Strategies for Performance

Improvement for
Distribution Utilities
Role of Technology and
Operational Practices

Vivek Singla
North Delhi Power Limited
1st July, 2008
Presentation Flow
 Part I - Introduction to NDPL

 Part II - Reform framework & Business Model

 Part III – Challenges Faced by NDPL

 Part IV - NDPL’s Business Strategy & Improvement Initiatives

 Part I
Introduction to NDPL
Geographic Description
Joint Venture of TATA Group with Delhi Govt.
51:49%
NDPL Profile
Turnover (FY 2007-08) Rs. 2474 Cr (enhanced from Rs 1100 in FY
03)
Peak Load 1100 MW
Annual energy requirement  (FY 2007-  6281 Mn. Units
08)
Total registered consumers 0.96 Mn. (0.743 Mn at time of Take Over)
Number of employees 3700 (5600 in July 2002)
Area 510 Sq Kms
Population serviced in Network area 4.5 Mn.
(approx)
Per Capita Consumption (Units) 1245 (National Average of 500,
Mumbai – close to 850)
Number of consumers per Sq.Km 1882 (Only Registered)
Employees per Mn. Unit input 0.58
Load / Energy Growth 07% / 05%
 Part II
Reform Framework
Road to Reform &
Privatization
White Paper: In 1999, a high level committee produced a white
paper on “Privatization and Restructuring”, which was approved by
Government of Delhi (GoNCTD) for implementation.
 Bidding Process: In 2001, based on the acceptance of the process
by the Cabinet, Employee Unions, Consumers of Delhi, Media and
potential investors, GoNCTD went about configuring the bidding
process.
 Participants in Bidding: Out of 11 who participated, Six investors
were short-listed after qualifying stage - Tata Power, BSES,
Reliance, CESCON, AES, CLP.
 Bid Submission: In April 2002, only 2 companies viz. Tata Power
and BSES submitted the bids.
 Privatization: In July 2002, Privatization was effected.
Delhi Reform Framework
 No precedent of successful Privatization elsewhere in the country;
Orissa Privatization had failed
 DVB main challenge was high AT&C Losses
 DVB Balance Sheets restructured working backward from Tariff
Supportability
 AT&C Loss Reduction Targets 53% to 31% in 5 years (Public Interest)
 16% RoE subject to achievement of Targets. Downside 100%, Upside
50% share
 Regulatory Risk Mitigated
 Normative Tariff Order (prior to bidding) fixing the principles of Cost

Recovery + Return
 Regulator consulted prior to unbundling and bound by Transfer

Scheme
 Funding of Terminal Benefit Liabilities; Other Contingent Liabilities
 Delhi Reform Framework…Cont…

 Employee Uncertainty addressed through Tripartite Agreement

 Clean Balance sheet transferred
 Past liabilities on DISCOMs capped at Rs. 1 cr per annum
 Past Receivables belong to GoNCTD – Collection Commission 20%
 Power to settle old disputes – limited delegation to DISCOMs
 For 5 years DISCOMs to concentrate on reducing AT&C Losses and Network
Improvement and Transco to continue with Bulk Power Purchase
 Delhi Reform Framework…Cont…

Delhi Vidyut Board (DVB) Assets

Liabilities & Equity
2. All the liabilities of DVB are
1. All the assets and transferred to Holding Company,
liabilities of DVB are entire Equity of Holding Company
acquired by GoNCTD is issued to GoNCTD
3.All the assets areGoNCTD Holding Company (DPCL)
transferred from 4.Equity and Debt
GoNCTD to in the successor
successor entities, equal to
entities. Assets the value of
assigned a value Serviceable
equal to liabilities is issued
serviceable in favor of the
liabilities Holding Company.

GENCO DISCOM-II
Indraprastha TRANSCO DISCOM-I DISCOM-III
Power BSES Yamuna BSES North Delhi
Delhi Transco Rajdhani
Generation Limited Power Limited Power Limited Power Limited
Company Ltd.

Offered for privatization - effective July 2002

 Business Model
Financial Support From Government During Transition
Period
Revenue from retail Expenses and return
supply DISCOM Expenses – approved by Regulato

(Less due to present losses) Return – Guaranteed – 16%

Balance amount for Bulk Supply Purchase

(DISCOM’s Paying capacity)

Loan From Government

Payment to GENCO TRANSCO The Transitional Support
To make up loss

Financial support of Rs. 3450 crores by GoNCTD to DTL in

the form of a loan aggregating over the next five years.
Institutional Mechanism
- at the time of Privatization w.e.f. 1st July 2002
 Loan Agreement of Rs 552 crores signed between NDPL &
Holding Company – DPCL, as part of the purchase
consideration.
 Bulk Supply Agreement between Govt. owned Delhi

Transco Limited (DTL) and NDPL.

 Bulk Supply Contracting by DTL on a best-endeavor

basis.
 No penalty for shortfall in supply or purchase.

 L/C and Escrow to be offered as payment support by

NDPL to DTL
 DTL assures arrangements against forecast, prior to

every season at Regulator’s meet and Secretary –

Power, GoI’s reviews.
•AllFinancial
agreements in place
support of–Rs.
Government's
3450 crores involvement
by GoNCTDwas of ain
to DTL
the formfew
of aofficers at the time
loan aggregating of Privatization.
over a period of five years.
Key Features of NDPL’s
Business
License based Regulated business – license for 25 years.

 Top and Bottom line regulated business wherein -

 Regulator approves the Capital expenditure, Revenue expenses and RoE
(provided the annual committed AT&C Loss level is achieved)

 Retail Tariff to remain same throughout Delhi till Mar 2007

irrespective of differential AT&C Loss reduction amongst Discoms. MYT
Order implemented Mar 2007 onwards.

 Key Success to reform was Commitment to reduce AT&C losses by

17% over 5 years and to bring down the losses from then determined 48%
to 31% by end of Mar 2007. Further, in second control period (MYT 2007-
11), losses to be reduced to 17% by March 2011.

Both top and bottom lines of the business is capped with

restrictions on expenditure and ceiling on returns.
 Part III
Challenges faced by NDPL
 NDPL In July 2002
BURGEONING LOSSES – AT&C/Theft losses
range between 53% to 60% (approx. 10 crores/
day).
Dilapidated distribution network – couple of
transformers and plenty of cables bursting
every day. Approx 10000 No supply complaints per
day. Only 48% Street Lights functional.
Reportedly harassed consumers with poor fault
management system, wrong billing, inadequate
payment channels - a back log of 1,00,000
billing complaints and 20,000 new connections.
A work force of 5638 employees with very little
skill sets available.

Absence of key management functions like hr,

finance, governance etc.

Lack of accountability, initiative & service

attitude.
No administrative infrastructure and
dilapidated / un-sanitary buildings / offices

Poor condition of consumer records & consumer

no where in focus- 50% of consumers had some
form of an error.
Challenges addressed through
PPP Model
High AT&C losses
• Incentive to overachieve Targets
• Penalty for not achieving Targets
• Solutions need to be sustainable requiring long term approach
• High Capex Involved in Technology Interventions-HVDS, SCADA, AMR
• Effective Enforcement by follow up in Courts
• Flexibility for Settlements (out of Courts)

Lack of Service Orientation

• Public Tolerance is high with Electricity Boards & less with
private players
• High Expectations from private players push performance
Reliability of Supply: Needs huge Capex to modernize
Networks
Regulation: Issue of Regulators autonomy can be a problem
when public sector is to be regulated
Pressure to perform: Subsidies are easy way out for SEBs
but not for private players
Consumer Interfacing

Front-end Back-end
Generator

UTILITY
Tx. Utility

Govt.

Consumer Trader
Regulator SLDC

It’s been a challenge meeting the consumers’ expectations,

and perceived to be responsible for actions of others.
Stakeholders Expectations
STAKE HOLDERS EXPECTATIONS

Advent of consumerism and consumer delight in

Consumers
retail electricity distribution

Investors Safety & enhancement of their investment /

Ventures

DERC Compliance to billing, metering, tariff

Regulation & performance standards
Balancing the development & stakeholders
Interests.

Government Early success of the reform and privatization

Process

Employees • Better working conditions

• Personal and professional development
• Empowerment at all levels
• Enhanced communication
• Improvement in compensation & incentives
 Consumer Interface with
Distribution Utility

We needed to know our consumers’ priorities

Way Forward: Changing
Roles
From arrogance of Monopoly to Softness in competition.

 From Activity to Result (measurement) culture.

 Efficiency to Effectiveness.

 From Reactive to Proactive approach.

 Quantitative to Qualititative approach.

 Using Hierarchal authority to authority of Expertise and

Concern.

 We have always done this way to we can do differently.

Emerging Trends in
Automation
Enterprise application (ERP)
 Automatic Meter Reading (AMR)
 Geographic information System (GIS)
 Communication Infrastructure
 Grid Station & Distribution Automation
 SCADA/EMS/DMS
 Outage Management System (OMS)
 Integration with Enterprise Application
 Part IV
NDPL’s Business Strategy
&
Improvement Initiatives
Sustained Initiatives for
Improvement
A Step-by-Step Approach
Poor
Consum
er
Services

AT&C
Losses Identificatio
n of 3 Broad
Areas for
Network Improvemen
Constrai
nts t
Strategic Roadmap – pillars for 2002-

07 Strategy for 2002-07

AT&C Losses Consumer service System Performance
<25% & IT Interface to Reliability to be Orientation
be comparable with comparable with through Change
world standards best utilities in Management
India.

1,00,000 No planned exp.

5400 erstwhile
>50% backlog on infrastructure
DVB staff with
complaints improvement
Unfavorable
past 3yrs
working conditions

What NDPL had inherited

AT&C Losses No concept of Electricity Supply Lack of
>50% consumer service system on the Performance
& IT Interface verge of collapse Orientation
Information Technology
Roadmap
50 OFFICES D
SCADA I
C
O S
TRANSCO CRM A
M S
M GRID STN (6)
EMS T
Billing E
W R
NDPL
N GRID STN (52) SAP E
B R
E E
T DA DMS GIS C
W DIST SUB STN O
O (4000) V
AMR
R E
K R
CUSTOMERS Y
OMS Call Centre
 System Reliability
&
Technological Interventions
Power Supply
Improvement - Initiatives

Newly Installed State of Art VCB

 Power Supply Improvement – Initiatives Cont…

Ring Main Units Installed for the first time in Delhi

Old Switch Gears New Ring Main Units

11Kv distribution panels being replaced with state-of-the-art SF6 gas

filled Ring Main Units
Power Supply Improvement – Initiatives Cont…

Revamped Substations
 Power Supply Improvement – Initiatives Cont…

Immediate restoration of Power Supply made possible by

Mobile Transformer Units
 Breakthrough Initiatives
 Unmanned Automated 66 kV, 33 kV Grid Stations.
 State of the art SCADA center
 High Voltage Distribution system.
 Arc-proof Package Units at 11kV Network
 Remote operated GSM based Street Lighting switches.
 24x7 Operational Stores, material delivery at site.

Delhi’s first unmanned grid

NDPL’s SCADA Center Delhi’s first packaged station

SCADA Features
 SCADA :
- Control & Monitoring of all grid stations
- Grid stations are Unmanned
-Load shedding on predefined time from SCADA
-ABT interfaced with load shedding and forecasting
- Grid/Area wise Energy Audit
 EMS Applications :
- State Estimator
-Contingency analysis
 DMS Application
- Fault isolation & restoration
- Switch procedure management
- On line power flow Analysis
- Votl-var control
Benefits of SCADA
Financial Benefits
Quick restoration ► Reduced interruption ► More energy sold
Optimised network design ► Being evaluated
Leasing communication network ► Alternate revenue stream
Remote ops ► Unmanned stations ► Reduced admin/salary costs

Operational Benefits: Reduced Outage Time

Switching & Restoration Time ► Improve SAIDI, SAIFI
Reliability of Supply ► Improve Customer Satisfaction
GIS & OMS Integration ► Improve Customer Service
Load Forecasting & Scheduling ► On “Day Ahead” Basis

Safety Benefits: Enhanced Life of Equipment

Safety Tagging & PTW ► Eliminate Parallel Operation & Back-feed
Network Mapping ► Optimised Load Transfers
Equipment Monitoring ► Optimize Maintenance
Network Parameter Monitoring ► Eliminate Overloading Outage
 Embracing New Age
Technologies
GIS used primarily for the following 3 purposes:
Geographical Information System
•New Connection Management and other consumer
services.
•Immediate Redressal of No Supply Complaints

 •Network
All Planning
Utility network & Management
assets including Grids,
Substations, Feeder Networks are mapped.
 Global Positioning System is used for
accurate positioning of assets which is
critical from operational point of view.
 All Consumers as available in CRM of the
NDPL are geographically captured.
 Consumer’s LV network feeding points
(poles/pillars) are marked on the map.
Benefits Reaped from GIS
 System Improvements schemes being built on GIS which
resulted in savings of approximately Rs.30,00,000 in the very
first system improvement scheme approx. ten (10) percent of
Scheme value

 Direct Savings/Benefits derived out of our GIS project – Rs

12600000/- in the very first year of completion of project

 Arrears worth Rs 1,94,57,393/- were recovered using the

location map extracted out of GIS.

 Technical feasibility time has reduced drastically leading to

increase in customer satisfaction.

Total investment - Rs. 3.7 Crores

Savings - Rs. 3.5 Crores
Payback Period - Approx. 13 months
Integrated Business Processes
Capital Expenditure Management

Asset Management

Operations and Network Management

Commercial Management

Legend

Business Process GIS Interface

Operational Practices
&
Consumer Services
Strategic Approach: BPR
BPR Approach

Technical Operations Commercial Operations

•Decentralized •Centralized
•Empowerment to Zones •Consumer Segmentation
•Profit Center •Benchmarking for
Consumer Service

Zones and Districts are our consumer interface – be it

power supply or any commercial issue. THEY OWN THE
CONSUMERS……
BPR - Revenue Cycle
Processes

Commercial Process Reengineering – an industry first!

Strategic Approach: Consumer
Segmentation
Consumer Segmentation

High Revenue Base (HRB) High Consumer Base (HCB)

•Personalized Approach
•Account Manager •Centralized Approach
•Value Added Services •Maximize Technological
& Minimize Human Intervention
•Reducing Consumer Footfalls

Consumer Segmentation - differentiated delivery of

services as per the specific needs of each segment.
 Reaching out to consumers...

SMS based Fault Management

System -significantly improved the fault
Restoration time

Advance Intimation to consumers -

load shedding schedule in event of
Sanchar – Informing the consumer

“Sanchar” mobile vans disseminates information regarding

planned shutdowns and breakdowns.

Ndpl has used the age old munadi concept to inform its
consumers about planned shut down & break downs.

Information before hand….

New Connections - Home Delivery

• Field Service
Executive (FSE) visits
the consumers’
premises and completes
all formalities for new
connections.
New Connection at Door
step
 Meter Installation
through VAN Model –
initiative towards
enhanced output, each
Van installs about 7-8
meters per day.
Meter Installation Van
Initiatives towards expediting energization period of new
connections
Enhancing Consumer
Convenience
22 Fully networked Consumer Care Centers for quick
redressal of Consumer complaints. Each District Consumer
Care Centre has a Relationship Officer who is a qualified
MBA
Payment Avenues – Consumer convenience

 Payment avenues increased from 20

at the time of takeover to 1100+ now.

 State of the art Collection centers

instituted with all civic amenities.

 Consumer comfort redefined with

Automatic Cash/Cheque
Collection machines
 Payment of Energy Bills through website
also – by credit cards – website certified as
secure by ‘Verisign’.
Revenue Discipline - Differentiated Bills

 Bills reflecting the Arrear Status

of consumers –
Disconnection Notice goes
along the Red Bill which leads
to optimization of costs also.
- social stigma attached to it.

Concept of Consumer Credit

Rating also being Introduced
 Transparent sharing of information…

The SUGAM Experience

NDPL
became the First Power Utility in
the country to provide On-line
Information on Consumption,
Billing & Payment to 100%
consumers

Now through Website

100%
Consumers can: -
•View Bill
•View Consumption
Graph
•Print Duplicate Bill
•Make payment
Dedicated Call Centers
Call centre for :
No Supply Complaints (24*7)
Ph No. 66404040
Street Light related
complaints
Ph No. 66404444

Call center for

Bill & Meter Related
Complaints
Ph No. 66111912
Reducing AT&C Losses
Electronic Meters- a correct tool

 Electronic Meters facilitates:

 Safety to consumers’ house-hold
wiring.
 Provides Earth Leakage detection. Old Meters
 Provides stored information which
facilitates verification.
 KW + kWh measurements are possible
as old electromechanical meters cannot
capture both the parameters. New Meters
 Time of day measurement is possible.

Mass Meter Replacement:

Approx 9,00,000 Lacs meters replaced till date
 Metering Systems – plugging the Revenue

Meter Repository System - each Meter is issued against a


leakages
specific K No. based on a random selection through a
customized application.
 this eliminates the probability of misuse & installation at
misdirected place – institutional check on manipulation.

• 60% of the Revenue gets generated MRS Screen shot

through Automated Meter Reading
(all high end consumers > 15 kW)

• Pre paid Metering – enables

consumers to track and monitor their
consumption.
Prepaid meter GSM Modem with
meter
 Power Theft Control –
Initiatives
 Electrification on HVDS and LT ABC
network – To prevent tapping in theft
prone areas and reduce technical losses
 New Connection Camps in slums
 DT wise Energy Accounting for
calculation of Transformer wise AT&C
Losses
HVDS Implementation

LT tapping Removal of Hookings & New Connection camps for slum

dwellers
Theft Control: In NDPL
Interest
Restructuring the Enforcement Department,
Constitution of EAC (Enforcement Hearing cell)
District wise Enforcement teams
Strengthening of Revenue Recovery Group

 Enhanced advocacy with Police Headquarters

 Institutionalize establishment of Special Courts

 Social advocacy (consumers awareness about the harm

caused by theft and are encouraged to facilitate in curbing the
thefts.
Theft
Support for Enforcement …Control, need of
present
 CEA Regulation making STATIC meter mandatory.
 CISF support
 Amendment in Electricity Act’2003.
 Other Schemes

Sankalp
Scheme was launched with
objective of improving Billing
and Collection Efficiency
through increased Employee
participation

JJ Cluster Scheme

Sahyog
This Scheme (Franchisee)
was launched to reduce
AT&C losses in clusters of low
income group habitats.
Contribution from
Zone/District
Zones develop and suggest their action plan, by
including, but not limited to, the following into their strategy
for reducing the AT&C losses in their respective
zones:

• HVDS Implementation

• LTABC Implementation

• Local Enforcement

• Load shedding

• JJ cluster connections through advocacy with area

MLA/NGO etc
 Change Management
&
Performance Orientation
Initial Challenges in July
2002
Human Resources & Administration
 An anxious workforce, disillusioned with
the post privatization scenario.

 No Corporate structure with absence of

key functions such as HR, Finance,
Commercial etc.

 Poor working conditions and unhygienic

Building Environment.

The foremost priority was to earn the Right to

Govern in the psyche of the employees by
developing a sense of assurance in their
combined ability.
 The Legacy inherited as on

1 st
Jul, 2002
Huge manpower strength of 5638 employees (none of whom)
 Lack of accountability, initiative and service attitude
 Poor employee data bank
 Erratic nature of promotions and transfers
 Non-existent training facilities
 Multi-levelled hierarchy with only a handful executives
 No corporate structure in existence for functions like hr, admn.
 Ambiguity of roles and responsibilities
 Dilapidated / unsanitary buildings / offices
 Absence of employees welfare activities
 Ineffective attendance system
 Large gaps with reference to TATA work culture
Organization Structure &
Manpower reputed
Management Audit conducted through a

external agency to gauge the
expectations of the inherited employees.

 Organization Structure defined, with clear

Manpower Planning for each department

 Voluntary Separation Scheme introduced–

towards right sizing the organization.

 Induction of New Talent – ETs & MTs as

catalysts for the Change Management.

 Set up of Vigilance & Internal Audit groups

for institutionalizing organizational discipline.

Corporate set up in place – focus on Roles & Responsibilities

through specific JDs & KRAs of individuals
 NDPL Corporate BSC (OPMS)
F1
F1 –– Achieve
Achieve
prescribed
prescribed rate
rate of
of
return
return
-- Be
Be EVA
EVA Positive
Positive
Financial

F2 F7
F7 –– Reduce 5% F8 – Reduce
F2 –– Grow
Grow F4
F4 –– Enhance
Enhance sales
sales 10% Reduce F8 – Reduce
15% revenue
revenue in
in thru
thru partnerships
partnerships unit
unit cost
cost of
of cost
cost to
to serve
serve
20% F6
F6 –Reduce
–Reduce power
non-regulated
non-regulated e.g.
e.g. time
time of
of day
day 10% power
business
business tariffs
tariffs etc.
etc. F5
F5 –– fixed
fixed cost
cost of
of purchased
purchased
F3
F3 –– Reduce
Reduce Reliability network
network per
per
Reliability of
of
commercial
commercial supply input
input unit
unit
40% AT&C supply
AT&C losses
losses

30%
35% 20% C3
C3 –Low
–Low Revenue
Revenue Base
Base 10%
Customer

C1
C1 -High
-High Revenue
Revenue Base
Base C2
C2 -Government
-Government C4
C4 -Franchisees
-Franchisees
-High reliability
-24 x 7 -24 x 7 -Accurate metering/billing -Fair margin return
-Premium service quality -Premium service quality -Timely connection -Fair terms
-Promptness -Promptness -Convenient payment -Hand holding
-Reducing cost -Reducing cost modes
-Communication -Communication -Timely information
-Flexibility -Flexibility
-Prompt redress
20% 15% 30% 15% 20%
Customer
Customer Relationship
Relationship
Advocacy
Advocacy Service
Service Delivery
Delivery Loss
Loss Reduction
Reduction Cost
Cost Leadership
Leadership
Management
Management
P1-Ensure
P1-Ensure P7- P22-Identify
P22-Identify
P7- Ensure
Ensure P18-Right
P18-Right 15%
effective
effective adequate
adequate 20%
P11- Ensure 40%
P11- Ensure P15- size
size lower
lower cost
cost
enforcement P4-Brand
P4-Brand meter P15-
enforcement20% supply
supply to
to meet
meet meter Convenience organisation
organisation finance
finance 15%
building
building replacement Convenience
load replacement to
to improve
Internal Process

load improve
P2-
P2- Achieve
Achieve P23-Improve
P23-Improve
productivity
productivity
opinion/envir
opinion/envir P8-
P8- Ensure
Ensure P12- treasury
treasury P26-
P26-
P12- Effective
Effective P16-
onment
onment 25% network
network 40% billing P16- P19-Optimise
P19-Optimise management 10%
management Identify
Identify
billing &
& 30% Transparency
shaping
shaping P5-Policy availability
availability recovery Transparency procurement
procurement cheaper/
cheaper/
P5-Policy recovery
advocacy process
process P24-Improve
P24-Improve alternate
alternate
advocacy 25%
P9-
P9- Timely
Timely P13- P17-
P17- capital
capital power
power
P3-Consumer
P3-Consumer P13- Effective
Effective P20-Identify
P20-Identify
connection
connection 15% enforcement Effective/timel
Effective/timel efficiency
efficiency 20% sources
sources
communication
communication enforcement savings
savings from
from
20% 30% yy grievance
grievance 10% 20%
outsourcing
outsourcing
handling
handling 100% P25-Improve
P25-Improve
P6-Advocacy
P6-Advocacy P10-
P10- Reliable
Reliable
P21-Identify
P21-Identify project
project
for
for enhancing
enhancing billing
billing
10% 25% process
process cost
cost management
management
consumer
consumer base
base 10%
improvements
improvements processes
processes

L1- Staff competency L2- Infrastructure

L3- Culture
-Upgrade the workforce -Recruit/retain the best people -Achieve 100%
Learning &

-Communicate expectations -Encourage innovation & creativity

-Identify & develop key people automated processes
-Change attitudes (ownership -Make work environment productive, &
Growth

/commitment/customer focus
-Enhance employee engagement -Drive business excellence
conducive to performance
-Improve decision making thru KM
-Imbibe the value system
- Capture & disseminate external
Organizational Performance
Alignment
- Catch Ball Theory
VISION & MISSION

O
P
CORPORATE MIS M
S
Mapping the Initiatives thro Perf. D
Scorecards
P

9 Grps. 3 Grps. Dst.,Zn TS&P 5 Grps. 6 Grps. 5 Grp. M

S
I
P
JD/KRA JD/KRA. JD/KRA. JD/KRA. JD/KRA. JD/KRA. JD/KRA.
M
S
Institutionalizing Performance
Management
Data Warehousing through applications such Implementation of SAP
SEM
as SAKSHAT, DEBS, BBS etc.
Query for report
- Management Cockpit
from System
Different systems
s
 Review & Improve
 Goal Setting Meeting Participants Agenda
Name
 Revisiting of Measures,

Targets & Initiatives for MTM CEO, COO, Senior Corporate BSC Reviews,
FY08-09 Advisors, all HODs Organizational Policy Issues,
comprising MTM Business Excellence , Cross
 Every Functional Review functional Issues
through BSC
 Rolling of all Functional &
CRM COO, Head Commercial BSC Review,
Commercial, MTM Commercial Issues
Corporate BSC through
Members, Circle
SAP Heads, concerned
 Link all Issues to the
Dept
Measure of BSC
NRM COO, Head Operation BSC Review,
 Institutionalization of Operations, MTM Operational Issues,
Departmental Scorecards Members, Circle District/Zonal Scorecard
 used as Review Tool Heads, concerned Review Performance
 Widening scope to cover ZMs
AMCs IRM COO, MTM , Infrastructure issues,
HOD(CE&C), HOD security, Training,
(Governance), Administration Issues,
concerned Dept.
FRM Functional Heads & Group Performance Review
respective Dept.
HOGs
ORT/ Head Operations, Circle, district specific Issues
PRT/ Circle Heads,
District/Zonal Scorecard

Knowledge and Learning sessions conducted – sharing of best

practices among the zones
Grid Score Card Performance November 2004

Weightage OT / Employee Emergency Preventive Equipment Safety

Shut down Maintenance Breakdown Accidents

Rank Units Rs Nos. Marks Nos. Code

100 20% 20% 40% 10% 10%

1 Pitampura III 1331 1 94.80 0 0

2 Trinnagar 1445 1 137.00 0 0

3 S G T Nagar 1730 0 121.10 0 0

4 Ranibagh 1573 0 115.00 0 0

5 Jahangirpuri 1464 2 82.00 0 0

6 Pusa 1821 0 97.80 0 0

7 Rohini V 1865 0 72.60 0 0

8 Rohini Sector 23 2032 0 82.80 0 0

9 Gulabibagh 1368 4 72.40 0 0

10 Inderpuri 2052 1 78.10 0 0

33 Civil Lines 2 2058 7 79.10 1 0

34 Rohini IV 2009 0 58.10 0 0

35 Ashokvihar 2256 2 49.80 0 0

36 Rewariline 2302 7 73.80 1 1

37 GTK 2373 3 64.40 1 0

38 Shalimar Bagh 1928 DNA 65.70 0 0

39 Mangolpuri I 2372 1 56.40 0 0

40 Pitampura I 2401 7 50.40 0 0

Not Complete, for Illustration purpose only.

Projects Scorecard
PROJECTS PERFORMANCE SCORE CARD
S.No Index METRO URBAN NARELA BAWANA TOWN CITY
1 Project Average Duration Completion 8.57 7.85 6.17 4.84 5.82 6.02
6.82 7.86 8.61 6.00 9.97 12.81
2 Project Management
2.1 Adherence to Project Time Schedule 2.50 8.00 7.69 10.00 0.00 5.00
0.00 2.75 2.68 5.71 2.27 1.25
2.2 Value of Work executed. 20.00 17.53 9.49 7.36 13.49 9.20
9.18 18.09 20.00 11.42 7.19 7.21
3 Quality of Work 5.00 2.06 1.30 5.00 3.64 1.44

Deployment of Corporate
5.00
& Divisional
1.66 5.00
Balanced
5.00 0.60 3.13
4 Safety of Work 0.05 0.10 0.21 0.28 0.05 0.03
Scorecard3.16 from April
4.15 2006.
4.10 2.50 3.33 5.00
5 Innovation 0.08 0.00 5.00 0.00 0.00 0.00
1.95 5.00 0.85 0.77 0.00 0.58
6 Compliance to statutory requirements 5.00 5.00 5.00 5.00 5.00 5.00
5.00 3.75 5.00 5.00 5.00 5.00
7 Contract Closing 5.00 5.00 5.00 5.00 5.00 5.00
5.00 5.00 5.00 5.00 5.00 5.00
8 Suyojna/Online Progress orientation 15.10 12.79 11.41 8.70 10.59 10.59
18.30 19.04 17.37 20.00 19.43 19.06
CUMMULATIVE SCORE FOR FY: 05-06 59 63 59 53 46 47
Monitoring AT&C Losses

Not Complete, for Illustration purpose only.

Employee Competency
Development
Instituted HRDI as the Learning and Resource center.

 Training Need Identification through the Performance

Appraisal system itself.

 Institution of CENPEID – in association with USAID to cater to

the training needs of its own and other SEB’s employees.

 Training Policy formulated – 6 days for executives and 2 days

fro non executives.

 Peer to Peer exchange programs in association with USTDA

for sharing of best practices and knowledge.

 Initiation of CFT approach – for handling critical concerns

cutting across departments.
Internal Communication
 Joint Interaction Forums constituted for
effective two way communication.

 LGIE in association with ACCORD –

participation across all levels of employees.

 Introduced Town Hall Meetings –

unstructured reviews aimed at two way
communication.

 SURKHIYAN – monthly news bulletin for

employees.

 SARTHI – forum for resolution of Grievances

instituted.

Policies on Ethics, Harassment & standardization of rules through

Leave & Travel Policy.
Institutionalizing Knowledge
Management SANCHAY- KM portal
 Facilitates exchange of
information, ideas among the
employees.

 Forum for logging ideas and

suggestions for improvement in
processes.

 Databank of Sectoral & other

information.

 Facilitates opinion polling on

various issues among the
employees within the
organization.

An organizational initiative towards Capacity Building!

 Triggers
(meetings,
audits,
benchmark, Effort within I am Efforts
stakeholder Individu the group suggestin required
expectation, al effort Quality Circle g from
targets) (Zones & Non- You may many
Executives)
Decentralize like to do groups
d approval this
system

I / We gotta idea Approval ! We worked on it ! We have done it

Alpha, Beta, Gamma,
Comma Eureka,
Tools : Most Incubative Group
Basic Quality Tools
Benchmarking
QFD, Six Sigma,

SHINE (Which ever is required)

Systematic & Holistic Initiative at NDPL through Employee

Engagement
Applying the A-D-L-I approach to

Organizational Excellence

&yti r ut a M
ec nar uss A

ec na net s u Sfl e S
eli Mt s a L

ec na mr ofr e P
e gna h C

ec na mr ofr e P
noit a dil os no C
t ne me ga na M

f o noit a ni mil E
t f e h T yti ci rt cel E

2003 2004 2005 2006 2007 2008

Tackling the initial challenge of Diverse

Consolidation of Past achievement and Backward Integration Empowerment
Workforce & AT&C Losses
ensure Consumer Orientation Systems Approach
Other Value Added
Initiative
Energy Conservation Initiatives

Energy Saving – CFL

Launched the Scheme for Energy Saving TIPS to
Energy Conservation in Consumer
association with M/s Phillips
Privileged Consumers

Recognizing and Rewarding

Privileged Consumers
More value than just
electricity…
URJA- Electricity Gift Scheme

WEDDING ANNIVERSERY

FESTIVALS
Birthday

FROM DIWALI TO HOLI

ON ALL OCCASIONS TO CELEBRATE
GIFT URJA
Community Initiatives

SoS, an NGO has adopted Organization of free Health

Bawana as one of the 131 villages camps for Industrial workers
across India, in association with in NDPL areas such as Bawana,
Narela, Wazirpur etc.
NDPL.

Active support to MSSI of India

Blood Donation Camps: Regular Blood Donation camps organized

in association with Red Cross Society.

NDPL is about to release a global invitation seeking

partners for CSR activities in NDPL area.
Consumer Driven Initiatives
 Load Enhancement Drives

 Meter Replacement Drive (removing the myths related to

the electronic meters)

 Internal Wiring Checking Campaign

 Energy Conservation Campaigns

Providing Helping Hand to Consumers. . .

 Building Relationship
Communicating with Consumers

Regular Interaction with Public

representatives

Meeting with RWAs on 1st Saturday of

every month at each NDPL District office

Addressing Consumer Concerns…

 No Dues Cell

 Enforcement related Personnel

Hearing Cell
 Personal Hearing Forum for
complaints related to new
connection, metering and billing
problems
Building Relationship
Community Services – Energy Club

Energy Conservation Camps

implemented in schools with
children participating and becoming
NDPL ambassador in promoting
Energy Conservation.

Energy Club – Launch of 3rd

Phase
50,000 students have been
sensitized till date –
partnership with 50 schools at
present –
1,25,000 students would be
sensitized in 3rd phase

Urja Melas are regularly organized

where competitions are held
Excellence
Recognized
 AT&C Lo ss : Targ e t v /s Ach ie v e d
55%

50% 530
. %

45% 477
. 9%
448
. 6%
40%
Govt stipulated loss level Bid loss level
35%

30% 337
. 9%

25% A ctual loss level

265
. 2%
20% 237
. 3%
183
. 8%
15%
Opening 2002
- 03 2003
- 04 2004
- 05 2005
- 06 2006
- 07 2007
- 08

Bid Los s lev els 481

. % 476
. 0% 453
. 5% 408
. 5% 353
. 5% 311
. 0%
Gov t. s tipulated Los s lev els 481
. % 466
. 0% 416
. 0% 371
. 0% 328
. 5% 288
. 5% 220
. 3%
A c tual A T&C Los s Lev el 530
. % 477
. 9% 448
. 6% 337
. 9% 265
. 2% 237
. 3% 183
. 8%
 Young NDPL … Mature
Achievements
Asian
Recent Awards Power Awards 2006
ICWAI hasExcellence
recognized NDPL’s
in efforts at Cost
Service Management by
Enhancement
awarding first rank for
“National Award
2nd Best forDistribution
Power Excellence in Cost
Utility
Management -2007” under the category of Service
–Award Instituted by Ministry of Power (GoI)
Sector.

NDPL has won theCII EXIM AWARD 2005

prestigious
Edison Electric
StrongInstitute
Commitment (EEI) to2008-
Excel Edison
Award for
Declared the most Admired Organization in the
implementation of–GIS.
Pvt./Joint Sector by Power line News Magazine.

Created History by Scoring 516 Score in the first attempt itself

in the TATA Business Excellence Model.
 Other
Awards
CIO AWARD
Public Lok Adalat Award FOR BEST BILLING
for the highest settlements SYSTEM

Intelligent
Transparency
Enterprise Award
in Billing System
For IT initiatives

AESIEAP CEO’s Award Award for

for Business Excellence Corporate Social
Responsibility
 Thanks …
Let’s have interaction…..