only emerge once CIL comes out with the results of the calibration exercise.
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Lighting up Lives! 10
3.5 Regulatory Scenario
Scenario till FY 2010-11
The installed capacity of Jojobera Plant is 427.5 MW, comprising of one unit of 67.5 MW and three units of 120 MW. Unit 1
at Jojobera was commissioned in 1997 and Unit 2, 3 and 4 were subsequently commissioned in the year 2001, 2002 and
2005 respectively. The Generation Business Model for the Plant till FY 2010-11 is as follows.
TABLE : GENERATION BUSINESS MODEL TILL FY 2010-11
Unit Capacity Beneficiary Type Commercial Arrangement
Returns Value Drivers
1 67.5 MW Tata Steel Works CPP PPA driven Saving on agreed terms
+
PLF Incentive
PLF, Operational Efficiency
2 120 MW Tata Steel Distribution
IPP PPA driven (Tariff
Determined by JSERC)
3 120 MW
4 120 MW Tata Steel Works CPP PPA driven
Till 2010 the Tata Power, Jojobera was selling power to Tata Steel Works and Tata Steel Distribution at a Tariff determined
through the Power Purchase Agreements (PPA).
Present Scenario
Under the present scenario, the Regulations stipulates an assured return of 15.5% through ROE (Return on Equity), but
significant revenue losses are expected when compared to the PPA norms.
TABLE 2: GENERATION BUSINESS MODEL FY 11-12 ONWARDS
Unit Capacity Type Beneficiary Commercial
Arrangement
Returns Value Drivers
1
67.5 MW CPP Tata Steel
Works PPA driven Saving on
agreed terms + PLF Incentive
PLF, Operational
Efficiency
2
120 MW
IPP
Tata Steel Distribution
JSERC Tariff
Regulations + Firm Sale Offer
Saving on Norms +
Availability-Based Incentive
Operational Efficiency
3
120 MW
IPP
4
120 MW
CPP
Tata Steel Works
PPA driven
Saving on agreed terms + PLF Incentive
PLF, Operational
Efficiency
However, under the Regulated regime, very high level of Operational Efficiency is required to maintain the Station Heat
Rate (SHR) at 2567 and 2577 Kcal/Kwh. Any loss in SHR would cause a tangible loss in the form of unrecovered Energy
Charges.
Key Features of JSERC Tariff Regulations 2010 (Applicable for Jojobera Units 2 & 3)
Overview
• These Regulations will be valid during the Control Period FY 12-13 to FY 15-16 with FY 11-12 as the Base Year & FY 10-11
as Previous Year.
• ARR for FY 11-12 would be based on Annual Tariff Structure Framework & ARR for FY 12-13 to FY 15-16 would be based
on MYT Framework.
• Business Plan is to be submitted prior to the commencement of the Control Period.
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Lighting up Lives! 11
• Annual Performance Review (APR) Petition with Provisional Truing-up is to be submitted during each year of the
Control Period.
• Final Truing-up would be done by Hon'ble JSERC at the end of the Control Period.
• No sharing of loss or gains on Controllable items. Genco is to retain the financial gains or bear the financial losses.
• Additional Capitalization after COD to Cut-off Date and that after Cut-off Date is allowed.
• RoE (Post-Tax) at 15.5% is admissible on flat basis. RoE is to be grossed-up by applicable Tax Rate.
• Favourable norms on Interest on Working Capital for Jojobera Unit 2 & 3 compared to the norms in existing PPA (valid
till FY 10-11).
• O&M Expenses for Transition Year (FY 12) would be as per JSERC Tariff Regulations 2004 & that for Control Period
would be as per Audited Accounts & estimates submitted for the Control Period.
• New rates for Depreciation of Assets defined.
• LDO is a part of fixed cost and is recoverable only upto Normative Availability.
• Stricter Operational norms imposed on Jojobera Units 2 & 3.
• Recovery of full Capacity Charges is allowed upon achievement on Normative Plant Availability.
• Incentive would be a circular function of Annual Fixed Charges and would be admissible upon achievement Plant
Availability beyond the Normative Plant Availability.
• Fuel Price Adjustment (FPA) Mechanism firmed up.
• Variation in scheduled Generation would be adjusted through UI Mechanism.
• Annual Fixed Charges
Jharkhand State Electricity Regulatory Commission through the Tariff Order for FY 2011-12 directed Tata Power to file the
next Petition along with Business Plan for FY 2012-13 to FY 2015-16 based on the MYT Tariff Framework specified in JSERC
Generation Tariff Regulations 2010, Truing-up for FY 2010-11 and Annual Performance Review (APR) for FY 2011-12.
Regulation 6.3 of Generation Tariff Regulations, 2010 stipulates the following:
“ 6.3 The Multi Year Tariff framework shall be based on the following:
(a) Business Plan of the Generating Company (plant wise separately) for the entire Control Period to be
submitted to the Commission for approval, prior to the start of the Control Period;
(b) Applicant's forecast of expected tariff for sale of power for each year of the Control Period, based on
reasonable assumptions of the underlying financial and operational parameters, as submitted in the
Business Plan;
(c) Trajectory for specific parameters stipulated by the Commission, where the performance of the Applicant is
sought to be improved through incentives and disincentives;
(d) Annual review of performance which shall be conducted vis-à-vis the approved forecast;”
The MYT Business Plan for Units 2 & 3 for the Control Period FY 2012-13 to FY 2015-16, duly approved by the Board of
Directors of Tata Power, has been submitted to the Jharkhand State Electricity Regulatory Commission on 2nd December,
2011. The MYT Business Plan consists of the following:
o Capital Investment Plan
o Financing structure of Capital Schemes
o Operational Performance Targets,
o Fuel Procurement Plan,
o Ash Management Plan
o Outage Scheduling and Shutdown Plan
The MYT Petition as submitted by Tata Power to the Hon'ble Commission for Units 2 & 3 for the Control Period FY 2012-13
to FY 2015-16 reflects the impact of the Business Plan through computation of Generation Tariff. Thus the MYT Petition
computes the projected tariff of the four years of the Control Period FY 2012-13 to FY 2015-16 based on the above Plan
pertaining to Capex, O&M, Fuel Procurement, Ash Management, Generation and Outage Scheduling. The Control Period
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Lighting up Lives! 12
will commence from 1st April, 2012 and extend till 31st March 2016. The Commission would review the performance of
the Units annually vis-à-vis the approved forecast. Such MYT Business Plan and Tariff Petition approval would be based on
the guiding principles as specified in the Generation Tariff Regulations, 2010.
Annual Fixed Charges
Elements JSERC Tariff Regulations 2010 Remarks
Depreciation 5.28% (On Plant & Machinery) Balance depreciable value (after Cumulative Depreciation reaches 70%) after 12 Years from COD shall be spread over the balance Useful life of the assets.
Interest on Loan
Weighted average Rate of Interest on average outstanding loan -
Depreciation
being the deemed repayment.
2/3rd gain on re-financing the loan to be retained by Genco.
Interest on Working Capital
Coal Stock for 2 months, LDO stock for 2 months, Receivables for 2 months (upto Normative Availability), O&M Expenses for 1 month, Maintenance Spares @20% of O&M Expenses
Working Capital is to be computed at Normative Availability.
Interest Rate would be SBI PLR prevailing at the start of the Control Period.
O&M Expenses
-2.5% of Capital Cost with 6% escalation YoY –
for FY 12
-Staff expenses, R&M and A&G Expenses based on audited accounts –
for MYT
For the Control Period FY 13-16, O&M Expenses would be approved based on submitted audited accounts & Business Plan.
Return on Equity
15.5% (Post-Tax).
Post-Tax RoE to be grossed by applicable Taxes to arrive at the Pre -Tax RoE. No separate Income Tax recovery.
Incentive
AFC*((Actual Availability/Normative Availability)-1)
Incentive for actual availability >85% and disincentive for actual availability<85%.
LDO Cost
@1 ml/Kwh upto Normative Availability
Sharing of Gain/Loss out of LDO Consumption @50:50.
Energy Charges
Energy Charges consist of Coal Cost and would be computed based on:
• Normative Heat Rate, Auxiliary Power Consumption, Estimated Gross Calorific Value and Landed Cost of Fuel.
• Recovery of Energy Charges would be based on scheduled ex-bus energy for the month & approved Energy
Charges per unit with Fuel Price Adjustment (FPA).
• No recovery of Energy Charges beyond specified Operational Norms.
• Efficiency (Heat Rate) & Aux Power Gains are to be retained by Genco.
• Fuel Cost is no more pass-through for Jojobera Units 2 & 3. Recovery of Energy Charges would depend on
Operational Efficiency
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Lighting up Lives! 13
Performance Targets
The Commission shall set targets for each year of the Control Period for the items or parameters that are deemed to be
“controllable” and which include:
(a) Gross Station Heat Rate;
(b) Normative Annual Plant Availability Factor;
(c) Auxiliary Energy Consumption;
(d) Secondary Fuel Oil Consumption;
(e) Operation and Maintenance Expenses;
(f) Financing Cost which includes cost of debt (interest), cost of equity (return);
(g) Depreciation.
Norms of operation
The values for operational norms for the existing generating stations have been decided, based on the past operational
data of these plants. The norms of operation for Jojobera Units 2 & 3 are as provided below.
Unit 2
Parameters 2011-12 2012-13 2013-14 2014-15 2015-16
Normative Annual Plant Availability
Factor (%) 85% 85% 85% 85% 85%
Gross Station Heat Rate (kCal/kWh))
2567
2567
2567
2567
2567
Auxiliary Consumption (%)
10.00%
10.00%
10.00%
10.00%
10.00%
Secondary Fuel Oil Consumption
(ml/kWh)
1.00
1.00
1.00
1.00
1.00
Unit 3
Parameters 2011-12 2012-13 2013-14 2014-15 2015-16
Normative Annual Plant Availability Factor (%) 85% 85% 85% 85% 85%
Gross Station Heat Rate (kCal/kWh)) 2577 2577 2577 2577 2577
Auxiliary Consumption (%) 10.00% 10.00% 10.00% 10.00% 10.00%
Secondary Fuel Oil Consumption (ml/kWh) 1.00 1.00 1.00 1.00 1.00
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Lighting up Lives! 14
4.1 - Jojobera SWOT Analysis
Strengths
Opportunities
Threats
lO&M Excellence.
lYoung & Dynamic Workforce.
lEmployees are accustomed with all types of Businesses (CPP, IPP & MPP).
lExperience in Blast Furnace Gas fired Plants
lSecured Supply of Fuel
lLong Term PPA with Customer
lAdvantage of location of Plant (inside Tata Steel Works)
lSafety norms are in place
lCapability of Ash Management
lGreen Plant, relation with OEM for machineries, flexibility of present operations, continuous supply of fuel, prototype equipment, high plant availability, ISO 9001, 14001 & OHSAS 18001-Certified, high employee engagement and satisfaction.
lLower generation cost, lower variable cost, higher preference in MOD due to green plant, minimum working capital
lLocational advantage (road, rail, port, vicinity to metro city, industrial hub).
l
Technology
lAsh disposal and stringent environmental norms.
lOpen access may lead to access of other players.
lSingle location for ash pond
lDelay in supply of Critical Spares by OEM
lStringent Regulatory Norms.
lCoal Cost and Quality.
lCommunity activism due to undesirable political intervention
lIncreased O&M cost due to Wage Revision and high Spares Cost.
Obsolescence of
l
lLegacy of TATA Group, Collaboration with other TATA Companies, Strong PRI and hence fund mobilization, Creation of sustainable livelihood and strong AA program.
lIncreased Demand due to Expansion of Tata Steel (Customer)
lBusiness opportunity due to availability of Surplus gas from Tata Steel (Supplier)
lEnhancing profitability due to ageing of existing power generating units of Tata Steel
lAvailability of competent Vendors in nearby location
lAvailability of land for ash disposal & utilization
lUtilization of new technology for monitoring & improving Plant performance
Partnering with Customers
Weakness
l
lGeneration independent connectivity with grid
lLand lease issue
lAsh pond holding capacity
lDependancy on single fly ash user
lFluctuation of Pressure in BFG and COG Line, choking due to deposition, restricting generation
lLow average exposure & experience
lLow average exposure & experience
lOpen coal yard affecting coal utilisation in monsoon season
lDemurrage charges
Transit loss of coal
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Lighting up Lives! 15
4.3 Critical Success Factors
Sl. No.
Leadership in renewables play
Advocacy for regulatory reforms
Securing land and water for various projects
Success of investments in new technology
Identifying and closing early global opportunities in appropriate geographies
Improving competencies of current businesses
Delivery capabilities at benchmark rates
Speedy new business development with improved bid success rate and comprehensive risk management
Securing and retaining new customers
CSF-1
CSF-2 CSF-3
CSF-4 CSF-5
CSF-6
CSF-7
CSF-8
CSF-9
CSF-10
CSF-11
CSF-12
CSF-13
CSF-14
Financial restructuring to unlock value for faster growth
Securing fuel for long term for various projects
Organizational transformation
Developing a strong leadership bench and select capabilities
Ensuring renewal of the distribution license in Mumbai region.
2012 - 13
4.5 Strategic Challenges
Sl. No. 2012 - 13
SC-1
SC-2
SC-3
SC-4
SC-5
Impact of climate change on regulatory environment
Slow pace and inconsistent regulatory reforms in distribution and coal
Securing fuel / Fuel security
Increasing community activism leading to issues of land acquisition and smooth running of our operations and project sites
Poor financial health of DISCOMs due to politicisation of the distribution sector
4.4 Strategic Advantages
Sl. No.
Operational expertise in delivering quality power with high degree of consistency
Secured coal mines for operational sustainability
Adaptability to absorb and willingness to invest in new technologies
Expertise in Project Management
Synergies through JVs and partnerships
SA-1
SA-2
SA-3
SA-4 SA-5
SA-6
SA-7
Large diversified Tata group with immense potential for synergy
Financial strength, together with a strong Tata brand, makes Tata Power a preferred potential partner and supplier
2012 - 13
4. 2 Strategic Intent
To be a 26,000 MW power company with 50 million tonnes per annum of energy resources by 2020
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Lighting up Lives! 16
4.6.1 Operational Challenges
Looking back to 2011-12, it certainly was a tough year economically for our business. In spite of many downslides, Tata Power Jojobera operation maintained its focus on Operational Excellence and which is proved through many milestone achievements and the few of those are the lowest ever forced outage rate ( .61 %) and maximum million units generation ( 3572.8 ) .
The year FY’13 is expected to be a year of operational challenges for Tata Power Jamshedpur Division. With the commissioning of Tata Steel 10 MTPA expansion project, all the units of the Division are geared up for operating at full capacity. This brings in higher responsibility on the shoulders of the Operation and Maintenance team in order to maintain higher reliability with minimum outages.
Additional Coal Requirement
The trend of increasing PLF is indicating the requirement of additional coal in FY’13. The existing MoU with Tata Steel WB colliery is for 20 Lacs tons/year. However, 6 lacs Tons of additional coal requirement has been estimated in the year 2012- 2013. It is planned to increase the quantity of supply from Tata Steel WB colliery to the tune of 24 Lakhs tons/year and the remaining quantity of the coal will be imported.
100% Ash Utilization
With the increased PLF of the station, the ash generation will also increase. Though the location of M/s Lafarge India Ltd. provides an opportunity of disposing fly ash at lower cost, during the monsoon period the less off-take of ash by M/s Lafarge and other infrastructure industries poses increased challenges of disposing ash to remote locations.
The division has planned to explore and implement the options of disposing ash to Ready-Mix Concrete (RMC) players.
Net Heat Rate of the Station
Government has notified Station Net Heat Rate for various Power Plants. The Station Net Heat Rate target for Jojobera has been fixed at 2908 Kcal/kwh which is in itself a challenge as the actual Net Heat Rate of the station is running at around 2964 Kcal/kwh.
To meet the challenge imposed by the Government in terms of Station Net Heat Rate, the division has planned out following action plans
lStorm Analyser to be assembled and commissioned.
l HP Cylinder efficiency of unit 4 is found to be on the lower side. It is planned to be attended in December 2012 during Annual Shut Down.
l Soot Blowing to be optimised in all units
Jojobera plant strives for an amiable relation with the surrounding communities by emerging as neighbor of choice. However there are several challenges in achieving this objective. Located in semi-urban settings, surrounding population of Jojobera plant is highly segmented and scattered which poses problem in identifying intended beneficiaries. The community in the vicinity is heterogeneous comprising lower middle class and marginalized population with large expectations from the Jojobera Power Plant and other neighboring industries.
Over the years, many settlements have sprouted very close to power plant and Fly Ash pond in JEMCO. These population group often have complaints related to operation of plant like noises, coal dusts, fly ash and waste water and expects plant to provide them civic amenities like free drinking water, roads & drainages, electricity, health camps , street lights , construction of school building and other such innumerable demands. Local governance has yet to take responsibilities in this regard.
Panchayat election has been conducted last year and panchayats are without government funds. After panchayat election, there has emerged a new set of leaders - the elected PRI members – who look at Tata Power and other companies for resources to cater to their constituency. There is also tendency of public representatives (PRI members) to take mileage out of our CR program. Further major demands from community is for infrastructure which requires large budget and long gestations.
4.6.2 Challenges in community relations:
4. 6 Challenges
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Lighting up Lives! 17
To address these challenges different CR plan catering to different population segments have been designed. For example, while homeo camp is organized in relatively well- off Govindpur, Mobile allopathic camp is organized in other pockets like Gadra & Krishna nagar where people are relatively poor. Similarly in electrified pockets electrical light are being given and for non-electrified pockets solar lights are planned. Though direct partnership with NGO has not been planned this year, CR activities are being carried out in partnership with other corporates and panchayat's representatives and civic society organization. There is also plan to achieve synergy and work with other corporates to jointly address the problem of infrastructures like roads etc. Other issues are addressed by initiating continuous dialogues with community leaders.
In today's scenario, all organisations – non profit, government, or private organizations Telephones and computers are no longer the only devices on employees’ desks. Blackberries, iPads, Android phones, owned not by the company but by the employees, are just as prevalent and frankly, as necessary for work as the devices have been authorized and distributed. Fifty percent of world population is under-30-years old age group. Generation Y is the first generation to grow up with technology; they experience technology even before romance enters their lives. They are digital natives – their whole social lives are on social networks. And that impacts their behaviors, attitudes and
expectations… especially their expectations toward future employers.
Jojobera has existing strength of 286 employees for Unit 1-5 & PH #6, out of which 49% of employees are of the age below 30 yrs, 44% between 30 and 45 yrs and 7% are more than 45 yrs of age. The biggest HR challenge for Jojobera is intersection of Organisational Goal with expectations of Generation Y.
Four strategic pillars of Tata Power are Operational Excellence, Execution Excellence, and Organisational Transformation & Focus on Sustainability. Human Resource is the key driver for the four pillars out of which 49% is driven by Gen Y. This has led to various other challenges faced by all departments.
Capability and Capacity building:
With the addition of Unit 5 and Power house # 6, there has been a substantial increase in the number of employees. Most of the new joinees are GETs recruited from various institutes. Their journey from Campus to Corporate is a challenge for division followed by on job training. Mismatch between desired state and actual happening is a major reason for attrition. Various training programs at IIT Kharagpur, NPTI, on-the-job training & system tours have been designed for capability building along with counselling sessions- MITRA and informal get-together of the departments through “Coffee with Manager”. Jojobera has been a place of people development for taking future responsibilities at Maithon, CGPL, Kalinganagar, Nellore etc.
Hygiene Factor:
Since inception, accommodation has been a major concern for Jojobera. Family accommodation has been managed by Tata Steel and Tata Motors quarters allotted to Tata Power on lease. Bachelor accommodation still remains unresolved although GET hostel has been started last year. Canteen and mess service for bachelors is another area of concern at workplace and hostel. Various options are explored for setting up of colony for employees along with facility of company-leased accommodations.
Engagement at workplace:
Fun at workplace is the mantra for retention of Gen Y. Role clarity, more responsibility, challenging task, world class office infrastructure, career road map is the aspiration of every Gen Y. At Jojobera, all these aspirations are met through involvement in Sankalp, SPS, LASER, QC and preparations of Q-12 action plans. Involvement in volunteering various CR activities has also helped them to be engaged. Various team-building programs, get-togethers, sports are organised from time to time.
Future Leaders:
Fast track career growth is the dream of Gen Y. Individual responsibility, power, multitasking and ownership is looked upon in every assignment. ACE, Succession planning and high pot identification caters to Gen Y expectation. Career map based on the findings is prepared and accordingly training is imparted for leadership development.
4.6.3 Human Resources Challenges
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5.1 Reduction of SPM in Flue Gas by injecting Anhydrous Ammonia
Need for Improvement of ESP Performance:lCoal Quality varies widelylOutage of ESP fieldslHigh Flue Gas Exit Temperature due to change of design coallFlow Rate and Distribution of Flue Gas.lConcentration & Size of Dust Particles.lTemperature & Moisture content in Flue Gas. lSO3 (Sulfur Trioxide) content in Flue gas.lAir Leakage in ESP.lUnburnt carbon percentage.lResistivity of Dust Particles.
Above reasons caused higher SPM than statute, 125 mg/Nm3, at times.Unit # 1, 2 & 3 SPM limit was 150 mg/Nm3 and Unit # 4 was 100 mg/Nm3. Unit # 5 has got conditional clearance to synchronise on bringing down the SPM level in Unit-1,2 & 3 to 75 mg/Nm3 and Unit-4&5 to 50 mg/NM3, to achieve a target of 65 mg/Nm3 for the station.
Prevailing Scenario for Upgrading ESP:lNo space / spare-able structural load for increase the size of ESP.lHigh cost involvement / outage time for increasing size of ESP.
Principle for Improvement of Collection Efficiency by AMMONIA DOSING.lNH3 with flue gas help to agglomerate and increase ash particle size. lReduce Resistivity of Dust Particles.
Aqueous Ammonia dosing system:We have started this system since 2001. Concentration of ammonia in this system is very low i.e. 20%. Dosing rate is also too high i.e. 16 litre/min which is a costly measure for reduction of SPM. With this system, it is not possible to reduce SPM level below 75 mg/Nm3. It is planned to carry out anhydrous ammonia dosing system trial.
Anhydrous Ammonia Dosing System: Experiments carried outlVarying the Ammonia dosing rate(1 ppm to 3 ppm)lWith different ash content of coallChange of distribution of flue GaslVarious Moisture content in flue GaslDifferent Temperature of Flue GaslDifferent Sulphur content of coallVarying Resistivity of flue Gas
Observation:lThere is an optimum flow rate of Ammonia for a range
of inlet dust burden. Hence it is very inexpensive i.e. 1 to 3 ppm (4 to 12 kg/hr) depending on coal quality & condition of ESP.
lThere is a maximum flow rate of Ammonia beyond which no effect observed.
lBetter the distribution of Ammonia in Flue Gas–better is the effect.
lAfter effect of Ammonia dosing, observed i.e. also within very limit of CPCB guideline.
Ammonia dosing system is being standardized Based on above observations.
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Lighting up Lives! 19
Air Purging Line
2 to 3 mm dia. nozzle
Bypass Valve
Ammonia Regulating
Valve
Ammonia Block Valve
Solenoid Valve
S
Flow Meter
Ammonia Injector
One Pass Duct Cross-Sectional View
15 NB Pipe
Other Pass
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Lighting up Lives! 20
Water Sprinkler
Ammonia Cylinder
Boiler
Pass-A
Pass-B
InjectorInjector
ID FanID Fan
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Lighting up Lives! 21
5.2 Construction of Coal Shed & Procurement of a new dozer and Loco
1. Scheme No: Description of Scheme
G.0121154 Construction of coal shed at CHP
NECESSITY OF THE PROJECT
The prime reason for commissioning the Coal Shed at Jojobera Station is to enhance the reliability and efficiency of
operation by containing the surface moisture of the Coal lying in the Coal Yard.
The coal lying in open Yard is prone to get moisture and other impurities. The situation gets aggravated during monsoon,
with the coal getting wet and sticky due to huge ash and mud content. The power generation can be maintained if the
supply of coal to the units is regular. The wet and sticky coal hampers the power generation as may not be supplied
consistently to the units.
BENEFITS OF THE PROJECT
a) Erection and commissioning of the coal shed in Jojobera will help in the reduction of moisture of middling coal
which will reduce our further stress upon operational and maintenance activities.
b) Reduction in the moisture content of middling coal would lead to operational efficiency of the boiler eliminating
flame failure , arching of coal in coal mills and coal pipes and chocking due to coal spillage (during monsoon).
c) Reduction in moisture would reduce the down time of machines hence would save the further loss of capital.
d) Reliable Operation of Units would result in saving of start-up oil.
e) Reduction in moisture would reduce the down time of Bulldozers which feed almost 7000MT of coal everyday
into the bunker under normal conditions. Due to heavy moisture content of the coal, loading of the dozer
increases which leads to building up of stress above the designed value inside the shafts and bearings of dozer
which leads to its breakdown.
2. Scheme No: Description of Scheme
G.0121146 Shunting Diesel Locomotive
NECESSITY OF THE PROJECT
Since the supply of Coal is sourced from different locations, at times there is simultaneous arrival of Coal rakes from
different Coal sources for unloading which creates bunching of rakes.
During such situations, Coal unloading is delayed and the Demurrage Cost increases. Technically, three no. of Shunting
Locos are required to carry a Rake of 58-59 wagons. Considering one no. of Loco for standby/backup requirement during
preventive maintenance or forced outage, as such, total requirement shall be of four Locomotives. It has been estimated
that, approximately 30% of Demurrage Cost accounts only due of non-availability of Shunting Locomotive.
BENEFITS OF THE PROJECT
a) Procurement of a new Locomotive will provide for the timely Preventive Maintenance of the Locos and hence the
maintenance cost is expected to be within control.
b) An additional Locomotive will also help in optimizing the unloading time thereby reducing the Demurrage Costs.
5.3 Storm Analyser
With increased concern on heat rate and aux power consumption, the need for better combustion inside the furnace increases. After various calculations, it is found that the loss in ignition and flue gas exit temperature loss are the two main losses which is attributing to lower boiler efficiency (higher heat rate). In the absence of instruments that could measure and indicate the combustion chemistry inside the furnace accurately, gets difficult to control the temperature inside the furnace.
The distribution of coal in all elevation, coal velocity and turbulence also play very important role in combustion process. Both actual combustion air and coal particle quality inside the furnace increases the loss in ignition. At present, only the coal particle sizes at various coal pipes are being measured.
The basic objective for installing the storm analyser is to know the air quality and temperature at various places in the furnace and flue gas path. It would give fuel-air velocity at various points in the coal pipes.
Measurements that Storm analyser can support
vLoss in ignition in fly ash and bottom ash
vFlue Gas Exit Temperature
vBoiler and Duct air leakage
vAir Pre heater Leakage
vMore Precise Primary Air flow measurement & control
vMore precise SA flow measurement & control and maintain Furnace Stoichiometric.
vReduction in spray water
vSuper heater and Re heater temperature
vBurner Tuning for better combustion
vAuxiliary Power Optimization
The Storm analyser kit consists of Forward Reverse Pitot tube
The Forward Reverse Pitot Tube can be used to determine the amount of airflow and velocities in a duct. This probe can be used for many applications; some typical tests are as follows:
- Measuring and balancing secondary airflow to wind box and burners
- Measuring primary airflow to each pulveriser
- Calibrating airflow measuring devices (airfoils, venturies, flow nozzles, etc.)
Standard Pitot tube
The Standard Pitot Tube is used for clean air, primary air, or particulate free airflow tests. It is the most reliable probe for velocity pressure measurement and uses a "K" factor of 1.
Furnace Temperature and Gas Measurement Equipment
High Velocity Thermocouple (HVT) Probe
High Velocity Thermocouple (HVT) probes are capable of measuring the flue gas and temperature levels in furnaces with access ports as small as 1-3/4". Each probe is fabricated from 304 and 316 Stainless Steel to resist corrosion.
Probes have an integrated sampling tube allowing for an analyzer to draw gas samples from the furnace for analysis (O2, CO, NOx - depending on the analyzer). A water-cooled jacket protects and cools the probe, while "Chicago" style fittings allow for fast and easy attachment of air and water to standard industrial connections.
High Velocity Thermocouple (HVT) Probe
High Velocity Thermocouple Kit
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Lighting up Lives! 22
The High Velocity Thermocouple (HVT); once a complete traverse of the furnace has been completed, plots of the data can be generated to determine if and where there is a problem with air in-leakage, secondary airflow or side-to side fuel in-balance in the furnace.
Probes have an integrated sampling tube that allows for an analyzer to draw a gas sample from the furnace (O2, CO, NOx - depending on the analyzer). A water-cooled jacket protects and cools the probe, while quick "Chicago" style fittings allow for fast and easy attachment of air and water to standard industrial connections.
High Velocity Isokinetic Coal Sampling Kit
Each coal sampling kit we sell comes with everything you need to draw a proper Iso kinetic sample from a fuel line and conduct a comprehensive pulveriser test for Optimum performance. With this kit, you will be able to perform clean air tests on each pulveriser as well as determine the static pressure and temperature, dirty air velocity, and fuel flow, airflow, & fineness in each coal pipe.
Boiler Exit Probe
The Boiler Exit Probe can be used further downstream in the rear convection pass from HVT testing. Since it does not require water or air supply lines, the Boiler Exit Probe is less cumbersome than the HVT probe, and it can be used in an environment up to 1,000°F. When used in conjunction with the HVT probe, the Boiler Exit Probe can be used to determine boiler air in-leakage, temperature stratification from the furnace to the stack or air heater leakage.
Gas Sampling Conditioner Kit
The gas conditioner is designed to provide for a clean, low moisture content gas sample to an appropriate analyzer such as the ECOM-AC. Cooling, filtration, and metering are accomplished with various components of the conditioner.
The STORM™ designed gas sample conditioner cools and dries gas samples to be analyzed. The pump installed in this gas sampler significantly reduces normal sample times, and also has been proven to extend the life of portable gas analyzers such as the ECOM and Teledyne models. The cost of this durable, effective gas sample conditioner has proven to pay for itself by reducing the cost of repairs to analyzers due to overworked pumps, fuel cells, and extended sampling times.
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Lighting up Lives! 23
5.4 Ash - A Resource Material
Fly Ash which was treated as a waste in past is now becoming a resource material. Power plants situated in coastal areas of
West Bengal, Maharashtra, Gujarat and Rajasthan, are selling Fly ash to cement plants in India and exporting to gulf
countries and Bangladesh.
Fly ash is a Pozzolana i.e. an inert siliceous material which, in the presence of moisture, will combine with calcium
hydroxide to produce a cementitious material with excellent Structural properties. At present, ash of Jojobera Power plant
is utilized in following areas:
1. Cement (Pozzolana Portland Cement) Production
2. Low lying area filling and Road Construction
3. Waste Land Development and Agriculture
4. Cenosphere Harvesting
5. Paints and Colour manufacturing
6. Bricks and Blocks manufacturing
7. Ready Mix Concrete
8. Mine Stowing
9. Abrasive Wheel manufacturing
10. Foundry mould
Some of the new areas where our ash will be utilized in future are:
1. Wood Substitute products
2. Artificial Granite and Pavers
3. Concrete Strength Enhance
4. Ready Mx Plaster
Central Electricity Authority has recognized us as one of the Thermal Power plant in India, achieved more than 90% ash
utilization target in the year 2011-12. Our plan for the financial year 2013 ash utilization in different areas is given below:
Cement
RMC & Bricks
& Paint
Road &
Low
lying
area
filling
Mine
Stowing
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5.5 SANKALP WAVE -2
Sankalp is an organizational initiative that was introduced in the year 2011 as Sankalp Wave I and has been cascaded down to various divisions. Group of people, known as Cross-functional Team, work in close association towards achieving the results of identified projects in a phase-wise manner.
thOn 19 March 2012, Wave II has been launched at Jojobera
Following 2 Projects have been under taken under Sankalp Wave II
lOptimization of Raw materials
lImprove Availability of Unit#2&3
Team Members:
lMr.S.S.Chatterjee
lMr.Atif Eqbal
lMr.Anant Behera
l Mr.Sarthak Pattanayak
l Mr.J.Soni
lMs.Usha Agrawal
Duration of Project
3-4 Months
Phase 0
Brainstorming
Phase 1
Database development and target setting
The duration of this phase is 1-2 weeks. During this phase team gathers facts and understands economics behind the subject. The basic objective of this phase is to understand of the project concept and opportunities therein thoroughly. Team set targets to achieve the goal.
Phase 2
Idea generation and evaluation.
The duration of this phase is 3-9 weeks. It deals with idea generation and evaluation. The basic objective of idea generation is to capture thoughts of bulk cross-section of the Jojobera team regarding the solution of the projects. Many communications & brainstorming session with different departments are being conducted to collect ideas and suggestions.
Phase 3: Decision Making
During this phase, team prepare presentation for steering committee and put forward all the ideas.
Phase 4: Implementation planning
In this phase, detailed planning for the implementation of ideas is being done.
Phase 5: Implementation of and track improvement.
The basic objective is implementation of approved ideas according to the schedule.
Project-1
Optimization of Raw materials
This project deals with optimizing fuel (LDO), water, lube oil & ammonia consumption. The project shall be worked upon in
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5.6 Effluent Treatment Plant
following ways :
lStudy the key benefits of optimizing these resources.
lPlant visit to Titagarh, CESC to be organised to gain knowledge regarding various methods followed towards optimization of optimization of oil.
lConduct brainstorming and communication sessions with different departments for idea generation.
lSet target against each of the raw materials based on the previous record and possibilities of optimization.
lDiscussion with various vendors like M/s.L&T, M/s.Kilburn Engineering, M/s.Duraweld Engineering etc to be conducted regarding feasibility and implementation of approved ideas.
lVarious pilot projects to be done.
Project-2: Improve Availability of Unit#2 & 3
The basic objective of this project is “Reduction of Unit#2&3 forced outages and improvement in Unit availability”. The same process of idea generation and target setting as stated above to be carried out. Sankalp team members along with maintenance department would then formulate various processes to increase the availability of different critical equipment to enhance Unit availability.
Objective
a) No discharge in the inland surfaces.
b) The Ash water which was being sent to drain after settling in the three ponds is now recovered for purification.
c) The system has been designed for generating treated water quality at par with Clarified water
Features
1. Inlet Water characteristics:
i. Total suspended solids (TSS) : 1000 ppm max.
ii. pH : 6.0 - 8.5O Oiii. Temperature : 18 C - 30 C
2. The normal design flow is 100 M³/Hr.
3. The plant is designed to work on gravity flow and treated water will be collected in a sump. This collected water is
pumped through a Dual media filter for its use in cooling towers.34. The scheme of stream of 100 M /Hr consists of :-
a. Stilling chamber to receive water from the existing Ash Pond – 1 no. (1.4m x 1.4m x 1.5m)
b. Parshall flume to measure the flow – 1no.
c. Flash mixer to mix water with added chemicals - 1 no. (1.4m x 1.4m x 1.4m)
d. Flocculator for forming Flock - 1no. (3.65m x 3.65m x 2.5m)
e. Tube settler type static clarifiers to settle out all settlable matter – 2 nos (Each Capacity 50 M³/Hr
(4.3m x 4.3m x 3.6m)
f. Chemical dosing system:
i. Alum dosing pumps – 2 no 3 (Solution Tank: Dia: 2 m, Cap: 5.78 M MSEP tank)
ii. Poly Electrolyte dosing pumps - 2nos.3 (Solution Tank: Dia: 1 m, Cap: 3.37 M MSEP tank)
iii. Lime for pH correction pumps - 2nos. 3 (Solution Tank: Dia 2.5 m, Cap: 6.38 M MSEP tank)
Each system is provided with agitators.
g. Clarified water collection sump (Filter water tank): 5.8m x 5.8m x 3m LD3h. Filter feed pump: 2 no, 120 M /Hr each (2W + 1S)
i. Pressure type dual media filter as per enclosed specification - 2nos. to filter clarified water to make
it suitable to use in cooling towers.
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Lighting up Lives! 26
With 2500 m, 250 mm dia pipe up to cooling tower (IS3589)3j. Blower: 2 no are provided to Backwash filters and also to agitate tube settler 400 M /Hr at 0.3
Kg/cm² each system to clean the clogged tube.
k. Flow totalizer is provided at the outlet of filter: 01 No
l. One common sludge thickener to receive the blow down from various units and to recover water
and return the same to ash pond or any other point: 1 no 6.1 m Dia x 3 MLD
m. Sludge pumps to deliver thickened sludge to designated area.
n. 6 nos. sludge pumps to transfer sludge from tube settlers and sludge thickener.
Process Layout of Effluent Treatment Plant System:
The Treatment System:
The Effluent Treatment Plant has been designed, supplied and commissioned at M/s. TATA POWER Ltd., Jojobera, for the
treatment of ash laden water generated from the plant. The wastewater flow rate considered for design from Ash Pond is 3100 M /Hr (with 10 to 15% excess non-steady load – not on regular basis) and the treated water to be used as make-up
water for Cooling Tower No. 2 and 3.
Considered below are the inlet effluent characteristics, with a process guarantee to obtain treated water having the below
mentioned specifications:
Sl.NO. DETAILS UNITS INLET EFFLUENT TREATED EFFLUENT
1. Flow M3/Hr 100 97
2. pH --- 6.8 - 7.5 7.0 - 7.5
3. Suspended Solids mg/lit < 1000 < 5
4. Type of Ash --- Bottom Ash + Fly Ash NA
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The treatment philosophy for “Effluent water treatment” in order to meet the guaranteed treated effluent,
water specifications should be as follows:
Treated water quality:
a) At the out let of tube settlers TSS – 50 ppm (max).
b) At outlet of Dual media filter TSS – 5 ppm(max)
thPlant commissioned on 15 Oct'2011
The plant designed by
VISHUDDHA ENVIROTECH
C-Wing, R.N.2,
Gr. Floor,
Tadeshwar CHS,
Bhagoji Keer Marg,
Behind paradise Cinema,
Mahim,
Mumbai – 400 016.
NOTE:
1. For the convenience of operation and ease of maintenance the tube settlers in each streams is split in to
two units of 50 M³/Hr each.
2. The bulk of system as envisaged are in RCC construction.
Month
Raw water
consumption
Unit 1-5(M3)
Unit 5 Raw
water
consumption
Generation Unit
1-4 ( MU)
Generatio
n Unit 5 (
MU)
Total
Generatio
n (MU)
Specific water
consumption Uni 1-5
(Ltr/KWHr)
Specific water
consumption Uni 1-4
(Ltr/KWHr)
April,11 1007963.85 329411 200.16 71.96 272.11 3.70 3.39
May'11 1039408 260387 225.67 63.75 289.43 3.59 3.45
June'11 1096100 270173 236.68 59.94 296.62 3.70 3.49
July'11 1054976 252873 256.39 64.33 320.72 3.29 3.13
Aug'11 1163120 295993 254.05 68.38 322.43 3.61 3.41
Sept'11 1025618 261323 224.88 56.93 281.81 3.64 3.40
Oct'11 1093726 278186 240.80 61.33 302.13 3.62 3.39
Nov'11 872380 150823 235.08 41.61 276.69 3.15 3.07
Dec'11 887865 197899 235.12 58.47 293.59 3.02 2.93
Jan'12 961722 201710 249.98 57.82 307.80 3.12 3.04
Feb'12 960729 174732 238.16 52.94 291.10 3.30 3.30
Mar'12 968845 184240 257.85 60.55 318.39 3.04 3.04
FY 11-12 12132452.85 2857750 2854.81 718.01 3572.82 3.40 3.25
0.00
1.00
2.00
3.00
4.00
April,11 May'11 June'11 July'11 Aug'11 Sept'11 Oct'11 Nov'11 Dec'11 Jan'12 Feb'12 Mar'12
Specific water consumption FY 12 Unit 1-5
Specific water consumption Unit 1 -5
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5.7 Greenolution
As per Greenolution initiative of TATA Power, Jojobera has planned to initiate several activities. Greenolution signifies the process and initiatives that TATA POWER would undertake towards ensuring a greener and sustainable planet.
As a part of this initiative, Jojobera has identified volunteers from divisional employees as Green heroes who will be owner of different programs enunciated under Greenolution.
The key programs that will run under Greenolution centrally as well at location/division level are:lCarbon Footprint Mapping and MonitoringlImplementation of 100% recycled paper usage lTree plantation at all our plants and site locationslSaving water at all our locationslSaving fuel through carpooling and other initiativeslWaste Management at our officeslEnergy conservation and efficiency initiatives at all our locations and outsidelReducing air travel and using web cast/video conferencing facilitieslParticipation in 'Clean your city' drives and campaign
The unit has planned to go about Greenolution initiative for different themes. Some of the plans are as:
Carbon Footprint Mapping and Monitoring: There is plan for encouraging every individual to estimate his/her carbon footprint. This will be done by tracking number of individuals from each department who are entering their carbon footprints. Departmental head will ensure that each one is mapping his/her carbon foot print on calculator on sangam.
This calculator is a quick, simple and accurate way of estimating your individual carbon footprint. This is to make all employees of Tata Power aware of their contribution towards the global problem of Climate Change and help them take measures to reduce their carbon footprint by adopting low carbon lifestyle .
Implementation of 100% recycled paper usage Jojobera division has initiated recycling of used papers as a part of Greenolution initiative. Used papers from all users are collected in Green bins and recycled outside thru management-approved contract to make writing pads which are very cheap. Our aim is to ensure 100% recycled paper usage so as to reduce wastages of papers and minimizing the cost of purchasing writing pads. The awareness for this initiative on using recycled papers is being populated amongst employees so that the target is achieved.
Tree plantation at all our plants and site locations: Tree Plantation is an integral activity under the “Green Manufacturing Index (GMI)”. Jojobera has plan for plantation of trees both inside plant and outside in the neighboring areas. A record of the number of saplings planted and survived (year-on-year) will be maintained by the location/Divisional Head with the assistance of the local Green Heroes.
Saving water at our location: To reduce water consumption and optimize it jojobera will continue with it efforts on both service water and water use for operational purposes. Wastes due to Leakages will be prevented and plant has also taken up the task of Water foot print mapping.
Saving fuel through carpooling and other initiatives: Those employees who are living in the same residential locations will be encouraged to pull cars and journey together.
Energy conservation and efficiency initiatives at our locations and outside: In sync with our organization wide initiative to Promote Energy conservation and efficiency amongst school children and surrounding communities -Jojobera has launched several activities.
Tata Power club Enerji Jojobera division has gone to schools and sensitized school students about the importance of saving energy. Some of these students have in turn gone to the society and explained their friends, relatives and neighbors about the need to curb the wasteful usage of power. As the demand for power in the country is steadily increasing and energy resources are being rapidly depleted, it is vital to involve our youth, as decision-makers of tomorrow, and join them in an initiative to avert a crippling power crisis.
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Like previous years, Jojobera division will continue to arrange sensitization sessions with students & will organize several behavior change communication in the form of rallies, pamphlets, street plays etc. along with the school children in order to emphasize on the judicious use of energy.
These students in turn will propagate efficient usage of energy to society at large and educate the society on climate change issues. Hence the students and the persons sensitized by them are spreading the messages to larger society and are becoming agent of behavior change.
Last Year our employees from Operation department went to many societies in the energy conservation initiative and made the residents aware about energy conservation and energy efficiency.
Reducing air travel and using web cast/video conferencing facilities: People will be encouraged to attend meetings through videoconferencing and air travel will be discouraged. Quality of Videoconferencing facilities will be maintained for this purpose.
Participation in 'Clean your city' drives and campaign: Jojobera would organize cleaning drive in which senior management staff would participate to encourage all employees to take part in such events which is being organized in city from time to time by various stakeholders like municipal corporation, NGOs and other civic society groups. School students from neighborhood and community members will be sensitized on cleanliness drive and responsible behavior.
5.8 E-Waste
In line with Corporate E-Waste Management Policy, Jojobera took an initiative to dispose E-waste. In the month of
February'2012 Jojobera division disposed 1 mt of E-waste to MOEF authorized vendor and also planning to dispose
another 1.5 mt in the next financial year.
SAFE DESTRUCTION CERTIFICATE
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6.1
Jo
job
era
AB
P F
Y 1
3 -
Op
era
tio
nal
Gro
ss G
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(MU
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6.4
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8.3
4
PLF
(%
)A
pri
lM
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Au
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mb
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2H
1O
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No
vem
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Dec
emb
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3Ja
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75.9
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76.8
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90.3
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88.5
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88.6
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91.3
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70.4
179
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83.1
8
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t 3
89.2
886
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88.9
388
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85.1
384
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86.4
585
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86.7
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86.4
590
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87.3
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85.4
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87.6
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87.4
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86.5
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84.6
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(%
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No
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emb
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97.3
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97.3
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93.5
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t 3
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99.3
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98.3
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95.1
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97.0
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99.3
319
.35
72.0
799
.35
99.2
999
.35
99.3
385
.55
91.3
2
Sta
tio
n9
8.0
89
8.0
49
7.7
19
7.9
49
4.4
59
4.4
59
4.7
49
4.5
59
6.2
49
5.8
19
7.5
27
6.9
09
0.0
09
8.6
69
8.5
28
1.4
39
2.6
89
1.3
29
3.7
9
Uni
t 2
(DC-
Gen
Term
inal
)99
.33
99.3
598
.33
99.0
195
.16
95.1
695
.00
95.1
197
.05
96.7
798
.33
99.3
598
.15
99.3
599
.29
35.4
877
.33
87.8
692
.47
Uni
t 3
(DC-
Gen
Term
inal
)96
.00
96.1
396
.67
96.2
693
.55
93.5
595
.00
94.0
295
.14
93.5
595
.00
99.3
595
.98
97.4
297
.14
99.3
598
.00
96.9
896
.05
Au
x P
ow
er (
%)
Ap
ril
May
Jun
eQ
1Ju
lyA
ug
ust
Sep
tem
ber
Q2
H1
Oct
ob
erN
ove
mb
erD
ecem
ber
Q3
Jan
uar
yFe
bru
ary
Mar
chQ
4H
2FY
12
Uni
t 1
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
012
.50
12.5
0
Uni
t 2
9.75
9.75
9.75
9.75
9.75
9.75
9.75
9.75
9.75
9.75
9.75
9.50
9.67
9.50
9.75
10.0
09.
689.
679.
71
Uni
t 3
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
9.50
Uni
t 4
10.8
010
.80
10.8
010
.80
11.5
011
.50
11.5
011
.50
11.1
411
.50
10.8
011
.70
11.2
010
.80
10.8
010
.80
10.8
010
.97
11.0
6
Sta
tio
n1
0.3
51
0.3
61
0.3
61
0.3
61
0.5
51
0.5
51
0.5
41
0.5
51
0.4
51
0.5
51
0.3
61
0.2
21
0.3
91
0.2
91
0.3
81
0.5
51
0.4
01
0.3
91
0.4
2
DISHA
Lighting up Lives! 31
Net
Gen
erat
ion
(MU
s)A
pril
May
June
Q1
July
Aug
ust
Sept
embe
rQ
2H
1O
ctob
erN
ovem
ber
Dec
embe
rQ
3Ja
nuar
yFe
brua
ryM
arch
Q4
H2
FY 1
2
Uni
t 132
.333
.232
.798
.231
.231
.230
.292
.619
0.8
31.2
32.3
35.8
99.3
33.7
31.2
35.8
100.
720
0.0
390.
8
Uni
t 270
.571
.269
.021
0.7
67.5
68.2
65.9
201.
641
2.4
71.0
69.0
72.2
212.
273
.966
.524
.516
4.9
377.
178
9.5
Uni
t 369
.869
.969
.520
9.3
68.8
68.0
67.6
204.
441
3.7
68.8
67.6
73.1
209.
469
.362
.473
.920
5.5
414.
982
8.6
Uni
t 467
.469
.666
.720
3.7
65.4
65.4
61.7
192.
639
6.3
66.9
65.8
13.0
145.
769
.664
.372
.820
6.7
352.
474
8.6
Stat
ion
239.
924
4.0
237.
972
1.8
232.
923
2.9
225.
469
1.3
1413
.123
7.8
234.
719
4.1
666.
624
6.5
224.
320
7.0
677.
813
44.4
2757
.5
27.7
28.2
27.5
83.4
27.5
27.5
26.6
81.5
164.
928
.027
.122
.177
.328
.326
.024
.478
.615
5.9
320.
8
Apr
ilM
ayJu
neQ
1Ju
lyA
ugus
tSe
ptem
ber
Q2
H1
Oct
ober
Nov
embe
rD
ecem
ber
Q3
Janu
ary
Febr
uary
Mar
chQ
4H
2FY
12
196.
720
0.8
194.
759
2.2
232.
923
2.9
225.
469
1.3
1283
.519
6.9
195.
119
4.1
586.
120
1.8
179.
020
7.0
587.
811
73.9
2457
.4
Apr
ilM
ayJu
neQ
1Ju
lyA
ugus
tSe
ptem
ber
Q2
H1
Oct
ober
Nov
embe
rD
ecem
ber
Q3
Janu
ary
Febr
uary
Mar
chQ
4H
2FY
12
4343
4313
00
00
013
041
400
8145
450
9017
130
0
Uni
t 2
20 d
ays
Ann
ual S
hutd
own
in M
arch
Tata
Ste
el
Con
sum
ptio
n
(MU
s)
Expo
rt S
ales
(MU
s)
Uni
t 4
25 d
ays
Ann
ual S
hutd
own
in D
ecem
ber
DISHA
Lighting up Lives! 32
6.2
Jo
job
era
AB
P F
Y 1
3 -
Fu
el &
He
at R
ate
Un
it 1
Uo
MA
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
12
Gen
erat
ion
MU
s37
38
37
11
236
36
34
10
62
18
36
37
41
11
439
36
41
11
52
29
44
7
Hea
t Rat
eKca
l/Kw
h2860
2860
2865
28
62
2865
2865
2865
28
65
28
63
2860
2860
2850
28
56
2850
2860
2860
28
57
28
57
28
60
LDO
Consu
mption
KL
30
50
100
18
0100
100
100
30
04
80
100
30
20
15
020
20
30
70
22
07
00
WB C
onsu
mption
Ton
17407
16684
16405
50
49
614525
14525
14020
43
07
09
35
66
15640
16266
17992
49
89
816946
15724
18041
50
71
11
00
60
91
94
17
4
MCL
Consu
mption
Ton
8703
8494
8352
25
54
97262
8134
7851
23
24
74
87
96
8531
8872
9814
27
21
76162
5718
6560
18
44
04
56
57
94
45
4
RJC
Consu
mption
Ton
2901
5157
5071
13
12
97262
6391
6169
19
82
23
29
51
4265
4436
4907
13
60
87703
7147
8201
23
05
13
66
59
69
61
0
Un
it 2
Uo
MA
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
12
Gen
erat
ion
MU
s78
79
76
23
475
76
73
22
34
57
79
76
80
23
582
74
27
18
34
17
87
4
Hea
t Rat
eKca
l/Kw
h2610
2610
2630
26
17
2635
2635
2635
26
35
26
26
2625
2610
2610
26
15
2610
2610
2630
26
13
26
14
26
20
LDO
Consu
mption
KL
30
30
115
17
5120
115
115
35
05
25
115
20
10
14
510
15
200
22
53
70
89
5
WB C
onsu
mption
Ton
37838
38249
37185
11
32
71
36415
36840
35584
10
88
39
22
21
10
38168
37061
38713
11
39
41
39573
35709
12980
88
26
22
02
20
44
24
31
4
MCL
Consu
mption
Ton
16216
16392
15936
48
54
515606
15788
15250
46
64
59
51
90
16358
15883
16591
48
83
216960
15304
5563
37
82
78
66
59
18
18
49
RJC
Consu
mption
Ton
00
00
00
00
00
00
00
00
00
0
Un
it 3
Uo
MA
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
12
Gen
erat
ion
MU
s77
77
77
23
176
75
75
22
64
57
76
75
81
23
177
69
82
22
74
58
91
6
Hea
t Rat
eKca
l/Kw
h2620
2620
2640
26
27
2640
2640
2640
26
40
26
33
2615
2610
2600
26
08
2600
2610
2610
26
07
26
07
26
20
LDO
Consu
mption
KL
40
40
130
21
0130
130
130
39
06
00
130
35
30
19
530
35
35
10
02
95
89
5
WB C
onsu
mption
Ton
37498
37548
37485
11
25
31
37075
36666
36432
11
01
73
22
27
04
36722
36177
38959
11
18
58
36938
33384
39531
10
98
53
22
17
11
44
44
15
MCL
Consu
mption
Ton
16070
16092
16065
48
22
815889
15714
15614
47
21
79
54
45
15738
15504
16697
47
93
915831
14307
16942
47
08
09
50
19
19
04
64
RJC
Consu
mption
Ton
00
00
00
00
00
00
00
00
00
0
Un
it 4
Uo
MA
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
12
Gen
erat
ion
MU
s76
78
75
22
874
74
70
21
84
46
76
74
15
16
478
72
82
23
23
96
84
2
Hea
t Rat
eKca
l/Kw
h2649
2649
2649
26
49
2649
2649
2649
26
49
26
49
2649
2649
2675
26
51
2649
2649
2649
26
49
26
50
26
49
LDO
Consu
mption
KL
30
50
100
18
0100
100
100
30
04
80
100
20
200
32
020
20
30
70
39
08
70
WB C
onsu
mption
Ton
33042
31885
30466
95
39
327921
27921
26347
82
19
01
77
58
330784
30187
5791
66
76
231927
29470
33366
94
76
31
61
52
53
39
10
8
MCL
Consu
mption
Ton
16521
16232
15510
48
26
313961
15636
14755
44
35
19
26
14
16791
16466
3159
36
41
611610
10716
12133
34
45
97
08
75
16
34
89
RJC
Consu
mption
Ton
5507
9855
9417
24
77
913961
12285
11593
37
83
96
26
18
8396
8233
1579
18
20
814512
13396
15166
43
07
46
12
82
12
39
00
Sta
tio
nU
oM
Ap
ril
Ma
yJu
ne
Q1
July
Au
gu
stS
ep
tem
be
rQ
2H
1O
cto
be
rN
ove
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
12
Gen
erat
ion
MU
s268
272
265
80
5260
260
252
77
31
57
8266
262
216
74
4275
250
231
75
61
50
03
07
8
Hea
t Rat
eKca
l/Kw
h2658
2659
2671
26
63
2672
2672
2672
26
72
26
67
2661
2656
2656
26
58
2652
2657
2670
26
59
26
58
26
63
LDO
Consu
mption
KL
130
170
445
74
5450
445
445
13
40
20
85
445
105
260
81
080
90
295
46
51
27
53
36
0
WB C
onsu
mption
Ton
125784
124366
121541
37
16
91
115937
115952
112384
34
42
72
71
59
63
121314
119690
101455
34
24
59
125385
114286
103918
34
35
90
68
60
49
14
02
01
1
MCL
Consu
mption
Ton
57511
57210
55863
17
05
84
52719
55272
53470
16
14
61
33
20
45
57418
56725
46260
16
04
04
50563
46045
41198
13
78
06
29
82
10
63
02
55
RJC
Consu
mption
Ton
8408
15012
14487
37
90
821223
18676
17762
57
66
19
55
69
12661
12669
6486
31
81
622215
20543
23367
66
12
59
79
41
19
35
10
DISHA
Lighting up Lives! 33
6.3
PH
# 6
AB
P F
Y 1
3 -
Op
era
tio
nal
Ap
ril
May
Jun
eQ
1Ju
lyA
ug
ust
Sep
tem
ber
Q2
H1
Oct
ob
erN
ove
mb
erD
ecem
ber
Q3
Jan
uar
yFe
bru
ary
Mar
chQ
4H
2FY
13
78.9
81.5
78.9
23
9.3
80.8
80.8
78.9
24
0.5
47
9.8
81.5
78.9
64.0
22
4.4
81.5
73.6
34.4
18
9.6
41
4.0
89
4
Ap
ril
May
Jun
eQ
1Ju
lyA
ug
ust
Sep
tem
ber
Q2
H1
Oct
ob
erN
ove
mb
erD
ecem
ber
Q3
Jan
uar
yFe
bru
ary
Mar
chQ
4H
2FY
13
91.3
91.3
91.3
91
.390
.590
.591
.39
0.8
91
.091
.391
.371
.78
4.7
91.3
91.3
38.6
73
.17
9.0
85
.0
Ava
ilab
ility
Ap
ril
May
Jun
eQ
1Ju
lyA
ug
ust
Sep
tem
ber
Q2
H1
Oct
ob
erN
ove
mb
erD
ecem
ber
Q3
Jan
uar
yFe
bru
ary
Mar
chQ
4H
2FY
13
Boile
r 1
29.5
031
.00
29.5
090
.00
30.5
030
.50
30.0
091
.00
181.
0030
.50
30.0
016
.00
76.5
030
.50
28.0
013
.00
7214
832
9.00
Boile
r 2
30.0
030
.50
30.0
090
.50
30.5
030
.50
29.5
090
.50
181.
0031
.00
29.5
031
.00
91.5
031
.00
27.5
013
.00
7216
334
4.00
Uni
t ru
nnin
g da
ys30
.00
31.0
030
.00
90.5
031
3130
9118
131
3031
9231
2813
7216
334
4.00
Onl
ine
Av. of
Blr
198
.33
100.
0098
.33
98.9
098
.39
98.3
910
0.00
98.9
198
.91
98.3
910
0.00
51.6
183
.15
98.3
910
0.00
41.9
479
.44
81.3
290
.14
Onl
ine
Av. of
Blr
210
0.00
98.3
910
0.00
99.4
598
.39
98.3
998
.33
98.3
798
.91
100.
0098
.33
100.
0099
.46
100.
0098
.21
41.9
479
.44
89.5
694
.25
Un
it O
nlin
e
Ava
ilab
ility
10
0.0
01
00
.00
10
0.0
01
00
.00
98
.39
98
.39
10
0.0
09
8.9
29
9.4
61
00
.00
10
0.0
01
00
.00
10
0.0
01
00
.00
10
0.0
04
1.9
48
0.6
59
0.3
29
4.8
9
Un
it G
en A
vaila
bili
ty9
9.1
79
9.1
99
9.1
79
9.1
89
8.3
99
8.3
99
9.1
79
8.6
49
8.9
19
9.1
99
9.1
77
5.8
19
1.3
09
9.1
99
9.1
14
1.9
47
9.4
48
5.4
49
2.1
9
Au
x P
ow
er (
%)
Ap
ril
May
Jun
eQ
1Ju
lyA
ug
ust
Sep
tem
ber
Q2
H1
Oct
ob
erN
ove
mb
erD
ecem
ber
Q3
Jan
uar
yFe
bru
ary
Mar
chQ
4H
2FY
13
PH
68
.00
8.0
08
.00
8.0
08
.00
8.0
08
.00
8.0
08
.00
7.5
07
.50
8.0
07
.64
7.5
07
.50
8.0
07
.59
7.6
27
.82
Au
x P
ow
er (
MU
s)A
pri
lM
ayJu
ne
Q1
July
Au
gu
stS
epte
mb
erQ
2H
1O
cto
ber
No
vem
ber
Dec
emb
erQ
3Ja
nu
ary
Feb
ruar
yM
arch
Q4
H2
FY1
3
PH
66
.31
6.5
26
.31
19
.14
6.4
76
.47
6.3
11
9.2
43
8.3
86
.11
5.9
25
.12
17
.15
6.1
15
.52
2.7
61
4.3
93
1.5
46
9.9
2
Net
Gen
erat
ion
(MU
s)A
pri
lM
ayJu
ne
Q1
July
Au
gu
stS
epte
mb
erQ
2H
1O
cto
ber
No
vem
ber
Dec
emb
erQ
3Ja
nu
ary
Feb
ruar
yM
arch
Q4
H2
FY1
3
PH
67
2.6
75
.07
2.6
22
0.2
74
.35
74
.37
2.6
22
1.3
44
1.4
75
.47
3.0
58
.87
20
7.3
75
.42
68
.13
1.7
17
5.2
38
2.4
82
3.9
Gro
ss G
ener
atio
n
(MU
s)
PLF
of
the
Un
it
DISHA
Lighting up Lives! 34
6.4
Un
it 5
AB
P F
Y 1
3 -
Op
era
tio
nal
Gro
ss G
en
era
tio
n
(MU
s)A
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
13
Uni
t 5
69.1
69.8
66.3
205.
263
.765
.464
.019
3.2
398.
468
.568
.071
.420
7.9
43.8
46.1
82.1
172.
037
9.9
778
PLF (
%)
Ap
ril
Ma
yJu
ne
Q1
July
Au
gu
stS
ep
tem
be
rQ
2H
1O
cto
be
rN
ove
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
13
Uni
t 5
80.0
078
.22
76.7
078
.30
71.3
773
.27
74.1
072
.90
75.5
976
.74
78.6
780
.00
78.4
749
.03
57.1
492
.00
66.3
672
.48
74.0
4
Ava
ila
bil
ity (
%)
Ap
ril
Ma
yJu
ne
Q1
July
Au
gu
stS
ep
tem
be
rQ
2H
1O
cto
be
rN
ove
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
13
Uni
t 5
100.
0098
.39
98.3
398
.90
95.1
695
.16
95.0
095
.11
96.9
998
.39
98.3
310
0.00
98.9
161
.29
71.4
310
0.00
77.7
888
.46
92.7
4
Au
x P
ow
er
(%)
Ap
ril
Ma
yJu
ne
Q1
July
Au
gu
stS
ep
tem
be
rQ
2H
1O
cto
be
rN
ove
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
13
Uni
t 5
11.0
011
.00
11.0
011
.00
11.0
011
.00
11.0
011
.00
11.0
011
.00
11.0
011
.00
11.0
011
.00
11.5
011
.00
11.1
311
.06
11.0
3
Ne
t G
en
era
tio
n
(MU
s)A
pri
lM
ay
Jun
eQ
1Ju
lyA
ug
ust
Se
pte
mb
er
Q2
H1
Oct
ob
er
No
ve
mb
er
De
cem
be
rQ
3Ja
nu
ary
Fe
bru
ary
Ma
rch
Q4
H2
FY
13
Uni
t 5
61.5
62.2
59.0
182.
656
.758
.257
.017
1.9
354.
661
.060
.563
.618
5.0
39.0
40.8
73.1
152.
833
7.9
692.
4
20
Da
ys
An
nu
al
Sh
utd
ow
n
6.5
Un
it 5
AB
P F
Y 1
3 -
Fu
el &
He
at R
ate
Uni
t 5
UoM
Apri
lM
ayJu
neQ
1Ju
lyAu
gust
Sept
embe
rQ
2H
1O
ctob
erN
ovem
ber
Dec
embe
rQ
3Ja
nuar
yFe
brua
ryM
arch
Q4
H2
FY13
Gene
ratio
nM
Us69
.169
.866
.320
563
.765
.464
.019
339
868
.568
.071
.420
843
.846
.182
.117
238
077
8
Heat
Rat
eKc
al/K
wh
2590
2590
2610
2596
2610
2610
2610
2610
2603
2580
2580
2580
2580
2580
2610
2580
2588
2584
2594
LDO
Con
sum
ptio
nKL
3050
100
180
100
100
100
300
480
100
2020
140
2020
030
250
390
870
WB
Cons
umpt
ion
Ton
4276
343
161
4116
112
7084
3956
940
630
3975
811
9957
2470
4142
072
4190
844
041
1280
2126
976
2833
750
632
1059
4523
3966
4810
07
DISHA
Lighting up Lives! 35
6.6
GM
's C
ale
nd
er
for
FY
12
- 1
3
Act
ivit
ies
Freq
uenc
y
Mee
ting
wit
h al
l H
ead
(Mai
nt)
& H
ead
(Saf
ety)
of
Jojo
bera
Wee
kly
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
Mee
ting
wit
h al
l HO
Ds
of
Pow
er H
ous
e 6
&
empl
oyee
sW
eekl
yP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
P
OR
C r
evie
w /
BSC
(H
yper
ion)
Mo
nthl
yP
PP
PP
PP
PP
PP
P
MIS
Rev
iew
(M
ont
hly
Rev
iew
mee
ting
)M
ont
hly
PP
PP
PP
PP
PP
PP
Co
st &
Cap
ex R
evie
wM
ont
hly
PP
PP
PP
PP
PP
PP
Mee
ting
wit
h Le
gal A
dvis
or
Mo
nthl
yP
PP
PP
PP
PP
PP
P
AB
P +
SDM
Rev
iew
Mo
nthl
y
O R
TM
ont
hly
P
P
P
P
P
P
P
P
P
P
P
P
Rev
iew
of
Tri
p R
epo
rtM
ont
hly
Ash
Uti
lisat
ion
Mo
nthl
y
Safe
ty R
evie
w b
y C
entr
al S
afet
y C
om
mit
tee
(SSE
PS)
Mo
nthl
y
Co
rpo
rate
Saf
ety
Co
mm
itte
e R
evie
wM
ont
hly
Div
isio
nal Q
ualit
y C
oun
cil
Mo
nthl
y
Co
mm
unic
atio
n M
eeti
ng w
ith
em
ploy
ees
of
JPP
Bim
ont
hly
Ris
k M
gmt
+ TC
oC
+ In
tern
al A
udit
Rev
iew
. B
imo
nthl
y
Voic
es/Q
12B
imo
nthl
y
Lase
r B
imo
nthl
y
BE
revi
ew (
EPM
/ T
BEM
)B
imo
nthl
y
Sust
aina
bilit
yB
imo
nthl
y
Mee
ting
wit
h U
nio
n O
ffic
e B
eare
r Q
uart
erly
QC
Pro
ject
s R
evie
wQ
uart
erly
IMS
Inte
rnal
Aud
itTh
rice
a y
ear
IMS
MR
Rev
iew
Thri
ce a
yea
r
PP
P
P
P
PP
P
PP
PP
Feb'
13M
ar'1
3
PP
PP
Jan'
13D
ec'1
2
P
Nov
'12
July
'12
Aug
'12
Sep'
12O
ct'1
2
PP
P
P
P
P
P
P
Apr
'12
May
'12
Jun'
12
P
P
P
P
P
PP
P
P
PP
P
P
PP
P
PP
P
P
PP
P
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
PP
P
PP P
PP
PP
PP
PP
PP
P
PP
P PP
PP
PP
P
PP
P
DISHA
Lighting up Lives! 36
6.7
Eve
nt
Cal
en
de
r
Activ
ities
Wel
com
ing
Fin
anci
al Y
ear –
Cak
e
cutt
ing
func
tion
1st
Fire
Ser
vice
Wee
k9t
h - 1
4th.
Qua
lity
Nite
1st
Wor
ld E
nviro
nmen
t Day
5th
TBEM
Site
Vis
it
Elec
tric
al S
afet
y W
eek
1st -
7th
JRD
Tat
a Bi
rthd
ay29
th
Inde
pend
ence
Day
15
th
Visw
akar
ma
Puja
17th
Surv
eilla
nce
Audi
t / R
e-ce
rtifi
catio
n -
IMS
Wal
k fo
r Hea
lth o
n th
e ev
ent o
f
Gan
dhi J
ayan
ti2n
d
Annu
al S
port
s
Nat
iona
l Ene
rgy
Cons
erva
tion
Day
14th
Exce
leve
Wel
com
ing
New
Yea
r – C
ake
cutt
ing
func
tion
1st
Traf
fic S
afet
y W
eek
1st -
7th
Repu
blic
Day
26th
Hou
seke
epin
g M
onth
Foun
ders
Day
3rd
Nat
iona
l Saf
ety
Day
4th
Ethi
cs W
eek
Apr'1
2M
ay'1
2Ju
n'12
3rd
- 9th
Feb'
13M
ar'1
3Ja
n'13
Dec
'12
Nov
'12
July
'12
Aug'
12Se
p'12
Oct
'12
DISHA
Lighting up Lives! 37
7.1 Environment Statutory Compliance Plan
Target
FY 13
SPM 75 Mg/Nm3 Monthly 75
SO2 in MT/Day Monthly 8.54
NO2 in PPM Monthly 360
CO2 emission gm/KWH Monthly 1064
SPM 75 Mg/Nm3 Monthly 75
SO2 in MT/Day Monthly 12.86
NO2 in PPM Monthly 381
CO2 emission gm/KWH Monthly 987
SPM 75 Mg/Nm3 Monthly 75
SO2 in MT/Day Monthly 13.4
NO2 in PPM Monthly 417
CO2 emission gm/KWH Monthly 996
SPM 50 Mg/Nm3 Monthly 50
SO2 in MT/Day Monthly 13.26
NO2 in PPM Monthly 363
CO2 emission gm/KWH Monthly 995
SPM 65 Mg/Nm3 Monthly 65
SO2 in MT/Day Monthly 48.1
NO2 in PPM Monthly
CO2 emission gm/KWH Monthly 1005
SO2 50 µg/m3 Twice weekly 50
NO2 40 µg/m3 Twice weekly 40
PM10 60 µg/m3 Twice weekly 60
PM2.5 40 µg/m3 Twice weekly 40
Ozone 100 µg/m3 Twice weekly 100
Lead 0.5 µg/m3 Twice weekly 0.50
CO 02 mg/m3 Twice weekly 2
NH3 100 µg/m3 Twice weekly 100
C6H6 5 µg/m3 Twice weekly 5.00
Benzo(á)Pyrene (BaP) -
particulate phase only1 ng/m3 Twice weekly 1
Arsenic (As) 6 ng/m3 Twice weekly 6
Nickel (Ni) 20 ng/m3 Twice weekly 20
2
Overall Targets YOY have been identified for going beyond statutory requirements for Environment. Targets for the following parameters are given below:
RemarksFrequency of
Measurement
AAQ Station (3
locations)
Annual arithmetic mean of minimum 104 measurements in a year. Solvent
extraction followed by HPLC/GC analysis
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by gravimetry
Overall Targets YOY have been identified for going beyond statutory requirements for Environment. Environment Plan would be detailing of
1. Technologies available for voluntary reduction in emission of Carbon, Sulphur Dioxide, NOX, SPM, CW Outlet temperature, Efflent Discharge.
Tata Power, Jojobera
Environment Plan
Parameters Standard
Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.
As per MoEF clearance
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by Chemiluminescence
Environmental
Aspects
STACK (U # 4)
Station
Only Thermal NOx production is controllable
Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.
As per MoEF clearance
Depends on S% and coal consumption
8 hour measurement. Analysis by non dispersive infra red (NDIR)
spectroscopy
Depends on S% and coal consumption
Only Thermal NOx production is controllable
Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by gas chromatograph (adsorption and desorption followed by GC)
8 hour measurement. Analysis by UV Photometry
Only Thermal NOx production is controllable
Depends on S% and coal consumption
Only Thermal NOx production is controllable
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by Improved West and Gaeke
As per MoEF clearance
Tata Power, Jojobera
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by gravimetry
As per MoEF clearance
Depends on S% and coal consumption
STACK (U # 1)
STACK (U # 2)
As per MoEF clearance
Depends on S% and coal consumption
Sl. No.
1Only Thermal NOx production is controllable
Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.
STACK (U # 3)
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by modified Jacob & Hochheiser (Na-arsenite)
DISHA
Lighting up Lives! 38
Effluent Treatment plant installed to reuse the waste water of the plant and no discharge into inland surfaces after installation of ETP.
Target
FY 12Remarks
Frequency of
MeasurementParameters Standard
Environmental
AspectsSl. No.
SO2 50 µg/m3 MONTHLY 50
NO2 40 µg/m3 MONTHLY 40
PM10 60 µg/m3 MONTHLY 60
PM2.5 40 µg/m3 MONTHLY 40
Ozone 100 µg/m3 MONTHLY 100
Lead 0.5 µg/m3 MONTHLY 0.50
CO 02 mg/m3 MONTHLY 2
NH3 100 µg/m3 MONTHLY 100
C6H6 5 µg/m3 MONTHLY 5.00
Benzo(á)Pyrene (BaP) -
particulate phase only1 ng/m
3 MONTHLY 1
Arsenic (As) 6 ng/m3 MONTHLY 6
Nickel (Ni) 20 ng/m3 MONTHLY 20
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by Improved West and Gaeke
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by modified Jacob & Hochheiser (Na-arsenite)
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by gravimetryAnnual arithmetic mean of minimum 104 measurements in a year. Analysis
by gravimetry
2
Annual arithmetic mean of minimum 104 measurements in a year. Solvent
extraction followed by HPLC/GC analysis
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
AAQ Adjacent
villages (4 locations)
8 hour measurement. Analysis by UV Photometry
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by AAS/ICP after sampling on EPM 2000 or equivalent filter paper
8 hour measurement. Analysis by non dispersive infra red (NDIR) spectroscopy
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by Chemiluminescence
Annual arithmetic mean of minimum 104 measurements in a year. Analysis
by gas chromatograph (adsorption and desorption followed by GC)
DISHA
Lighting up Lives! 39
1
Return regarding consumption of water for
Assessment of CESS under Water (Prevention &
Control of Pollution) Cess Act 1977
MonthlyBefore 5
th of every month for the
previous monthENV
2To pay cess amount calculated on the basis of
water consumed.Monthly
Within 10 days of receiving Cess
assessment order from JSPCBENV
3
Section-30 of Water Act compliance report
against consent conditions including monitoring
results to JSPCB
MonthlyBefore 15th of every month for the
previous monthENV
4
Section-21 of Air Act compliance report against
consent conditions including monitoring results
to JSPCB.
MonthlyBefore 15th of every month for the
previous monthENV
5
Half yearly compliance to MOEF, Bhubaneshwar
for Unit # 1,2 & 3 with a copy to JSPCB, Ranchi
and Jamshedpur.
Half yearly
Before 1st June (for the period of
October to March) & Before 1st
December (for the period of April
to Sept)
ENV & Fly AshManagement
6
Half yearly compliance to MOEF, Jharkhand for
Unit # 4 with a copy to JSPCB, Ranchi &
Jamshedpur.
Half yearly
Before 1st June (for the period of
October to March) & Before 1st
December (for the period of April
to Sept)
ENV & Fly AshManagement
7
Half yearly compliance to MOEF, Jharkhand for
Unit # 5 with a copy to JSPCB, Ranchi &
Jamshedpur.
Half yearly
Before 1st June (for the period of
October to March) & Before 1st
December (for the period of April
to Sept)
ENV & Fly AshManagement
8 Renewal of Consent (Air + Water) for Unit # 1,2,3 Annually Every August ENV
9 Renewal of Consent (Air + Water) for Unit # 5. Annually Every November ENV
10 Environment Statement Rule 14 EP Act. Annually September Every Year for previous
financial yearENV
11Submit annual report on fly ash utilization as per
SO.763 (E)Annually
April of every year for the last
Financial Year.
Fly AshManagement
12
Submit annual return for disposal of hazardous
waste (management, handling and
transboundary movement) Rules 2008.
Annually Before 30th June every year for
Previous financial yearENV
13Half yearly Return as per Battery Management &
Handling Rules.Half Yearly
June Every year (for Oct to March)
and December every year (for April
to September)
ENV
14Compliance to CREP Charter (On line monitoring
of Stack)Quarterly In the first month of every quarter ENV
15
Authorization under Hazardous Wastes
(Management Handling & Transboundary
Movement) Rules 2008.
Once in 5 Years
April’ 14. ENV
16 Fly ash report for the financial year to CEA Half-yearly October & April Fly AshManagement
Tata Power, Jojobera
Statutory Compliance Plan
Identified major action items that need to be executed based on
statutory requirements as relevant to the Jojobera. Proactive projects
needs to be identified in areas where changes in Statutory
requirements are likely to happen
Sl. No. Particulars Frequency Schedule of compliance Responsibility
DISHA
Lighting up Lives! 40
7.2 Legal compliance plan
Sl. No. Particulars Schedule of compliance Responsibility
1
Factory licence under Rule 4 to 10 of the Jharkhand Factories Rules, 1950 and Section 6(1) (d) of the Factories Act, 1948.
Every November HR
2 Certificate of Stability for Unit # 1, 2 & 3. January’14 HR
3 Certificate of Stability for Unit # 4. November’16 HR
4 Certificate of Stability for Unit # 5. April’14 HR
5
Service Station (Dispensing Unit) – 20 KL HSD.
Every November CHP
6
Licence for LDO Tank # 1, 2 & 3 Every November Operation
7 Wireless licence for using Walky Talky . Every November C & I
DISHA
Lighting up Lives! 41
8.1 Major Capex Project
Mechanical Maintenance Department
APH tubes
Average life of Air Pre heater Tubes is 8-10 years. . On the basis of last shutdown report, Units # 2 & 3 Primary & Secondary
outlet bank reported highest leakage amounting to approximately 20-25% of the total tube. Hence replacement of these
tubes in phased manner has been taken up from FY'13.
The implementation of the project will reduce leakage of Primary or Secondary air across Air Pre heater Tubes. Improve
Control over operational parameters like flue gas exit temperature and total air flow.
Axial fan critical components
PA Fans & FD Fans are the vital part of steam generator and one of its critical components is its blade bearing assembly.
Outage of any of these fans is directly linked with partial or complete outage of the Unit. In order to avoid any such
occurrences, spare set of blade bearing assembly is planned to be procured in FY13.
In case of forced outage of the PA / FD fans, revival time would be minimized resulting into minimal loss of generation
potential.
Burner panel bends
Burner Panel bends is one of the erosion prone areas in the Boiler. In last shutdown of Units # 2 & 3, considerable thickness
reduction has been observed in these tubes and bends. As a result of the finding, replacement of these tubes and bends in
phase-wise manner from FY'13 onwards has been planned.
Systematic replacement will ensure reduction in forced outage.
Economizer Coil Assembly (Upper Bank & Lower Bank)
LTSH tubes and bends 50%
Units # 2 & 3 have completed more than 11 years of continuous operation and as per OEM recommendation, economizer
coils becomes obsolete and prone to leakage after 10 Years of operation. As a result, replacement of the economizer coils
assembly would be taken up from FY'13 to FY'15.
Units 2 & 3 are under regulation where the availability based incentive is given to the generator. The execution of the
project is aimed at achieving higher incentive.
Reheater Coils
Reheater Coils fall under very high heat area and are prone to failure. Steam passing through these coils is at comparatively
low pressure associated with high temperature. As both units # 2 & 3 have completed nearly 12 years of continuous
running, thus replacement of re-heater coils is necessary from FY'13 to ensure reliable operation and also to avoid
uncertain forced outages.
Reduction in forced outage through systematic replacement of re-heater coils.
Fly Ash Line Pipes
Slurry line pipes
The wear rates in the pipelines conveying ash is high. Ash mixed with air, flows through the pipes at a very high velocity and
causes rapid erosion of these pipe lines resulting into frequent breakdowns and higher maintenance. Weld over pipes
(also known as wear resist pipes) is available in the market which is capable of running for longer duration as compared to
the MS Pipes. As per the guarantee given by the vendor, average life of these pipes is 7-8 times that of the MS pipes.
As a result, the replacement of the existing pipes with the wear resist pipes have been planned in FY13 leading to higher
reliability and lower maintenance.
Steam cooled wall bottom header
During last annual shutdown of the Units 2 & 3, Steam cooled header were found to be damaged by heavy ash erosion.
Wall thickness of these headers was reduced to 24mm from 32mm which is more than 30% reductions in thickness. As per
DISHA
Lighting up Lives! 42
IBR rule only up to 20% reduction in wall thickness is allowable. Hence replacement of this steam cooled header has been
taken-up in FY'13.
Turbine Parting Plane Bolts & Coupling Bolts
Turbine parting plane bolts and coupling bolts undergo repeated stress during each start-up and shutdown.
Additionally, during Turbine Overhauls all parting plane bolts are removed and reassembled through heat tightening
method inducing high stress in the system. In order to avoid failure of these bolts, BHEL recommends renewal of the
complete set in 10-12 years time span.
In FY13, procurement of one set of Turbine Parting Plane Bolts and Coupling Bolts have been planned so as to
eliminate any unforeseen outages.
Turning Gear Assembly
Turning gear assembly is a vital part of turbine and is required during barring operation. In-house overhauling of this
equipment is not possible because of its assembly complications and non-availability of spare parts. In case of
malfunctioning of this equipment stalling of turbine and maintaining barring speed will be difficult leading to direct
generation loss. Standby turning gear assembly will enable quick restoration of Unit in case of such occurrence.
Electrical Maintainenace Department
Up gradation of ESP controller
Unit # 2 & 3 ESP controllers were installed at the time of commissioning and are running continuously since then. With the
years passing by, the efficiency of the controllers has degraded significantly leading to higher ash emission. Also, ESP
controllers with modern technology are now available in the market which can bring down the emission level of these
units within desirable limits.
This project is aimed at increasing the performance and efficiency of ESP thereby reducing the emission level of the units.
Controls & Instrumentation Department
Up gradation of Honeywell DCS system
In the year 1996, Unit # 1 DCS for Balance of Plant was commissioned by TATA Honeywell with DCS model TDC 3000. TDC
3000 was the second generation of DCS that had come to the market in 1985 and has gone through lot of up gradation with
new features. Honeywell has stopped manufacturing electronics card required for the HMI of TDC 3000 and has come up
with new generation of HMI called EXPERION with new technology and new features.
E-Security Project Implementation
Keeping the current security situation in mind, it is recommended that all Tata Power Divisions to install CCTV Camera at all
entry /exit gates. This would help the divisions to have protection and safeguard against loss from theft and other
undesirable situations.
Safety & Ash Management Department:
Construction of Dust control System at Ash Silo no 2 and 3:
Construction of Dust control System at Ash Silo no 2 and 3 would arrest the fly ash emitting out from pipelines, silo vents
and ash bagging machines.
With the implementation of this project, employees as well as community residing near plant will get benefitted in terms
of improved ambient air quality.
Chemical & Environment
Renovation of DM Plant
Unit -1 DM Plant at Jojobera was commissioned in 1995 and Unit -2 DM Plant was commissioned in the year 2000 with the
commissioning of 1 X 120 MW unit. These two units are catering to the need of DM water requirement of all five units for
the steam generation.
DISHA
Lighting up Lives! 43
The various components of the DM Plant are in damaged condition due to ageing. Post renovation will ensure the reliability
of operation, enhanced regeneration cycle time and reduced maintenance cost.
Civil Maintenance Dept
Construction of Railway Platform
Presently, the ash bag loading process is executed without any proper railway platform.
The proposed railway platform would cover the length of 500 meter in sections of 250 meter length along one track; and
150 meters and 100 meters of length along both sides of another track.
This platform will improve working conditions for the workmen engaged in rake unloading activities by improving the
safety standards of the workplace. It would also reduce the rake unloading time in monsoon season by improving the
facility for safer and faster movement around the work area.
Construction of Road & Boundary Wall
The roads and boundary wall of the plant were constructed around 15 years back. After the initial construction, no vital
renovations have been carried out for the roads till date. Due to heavy vehicular movement, the conditions of the roads
have deteriorated over the years and are exacerbated during the monsoons. It has been proposed to undertake renovation
work for the roads & Boundary walls in phased manner for enhanced safety of the traffic. It will also reduce the trespassing
and improve the security of the Plant.
Construction of Training Center
The infrastructure available at Jojobera is insufficient to cater the in- house training requirement. Presently, we approach
other Tata Group companies for their infrastructure to facilitate specialized training programs by external faculty at
Jamshedpur.
Construction of new training centre equipped with all modern facilities will help us not only to maximize the number of
employees getting benefitted at a time at reduced cost but will also help in improving the environment with reduced travel.
8.2 Key SDM Projects
lSecurity –To increase the Height of Boundary wall
lHR – To commission Canteen at PH#6
lCHP - Underground tunnel fire protection system; Renovation of Sprinklers system at coal Yard; Coal Shed
construction; Demurrage reduction
lSafety & Ash - Strengthening of Ash Pond Wall; Development of More Fly Ash Users ; Utilisation of Pond Ash for
Infrastructure
lMMD- Anhydrous Ammonia Dosing System; Reduction of Specific Oil Consumption; To Enhance Plant Availability
lEMD - Unit-2 GRP replacement; Retrofit of ESP controller;
lIMD- Automation of BSC Parameters and 50% of Plant Process data in PI System
lMaterials - Performance Based Contract Finalization; Closing of land lease issue
lOperations - Erection and commissioning of STORM analyzer
lPH 6 IMD- Improvement in BFG Header Pressure Control
DISHA
Lighting up Lives! 44
9.1
Ris
k R
egi
ste
rs
DISHA
Lighting up Lives! 45
Ris
k Im
pact
:
Low
Leve
l of P
repa
redn
ess
3
Ris
k Li
kelih
ood:
Lo
wCr
itic
alit
y
Fin.
Impa
ct (R
s. C
r.)8.
2Fi
n. Im
pact
(Rs.
Cr.)
8.2
Like
lihoo
d 10
%Li
kelih
ood
5%
Valu
e (R
s. C
r.)
0.82
Valu
e (R
s. C
r.)
0.41
3.12
: Jo
jobe
ra
1. Im
ple
mente
d. P
TW
audit
is c
arr
ied o
ut on
month
ly b
asi
s.2. O
ngoin
g b
y O
pera
tions
staff.
3. T
rain
ing to c
om
pany
em
plo
yees
on m
onth
ly
basi
s as
per
train
ing c
ale
nder
(0.5
Mandays
/
em
plo
yee / a
nnum
) T
rain
ing to C
ontr
act
or
em
plo
yees
on w
eekl
y basi
s.
4. LO
TO
imple
mente
d.
5. P
ort
able
fire e
xtin
guis
hers
pro
vided a
t id
entif
ied
loca
tions
and r
evi
ew
ed o
n a
nnual b
asi
s.6. F
ire e
xtin
guis
hers
& m
anual c
all
poin
ts a
re
bein
g c
heck
ed b
y fir
e fig
htin
g team
on r
egula
r basi
s.7. D
MP
is r
evi
ew
ed o
n a
nnual b
asi
s.8. C
om
ple
ted.
9. O
ngoin
g o
n m
onth
ly b
asi
s.
Des
crip
tion
of R
isk
M
itig
atio
n Pl
an D
evis
ed
Stat
us
Wat
er s
prin
kler
sys
tem
s is
to b
e in
stal
led
on u
nder
gro
und
conv
eyer
s in
for
supp
resi
ng fi
re.
Wat
er s
prin
kler
sys
pro
vide
d in
2 t
unne
ls o
ut 6
tun
nels
.
Rest
will
be
com
plte
d by
Apr
201
2.
Fire
- re
sist
ant
pain
t ne
eds
to b
e pr
ocur
ed fo
r el
ectr
ical
cab
le
vaul
ts.
Bein
g im
plem
ente
d in
3 p
hase
s. 2
pha
ses
com
plet
ed.
3rd
phas
e sh
all b
e ta
ken
up in
Cap
ex o
f FY1
3. (D
ec
2013
)
Ris
k : A
ccid
ents
due
to
acti
vity
in o
pera
tion
al a
reas
Inhe
rent
Val
ue
Det
ails
of C
alcu
lati
on :
The
esti
mat
e in
clud
es: 1
) Maj
or (i
nclu
ding
dea
th) &
min
or a
ccid
ents
, nea
r
mis
ses,
firs
t ai
d ca
ses,
ass
ocia
ted
com
pens
atio
n an
d lo
ss in
rev
enue
due
to
plan
t sh
utdo
wn
are
cons
ider
ed &
the
pro
babi
lity
of o
ccur
renc
e is
in t
he h
igh
band
. 2) P
erce
ntag
e lik
lihoo
d : L
ow
Resi
dual
Val
ue
1. S
trin
gent w
ork
perm
it sy
stem
2. M
onito
ring o
f haza
rdous
are
as.
3. S
afe
ty tra
inin
g to a
ll offi
cers
& w
ork
men.
4. Im
pro
vem
ent in
Safe
ty taggin
g s
yste
m
5. P
ort
able
fire e
xtin
guis
hin
g s
yste
ms
to b
e p
rovi
ded a
t st
rate
gic
loca
tions.
6. F
ire fig
ting s
yste
m to b
e m
ade a
vaila
ble
round the
clock
. 7. R
evi
ew
of S
afe
ty m
anual,
DM
P to b
e e
nsu
red in
all
dpets
. 8. S
moke
dete
ctio
n s
yste
m to b
e c
om
mis
sioned in
contr
ol
room
s.
9. R
eco
rdin
g o
f all
Near
mis
ses
& a
ccid
ents
(all
inci
dents
) , analy
sis
& im
ple
menta
tion o
f r
eco
mm
endatio
ns
An
acci
dent
/ n
ear
mis
s cl
ose
to o
pera
tion
al a
reas
may
caus
e in
jury
/ fa
talit
y to
one
or
mor
e pe
rson
s. L
egal
auth
orit
ies
may
take
ste
ps to
shu
tdow
n th
e pl
ant
in c
ase
of
an a
ccid
ent
invo
lvin
g m
ass.
The
occ
upie
r &
man
ager
may
be h
eld
resp
onsi
ble
& le
gal a
ctio
n m
ay b
e ta
ken
agai
nst
them
. It
may
cau
se lo
ss in
rev
enue
due
to p
lant
shu
tdow
n /
inte
rrup
tion
of p
roce
ss (i
n ca
se o
f a s
truc
tura
l col
laps
e or
fire)
. Th
e ri
sk is
bei
ng m
onit
ored
thr
ough
IMS
and
vari
ous
Safe
ty R
epor
ting
sys
tem
s.
DISHA
Lighting up Lives! 46
Ris
k Im
pac
t:
Low
3
Ris
k Li
kelih
oo
d:
M
ediu
m
Fin
. Im
pac
t (R
s. C
r.)8
Fin
. Im
pac
t (R
s.
Cr.)
8
Like
liho
od
25
%Li
kelih
oo
d
10%
Valu
e (R
s. C
r.)
2Va
lue
(Rs.
Cr.)
0.
8
Inh
eren
t V
alu
e D
etai
ls o
f ca
lcu
lati
on
:
Poss
ible
loss
of
gen
erat
ion
for
15 d
ays
of
on
e u
nit
is
con
sid
ered
in t
his
cas
e re
sult
ing
in t
o a
n
imp
act
of
Rs
8 cr
s .
Res
idu
al V
alu
e
Leve
l of
Pre
par
edn
ess
Cri
tica
lity
Des
crip
tio
n o
f R
isk
M
itig
atio
n P
lan
Dev
ised
St
atu
s
Ris
k o
f ex
ceed
ing
fro
m e
nvir
on
men
tal n
orm
es
laid
dow
en fo
r em
issi
on
an
d d
isch
arge
is
dep
end
s o
n c
oal
qu
alit
y , p
erfo
rmac
e o
f Po
lluti
on
Co
ntro
l Eq
uip
men
t, p
lant
mai
nten
ance
an
d
op
erat
ion
,
Co
ntin
uo
us
op
erat
ion
of
Effl
uen
t tr
eatm
ent
pla
nt t
o t
reat
th
e ef
flu
ent
and
reu
se t
he
trea
ted
wat
er .
In p
lace
SPM
, SO
x , N
ox a
nd
CO
is m
on
ito
red
co
ntin
uo
usl
y o
nlin
e fr
om
co
ntro
l
roo
m a
t D
CS
bet
ter
cont
rol a
nd
imm
edia
te a
ctio
n in
cas
e ex
ceed
s
fro
m t
he
no
rms
.
In p
lace
DM
Pla
nt e
fflu
ents
are
tre
ated
in a
neu
tral
izin
g p
it a
nd
aft
er
trea
tmen
t w
ater
is
use
d fo
r d
isp
osa
l of
ash
.
In p
lace
3.21
: Jo
job
era
An
hyd
rou
s A
mm
on
ia d
osi
ng
syst
em in
stal
led
to
en
sure
sta
ck e
mis
sio
n
wit
hin
no
rms.
In p
lace
Stak
e em
issi
on
an
d a
mb
ient
air
qu
alit
y is
reg
ula
rly
mea
sure
d b
y M
oEF
app
rove
d a
gen
cy .
In p
lace
Perf
orm
ance
of
ESP
/ O
nlin
e an
alyz
ers
is m
on
ito
red
reg
ula
rly.
In
pla
ce
Reg
ula
r m
eeti
ng
wit
h c
oal
su
pp
liers
for
imp
rovi
ng
and
mai
ntai
n t
he
des
ired
co
al q
ual
ity.
In p
lace
Ris
k d
ue
to e
xcee
din
g fr
om
env
iro
nm
enta
l no
rms
laid
do
wn
fo
r em
issi
on
an
d d
isch
arge
.
DISHA
Lighting up Lives! 47
Ris
k Im
pac
t:
Low
3
Ris
k Li
kelih
oo
d:
LO
W
Fin
. Im
pac
t (R
s. C
r.)0.
5Fi
n. I
mp
act
(Rs.
Cr.)
0.5
Like
liho
od
10
%Li
kelih
oo
d
1%
Valu
e (R
s. C
r.)
0.05
Valu
e (R
s. C
r.)
0.00
5
Engi
nee
rin
g C
ont
rol t
o r
edu
ce t
he
risk
of
haz
ard
s ar
e ad
op
ted
like
Dry
Fog
Syst
em, D
ust
ext
ract
ion
Sys
tem
, Bag
Filt
ers
, ESP
s , W
ater
Spri
nkl
ers,
aco
ust
ic e
ncl
osu
res
, In
sula
tio
n o
f H
ot
surf
aces
, W
ash
ed
and
Co
ol A
ir S
up
ply
Sys
tem
an
d P
lant
atio
n in
sid
e th
e p
rem
ises
.
In P
lace
Pers
on
al P
rote
ctiv
e Eq
uip
men
t lik
e D
ust
Mas
k, E
ar M
uff
/ P
lugs
,Saf
ety
Sho
es ,
Han
d G
love
s an
d H
elm
ets
are
pro
vid
ed t
o t
he
per
son
s
wo
rkin
g in
dif
fere
nt a
reas
Ris
k d
ue
to O
ccu
pat
ion
al H
ealt
h H
azar
ds
Inh
eren
t V
alu
e D
etai
ls o
f ca
lcu
lati
on
:
1) P
oss
ible
loss
of
gen
erat
ion
: N
il
2) F
inac
ial I
mp
act
is d
ue
to p
aym
ent
of
com
pen
sata
tio
n
3)P
rob
abili
ty o
f o
ccu
rren
ce is
co
nsi
der
ed :
Low
Res
idu
al V
alu
e
Leve
l of
Pre
par
edn
ess
Cri
tica
lity
3.23
: Jo
job
era
Des
crip
tio
n o
f R
isk
M
itig
atio
n P
lan
Dev
ised
In P
lace
Stat
us
Pr
e em
plo
ymen
t an
d p
erio
dic
Med
ical
ch
eck
up
is in
pla
ce t
o m
on
ito
r
the
hea
lth
of
emp
loye
es. L
un
g Fu
nct
ion
Tes
t an
d X
-Ray
tes
t o
n
emp
loye
es in
Co
al H
and
ling
syst
em.
In P
lace
Haz
ard
s p
roce
ss /
mat
erie
l are
elim
inat
ed o
r su
bst
itu
ted
wit
h le
ss
haz
ard
s o
ne
e.g.
ch
lori
ne
is r
epla
ced
wit
h H
ypo
.
In P
lace
Du
e to
wo
rkin
g in
Co
al D
ust
,No
ise,
Hea
t
etc.
are
as, e
mp
loye
es m
ay a
ffec
ted
by
occ
up
atio
n h
ealt
h p
rob
lom
s .
10.1 Structured Problem Solving Method
What is SPS?
SPS (Structured Problem Solving) methods are systematic approaches for:
1. Identifying a problem
2. Identifying the situations where & why you needed an improvement?
3. Finding the root cause of a problem,
4. Identifying and evaluating solutions,
5. Implementing the solution,
6. Measuring the improvement, and
7. Ensuring permanent integration of the solution so the problem will not arise again.
Why SPS?
It provides step-by-step procedure that can be repeatedly applied to most problems or process improvements.
It reduces the amount of time to make an improvement or solve a problem.
It provides a structure to follow that helps ensure positive solutions.
It helps to standardize the mechanism for improvement and problem solution.
It aids in communication and finally it facilitates in learning & Knowledge management.
When do we choose SPS? When Improvements are needed in products or processes.
When problems surface in all or
• multiple areas of design,
• manufacturing, and business processes,
• location,
• geography,
• zone etc. .
Finally when the solution is not apparently visible.
Divisional Head / Depts.would review
Sr.Leaderswould review
Projects at Dept. level
Projects at Divisional level Sankalp Projects
SPS Projects
QC/LASERProjects
Our Improvement Initiatives
SANKALP
SPS
LASER & QC
SDM : What ?EPM : How ?
DISHA
Lighting up Lives! 48
FMEA: FMEA is a proactive technique that enables the identification and prevention of process or product errors before
they occur.
• If RPN is high, the Action Plans are made & they need to be prioritized. As Actions need resources, the FMEA RPN
rating helps in prioritizing.
• RPN of 75 or less is fine (to begin with).
• Low RPN ratings indicate the robustness of a Process (through a series of Actions).
• Process revisions often result in lower Occurrence & Detection ratings.
• Identified Process Controls must be strictly enforced to prevent Failures (this is key to Process Management)
• If no action is recommended, the decision not to act should also be noted. Effective follow-up programs are also
necessary, as the purpose of the FMEA is defeated if any recommended actions are left unaddressed.
• FMEA is a Risk Management Tool. To achieve the greatest value, FMEA should be done at the Process Design stage.
Regular reviews help in further improvement of the Process.
Process Steps for conducting the FMEA
HOW? Improvement Process Steps and Quality Tools
DISHA
Lighting up Lives! 49
Brainstorming Session: When & Where?
Data Sheet & Check sheet: When & Where?
Pareto Charts: When & Where?
DISHA
Lighting up Lives! 50
Cause-effect diagram 5 Standard stratification
Standard Forms / Formats / Templates
1. Project Establishment Matrix
2. Project Charter
3. Standard Excel Format for 7 Steps for data capturing (Mundra report)
4. Standard Presentation format for review by DQC
5. Summary report of the Division (DQC Secretary Report)
6. Other MIS report (For reference)
7. Meeting attendance sheet
8. Minutes of Meeting form
9. Meeting effectiveness Index
SPS Projects in cycle 2 (FY '12- '13):
PROJECT TITLE DIVISION KPI TEAM
Low reliability of oil guns in boiler JOJOBERA Boiler Availability
Supratik Mukherji, J Soni, R N Panda, Vijay Kumar, Kanchan Ganguly
Stopping of one CEP in UNIT #3 at full load JOJOBERA
Auxiliary power consumption
Sujit Sengupta, Maddipati V Phanindra, A Das, N K Yadav, Shanti Paul
High pr heater performance monitoring and availability improvement JOJOBERA
HP Heater efficiency & availability
Mohit Gupta, Abhishek Kumar, Debasish Das, Mukesh Kumar, Soumitra Mandal
High m/u water consumption in unit #1 JOJOBERA
Specific m/u water consumption
R K Sinha, Vivek Tiwari, Mukul Singh, Nitin Jain, Deepu Minz
Fuel oil loss due to passing problem of LONV JOJOBERA
Save resource; equipment availability
Soumendra Mandal, Ashish Roy, Sachhidananda Chowdhury, Himanshu Tyagi, Amresh Nayak
Frequent failure of support insulator in ESP. JOJOBERA ESP Availability, SPM
Pravin Kumar ,S K Mallick, A Eqbal, Biswajit Mohanty, Ravikumar Sharma
Problem in Coal flow measurement JOJOBERA
Specific coal consumption
S Pattanayak, D R Sharma , O P Gupta, Binod Lakra, Omprakash Arya, Gourav Kumar
Frequent tripping of oil centrifuge at PH6 PH # 6 Equipment Availability
D Acharyya, Himanshu Ranjan , Shailesh Dubey, Harshal R Desai, Sugata Debnath,
DISHA
Lighting up Lives! 51
11.1 Community Relation at Jojobera
As outlined by the founding fathers of TATA Group - Jojobera units believes in integrating its business values and
operations to meet the expectations of its stakeholders. Communities - ranging from population pocket around its plants
to those employed by its contractors and suppliers, are a key stakeholder and Tata Power Jojobera is committed to
ensuring that they benefit from the company's presence. Accordingly company has taken several initiatives in the area of
health, infrastructure, education, energy & livelihood with the focus on the community in the vicinity to improve their
living standard.
A structured system for understanding issues and problems related to CR activities and a regular system of review have
been put in place to help this process. A detailed annual business plan of activities along with budgetary allocation for FY
13 has been prepared. CR activities encompassed in the Annual Business plan are based on the need of the communities.
A need assessment and baseline survey has been carried out for this purpose. The major needs that have arisen out of
these exercises are drinking water, employment, access to health care and access to computer education.
The implementation of project is done in participatory manner with active consent of community leaders and
beneficiaries. As most of the projects have been designed to address the needs of the community their inputs are taken in
the planning phase and their participation is ensured during implementation. Participation from community results not
only in the ownership by them but also in leveraging resources from other sources resulting in scaling up and greater
impact.
There are monitoring mechanisms in place to measure the progress and effectiveness of these activities. Tools like
outcome index & performance metrics (OIPM) and CR effectiveness matrices will be deployed for this purpose. CR
effectiveness matrices measures program's outcome on three effectiveness parameter on the dimensions of a.
Recognition outside community b. Happiness in community c. Visibility of Project/Site in Community by assigning scores
and hence quantifying results. These parameters also give direction on which intervention should focus.
The activities selected for CR interventions has been also given a priority ranking based on (a) Materiality of issues and (2)
whether these activities are sustainable or not; and accordingly budgetary allocation has been done. Similarly a social risk
materiality matrix has been drawn which maps the issues arising out of impact of business operation on community. A
mitigation plan has been chalked out on this basis.
In a free enterprise, the community is not just another stakeholder in business but is in fact the very purpose of its existence
Mr. Jamsetji N. Tata (Founder, Tata Group)
DISHA
Lighting up Lives! 52
11
.2 C
R A
nn
ual
Act
ion
pla
n
Mo
nth
Ap
ril
May
Jun
eJu
lyA
ugu
stSe
pO
ctN
ov
Dec
Jan
--
13Fe
bM
arch
Des
crip
tio
n o
f A
ctiv
ity
Act
ivit
y Pl
ann
edA
ctiv
ity
Plan
ned
Act
ivit
y Pl
ann
edA
ctiv
ity
Plan
ned
Act
ivit
y
Plan
ned
Act
ivit
y
Plan
ned
Act
ivit
y
Plan
ned
Act
ivit
y
Plan
ned
Act
ivit
y Pl
ann
edA
ctiv
ity
Plan
ned
Act
ivit
y
Plan
ned
Act
ivit
y Pl
ann
ed
Flag
ship
- D
ecen
tral
ised
En
ergy
Ru
ral E
lect
rifi
cati
on
-fl
agsh
ip p
rogr
am
Inco
me
Gen
erat
ion
/ Li
velih
oo
d
Self
- H
elp
Gro
up
s
Emp
loya
bili
ty in
itia
tive
th
ru J
V w
ith
gro
up
Co
mp
any
TBSS
Trai
nin
g fo
r N
urs
ing
cou
rse
to 2
tri
bal
wo
men
Tie
up
wit
h IS
TD fo
r M
ES (
Mo
du
lar
Emp
loya
bili
ty s
chem
e tr
ain
ing)
Exp
lori
ng
po
ssib
ility
of
scal
ing
up
Fly
Ash
Bri
ck m
akin
g
Envi
ron
men
t
Aff
ore
stat
ion
Wo
rld
Env
iro
nm
ent
Day
Cel
ebra
tio
n
Sup
po
rt t
o b
ird
avi
ary
Ener
gy
Ener
gy c
on
serv
atio
n p
rogr
am
Flag
ship
-Ed
uca
tio
n
Edu
cati
on
al s
up
po
rt li
ke c
oac
hin
g &
Tu
tio
n t
o t
rib
al s
tud
ents
Du
mka
goar
a
Sen
siti
zati
on
pro
gram
s at
sch
oo
ls o
n C
limat
e ch
ange
, glo
bal
war
min
g an
d w
ater
sav
ing
Sup
po
rtin
g th
e ed
uca
tio
n o
f 18
stu
den
ts
Acc
ess
to c
om
pu
ter
lear
nin
g &
web
bas
ed le
ran
ing
cont
ent
Hea
lth
care
Mo
bile
Med
ical
Dis
pen
sary
Ho
meo
Hea
lth
cam
ps
Hea
lth
cam
p fo
r co
ntra
ct w
ork
ers
Allo
pat
hic
Hea
lth
cam
p in
JEM
CO
are
a
HIV
/ A
IDS
Aw
aren
ess
cam
pai
gns
Blo
od
do
nat
ion
cam
p
Infr
astr
uct
ure
Sup
ply
of
po
tab
le w
ater
Ro
ad C
on
stru
ctio
n/r
epai
rin
g/cl
ean
ing
Ro
of-
top
rai
n w
ater
har
vest
ing;
dev
elo
pin
g o
f w
ater
so
urc
es
Ren
ova
tio
n o
f A
WC
& S
ub
Cen
tre
Ren
ova
tio
n o
f co
mm
un
ity
cent
re
Go
vern
ance
IEC
of
PRI m
emb
ers
on
rig
hts
& w
ork
ing
of
pan
chay
ats.
CB
on
vill
age
reco
nst
ruct
ion
at
Ral
egam
sid
hh
i/
Soci
al W
elfa
re (
incl
ud
ing
Emp
loye
e V
olu
nte
erin
g an
d s
pec
ial
acti
vity
)
Vo
lunt
eeri
ng
at C
hes
hir
e H
om
e
Oth
ers
Tata
Po
wer
Su
stai
nab
ility
Ad
viso
ry C
ou
nci
l vis
it
Mis
c(in
clu
din
g Ev
ent
spo
nso
rsh
ip a
nd
sp
ecia
l day
cel
ebra
tio
ns)
.
Spo
rts
: Ath
leti
c to
urn
man
t w
ith
TAT
A g
rop
u c
om
pan
ies.
/ C
ult
ura
l
pro
gram
s.
DISHA
Lighting up Lives! 53
12.1 HR Plan
HR VisionStrategic
HR Pillar
HR Value
CreationHR Goal Action Plan Measures Target Resp Target Dates
DCRI / HCRI
Prepare ICRI & DCRI for all employees of
the division for HCRI at the organistional
level % Compliance 100%
Exec HR /
HODs
Apr-12
Training need Identification
Officer: PMS /High Pots / ICRI
Technicians: IDP Forms % Coverage 100% Exec HR
Apr-12
Training Calendar on quarterly basisIDP
Compliance 90% Exec HR
Apr/June/Sept/Dec'
12
Training EffectivenessTEI(Half
Yearly) 80% Exec HRSept'12 / Mar'13
Plant Induction of GET / DET
No. of new
employee
covered 100% Exec -HR
as & when
Reward &
Recognition
Co-ordinate and execute reward &
Recognition, like:
- Appreciate your colleague.
- Spot Awards.
- Thank you note.
- Tata Power Excellance award.
- Awards for extraordinary work.
No. of
employee per
month
45AM-HR/
HODs
end of every
month.
Performance
Management
System
Co-ordinate goal setting, PRD & annual
appraisal with all departments.Timely
completion 100%
DH -HR,
HODs, Corp
HR
March'13
Succession
Planning
Succession planning for critical position &
Successor Development.% Compliance 70%
DH -HR,
HODs, Corp
HR
March'13
Job Rotation
Manpower plan vis-à-vis job rotation and
its implementation.% Compliance 20%
DH -HR,
HODs, Corp
HR
March'13
Identifiaction &
development of
talents.
Preparing development plan of identified
talents and executing it.% Compliance 20% DH -HR, HODs
March'13
Co-ordinating induction programs for new
joinee. % Compliance 100% Exec - HRas & when
Equipping all new joinee to acclimatise
Divisional / Departmental / HR system &
processes & understand his / her goals /
KRAs % of employee
covered 100% DH - HR
as & when
Coaching &
Mentoring
Co-ordinating Mentor - Mentee program
for new joinee & GETs/ DOTs. % of employee
covered 100% DH - HR
June'12
PMS & Goal Sheet for all GETs / DETs % of new
joinee covered 100% Exec - HR
May'12
ISLA Implementation of ISLA as agreed ICSI 85% DH - HR March'13
Timely processing of emplyees joining,
confirmation, separation and salary input
formalities.% Compliance 100% Exec - HR
Monthly
Preparation of periodic HRIS/ HE
dashboard for data analysis and kowledge
sharing. % Compliance 100% Exec - HR
Monthly
Travel & other logistics arrangements for
employee & guests, including event
management.% Compliance 100%
Manager
Admin
March'13
Manpower planning focusing more on
internal Job Posting & Talent Sharing% Strength 10% DH -HR
March'13
Improving recruitment cycle time through
robust follow up with division. ER office &
Corp. HR.Recruitment
Cycle time 50 Days DH - HR
March'13
Cap
acit
y B
uild
ing
Manpower
Planning
Tale
nt
Acq
uis
itio
n
Training &
Development
Co
mp
eten
cy D
evel
op
men
t
Cap
abili
ty D
evel
op
men
t
Cap
able
Em
plo
yees
Per
form
ance
Cu
ltu
reTa
len
t M
anag
emen
t
Socialisation
Process
Soci
alis
atio
nC
ust
om
er F
ocu
s
HR Services
DISHA
Lighting up Lives! 54
HR VISIONStrategic HR
Pillar
HR Value Creation
HR GOAL ACTION PLAN MEASURES Target RESP TARGET DATES
Meeting with all other
Departments
% age of agreed
issues closed(HR
related)
80% HR Team Mar-13
Special events celebration,
including families of
employees and contract
labour
No of events
organised4 HR Team Mar-13
Working of
Joint Working
Committees
Co-ordinating activities of
JWCs
Number of meetings
held2 per committee
DH-HR/Manager
admn.Mar-13
Facilitate annual health check
up% employee coverage 100% Mar'13
Pre employment health check
upAs and when
Invite guest
speakers/specialists.
Number of lectures
held4 1 per quarter
Strive to get more houses for
family as well as bachelor
accomodation from Tata steel
& Tata Motors
No.of New
AllotmentsNos Manager Admin Mar-13
Bachelor accommodation for
employees
No of accomodation
allotedJune'12
DH HR & Manager
AdminJun-12
Company
lease
Accomodation
Promotion of CLAs amongst
officers.
No. of Company lease
DoneNos Manager Admin Mar-13
Guest House
management
Improve the level of services
at guest house
Feedback of guest on
5 point scale5 Manager Admin Mar-13
Statutory
Compliance
Ensure 100% Statutory
compliance under various
labour laws
% Compliance 100% AM (IR) Mar-13
CSR ActivitiesCo-ordinate & Volunteer for
CSR activities
No.of activities
participated10hrs each/ Yr HR team Mar-13
Sponsor
programs/events(education/s
ports) for skill upgradation of
SCs/STs
No.of programs 4 DH HR & CSR Mar-13
Facilitate
vocational
training
Co-ordinate
industrial/vocational tranings
& apprentices.
Number of stutents
trained
25 + 13
apprenticesAM (IR) & Exe(HR) Mar-13
Management Dialogues(2
nos.) with officers (External by
MD / ED / VP(HR) & Internal
by local management).
Number of Dialogues 2 DH (HR) Mar-13
Voices workshop &
communication% Compliance 90% Exec(HR) Mar-13
Union MeetingLocal Management Meeting
with Union in every quarter
Number of meetings
held4 DH(HR) Mar-13
Bu
dg
et
Budget
Tracking
Implementation of Admin
Budget tracking mechanism &
monthly presentation to
management
% Compliance 100% Manager Admn. Mar-13
Bu
sin
ess
Exc
ell
en
ce
EPM Process &
SDM Review
Revisiting the EPM Processes
and updating & Monthly
Review of Departmental SDM
% Compliance 100%DH(HR &
Admn.)/Exec.HRMar-13
Manager Admin./
Doctor
Company
accomodation
SYS
TE
MS
Cu
ltu
re o
f S
ust
ain
ab
ilit
y
DE
LIG
HT
ED
EM
PLO
YE
ES
CU
LTU
RE
Cu
ltu
re o
f E
nga
ge
mn
t C
on
ne
tin
g
wit
h t
he
em
plo
ye
es'
He
art
sEmployee
Contact Plan
Cu
ltu
re o
f In
terg
rati
on
- Im
pro
vin
g t
he
qu
ali
ty o
f Li
fe
Healthy
Employee
DISHA
Lighting up Lives! 55
12.2 IDP
S.No Emp No Name Position
Funtional-1 Behavioural-1
1 187313 Mr P K Choudhury EMD
Analyses and
integration of
CBM results
Team Building
2 187321 Mr N K Singh EMD Protection relays Team Building
3 187330 Mr S K Srivastava Administration
4 187364 Mr B C Maji EMDCondition Based
Maintenance
Presentation &
Communication
5 187372 Mr R Biswas AdministrationManagerial
effectiveness
6 187445 Mr K Ganguly OperationsLubrication
SystemTime Mgt
7 187461 Mr M Deshmukh OperationsBoiler
Performance Problem Solving
8 187496 Mr N K Yadav OperationsTraining on
Energy Audit-IIPMProblem Solving
9 187551 Mr R K Sinha BE & CSR Traning on Etiquettes
10 187569 Mr M K Singh ChemicalEnvironment
management
Presentation &
Communication
skills
11 187607 Mr J Prakash Operations Max DNAStress
Management
12 187631 Mr O P Gupta Ash Management
Energy
Management &
Conservation-
Leadership Skill
13 187801 Mr B R Kumar Purchase
Training on
expediting
management
Negotiation Skill
14 187810 Mr S Kundu Stores
Training of
Procurement and
contract
Negotiation Skill
15 187887 Mr S Mustafi OperationsBoiler water
Chemistry
Communication
& presentaion
Competency
Customer Relations Personal Grooming
16 188018 Mr A K Srivastava StoresTraining on
Inventory control
Communication
Skill
17 188204 Mr K Roy OperationsEnergy
Optimization-
Presentation &
Communication
18 188221 Mr S K Paul Operations Simulator Traning Presentaion Skill
19 200048 Mr Bimal Kumar Operations
Residual Life assesment
Problem SolvingAsset
DISHA
Lighting up Lives! 56
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
20 200049 Mr Pravin Kumar MMDMaintenance
21 200209 Mr S Mandal OperationsEnergy
Consrvation
Presentaion &
Communication
22 200234 Mr V N Kumar EMD ESP Stress
23 200241 Mr Vijay Kumar OperationsGap Analysis
Technique-in
Communication
& Presentation
24 200258 Mr C Singh EMD
Best practices and
new advancement
in electrical power
industry
Leadeship Skills
25 200260 Mr V Singh OperationsEnery
OptimisationStress Mgt
26 200271 Mr A Bose OperationsFuel Sourcing and
Logistics
Managerial
effectivness
27 200272 Ms J Choudhury PurchaseTraining on
Inventory Managerial Skills
28 200276 Mr S Mandal EMDProtection of
generators
Wthstadning
pressure(stress
29 200310 Mr S Chatterjee EMDEffective CBM
techniquesManagerial Skills
30 200318 Mr R Kumar MMDTraining Boiler
Feed Pump
31 200335 Mr P Kumar MMD
Inhouse Training
Coal Mill
Construction &
32 200352 Ms S Jha MIS
33 200357 Mr A Prakash Accounts
34 200423 Mr D R Sharma CHP
35 200533 Mr J Soni IMD
Honeywell
TPS/EPKS &
C200/LIOM/ML20
Team Building
Competency
Internal Customer Satisfaction
Emotional Intelligence
Time Management
Team Building
Managerial Effectiveness
Advance Action
Programme on Taxation
Stacker reclaimer
36 200557 Mr A Kumar MMDInhouse training
on Boiler
37 200559 Mr B Dey MMD
38 200567 Mr A Roy OperationsIMS Power Plant
Audit
Problem Solving
Technique
39 200578 Mr Ujjal Kumar Naskar Operations
Power Plant
Emergency-In
House (Operation
Stress
Management
Function of Management
Function of Management
Pump O & M & overhaul
DISHA
Lighting up Lives! 57
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
41 200614 Mr R K Sharma Stores
training on
procurement &
contract
Negotiation skill
42 200644 Mr S Nag Operations
Power Plant
Emergency-In
House (Operation
Stress
management
43 200648 Mr J S Saroya EMD VFD drive training Negotiation Skills
44 200708 Mr S Chowdhury IMD
Training on
Turbine Vibration
system -GE
Leadership
Development
Program
45 200709 Mr M K Gupta OperationsEnergy
Optimization in
Managerial
effectivness
46 200712 Mr M Pandey EMD ESP Stress
47 200717 Mr K Dey OperationsPower Plant
Economics
Managerial
effectiveness
48 200726 Mr M Phanindra IMD
Enhancement of
Knowledge in PID(propotional Integration
People
Management
49 200913 Mr S Ghosh EMDElectrical
protection system
Communication
Skills
50 200951 Mr J Prasad Stores
training on
procurement &
contract
Communication
Skill
51 200993 Ms Hemlata Purchase Contract Negotiation Skill
52 200998 Mr G K Ojha Operations
Evnvironmental
Related Issues in
Power Plant
Communication
& presentation
53 200999 Mr S Kumar Operations
Training on Power
Plant Impact on
Environment
Motivation &
team Building
54 201001 Mr R K Verma IMDTraining Power
Plant
Decision Making
skills
Competency
40 200598 Mr T Himanshu Operationsboiler failure
analysis
managerial
effectivness
55 201068 Mr A K Srivastava Security TBEM AwarnessPresentation &
Communication
56 201084 Mr A Eqbal MMDOEM /External trg on High pressure pumps
Teamwork
57 201095 Mr A Kumar EMD GRP relay testing Stress
58 201114 Mr Niraj Kumar EMDCHP electrical
systemNegotiation Skill
DISHA
Lighting up Lives! 58
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
62 201209 Mr S Pattanayak OperationsPower Plant
Economics
Communication
& Presentaion
63 201212 Mr P K Dehury EMD DVR Team Building
64 201213 Mr B Mohanty EMD Protection systemPresentation and
communication
65 201214 Mr R R Behera MMDOEM/External Training High Pressure Pumps
Team Work
66 201215 Mr A A Ansari EMDDC battery and
battery charges
Communication
Skills
67 201216 Mr S Dey OperationsEnvironment
Impact of Power Team Building
68 201218 Mr R Panda Operations
Resedual Life
Assessment Study
of Boiler
Mangerial
Effectivness
69 201221 Mr B Lakra Operations
Cooling Tower
Operation
Maintenance
Presenation &
Communication
70 201245 Mr S Patnaik OperationsEnergy
Management
Managerial
Effectivness
71 201258 Mr S P Kurmi EMDOverall protection
philosaphy
Managerial
effectiveness
72 201302 Mr N K Modak Civil
73 201403 Mr N Khan IMD
Turbine
Governing System-
By A.K.L& M.V.P
Stress
Management
Competency
59 201190 Mr Md Imran Ali EMD ESP Controller Time
60 201191 Mr S K Mallick Operations
Power Plant
Emergency -In
House (Operation
Managerial
Effectiveness
61 201208 Mr A Behera OperationsPower Plant
Performance
Presentation and
communication
Staging &Framework Method
Managerial
effectiveness
77 201597 Mr T Datta EMDOverall Electrical
protection Team Building
74 201474 Ms A Sharma EMD
Enenegy
management and
metering system
Mangerial skills
75 201516 Mr S Yadav OperationsFuel Optimization
Technique
Stress
management
76 201576 Mr R Prasad Manager - Security Effective Store Keeping
Communication & Presentations
DISHA
Lighting up Lives! 59
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
79 201653 Mr R C Sekhar IMDTraining Power
Plant Operations
Decision Making
skills
80 201756 Mr C S Goswami MMDTraining on Coal
Mill
81 201776 Mr S Singh OperationsTurbine & Its
auxillary Boiler Team Building
82 201777 Mr A Shamsi OperationsLubrication
SystemTeam Building
83 201780 Mr N K Jain IMD
Training on
BMS(boiler Mgt
System)-
BHEL/NPTI &
FSSS(Furnace safe
Guard Supervisory
Stress
Management
84 201781 Mr O P Arya CHP CHP O&M Negotiation skill
85 201784 Mr S Nand OperationsBoiler & Aux
Equip
Stress
management
86 201785 Mr G Kumar IMD
Training on BMS
& FSSS by
NPTI/BHEL
Leadership
Program
87 201788 Mr V K Tiwari OperationsCombustion
Control System
Stress
management
88 201789 Mr S K Sahu MMD
Inhouse Training
Understanding of
Construction &
Maintenance of
Coal Mill
89 201790 Mr G Pani MMDInhouse trg in Ash
plant
90 201793 Mr S H V Ganesh MMDInhouse training
on PumpsPresentation Skill
91 201798 Mr S Benjamin OperationsPower Plant
Economics
Stress
Management
Competency
Internal CustomerSatisfaction
Communication Skills
Communication Skills
Auditor Course78 201652 Mr A Talukdar MMD
IMS Internal
92 201820 Mr A Verma OperationsCompressed Air
SystemTeam Buildning
93 201826 Mr A K Bhoi Operations
Power Plant Visit
for Caputing best
Practices-In
House(Trg Dept)
Mangerial
Effectivness
94 201827 Mr M Ali OperationsBoiler Aux
Training
Communication & Presentation Skill
DISHA
Lighting up Lives! 60
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
95 201829 Mr P Agrawal OperationsBoiler Emergency
Handling
Problem Solving
technique
96 201849 Mr A K Gorai Accounts
97 201873 Mr P Kumar ChemicalBoiler water
treatment
98 201884 Mr D K Sakar OperationsEmergency
Training-In
Communication
& presntaion
99 201898 Mr M Kumar IMDTraining on BMS
& FSSS by
Leadership
Training
100 201911 Mr S Paul EMD SCADA Stress
101 201935 Mr A K Nayak EMD ESPCommunication
& Presenation
102 201944 Mr S Khan OperationsPower Plant
Performance
Stress
Management
103 202008 Mr A K Jena OperationsGoverning Control
System
Communication
& Presenation
104 202041 Mr A K Ray IMD MaxDNA Training Team Building
105 202045 Mr D Das MMD
OEM/External
Tranining High
Pressure Pump
Teamwork
106 202054 Ms U Agrawal EMD ESPCommunication
& Presenation
107 202125 Mr S Chakraborty Operations Simulator Time Management
108 202126 Mr S P Shah Operations Simulator Traning Stess management
109 202148 Mr Arun M Operations Switchyard Communication
110 202160 Mr R K Sah MMDInhouse trg in Construction & Maintenance of
111 202177 Mr A S Khilwani MMDSingle Stage
Pumps in house
112 202178 Mr S K Jha IMDHoneywell TPS
system
Stress
Management
113 202196 Mr A R Ghodake EMD Electrical Time
Competency
SAP
Communication& Presentations
Communication & Presentations
Strategic Decision Making
Strategic Decision Making
114 202232 Ms G Baral MMD
Inhouse Trg Single
Stage Pump
construction &
Maintenance
115 202239 Mr R Saha EMD GRP relay testingPresentation and
communication
Motivation & Team Building
DISHA
Lighting up Lives! 61
11.2 HR PlanS.No Emp No Name Position
Funtional-1 Behavioural-1
116 202334 Mr M S Ahmed Operations
Turbine & its
auxillary
Operations-
Negotiation Skill
117 202335 Mr M Sahu Operations
Boiler Tube
Failure Analysis-
BHEL Trichy/NPTI
Negotiation Skill
118 202336 Mr B K Chawarguwal Operations
Turbine & its
auxillary
Operations-
Time
Management
119 202337 Mr A Singh Operations Simulator Traning
Communication
& presentaion
skill
120 202338 Mr S Kumar Operations Simulator Traning Stress Management
121 202340 Mr Ranjan Singh IMD
Training on Flue
Gas Analysers-
Forb marshal
Presentation &
communication
skills
122 202516 Mr S Chattopadhyay MMDHigh Pressure
Centrifugal Pumps
123 202545 Mr D Minz HR & Admin HR for line Stress
124 202604 Mr T N Sahu PurchaseTotal Quality in
purchase processNegotiation Skill
125 202621 Mr Malla Ramu Naidu ChemicalAwareness of PPEs and their usage
126 202700 Mr Sandeep Karnavat ITInformation
Security &
Customer
Handling
127 202367 Mr V Dewangan Operations
Energy
Management &
Conservation-
Communication
& Presentaion
128 202391 Mr S K Ghoshal Operations Simulator TraningConflict
management
129 202402 Mr U Soni IMDTraining on ABB
ProcontrolTeam Building
130 202416 Ms R Chattopadhyay EMD GRP relay testingCommunication
Skills
Competency
Internal Customer Satisfaction
Communication & presentaion skill
131 202423 Mr S Saru Operations
Faliure Analysis
applying problem
solving tool-TATA
Steel(SNTI),NPTI-
Durgapur
Communication
& presentaion
DISHA
Lighting up Lives! 62
S.No Emp No Name Position
Funtional-1 Behavioural-1
149 202438 Mr P Mohanty IMD
Training on
Control Valves-
NPTI/MIL
Strategic
Decision Making
and Problem
150 203131 Mr B Kumar CSR CR Strategyleadership
Development
151 203170 Mr. Dinesh Dubey Security TBEM AwarnessPresenation &
Communication
152 201272 Mr B Khalkho HR & Admin
153 201864 Ms. Neelam Toppo HR & Admin Labor LawsManagerial
effectivness
154 200679 Mr A Das Operations ABT Team Building
155 202271 Mr A Sasmal CHP
TRG OEM-Ability
to Read and
undersatnd the
SOPs for CHP.
156 202279 Mr B K Mallik CHP
PMI-Noida trg in
understanding of
Coal
163 202499 Mr K P Rajak OperationsEnvironmenttal
Impact
Time
Management
164 202501 Mr M K Ray Operations Simulator Traning
Communication
& Presentation
Skill-Inhouse
165 202502 Mr T K Behera EMD/Operation
Field Supervision
Technique to be
Improved-In
House( by
Stress
Managemnt
Competency
190 201019 Mr A K Ram Chemical
Knowledge of
internal water
treatment (boiler
and feed water
treatment)
191 201168 Mr G Ramaswamy Accounts
193 200647 Mr S Goel CHP
Workshop on Coal Handling Plant-PMI
Stress
Management
Communication & Presentation
SAP Managerial Effectiveness
DISHA
Lighting up Lives! 63
DISHA
Lighting up Lives! 64
Repo and Reverse Repo Rate
A repo or repurchase Agreement is an instrument of money market. Usually reserve bank (federal bank in U.S) and
commercial banks involve in repo transactions but not restricted to these two. Individuals, banks, financial institutes can
also participate in repurchase agreement.
Repo is a collateralized lending i.e. the banks which borrow money from Reserve Bank to meet short term needs have to
sell securities, usually bonds to Reserve Bank with an agreement to repurchase the same at a predetermined rate and
date. In this way for the lender of the cash (usually Reserve Bank) the securities sold by the borrower are the collateral
against default risk and for the borrower of cash (usually commercial banks) cash received from the lender is the collateral.
Reserve bank charges some interest rate on the cash borrowed by banks. This rate is usually less than the interest rate on
bonds as the borrowing is collateral. This interest rate is called ‘repo rate’. The lender of securities is said to be doing repo
whereas the lender of cash is said to be doing ‘reverse repo’.
In a reverse repo Reserve Bank borrows money from banks by lending securities. The interest paid by Reserve Bank in this
case is called reverse repo rate.
Borrower of funds is called as seller of repo and lender of funds is called as buyer of repo. When the term of the loan is for
one day it is known as an overnight repo and if it is for more than one day it is called a term repo.
DISHA
Lighting up Lives! 65
GREEN HEROMr. Pradeep Biswas will tell us how plastic bottles are lighting up Ph6 in Jamshedpur
Sustainability at Tata Power forms the core of its vision to make a difference and
remain committed to the issues of resource conservation, energy efficiency,
environment protection and enrichment of its communities. As part of its endeavours
of powering a greener world, Tata Power, India’s largest Integrated Power Company
launched a unique initiative called ‘Greenolution’ to help its employees and other
key stakeholders traverse the journey and make green living their ‘way of living’.
This green movement has gained significant momentum with its employees, leading
to the birth of a unique Green innovation called by its employees of
Power House 6 plant, thus providing free lighting by using plastic bottles. This green
idea of utilization of solar energy will now be proliferated in other locations of the
Company.
“This idea has been tried in our Power House-6 plant and found worth adopting. Solar Light bottle is fitted in
Alum store of Effluent Treatment plant. We found it is efficiently illuminating the pitch dark store room without
use of any electricity. The Luminance produced by solar bottle is good for comfortable visibility. The light is cool
in nature.” said Pradip Biswas, Lead Innovator from Power House 6 Plant, Jamshedpur.
“Solar bottle lamps" or "Solar Bottle Bulbs" were first developed in Brazil and has quickly become popular in
other countries. This is a grass root level innovative idea to light up houses during the day using plastic bottles
(waste soft drink bottles) filled with water and a bit of bleach. The bottles concentrate and transport sunlight
generating light equivalent to a 40 to 60 watt light bulb. Light bottles fit into custom-cut holes in a roof. Plastic
bottles refract the sun's rays, scattering about 55 watts of light across a dark room. The bleach is to avoid any
microbial growth in the water bottle. This lighting source can be installed with less effort, and lasts for almost
five years. This initiative has zero maintenance and cost and also supports the ‘best out of waste’ philosophy.
The team behind the successful implementation of this idea comprises of
‘Solar Bottle bulb’
Mr. P.L. Manjrekar, Mr. Sydney Lobo, Mr. Pradip Biswas, Mr. Ajit Bilolikar,
Mr. D.K.Singh and Chemical & Environment Dept. of PH6
Innovation is not the product of logical thoughts, although the result is tied to logical structure
- Anonymous