Strategies for Performance Improvement for Distribution Utilities Role of Technology and Operational

1
Strategies for Performance Improvement for
Distribution UtilitiesRole of Technology and
Operational Practices

• Vivek Singla
• North Delhi Power Limited
• 1st July, 2008

2
Presentation Flow

• Part I - Introduction to NDPL
• Part II - Reform framework Business Model
• Part III Challenges Faced by NDPL
• Part IV - NDPLs Business Strategy Improvement
  Initiatives

3

• Part I
• Introduction to NDPL

4
Geographic Description
Joint Venture of TATA Group with Delhi
Govt.5149
5
NDPL Profile
6

• Part II
• Reform Framework

7
Road to Reform Privatization

• White Paper In 1999, a high level committee
  produced a white paper on Privatization and
  Restructuring, which was approved by Government
  of Delhi (GoNCTD) for implementation.
• Bidding Process In 2001, based on the acceptance
  of the process by the Cabinet, Employee Unions,
  Consumers of Delhi, Media and potential
  investors, GoNCTD went about configuring the
  bidding process.
• Participants in Bidding Out of 11 who
  participated, Six investors were short-listed
  after qualifying stage - Tata Power, BSES,
  Reliance, CESCON, AES, CLP.
• Bid Submission In April 2002, only 2 companies
  viz. Tata Power and BSES submitted the bids.
• Privatization In July 2002, Privatization was
  effected.

8
Delhi Reform Framework

• No precedent of successful Privatization
  elsewhere in the country Orissa Privatization
  had failed
• DVB main challenge was high ATC Losses
• DVB Balance Sheets restructured working backward
  from Tariff Supportability
• ATC Loss Reduction Targets 53 to 31 in 5 years
  (Public Interest)
• 16 RoE subject to achievement of Targets.
  Downside 100, Upside 50 share
• Regulatory Risk Mitigated
• Normative Tariff Order (prior to bidding) fixing
  the principles of Cost Recovery Return
• Regulator consulted prior to unbundling and bound
  by Transfer Scheme
• Funding of Terminal Benefit Liabilities Other
  Contingent Liabilities

9
Delhi Reform FrameworkCont

• Employee Uncertainty addressed through Tripartite
  Agreement
• Clean Balance sheet transferred
• Past liabilities on DISCOMs capped at Rs. 1 cr
  per annum
• Past Receivables belong to GoNCTD Collection
  Commission 20
• Power to settle old disputes limited
  delegation to DISCOMs
• For 5 years DISCOMs to concentrate on reducing
  ATC Losses and Network Improvement and Transco
  to continue with Bulk Power Purchase

10
Delhi Reform FrameworkCont
Delhi Vidyut Board (DVB)
Assets Liabilities Equity

• All the assets and liabilities of DVB are
  acquired by GoNCTD

• All the liabilities of DVB are transferred to
  Holding Company, entire Equity of Holding Company
  is issued to GoNCTD

Holding Company (DPCL)
GoNCTD

• All the assets are transferred from GoNCTD to
  successor entities. Assets assigned a value equal
  to serviceable liabilities

• Equity and Debt in the successor entities, equal
  to the value of Serviceable liabilities is issued
  in favor of the Holding Company.

GENCO Indraprastha Power Generation Company Ltd.
DISCOM-I BSES Yamuna Power Limited
DISCOM-II BSES Rajdhani Power Limited
DISCOM-III North Delhi Power Limited
TRANSCO Delhi Transco Limited
Offered for privatization - effective July 2002
11
Business Model Financial Support From Government
During Transition Period
Revenue from retail supply (Less due to present
losses)
Expenses and return Expenses approved by
Regulator Return Guaranteed 16
DISCOM
Balance amount for Bulk Supply Purchase (DISCOMs
Paying capacity)
Loan From Government The Transitional Support To
make up loss
Payment to GENCO
TRANSCO
Financial support of Rs. 3450 crores by GoNCTD to
DTL in the form of a loan aggregating over the
next five years.
12
Institutional Mechanism- at the time of
Privatization w.e.f. 1st July 2002

• Loan Agreement of Rs 552 crores signed between
  NDPL Holding Company DPCL, as part of the
  purchase consideration.
• Bulk Supply Agreement between Govt. owned Delhi
  Transco Limited (DTL) and NDPL.
• Bulk Supply Contracting by DTL on a best-endeavor
  basis.
• No penalty for shortfall in supply or purchase.
• L/C and Escrow to be offered as payment support
  by NDPL to DTL
• DTL assures arrangements against forecast, prior
  to every season at Regulators meet and Secretary
  Power, GoIs reviews.
• Financial support of Rs. 3450 crores by GoNCTD to
  DTL in the form of a loan aggregating over a
  period of five years.

All agreements in place Government's
involvement was of a few officers at the time of
Privatization.
13
Key Features of NDPLs Business

• License based Regulated business license for 25
  years.
• Top and Bottom line regulated business wherein -
• Regulator approves the Capital expenditure,
  Revenue expenses and RoE (provided the annual
  committed ATC Loss level is achieved)
• Retail Tariff to remain same throughout Delhi
  till Mar 2007 irrespective of differential ATC
  Loss reduction amongst Discoms. MYT Order
  implemented Mar 2007 onwards.
• Key Success to reform was Commitment to reduce
  ATC losses by 17 over 5 years and to bring down
  the losses from then determined 48 to 31 by end
  of Mar 2007. Further, in second control period
  (MYT 2007-11), losses to be reduced to 17 by
  March 2011.

Both top and bottom lines of the business is
capped with restrictions on expenditure and
ceiling on returns.
14

• Part III
• Challenges faced by NDPL

15
NDPL In July 2002
BURGEONING LOSSES ATC/Theft losses range
between 53 to 60 (approx. 10 crores/ day).
Dilapidated distribution network couple of
transformers and plenty of cables bursting every
day. Approx 10000 No supply complaints per day.
Only 48 Street Lights functional.
Reportedly harassed consumers with poor fault
management system, wrong billing, inadequate
payment channels - a back log of 1,00,000 billing
complaints and 20,000 new connections.
A work force of 5638 employees with very little
skill sets available.
Absence of key management functions like hr,
finance, governance etc.
Lack of accountability, initiative service
attitude.
No administrative infrastructure and dilapidated
/ un-sanitary buildings / offices
Poor condition of consumer records consumer no
where in focus- 50 of consumers had some form of
an error.
16

Challenges addressed through PPP Model

• High ATC losses
• Incentive to overachieve Targets
• Penalty for not achieving Targets
• Solutions need to be sustainable requiring long
  term approach
• High Capex Involved in Technology
  Interventions-HVDS, SCADA, AMR
• Effective Enforcement by follow up in Courts
• Flexibility for Settlements (out of Courts)

• Lack of Service Orientation
• Public Tolerance is high with Electricity Boards
  less with private players
• High Expectations from private players push
  performance

Reliability of Supply Needs huge Capex to
modernize Networks
Regulation Issue of Regulators autonomy can be a
problem when public sector is to be regulated
Pressure to perform Subsidies are easy way out
for SEBs but not for private players
17
Consumer Interfacing
Its been a challenge meeting the consumers
expectations, and perceived to be responsible for
actions of others.
18
Stakeholders Expectations
Advent of consumerism and consumer delight in
retail electricity distribution
Consumers
Safety enhancement of their investment
/ Ventures
Investors
Compliance to billing, metering,
tariff Regulation performance
standards Balancing the development
stakeholders Interests.
DERC
Early success of the reform and
privatization Process
Government

• Better working conditions
• Personal and professional development
• Empowerment at all levels
• Enhanced communication
• Improvement in compensation incentives

Employees
19
Consumer Interface with Distribution Utility
We needed to know our consumers priorities
20
Way Forward Changing Roles

• From arrogance of Monopoly to Softness in
  competition.
• From Activity to Result (measurement)
  culture.
• Efficiency to Effectiveness.
• From Reactive to Proactive approach.
• Quantitative to Qualititative approach.
• Using Hierarchal authority to authority of
  Expertise and Concern.
• We have always done this way to we can do
  differently.

21
Emerging Trends in Automation

• Enterprise application (ERP)
• Automatic Meter Reading (AMR)
• Geographic information System (GIS)
• Communication Infrastructure
• Grid Station Distribution Automation
• SCADA/EMS/DMS
• Outage Management System (OMS)
• Integration with Enterprise Application

22

• Part IV
• NDPLs Business Strategy
• Improvement Initiatives

23
Sustained Initiatives for ImprovementA
Step-by-Step Approach
Poor Consumer Services
A T C Losses
Identification of 3 Broad Areas for Improvement
Network Constraints
24
Strategic Roadmap pillars for 2002-07
No planned exp. on infrastructure improvement
past 3yrs
1,00,000 backlog complaints
5400 erstwhile DVB staff with Unfavorable working
conditions
gt50
25
Information Technology Roadmap
50 OFFICES
WEB
C O M M N E T W O R K
D I SASTER RECOVERY
26

• System Reliability
• Technological Interventions

27
Power Supply Improvement - Initiatives
Newly Installed State of Art VCB
28
Power Supply Improvement Initiatives Cont
Ring Main Units Installed for the first time in
Delhi
New Ring Main Units
Old Switch Gears
11Kv distribution panels being replaced with
state-of-the-art SF6 gas filled Ring Main Units
29
Power Supply Improvement Initiatives Cont
Revamped Substations
30
Power Supply Improvement Initiatives Cont
Immediate restoration of Power Supply made
possible by Mobile Transformer Units
31
Breakthrough Initiatives

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

Delhis first unmanned grid
NDPLs SCADA Center
Delhis first packaged station
32
SCADA Features

• SCADA
• - Control Monitoring of all grid stations
• - Grid stations are Unmanned
• -Load shedding on predefined time from SCADA
• -ABT interfaced with load shedding and
  forecasting
• - Grid/Area wise Energy Audit
• EMS Applications
• - State Estimator
• -Contingency analysis
• DMS Application
• Fault isolation restoration
• Switch procedure management
• On line power flow Analysis
• Votl-var control

33
Benefits of SCADA
Financial Benefits Quick restoration ? Reduced
interruption ? More energy sold Optimised network
design ? Being evaluated Leasing communication
network ? Alternate revenue stream Remote ops ?
Unmanned stations ? Reduced admin/salary costs
Operational Benefits Reduced Outage
Time Switching Restoration Time ? Improve
SAIDI, SAIFI Reliability of Supply ? Improve
Customer Satisfaction GIS OMS Integration ?
Improve Customer Service Load Forecasting
Scheduling ? On Day Ahead Basis
Safety Benefits Enhanced Life of
Equipment Safety Tagging PTW ? Eliminate
Parallel Operation Back-feed Network Mapping ?
Optimised Load Transfers Equipment Monitoring ?
Optimize Maintenance Network Parameter Monitoring
? Eliminate Overloading Outage
34
Embracing New Age TechnologiesGeographical
Information System

• GIS used primarily for the following 3 purposes
• New Connection Management and other consumer
  services.
• Immediate Redressal of No Supply Complaints
• Network Planning Management

• All Utility network assets including Grids,
  Substations, Feeder Networks are mapped.
• Global Positioning System is used for accurate
  positioning of assets which is critical from
  operational point of view.
• All Consumers as available in CRM of the NDPL
  are geographically captured.
• Consumers LV network feeding points
  (poles/pillars) are marked on the map.

35
Benefits Reaped from GIS

• System Improvements schemes being built on GIS
  which resulted in savings of approximately
  Rs.30,00,000 in the very first system improvement
  scheme approx. ten (10) percent of Scheme value
• Direct Savings/Benefits derived out of our GIS
  project Rs 12600000/- in the very first year of
  completion of project
• Arrears worth Rs 1,94,57,393/- were recovered
  using the location map extracted out of GIS.
• Technical feasibility time has reduced
  drastically leading to increase in customer
  satisfaction.
• Total investment - Rs. 3.7 Crores
• Savings - Rs. 3.5 Crores
• Payback Period - Approx. 13 months

36


Integrated Business Processes




37

• Operational Practices
• Consumer Services

38
Strategic Approach BPR
BPR Approach
Commercial Operations
Technical Operations

• Decentralized
• Empowerment to Zones
• Profit Center

• Centralized
• Consumer Segmentation
• Benchmarking for
• Consumer Service

Zones and Districts are our consumer interface
be it power supply or any commercial issue. THEY
OWN THE CONSUMERS
39
BPR - Revenue Cycle Processes
Commercial Process Reengineering an industry
first!
40
Strategic Approach Consumer Segmentation
Consumer Segmentation
High Consumer Base (HCB)
High Revenue Base (HRB)

• Centralized Approach
• Maximize Technological
• Minimize Human Intervention
• Reducing Consumer Footfalls

• Personalized Approach
• Account Manager
• Value Added Services

Consumer Segmentation - differentiated delivery
of services as per the specific needs of each
segment.
41
Reaching out to consumers...
SMS based Fault Management System -significantly
improved the fault Restoration time
Advance Intimation to consumers - load
shedding schedule in event of Grid Shortages
42
Sanchar Informing the consumer
Sanchar mobile vans disseminates information
regarding planned shutdowns and breakdowns.
Ndpl has used the age old munadi concept to
inform its consumers about planned shut down
break downs.
Information before hand.
43
New Connections - Home Delivery

• Field Service Executive (FSE) visits the
  consumers premises and completes all formalities
  for new connections.

New Connection at Door step

• Meter Installation through VAN Model initiative
  towards enhanced output, each Van installs about
  7-8 meters per day.

Meter Installation Van
Initiatives towards expediting energization
period of new connections
44
Enhancing Consumer Convenience
22 Fully networked Consumer Care Centers for
quick redressal of Consumer complaints. Each
District Consumer Care Centre has a Relationship
Officer who is a qualified MBA
45
Payment Avenues Consumer convenience

• Payment avenues increased from 20 at the time of
  takeover to 1100 now.
• State of the art Collection centers instituted
  with all civic amenities.

• Consumer comfort redefined with Automatic
  Cash/Cheque Collection machines

• Payment of Energy Bills through website also by
  credit cards website certified as secure by
  Verisign.

46
Revenue Discipline - Differentiated Bills

• Bills reflecting the Arrear Status of consumers
  
• Disconnection Notice goes along the Red Bill
  which leads to optimization of costs also.

- social stigma attached to it.
Concept of Consumer Credit Rating also being
Introduced
47
Transparent sharing of information The SUGAM
Experience

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

• Now through Website 100
• Consumers can -
• View Bill
• View Consumption Graph
• Print Duplicate Bill
• Make payment

48
Dedicated Call Centers

• Call centre for
• No Supply Complaints (247)
• Ph No. 66404040
• Street Light related complaints
• Ph No. 66404444
• Call center for
• Bill Meter Related Complaints
• Ph No. 66111912

49

• Reducing ATC Losses

50
Electronic Meters- a correct tool

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

Old Meters
New Meters
Mass Meter Replacement Approx 9,00,000 Lacs
meters replaced till date
51
Metering Systems plugging the Revenue leakages

• Meter Repository System - each Meter is issued
  against a specific K No. based on a random
  selection through a customized application.
• this eliminates the probability of misuse
  installation at misdirected place institutional
  check on manipulation.

• 60 of the Revenue gets generated through
  Automated Meter Reading (all high end consumers gt
  15 kW)
• Pre paid Metering enables consumers to track
  and monitor their consumption.

MRS Screen shot
Prepaid meter
GSM Modem with meter
52
Power Theft Control Initiatives

• Electrification on HVDS and LT ABC network To
  prevent tapping in theft prone areas and reduce
  technical losses
• New Connection Camps in slums
• DT wise Energy Accounting for calculation of
  Transformer wise ATC Losses

HVDS Implementation
Removal of Hookings New Connection camps for
slum dwellers
LT tapping
53
Theft Control In NDPL Interest

• Restructuring the Enforcement Department,
• Constitution of EAC (Enforcement Hearing
  cell)
• District wise Enforcement teams
• Strengthening of Revenue Recovery Group
• Enhanced advocacy with Police Headquarters
• Institutionalize establishment of Special Courts
• Social advocacy (consumers awareness about the
  harm caused by theft and are encouraged to
  facilitate in curbing the thefts.

Theft Control, need of present
Support for Enforcement

• CEA Regulation making STATIC meter mandatory.
• CISF support
• Amendment in Electricity Act2003.

54
Other Schemes
Sankalp
Scheme was launched with objective of improving
Billing and Collection Efficiency through
increased Employee participation
JJ Cluster Scheme
Sahyog
This Scheme (Franchisee) was launched to reduce
ATC losses in clusters of low income group
habitats.
55

• Contribution from Zone/District
• Zones develop and suggest their action plan, by
  including, but not limited to, the following into
  their strategy for reducing the ATC losses in
  their respective zones
• HVDS Implementation
• LTABC Implementation
• Local Enforcement
• Load shedding
• JJ cluster connections through advocacy with area
  MLA/NGO etc

56

• Change Management
• Performance Orientation

57
Initial Challenges in July 2002Human Resources
Administration

• An anxious workforce, disillusioned with the post
  privatization scenario.
• No Corporate structure with absence of key
  functions such as HR, Finance, Commercial etc.
• Poor working conditions and unhygienic Building
  Environment.

The foremost priority was to earn the Right to
Govern in the psyche of the employees by
developing a sense of assurance in their combined
ability.
58
The Legacy inherited as on 1st Jul, 2002

• Huge manpower strength of 5638 employees
  (none of whom)
• Lack of accountability, initiative and
  service attitude
• Poor employee data bank
• Erratic nature of promotions and transfers
• Non-existent training facilities
• Multi-levelled hierarchy with only a handful
  executives
• No corporate structure in existence for
  functions like hr, admn.
• Ambiguity of roles and responsibilities
• Dilapidated / unsanitary buildings / offices
• Absence of employees welfare activities
• Ineffective attendance system
• Large gaps with reference to TATA work
  culture

59
Organization Structure Manpower

• Management Audit conducted through a reputed
  external agency to gauge the expectations of the
  inherited employees.
• Organization Structure defined, with clear
  Manpower Planning for each department
• Voluntary Separation Scheme introducedtowards
  right sizing the organization.
• Induction of New Talent ETs MTs as catalysts
  for the Change Management.
• Set up of Vigilance Internal Audit groups for
  institutionalizing organizational discipline.

Corporate set up in place focus on Roles
Responsibilities through specific JDs KRAs of
individuals
60
NDPL Corporate BSC (OPMS)
F1 Achieve prescribed rate of return - Be EVA
Positive
5
F2 Grow revenue in non-regulated business
F4 Enhance sales thru partnerships e.g. time of
day tariffs etc.
F8 Reduce cost to serve
F7 Reduce unit cost of power purchased
10
15
Financial
20
F6 Reduce fixed cost of network per input unit
10
F5 Reliability of supply
F3 Reduce commercial ATC losses
40
30
C3 Low Revenue Base
35
20
10
C1 -High Revenue Base
C2 -Government
C4 -Franchisees

• High reliability
• Accurate metering/billing
• Timely connection
• Convenient payment modes
• Timely information
• Flexibility
• Prompt redress

Customer

• 24 x 7
• Premium service quality
• Promptness
• Reducing cost
• Communication

• 24 x 7
• Premium service quality
• Promptness
• Reducing cost
• Communication
• Flexibility

• Fair margin return
• Fair terms
• Hand holding

20
15
30
15
20
Cost Leadership
Advocacy
Loss Reduction
Customer Relationship Management
Service Delivery
P1-Ensure effective enforcement
P22-Identify lower cost finance
P18-Right size organisation to improve
productivity
P7- Ensure adequate supply to meet load
P11- Ensure meter replacement
P15- Convenience
40
15
P4-Brand building
20
20
15
P23-Improve treasury management
P2- Achieve opinion/environment shaping
P26-Identify cheaper/ alternate power sources
P8- Ensure network availability
P12- Effective billing recovery
P16- Transparency
40
10
P19-Optimise procurement process
25
30
P5-Policy advocacy
Internal Process
P24-Improve capital efficiency
25
P9- Timely connection
P13- Effective enforcement
P17- Effective/timely grievance handling
P3-Consumer communication
P20-Identify savings from outsourcing
15
20
20
30
10
20
100
P25-Improve project management processes
P10- Reliable billing
P6-Advocacy for enhancing consumer base
P21-Identify process cost improvements
10
25
10
L2- Infrastructure
L1- Staff competency
L3- Culture
-Upgrade the workforce -Communicate
expectations -Change attitudes (ownership /commitm
ent/customer focus
-Recruit/retain the best people -Identify
develop key people -Enhance employee engagement
-Achieve 100 automated processes -Drive
business excellence -Improve decision making thru
KM - Capture disseminate external knowledge
-Encourage innovation creativity -Make work
environment productive, conducive to
performance -Imbibe the value system
Learning Growth
61
Organizational Performance Alignment - Catch
Ball Theory
VISION MISSION
O P M S
CORPORATE MIS
Mapping the Initiatives thro Perf. Scorecards
D P M S
5 Grp.
3 Grps.
Dst.,Zn
TSP
5 Grps.
6 Grps.
9 Grps.
I P M S
JD/KRA.
JD/KRA
JD/KRA.
JD/KRA.
JD/KRA.
JD/KRA.
JD/KRA.
62
Institutionalizing Performance Management
Implementation of SAP SEM - Management Cockpit
Data Warehousing through applications such as
SAKSHAT, DEBS, BBS etc.
Query for report from Different systems
Systems
63
Review Improve

• Goal Setting
• Revisiting of Measures, Targets Initiatives for
  FY08-09
• Every Functional Review through BSC
• Rolling of all Functional Corporate BSC through
  SAP
• Link all Issues to the Measure of BSC
• Institutionalization of Departmental Scorecards
• used as Review Tool
• Widening scope to cover AMCs

64
District/Zonal Scorecard
Knowledge and Learning sessions conducted
sharing of best practices among the zones
65
Grid Score Card
Not Complete, for Illustration purpose only.
66
Projects Scorecard
Deployment of Corporate Divisional Balanced
Scorecard from April 2006.
67
Monitoring ATC Losses
Not Complete, for Illustration purpose only.
68
Employee Competency Development

• Instituted HRDI as the Learning and Resource
  center.
• Training Need Identification through the
  Performance Appraisal system itself.
• Institution of CENPEID in association with
  USAID to cater to the training needs of its own
  and other SEBs employees.
• Training Policy formulated 6 days for
  executives and 2 days fro non executives.
• Peer to Peer exchange programs in association
  with USTDA for sharing of best practices and
  knowledge.
• Initiation of CFT approach for handling
  critical concerns cutting across departments.

69
Internal Communication

• Joint Interaction Forums constituted for
  effective two way communication.
• LGIE in association with ACCORD participation
  across all levels of employees.
• Introduced Town Hall Meetings unstructured
  reviews aimed at two way communication.
• SURKHIYAN monthly news bulletin for employees.
• SARTHI forum for resolution of Grievances
  instituted.

Policies on Ethics, Harassment standardization
of rules through Leave Travel Policy.
70
Institutionalizing Knowledge Management SANCHAY-
KM portal

• Facilitates exchange of information, ideas among
  the employees.
• Forum for logging ideas and suggestions for
  improvement in processes.
• Databank of Sectoral other information.
• Facilitates opinion polling on various issues
  among the employees within the organization.

An organizational initiative towards Capacity
Building!
71
Triggers (meetings, audits, benchmark,
stakeholder expectation, targets)
Decentralized approval system
Approval !
We worked on it !
We have done it
I / We gotta idea
SHINE Systematic Holistic Initiative at NDPL
through Employee Engagement
72
Applying the A-D-L-I approach to Organizational
Excellence
73

• Other Value Added
• Initiative

74
Energy Conservation Initiatives
Energy Saving CFL Launched the Scheme for
Energy Conservation in association with M/s
Phillips
Energy Saving TIPS to Consumer
75
Privileged Consumers
Recognizing and Rewarding Privileged Consumers
More value than just electricity
76
URJA- Electricity Gift Scheme
WEDDING ANNIVERSERY
FESTIVALS
Birthday
FROM DIWALI TO HOLI ON ALL OCCASIONS TO
CELEBRATE GIFT URJA
77
Community Initiatives
Organization of free Health camps for Industrial
workers in NDPL areas such as Bawana, Narela,
Wazirpur etc.
SoS, an NGO has adopted Bawana as one of the 131
villages across India, in association with NDPL.
Active support to MSSI of India

• Blood Donation Camps Regular Blood Donation
  camps organized in association with Red Cross
  Society.

NDPL is about to release a global invitation
seeking partners for CSR activities in NDPL area.
78
Consumer Driven Initiatives

• Load Enhancement Drives
• Meter Replacement Drive (removing the myths
  related to the electronic meters)
• Internal Wiring Checking Campaign
• Energy Conservation Campaigns

Providing Helping Hand to Consumers. . .
79
Building RelationshipCommunicating with Consumers
Regular Interaction with Public representatives M
eeting with RWAs on 1st Saturday of every month
at each NDPL District office

• Addressing Consumer Concerns
• No Dues Cell
• Enforcement related Personnel Hearing Cell
• Personal Hearing Forum for complaints related to
  new connection, metering and billing problems

80
Building RelationshipCommunity Services Energy
Club

• Energy Conservation Camps implemented in schools
  with children participating and becoming NDPL
  ambassador in promoting Energy Conservation.
• Energy Club Launch of 3rd Phase
• 50,000 students have been sensitized till date
• partnership with 50 schools at present
• 1,25,000 students would be sensitized in 3rd
  phase
• Urja Melas are regularly organized where
  competitions are held between participating
  schools.

81

• Excellence
• Recognized

82
(No Transcript)
83
Young NDPL Mature Achievements

• Asian Power Awards 2006
• Excellence in Service Enhancement

Recent Awards ICWAI has recognized NDPLs efforts
at Cost Management by awarding first rank for
National Award for Excellence in Cost
Management -2007 under the category of Service
Sector. NDPL has won the prestigious Edison
Electric Institute (EEI) 2008- Edison Award
for implementation of GIS.
2nd Best Power Distribution Utility Award
Instituted by Ministry of Power (GoI)
CII EXIM AWARD 2005 Strong Commitment to Excel
Declared the most Admired Organization in the
Pvt./Joint Sector by Power line News
Magazine. Created History by Scoring 516 Score
in the first attempt itself in the TATA Business
Excellence Model.
84
Other Awards
CIO AWARD FOR BEST BILLING SYSTEM
Public Lok Adalat Award for the highest
settlements
Intelligent Enterprise Award For IT initiatives
Transparency in Billing System
Award for Corporate Social Responsibility
AESIEAP CEOs Award for Business Excellence
85

• Thanks
• Lets have interaction..