Position Report of PSWR: Cii Efqm Model For Business Excellence-2020

POSITION REPORT OF
PSWR
CII EFQM
MODEL FOR
BUSINESS EXCELLENCE-2020
SUBMITTED BY:
BHARAT HEAVY ELECTRICALS LTD.
POWER SECTOR-WESTERN REGION
NAGPUR
Position Report 2013 : CII – EFQM model for Business Excellence
CONTENTS
Sl.No. Criteria Page Nos.
ORGANISATIONAL PROFILE................................O.1 – O.6
1. LEADERSHIP........................................................1.1 – 1.10
2. STRATEGY...........................................................2.1 – 2.8
3. PEOPLE................................................................3.1 – 3.7
4. PARTNERSHIPS & RESOURCES…...................4.1 – 4.10
5. PROCESSES, PRODUCTS AND SERVICES… 5.1 – 5.12
6. CUSTOMER RESULTS........................................6.1 – 6.10
7. PEOPLE RESULTS..............................................7.1 – 7.6
8. SOCIETY RESULTS.............................................8.1 – 8.3
9. KEY RESULTS…..................................................9.1 – 9.8
10. GLOSSARY OF TERMS…………………………. G.1 - G.2
Power Sector Western Region

Exploring Heights … Setting Standards … Marching Towards Excellence
1
Organizational Profile
Bharat Heavy Electricals Limited (BHEL), is one of the largest engineering organization of India. It
has been ranked among the top ten Power Equipment Manufacturers in the World. BHEL caters to
its wide clientele from the core sectors of the Indian economy, viz, Power Generation and
Transmission, Industry, Transportation, Telecommunication, Renewable Energy, Defence etc and
Overseas clientele spread over 75 countries through a Nationwide network of 17 manufacturing
divisions, 4 Power Sector Regional Centers, 8 Service Centers, 18 RODs and large number of
Sites in India and abroad.
Operating on the concept of Business Sectors, Marketing is dealt by three Sectors – Power Sector,
Industry Sector and International Operations. Four Power Sector Regions cater to Erection,
Commissioning and Services after Sales through wide network of Sites in India and abroad.
Sharing of experience, knowledge, expertise and other resources among the four regions is the
core strength of Power Sector family of BHEL.
Power Sector-Western Region (PSWR) has a geographical domain covering Gujarat,

Maharashtra, Madhya Pradesh, Chhattisgarh and Goa. In addition to this geographical territory,
PSWR has spread to other regions also to meet expectations of BHEL corporate office and it has
shouldered the responsibility of overseas assignments too from time to time. PSWR’s Service
centers at Nagpur and Baroda are always ready to cater to expectations of the customers for
Services after Sales. Business portfolio of PSWR can be summarized as below:
 Installation of Power Plants (Thermal, Hydro, Gas and Nuclear)

 Service after Sales,
 Renovation and Modernization (R&M),
 Residual Life Assessment & Life Extension of Power Plants
PSWR caters to close to 14 customers spread all over country and abroad with predominance in
Western Region. Customers from Government, State, Joint as well as Private Sector are served by
PSWR. A profile of major customers for whom we are presently working is depicted at Fig O-1.
These customers are directly delivered the services by PSWR with the assistance of our
Associates – Subcontractors & Vendors.
BHEL has been the pioneer amongst PSUs in adopting structured strategic planning practices for
its growth and setting objectives (In mid 70s). Corporate top management identified the BHEL’s
Vision, Mission and Value Statement which are reviewed every 5 years in Corporate Top
Management Workshop. The Vision, Mission and Value Statement (Fig O- 2) enunciated by the
Corporate Top Management provides direction for the long term planning process in the
organization. In sustenance of the approach, Corporate and Unit Level Strategic plans were rolled
out in 2007 through a structured interactive process in the form of Strategic plans 2007-12, 2012-
17 which has guided the growth of organization. Strategic Plan 2017-22 has also been formulated.
Unit level Strategic plans are further cascaded through annual plan process in the form of Balance
Score Card (BSC) in the beginning of every financial year. Unit level Strategic plans are further
cascaded down through’ Departmental Balance Score Card (BSC) and e-MAP tools for action plan
deployment. These tools align Key Result Areas (KRAs) of individuals with that of Department, unit
and organization as a whole. Unit level top Management workshops are held once in two years to
deliberate challenges and identify Critical Success Factors (CSFs).
Top Leadership team – Board of Directors – CMD and Directors provide direction to the company’s
growth strategies which emerge from reviews of Business Environment and deliberation in
Management Committee Meetings (MCM). Executive Director PSWR - CEO of PSWR – is a
member of Management Committee. The policies formulated at corporate level are cascaded
down to unit level.

Exploring Heights …Setting Standards … Marching Towards Excellence
O.1
Sl. No. Name of Customer Project Name and Rating Customer Status
1 TSGENCO BHADRADRI TPS 4x270MW, MANUGURU EXISTING
BHADRADRI 4 x 270 MW FGD Package EXISTING
2 MSPGCL BHUSAWAL Unit 6 (1X660 MW) TPP EXISTING
3 PVUNL PVUNL PATRATU (3X 800 MW) STPP EXISTING
4 NPCIL KAKRAPARA 2X700 MW EXISTING
5 GSECL WANAKBORI 1x800 MW EXISTING
6 ONGC ONGC HAZIRA 1X51 MW EXISTING
15 MW GTG + 60 TPH HRSG COGEN

PLANT URAN at ONGC URAN
EXISTING
Additional Lean Gas Compressor at ONGC
7 ONGC EXISTING
Uran
TELANGANA STPP 2 X 800 MW at
8 NTPC
RAMAGUNDAM
NTPC RAMAGUNDAM (STG-I) and (STG II)

FGD 3X200 MW
NTPC RAMAGUNDAM ESP R&M (3 X 200
EXISTING
MW)
9 NTPC MOUDA 2X 500 MW STAGE-I FGD EXISTING
10 NTPC VINDHYACHAL R&M EXISTING
RIHAND STG-II 92X500 MW) & STG-III
11 NTPC (2X500MW) COMBUSTION EXISTING
MODIFICATION PACKAGE
12 NMDC NMDC NAGARNAR TURBO BLOWER EXISTING
13 CSPGCL KORBA STPS STAGE 1, II, AND III FGD EXISTING
14 NSPCL NSPCL BHILAI FGD 2X250 MW EXISTING
Fig O-1 – Key Customer Profile
VISION
A Global Engineering Enterprise providing solutions for a better tomorrow.
MISSION
Providing Sustainable Business Solutions in the fields of Energy, Industry and Infrastructure.
VALUES
 Governance- We are stewards of our shareholders’ investments and we take that responsibility very seriously.
We are accountable and responsible for delivering superior results that make a difference in the lives of the
people we touch.
 Respect- We value the unique contribution of each individual. We believe in respect of human dignity and we
respect the need to preserve the environment around us.
 Excellence-We are committed to demonstrate and deliver excellence in whatever we do.
 Loyalty- We are loyal to our customers, to our company and to each other.
 Integrity- We work with highest ethical standards and demonstrate a behaviour that is honest, decent and fair.
We are dedicated to the highest levels of personal and institutional integrity.
 Commitment- We set high performance standards for ourselves as individuals and our teams. We honour our
commitments in a timely manner.
 Innovation- We constantly support development of newer technologies, products, improved processes, better
services and management practices.
 Teamwork- We work together as a team to provide best solutions & services to our customers. Through
Quality relationships with all stakeholders we deliver value to our customers.
Fig O-2 Vision, Mission and Values
In line with Government’s vision of Power for all, BHEL as key player has positioned itself well with
capacity additions for manufacturing and associated facilities. BHEL plays key role in Country’s Power
Development programme. PSWR too is positioning itself for meeting the growing demands. It has
come up a long way from a low turnover of Rs 58 Crores in 2001-02 to an annual turnover of over
Rs2000 Crore. Last three years have seen flat growth in turnover due to many external factors but for
current year a challenging task of achieving Rs2400 Croreshas been taken by PSWR in spite of risk
posed posed by covid 19
To meet the growth profile,

Diploma
PSWR is augmenting its
Gradua Graduate PG PG(Non CA/ (Tech/ Total
resources. One such key Category te (Non (Tech) -Tech) ICWA Non-
ITI Others
(Nos.)
resource is Human (Tech) -Tech) Tech)
resource. In last five years, Executives 222 4 24 30 33 26 0 3 342
PSWR has inducted close
to Supervisors 64 16 1 17 3 115 0 9 225
510 employees at different
levels. The new group is Workers 6 1 1 1 0 0 0 3 12
getting trained under TOTAL 292 21 26 48 36 141 0 15 579
the
Fig O-3: BHEL Manpower Profile as on 17.01.2020
guidance of SiteIn-charges, Functional In-charges and reputed Institutions. Today this group
constitutesabout 65% strength of PSWR. Overall manpower position with their education profile is
illustrated atFig O-3.
In addition to above, to fill manpower gaps in the short run, PSWR has opted to outsource services of
trained individuals. We are also engaging trained manpower for Category Nos.
Safety and Quality through outside agencies. These inductions as on
Safety 32
date are enunciated at Fig O-4. PSWR values the role of vendors and
subcontractors in our growth and consider them as our Associates. Quality 41
Associate meets over last few years have brought out many issues Outsourced Services 10
which have been resolved to the satisfaction of
our Associates (ref Fig 4-3). 40 empaneled subcontractors for Service after Sales assignment.
Subcontractor base is enhanced periodically thro’ structured process of vendor registration.
Yet another key resource is our T&Ps and Measuring and Monitoring devices required for Erection
and Commissioning activities. A planned induction of T & Ps to cater to the growing needs has
been done.
PSWR’s core area of activities revolves around Power Plants Present need is of CFBC units,
Supercritical units, advanced class Gas Turbines and Higher capacity (700 MW and above) Nuclear
Sets. These technologies are being assimilated by PSWR experts through on the job training and
exposures to these systems at units to make itself future ready.
Health, Safety and Environment (HSE) has been attracting our utmost attention and to ensure
these our systems have been aligned ISO 14001:2015 and ISO 45001:2018 Standards. PSWR is
certified to these standards by M/s IRCLASS Pvt Ltd.
PSWR has developed a state of art cost effective IT infrastructure. It has obtained ISMS
certification for ISO/ISMS 27001:2013 standard. All PSWR sites are connected with MLLN / MPLS
link ranging from 1 mbps to 2 mbps. Sites are also connected through IP cameras for video
conferencing with HQ and other locations. These IT facilities provide a real time monitoring of
activities and availability & integrity of data thereby enabling decision making process easier.
PSWR has also connected its HQ to Sites through Video link and this is being effectively used for
communication and reviews. New network added storage server configured first time operating
system windows server 2008 for storing user data & server back up. “Online fund management
system” for managing funds requirements and allocation developed in house by IT department.
PSWR is also certified to ISO 9001:2015 Quality Management Systems. It has also adopted
QMER System developed in house by BHEL as a measurement tool for assessing maturity level of
Quality Systems. Impress and Suggestion schemes are part and parcel of the PSWR operation.
Knowledge Management portal on PSWR web brings in abundant information at click of buttons.
O.6
”TaknikiDarpan” as Technical quarterly magazine and “Spandan” as Monthly house journal has
multiple topics covered and have become good platforms for information sharing. PSWR is on its
journey to Excellence and is moving towards excellence by adopting CII-EFQM model of Business
Excellence.
To deliver the services and cater to the needs of External and Internal customers, PSWR has
developed its organization structure where functional heads report to Executive Director.
Organization structure is presented at Fig O-7.
Strength of our Products & system technology, technical superiority of experts, followed by cost
effective and prompt Services after Sales set up provides us market edge and we have been
successfully facing the challenges from competitors. As of today PSWR has installed 34652 MW
utility sets and is having order for installing additional capacity of 28577 MW in coming 3-4 years. It
can be seen that to meet this requirement all facets of our operations are to be made future ready.
With extraordinary growth in Power Sector, we are perceiving retention of Human resources as a
key challenge. To overcome the same, Site related facilities have been reviewed and much better
facilities have been offered to the personnel posted at sites. Heads at site have been advised to
create conducive atmosphere for learning and bringing in a sense of belonging to the Company
amongst all new recruits. Personnel are being groomed to share higher responsibility through on
the job training and familiarization at Units / vendor works.
Power Sector
While our operations are spread to different Western
locations, Region
it is our Endeavour that we ensure progress
of people in theExploring Heights … Setting Standards … Marching Towards Excellence
surroundings. At project sites, tree
Page 1-7
plantation and forestation activities are
regularly carried out. The ladies club of PSWR Nagpur carries out many social activities like
donating school bags, uniforms to needy students, organizing heath camps etc.
In today’s business context it is always important to know what customers expect from the
organization. PSWR head and other senior officials very regularly visits Customers and based on
the feedbacks from this, PSWR identified areas where action for improvement was taken.
Customer Satisfaction Survey (CSS) was conducted on behalf of BHEL- PSWR during 2010 and
2013. as per corporate guidelines.
The customer satisfaction survey will be carried out this year whenever the agency for this is
finalized by corporate office.
PSWR has identified many improvement initiatives, which include Brain Storming Sessions of all
Departments, Top Level Excellence Summits, Customers and Sub- contractors/ Vendors related
initiatives, Project Management Initiatives etc. Customer Meetings and Associate meetings have
become a regular event for understanding needs and expectations of our Customers and
Associates and communicating our plans to them.

O.8
1. LEADERSHIP
1a. Leaders develop the Mission, Vision, Values and ethics and act as role models
Executive Directors and Senior Management of the Company set the direction for the
organization for sustainable growth and success through collective analysis of the
environment and parameters for business growth. Vision, Mission and values for the
Corporation are developed and reviewed at corporate level once in five years.
Processes for development of Strategic Plan 2017-2022 are being implemented in PSWR. Also in
view of improving quality of our services aimed at customer satisfaction and high level pf
performance, Mission Quality First also is being implemented.
Corporate Vision, Mission, Values and Strategic Plan thus evolved are cascaded down to PSWR.
Head (Region), General Managers and HOFs are personally involved in development of Region's
Strategic Plan and its review. Every year a top management excellence summit is organized
wherein Head (Region), General Managers, HOFs, CMs and RSMs identify critical success
factors and take Collective decisions (ref Fig 5-6 and Fig 5-7), which are further cascaded down
through various communication channels to other senior executives. These are subsequently
deployed through BSC, e-MAP and individual KRAs across PSWR.
Innovation  Change initiatives with Customer focus under the patron ship of Head (Region) and championed by GMs and all
HOFs
 Change in Office infrastructure at sites (Porta cabins for quick establishment ) followed by establishment of
offices
 Subcontracting initiatives, i.e. Vertical packaging for Boilers with assigned weightage to components,
Empanelment of Subcontractors, Rate contracts, Introduction of Common subcontracting procedures for Power
Sector Regions, New Works policy and Purchase Policy
 Challenging and Stretched Target setting (BSC) by Head (Region), GMs, HOF/HODs
Integrity  Ensures transparency through e-Map, well defined policies for Pay Scale, Perks, Benefits and Promotion etc.
 Stress on constructive / preventive vigilance
 Encourage adherence to documented works and purchase policy.
Respect  Online Improvement Projects Award scheme – IMPRESS, Suggestion Scheme.
 Nomination of potential candidates for training programmes and paper presentation
 Swasth Karamchari Samman
Commitment  Structured review forums for targeted commitments under BSC and Erection / commissioning schedules
committed to Customers for various Projects
 All Overhauling are either as per schedule or ahead of schedule (Fig. 6-18 & 6-22).
 Identifying reasons for delays in milestones and acting upon to improve.
Governance  Thrust on IT infrastructure. MLLN / MPLS 1mbps to 2 mbps links for all sites
 Initiatives for Cycle Time Reduction
 Project ownership and project review by Senior Leaders
 Personally monitoring response to customer complaint by Head (Region), GMs/HODs
Team Work  Bench marking and sharing best practices through inter- unit/ region, intra-region interactions,
 Participation in Seminars, specialized trainings, study visits.
 Need based Training & development programmes to employees with feedback for ascertaining their
effectiveness.
Loyalty  Leaders of PSWR take pride in being part of BHEL family which is Powering the Nation.
 Leaders participate whole heartedly in various functions and celebrations.
 Head (Region), GMs and HOFs encourage mentorship by seniors for new employees.
Fig 1-1 Role Modeling Illustration
In spite of the difficult working conditions at the sites located at remote corners, PSWR’s
commitment has resulted in development of good culture by leaders. PSWR has adopted
Corporate Values and aligned its actions as listed at Fig.1-1
Top Management provides support and leads improvement activities, review Key Performance
Results and Promote TQ Culture.
These are subsequently communicated and Maintain growth rate commensurate with order inflow
deployed through Senior Management who
Award all sub contracts as per L-2 schedules
acts as process owners. Management reviews
are held through planned meetings at HQ/Sites Efforts to get inputs in time to achieve projected targets
addressing these objectives for which a Optimize availability and utilization of T & Ps
number of meetings with Sites, Customers and Reduction in sub-contracting costs
Contractors are regularly held.
Thrust on Material Management, Quality and HSE
Control on over run charges (ORC)
In order to meet the challenges faced by Contract closing with Customers, Sub Contractors and vendors
PSWR, new approaches adopted by leaders Enhancing capability for installation of large capacity sets
are to build a culture of trust and openness
and be transparent in all its dealings. Partnering with sub-contractors (Rate Contract Arrangement)
Customer meets and Associates (Vendor) Capability building of sub-contractors
meets which are organized once a year to Thrust on training and Knowledge management
understand needs and expectations of
customer as well as subcontractors/vendors
provide the platform for free and frank
discussions on issues bothering the
stakeholders. Leadership also participates in
formal and informal meetings with these Fig 1-2 PSWR Objectives
groups from time to time.
Leadership also participates in brain Storming Sessions. Construction Managers and Regional
Service Managers also provide free and frank atmosphere for internal discussions. Members are
prompted to take participative and collective views on the issues which enable groups to take
ownership for bringing in change. In the process of such internal and external meets, PSWR
addresses and resolves issues of these stake holders and gets learning for bringing improvements.
PSWR believes in shared leadership culture and executives at all levels are developed as potential
leaders. Leadership Responsibility matrix is presented at Fig 1-4.
Senior Management Middle Management

Level of Leaders Junior Management /
Top Management Heads of Dept/ Section Heads at
Line Executives
(ED & GMs) Function, CMs & RSMs Site & HQ Executive
Criteria (E1 – E4)
(E7 & E6A) (E5 & E6)
o Developing Objectives
o Guide Strategy o Evolve Departmental o Translating o Implementing plans
Develop Vision
development BSCs goals into o Initiating and involving in
and act as Role
o Develop future leadership o Identify KRAs for eMAP performance incremental improvements
models requirements measures
o Communication o Encouragement and
1(a)
o Identify future leaders o Lead Department/ Site / o Personally involved Empowerment
o Encourage improvement Service Center in improvement
activities activities
o Developing and
Involvement in o Implementing
o Developing CSFs implementing o Manage target &
Organization’s management systems
o Creating organization management systems setting process
Management o Establishing processes
structures o Managing inputs and o Identify
System and resources o Leading efforts for
o Planning and undertaking Improvement
performance optimum resource
reviews o Inspire Continual projects
1(b) utilization
Improvement

Page 1-10
o Conceptualizing o Organising Customer o Problem solving to
Involvement with o Front line action in
partnerships and Associates meets resolve issues &
Customers, Contractual matters
o Interaction with o Resolving long pending enhance Customer
Partners and o Achieving desired
Customers and issues of sub-contractors Satisfaction
Representatives performance from Partners
Associates and customers o Associates
of Society o Participate in Society
o Education /training o Contract Closing with performance
1(c) Development
o Society customer and suppliers assessment
o Communicating job
o Help / train / coach
Reinforce a o Encouragement and o On the job training and requirements to
Empowerment employees to supervisors including
culture of developing new
employees achieve Plans and Partners.
excellence with o Interaction with all levels
Objectives during
own people 1(d) of Employees specifically o Recognizing Team and o Motivating Partners’ line
Installation /
new employees individual efforts executive people to
Servicing
perform.
o Culture change o Business Dev.
o Process
Champion o Business development o HR Dev. Management o Implementation support
change o Policy development o Resource Optimisation
o Process o Motivate work force
1(e) o Communication o Modernization improvement
o Review o Communication Review
Fig 1-4 Leadership Responsibility Matrix for 1a, 1b, 1c, 1d & 1e
Acting as role model, Senior Executives motivate and give on the job training to all the ETs and
STs who have joined PSWR in big numbers since 2007. This has resulted in ETs and STs of all
departments and sites picking up the job requirements at a fast speed and have started working
independently, i.e. supervising erection activities and commissioning sets at sites; preparing
budgets (including capital budget), indents, estimates etc. at Head Quarter (HQ). These groups of
Executives and Supervisors have started involving in improvement activities and participating in
Knowledge management portal. They have taken up relevant KRA in e-MAP to meet the
organizational objectives.
Promoting values of the Corporation, entire senior management team of PSWR led by Executive
Director has demonstrated being role model in identifying and implementing improvement
initiatives (refer Fig 1-5) aligned to its Objectives. Most of these initiatives are benchmark in BHEL
PS-Regions and appreciated in Management Committee Meeting.
Management  Morning meetings for general communication and planned review meetings to improve operations and results.
Initiatives  Special meetings either for communication or for discussing and planning for achievement of project
milestones/commitments by BHEL, are held on saturday off days with the presence of all HODs, HOFs and
concerned persons from HQ and Sites
 Special emphasis given for (i) resolving and closing all old cases and (ii) closing contracts with customers as well as sub-
contractors and vendors
 Old issues pertaining to sub-contractors are resolved through Committees. Timely resolution of new issues taken
care through KRAs
 Brainstorming sessions of all departments, CMs and RSM
 Customer Meet with special theme.
 Associates meet (sub-contractors) with special theme.
 PSWR Summit for Excellence – discussed strategic challenges and brought out recommendations.
Project  Rate contract for Geo-technical survey to enable early start of Soil Investigation
Management  Common GCC for Sub-Contracting work – an initiative of PSWR
and Purchase  Finalization of sub-contractors ahead of L2 schedule which has brought drastic improvement in timely placement of
initiatives orders and in getting competitive offers
 Introduced vertical packaging for Boiler E & C subcontracts (Boiler, ESP, Piping, Insulation and Painting).
 Introduced vertical packaging for Civil Works subcontracts like Main Plant Civil works, Power House Structure works,
BOP Civil works & Structures
 Introduced activity based estimates of boilers and TG sub-contracting - reducing ‘subjectivity’ in estimate preparation
 Initiated Crane deployment plan using Primavera
Enabling  Introduced Porta Cabins with all amenities, for early mobilisation of sites.
activity  Introduced detachable storage sheds, for early mobilisation of sites.
 Standardisation of Enabling specification

Page 1-11
Enhancing  Augmenting state of art cranes and T & Ps base
T and P  HLHR crane of 600 MT Capacity added.
 Nine new cranes of varying capacity added and seven more are being added
 35 No. of Induction Heating Machines inducted
 Procurement of strand jacks for Drum Lifting which is 1st in Power Sector Regions
Material Cost  Empanelment of Vendors for E & C jobs and Servicing jobs
Reduction  Revisited vendor Qualification Requirements – Common PQR for PS-Regions
initiatives  Change in packaging philosophy
 Revision of rate schedules (Pre determining Unit rates in terms of percentages/weightages in tendering stage itself).
Ensuring L-1 remains so in case of quantity fluctuation
Material  Engineers posted in MM function at all sites
Management at  IT based systems augmented / improved for on line material management (PSWR is the only PS-Regions which has
sites 1MBPS or 2 MBPS bandwidth connectivity at all its sites)
 Starting from Khaperkheda onwards, all new projects are having semi closed sheds
 Optimizing closed storage space through vertical storage using multi tier racks and fork lifts in new projects
Safety  Improvement in PPE quality and usage, work permits for working at height and standardization of House keeping
practices
 Maintaining of Legal Register for responsibility matrix – like who will do what during emergencies, accidents etc.
 Performance evaluation of Agencies working at Site
 Specialized training for Safety coordinators at Site
Quality  Procurement of PMI gun for weld testing, laser instruments for specialized measurements - Measurement of height
and distance of columns, checking of chimney verticality
 Reference field quality plans for NTPC 500 MW projects revisited and re-approved.
 QAE to provide thrust on Surveillance audit in all operations and furnish reports to CM and Head (Quality)
Innovative and  Brain Storming Sessions with all functions
faster E & C  Concurrent erection and commissioning
processes
Human  Executives for Planning, MM, Quality & Safety functions deployed at sites. PSWR leads PS-Regions in deploying
Resource Engineers for Quality and Safety Functions at site.
 Training fresh Executives and developing their skills
Knowledge  Started Technical Journal ‘Takniki Darpan’ which covers write ups on problems faced at various sites,
Management  Started Web based Knowledge Management Portal.
Fig 1 - 5 Improvement Initiatives


Page 1-12
1b. Leaders define, monitor, review and drive the improvement of the organizations’
management system and performance
Detailed action plan for Improvement initiatives is drawn and leaders of PSWR continuously review
outcome of various initiatives. PSWR’s management systems and functioning of various
departments to meet PSWR objectives are also reviewed regularly. In the process, they prioritize
improvement activities and encourage & support new methodologies bringing improved ‘out of the
box’ changes (refer Fig 1- 5)
To deliver its objectives, thrust is given on ISO 9001 based systems, reviews of various
approaches and working of departments. These systems are developed by active participation of
Executives of all levels. PSWR has obtained ISMS certification for ISO/ISMS 27001:2013
standard. PSWR is certified to ISO 9001: 2015 Quality Management Systems. It has also adopted
QMER System developed in house by BHEL as a measurement tool for assessing maturity level of
Quality Systems at PSWR. As the part of Mission Quality First, PSWR also uses the Quality Heath
Index for assessing and improving its quality systems which is combination of QMER, TQM and
CSS scores.
HSE has attracted attention and PSWR has aligned its functions to meet HSE standards. M/s
DNV has Certified PSWR for ISO 14001 and OHSAS 18001 standards.
PSWR leadership reviews functioning of its various departments and changes organization
structure from time to time. Project management is one of the key functions of Power Sector
Regions of BHEL. Senior leadership of PSWR, after review in June 2012, changed the structure of
Project Management department merging BOP department in it and empowering its Executives to
discharge the responsibilities to ensure timely supply of BOP equipment’s/systems through’ (i)
placing purchase orders timely for supply of BOP equipment’s & systems and their installation (ii)
‘Single window contact’ of PSWR sites. Also the structure of Purchase department changed; the
purchase activities of SAS department merged in it.
Timely material supply from units is a necessity to bring the Projects on schedule. To ensure timely
availability of inputs from other BHEL Divisions, PSWR leadership brought a change by nominating
senior executives of PMX as ‘Unit Coordinators’ empowering them to take all requisite actions to
ensure availability of inputs to sites.
With a view to facilitate faster access to customers for Services assignments at far off Sites, two
Regional Service Centers are in operation at Nagpur and Baroda.
CFTs constituted by Head (Region) involving Senior Executives develop Quality Manual, ISMS
Manual, Standard Procedures and Work Instructions. These are reviewed and improved through
system audits which take place at least once in six months. Leadership ensures the
implementation of these systems through structured management reviews. MQC is held once in
six months.
E-communication is the order of the day and use of same is always in the back of mind of leaders.
Extensive use of computers for effective process management related to site operation processes,
financial management process etc has been promoted. Unique software developed at PSWR –
SOMS is life line of PSWR. This software is being used by other Power Sector Regions also.
PSWR is ensuring that computer is available to all employees. This has promoted extensive usage
of computerized system.
Leaders of PSWR has structured framework for Budget exercise. Business scenario, information
received from Business Sectors and 5 years Strategic Plan are reviewed and three years broad
objectives are planned. Leadership of PSWR reviews achievements and gaps of previous years
with respect to Budget, resource requirements etc. and formulate annual revenue budget plan. The
revenue budget is deployed through PSWR Balanced Score Card. The Balanced Score Card
(BSC) is subsequently cascaded to departmental BSCs and KRAs of individuals.
Leaders at site and HQ also involve Customers/ sub-contractors and invite them for joint reviews.
This approach of leaders has enabled to bring out all interface issues between various agencies
and helped in expediting achievement of identified milestones.
Leaders of PSWR at all levels are involved in identifying improvement initiatives (Fig 1-5). These
initiatives are decided based on the feedback of planned review meetings; morning meetings;
feedback from MCM/ top level Executives of Corporation; structured meetings with customers,
associates and employees. For example, many initiatives depicted in Fig 1-5 have been taken after
Associates meets and brain storming sessions.
Leadership encourages participation in learning forums like ‘Best Practices Workshop’. 10

presentations were made by PSWR in this workshop. 40 best practices adopted by TSX
department were presented in one of the presentation. Most of these practices have now been
adopted by other PS-Regions. Also, PSWR has learned from presentations made and concurrent
erection practices started in structured manner.
With a view to improve operations, new approach of having Brain Storming sessions by all
functions has been started. Additionally, this approach has helped (i) to review our shortcomings,
(ii) identify areas for improvement, (iii) bring out issues and their solutions for break through
improvement in operations and processes of PSWR with a view to achieve improvement in
operating results.
Leadership encouraged participation of young ETs and Engineers (including those from sites) in
these brainstorming sessions.
Another new approach of organizing ‘PSWR Summit for Excellence’ started by the leadership.
Involving senior executives, this approach is used to bring out recommendations to meet
challenges being faced by PSWR.
BHEL’s Corporate Governance policy is based on the Independence and versatility of the Board
six principles (Fig 1-6) which demonstrate compliance Integrity and ethical behavior of all personnel
with high degree of disclosure and transparency. Recognition of obligations towards all stakeholders –
Executive Director ensured that key executive is customers, employees and shareholders
assigned the responsibility of CPIO immediately after High degree of disclosure and transparency levels
Total compliance with laws in all environments
RTI act 2005 came into effect. All requests received Achievement of above goals with compassion
have been disposed within the stipulated time.
Fig 1 – 6 Principles of Corporate Governance
Understanding expectations of customers and supporting them at right time has seen Customer
appreciation letters pouring in at PSWR. These are testimony of their confidence in PSWR and
their delight in working with PSWR (Fig 6-22). External customer satisfaction survey has also
brought out this aspect (refer Cr 6a).
Subcontractor/ Vendors are treated as associates by PSWR leaderships. Concern for their issues
and resolutions of the same have resulted in building up their confidence in PSWR. (Fig 4-3)
PSWR Leadership promotes and supports and engages itself in improving environment at all its
sites. Providing green cover (trees planted at different sites), following safe practices, advising
associates to engage locals as contract labourers, providing training to diploma engineers under
Apprentice Act are few such things which build confidence of society in PSWR.
1c. Leaders engage with external stakeholders

Leaders at Top and middle levels have started approach of having annual Customers’ and
Associates’ meet with a laid down theme to identify their top concerns, needs and expectations.
Figure 1-7 depicts various approaches used by PSWR for interacting with stakeholders.
Stakeholders Interaction forum Frequency Purpose/Type of feedback Results

 Understanding needs and  Top most concerns of
expectations of customers.
customers  Joint efforts in resolving
Structured Customer Meet
Yearly  Sharing long term plans and critical issues
with a laid down theme
initiatives taken by PSWR to improve  Partnering to meet
customer satisfaction National cause.
 Discussing help required 

 Understand critical issues of  Resolution of critical
Customer projects impacting customers. project issues
Structured Project Review  Identifying needs and expectations  Enhanced Customers’
meetings by PM, CM and Monthly of projects Confidence.
other related Executives  Resolving project related interfaces
and other issues
 Understand Customers’  Resolution of problems
Structured customer meeting requirements and provide on spot and improvements
Daily
At Project Site by CM technical guidance/ take necessary  Enhanced Customers’
actions Confidence.
Once in  Customers’ feedback Enhanced Customer
Customers Survey  Customers’ expectation
Two years satisfaction
 Sharing long and short term  Policy & planning
plans and our expectations  Loyalty enhancement
 Sharing Business scenario  Increased number of SAS
Associates Meet with a laid  Vendors’ / Subcontractors’ needs contractors
down theme & expectations  Better erection systems
(The theme for 2012 was Every year  Mutual understanding  Top performing vendors
‘Moving ahead through  Vendors impressed upon the need for awarded
Performance’) consistently high levels of  ‘PERFORMANCE
Partners performance and sustaining them for AWARDS’ during
enabling them to get further orders Associates’ Meet-2012.
from BHEL
 Technical guidance Project execution and joint
Subcontractor's meeting at
Daily  Resolving project related interfaces project teamwork
project site.
and other issues
Meeting with other divisions Status review of materials and drawings Technical updation
Monthly
of BHEL by Unit Coordinators etc
Informal - understand the Local needs, Help to needy, confidence
Society At site As per need
geography, environment build up.
Fig 1-7 Interaction with Stakeholders
Leaders go beyond the Contractual requirements for Customer Success. BHEL Experts are
deputed immediately on customer’s call even for Non-BHEL Equipments and before deciding
commercial aspects.
Leaders of PSWR sustain and improve Customer relationships by providing assistance during
planned maintenance/ Breakdown maintenance/ Overhauling/ Co-ordination for spares supply/
RLA & Life Extension Services. Understanding expectations of customers for restoring the Power
Plant as early as possible, leadership of PSWR have given thrust for on-time completion of
Services jobs. Servicing Orders are completed on or before time. Numbers of appreciation letters
have been received at PSWR indicating testimony of customer confidence in PSWR (Fig 6-22).
External customer satisfaction survey has also brought out this aspect (refer Cr 6a).
PSWR leaders give due importance to maintaining long term relationship with sub-contractors who
are treated as Associates. Leaders organize formal and informal meetings with sub-contractors
and BOP vendors on technical issues, future requirements and business potential. Long term
relationship is developed by having rate contracts. A small leap in this approach has been rate
contract for Geo technical survey. Besides having rate contracts, leaders have taken another step
of enlarging the vendor base for Installation / Servicing jobs. Today we have 170 Nos. of
empaneled vendors (124 for E&C and 46 for services) and process is underway for new
empanelment based on revised QR.
Leaders encourage people to get membership of Professional Bodies / Internet Connection to

facilitate learning, creativity and participation. Leaders encourage learning of people through
various seminars, exhibitions, trade fairs etc.
Leaders at PSWR also believe in sharing their knowledge and imparting training to external
trainees and students at outside Institutes. Leaders are regularly visiting as faculty for technical
and management topics at NPTI Nagpur.
PSWR leadership promotes and supports environmental improvement activities by improving

green cover at work places. Trees are planted at all the PSWR sites.
Senior Executives of HR interact with polytechnic colleges and take Apprentice Trainees for
developing them through hands on experience – on annual basis. On completion of one year,
apprentice trainees are replaced with fresh batch. PSWR thus serves and contributes to society by
developing technical expertise.
The leadership has taken up a project to install 11 Nos. of water pumps in nearby district of
Bhandara which is near completion. On completion, these pumps shall be handed over to civil
authorities to meet water requirement of local people.
The Leadership also encourages its employees to take up voluntary work in and around its sites
and offices. Medical camp was organized at Nagpur for health checkup of senior citizens and
medical camp organized at Pipavav site for local villagers. The Leadership also encourages PSWR
Ladies Club for making donations for society development (ref Cr 8b).
1d. Leaders reinforce a culture of excellence with the organisation’s people
Top level leaders (ED, GMs, HOFs) use morning and structured daily meetings (ref Fig 1-3) to
communicate and share organization’s and PSWR’s policies, plans, strategies, market scenario,
challenges ahead, customer concern etc. These are further communicated down the line to second
level leadership.
Top and Middle level Leaders act as mentors to young entrants. This has given dividends and
Young Engineers are able to independently undertake commissioning and erection work,
estimation, tendering, finance etc. and give ‘out of the box’ suggestions. For ex, PMX Engineers
involved themselves in bringing out new estimation procedure – which is a benchmark in itself.
Encouraged by the support given by top and middle level leaders of PSWR, Executives of various
departments have brought out unique outcomes. Some of them, for example, are given at Fig 1-9
below which are Benchmark improvements in BHEL PS – Regions.
 Purchase Department has come up with revised GCC & SCC conditions and QR which will be uniformly operated by all Regions.
 Rate Contract for Service assignments is in advance stage of finalization which will also be applicable for all Regions
 Executives of PMX and Purchase department worked together and brought out rate contract for Geo Technical Survey – thus resolving issue
of delayed soil investigation reports – This rate contract is available to other Region’s also for operation.
 Executives of Purchase department have empaneled 124 Subcontractors for E&C and 46 Subcontractors for Services. This is ongoing
process. Process for fresh empanelment of vendors based on revised QR is in progress.
 Executives of TSX department procured hardware for simultaneous conductance of chemical cleaning & Steam blowing at minimum 5
projects.
 PMX Executives have brought out unique Estimation Process for boilers and TG to remove subjectivity to a great extent.
 Initiative taken to use detachable Storage sheds (implemented at 8 new sites).
 Initiative taken for online vendor empanelment / registration process.
Fig 1-8: Improvements in Operation

Construction Managers at site have regular and periodical communication with all the employees
to identify the inputs / support needed by them in accomplishing the assigned targets. Head
Region / HOF during their visit to sites, directly interact with the employees to understand if any
specific help / support are needed by any of the employee in their respective area of work to
achieve the assigned target.
Entire leadership of PSWR practices open door policy. They are accessible to Employee of every
level and listen to their requirements. During gatherings on the occasion of New Year and festivals
they mingle with employees and enjoy with them.
Business of Installation of Power Plants and Industrial Systems involves wide variety of Products /
Systems and varied technologies and therefore high emphasis is given to training. Leaders ensure
exposure of people directly at supplier / collaborator works or on the job training under the
guidance of experts. As per directives of Head (Region), any employee nominated for training,
must attend the training programme (Ref Fig 7-03 and 7-04 for man days of training provided to
PSWR employees).
Leaders in PSWR have recognized the need of IT enabled services. Laptops have been provided
to Senior Engineer and above Executives. Even while out of office, with support of data cards,
executives can quickly respond to all concerned including customers. These approaches have
been found to be extremely useful.
To have a database for future reference, the leadership has promoted web-based Financial
Accounting System, Site Operations Management System (SOMS) and SAP for personnel
information system.
The leadership utilizes even smallest happenings to motivate and recognizing efforts of
employees. During Republic Day and Independence Day celebration, efforts of employees are
recognized by felicitating them and ED calling their names in his speech citing good work done by
them. House journal ‘SPANDAN’ publishes names of such employee along with their photographs.
1e. Leaders ensure that the organization is flexible and manage change effectively
Main source of trigger for change is the Strategic Plan, Associates and Customers meets,
business environments etc. Internal and external drivers of change are given in Fig 1-9.
Internal drivers External drivers
 Strategic plans  5 year plans of Government of India
 Employee’s need for growth & development  State Government plans and priorities
 Feedback of EPS  Business environment
 Superannuation  Customer feedback through external / internal survey
 Performance Results  Local competition
 Associates’ and Customers’ meet  Expectations of Partners & Suppliers
 Meetings with Employees and young Engineers, Supervisors
Fig 1-9 Drivers of change
While forming Broad Objectives and annual plans, it is ensured by the Top Management that
changes expected in Strategic Plan are met. Example; increased turnover and reduction in
material cost etc. These are further reflected in Balanced Score Card of Region.
 Leaders also understand triggers for change through Formal/ Informal Interaction with present
customers as well as prospective customers and sub-contractors/ vendors etc.
 Meeting held within BHEL at different levels.
Based on the information gathered as above, leaders discuss with their team members regarding
the impact of the changing scenario and action required in order to sustain the business growth.
First session of every CM meet/ Vendor meet etc. covers challenges ahead and changes
expected. Strategies for implementing the action plan are discussed, firmed up, and put in to
action. The results of these actions are reviewed & monitored, and corrections if any, are applied
by appropriate actions. For ex, refer Fig 4 -3 for actions post Associates meet 2011.
Most of the initiatives depicted at Fig 1-5 have been taken based on the inputs from above
mentioned triggers. Results are planned and improved at Regional Head level. Leaders undertake
planned reviews of various activities. During these reviews, issues/ gaps are identified and
responsibilities assigned to resolve the same.

Page 2-1
2. STRATEGY
2a. Strategy is based on understanding the needs and expectations of both stakeholder
and the external environment.
BHEL formulates 5 year Strategic Plans based on Long-term planning of government regarding
power plants addition, Current & future power position in the country, Present and future market
scenario and Competitor activities etc. PSWR provides various inputs like market scenario of
western region, competitor activities, needs and expectations of customers of the Region etc.
Fig. 2-1 STAKE-HOLDER NEEDS & EXPECTATIONS
STRATEGIC
Stake Holder PLANNING
& their Information Source Used For PROCESS
Needs Corporate level
 Strategic growth plans (ref Vision, Mission
& Values
 Customer Perception Survey Fig2-.2)
CUSTOMER : (E&C in time, High
 Internal Customer Satisfaction Survey  Strategic Plans / Business Corporate

 Customer Training/ Meets Policy reviews
Quality, Timely services)
Strategic Plans
 Proactive meetings with Customers by  Revenue Budget (PSWR
Leaders  Functional Review Participation)
 Customer Complaints Handling System  Unit / Functional Balanced Strategic Road
 Tender Documents, Negotiations, Orders Score Cards Map
Lost analysis  Performance Budgets Annual MOU
 BHEL Business Sectors: Feedback through  Customer related CSF & with Govt. of
satisfaction, Motivation, Career Growth,
PSWR
MCM which includes Competitors Data and Action Plan India and
information
market scenario PSWR
feedback
Information
EMPLOYEE (Job
PSWR
 Employees Satisfaction Surveys  HR Plans / Policies Review Level
 Feedback from Joint Committee  Induction Plans Strategic
 e-MAP / Performance Appraisal Reports  HR BSC Plans (also
 Training Feedback  Training Plans called
 Monthly Communication Meetings  Recognition/ Rewards Policies Divisional
Training,
 Employee Benefit Policies Plans)
Revenue
Budget
PSWDReB
Facilities)
paarltamne
business) & ease in dealing, VENDOR
 Joint long term MOUs with vendors  Purchase Policy Reviews cnetdalS/
 Vendor Perception Survey/ Vendor Meet  Vendor related System Review
 Interaction with Vendors/ Sub Contractors at  SCP BSC csoitree
Sites & HQ  Vendor dev. & evaluation RCeavired
INPDeIrVfoI
(e-
Drm ws
MAUAanLc
Growth in
PeLP)FAeNeS
Functional
dback
reviews
Performance
(Transparency
feedback
PSWR
PERFORMA
Department/
NCE
 Dividend
( High profit , dividend) SHARE HOLDER
 Annual General Meeting Site level

REVIEWS
 Product/ Service Portfolio
 Board Meetings – Policy deliberations HODs/GMs/
reviews ED Reviews,
 Annual/ Quarterly Balance Sheets
 Investment Mgmt. DEPARTME
ANNUAL
 Press Meets NTAL
PERFORMA
BALANCED
NCE
SCORE
RESULTS
CARDS
(Growth in economy., Job & business opportunities, Good GOVERNMENT /SOCIETY
 Govt. of India– 5 year Plans / Policies
 CEA Power Surveys  Strategic Plans / Business
 Internal Publications Policy reviews
 Power Capacity addition Plans  Investment Plans
 Economic publications  Unit BSC
 Journals/ Seminars/ Media Reports  Society related plans
 Interaction with Govt. Authorities
 Society Satisfaction Survey
environment & safety)
Strategic Planning process is given at figure 2 -1 and growth of PSWR required as per this plan is
given at figure 2-2.
PS-WR takes inputs from such plans for formulating its broad objectives. Annual Budget and
Balanced Score Cards are drawn by taking inputs from broad objectives and MOU which Company
enters with Govt. of India for achieving Operational excellence. Present orders in hand &
anticipated orders to be booked also are taken into account to formulate annual budget and
balanced score card.
PSWR encompasses the needs and expectation of all stakeholders as well as external
environment while formulating its Business plan.
Data regarding present power generation capacity, actual demand & deficit, future needs are
captured through CEA reports, Ministry meetings, Power seminars etc. Market scenario is
captured through study and analysis of Techno Economic Clearances accorded by CEA for the
various power projects setting up particularly in the western region and meetings / interaction with
Customers to know their requirement. Further, projections made by the industries in the field of
production of Cement, Fertilizer, Petroleum, and Steel etc. for setting up the Captive Power plants
are obtained and analyzed by Commercial department. Business scenario presented in
management committee is available to PSWR for formulating policies and strategies.
The information of competitors both in the demographic and other markets is gathered through
Strategic Plan of BHEL, annual Strategic Planning Workshops, tenders, Associates meet,
Customer meet, feedback from customers and media. Competitors’ data captured through
participation in tenders is kept by Commercial department which is used for identifying strategic
challenges and formulating business plans.
Strength and weaknesses of the competitors for their present and future capabilities are discussed
and analyzed for their present and future market shares. Accordingly, necessary considerations
are given during developing and finalization of Strategy to counter the competition.
Strategies are formulated to take care of balancing the present and future needs of all the
stakeholders in the following manners:

Page 22-2
 Customers
Present and future needs and expectations of external customers are obtained through
structured customer meets, Customer Satisfaction Surveys (ref Cr 6a) and visits of senior
Executives to customers and consultants place for discussion and feedback.
 Employees:
- Executive Director takes meetings with all employees, specifically with new employees.
These meetings provide a platform to understand needs and expectations of Employees.
Also Top and senior Executives during visit to various sites have a meeting with all
employees of the site to understand their needs and expectations.
- Suggestions provided by various employees are taken as inputs for formulating business
plans.
- Analysis of Employee Satisfaction Survey results (Fig 7-1) provides valuable perceptions of
the employees.
 Associates (Suppliers, Sub-contractors):
Regular meeting with the respective suppliers and sub-contractors are held either at sites or at
HQ to know their needs and expectation. Structured Associates meet is arranged once a year
with all Suppliers and Sub contractors (ref Fig 4-6). Our suppliers & subcontractors mainly
expect steady flow of jobs, reasonable returns and prompt payments, which is always taken
care by PSWR in line with the company’s policy on contractual matters. In order to have timely
payments to subcontractors and BOP vendors, positive cash flow is planned.
 Society
The information on needs and expectations of the society are mainly captured through
dialogues with the local government officials, which is discussed and analyzed at regional level/
site level for implementation feasibility. For example, as per the requirement of HR Plans and
list issued by local employment exchange, Diploma (Engineering) holders are given on the job
training as Apprentice Trainees and paid stipend as per government rules.
Strategic planning focuses on stakeholder needs, developments in Power Market, change in

economic environment, etc. Based on above, Strategies are formulated at PSWR based on
Corporate Plan, which will take care of the ambitious plan “Power on Demand by 2020” by Govt.
of India.
2b. Strategy is based on understanding internal performance and capabilities
Internal Performance Indicators are collected through various Management Information Reports
from all the sites/ departments/ service centers on regular periodical basis and compared with
budgeted indicators. Some of the Reports generated in the region are – Weekly/ Monthly Physical/
Financial Turnover, Weekly/ Monthly Billing & Collection, Monthly Cash Outflow, Project Progress
Reports, Monthly Order Booking, Monthly Quality Report, Weekly Safety Report etc. Management
Information Reports provide the vital inputs on the Performance Indicators for taking corrective
action as well as formulating strategies to meet the planned targets.
Best practices / achievements of other BHEL regions/ divisions are obtained through:
 Structured meetings and by participating in Workshops like Best Practice Workshop, TQ

Workshops etc.
 Data contained in “Power Sector” - annual publication of BHEL Power Sector Management
Services, house journals and other journals published at corporate level, which covers
information on benchmark activities achieved by respective divisions.
 Presentations made at Commercial Heads, Quality Heads, IT Heads, MM Heads, HR Heads
Page 2-23
and Vigilance Heads meet are used to know best practices of other divisions of the
organization.
 Good practices / achievements of other organization working in the same field are obtained by
browsing through the web sites.
The information thus obtained is analyzed for feasibility of adopting by the region, and is
considered for inclusion while formulating the business plan & objectives.
Various training programs are conducted for the employees and the feedback of the participants is
collected for improving subsequent programs. In line with emphasis given by Top Management;
thrust is given to train ETs and STs and training programs are planned accordingly.
Information from other regions of BHEL i.e. PSNR, PSER, and PSSR on the projects installed by
competitors, sub-contractors, customers in those regions are gathered through formal and informal
interactions and data published by Power Sector Head Quarter annually. Information is available as
data bank and is used as and when required. Best practices and milestones achieved in a shortest
possible time are taken as benchmark for future projects.
The information on New and Emerging Technologies is obtained by TSX through Collaborators/
business partners; formal / informal interaction with the present customers as well as prospective
customers; Articles in magazines and journals; participation in seminars; meeting held within BHEL
at different levels etc. example- Fr 9FA Gas Turbine, MAX DNA Control System, Mark-VI Control
system for Gas Turbines, 660MW Super Critical Boilers and corresponding STG, large size CFBC
boilers (250 MW), 700 MW Nuclear Steam Generators and Steam Turbine Generators etc. are the
new products to be manufactured by manufacturing units and installed by PS-WR.
In view of the new technologies, action plan is drawn to train people, acquire new T & P etc. for
smooth completion of the installation activities. The additional requirement of resource needed, is
reflected in the regional balanced score card and capital budget.
Business projections, technology improvements, site infrastructure requirements etc. are used as
inputs for deciding requirements for Capital budgets. Accordingly, procurement of new T&Ps like
cranes, induction heating machines etc are planned and executed (ref Fig 4-8).
Analysis of annual performance of projects, physical and financial performance, TQ self-

assessments, ISO 9001 audit reports, QMER reports, HSE Audit reports etc. provide additional
inputs.
Outcome from MCM, learning from our own operations, other BHEL regions and competitors in the
field of erection and commissioning of power equipment’s are used for evolving Strategy. Most of
initiatives given in figure 1-5 are examples of using feedbacks from various meets and learning as
inputs for Strategy. Salient examples are given at Fig 2-3:
Economic and Business Environment indicators like power sector growth, industry sector growth,
number of old thermal and hydro sets (for assessing R&M and service business), market potential,
benchmarking etc are inputs for formulating strategies to enhance business growth and for
maintaining competitive edge.
Strategy Map System has been designed to capture all strategies as envisaged in ‘The Road to
2022’ in a form that makes them measurable, assignable, monitor-able and traceable. It is a
mechanism for translating abstract ‘intents’ to concrete ‘actionable points’ with specific targets,
timelines and assigned responsibilities.
Targets are identified for all activities for deployment as per perspective of BSC and the KRAs of
individuals.

Page 24-2
The process of developing business plans is well established. Strategic Plans and Balanced Score
Card are aligned to Corporation’s Vision and Mission. Process of Development, Evaluation,
Review and Updating of the Business Plan, HR Plan, and Technology Plan is given below:
 Requirements of Strategic Plans of the Corporation and that of the Power Sector are studied to
identify areas required to be addressed in the Broad Objectives and Capital budget.
 Broad objectives and 5-year Capital budget is prepared based on inputs from marketing and
commercial departments, Techno Economic Clearances accorded by CEA and other inputs.
 Annual revenue budget, Capital Budget, Man Power requirements, T&P requirements etc. are
formulated based on the broad objectives, business scenario, customer requirements and
other inputs from Corporate Office. Example: Cranes, Induction Heating Machine, operators
and maintenance crew for cranes
 Balanced Score Card of PSWR is drawn from Corporation’s balanced score card, MOU
requirements, technological inputs, analysis of needs and expectations of employees and
customers, business scenario, revenue budget etc.
 PSWR objectives are drawn (ref Fig 1-2) and reviewed during monthly meetings.
Further various inputs are used as given below:
 Present and future market scenario and Competitor activities / Competitive advantages are
used for developing the Strategic Plan at the corporate level.
 Good practices / achievements of sister units & other organizations, Needs and expectations of
Customers including sister units and business sectors are used for developing the plan for
adoption of New Technology, Reduced Delivery Cycle Time, Reduced Cost, and Response to
Customers at a short notice for Services jobs.
 Needs and expectations of Employees and Society provide direction for review and updating of
HR policies.
 Needs and expectations of Partners (Suppliers, Sub-contractors) provide direction for review
and updating Works Policy and Purchase Policy leading to competitive sub-contract rates and
pre-bid tie-ups.
 Identified internal performance parameters & their respective measures, past experience and
improvement activities are used for improvement of systems and processes.
 Impact of new and emerging technologies is used for design of new methodologies and
adopting / re-sourcing the improved T & P.
Business Plans, Balanced Score Card and PSWR Objectives are reviewed in structured meetings
Page 2-25
of Top and senior executives (including Construction Managers, RSM and UCMs) identifying the
issues to be resolved. Data from all sites is obtained and reviewed; issues identified. Based on
new inputs, customer requirements, and outcome of such reviews the monthly plans are updated
to ultimately meet the annual business plans. Annual plans are updated accordingly during RE
budget exercise.
Anticipated orders and supply of timely/ sequential supply of material by manufacturing units are
the two main assumptions made while formulating the annual business plans. PSWR evaluates
impact of such assumptions, reviews the status and identifies actions in monthly/quarterly and half
yearly structured review meetings (ref Fig 1-3). These assumptions are also clearly outlined in the
Revenue budget and Balanced Score Card. Details of how risks are managed are given below:
 All anticipated orders providing planned turnover shall mature. In case of any anticipating order
is not maturing, alternative business avenues are explored. For example, to make up for loss of
turnover due to any reason, civil works of EPC Projects; erection activities of sites having good
material flow; efforts on supply improvement for BOPs; procurement of steel are expedited..
 Manufacturing units shall support installation activities by timely and sequential supply of
materials. Status of material supply is closely monitored in weekly and monthly review
meetings at sites and HQ. Outstanding issues are discussed in pre-MCM meetings. List of
items required from various Units are prepared every month and provided to Unit Heads and
Directors during MCM. This approach has attracted attention of top level executives resulting in
improvement in material supplies. PSWR Coordinators too take up the issues with respective
mfg units and Engineering centers for resolving them. Additionally PSWR has posted one
representative at Trichy and Ranipet for expediting materials resulting in smoothing flow of
materials from these Units.
Strategic marketing decisions for Power projects are taken by Business Sector Marketing divisions.
However, decisions for SAS segment is taken at PSWR based on market Conditions. Basic
strategy for SAS is to capture entire market and form buffer to budget requirements.
Associates meet and Customer meet are organized with a laid down theme and objective. Business
scenario, our requirements of business, initiatives to meet customer requirements etc. are
discussed in such meets. Example: in Associates meet 2011 the theme related to Technology
Improvement in line with requirement of faster erections to meet demands of growth visible from
order flow (ref Fig O-1). Associates meet of 2012 focused upon the theme “Moving ahead with
performance”.
Using the technological improvements, PSWR is ensuring use of bio-degradable chemicals like
EDTA cleaning in place of acid cleaning of Boilers. Special acoustic enclosures, silencers are put to
use for reducing the noise levels to avoid disturbance to the neighbourhood at all our sites.
2d. Strategy and supported policies are communicated, implemented and monitored.
Balanced Score Card of PSWR is the final planning document for the year, which encompasses
Strategic Plan, Capital Budget, Revenue Budget, MOU requirements and CSFs. Key Business
Processes are identified with the aim to meet ‘Strategic Objectives’ committed in the Balanced

Page 26-2
Score Card. These processes (example in figure 2-5) are identified through structured meetings of
Top and Senior Executives. Site wise and department wise sub-processes and targets are also
identified in such meetings.
Strategic Objective/ CSF Key Business Process Process Owner Reviews

Financial Turnover (including  Sub – contracting process (includes  Head/Purchase  Monthly reviews by ED at
exports) indenting process as a sub – process)  Head/PMX HQ with all HODs and
 Construction CMs.
Timely placement of sub- Manager  Fortnightly reviews by
 Construction Management
contractors orders  Head/TSX GM/ Projects with Head/
 BOP Management PMX, BOP, TSX and
 Services  Head/BOP Purchase
Timely commissioning of  Head/SAS  Weekly reviews by CMs,
milestones and projects Head/Services and Head
(Region)
Implementation of "Mission Improvement in QMER, TQM & Qh Index Head/Q&BE Half yearly reviews by Head
Quality First score from previous year (Region)
Enhancing HSE maturity i)Training/Awareness, Mock Drill, Fire Drill on HSE  Head/HSE  Monthly reviews by
Topics for maximum no. of individuals Head (Region)
ii) Preparation of maximum no. of safety animation
videos each fatality and sharing the same to all.
Milestone delivery as per Achievement of target  Head/PMX  Monthly reviews by
schedule in BSC Head/ TSX
 Reviews by site GM/CM
Reduction in direct material cost i) Development of new subcontractors / vendors  Head/PUR  Reviews by resp. HODs
ii) Revisit the tender terms
Capability enhancement of i) Organizing training for employees development  Head/HR  Reviews by resp. HODs
human resources by developing for new technology.  Head/SAS
& empowering ii)a) Implementation of Hydraulic torque wrench for
rotors coupling tightening.
Ii)b) Dry ice cleaning for LPT lower half casing.
Enhancing efficiency of i) Implementation of Online WPMS & FQP System  Head/TSX  Reviews by resp. HODs
Processes by digitalization in all new sites  Head/Q&BE, Site/CMs
ii) Extensive use of existing online system viz.
SAS/CAR,SDR, QRN, ISCMS
Fig 2-5 Examples of Framework of Key Processes
Deliverables of all processes and sub-processes are identified in line with commitments made in
Balanced Score Card. In all the review meetings (ref Fig 1-3) ‘Issues to be addressed’ are
discussed, deliberated and activities identified to close the issues.
Strategy is communicated and discussed through well-structured communication process for proper
action as given at Fig 2-6
Subject Forums Reference
Strategic plans broad CMs, UCMs, RSMs Meet, Strategic plans, BSC, Minutes of Management Committee Meetings.
Daily meetings at HQ and sites
/ Objectives
Process changes CMs, UCMs, RSMs Meet, ISO 9001, Management System Manual, Common Procedures, DPs,
Daily and monthly meetings at HQ and QPs, Erection Manual & Drgs., Technical Circulars, Commissioning
sites Procedures/ Check lists etc.
Quality and safety Issues Meetings at H.O & sites, Six Management review meeting, all quality & safety related issues for
monthly MQC Meeting Systems, Equipment, Civil, E&C and Services after Sales.
Learning / Awareness Monthly meetings at HQ and sites Feedback of various outcomes, QMER, TQ Assessment, ISO 9001
audits etc.
General business topics, Mile Monthly meetings at HQ and sites Project Schedules, turnover and other targets and
stones achievements achievements.
Fig 2-6 Communication forums for Strategy
Based on the final BSC of PSWR all departments prepare their respective BSC detailing the
strategic objectives and activities of the department. These BSCs contain departmental
performance indicators linked to BSC of PSWR and also those which are not covered at Regional
level BSC but are necessary for operational improvements. These BSCs are reviewed for having
linkage and meeting the requirement of the Regional level business plan. Requirements of
Departmental BSC are further cascaded down to individual level through KRAs of e-MAP.
3. PEOPLE
3a People plans support the organization’s strategy
HR policy of BHEL is derived from its Vision, Mission and Values. These policies are guided by HRM
Polestar Statement as stated at Fig. 3-1. HR management practices of PSWR are derived from the
Corporate Policies and are further decentralized for effective administration at Region Level. Policies of
BHEL are framed by
Corporate Office and communicated to all Polestar statement for Human Resource Management
employees in the form of Personnel Manual and “To ensure availability of competent, motivated and effectively
contributing Human Resources and to facilitate blossoming of full
hosted on corporate web site and also in PSWR’s potential of employees at all times to realize organizational mission”
local intranet site. These are reviewed and revised
based on strategic plans, business policy and Polestar statement for Human Resource Development
various feedbacks from MUs and Regions. “To create an environment supportive of blossoming of full potential of
employee”
Fig: 3-1 : HR Polestar Statement
PSWR plays an active role in providing a platform for making necessary feedbacks through regular
meeting of various group of employees, regular meeting with HOD’s/HOF’s/CM’s and also in the
HR Heads Meet. Through these meetings, employees give suggestions regarding improvements in
existing practices. Suggestions arising out of such meetings are communicated to Corporate Office
for periodical changes in policy improvements. Brainstorming sessions are conducted with
employees of all departments. Site facility manual issued by Power Sector-HQ is issued to all site
employees for reference and also hosted on PSWR website. HR process map is given at Fig 3-2.
Manpower Recruitment/ Induction Performance Rewards & People

Planning/ Induction Training Management Recognition Development
Forecasting
Benefits
Admin
Fig 3 – 2: HR Function Process Map

Post Retirement
Benefits
Thrust areas identified as part of Strategic Plan 2017 exercise are given at Fig. 3-3. PSWR
Objectives (ref Fig 1-2) are also aligned to these plans.
 Regular induction of ET’s and ST’s as per projected manpower requirement

 Outsourcing of qualified personnel in designated specialization
 Lateral recruitment at middle level management.
 Service of retired employees in specialized areas through exigency engagement
 Training based on specific competency identified through competency assessment and e-MAP
 Up-gradation of functional skills amongst Executives and Supervisors
 Multi-skill and skill up-gradation amongst employees
 Training of key personnel in key areas of erection and commissioning
Fig 3-3 Strategic Plan 2017 - Thrust Areas
Aligned to Corporate Plans and business scenario, manpower requirements are planned,
discussed with Corporate HR and approvals obtained. Manpower Module for various types of
projects was developed by Power Sector. Manpower requirements are identified using this Module.
The forecasting is done taking into account business scenario, strategic plans, projects in hand,

Page 3-1
turnout profile and superannuation schedule. Department/ function wise requirements are made.
Accordingly, ETs and STs for all disciplines are planned.
Non-Core areas are also identified and people are outsourced through the process of Sub-
Contracting, for example to overcome the present gaps in Quality and Safety function, PSWR has
opted to outsource the services of experts from agencies having institutional background.
Keeping in view the present orders (ref Fig O-1) and its expected sustenance to cater to 12 th five
year plan and beyond, requirement was visualized by core team and in last 5 years more than 500
fresh ETs and STs have been recruited. Employee strength as on 31.03.2013 with experience
profile is depicted at Fig 3-4. Need based, executives in E3 and above cadres are also appointed
through lateral induction. As a corporate social responsibility Diploma Engineer apprentice trainees
are also engaged for one year and while on job they are adequately trained for further
employability.
Manpower for the region is augmented from the following sources:

 Recruitment
 Re-Deployment from within the region
 Transfers of experienced personnel’s from other units of BHEL
 Lateral induction of Executives in E3 and above cadres.
 Engaging of retired employees specialized in key technical areas
 Outsourcing of certain Non-Core activities
 Apprenticeship Trainees
SAP based database has been developed where in the Skills, area of work, Experience etc of all
employees are captured and such data is being analyzed for Effective Manpower Planning &
Deployment.
With present mix of manpower available at PSWR, all Senior Executives have taken responsibility
to develop the fresh recruits.
To avoid delay in decision making, a flatter organization structure with the principle of
empowerment of employees is followed. All the HR processes of the region are aligned with that of
Corporate HR Policies and Strategies. Alignment to corporate plans, business scenario.
BSC and individual KRAs in e-MAP introduced for all executives ensures development of
performance plans by executives with 100% involvement. Review of performance plan is done in
the Middle of the financial year and suitable action plan are made to achieve the desired result.
Final review is carried out at the end of year.
The No. of ETs/ STs / Others inducted at PSWR in last few years is enunciated at below table.
Employee Category 2018-2019 2019-2020

Engineer/ Executive 336 362
Trainees (ETs)+ Executives
Supervisor Trainees(STs) 236 223
Artisans 02 02
Clerical & OSS 02 02
The recruitment of ETs/STs are conducted by Corporate Recruitment Team by giving an open
advertisement in Employment newspaper, leading dailies and also on the company website
according to the norms given by Employment Exchanges Act, 1959 and other Presidential
Directives/ Govt. Directives issued and amended from time to time. PSWR co-ordinates with the
recruitment team in conducting written test for both ETs and STs.
Page 3-4
Lateral induction for E3 and above cadre is done by giving an open advertisement in Local
Newspapers and their selection is made based on their performance in interview and keeping in
view the policies and guidelines in-force.
The Apprenticeship Trainees are also engaged by inviting the application from local Government
Polytechnics and their selection is made based on their performance in interview and keeping in
view the policies and guidelines in-force.
PSWR is obtaining feedback on the HR policies through formal and Informal ways. The Employee
Satisfaction Survey (ESS) is one such tool which is used to collect feedback in a formal way. The
ESS is done every two years as per corporate guidelines (ref Fig 7-1 & 7.2). Daily communication
meetings are also held where all the HOD’s/HOF’s have formal discussions related to various
issues with regard to company’s growth, employee benefits and other relevant issues. Executive
Director and senior Management also have formal and informal meetings with all levels of
employees to understand their needs and expectations and take actions on the feedback.
The requirement of short duration assignments and long duration assignments are met either
through Permanent Employees or Employees recruited through lateral induction. For Long Term
assignments, recruitment of ETs/STs is carried out by Corporate Recruitment Team with the help
of any of the major Manufacturing Unit.

Page 3-3
Culture of identifying initiatives (most of them benchmarks in themselves) and daily meetings has
brought higher sense of responsibility and improvement culture including enhancement of stake
holder values (Customer, Associates, Employees and Share holder).
It is result of these organizational initiatives that innovative estimate methodology has been developed and actions to
close long pending issues of sub-contractors, contract closing etc have been taken and implemented resulting in
satisfaction of these stake holders as evidenced through better quotes etc. and that new Executives, AEs are
motivated to handle challenging assignments.
3b. People’s knowledge and capabilities are developed
Organizational needs of PSWR are addressed in annual BSC Card of the Region which is
cascaded to department level BSCs. e-MAP system of performance appraisal for Executives
addresses function-wise knowledge and competencies required from an individual. Requirements
of BSC are cascaded to individual’s annual performance plans through KRAs in e-MAP.
Knowledge and competencies of individuals (of all levels) are further classified and matched
through their respective performance, training undergone, skills and expertise developed while
working at different positions, sites and departments.
Comprehensive induction training program ‘Nipunata’ Training 1. Identification of needs through common
Plans procedure for identification of training
for STs and ‘Dakshata’ for ETs are compulsory for 2. This is taken as input by HRDI/HRDD in
initial development of individuals, acquainting them developing the training calendar.
with needs and systems of BHEL and its various 3. Special training (not in HRDI or HRDD
divisions. Prior to on the job training, experts train calendar) is covered by programs outside
or at MUs as appropriate.
STs and ETs through this CIT and familiarize them Development 1. Identifying developmental needs based on
with Power plants with thrust on Erection and Plans competency mapping.
Commissioning techniques. PSWR Senior executives 2. Individuals prepare their developmental
too interact with them and share their experiences action plan as part of their annual
which act as valuable inputs to them. performance plan.
3. Future HR Capability Plans made, based
on broad objective strategic plan.
Feedbacks are obtained from the ETs/STs at Fig 3-7 Training & Development Process
module completion stage and completion of CIT programme. The feedback is analyzed and further
improvements are introduced in subsequent training Programme/Module.
Process of training and development plan to match present and future capability needs of
organization is given at Fig 3-7.
To facilitate continuous learning and enhance their knowledge, the employees are encouraged to
make use of the schemes enumerated at Fig 3-8.
Provision of study leave for acquiring higher qualifications like AMIE, MSc, MBA etc.
Reimbursement of membership fees for professional bodies.
Reimbursement of expenditure incurred by Executives/Supervisors on Internet access at residence.
For acquiring professional knowledge employees are sponsored for various Forums and Seminars/Lectures by professional bodies.
Reimbursement of expenditure incurred on Magazines.
To enhance their skill and develop professional competency, employees are imparted need based training identified through Annual
Performance Reviews, either within BHEL or outside BHEL
Special emphasis is given to ETs and STs for on-the-job as well as class room training. Their respective Mentors/ Superiors give
awareness programmes and thereafter put them on job. As a result, in a short span of about 9 months, ETs and STs attain the
proficiency for functioning independently at all sites and at Head Quarter.
Knowledge portal of PSWR on web provides wealth of information and experience sharing
Fig 3 -8 Schemes for Enhancing Employee Knowledge

HRDD organizes training programme for young engineers in the category of E1-E4 / S1-S4 in
various technical and other developmental areas. PSWR deputes engineers to attend these
programmes every year.
Senior Executives are also exposed to developmental programmes conducted by HRDI.

Structured programs on “Team Building” are held at HRDI. Also, people are encouraged &
developed through improvement projects for solving specific Region’s problems. Team skills are
developed through formation of Cross-functional teams in form of committees to analyze specific
problems & suggest remedial measures.
3c. People are aligned, involved and empowered
The e-MAP system is used to align individual roles and responsibilities with the Organizations
Targets. Under this system, PSWR plans & targets appearing in BSC, revenue budget etc (ref Cr
2c) is cascaded to individual KRAs through departmental BSC. Action plans are made to achieve
the desired results. Mid term reviews are done for mid-course corrections and performance of
individual finally evaluated at year end. Some examples of target setting are given at Fig 3-9:
Department Target Basis

Purchase  Number of indents to be converted into orders. Priority list Indents received and monthly reviews of indents by
based on requirements is prepared and monitored Region
FEX  Number of T&Ps to be procured (hired/ purchased)  Capital budget and indent from PMX
 Deployment of T & Ps  Site Schedules
BOP  Dispatches to be made (Financial Turnover)  Revenue Budget
 Cash Collection  Cash collection plan
PMX  Timely indents  L2 schedule and indent monitoring format
 Inputs for achieving milestones – Physical and Financial  Project milestones, Revenue budget
Turnover  Cash Collection Plan
 Cash Collection
QLY  Timely issue of project specific FQPs.  L1/ L2 schedule
TSX  Commissioning activities  Project Schedules
Sites  Milestone activities, Physical and financial Turnover  Project Schedules, Revenue budget
 Cash collection  Cash Collection Plans
Fig 3 – 9 Examples of Target Setting
During midterm reviews of e-MAP system, performance of individuals is reviewed. During

structured meetings (ref Fig 1-3), specific team objectives are reviewed and actions decided.
Executives are appraised through well-established e-MAP system by evaluating targets achieved
by them. The system also appraises behavioral traits of individual. Employees below executive
levels are appraised through online ACR system.
Formal and informal meetings are held with employees/ group of employees (department/ section
wise) to guide them in improving their performance.
Various forums as detailed at Fig 3-10 involve employees in improvement activities and provide
opportunities for stimulating involvement and support for innovation and creativity:
 People at all levels are encouraged to participate in Suggestion Scheme, Productivity week, Hindi Pakhwara,
Quality Month etc. which provide them an opportunity to show their talent, participate in improvement activities,
creativity etc.
 Cross-Functional Teams/ Committees drawn from different departments / divisions are formed to resolve
problems. Members of other divisions are also included as required.
 People of all level are free to evolve any improvement methods / process.
 During various meetings, people are encouraged to bring-in improvements.
Page 3-5
Management and other initiatives taken by PSWR (refer Fig 1-5) encourage and provide opportunities for getting
involved and bringing improvements. Many benchmark improvements like Rate contract of Geo-technical survey,
Estimation method for boilers and TG, Material cost reduction etc (refer fig 1-5) have been brought by individuals and
teams of PSWR.
PSWR Executives participate in Corporate and Power Sector programmes like, SAP activities, and improvement forums
of PS – Regions for having learning and bringing improvements in our operations.
Web based Knowledge management portal provides wealth of information contributed by individuals and teams

Fig 3-10 Forums for involvement, Innovation and Creativity
Head (Region), GMs, HOFs/ HODs always provide pep talks and encourage individuals to come
up with new ideas. All the initiatives taken by management have linkages to ideas thrown by
individuals in one form or the other either informally or formally. Individuals and teams periodically
review the processes identified for improvement and take corrective actions. Example –
Finalization of GCC and SCC for uniform application in all Regions have undergone multiple
reviews and course corrections before finalization.
HOFs/ HODs/ Construction Managers are empowered to take on the spot decisions to see that
work progresses and innovative methods are implemented for improvement in operations.
Example – non availability of materials in sequence made Khaperkheda site to think of alternatives
for improving turnover and the result was concurrent erection at different fronts which was possible
with innovative ideas thrown in by working team at site.
3d. People communicate effectively throughout the organization
Developing communication policies, strategies and plans are based on communication needs.
Policy, Strategy
Policy and plan of PSWR
Strategyis enumerated at Fig 3-11
Plan
Right information to Information reaches and Communicate through regular
right people at right is retrievable periodical meeting, documents, fax, The Communication needs
time circular, Intranets and expectations of
Secured IT enables To follow ISMS guidelines individuals at PSWR are
Information Communication understood and ensured
by
Figdifferent communication
3-11 – Communication channels
Policy, Strategy and Plan as detailed at Fig 3 -12:
 Intranet covers all the employees at RHQ, Regional Service Centers, and site Offices.
Important events, news, milestone achievements, individual birthdays, e-MAP dates etc. are
visible on web home page of PSWR.
 Links are provided in PSWR web site for access of Knowledge Management portal, PSWR
BSC, intranet, e-mail etc. Also through log-in, access is available to a host of information.
 Secured and applicable QMS documents are also available on web.
Communication Media With Frequency
 In-House monthly journal Web enabled circulars/ Major All employees Need Based (Online)
“SPANDAN” covers milestones/Achievements
happenings across BHEL in general MCM CEO BHEL/Head of Monthly
and PSWR in particular. It also Regions/Units
brings out special issues to MCM Feedback Head Region, HOD/HOF Monthly
Power Sector Union Meet Trade Unions Twice in a year
communicate happenings of special PSWR Zonal Meet Trade Unions Twice/Thrice in a year
events like Associates meet, CM/UCM/RSM Meet All CM/UCM/RSM Twice in a year
Customer Meet, PSWR Summit for Communication Meeting All HOF/HOD Daily
Excellence, Safety issue etc. Communication Meeting Respective Department Daily
Review Meeting with ED Respective Department As per monthly plan
Achievements of employees in the
(Fig 1-3)
field of academics, carrier growth, Visit of HR Executive from HQ With Site Employees One visit per month by
cultural and sports activities are also each executive
published to boost the morale of the Suggestion Scheme & All Employees On-going
employees. This journal has IMPRESS
Exit Interview
acclaimed lot of appreciation from the readers not only at PSWR butResigning Employees
also outside. On Resignation basis
Fig 3-12 Communications for sharing information
 TSX Department of PSWR publishes quarterly technical magazine “Takniki Darpan”
containing technical articles, troubleshooting etc. The best practices followed in the region also
get coverage in “Takniki Darpan” for general information of all Employees/Regions/Units.
 In-house magazines of other divisions and units are also widely circulated amongst the
employees at various levels, so that employees are well aware of the happenings at other
divisions and units of the company.
 These journals and magazines have seen large contributions from individuals and teams at
PSWR and have become mode of information sharing.
3e. People are rewarded, recognized and cared for
PSWR is well aware that its People are the most important assets of organization and all possible
avenues are tapped to activate them to perform better and better. Rewards and recognition is part
and parcel of PSWR culture. Fig 3 -12 enumerates few details.
Technical and Literary articles of employees published in National and in house Journals.
Paper presentation by Individuals.
Every year during the Quality month, Safety week, Productivity week, Vigilance week and HINDI FORTNIGHT celebrations, Various programmes
are conducted with participation from cross section of employees at all levels starting from GM to Assistant employee is seen in various
competitions. Winners of these competitions are rewarded with prizes.
To encourage people participation and motivate employees, PSWR organized get together for employees and their families.
Individuals are prompted to excel in their field of activities.
Achievements of individuals are published in SPANDAN and thus get wide circulation all over BHEL and key customer’s as well.
Head (Region) personally appreciates the achievements of individuas.
The employees posted at sites, apart from the normal pay package are being paid with site DA, reimbursement of Electricity Allowances, site kit
allowance and other such benefits as per Company rules.
All the employees successfully passing the “RAJBHASHA EXAMS” such as Prabodh, Praveen and Pragya examination are rewarded with a cash
award of Rs.2000 and an increment in their respective pay scale. Apart from this cash prize, additional cash award ranging from Rs.1600 to
Rs.2400 is also given depending upon their performance and ranking in these exams. The employees who are contributing towards RAJBHASHA in
their day to day work are also rewarded with a cash prize of Rs.1000 and a certificate as a special honour.
Fig 3 – 13 Rewards and Recognitions
Individuals and teams are prompted to participate in Social welfare activities (Cr 8b). There exists
a welfare committee at HQ as well as at major sites where people of all the levels participate.
Separate fund for welfare activities is allocated in the regional plan as well as at site level plans.
Welfare committee organizes family get-togethers and indoor games etc which go a long way in
team building.
Position Report 2013: CII – EFQM model for Business Excellence
4. PARTNERSHIPS AND RESOURCES
4a. Partners and Suppliers are managed for sustainable benefits
PSWR is engaged in the business of Installation, Servicing and R&M jobs. Success in achievement of
project milestones and schedules is dependent on (i) inputs from BHEL’s Manufacturing Units (MUs) /
Engineering Centers (ECs) (ii) Sub-contractors’ and BOP supplier’s activities. As such, MUs, ECs,
Subcontractors and BOP Suppliers play an important role in PSWR’s Business Operations and are
our key partners.
MUs and ECs provide Engineering and technical support and materials. PSWR provides feedback on
Products, Systems and Internal (to BHEL) Partners (but External
Services to enable MUs to PSWR) External Partners
and ECs improve the Key
Support provided
Key
Support provided
same as explained at Fig Partners Partners
 Feedback through
4-1. Unit Manufacturing
Units and SARs, CARs, MDRs for
Sub-
contractors
 Technical Support
 Drawings and Documents
coordinators at PSWR Engineering bringing improvements and BOP  Special procedures
mainly interact with MUs Centers Expediting Suppliers  Welders performance
and ECs for arranging Advantages : evaluation
Resolution of
supplies and E&C mismatches etc and
 On job-training
documents.  Training on welding of
clarifications,
special material like P91
Improved products,
 Calibration of instruments
Sub-contractors and reduced wastages
 Coordination  Quality system support
BOP suppliers are our
Advantages : Timely  Safety
Key Partners. Sustained availability of materials
and Continued success Fig 4 - 1 Partners of PSWR
of PSWR mainly
depends upon high quality and timely completion of work by our sub-contractors and BOP suppliers.
The works policy issued by corporate office is the guiding document for selection of sub-contractors.
The selected sub-contractors are treated as partners and while they bring in their expertise, PSWR
provides specific support in order to see a win-win situation for both. Support provided by PSWR to
partners to improve the Business operation is enumerated at Fig 4-1.
PSWR keeps its partners Structured meetings at site to inform

appraised of various opportunities Contract requirement including Safety and Quality requirements,
Requirement for drawings and their plans,
coming through formal Requirement for calibration of instruments,
(Associates meet and regular Requirement of mobilization of infrastructure,
formal meetings) as well as All required inputs are provided to vendors
informal routes. PSWR is also Joint reviews
going on enhancing its vendor One to one reviews
base. Empanelment of vendors is Reviews with customer
Action plans for resolving interface issues with customer/ other contractors/ Engineering. It
continuous process and PSWR happens at almost all Projects
has registered 40 vendors for  Providing financial support in exceptional cases,
vendors for SAS works. For E&C  Training to execute the jobs in order to deliver quality services, Training for safe practices
works, fresh online vendor  & HSE requirements at site,
empanelment process is  Monitoring and review of quality & safety requirements through structured evaluation
underway. process and the feedback is given to partners to ensure the continued & mutually satisfied
business partnership.
 Monitoring and review of performance of partners through structured online evaluation
PSWR maintains transparency process to achieve desired level of perfomance.
with its partners and soon after Fig 4 – 2 Work detailing with Subcontractor
their mobilization at site, regular
interaction start between PSWR site and Partner’s site. Typical work detailing is as per Fig 4-2
Procurement of capital items, office gadgets, consumables, lubricants, chemicals, and spares for T&P
etc. is as per the Purchase Policy issued by corporate office. Additionally, the list of approved
suppliers product wise & category wise is available in order to have long-term relationship. For
Page 4-1
consumables like lube oil rate contract agreement has been entered which is operated company wide.
Rate contract is also available for Steel sections with SAIL & other suppliers and steel materials are
procured under this rate contract as and when required.
In line with PSWR Objectives (ref Fig 1-2) and 1. Vendor Empanelment
acting on feedback of Associates’ Meet, Pool of Experienced vendors (Empanelment of E&C vendors is underway) &
Management Initiatives were taken as detailed (40 vendors for SAS jobs)
in Fig 4-3. PSWR has implemented the 2. Final Bills
Scrutinizing accorded priority- 8 Nos. bills cleared.
standard ‘Pre Qualifying Requirement’ for 3. Completion Certificates
selection of partners with a concept of Being issued immediately upon Final Bill clearing- 6 Nos. issued.
developing them as complete power plant 4. EMD
vendors. First PS Region to incorporate concept of ‘One Time EMD Certificate’. 9 Nos
‘One Time EMD Certificates’ issued. All unclaimed EMDs returned – 65 Nos.
EMD returned
PSWR considers all the partners as the 5. Release of RA Payments
main supporting force in order to execute Being released with in 30 day period.
the contracts as per schedule, in meeting all 6. Interest Bearing Advance
the contractual obligations, to achieve cycle Not refused in any case.
7. Standardization of Tendering procedure across Power Sector Regions
time reduction and in proving the final General Conditions of Contract, Special Conditions of Contract, Forms &
performance of the products / equipment’s Procedures (Common for PS Regions) implemented in PSWR.
supplied by BHEL as an organization 8. Standard PQR
(including engineering, manufacturing, & Implemented in PSWR with the concept of developing vendors as
complete power plant vendors
installation). For achieving this, core 9. Rate Contracts
competencies of all the partners are utilized Implemented for Pre-Fabricated sheds, Stator Lifting, Crane Maintenance &
by providing them necessary support from Operation.
time to time. Fig 4 – 3 Initiatives post Associates Meet
Core competencies of sub-contractors as detailed at Fig 4-4 are leveraged for timely installation,
commissioning and completion of installation projects, R&M and services jobs by having parallel
Quick Mobilization of human resources working through them. Multiple sub-contractors are
skilled/ unskilled, also positioned for different packages and thereby
technical/ non-technical, cycle time reduction for the projects is achieved.
executives/ supervisory, workmen),
Quick T&P and Measuring equipment mobilization Competencies of various agencies to provide specific
Consumables.
services like QAE and Safety Officers etc are also
leveraged to bridge the gaps in human resources for
Fig 4 – 4 Core Competencies of Subcontractors
non – core areas (ref Fig O-4). Expertise in design, procurement, manufacturing and installation of various
BOP systems – different agencies with different strength –for packages like
Core competencies of BOP Suppliers are FPS, AC & Ventilation system etc.
Quick Mobilization of human resources
detailed at Fig 4 – 5. Separate BOP packages Skilled/ unskilled,
are entrusted to specialists of that area with Technical/ non-technical,
PEM acting as system design agency providing Executives/ supervisory, workmen,
system engineering support and the contracts Quick T&P and Measuring equipment mobilization
are executed by PS-WR. Benefits of the Consumables.
partnerships referred above, are increased turn
over, increased area of operations leading to Fig 4 – 5 Core Competencies of BOP Suppliers
enhanced experience, developing confidence in the customers by way of execution of the Project as a
whole with meeting all the contractual & quality requirements.
In line with PSWR Objectives (ref Fig 1-2), Associates’ Meets are organized (once in a year) with a
laid down theme. Broad agenda of such meets include (i) Presentation of market scenario and
business opportunities, (ii) Talks and discussions on issues concerning associates (iii) Syndicate
discussions and Open forum discussions. Theme of Associates meet 2010 was “Great Leap forward”,
Associates meet 2011 was “Performance Evaluation” and Associates Meet 2012 was “Moving Ahead
Through Performance”. Performance of the sub-contractors is very critical in achieving the desired out
put in PSWR operations. Towards encouraging the Associates for continual improvement in their
performance, PSWR felicitated and awarded the best performing sub-contractors of various packages
during Associates Meet 2012. Fig 4-6 enumerates salient aspects of these meets.
4b. Finances are managed to secure sustained success
Fig 4-6 Associates Meets
 Main purpose of meet was to provide an opportunity for interaction among all the leading Installation / Crane vendors of BHEL on a single
platform in areas of mutual interest.
 Presentation on the need of the Performance evaluation being vital to face the challenges of reduced time cycles & achievement of
satisfactory business results desired by the present customers.
 A highly informative slide show which brought forth the current business scenario and initiatives of BHEL
 An address regarding PSWR Orders position - In Numbers. It gave brief gleanings of the orders under execution, new orders and orders
under negotiations.
 Presentation on the Capacity Addition Projects & PSWR Targets for 2020-21. It also briefed about the Best Practices for Vendor
Satisfaction and support.
 Presentation explaining the Methodology of Performance evaluation on monthly basis effective from April, 2011.
 Recommendations to vendors on how to branch out and develop themselves into a complete power plant installation vendor by utilizing the
opportunities.
 Presentation on the principles of Accident Prevention and the best safety practices to ensure accident free project sites.
 Presentation on the Implementation of Sub-Contracting management system where entire contract information is made accessible at one
glance.
 Presentations on advanced and modern construction technology.
 Best performing Sub-Contractors of various sub-contracting packages are awarded.
 Actions taken by BHEL based on previous Associates Meet were appreciated.
Financial strategies, objectives, targets and key parameters are derived from requirements of
Strategic Plans, Broad Objectives, Revenue budget, Balanced Score Card and PSWR Objectives (ref
Cr 2a). Thrust areas of the strategy being growth and profitability, they are centered on Cost
Reduction and positive Cash flow. The objective is to provide increased Value Addition and PBT
through improvements in material cost, tendering costs, operational efficiency, capacity utilization and
productivity and generate adequate internal resources to finance the Company’s growth.
Every year, based on Strategic Plan, Market Scenario, anticipated orders etc Broad Objectives are
prepared covering three years plans. Revenue Budget exercise is undertaken in line with Broad
Objectives. This is a detailed exercise for deciding physical and financial targets. It involves a detailed
analysis of business operations, physical and financial parameters as shown in figure 4-7.
Targets thus fixed, form the basis of operation planning and execution. For this purpose, annual
physical and financial budget is translated into monthly budget. Periodic review on weekly/fortnightly/
monthly/quarterly/half yearly/annual basis is done and reports generated. Course corrections are
initiated by suitably advising concerned groups to provide thrust in specific areas.
Fig 4-7 Budget planning
Corporate financial budget Guidelines Stake holder
 Business Operations
prospective
 Physical progress of various projects
 Site wise milestones, converted to financial
terms
Strategies, Broad Objectives
Revenue Budget, Capital Investment Budget

Expenditure Commitment
Statutory Requirements Finalize top line, bottom line expenditure compared to

previous year & current year requirements, Operating results
are reviewed by PS – Finance and approved by Corporate.
For ensuring business growth and profitability, estimate of each tender for E&C and SAS is prepared
by PMX and SAS departments respectively and verified by Finance Department. The estimation
procedure of PSWR is standardized and updated based on market indicators, financial audit reports
and quotations being received. Each estimate is reviewed and assessed for competitive price.
Necessary analysis is done at the tender stage.
Based on feedback of quotations being received and to reduce subjectivity, as a Project Management
Initiative (refer fig 1-5), a unique estimation process for estimates of Boiler and TG erection tenders
has been prepared and implemented. This process is benchmark process in PS Regions and BHEL
and appreciated by top management.
For achieving higher value addition, thrust is given to rate contracts (refer Fig 1-5). Implementing this
strategy, rate contract for Stator Lifting job, Pre-fabricated sheds, Crane operations and maintenance
etc have already been done.
Tangible investments of the PSWR are mainly on various Fixed Assets like Construction Equipment,
Instruments and Buildings etc. Capital Budget exercise is a major aspect of the investment activity of
the Region. Finance and MSX are responsible for planning and monitoring of capital expenditure.
Annual plan is prepared in advance that incorporates investment decision under the heads of
expansion, renovation, replacement, modernization and diversification. These are based on market
requirement and long term plans.
The proposals are put in the form of schemes / feasibility as per investment policy. Specific thrust
areas are identified while preparing the Annual Capital Budget. Investment decisions are evaluated
through cost benefit analysis, return on investment and payback period analysis. A comprehensive
financial analysis is done before approving any item for inclusion in the Capital Budget. All the other
options available viz hiring etc. and consequences/impact thereof are considered during such
analysis.
Following parameters have been identified as key performance parameters:

 Financial Turnover (including turnover from export),
 Operational cash surplus
 Liquidation of sundry debtors
 Value added per Employee
 PBT
Operating results of Region are consolidated quarterly for analysis. Head / Finance and Head /
Region review the detailed key parameters of balance sheet.
The assessment is adjusted according to the area of concern. This is shared and reviewed twice a
year during April and October. Meeting of Site Finance Heads are held to discuss and review the
finance management and operations of each site.
To manage the risks to financial resources following are ensured:
 Advance is taken from Customers before starting any project related activity. Zero date of projects
is not decided till this advance is received.
 Advance payments made to vendors / sub-contractors are safe guarded through bank
guarantees.
 Materials/ equipment’s in the custody of PS-WR on behalf of customers, and all assets are safe
guarded through insurance policy.
 Outstanding payments are reviewed monthly and all efforts are made to get the outstanding
payments from customers.
PSWR has well defined cash collection/ expenditure system. Each CM / RSM is authorized to spend
sanctioned Budget as per Works / Purchase Policy, Delegation of Power, Accounting Manual. Over
and above, any expenditure critical to requirement is also met from Head Region’s special Power.
Work Policy and Purchase Policy are guideline for financial expenditure. The Purchase Policy thrusts
upon to give more weightage to delivery, quality, reduce the paper formality and increase the
delegation. Finance executives are posted at site for Financial Management and cash collection.
Sundry debtors are monitored by finance department on monthly basis.
4c. Buildings, equipment, materials and natural resources are managed in a sustainable way
PSWR has laid down one of its Objectives to ‘Optimize availability & utilization of Tools & Plants
(T&Ps)’ and ‘Reduction in sub-contracting costs’.
Aligned to the same, requirements of various E&C equipment’s (comprising of T&Ps, pumps, MMEs etc)
are reviewed and annual plans drawn to procure new T&Ps etc. Strategy is to acquire only that
equipment’s which support faster erections and are either out of reach of sub-contractors (involving
heavy investment) or are not brought by the sub-
SL.NO. DESCRIPTION OF T & P QTY
contractor (due to scarcity in the market) and absence of 1 Induction Heating Machines 77
which will delay the projects. Fig 4-8 gives the list of Major
2 Huck Bolting Machine 33
T&Ps and assets of PSWR which are deployed at project
3 Cranes 8MT to 453 MT 35
sites. These are provided to sub-contractor on sharing /
exclusive basis at site. Aligned to the plans of various 4 Strand Jack System 1
projects, deployment of T&Ps is planned optimizing their 5 Passenger Lift 6

usage. 6 Air blower 18
7 Porta Cabins 324
Sub-contracting cost forms major material cost in 8 Hydro Test Pump 21
operations of PSWR. To reduce sub-contracting costs, 9 Acid Cleaning Pump 29
key issues have been identified and measures taken as 10 Electric Winch Set for Boiler 1
given at Fig 4-9. Drum Ligting upto 250MW
Fig 4-8 T&P at PSWR
Innovations made to reduce material cost are given at
Fig 4-10. These are benchmark initiatives and unique in PS – Regions.
Fig 4-9 Material Cost Reduction Efforts
Key Issues
 Limited vendors with limited resources, especially trained manpower
 Restrictive customer conditions
 Small and medium Vendors unable to cope with delays not attributable to them
Measures Taken
 Public empanelment of Vendors
- Online vendor empanellment process underway for sub-contracting
- Registered Vendors available for SAS jobs: 40 Nos
- Limited Tendering in SAS jobs.
 Revisited QR so as to enlarge vendor base as well as to upgrade existing vendors to higher categories.
 Revised QR so as to develop existing vendors as complete power plant vendors
 Change in packaging philosophy
- Structure & Civil tie-up permitted
- Vertical packaging of Boilers and TG packages
 Revision of rate schedules (Pre determining Unit rates in terms of percentages/weightages in tendering stage itself), ensuring L-1 remains
so in case of quantity fluctuation
Fig 4-10 Innovations in Subcontracting to Reduce Material Costs
 Exposure to similar jobs instead of limiting to power plants

 Specifying achievement of a milestone eg “BLU” or “Synchronization” or “Hydro Test” etc instead of “Completion” of the works
 Bidder to achieve criteria specified in QR even if contract is not completed/closed
 Specifying 3.5TPH steam output as equivalent to 1 MW, where jobs are specified in MW, for the purpose of evaluation of QR
 Specifying ‘Quantity’ of concreting and/or Structure Fabrication & erection instead of limiting experience to Power plants.
 Specifying ISO rating of GT wherever experience of GT is mentioned in terms of Frame size
 Introduction of price matching philosophy to maintain price parity.
 Preventing Distorted Unit Rates
 Pre determining Unit rates (In terms of % or weightages)
Boiler, Piping, MM : Inviting single notional rate (MT basis)
- Unit rates derived by pre determined %
Advantages
- Does not alter relative standing upon fluctuation of quantities
- Prevents front loading by vendor
In order to have quick mobilization of the site office and at the same time to provide international
quality offices at sites, PSWR has taken Management Initiative to have portable offices by procuring
and using Porta Cabins, which can be assembled and dissembled quickly (ref Fig 1-5). Accordingly,
porta cabins have been procured and deployed at all new sites.
Construction Equipment’s (T&Ps), Measuring and Monitoring Equipment (MME), PG Test

Equipment’s and Electronic Data Processing (EDP) Equipment’s are the major movable assets of
PSWR.
 Timely completion of various milestones of our projects is highly dependent on timely availability
of T&Ps at site. FEX draws their deployment plan based on L1/ L2 schedules. As per availability
of the T&P, future projects expected, new technology and spare resources available with other
regions, arrangements are tied up for Purchase, Hiring or Loan from other regions.
 The deployment/ utilization data of the major T&P is shared with all regions through T&P
deployment and utilization portal in PS-HQ intranet site. The deployment plan is fine-tuned based
on actual requirement/ utilization at site.
 MME and PG Test Equipment’s are procured, deployed and maintained by TSX.
 Electronic Data Processing (EDP) Equipment’s are procured, deployed and maintained by IT
The office buildings and residential buildings are owned at Nagpur and Baroda. The sheds
constructed at site for storage purpose are of temporary nature. In most of the cases, these sheds are
handed over to the customer for a reasonable consideration or are dismantled and usable items are
sent to other sites. With the procurement of porta cabins, now office sheds are not being constructed
at new sites and this enabling cost (which is otherwise absorbed by PSWR as capital cost) is saved
which in long run will increase value added per employee.
FEX department maintains inventory of the construction equipment’s and their spares including
cranes utility & availability monthly status received from sites, repair & maintenance expenditure
record of cranes, etc. To speed up repair works, value of spares inventory is available at
Headquarters. Periodic preventive maintenance checks and capital overhaul are organized by the
department through the original equipment suppliers on contract basis. Before shifting cranes to other
sites, they are completely overhauled and tested. History records for all these assets are maintained
by the concerned departments, where these are deployed / stocked. Consumption rates of items are
being monitored to identify fast consuming items.
Similarly, upkeep and regular calibration of Monitoring & Measuring Equipment and Performance
Guarantee Test Equipment’s is organized by TSX directly or through Project Sites. The history
records for all these assets are maintained by the concerned departments, where these are
deployed / stocked.
As considerable quantity of plant equipment’s / components, construction equipment’s and MME etc.
are available at sites, the security of these plant equipment’s / components and assets is entrusted by
respective sites through dedicated security agencies appointed by HQ.
Periodical verification of these assets is undertaken in order to ensure the proper availability as per
deployment plan and condition of the assets.
Safeguard against risks for the assets as well as plant equipment’s / components is ensured by
providing adequate fire safety measures at sites to prevent loss in case of fire, having insurance
policies for damages due to accident, breakdown and operation.
During installation of Power Plants, certain chemical processes are adopted for cleaning of boiler
systems. The effluents thus generated are adequately treated prior to discharge, so that
environmental pollution is controlled to the maximum possible extent. Technology improvement is
also introduced by using bio degradable materials for chemical cleaning (EDTA cleaning in place of
conventional acid cleaning).
Construction Equipment’s, their spares and MMEs are deployed for specific use at sites in a phased
manner for a limited period on receipt of requisition from respective sites. Once the particular work is
completed, this equipment’s are diverted to other sites. Utilization of heavy equipment’s is optimized
by requesting other regions for our specific requirements or even by hiring from external agencies,
and by deploying the idle equipment’s to other regions of Power Sector.
In order to minimize the inventory of Electronic Data Processing (EDP) Equipment’s, PS-WR has
started deployment of these equipment’s on hiring basis from the external agencies through
Corporate IT. The approach has resulted in having latest computer systems, printers etc. at all work
places.
PG Test Equipment’s are deployed after completing the preparatory works. This equipment’s are
withdrawn immediately after the test is over. This equipment’s are shared with other Power Sector
regions also.
In order to ensure optimum consumption of power and fuel, regular maintenance of the equipment’s is
carried and the equipment’s consuming excess power due to wear and tear and which are beyond
repair are identified for phasing out on regular basis. Efforts are also made to reduce the electric
power consumption in our offices. For example, Power Savers have been provided instead of the
conventional chokes in the illumination system at HQ. Covered storage sheds at sites have been
provided with translucent roof sheets to reduce the number of light points. We have resorted to light
masks to light open yard thus eliminating many light poles and in the process saving energy.
PSWR constantly strives to conserve Non-renewable resources and reduce any adverse global
impact by adopting suitable eco-friendly measures.
 During the installation of Power Plants, certain chemicals are used for cleaning of boiler & turbine
systems. The effluents generated during the process, are adequately treated prior to discharge to
control the environmental pollution to the maximum possible extent.
 Conventionally, large numbers of wooden sleepers were used at project sites for stacking of
materials. These have now been replaced with RCC or PVC blocks.
 Paperless office is encouraged by extensive use of IT. Example: On line Financial Management
System, Personnel Information System (including claims), availability of System Documents on
web site, electronic transmission of documents like field quality plan & other contractual
documents. Extensive use of IT has also helped in increasing speed of communication. Most of
personal claims and tour plans etc. (where vouchers are not required), are made on-line and no
paper transaction is required.
4d. Technology is managed to support the delivery of strategy
The existing technology available with PSWR for Installation and Servicing activities has been largely
developed and optimized in house by the region. This is continuously upgraded to meet the
challenging needs of customer.
Technology has been identified as key element for gaining competitive advantage, PSWR keeps track
of development in Engineering, Manufacturing, Installation and Services field in the National and
International markets through International magazines, proceedings of National and International
seminars, browsing through Internet etc.
Information on New Technologies is gathered in the form of interaction with the customers in
Customer meets and with Associates in Associates meet organized by PSWR (ref Fig 1-5 and 4-6).
As given at Fig 4-6, Associates meet was specifically organized for exploring futuristic opportunities in
power generation. The updated requirements are then specified in the tender specifications for
implementation.
PSWR continuously scans the market scenario. It also gets market/ business related inputs from Long
Range Planning Department of Corporate office and Strategic Plans. Such inputs are used to identify
technological gaps to meet the future business requirements (for example the new era of mega power
plants) and draw technological plans. Capital equipment’s required for such projects are identified,
discussed and finalized in the Capital budget plan. Training requirements to meet the required
competencies are included in HR plans.
Fig 4-11 Managing Technology Portfolio
The Manufacturing Units, PEM and PED supply Engineering drawings, Welding procedures, erection welding schedules and O&M Manuals to all
Installation sites and R&M jobs.
Site specific quality plans prepared by Quality department.
The erection manual, Commissioning manuals are arranged by TSX department.
The O&M manuals of bought out items are arranged by Associates.
For Services Overhauling jobs, Services manuals are arranged by Services Department
The Region has started bringing updating in installation / commissioning technology of latest Gas Turbine and HRSG used in CCPP (Combine
Cycle Power Plants)
Training needs of employees are prepared / evaluated and training is arranged in technical / Managerial / Functional areas, to acquire latest
technology / Managerial techniques to update knowledge and services (ref Cr 3b).
Knowledge Management Portal and ‘Takniki Darpan’ House Journal help employees to update their knowledge and use technology in day to day
activities.
Technology portfolio is managed with systematic flow of engineering documents, procedure and
manual as detailed at Fig 4-11.
Latest Project Management Package like Primavera is being used for effective Project Management and
monitoring of timely completion of projects.
Communication is made faster by using IT enabled services (ref Cr 4e).
Utilizing the learning, PSWR utilizes technology developed for decoupling from standard practice (in
order to achieve erection targets even though material supplies are not sequential) and con-current
erection and commissioning practices for cycle time reduction.
Figure 4-12 gives salient technological innovations done by PSWR in erection and commissioning
and use of latest equipment’s.
Fig 4-12 Harnessing Technology to Support Improvement
New / Alternative technology

Implementation of RFID (Radio Frequency Identification0 system at Bhusawal site for material identification and details of stored material in BHEL
store yard.
Remote Inspection at Artson Engg, Umred (Fabrication of power House Structure for Patratu site)
Remote surveillance Audit by BVQI at Patratu site and HQ, Nagpur.
LPBP pump failure at Bhadradri site RCA in progress.
Pending SR/ Hardness/ NDT/ at NTPC, Rmagundam QSGM issues.
Use of Electrical Torque wrenches for HSFG bolt tightening at sites
Use of additional temporary valves at Main Steam HP bypass lines, CRH Lines during steam blowing operations;
Use of detachable Storage sheds at sites.
Steam blowing using silencer to reduce noise pollution
Mass flushing of Condenser tubes through high pressure jets (fire fighting water) before commissioning
Use of MPLS-WAN connectivity for faster speed for intranet/ internet and use of FIS, PIS etc at sites.
Use of VC application for meeting (Zoom, Microsoft, Lifesize)
Con-current erection and commissioning
Boiler and ducts erection concurrently
Commissioning of Control Valves and calibration of actuators on completion of their erection instead of waiting for readiness of complete system
4e. Information and knowledge are managed to support effective decision making and to build
the organizational capability.
PSWR objective is to be leader in IT and knowledge management. It is the first Power Sector Region
of BHEL to realize the need of effective IT systems for improving business operations and process
simplification in erection and commissioning, financial, administration systems and personnel claims.
The region has established intranet system through Reliance & BSNL 2 MBPS MPLS-WAN to enable
all employees at HQ, RSC, and all sites for working on LAN system at a high speed.
PSWR is extensively using E-mail facility and In order to have fast communication system, PSWR is the only PS-Region
to have 2 MBPS bandwidth at all its existing sites and forthcoming sites.
Internet facility between various departments and
Units. Approved documents are exchanged Communication through video conferencing
through e-mails. PSWR took lead in conceptualizing designing and implementing Oracle
based Site Operations Management System (SOMS) for most of the
BHEL has also installed a cost effective system processes performed by this region as part of on-line ERP.
through IP link for Video conferencing. At present Knowledge Management portal and house journal ‘Takniki Darpan’ provide
eight PSWR sites and HQ are connected through latest developments in erection and Commissioning technology and also
case studies of solutions provided.
the same for discussions.
PSWR Initiatives for Information and knowledge

are illustrated at Fig 4-13. In house developed Fig 4 – 13 PSWR Initiatives for Information and Knowledge
SOMS system has many advantages and is being used by PSWR for multiple areas of operation.
 Real time data are available to the concerned users for their use in formulating Strategies and on-
line reports can be generated across PSWR. By implementation of SOMS, the region is able to
improve upon the speed of response on information sharing and processing of claims (internal and
external).
 This system has brought transparency in the operations and has great relevance in the context of
Audit and Vigilance queries as well. It has enabled fast communication and paper less office.
Seeing its utility, other Power Sector Regions have also adopted the SOMS developed by PSWR.
 PSWR has also developed on-line system for financial applications and personnel information
system. Access to these systems is available to all employees as per rights given by the System
Administrator. All individual claims are made on line and Finance department uses the system for all
its processes.
 All departments like PMX, TSX, SAS, Purchase and sites extensively use the IT systems for on-
line processing of data & creating reports. All management reviews are undertaken using on-line
data.
 Realizing the need of reviewing and acting upon e-mails and to provide access to on-line data
while on tours, PSWR has provided data cards to senior Executives. This has enabled continuous
(24 x 7) availability of data to senior Executives.
 The Validity, Integrity, and Security of information/ data on IT systems are ensured by
implementation of Information Security Management System to ISO 27001. PSWR has been re-
certified with ISMS certification for ISO/ISMS 27001:2013 standard in the year 2019.
 Information validity is ensured by way of restricted rights/permissions through pass word security
to the Regional employees and other associated agencies. Integrity and security of the system is
ensured by IT Department by means of having the established network security & data security
systems.
 Data Security, ‘Symentac Endpoint Protection’ anti virus software has been loaded on central
server, which eliminates SPAM and stops Virus attack. All incoming and outgoing mails and Internet
traffic are passing through this gateway. It also acts as a redistribution server for internal network
PCs for latest virus signature update.
5. PROCESSES, Products and Services
5a. Processes are designed and managed to optimize stakeholder value
Key processes for improvement are developed and reviewed as depicted in the “Process diagram”
(Fig. 5-1).The effectiveness of processes is measured through achievement of ‘Strategic Objectives’
stated in PSWR’s Balanced Score Card (BSC).
Input Providers
 Customer
Inputs for
 Partner (Vendors & Subcontractors) Key Process Identification
Processdevelopment
 Employees
obtained
 Govt Policies & growth plans
 Dept Review Application of Processes
 Business Sectors
 CFT Review cutting across different
 Society
 Top Mgmt Review functions through CFT
Improvement and
Standardisation
Benchmarking the Processes
Fig 5-1 - Process Diagram
Fig 5-2 shows the linkages and interfaces of organizational processes. These key processes withtheir
sub-processes help to meet the customer requirements from order booking till delivery through
involvement of Internal Suppliers.
Fig 5-2 - Interfaces of Departments with Customer and Partners
Department with Customer Department with Site Execution Department with support process
Related Process process
Commercial FEX
For preparation of offer & order For site support / site coordination and
Booking managing T & P
CUST PART
O M E Site (for E&C) & RSCs (for R&M) NER
R For project execution at site
CPMG-Corporate & PMG For Subcontract and Purchase
Inter face with customer and Forfixingsubcontractors& suppliers
BHEL MUs/ ECs
Regional Service Centers (RSCs) For
After Sales Servicing Process
Quality & IT
For FQP with customer & BOP
inspection & QP with Vendor
BOP for Turnkey Packages
External interfaces with Customers are established through customer related processes by
Commercial and Project Management. They resolve interface issue through regular meetings,
contract review, non agenda visits, communication and negotiations. Sub-contracting and Purchase
Department resolve interface issues with PSWR’s Partners (sub-contractors) through meetings,
negotiations and Associates Meets.

Page 5- 1
Departments are identified under category of ‘internal customer’ and ‘internal suppliers’ as shown at
Fig. 5-3. Their interface issues are resolved through documented system as per ISO 9001 and during
Management Reviews (Fig 1-3).
Fig 5-3 - Internal customer and supplier relations with processes
Pair No. Internal Customer Internal Supplier Process

1 Subcontract & Purchase FEX and Finance Subcontracting and purchase process
2 Commercial FEX/Finance/TSX Commercial process
FEX/TSX/Sites/SAS & R&M/ Q&IT/ HR/
3 MSX Management Services
Commercial/ Finance/ PMX
Services (Comml) / Services
4 Services Planning/R&M/TSX/ Q&IT/ Finance Servicing Process
site
Co-ordination for BOP packages awarded by
5 BOP / PMX Commercial/TSX/Sites/Finance/ PMX
PEM
6 Site TSX/FEX/ PMX/QLY/IT/Finance Installation Process
7 Quality All PSWR HQ Deptts. / Sites / RSCs Quality Planning
Product realization (E&C) processes is depicted

at Fig 5-4. The objectives of various functional T&P – Cranes, Elevator, Receipt of order Customer Order
(COM)
processes alongwith overall process of E&C enablingworks, porta (Business Sector)
cabinsetc(FEX)
and servicing are documented in Quality
Manual. The sub-processes are documented in Site Mobilization for
Subcontractor Supplies from MUs
DPs. These are prepared by respective (PUR) E&C (PMX)
Department, reviewed by Head (MSX) and
approved by Head of Function.HODs are the Billing as per contract
Execution of contract
Process owners of each process. HOD defines (SITE) (SITE)
the responsibilities of each individual in his
department, in relation to relevant processso Sub-contractor
Site closing Cash realization
that complete process meets the objectives. Evaluation
(SITE) (SITE)
Departmental Processes are reviewed and (SITE)
revised periodically as per requirement. The Full payment

Contract closing
system development & review of E&C operation (COM & PMX)
from order receipt to completion is shown in
Fig.5-4.
Fig 5-4 E&C Process
E&C Process:
E&C process is the main process with maximum impact on business results. It is executed in the
customers’ premises with focus on continuous improvement & enhanced customer satisfaction.
Process owner of this process is the Construction Manager(CM), who is appointed by the Head
(Region) for every project.
CM has the overall responsibility for all project site activities starting from site opening till handing
over the plant, equipment and system to the satisfaction of the customer. Construction Manager
makes his plans in accordance with project L1 & L2 networks. The entire site work is divided into sub-
processes with definedand measurable outputs. The output of each process is reviewed periodically
and corrective action is taken either internally at site or with help of HQ, CPMG, MUs/ ECs,
subcontractor or customer.Various departments as detailed below support the sites for E&C
assignment:
 Sister Units/ ECs support during E&C through SAR/ CAR resolution. Central PMG provides L1
schedule and support in arranging document, products and systems from MUs/ Engineering
Centresand other concerned agencies. PEM provides civil drawings, documentsand vendors for
BOPs.
 PMX provides L2 network schedule on the basis of L1 schedule (mutually agreed with the
customer as per conditions of contract and provided by CPMG). L2 network schedule clearly
defines the schedule of various activities with major milestones, highlighting the schedule of inputs
to be provided by partners such as MUs, ECs, Vendors and Customers for successful completion
of the job.
 FEX provides infrastructure facility, arranges manpower and T&P at site.
 Quality Department provides Field Quality Plans
 Purchase Department provides the sub-contractors for execution of work and purchases required
for construction at sites.
 BOP / PMX ensure Contract Management of BOP Turnkey packages.
 Technical Services Department plan and undertake commissioning activities.
 Sites take safety measures according to safety manual and applicable Statutory & Regulatory
Acts.
SAS Process:
Regional Service Manager (RSM) is the process Receipt of order

T&P etc. (Sub-Contractor)
owners in their respective centres. RSCs (Customer/SSBG)
undertake annual/ capital overhauling, repair of
components and trouble shooting jobs in thermal,
nuclear, gas based and Hydro power plants. In the Subcontractor Site Mobilization Spares - Customer
(PUR)
“servicing process”, requirement of the customer
is understood based on enquiry from customer
(received directly or through SSBG), followed by Execution of contract Billing as per contract
interaction through site-visit/ telephonic (Site In-charge) (SAS)
discussions. Thereafter offer is submitted (directly
or through SSBG) based on mutually agreed Sub-contractor Site closing (Site In- Cash realization (SAS)
Evaluation (Site
scope and schedule for completion. On receipt of In-charge) charge)
LOI/ instructions from customer (directly or
through SSBG), pre-outage survey is conducted Fig 5.4b SAS Process
just before starting the overhauling works.
Suitable sub-contractor is finalized from registered
list as per the works policy of BHEL. For executing the job at site, RSM deputes a team (having
relevant experience/ expertise) headed by a Site Incharge, who is responsible for all the site activities.
The site team is provided withapplicable drawings, documents, quality plan etc along-with specialists
as and when called for from other departments/ MUs/ECs. Product realisation Process (Services) is
depicted in Fig. 5.4b.
Following System Standards are deployed by Region for establishing system based working.
 ISO-9001- Quality Management System since 1993. Presently recertified for ISO 9001:2015
standards.
 Quality Manual: It is apex manual and first level document detailing Quality related Systems,
organisation and responsibilities of inter-related functions.
 Standard Procedures (SPs): It is a second level document detailing the responsibilities and
activities of various departments on various matters affecting Quality, Health Safety &
Environment, Social Accountability and Information Security.
 Departmental Procedures (DPs) and Work Instructions (WIs): A third level document, it covers
functional Processes and details instructions to task performers for adequate control & uniformity
of activities of department affecting quality.
Page 5- 3
 Other Supporting Documents: Fourth level documents - These are contract-related documents,
Quality documents viz. FQPs, Welding, HT and NDE Manuals, Welding Procedure Specifications,
Approved List of Welding Electrode Manufacturers, Storage & Preservation Manuals; and drawings
and documents required for execution of Installation and Servicing at sites.
In addition, processes related to HR and Finance are managed as documented in HR Manual,

Accounting Manual, Works Policy, Purchase Policy, Delegation of Power and other related
Documents.Performance measurement of individual sub process is done by the process owner on the
basis of the departmental BSC. Targets are based on PSWR BSC which in turn is based on
Corporation’s BSC, PSWR Revenue Budget, Capacity addition Plan etc. (ref Cr 2c). These targets
are also based on previous achievements, comparisons with other regions, BHEL units and market
requirements. Each department prepares measurable key performance indicators in BSC.
Effectiveness of process is reviewed by extent of realization of Targets of objectives taken-up in BSC.
BenchmarkingSelected parameters (ref Cr 6,7 &9) are compared with those of other Regions/units
of BHEL for target setting/ improvements.
Process Effectiveness is evaluated during various reviews (refer Fig 1-3) viz. performance review
against BSC targets, CSF reviews, intra-functional & inter-functional interface issue’s review. QMER
evaluation which is indicative of maturity and effectiveness of Quality Management Systems and
processes is done by BHEL-CQ.
Cycle Time Reduction in Overhauling

With continuous efforts, improved methodology of overhauling and matching effort from customer, the
cycle time in overhauling was reduced as following –
1. MSPGCL ChandrapurU#6, 500MW: Full overhauling work of TG including HP Turbine
replacement in 20 days against plannedschedule of 30 days.
2. NTPC VindhyachalU#7, 500MW: Replacement of Exciter Rotor in 2 ½ days against planned
schedule of 10 days
3. REL Dahanu-IU #2, 250 MW: Overhauling of LP Turbine, IP Turbine, Generator, Exciter, Stop
Valves, Control Valves, HP-LP Bypass Valves & Servomotors, Governing System and
Bearings in 8 daysagainst planned schedule of 13 days.
Overhauling work completed before schedule:-
1. NTPC Vindhyachal U#2,210MW – Completed in 15 days against schedule time of 20 days

2. MPPGCL Amarkantak U#5,210MW – Completed in 16 days against schedule time of 18 days
3. JPL, Raigarh U#4,250MW – Completed in 11 days against schedule time of 15 days
4. CSPGCL Korba West U#1,210MW - Completed in 20 days against schedule time of 22 days
5. NTPC Sipat U#4,500MW - Completed in 19 days against schedule time of 20 days
6. NSPCL Bhilai U#1,250MW - Completed in 16 days against schedule time of 18 days
7. JPL, Raigarh U#2,250MW – Completed in 10 days against schedule time of 15 days
8. TATA, Trombay U#8,250MW - JPL, Raigarh U#4,250MW – Completed in 20 days against
schedule time of 25 days
METHODOLOGY TO ACHIEVE CYCLE TIME REDUCTION IN OVERHAULING
AA- ANALYSIS & PLANNING
1. Shutdown program & scope of work to be finalization based on the history of the machine and
preset problems.
2. Availability of spares.
3. If the overhauling of HP Turbines is required; one spare HP Turbine to be made available before
start of overhauling.
4. Advanced preparedness of inputs; all the outside inputs like expert manpower for testing
required from units / other agencies planned well in advance.
5. Before the shutdown of the unit the load to be reduced sowly to reduce the steam temperature &
thus the turbine shaft temperature to around 400 Dec C (from around 530-540 Deg C), this saves
one full day of cooling time.
6. To ensure availability of all the overhead cranes in good condition for round the clock operation.
7. The workshop facility to be extended by customer round the clock during overhauling.
BB - IMPLEMENTATION OF THE PLAN

1. Reduction of Idle time while machine is on barring gear; generator is isolated from turbine by
decoupling L.P/Generator on 2nd day of shutdown & putting back the turbine on barring gear for
cooling down. This allows the servicing team to start the generator overhaulig work while tiurbine
alone is on barring gear. By the time barring gear is stopped after cooling down of
turbine,generator overhauling work is near completion. Thus, balance period of overhauling is
available for turbine overhauling.
2. The site to be mobilised atleast 2 /3 days before the actual shutdown ,
3. The work progress is planned, reviewed and monitored round the clock.To facilitate
undisrupted working fronts, crane operators are arranged by BHEL through our
subcontractors.
4. Only essential checks which are critical to quality are taken at the time of dismantling.
5. Parallel working on independent jobs is identified & separate gangs are put for all such works.
CC - RESULT
By following above practice, the Overhauling of Units of 210/250MW & 500 MW TG completed before
contractual period (ref. Fig 9-24).This made a new bench mark and the Customer was delighted and
appreciated our effort by writing a letter to our Executive Director (ref. Fig 6-22).
5b.Products and Services are developed to create optimum value for customers
Opportunities for improvements are identified as per details given in figure 5-5 and further prioritized.
Brain Storming Sessions with all functions including CMs, RSMs

Various structured meetings of Heads of functions like Quality Heads, Purchase, IT, Finance, Vigilance etc
Various meetings with Associates, Customers
Participating in Workshop on Best Practices in Erection & Commissioning
Participating as Members of various task forces at Corporate/ Power sector/ PSWR level.
Review of Erection procedures / manuals for Steam Turbines
Review feasibility of concurrent erection
Rationalization and uniformity of Commissioning practices
Review procedures / manuals for servicing activities
Technology of future – Construction Technology to match the new product developments
Fig 5-5 Identifying opportunities for Improvements

Various initiatives for improvementsare identified as shown in Fig. 1-5. Improvement projects are also
taken up by individuals through “IMPRESS” and during various events like Productivity Week and
Quality Month etc. These projects registered under the scheme, are owned by the improvement
teams and are rewarded based on well defined criteria after their completion.
Led by Executive Director, top level Executives of PSWR comprising of GMs, CMs, RSMs, HODs and
AGMs participated in the PSWR Excellence Summit wherein Project Progress and key areas needing
attention for PSWR operations were discussed thread bare. Director (Power) and other Corporate
Functional Heads were also present alongwith other senior officers from Project Management and
Marketing. Areas mentioned at Fig-5-6 where deliberated at length.
Fig 5-6 Salient Expectations discussed in PSWR Summit for Excellence
 People Development
 Engineering & Technology in Construction & Services.
 Quality of Services
 Timely Project Delivery.
 Cost Competitiveness in Construction and Services
 Capital Investment for augmenting facilities
 Liquidation of sundry Debtors
Critical Success Factors linked to BSC and PSWR Objectives were identified after deliberations in
meeting of Senior Officials.

PSWR Objectives PSWR Critical Success Factor PSWR CSF Target
Providing timely offers and post offer clarifications to

Maintain growth rate commensurate Within Bid Submission/ Clarification date
Business Sector
with increased order flow At least one month prior to plan of site
Providing inputs for achievement of Physical Turnover
 Timely issue of indents (indent, 100 days before start of activity at site as
Award all sub contracts as per L-2 specifications, estimate) per L2 Schedule
schedules  Arrange award of Project Insurance and other Insurance to be in place prior to start of
allied Insurances in time work
Increase in satisfaction level of sub-
contractors by speedy resolution to Resolution of outstanding issues of sub-contractors 90% of issues as on 01/05/2013
outstanding issues
Contract closing with
Focus on Contract closing with Technical closures with agencies within one
 Customer
Customers, Sub Contractors and year of trial operation completion of last unit
 subcontractor, vendors
vendors at site
 Insurance underwriter within identified time frame
Maintain and improve positive cash  Debtors of upto Mar 2012 - by 44%
Reduction of debtors
flow  Debtors of 2012-2013 - by 80%
Fig 5-7 : Critical Success factors
Salient expectations (ref Fig 5-6), critical success factors (ref Fig 5-7) and problems being faced in
day to day operations were identified and given to respective groups. Also suggestions received from
various sites were provided to the groups. These were deliberated and recommendations/
suggestions were provided by four pre-identified groups.
Innovative ideas from employees are encouraged by GMs, CMs and HODs to bring about continuous
improvements in process operations. Stake holders’ feed back through informal and formal channels
are also considered. Improvement projects are reviewed at site/department level and implemented
after approval of CM/ HOD. Priority is decided by CMs/ HODs based on the impact analysis.
At site, customers, consultants and sub contractors in different areas identify, prioritize and implement
improvement initiatives.
Fig 5-8depicts salient improvement initiatives taken by PSWR. ReferFig 1-5 for details on initiatives.
Fig. 5-8 – Salient Areas identified for improvement
Objective Stake holder Initiatives Taken
 Timely Project Customer  Purchase of Induction Heating machines, PG test Instruments, Hydraulic Test pumps, Air blowers
completion and other MMEs.
 Contract closure  Use of Passenger cum goods elevator in all boilers erections.
 Servicing  Drum & Stator lifting by Strand Jack Mechanism.
 Availability of T&P at  Enabling works – Porta cabins at sites.
site  Video-conferencing arrangement between HQ, Baroda and sites
 Web based reporting from sites along-with pictures
 Manpower Employees  Mentor scheme
augmentation  Training in future technologies of supercritical utilities
 SAP – HR implementation
 Increasing manpower by recruitment of ETs and STs
 Laptops & computers for all executives
 Purchase cycle time Vendor  Empanelment of vendors for Project works

reduction.  Order placement to match L2 schedules
 Subcontracting cost  e-payment to 100% vendors, online availability of payment status to vendors
reduction  Rate contract for Geo-Tech Soil Investigation work
 Subcontractor base  MOUs and rate contract with suppliers (SAIL and IOCL)
enhancement  Improvement for Material cost reduction Fig 4-9 and 4-10
 Comprehensive Mega Project Insurance policy- reduce order work time & premiums
 Special emphasis is given for resolving and closing all old cases and closing contracts with
customers as well as sub-contractors
 Care for Society Society  Support to weaker section of society through cash, kind and medical camps
 Planting trees for eco-improvement
 Providing waste wood/ply of packing material for renovation of schools (Refer Fig 1-8)
 Use of electronic data and mails to preserve paper
 Installing water pumps
Innovative ideas for development of Products and Systems

 2 MBPS MPLS-WAN Connectivity by BSNL has been provided at new sites like OPG Kutch,
OPaL Dahej, Kribhco Hazira, IOCL Baroda, JPL Raigarh & IndiaBulls Nasik. PS:WR Nagpur
recertified with ISO:27001:2013. E-mail server reconfigured on new Hardware DL 380 G7 with
Mail Transport Agent as ‘Postfix’ replacing old Send mail.
 New Network Added Storage Server for the purpose of storing User-Data & Servers backup
configured on Operating System Windows Server 2008. Purchase and Subcontract & Material
Management modules of ISCMS developed in-house by Power Sector Regions & CSIT, Noida in
the first phase and go-live in PS:WR from 17/09/2012 & 29/09/2012. Pilot Projects chosen as
OPG Kutch & NTPC Mauda Stage-II. An Online Application, “Funds Management System” for
managing funds requirement & allocation for HQ & sites developed in-house by IT.
 The experience of any improvement on one site is communicated through HOD to Technical
services/RSMs which is then evaluated and this information is circulated to other sites for
implementing the changes.
 Technical knowledge is also shared through quarterly house journal TAKNIKI DARPAN
 Pilot project involving few departments is implemented. Once this project is successful then it is
implemented at all sites/ Departments. HODs communicate to stakeholders this information
through meetings/letters/News letters etc.Examples of piloting & implementing projects are:
strand jack method for Drum/ Generator Stator Lifting, SA213 P-91 welding, EDTA cleaning etc.
Whenever new technical changes are brought into the products and Services, engineers are trained
at works or experts from MUs / EngineeringCenters are called at site for training. Training calendars
are designed to have modules for familiarization. Super Critical Boiler & Turbine of 660 & 800 MW
sets, whose E&C orders are expected in near future has been one topic to which many executives
have been exposed.PSWR has been pioneer and executing Lignite based boiler projects which are
unique in nature and have associated problems. All such problems with proposed solutions have
been assimilated and shared with working engineers to apprise them of the anticipated issues which
need to be taken care of in advance.
System audit NCRs are utilized for improving, processes and systems. Root cause analysis of non-
conformities is done and corrective action is taken. During various reviews (refFig 1-3), results as well
as approaches are discussed to ensure that predicted results are achieved. Also corrective actions
required to achieve these results are discussed in these meetings.
The process improvement initiatives are also aimed at meeting customer needs and expectations.
Some of the areas identified are given below:
Time Cycle reduced; Unit #2 4x600 MW JPL Raigarh, Boiler  Reducing outage time during overhauling
Light-up achieved in 16.5 months from Start of Boiler  Technology of future – Construction Technology to
erection ( First in BHEL-PSWR)
Time Cycle reduced; TG erection cycle time reduced by 3
match the new product developments
months by assembling condenser outside TG Building and  Store for spares of various T&P’s such as IHEs,
placed on foundation by dragging inside on structural frame MBS M/c’s developed at BHEL (PSWR) Baroda.
which is designed & fabricated in-house.
 Onlinevendor empanelment for 21 different sub-
Time cycle of Services job (Barring Gear to Barring Gear)
reduced to 16 days against 25 days earlier. contracting packages.
 Re-validation of Reference Field Quality Plans (for
30 Nos. equipments/ systems) applicable for NTPC
projects (500 MW) for next 3 year.
Fig 5-9 Some examples of improvements done in E&C/R&M/
Services sub-processes PSWR has taken initiative in multiple areas of Site
operations. PSWR has representation in five task force at corporate level related to site operation
(ref Fig 5-5).
PSWR is mainly involved in E&C, R&M and servicing of various equipment and systems supplied to
customers by BHEL. Therefore, PSWR involvement is limited to system modification, and procedure
modification during above activities. PSWR also extends help to customers and subcontractors by
providing material, manpower and training to meet their immediate or expected future requirements.
Following are some developments (including joint developments) in projects, which help in better
operation, maintenance & installation practices in future:
Boiler and ducts erection

Erection of 30% coal pipes parallel alongwith boiler structures
Pre-assembly of components
Bottom plates
Water Chambers
Side wall
Dome wall
Simultaneous commissioning of Control Valves and calibration of actuators on completion of their erection instead of
waiting for readiness of complete system
Fig 5-10 Examples of Concurrent erection and commissioning activities
 To improve welders performance in new material SA213 P91, now being extensively used in critical
piping, a joint program with the subcontractors has been taken up for training HP welders at BHEL-
WRI.
 System of “Reference Field Quality Plans” has been evolved with NTPC, to reduce cycle time &
redundancy in preparation and approval of FQPs of similar projects.
 New and alternate methodologies for faster erection and commissioning are being introduced as
Improvement Initiatives (refer fig 1-5). As part of the same concurrent erection and commissioning
activities are identified and implemented. Some Examples are given in Figure 5-10.
Deputing personnel to manufacturing unit & collaborator’s works during design and manufacturing stage for product familiarization.
On the job training at erection/commissioning site for SAS personnel.
Organizing site visits and discussions by BHEL MU/ EC designers.
Continuous interaction with design engineers and production engineers during first erection & commissioning of any product.
Working closely with customer, MUs/ECs and sub contractors.
Procurement of T&P and MMEs to suit latest design of product supplied by BHEL (ref Cr 4b, 4c)
PSWR representative is a member of Task force constituted by Power Sector–MSX for finalizing crane requirement and its procurement methodology
for 660 MW and 800 MW boilers.
Fig 5-11 Steps taken for Development and Upgradation of Technical Know-how
MUs develop and adopt new technology and launch in collaboration with Business sectors. MUs
support PSWR in E&C and services till required competencies are developed. TSX, FEX & Services
anticipate T&P, MMEs and training requirements.
Steps given in figure 5-11 are taken for development and up-gradation of technical know how for
installation and servicing of latest design products supplied by BHEL.
5c. Products and Services are effectively promoted and marketed.
PSWR determines the needs and expectations of customers for E&C/ R&M and services by adopting
the proactive measures as per Fig 5-12.Other feedback is collected as follows:
Fig 5-12 - Proactive measures to determine customer needs

Mechanism Frequency Changes / improvement
External customer perception survey 2 years Manpower augmentation, Capital investment in T&P , Standardization of enabling works etc,
Sr. Official visit to sites Periodic Better customer relation. Increase in service orders
Project review meetings Monthly Quick resolution of interface issues. Project completion expedited
Customer feedback / complaints Regular Thrust on prompt services, Milestones audit conducted.
Learning’s from other areas Periodic Learning from other regions, milestone achievement schedules reviewed and improvement
has been visible in Services jobs where jobs have been executed in record times.
 Feedback received from TS (HQ) and MUs in form of technical circular regarding improvement and
upgradation of any product and process.
 Interaction and meetings with MU/ EC representatives, Marketing Division etc.
PSWR is in Power Plant and Industrial Equipment Installation as well as Services Business. It has
strategically positioned itself near to customers and all their emergency needs are catered from
Nagpur and Baroda service Centers during post Installation and Plant operation stage.
PSWR Engineers provide best services and customer has fancy of asking the services by name.
Regular interaction with customer ensures a one to one relationship and all this is well visible by the
improved performance of sets in PSWR (Fig 6-19 to 6-21).
PSWR supports Business Sectors (Power Sector, Industry Sector and International Operation) by
providing timely inputs towards preparation of Bids. PSWR also uses its Personal Contacts with
Customers of the Region and support Business sectors in negotiations the bids with them.
Forums like Customer Meets, Associate Meets and regular visits of Senior Officials at Project Sites
and HQ too is used to promote the services which PSWR can offer to its esteemed Customers.
5d. Product and services are produced, delivered and managed
Main plant equipments for power plant are designed, developed, and produced at manufacturing units
where as BOPs are designed, developed and produced by various suppliers in the country with the
engineering support provided by PEM at New Delhi.
PSWR’s Products and Services are E&C, R&M and Services. PSWR strives to lead the organization
towards excellence in the field of E&C, R&Mand services and enhance customer satisfaction.
Following steps are taken for development and up-gradation of technical know-how for Installation and
servicing of latest design products supplied by BHEL:
 On completion of installation, commissioning, trial operation and handing over of the product to
customer, joint protocols containing quality log sheets and check lists etc. of all the equipments
and auxiliaries are compiled. It is sent to all concerned, including services department and
customer for ready reference. This record becomes the reference book and helps in the future for
trouble shooting and servicing. Similar record is prepared jointly with customer during servicing of
products and systems for future references. Post warranty services are provided at site through
periodic visits and also on any request from customer.
 Associates and Customers meets are organised with a well identified theme and deliberations are
used for developing competitive E & C methodologies.
 CMs/ UCMs/ RSMs meets, Excellence meets and Brain storming sessions are organized to bring
out initiatives (ref Fig 1-5).
 Particpate in forums like Best Practices Workshops etc.
In BTG projects, many inputs (specifically civil foundations) are to be provided by the customer.
These inputs are generally delayed. The customer still likes to make up for the delay. Learning from
the past and from such requirements of customers, irrespective of inputs from customers, sub-
contracting for erection and commissioning is invariably done as per the L2 schedules. This approach
has helped in catching up/ reducing the gaps. Example: Khaperkheda, Bhusawal, NTPC Korba
projects – where customer inputs were delayed by 3 to 8 months; and Sikka project where customer
has just obtained environment clearance. In projects like Chandrapur indenting for boiler agency has
been done before schedule date.
In Services and R&M assignments, all activities are directly taken care by SAS thro’ RSC at NAGPUR
or BARODA till completion. Wherever required expert services from PS-TS/ Manufacturing Units is
availed. As the plant outage is monitored stringently by customers, Time cycle reduction is kept on top
priority at micro level planning enabling to bring back the units operational ahead of target.
5e. Customer relationships are managed and enhanced
With an aim to improve relationship with customers, PSWR uses Customer Relationship Framework
as given in Figure 5-13.
Fig 5-13 PSWR Customer Relationship Framework
 Prebid and Post bid meetings with Customer
 Kick off meeting after order placement
 Customer meet for understanding customer needs
 Construction Site Review meetings to resolve all issues (including inputs from customer) related to E&C and R&M works - DAILY
 Project review meetings to resolve interface issues - MONTHLY
 Commissioning & Resolution of Technical problems and trouble shooting - AS REQUIRED
 After Sales Services (Trouble shooting), Servicing, Overhauling and Residual Life Assessment - AS PER NEED
 Customer training in new products during installation/ commissioning process and class room training on same at sites.
 Milestone achievement celebrations along with customer at sites.
 Based on the project status the frequency of meetings are decided with customer.
 During installation, R&M and servicing of any project, site engineers interact with customers in daily
co-ordination meetings and resolve day to day issues.
 Requirement and availability of inputs from customers is pointed out before start of any activity.
Material & spares requirement to achieve daily/weekly schedule agreed with customer.
 Interface issues discussed & resolved with concerned agencies.
 Schedule for functional tests is shared with customer.
To have better relationship with customers, complaints and feedback received from customers are
resolved either at PSWR or forwarded to engineering group of concerned manufacturing unit.
Feedback received from customers during formal Customer Meets and informal day to day contacts
are analysed and action plans made to bring improvements.
Central Project Management Group (CPMG) is proactive in anticipating hold ups & take actions to
resolve them. L1-L2 schedule help CPMG to be proactive to ensure that projects are not delayed.
Monthly project reviews with customer helps to be proactive in monitoring the schedule.
Critical issues needing resolution from MUs & ECs are highlighted by Head(Region) in Management
Committee Meetings for speedy resolution.
Before opening of the site of installation, a kick off meeting is organised as a proactive measure to
know the needs and expectations of the customer. PMX group takes proactive steps to avoid any
delay in job completion. Similarly for services job, pre-outage survey is done before start of
overhauling to anticipate any major spare/ work required other than that planned.
Figure 5-14 provides details of PSWR approaches for establishing partnership with customer with
proactive involvement.
Fig.5-14 -Proactive involvement with Customer
Mode for improving relationship Managing Partnership Value addition
Customer Meet Understanding long term needs and Resolved issues

expectations
Formal visits to customers Understanding short term and specific project Resolved issues
related needs and expectations. On line customer
redressal system.
Performance of installed set Assisting & advising in improving PLF of sets, Improved PLF and OA. Increase in generation & in
organizing spares management. turn revenue generation. Reduced overhauling period
& increased operating availability
Pre-outage survey for over- Studying the m/c past performance parameter, Advising them for future maintenance up keep and
hauling. inventory of project spares inventory.
Advising customer to incorporate After studying the performance / behavior of the Enhanced customer satisfaction and marketing of
state of art Monitoring devices machine, type of new device is selected based newly developed products of BHEL.
on in-house developments
Customer Training Technical structured sessions providing Improved knowledge

knowledge of equipments
Immediately attending faults Trouble shooting and attending problems Least loss of generation thereby increasing
even without formal order Customer Satisfaction
Top concern of the customers as well as of PSWR is timely completion (as per milestone schedule) of
the projects. This mainly depends on timely supply of documents & materials from Mfg Units of BHEL
and B.O.P Equipment vendors, timely availability of inputs from customers (like civil foundations,
electric supplies etc.), and last but not the least speedy resolution of product nonconformities and
engineering interface issues faced during installation. PSWR uses approaches given in Fig 5-15 to
address these concerns of customer
Services group remain in touch with customers and educate them on time schedule of preventive
maintenance, servicing and overhauls after warranty. They provide details of spare part requirements,
consumables & lubricants etc to the customer. Services group also help them in arranging the
servicing procedures other than those given in O&M manuals, from MUs, for operation, maintenance
and preservation. List of recommended spares for vendor items are arranged to avoid any machine
outage due to non-availability of spares.
RSCs carry out servicing of products & system on customers’ demand. These services include
planned overhauling jobs & trouble shooting operations. Mostly, the work is completed ahead/ within
schedule through joint working with customer. The relationship is maintained by carrying out
successful overhauling and maintenance of equipment at power stations.
Fig 5-15 Approaches used to address concerns of Customer
Status for timely availability of drawings / documents, materials, and customer inputs is reviewed, monitored, and followed up at Project Manager
level at PSWR for BHEL manufactured products as well as BOP Equipments.
Site planning Engineers undertake erectability analysis and identify material requirement for next three months
Project Manager follows materials with the manufacturing units and vendors
PSWR Unit Coordinators expedite critical materials and documents during monthly visits to Units and resolve all interface issues. Example: after
joint reviews with customer and PEM, points concerning PEM were brought out for boiler light up of Bhilai and Mangrol projects. These points were
taken up with PEM and have been timely resolved. Similarly, the issues brought out by the BOP vendor w.r.t PEM are resolved.
Site directly communicate and refer the Product nonconformities & engineering interface issues to the mfg unit / PEM / Vendor by way of fax, e-mail,
and further followed up by project manager at RHQ level for speedy resolution. If need arises, people visit the concerned office also. System of
SARs, CARs and MDRs is used.
During erection/ commissioning stage, customer’s staff is given training on special features of the
machine. This practice is deployed through BSC of individual site. After site closure services group
remains in touch with customer and educate them on time schedule of preventive maintenance,
servicing and overhauls after installation. For new products, even training at manufacturing works for
equipment familiarization is arranged for customer personnel.
To enhance customer relationship, formal as well as informal meetings are used. Two key formal
ways of data collection are:
Customer Meet
PSWR is one strategically placed Region where there are plenty of activities on Power front due to
abundance of fossil reserves. To re-affirm our resolve and to see as to how with customers of
Western Region we can meet the growing challenges of future, PSWR has started a new approach of
organising Customer Meet. The meet is attended by Top and Senior Officials of Power Utilities and
Industry Sector Customers of Western Region. Broad agenda is informing new approaches,
technologies being used by BHEL and PSWR, actions taken based on various feedback, knowing
future customer plans and understanding needs and expectations. First such meet was organised
with the theme “Together we grow for NationBuilding”. Initiatives taken by BHEL and how together we
can be Future ready were deliberated at length. Based on discussions in open forum actionplans
were identified (ref Cr 6a).
Customer Survey
Customer Survey using external agency is conducted once in two years and as per corporate
guidelines. Concerns of customers are addressed through implementation of Action Plans. As per
MOU with Govt. Of India for 2013-14, MCM held on 18.04.2013, PSNR has been entrusted
the responsibility for conducting ‘Customer Survey-2013 for Power Sector’on behalf of all
four PS-Regions and PEM.Exercise for Customer Survey 2013 is in advanced process and is being
conducted through external agency.
6. CUSTOMER
RESULTS 6a
Perceptions
PSWR is committed towards total customer satisfaction (Refer 1c). Various modes which are used
to get customer perception are;
 Organized Customer meets.
 Formal meetings with customer/consultants at pre-award and post-award stages.
 Customer survey
Customer Meet:
Practice of obtaining customer perception during organized meetings started with Customer Meet
of May 2009 which saw a high profile participation from Customer’s end. Day long deliberations
and involvement of Customer representatives brought out an action plan. All actions proposed
during Customer Meet 2009 have been implemented thereby increasing Customer Satisfaction
level. Similar customer meets are being organized every year. During the year 2011-12, such
meeting was organized in September 2011 which had an active participation of all the esteemed
customers located in western region. Based on these interactions, action plans were identified and
have brought improvement in operation:
Issue Primary PSWR – Co- Action Proposed / completed

Responsibility ordination by
Use of Rigid foundation GM (PS-TS) PMX Detailed analysis shared with
vis a vis spring loaded customers and manufacturing units.
foundation.
R&M of old units - cost GM ( PS-TS) RSM In View of recent decision by GSECL
economics to stop Gandhinagar 120MW set
renovation, a new approach needed
for expressing the view in front of
CEA and other regulating authorities.
Geo tech Study – rate PSWR PMX & PUR PSWR took a revolutionary step and
contract finalized Rate contract for ‘Geo
Technical investigations’. Rate
contract was valid for two years and
extendable for another one year. This
rate contract was fully utilized for the
tree years it was in operation. Now
being planned for floating fresh rate
contract separately.
Pre award – scope MKTG COMML MKTG to ensure scope clarity for all
clarity new tenders
Selection of Sub- PSWR COMML & Vendor empanelment process

contractors – Pre-order PUR completed at PSWR and Vendor list
stage included in offers at proposal stage.
Fresh on line vendor empanelment is
process and similar action of
including vendors in proposal stage
will be done after vendor
empanelment
Emphasis on supplies Respective Units PMX Action Plan by Respective units
as per L2 dates
Sub-sub Contractors to PSWR PUR This clause has been included in
be approved by BHEL (sub) contracts to ensure compliance
from subcontractors
Fig 6-1 Action Plan post Customer Meet September 2011
Page 6- 1
Customer Satisfaction Survey
• PSWR organizes external Customer Satisfaction Survey normally once every two years
and as per corporate guidelines. Survey conducted by M/s Metric Consultancy Services
in the year 2006-07 had seen PSWR achieving an overall score of 70.7. The next
survey conducted by M/s AC Nielsen during 2010 has put PSWR on an overall score of
75 which is a jump of 4%. For the year 2012, the survey was conducted by M/s IMRB
and the overall score obtained by PSWR was 65%.
• The basic objective of the survey was to
o Assess the specific needs and expectations of the customers towards BHEL
o Assess current satisfaction levels among customers
o Identify Strengths and Areas for Improvement for BHEL
o Create a benchmarking database with competitors
o Identify priority areas for improvement, actions on which would lead to enhanced
Customer Satisfaction levels
o Determine the loyalty level of surveyed customers
o Provide a baseline for future monitoring
To avoid any subjectivity, Survey instrument was reviewed with M/s IMRB before hand. A pilot
survey was then conducted to test the questionnaire on various parameters as below and based
on review of the pilot survey, the final Survey instrument was approved. The methodology of the
Customer Satisfaction Survey 2012 and action plan based on the survey is detailed in the
paragraphs below.
Pilot Phase
Objective- To test the Questionnaire on various parameters
 Respondents comfort with the amount of time spent on the survey
 Identify terms/questions which the respondent was not comfortable with
 Comfort in distributing marks out of 100 for each section
 Ease of getting permission to enter the premises
 Any other improvements in the questionnaire which could help us
For the Pilot survey, customer at Gujarat State Electricity Corporation Ltd, Sikka TPP was
interviewed by M/s IMRB. Based on the recommendations made by by IMRB on the basis of Pilot
Survey experience, the framework for Final Survey was finalized. The framework was designed to
provide a reliable basis for understanding the determinants of customer satisfaction and Loyalty
and identifying key priorities towards achieving higher levels of customer loyalty. The Main survey
was conducted during the months Nov-Dec 2012.
The database pertaining to the customers viz address, site/HQ location, etc were provided by
PSWR to IMRB. The respondents from the customers were from various levels like
• At HQs (Directors/GM)
• At Sites (Project Managers/ Engineers etc)
• Face-to-Face interviews by trained IMRB personnel during the months of Nov-Dec 2012.
In all there were 69 respondents from 14 customers covered for the survey at PSWR.
The nature of organisations covered for the survey include

1. Private Sector
2. Public Sector Undertaking
3. State Government
4. State Government undertaking
The areas covered for the Customer Satisfaction Survey 2012 is given below:
Other Service providers, PSWR customers work with is detailed in the graph below:
As can be seen, for most of the projects in Western Region area, only 23% of the customers work
with BHEL only whereas a good number work with a multiple number of service providers
The intention of the survey was also to identify the loyalty segmentation of the customers as well
also to make action plans for customers who do not perceive any gains by associating with BHEL.
The methodology arrived for loyalty segmentation was by interposing customer perception on
‘Commitment of BHEL PSWR’ and their intention ‘To continue with BHEL PSWR’ and arrive at the
four types of customers as detailed in the pictorial representation given below
While comparison provides benchmark for PSWR, detailed review of different customer
perceptions gives more in sight for preparing action plan for improvement. Detailed analysis of the
customer feedback reveals that following customers have rated PSWR in highest bracket (TRULY
LOYAL):
 Jindal Power Ltd
 NTPC Ltd
 Avantha Group
 MPPGCL
 Reliance Infrastructure Ltd
These are our star customers who have a long association with BHEL and in some cases
spanning 4 decades. For the above customers, a lot many Projects have been put in service and
dedicated to the Nation. Units being operated by these customers are always clocking a high PLF
much above the average PLF of the country.
Customers who have rated PSWR in Lower bracket (TRAPPED) are listed below:
 Ideal Energy Bela

 India Bulls Power Ltd
 Mahagenco
 DB Power
Ideal Energy Ltd Bela, India Bulls Power Ltd, and DB Power are first time customers. The reason
for dis satisfaction with BHEL by DB Power could be the delayed supply of steel for Bunker works.
These have since been taken up and the unit no1 has already been synchronized in Oct 2013.
With this the customer views is likely to change considerably as unit no 2 is slated for
commissioning within this financial year.
Ideal Energy Bela customer is not able to run the units due to non availability of coal linkage for
continuous running in the absence of PPA, besides some interpretational differences between
BHEL and customer as to what constitutes Commercial Operation Declaration (COD). Since BHEL
has already taken up with them regarding COD as per their agreement with CEA, the customer’s
main issue has been settled.
India Bulls Power Ltd had given to BHEL orders for 5 Units of 270 MW each at Nashik and
Amravati and followed it with another 5x270 MW each at both the locations. Due to coal linkage
and other clearances, the 5x270 MW units each of the phase II part at both the locations has been
short closed. A part of the Phase I of each location was also under hold for some time as per the
advise of BHEL Power Sector Marketing due to payment related issues by the customer. This had
resulted in deferring payments to the associated vendors which in turn had led to labour strikes
continually. Vendors also had represented for compensation as they had quoted for larger
packages as the later units of phase I are being slowed down by the customer. In view of the
combined effect of all these issues, customer perception had been very low about BHEL. Now that
one Unit of Amravati has been synchronized and further 2 units each at Amravati and Nashik are
slated for commissioning within this financial year, the perception of Customer about BHEL is likely
to undergo change for the better.
AS per the results of Customer Satisfaction Survey 2012, there are no customers under ‘HIGH
RISK’ category, while under ‘ACCESSIBLE’ category there is one customer ‘Jaypee’.
PSWR SCORES vs Competitor
The statistical outcome of the Customer satisfaction survey 2012 has reflected the position where
BHEL/PSWR stands wrt to our competitor M/s L&T, on a host categories, each of which is
detailed below for read reference.
PROJECT ERECTION
Parameter for PSWR L&T
Project planning & 3.5 4.1

documentation
Timely & Effective resource
3.1 3.9
mobilization/ deployment
Safety provision at work 3.0 3.8
Work executed in erectable
3.5 3.9
sequence
Timely Periodic
review meeting to 3.2 3.9
meet L1/L2 schedule
Selection of sub-contractors 3.4 3.9
Performance of BHEL sub
3.2 3.8
contractors
Commitment to project
3.3 3.9
mile stones (erection)
Technical capability of BHEL
3.6 3.9
site engineers
Adherence to statutory
3.5 4.1
requirements
In the Project execution category, customer perception about many aspects need to be improved
while the perception about ‘Technical capability of BHEL site engineers’ is considerably good
PROJECT COMMISSINING
Overall Experiences PSWR L&T
Quality & adequacy of

3.3 3.9
technical manpower
Timely Inspection of each
3.4 3.9
component
Speed of response to
customer complaints 3.3 3.7
during commissioning
Accessibility of Site
3.7 3.9
Personnel
Commitment to
3.0 3.7
commissioning mile stones
Availability & quality of
3.5 4.0
commissioning procedure
Effective trouble shooting
3.6 3.9
of technical problems
Timely replacement of
failed component during 3.3 3.9
Commissioning
Timely conduct of PG
(performance guarantee) 3.3 3.6
tests.
Customer perception about ‘accessibility of BHEL site personnel’ and ‘effective trouble shooting of
technical problems’ are high.
PROJECT CLOSURE
Timely execution of
punch list provided by 3.0 3.8
the customer
Submission of project
3.1 3.9
closure documentation
Conducting effective
customer review
3.1 3.5
meetings for project
closure
SERVICE after SALES
Ease of sourcing / ordering

3.7 4.0
spare parts
Pre-assessment of
requirement of spares for 3.6 3.7
undertaking service jobs
Redressal of post
3.6 3.8
overhauling problems
Timely completion of over
3.8 3.6
hauling jobs
Redressal of Customer
3.5 3.8
Complaints
Accessibility of Technical
3.9 3.7
Personnel
Quality and adequacy of
3.9 3.7
Service personnel
Post overhauling
performance of equipment / 3.8 3.6
system
Price of Service jobs 3.3 3.4
Response to emergency /
deputation of service 4.0 3.8
personnel in emergency
For SAS the detailed analysis reveals that the scores obtained by PSWR are higher in 50% of the
parameters than L&T and the other parameters are very close to the scores obtained by L&T. This
analysis reveals that Customers have placed BHEL PSWR at a very high rating vis a vis L&T
especially in responding to emergency/deputation of personnel during emergency.
It also follows that the customers are invariably coming to BHEL and are willing to pay premium
prices for our services for restoring their units to perform with better PLF.
Customer Satisfaction Index (CSI):
During the survey, each respondent attached importance to seven factors (indicated below) which
BHEL identified as influencers of Satisfaction Index.
1. Overall Price
2. Marketing
3. Project Engineering Management
4. Supplies
5. Project Installation & Management
6. Service after Sales
7. Brand Image
The relative weights based on the claimed importance are as follows:
Comparison of Customer satisfaction viv a vis other Regions and BHEl as a whole: The analysis
reveals that the satisfaction level is in the middle region at 65 and is comparable to the satisfaction
level wrt BHEL as a whole as detailed in the bar chart below:
On the overall, the analysis of the Customer Satisfaction Survey 2012 reveals the following about
BHEL PSWR:
Loyalty
• A little more than half of the Customers are ‘TRULY LOYAL’ customers .(ie 51%).
• The percentage (%) of High Risk customers is very Low
Perceptions
• Relative to other Regions, Customers are happy on the value derived
• Images of PSWR being seen as innovative and customer focused need improvement
Drivers of loyalty (Derived)

• Project Erection, Product performance & Pre commissioning/commissioning are the biggest
drivers of loyalty followed by Sales, Contract management , product condition on arrival &
Project engineering.
• Relative to other Regions, Sales After Service (SAS) has been rated better in PSWR.
However at the moment this is a low impacting area
AREAS THAT NEED IMMEDIATE ATTENTION
Processes which have relatively higher impact, and where BHEL PSWR is performing low as
compared to competition are where BHEL PSWR is required to pay immediate attention is listed in
the two panels below :
Based on detailed review of survey results an action plan has been rolled out after deliberation
amongst all HOFs/ HODs in presence of ED as detailed at Table below
Action Plan roll out

Area for Improvement Action Plan
Quality of Sub contractors deployed Vendor evaluation/rating system ,supervision
Technical training to vendor's engineers at site
Safety enforcement at site Training, weekly/fortnightly meetings, committee formation, safety manuals, audits, payment terms
modifications to vendor on safety compliance, incentives, safety shields (awards), work permit
systems, safety programs, safety slogans, posters
Timely availability of Erection and Issue to be taken with power sector BHEL HQ - Master list of drawings and documents and schedule
Commissioning documents for providing drawings and documents
Adequacy of planning for site Enabling work, manpower deployment, sub contractor deployment, T&P deployment,
mobilization
Timely generation of critical material list Critical items to be shared with customers
Timely development of site infrastructure Enabling work, communication facilities, transportation, accommodation, boarding
Timely mobilization of sub contractors as Timely ordering and mobilization of sub contractors and communication for the same to customers
per schedule
Timely availability of special tools & Timely ordering and mobilization of special tools & Plants / MME and communication to customer
plants and MME
Quality of sub contractors deployed for Supervision on Material Management and mobilization of sub contractors
material management handling
Prevention of damage/ Preservation of Supervision on Material Management, preservation, stacking, verification ,insurance
material during handling/storage
Housekeeping in storage area Supervision on Material Management, preservation, stacking, verification, standard layout, scrap
handling
Adequacy of site organization to meet Module for different rating of power stations and deputation of manpower as per module
project requirement
•Capability to meet contract Micro planning, regular monitoring and following up, augmentation of facilities ,procurement of PG
milestones and schedules test ,equipments, manpower augmentation and training, cranes and strand jacks, portal cranes and
any other special T&Ps, technological tools & tackles in scope of vendors ,training to vendor
employees
Following safety practices at site by sub- Training, weekly/fortnightly meetings, committee formation, safety manuals, audits, payment terms
vendors modifications to vendor on safety compliance, incentives, safety shields (awards), safety slogan,
posters
Participation of PSWR personnel in As per project requirement
pre/post bid meeting
Site Visit prior to submission of offer As per project requirement
Quality of Sub contractors deployed Vendor evaluation/rating system ,supervision
Technical training to vendor's engineers at site
Safety enforcement at site Training, weekly/fortnightly meetings, committee formation, safety manuals, audits, payment terms
modifications to vendor on safety compliance, incentives, safety shields (awards), work permit
systems, safety programs, safety slogans, posters
Customer Satisfaction Survey 2013
In order to assess the perception of the customers since the last survey, a Customer Satisfaction
Survey -2013 has already commenced. M/s IMRB, Mumbai is the nodal agency for conductance of
the survey. The Pilot survey has also een conducted and the general survey is planned for
completion in Nov 2013
6b Performance Indicators
Capacity Addition to the Nation:
BHEL is a key player in Power Equipment manufacturing field and today close to 65% Power
generation capacity in India is through BHEL sets. PSWR too plays its role in adding capacity to
Nation. Capacity added by PSWR for FY 2020-2021 till date is 1070 MW.
New business of PSWR has shown consistent increase every year up to the year 2010-11. This is
due to high level of satisfaction (Loyalty and Image- ref Cr 6a) of existing customers and image of
PSWR leading to high number of new customers (especially Private Players) giving orders to
PSWR. During the year 2011-12, the business has declined as there is overall slow-down in the
country’s power sector since the power plant developers are facing numerous constraints like coal/
gas fuel availability, financing, land availability, environmental clearance and Government Policies.
Due to these constraints, the projects for which bids have been opened during 2011-12, could not
be concluded.
Description 2007 – 08 2008-09 2009-10 2010-11 2011-12 2012-2013
Rs Lakhs Rs Lakhs Rs Lakhs Rs Lakhs Rs Lakhs Rs Lakhs
Installation 28136 93476 156322 212601 94900 39213
Repeat Business
Repeat business of PSWR has not been able to keep pace with previous year’s order booking.
Key reasons for decline in repeat business is overall slow-down in the country’s power sector since
the power plant developers are facing numerous constraints like coal/ gas fuel availability,
financing, land availability, environmental clearance and Government Policies.
Description 2007 – 08 2008-09 2009-10 2010-11 2011 – 12 2012-13
Rs. Lakhs Rs. Lakhs Rs. Lakhs Rs. Lakhs Rs. Rs Lakhs
Lakhs
Services 8166
1730 2947 2933 4876 3212
R&M 3042
Nil 246 Nil 1.9 843
Installation 39213
58150 210548 26411 69000 71673
Repeat business includes major orders like NTPC Mauda (2 x 660 MW BTG) etc. 1 x 660 MW
NTPC Solapur ESP package and 1 x 500MW NTPC Vindhyachal etc.
Customer Complaints:
Description 2007 - 08 2008-09 2009-10 2010-11 2011-12 2012-13
No. of Complaints Received NIL NIL NIL 3 Nil Nil
Customer Compliments:
Customer cannot afford to keep the power plant out of service for a long period. Timely completion
of services jobs is of prime importance and is of National interest due to the Power deficit scenario
in the country. PSWR has been continuously completing services jobs on or before time. SAS
continuous to receive large number of accolades from its customers for on or before completion of
services assignments. Few of the cases are enumerated at Fig 6-22
Appreciation letter from customers:

1. NPCIL Awarded Shri Ajit Parmar as Best Conscious Project Manager
2. MAHAGENCO customer given appreciation letter to PSWR for satisfactory Capital Overhaul of
Unit-5 Bhusawal TPS
3. DB Power customer appreciated PSWR’s Engineer for technical support.
4. MAHAGENCO customer appreciated PSWR’s Engineer for hard work and close monitoring in
completion of Unit 6 Boiler R&M works.
7.0 PEOPLE RESULTS
7a Perceptions
Human Resources play a major role in achieving organization’s Vision and Mission. PSWR provides
adequate opportunities to the employees in various fields for achieving employee satisfaction so that
employees contribute their full potential in an effective way in achieving organizational goal.
Employee satisfaction level and trends are evaluated based on the feedback received from
employees through Employee Satisfaction Survey (ESS) conducted every year as per corporate
guidelines. The assessment of the employee responses is done by using a completely fair and
transparent mechanism. Till the year 2009 the survey questionnaire contained six criteria (namely
Working Environment, Appraisal & Target setting, Training & Competency Development, Career
Development, Reward & Recognition, Communication) but starting from the year 2010 the
questionnaire has been changed and criteria as contained in Fig 7.1 have been included for ESS.
The process of conducting ESS involves filling of online questionnaires to target group and
employees are asked to rate in a rating scale of 1 to 10 for various parameters.
PSWR manpower profile has seen a sea change in last 5 years (ref Fig 3-4). More than 65 %
strength at Executive and Supervisor level is new and the new group has different perspective from
the group who today is in age bracket of 50s. It is with this backdrop that Employees perception
Survey is to play a significant role in understanding the needs of the young people who will be
leading PSWR in coming years. Trend analysis ESS is as following:
1. There has been a significant improvement in employee satisfaction level for executive
cadre on account of pay and benefits.
2. An appreciable rating has been observed in Leadership, Empowerment and Peer
Relationship criterions. This is due to the highly committed senior executives who are in
the process of guiding the young brigade to carry on the mantle in the future.
3. In Working Environment, a steady improvement is targeted. In recent years a lot of ET’s
and ST’s have been posted at sites and special care is taken by project sites on the
instruction of HQ to provide special care and facilities. Still, there is a need to focus on
aspects like Air Pollution, Layout and seating arrangement.
4. Health is another area which demands prompt attention. To improve upon this area,
following initiatives are needed;
 Arrangement of part-time doctors on site
 Preventive health check-up for senior employees
 More health awareness programmes
5. The executive’s appraisal and targets are indicated through the system of e-MAP, Which
cascades down from BSC of Department. Individuals are setting their targets in
consultation with their Superiors and in the process they own the targets. Supervisors
and workers carry out the tasks identified by Executive in-charge. To improve the
perception of individuals, seniors have taken onus on themselves to address groups
whenever they visit sites and educating them on Issues related to Company and their
contributions which they are making for the company.
6. Training and Competency development in respect of Executives shows a decrease in
spite of PSWR addressing the training needs and competency by capturing the
requirement from their e-MAP. In the process, more emphasis will be given on Technical
training to ensure professional as well as personal development. For supervisors and
workers also the trainings are identified and they are prompted to go for training when
nominated. Construction Manager’s and all HOFs have been advised to provide
mentoring to new group of Engineers and Supervisors and improve their knowledge.
7. Career Development is one area where BHEL policies provide a steady growth. Low
Page 7- 14
satisfaction level probably reflects the aspirations of the young group who are looking
forward to share more responsibilities and grow at much faster pace as they see their
counterparts grow in Private Sector. Hard work and dedication pays – this is the punch
line which may go a long way for bringing out the best from them
8. Rewards and recognition too is seeing a declining trend in respect of all the employees.
This is one area where Head (Region) and other seniors have taken specific note. For
any achievement by our employees, immediate congratulatory messages are being sent.
On Web portal birthday wishes are conveyed on behalf of all PSWR team. Efforts are
appreciated in gatherings and these get covered in SPANDAN magazine also. This
coupled with implementation of revised salary scales is expected to change the
perception of employees.
9. Communication expectedly is showing an upward trend in perception. PSWR has put in
state of art cost effective communication facilities and every employee of PSWR has got
access to this facility. In the age of e-movements, all employees are made to learn basics
of Computer operation. All their claims, details of Salary, personal property returns etc
are through Computer Network. Apart from electronic communication, various face to

Page 7- 15
face communication meetings too are held both at Head Quarters and at sites. There are
also CM’s meet and meeting with employees union which are held frequently. More
visibility about company policies on web portals is planned. Perception on this count is
expected to go up during next survey.
10. Criteria No. 7 to 19 are very important parameters. These were introduced during the
year 2009-2010 and a threshold target of 6 was visualized for all parameters and in
comparison to this number it is observed that executives have rated below 6 for Health,
Safety, pay & benefits and Management of change. Supervisors too have rated Health,
Safety, pay & benefits and services & facilities below 6 (No response on Policy and
strategy by Supervisors and non-supervisors as it is not applicable for this group). Non
supervisors too have rated Safety, pay & benefits and management of change below 6.
Cognizance has been taken on these responses and following initiatives are taken at
sites:
a. Initiative to open First aid centre having facilities like Qualified Doctors, Nurse and
Ambulances at project sites.
b. Deputing own or outsourced qualified Safety officials at site to ensure that safety
is given its due importance. From HQ, Head (Safety) co-ordinates and plans for
taking up safety initiatives at work places. Safety drills have been extended to
Subcontractors also.
c. With site DA revision implemented, pay and benefits part is expected to get a
higher perception rating.
11. Policy & Strategy are not applicable to Supervisors and Non-Supervisors.
7b Performance Indicators:
Level of Training & Development
Key areas for training are identified by Functional heads to provide the requisite knowledge to
task performers. Based on training calendars and also specialized training programmes,
individuals are nominated for training. Apart from above training man days, Common Induction
Training is also imparted to all the Engineer/ Supervisor Trainees (ref Cr 3b) for a period of 45
working days each to groom them into BHEL culture so that they are ready to get on the job
training where they are further groomed by HOFs/ HODs/CMs.
Following areas are seen as key indicators for monitoring and improving performance of people:
 Employees are recognized as Individuals and Teams:

o The employee who contributed towards RAJBHASHA in their day to day work, were
rewarded with a cash prize of Rs.1000 and a certificate as a special honour.
o Head (Region) appreciates individuals for their achievement
o Employees and their families who participate in various competitions organized
during Quality Month, Safety Week, Vigilance week, Productivity are recognized by
awarding suitable prizes on concluding day or Republic Day & Independence Day.
Employees from sites and HQ participated and were awarded a prize for recognition.
o Departments who participate in competitions on process improvement activities
organized during Quality month were adjudged 1st, 2nd and 3rd and were awarded
shield.
 Safety & Accident:

PSWR is regularly sponsoring engineers and supervisors for one year Diploma Course on
“Safety Management at Sites” for last 3 years. These qualified engineers would be utilized as
safety officers at sites and they will further train the contractors and sub-contractors at
respective sites.
The accident trend at project sites is depicted at Fig 7-4. Although data shows increase in
accident level during year 2011-12 as compared to 2010-11 but with continuous focus on
safety and training of employees, all the incidences happening at sites are now being
reported including near miss cases. Our aim is to touch Zero level in the coming 2 years.
Year 2018-19 2019-20 2020-21

Near Miss (Nos.) 63 40 10
Minor Injury (Nos.) 06 32 12
Major Injury (Nos.) 09 11 03
Fatal (Nos.) 02 02 00
Fig 7.4- Level of Accidents
 Grievances:
The grievance procedure is in-force in PSWR. A complaints mechanism is available and

employees can lodge their complaints if any to the Head (HR)/ PSWR who is the convener of
Grievance Committee at PSWR. The grievances are resolved within a week. In case
employees are not satisfied with resolution by PSWR, employees can approach to
Grievance Committee at Corporate Office. No grievance received during last three years.
Year 2009-10 2010-11 2011-12 2012-13

No. of Grievances received during year Nil Nil Nil Nil
No. of Grievances pending as on 31.03.201 Nil Nil Nil Nil
Employee Grievances
 Strikes:
No strikes in PSWR since last five years.
 Facilities, Benefits & Welfare:

Besides pay and perks, PSWR extends other facilities like canteen, Group Linked Insurance
Scheme (GLIS), medical facility and other recreational facilities. PSWR has designed an
Online Financial Claim System for payment of medical claims and other personal claims.
Status of their personal claims can be viewed by the employees online. The personal claims
are settled twice in a month.
PSWR has been continuously incurring sizeable expenses towards welfare measures of its
employees. During the last 4 years the expenses incurred are going up which is an indication
of PSWR concern for its employees (ref fig 7-5).
SOCIETY RESULTS 8
8a. Perception Measures
Power Sector Western Region has its operations spread over a wide spectrum of Indian
states like Gujarat, Goa, Maharashtra, Madhya Pradesh and Chhattisgarh.
Through indirect methods and image which BHEL derives in the society that PSWR can rate
itself high in society’s perception.
Regional Head and Senior executives of PSWR are regularly invited as guest to address
various functions organized by the institutions. They also offer their expertise to train
Page 8- 2
engineers and students at local Institutes.
PSWR has achieved First position in “Best Rajbhasha Improvement and Implement Sector”
in Class A and B for two consecutive years 2009-10 and 2010-11.
PSWR re-certified for ISO 9001:2015 by “M/s BUREAU VERITAS Certificate”.
Power Sector–WR has bagged amongst various Businesses ‘an award for achieving/
surpassing the 50% coverage of executives in the category of E4 – E8 under People
Development Programs.
PSWR received 6th place in “People Development Award 2012-13” for exceptional
performance in conducting people development programs across BHEL all units.
8b. Performance Indicators
Public Accountability:
To address the public grievances, PSWR has nominated a Public Grievance Officer who is
responsible for receiving grievances from general public, forwarding them to concerned and
disseminating the feedback if any to general public who wish to convey their grievances
against BHEL. No public grievance received so far and nothing is pending as on date.
Year 2010-11 2011-12 2012-13
No. of Grievances Nil Nil Nil
received during year
No. of Grievances Nil Nil Nil
pending as on 31.03.2013
Public Grievances
Impact on Local Economy:
BHEL being a PSU is contributing to the social developmental causes in many areas like giving
employment to socially backward classes. PSWR recruitments diploma engineering apprentices every
year, who are provided training for one year to enhance their skill, knowledge, and confidence which
ultimately leads to their employment in public & private organizations.
PSWR represented in the conference on “Advantage Vidharbha”, organized by Maharastra

State Government in Nagpur.
Equal Opportunities:
Equal opportunities for socially backward classes like SC/ST’s and minorities like Christians, Muslims
and Sikhs are local are adhered to in employment as per the Guidelines given in the Presidential
Directives and Govt. Policies.
For women employees, a special seminar was organized on health related matters of females.
Sustainable Development:
Tree plantation has been taken up as strategic objective in Balanced Score Card for last
three years with a target of minimum 800 trees per year. During this year, 850 trees planted
at various project sites- Telangana, Manuguru, Bhusawal, Wanakbori, Patratu, Hazira, Uran,
Page 8- 19
Nagarnar, Korba, Mauda, Bhilai, Kakrapar.
Year 2017- 2018- 2019-20

2018 2019
Planned Tree 534 661 722
Plantation (Nos.)
Actual Tree Planted 771 540 488
(Nos.)
Tree Plantation
Pollution Control:
The norms set by The Pollution Control Board are strictly adhered to at Nagpur HQ and sites and
during erection & commissioning of Power Plants.
9. Key Results
9a PSWR HIGHLIGHT
1:- Financial Highlights
A- Financial Turnover-
Sl No. UOM BE 19-20 RE 19-20 FY 19-20
01 Cr 2555 1712 1226
B- Cash Collection (Including Advance)-

Sl No. UOM BE 19-20 RE 19-20 FY 19-20
01 Cr 3259 1786 1267
2:- Highlights of E&C
SITE NAME ACHIVEMENT

Quality Highlights • External Re- certification & Surveillance Audits of ISO 9001: 2015
Quality Management System have been conducted by M/s Bureau Veritas (India) Pvt
Ltd and continuation of certification has been recommended.
• Welding sensitization program has been conducted at 2 x 800 MW
Telangana Project, Ramagundam with faculty from Welding Research Institute,
BHEL, Trichy.
• Online Welding Performance Monitoring System: implemented at
PVUNL Patratu STPP (3 X 800 MW) site.
• 02 nos. employees qualified as Lead Auditor for ISO 9001: 2015
QMS.
Page 8- 2
• 01 no. employee qualified as Internal Quality Auditor for ISO 9001:
2015 QMS.
• 03 nos. employees qualified as Certified Welding Inspector.
DTG Highlights • New Initiative / Cycle time reduction – Development of e-Time

Extension Proposal System (e-TEPS) which has brought uniformity in the note and the
formats for time extension proposal. It increased the accessibility and reduced the
time taken for preparing the proposal. (Presently under trial on pilot basis for NTPC
Ramagundam Site).
• New Initiative – Development of Digital Library system for archival
of necessary drawings & documents related to particular project and easy retrieval of
the same as and when necessary. (Under Progress).
• Commissioning Tool – Development of a Windows Application
Software for Locus of the rotor positions inside the oil film bearing in a turbo
generator train. It indicates the shaft centerline position through graphical plot and is
used during commissioning/troubleshooting. Copyright registered for the same.
• Digital record system and MOM generation & reminder system
(launched for Bhusawal site).
• Best Practices – Sensitization and awareness for hardcopy printing
by using duplex mode (unless necessary) and returning the used toner cartridges back
to the vendor through loyalty program.
• Integration of PSWR ISMS policies with Corporate ISMS
documentation. Moreover, conducting periodic audits for Information Security
Management System (ISMS).
•
FEX Highlights • Reduction of cycle time for award of transportation work of BHEL
(Cycle Time Cranes from 45 days to 1 day after the frame work agreement-2020 (Rate Contract).
Reduction &Cost • Successfully lifted 3 unit stators of 2X270MW Manuguru project
Saving) with the help of BHEL owned portal crane. This portal crane was purchased by PS-NR
for 500MW projects stator lifting work, but the same portal crane was utilized for
270MW Generator stator lifting after modification. Through this, it saved hiring
process and hiring charges (Average Hire Charges is 40/- Lakhs per lift).
HSE Highlights • Vertigo test setup installed at MAHAGENCO Bhusawal site.
• Mass tool box talk / job specific training is being conducted through
audio visual facility at MAHAGENCO Bhusawal site (working area)
• Height barrier installed at yard to avoid contact of Machinery with
existing over-head high tension transmission linesat MAHAGENCO Bhusawal site
• Independent occupational health center with good amenities
opened at MAHAGENCO Bhusawal
• No Fatal/ accident reported at NTPC Projects Sites for FY 2017-
2018, 2018-2019 & 2019-20.
• Installation of Beacon light at RFCL Ramagundam to warn labors /
officials, when radiation test /MRI equipment in use.
• BHEL-PSWR is continuously developing pool of qualified HSE
engineers by arranging 1-year Advance Diploma in industrial Safety from CLI / RLI, till
date 20 BHEL PSWR Personal have already acquired the qualification & other 4
employees are attending the program at CLI (Central Labor Institute) & RLIs (Regional
Labor Institute).
राजभाषा : माननीय संसदीय राजभाषा समिति द्वारा दिनांक 21 जनवरी, 2020 कोपावरसेक्टर-पश्चिमीक्षेत्र में राजभाषा के क्रियान्वयन का निरीक्षण
किया गया औरकिए जारहे प्रयासों की भूरि-भूरि प्रशंसा की गई। निरीक्षण सौहार्द पूर्ण माहौल में सम्पन्न हुआ।समिति के समक्ष क्षेत्र प्रमुख और
राजभाषा कार्यान्वयन समिति के अध्यक्ष श्री सुभाष चक्रवर्ती, मानव संसाधन प्रमुख श्री पी ए वैद्य, राजभाषा अधिकारी श्री नवीन कु मार सिंह
तथा भारी उद्योग मंत्रालय और कॉर्पोरेट कार्यालय के उच्चाधिकारी उपस्थित रहे। यह समिति अपना प्रतिवेदन भारत गणराज्य के राष्ट्रपति को
समर्पित करती है।
Training & • Training at IIMs to Senior Management persons.
development • GMs & above – 2
Page 8- 21
• AGMs – 3
• DGMS / Sr. DGMs – 2
• To enhance safety at sites employees are being trained in Advanced
diploma courses at CLI / RLI.
• Total Nos. Trained – 4
Corporate Social “School Education, Health Care & Nutrition” has been identified as the thrust areas
Responsibility for FY 2019-20 for organizing the CSR activities. Accordingly following
(CSR) -2019-20 activities have been organized by BHEL PSWR under its Corporate Social
Responsibilities.
The CSR activities organised at PSWR HQ:

• Health –Medicines have been procured and distributed towards
Surgery of 77 Children under the Bal Shalya Kriya Mission in association with BSM &
MSS Nagpur at a financial outlay of Rs 3.91 Lakhs (Approx)
• Education - 10 no. Desktop Computers have been procured and will
be provided to the Zila Parishad Schools in Nagpur District in order to provide IT
exposure to primary students in rural Nagpur at a financial outlay of Rs 2.09 Lakhs
(Approx).
The CSR activities at PSWR Patratu Site:
o Construction of Boundary Wall in School (Distt. Ramgarh) at a financial outlay
of Rs 5.50 Lakhs (Approx.)
o Construction of Girls & Boys Toilet in School (Distt. Ramgarh) at a financial
outlay of Rs 4.50 Lakhs (Approx.) –
Setting of Overhead water tank with pump & motor for drinking and sanitation,
installation of ceiling and pedestrian fan in class room and distribution of School
Stationary (books, note book etc,) at a financial outlay of Rs 2.00 Lakhs (Approx.) –
1X800 MW GSECL • Capacity addition and Reliability run successfully completed. This is
Wanakbori EPC the first ever 800 MW of PSWR.
3X800 MW Patratu • More than 800 vehicles of MUs unloaded post lockdown.
EPC • BA TP-5 raft casting completed on 14th Aug’20.
• MPH U#1 structure erection started on 16th Jun’20.
• FGD#1 Absorber foundation work started on 13th Jul’20.
• ESP+FGD control room work started for U#1 & U#2 in May’20.
• ID Fan-A (Unit#1) deck casting completed in July’20.
• CISF Colony – Boundary wall brick work completed 20th Aug’20.
• Main Township – Superstructure work started.
• First time in PSWR, contract for dismantling of existing / old Power
Plants structure executed ( upto the depth of 11 mtr) for installation of new plant.
• New Initiative for Worker, 1st time installation/ Commissioning of
CLIMS ( Contract Labour Information Management System) at Site.There are10 nos
biometric / sensor pedestrian passage and 2 nos passage for vehicles. Approx 1500
labours has been registered and benifited from this system.
I. CLIMS ID registed for both finger and face detection, Each worker has unique ID
after registration which is mentioned on gate pass.
II. Vision behind CLIMS is to maintain workers records (Attendence/ pressence) at
site.
III. CLIMS contains all valuable data of Workers i.e. ID Proff, permanent address,
Bank account No., Skill/ unskilled worker etc.

Page 8- 2
IV. In future worker payment also link with CLIMS.
• Retaining wall ranging from 4 mtr to 10 mtr in height & 1.1 km in

length is being executed.
• BHEL 1st township contract work started & 10,000 Cum RCC casted.
• More than 1.1 Lacs Cum RCC in a single year.
• Rail corridor is being prepared by removing the ash upto the depth
of 10 mtr & backfilling with earth /soil.
• First time in PSWR cement was supplied through railway racks &
stock has been maintained.
• Maximum single pouring of concrete of 2500 Cum in Bunker Unit-2
was carried out.
• Entire foundation within boiler cavity has been taken up before
start of Boiler erection
• Boiler erection of Unit-1 & 2 work started.
• Chimney U#1 achieved height of 233 meter.
• First time in PSWR, establishment of independent safety Park is in
progress, which consists of following
a) Safety induction training with audio & video facility
b) Job specific training center with audio & video facility
c) Display of all construction tools & tackles
d) Display of PPEs
e) Display of job specific safety posters/mandatory safety practice/golden safety
rules.
1x660 MW • Erection of MPH Main columns & truss completed on 5th Aug’20.
Bhusawal EPC • Boiler 4th tier CG structure (Columns, MBLs, HBs) completed on
30th July’20 & 5th tier structure erection started from 20th Aug 2020 with the help of
600MT HLHR crane.
• Work of TG column & deck resumed from 13th Aug’20 with
mobilization of migrant workers
• All boiler foundations made ready by 15/11/2019 (Sch 25/11/19)
and Boiler erection started on 22/11/19 (Sch 30/11/19) ahead of L2 schedule. With
this Company level milestone target of BES achieved for FY 2019-20.
• Boiler structure erection ( approx 2800/8000 MT) for Ceiling Girder
liftingcompleted (32%) within 3 months of start of erection.
• TG Raft completed 1 month ahead of Schedule.
• Chimney raft casting completed on 11/01/2020 (Sch 01/04/20) well
ahead of L2 schedule.
• Activities going ahead of L2 schedule-
 ESP pass foundations
 Bunker Bay foundation& Bunker Erection
 CHP Erection
 ID, FD & PA fan raft casting
 Mill foundations
Bhadradri 4X270 • COD of U#1 declared successfully completed on 5thJune’20. U#2

MW EPC Synchronized on 3rd July’20.
• Unit- 1 Full load
• Unit-2 & 3 Boiler light up
• Unit- 1 & 2 TG Barring gear
• Unit-1 & 2 Steam Blowing completion (Unit-2 Steam blowing
completed in span of 12 days.)
Page 8- 23
• Unit-3 Boiler EDTA Cleaning
• U#1,2,3 NDCT ready for operation.
• Unit-4 Boiler drainable hydro test
• DM Plant all 3 streams manual mode commissioning achieved, PT
plant avaialable for manual mode operation. Compressed air system commissioned &
available for operation.
• Unit-4 Stator lifting
Kakrapar 2X700 MW • U#3 LP rotors (LP1-2-3) alignment & coupling completed on 18th
Aug’20.
• Generation of additional revenue of Rs 14 Cr by taking up with customer/NBG by
PVC amendment.
• Received Best Safe Contractor Award
• Unit-3 TG Lube oil Flushing completed
• Unit-4 Generator rotor Thread-in completed.
2X800 NTPC Lara • 72 hrs Full Load Trial run of U#2 ESP completed on 12th July’20.
ESP
NTPC Ramagundam • HLHR crane – 1600 MT capacity crane used for erection of ceiling
girder, it was placed outside the boiler cavity between U # 1 & U # 2 boiler to feed the
both units from the same location.
• Best practice used in Materials Management for materials stacking
- Piping Materials stored on Concrete Floor
• 135MT erected in single lift by assembly of Transition header with
Buckstay in Unit-1
• First time fabrication & erection of Titanium clad MS flue cans of
chimney is being carried out.
RFCL Ramagundam • Silent HRSG Steam blowing completed successfully on 29th July’20.
NTPC Korba FGD • Topographical survey completed.
NTPC Mouda FGD • U#1 Absorber foundation completed on 4th June’20.
Services and R&M • NTPC Korba ESP R&M:- Contract Closing Points (CCP7) received for
all 3X00MW Units against Ash handling systems.
• SAS :- Carried out machining of Compressor blades of 500MW
Generator at CSPGCL, Marwa first time in BHEL. This has earned customer
appreciation for saving crores of revenue loss.
• During lockdown period to till date SAS dept continued providing
services to customer. So far SAS has completed total 5 sites COH jobs (Marwa,
Hindalco, Vindhyachal, Bhilai, Raigarh) and running 05 more sites ( hindalco, Khandwa,
amarkantak, sikka, Sarni ).
• 31overhauling project executed and 05 sites running at present with
technical manpower of 21 Nos.
• Cycle time Reduction achieved in 08 Projects.
• Expected rise in order booking (for Services Job) compare to previous year
= 28%
• Re-entering business with Pvt Customers and securing order from JPL,
Avanta (Adani), Tata Mundra.
• Rs. 62 Crores value direct order booked by SAS Nagpur
Contract Closing • Mixed Scraps and Temporary constructions disposed through auction at
Highlights various closed/closing sites yielding a profit of Rs. 21 Crs to clear the site.
• 1140MT Ferrous Scraps despatched to CFFP, HWR yielding profit of Rs. 3.0
Page 8- 2
Crs (IUC) from various Closed/Closing sites.
• Withdrawn of Security & Site closing done at SPL Nashik, NTPC Sholapur,
GPPC Pipavav and GSEG, HaziraSites.
• 6x150MW, HINDALCO Mahan Contact Commercial issues settled and
Contract Successfully closed.
• Commercial settlement of Pending Recoveries at DB Power Raigarh and
IEPL, Bela Projects towards closure of the contract done.
•
PG Test • Mills - Koradi R&M (Deemed completion confirmation received from customer). With
this, Koradi all packages PG test completed
• Mill Reject Handling System (MRHS) - 1X800 MW GSECL Wanakbori
• Pre Treatment Plant - 1X800 MW GSECL Wanakbori
• Fuel Oil Transfer Pump House - 1X800 MW GSECL Wanakbori

Page 8- 25
GLOSSARY OF TERMS
ACR ANNUAL CONFIDENTIAL REPORT

AE ASSITANT ENGINEER
AOH ANNUAL OVERHAULING
BHEL BHARAT HEAVY ELECTRICALS LIMITED
BOPs BALANCE OF PLANTS
BPE BUREAU OF PUBLIC ENTERPRISES
BSC BALANCED SCORE CARD
BVCI BUREAU VERITS CERTIFICATION INDIA LTD
CAR COMMISSIONING ACTION REPORT
CEA CENTRAL ELECTRICITY AUTHORITY
CFT CROSS FUNCTIONAL TEAM
CIT COMMON INDUCTION TRAINING
CM CONSTRUCTION MANAGER
COH CAPITAL OVERHAULING
COM COMMERCIAL DEPARTMENT
CPMG CENTRALISED PROJECT MONITORING GROUP
CPIO CENTRAL PUBLIC INFORMATION OFFICER
CSI CUSTOMER SATISFACTION INDEX
DAS DATA ACQUISITION SYSTEM
ECs ENGINEERING CENTERS
ED EXECUTIVE DIRECTOR
EDTA ETHYL DIMETHYL TETRA ACITIC ACID
EMD EARNEST MONEY DEPOSIT
EL EARNED LEAVE
E-MAP MOVING AHEAD THROUGH
PERFORMANCE EPS EMPLOYEES’ PERCEPTION
SURVEY
ESS EMPLOYEE SATISFACTION SURVEY
ET ENGINEER TRAINEE
FEX FACILITY ENGINEERING DEPARTMENT
FIS FINANCE INFORMATION SYSTEM
FTA FIXED TENURE APPOINTMENTS
GGM GROUP GENERAL MANAGER
GM GENERAL MANAGER
GMP GENERAL MANAGEMENT PROGRAMME
HOD HEAD OF THE DEPARTMENT
HOF HEAD OF FUNCTION
HPL HALF PAY LEAVE
HQ HEAD QUARTER
HR HUMAN RESOURCE
HRDI HUMAN RESOURCE DEVELOPMENT INSTITUTE
HRM HUMAN RESOURCE MANAGEMENT
HRSG HEAT RECOVERY STEAM GENERATOR
HSE HEALTH, SAFETY & ENVIRONMENT
ICB INTERNATIONAL COMPETITIVE BIDDING
IMPRESS IMPROVEMENT PROJECT REWARD SCHEME
IOCL INDIAN OIL CORPORATION LIMITED
ISSO INFORMATION SYSTEM SECURITY OFFICER
KRA KEY RESULT AREAS
LAN LOCAL AREA NETWORK

G.1
LOI LETTER OF INTENT
LS LUMPSUM
LTC LEAVE TRAVEL CONCESSION
MCM MANAGEMENT COMMITTEE MEETING
MIR MANAGEMENT INFORMATION REPORT
MLLN MANAGED LEASED LINE NETWORK
MME MONITORING AND MEASURING EQUIPMENT
MOM MINUTES OF MEETING
MPLS MULTI PROTOCOL LABEL SWITCHING (A technology for WAN)
MR MANAGEMENT REPRESENTATIVE
MSX MANAGEMENT SERVICES DEPARTMENT
MUs MANUFACTURING UNITS
NCR NON-CONFORMITY REPORT
NPTI NATIONAL POWER TRAINING INSTITUTE
NTPC NATIONAL THERMAL POWER CORPORATION
O/H OVERHAULING
PEM PROJECT ENGINEERING MANAGEMENT
PG PERFORMANCE GURANTEE
PIS PERSONNEL INFORMATION SYSTEM
PMS PERFORMANCE MANAGEMENT SYSTEM
PMX PROJECT MANAGEMENT DEPARTMENT
PPE PERSONAL PROTECTION EQUIPMENT
PS POWER SECTOR
PSU PUBLIC SECTOR UNDERTAKING
PSWR POWER SECTOR WESTERN REGION
Q/A QUESTIONS / ANSWERS
QAE QUALITY ASSURANCE ENGINEER
QLY QUALITY DEPARTMENT
QMER QUALITY MANAGEMENT EFFECTIVENESS REVIEW
RCA ROOT CAUSE ANALYSIS
ROD REGIONAL OPEARATION DIVISION
R&M RENOVATION AND MODERNISATION
RSC REGIONAL SERVICE CENTRE
RSM REGIONAL SERVICE MANAGER
RTI RIGHT TO INFORMATION
SAR SITE ACTION REPORT
SAS SERVICE AFTER SALES
SER SERVICES DEPARTMENT
SOX SITE OPERATIONS
SMP STRATEGIC MANAGEMENT PROGRAMME
SOMS SITE OPERATING MANAGEMENT SYSTEM
SSBG SPARES AND SERVICES BUSINESS GROUP
T&P TOOLS AND PLANTS
TO TURNOVER
TPH TONS PER HOUR
TSX TECHNICAL SERVICES DEPARTMENT

G.2
Bharat Heavy Electricals Limited
Powering Progress… Brightening Lives… Touching Every Indian Home…
Bharat Heavy Electricals Limited

‘Shreemohini Complex’
345, Kingsway,
Nagpur – 440 001
Phone: +917123048600-604
Fax : +917123048698/99

Position Report of PSWR: Cii Efqm Model For Business Excellence-2020

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POSITION REPORT OF

BHARAT HEAVY ELECTRICALS LTD.

POWER SECTOR-WESTERN REGION

Sl.No. Criteria Page Nos.

ORGANISATIONAL PROFILE................................O.1 – O.6

4. PARTNERSHIPS & RESOURCES…...................4.1 – 4.10

5. PROCESSES, PRODUCTS AND SERVICES… 5.1 – 5.12

6. CUSTOMER RESULTS........................................6.1 – 6.10

7. PEOPLE RESULTS..............................................7.1 – 7.6

8. SOCIETY RESULTS.............................................8.1 – 8.3

9. KEY RESULTS…..................................................9.1 – 9.8

10. GLOSSARY OF TERMS…………………………. G.1 - G.2

Power Sector Western Region

Power Sector-Western Region (PSWR) has a geographical domain covering Gujarat,

 Installation of Power Plants (Thermal, Hydro, Gas and Nuclear)

Power Sector Western Region

Fig O-1 – Key Customer Profile

To meet the growth profile,

Power Sector Western Region

Senior Management Middle Management

Power Sector Western Region

Power Sector Western Region

Power Sector Western Region

Leadership encourages participation in learning forums like ‘Best Practices Workshop’. 10

1c. Leaders engage with external stakeholders

Stakeholders Interaction forum Frequency Purpose/Type of feedback Results

Leaders encourage people to get membership of Professional Bodies / Internet Connection to

PSWR leadership promotes and supports environmental improvement activities by improving

1d. Leaders reinforce a culture of excellence with the organisation’s people

Fig 1-8: Improvements in Operation

Power Sector Western Region

 Internal Customer Satisfaction Survey  Strategic Plans / Business Corporate

 Employee Benefit Policies Plans)

 Annual General Meeting Site level

Power Sector Western Region

 Associates (Suppliers, Sub-contractors):

Strategic planning focuses on stakeholder needs, developments in Power Market, change in

2b. Strategy is based on understanding internal performance and capabilities

 Structured meetings and by participating in Workshops like Best Practice Workshop, TQ

Analysis of annual performance of projects, physical and financial performance, TQ self-

Power Sector Western Region

Further various inputs are used as given below:

Power Sector Western Region

Strategic Objective/ CSF Key Business Process Process Owner Reviews

Fig 2-6 Communication forums for Strategy

3a People plans support the organization’s strategy

Manpower Recruitment/ Induction Performance Rewards & People

Fig 3 – 2: HR Function Process Map

 Regular induction of ET’s and ST’s as per projected manpower requirement

Power Sector Western Region

Manpower for the region is augmented from the following sources:

Employee Category 2018-2019 2019-2020

Power Sector Western Region

3b. People’s knowledge and capabilities are developed

Fig 3 -8 Schemes for Enhancing Employee Knowledge

Senior Executives are also exposed to developmental programmes conducted by HRDI.

3c. People are aligned, involved and empowered

Department Target Basis

During midterm reviews of e-MAP system, performance of individuals is reviewed. During

3d. People communicate effectively throughout the organization

3e. People are rewarded, recognized and cared for

4. PARTNERSHIPS AND RESOURCES

4a. Partners and Suppliers are managed for sustainable benefits