How has your teams work resulted in simplicity?

(Describe both qualitative and quantitative information along with performance on time targets)

The efforts of our team have translated into simplicity through a multifaceted approach aimed at
enhancing operational efficiency. By meticulously analyzing our operations, we identified key areas such
as Customer Service, Meter Reading, and Billing. We streamlined processes to simplify the identification
and management of debtors, totaling 148.1 Million in FY 21-22. Historical data reveals a consistent
struggle to attain full revenue realization, with the region never achieving 100% in the five years prior to
our intervention. However, our concerted efforts have yielded significant improvements, resulting in a
remarkable 100.45% revenue realization in FY 22-23 and further enhancing to 100.53% in FY 23-24,
underscoring our commitment to efficiently manage debtors, which amounted to 131.6 Million in FY 23-
24, and maximize revenue streams within the time targets.

Was your teams work timely, on schedule and delivered in full? What were the challenges to
achieve this?
(Provide both qualitative and quantitative information)

We achieved our targets with a remarkable 100.45% revenue realization in FY 22-23, further enhancing it
to 100.53% in FY 23-24. This underscores our commitment to efficiently managing debtors, reducing
from FY 20-21 (148.1 million) to FY 23-24 (131.6 million), and maximizing revenue streams.
Challenges included suspension of disconnection activities due to an AVVNL order during peak recovery
time. Additionally, more consumers stopped paying bills due to lack of awareness about the "Mukhya
Mantri Nihshulk Bijli" Yojna (Subsidy Scheme) launched by the government. Billing was delayed in
August '23 due to DC to DR activity, impacting approximately 26K consumers. The audit amount
provided by Discom resulted in increased debtors for 350 consumers, totaling 4.2 million rupees.
Government department delays in payment led to a substantial late payment surcharge (LPS) amounting
to approximately 10.2 million rupees, consequently increasing debtors by approximately 20% of the total.

How did your teams work contribute to the quality culture in secure?
(Provide both qualitative and quantitative information for enhancement,
awareness, systems, innovation etc for quality)

To achieve our target recovery of 2438 million within the fiscal year, cross-functional teamwork is
crucial. We've coordinated efforts with DISCOM to streamline operations and maximize efficiency.
Training sessions have enhanced our understanding of consumer behavior, leading to improved
satisfaction and a reduction in regular debtors from 36.2 million in March 2022 to 12 million in March
2024. Additional actions include:
1) In January 2024, our specialized teams were trained to enhance recovery efforts. We did it through
8000 phone calls, recovering 7.5 million, and through visits to over 2000 consumers and government
departments like PHED, PSL, DAM Division, Police, etc., we recovered INR 20.5 million.
2) NPC teams actively participated in the recovery drive, following up with 1314 debtors for potential
disconnection if necessary.
3) The recovery team handled 1987 cases, recovering 9.1 million.
These efforts have enhanced service quality, contributing to success in achieving Goals.

How well did your team work together? What were the challenges in working together and how
did you overcome them?
(Provide both qualitative and quantitative information and show team composition)

The teams collaborated seamlessly in the recovery drive, resulting in significant achievements:
1) The NPC team successfully handled 1,314 cases and recovered 3.1 million rupees.
2) The Collection/MRBD/CSC team collectively recovered 7.5 million rupees by making calls in 8,500
cases.
3) The Recovery team worked on 1,987 cases and managed to recover 9.1 million rupees.
Challenges overcome:
To address the challenge of NPC/CSC/MRBD and collection teams needing to fulfill their routine
responsibilities alongside revenue recovery tasks, we implemented a strategy. We identified non-peak
hours within their schedules and allocated this time specifically for completing the additional revenue
recovery work. This approach ensured that the teams could efficiently manage their workload without
compromising on their routine duties. Recognizing that NPC/MRBD teams lacked customer
communication skills, we swiftly provided them with training to enhance this crucial aspect within a short
timeframe.

What were the main challenges your team faced while doing the work?
How did your team overcome them?
(Both qualitative and quantitative information)

Main challenges we faced:

Suspension of disconnection activities mandated by AVVNL during peak recovery time.
High rates of late payments from various government departments.
Consumer resistance, leading to instances of manhandling.
How we dealt with them:
Despite the challenges, we achieved 100% realization through calls and visits, engaging consumers face-
to-face to raise awareness about payment schemes, particularly in rural areas. Additionally, we organized
five awareness camps, recovering approximately 2 million.
To address the high rates of late payments from government departments, we established a specialized
team solely focused on recovering payments from these entities, resulting in a recovery of 20.5 million.
In response to consumer resistance and instances of manhandling, we implemented DC through token
transfer using smart meter technology and applications. This innovative approach minimized direct
confrontations and ensured the safety of our team members (approx. 200 DC).

Exceptional Revenue Realization: Despite the suspension of disconnection activities, we achieved 100%
realization through calls and visits, along with recovering 20.5 million from government departments.
Our revenue realization increased from 100.45% in FY 22-23 to 100.53% in FY 23-24, reflecting our
commitment to maximizing revenue streams.
Operational Efficiency: We streamlined processes to simplify debtor identification and management,
resulting in a reduction of debtors from 148.1 million in FY 21-22 to 131.6 million in FY 23-24.
Additionally, our innovative approach of implementing DC through token transfer minimized
confrontations and ensured team safety, with approximately 200 DC implemented.
Collaborative Teamwork: Our cross-functional teams collaborated seamlessly, resulting in significant
recoveries. The NPC team successfully handled 1,314 cases, the Collection/MRBD/CSC team recovered
7.5 million rupees, and the Recovery team recovered 9.1 million rupees.
In summary, our work has not only led to exceptional financial results but also improved service quality
and safety standards. Our ability to overcome challenges, maximize revenue, and enhance operational
efficiency demonstrates our dedication and effectiveness. These achievements deserve recognition and
reward as they highlight our team's outstanding contribution to the organization's success.