CSPGCL

AN ORGANISATION STUDY AT CSEB, KORBA
INTRODUCTION TO THE INTERNSHIP

Work-study or internship (WS/I) programs are designed to give college students an opportunity to complement their formal education with career-related experience. Historically these programs have been initiated by universities as a formal part of their curriculum, however more and more students and businesses are taking an active role in organizing these beneficial programs. In order to compete in today's professional environment, students often need more than just a college degree. The lengthening periods of formal education for growing numbers of young people have changed the work/education pattern. In addition, businesses are putting pressure on schools to better prepare students for the actual requirements of their first position. These factors have created an increasing demand from students and universities for more and better internship experiences. The Society for Human Resource Management (SHRM) supports work-study and internship programs because they help prepare students to work effectively in the business world after graduation. Gaining real- world experience also helps the participants to make more informed career choices which will result in higher job satisfaction and higher productivity. SHRM developed this guidebook to assist its professional and student chapters to create new internship opportunities and to improve upon existing programs for the mutual benefit of all participants. One goal of the Society's student membership program is to increase the number of work-study and internship experiences available in human resource management (HRM). A greater number of internship opportunities will result in better placement of HRM graduates, and a higher level of experience and professionalism among these entry-level workers.
1 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE
INDUSTRY PROFILE
The CSEB, as already noted, is an integrated power utility responsible for generation, transmission and distribution of electricity in the State of Chhattisgarh. It was created on 15th November 2000, when the new State of Chhattisgarh was carved out of the erstwhile State of Madhya Pradesh. The CSEB is the State Transmission Utility and a deemed licensee in the State for electricity distribution under the transitional provision contained in Section 172(a) of the Electricity Act. The Government of India has agreed to the State Governments proposal for extension of time till 9th December 2006 for the CSEB to continue this status after which it has to be restructured. The Government of Chhattisgarh is required to functionally restructure the CSEB under Sections 131 and 132 of the Act. GENERATION The CSEB has a total installed capacity of 1423.85 MW of its own of which 1280 MW is thermal and 143.85 MW is hydel and co-generation. There has been no major addition to thermal capacity since the inception of the Board. Hydel capacity has also remained more or less stagnant with only a small addition. Installed Capacity The CSEB has three coal based, four hydel and one co-generation plant. The details of the plants, their capacity and vintage are as follows:
INSTALLED CAPACITY
Sl. No.
Name of Plant
Capacity (MW)
Date of Commissioning
KORBA (East) TPS Phase II Total Capacity: 200 MW
Unit 1: 50 MW* Unit 2: 50 MW* Unit 3: 50 MW*
September, 1966 May, 1967 March, 1968
Unit 4: 50 MW*
October, 1968
KORBA (East) TPS Phase III Total Capacity: 240 MW
Unit 5: 120 MW*
April, 1976
Unit 6: 120 MW*
April, 1981
KORBA West TPS Total Capacity : 840 MW
Unit 1: 210 MW
June, 1983
Unit 2: 210 MW
March, 1984
Unit 3: 210 MW
March, 1985
Unit 4: 210 MW
March, 1986
Hasdeo Bango HEP Total Capacity: 120 MW
Unit 1: 40 MW
March, 1994
Unit 2: 40 MW
November, 1994
Unit 3: 40 MW
January, 1995
Micro Hydel Power StationKORBA: Total Capacity 0.85 MW
1 X 0.85 MW
January, 2003
Gangrel HEP Total Capacity : 10MW
Unit 1: 2.5 MW
April, 2004
Unit 2: 2.5 MW
June , 2004
Unit 3: 2.5 MW
October, 2004
Unit 4: 2.5 MW
November, 2004
7 Kawardha Cogeneration
1 X 6 MW
September, 2006
Sikasar HEP
2 X 3.5 MW
September, 2006 First synchronization
Total Capacity: 1423.85 MW
The present thermal-hydel mix is about 91: 9, as against a desirable mix of 60:40. There is a need to increase hydel capacity, which will help meeting peak demand. In the absence of such mix, the licensee is compelled to go for purchase of costly power during peak hours. The Board has a share of 283.48 MW, including unallocated share of 49.48 MW, from central generating stations.
About CSPGCL 2.2 GOCG vide notification No. 1-8/2008/13/1 dated December 19, 2008 issued the Chhattisgarh State Electricity Board Transfer Scheme Rules, 2008 with effect from January 1, 2009 as per which Chhattisgarh State Power Generation Company Limited (CSPGCL) is responsible for operating and maintaining the state generating stations and also for installation of new power projects. Audited Accounts of the CSPGCL CSPGCL submits that audited accounts of erstwhile CSEB are available only till FY 2005-06. Company-wise accounts are available from January-March 2009 quarter. However these accounts are provisional. Further Financial Restructuring Plan (FRP) that formally allocates CSEBs assets and liabilities between successor entities is yet to be notified. In absence of the notified FRP, allocations of Assets and liabilities have been considered in accordance to the draft FRP submitted to GOCG for consideration. In view of the facts and circumstances CSPGCL requests the Humble Commission to provide it an opportunity for submission of additional information in future when more accurate information is available.
COMPANY PROFILE
The Chhattisgarh State was formed according the Madhya Pradesh Reorganization Act 2000. The President of India gave his consent to this Act on the 25th August 2000. The Government of India subsequently set the 1st November 2000 as the day on which the State of Madhya Pradesh would be bifurcated into State of Chhattisgarh and State of Madhya Pradesh. Chhattisgarh State Electricity Board was formed in accordance with the Section 5 of the Electricity Supply Act 1948 as per the Notification published in the gazette of the Government of Chhattisgarh dated 15th November 2000. Chhattisgarh State Electricity Board (CSEB) became functional w.e.f. 01.12.2000. Chhattisgarh State Electricity Board has been reorganized into following five companies in accordance with the provisions contained in the Section 131-134 of Electricity Act 2003 by the Govt. of Chhattisgarh vide Notification dated 19.12.2008. 1. The Chhattisgarh State Power Holding Company Limited 2. The Chhattisgarh State Power Generation Company Limited 3. The Chhattisgarh State Power Transmission Company Limited 4. The Chhattisgarh State Power Distribution Company Limited 5. The Chhattisgarh State Power Trading Company Limited The Chhattisgarh State Power Holding Company Limited became functional w.e.f. 01.01.2009.
Board of Directors-
NAME
DESIGNATION
P. Joy Omen
Chief
Secretary,
C.G
Govt.
& Chairman.
Subodh Office
Kumar IAS
Singh Managing Director.
Ajay Singh. IAS
Principal Secretary (Finance) C.G Govt.
Aman Kumar Singh
Secretary (Energy) CG Govt. & Director.
ENERGY POLICY
ENERGY POLICY OF CHHATTISGARH GOVERNMENT Introduction Availability of reliable and cheap power is absolutely essential for economic development of any developing State and consumption of electricity in a State is an important indicator of the stage of development of agriculture, industry and commerce in that State. Chhattisgarh is backward in agriculture and industrial sector due to historical reasons. Formation of separate Chhattisgarh State out of undivided Madhya Pradesh since 1st November 2000 has opened up immense possibilities for development of agriculture and industrial sector in the State. Therefore Energy Policy which is practical and realistic is essential to realise the above possibilities. Present Scenario Chhattisgarh is predominantly an agriculture-based State with more than 80% of its population being dependent upon agriculture. About 44% of the State is under forest cover with about 32% of the population being tribal. About 90% of the villages are electrified and most of the remaining villages are tribal dominated and come in forest areas. With irrigation being just about 17%, people are largely dependent on rains for agriculture. From the point of view of industrial development also Chhattisgarh is a backward State. Total installed capacity of the Power Plants of Chhattisgarh State Electricity Board (CSEB) is 1360MW, out of which 1240 MW is Thermal and 120 MW is Hydel. Thus the share of Hydel power is only about 9% of total capacity against the national average of about 24%. Average per capita electricity consumption per year is about 300 units which is very low compared to other developed States and also with national average Power consumption by high-tension (H T) consumers is about 64% of the total consumption, whereas agriculture consumption is only about 10%. Chhattisgarh State has about 14% of LT and 21 % of HT/EHT network of the undivided MP State as against the geographical area of about 30%. Lack of Transmission & Distribution network in several parts of the State causes problem of low voltage in interior rural areas.
Objectives of Energy Policy Chhattisgarh State is fortunate that it has surplus electricity and has immense possibilities of coal based thermal power generation. At the national level one finds several States suffering from serious power crises. Looking to abundant availability of coal in the state, Chhattisgarh would be developed as a 'Power Hub' of the nation from where power would be exported to other needy States. Due to historical reasons Chhattisgarh is backward in agriculture and industrial sector. One of the main reasons for this backwardness has been non-availability of cheap and reliable power in the State. State Government aims to ensure availability of reliable and cheap electricity to every section of society both in rural as well as urban areas, including the farmers, so that more and more electricity could be consumed within the State. State Government shall also provide quality power at reasonable rates to industries as per their requirement so that industries could flourish and pace of industrialization is accelerated. Main objective of our Energy policy is to accelerate the pace of development of the State and bring it at least at par with other developed States. Energy Policy Keeping in view the above objectives the State Government enunciates the following Energy Policy: I. Rural Electrification: To bring per capita electricity consumption at par with national level, State Government accords highest priority to providing electricity to all the villages and Majra /Tolas (Hamlets). Transmission & Distribution network shall be accordingly strengthened. Looking to the problems in electrification due to dense forest coverage, villages will be electrified through non- conventional energy resources where ever feasible. The following rural electrification program shall be under taken in line with National Policy in this regard:(a) Electrification of all villages and Majra/Tolas of the State would be completed by the end of 10th Five Yeas Plan i.e. 2007.
(b) Electricity to every household in the State would be available by the end of 11th Five Year plans, i.e. 2012. II. Energy for Agriculture Keeping in view the important role of agriculture in the State's economic development and low irrigation percentage, priority shall be accorded to energisation of agriculture pump sets. For this purpose, where power lines exist and the required formalities are completed by the farmers, energisation of their agriculture pumps shall be done within a fixed time- limit. Where lines do not exist, transmission and distribution infrastructure shall be developed for energizing agriculture pumps. Procedures for energisation of agriculture pump sets would be further simplified. Recognizing the importance of agriculture sector in the economic development of State, electricity shall be made available on priority to Lift Irrigation Schemes (LIS) also. III. Energy for Industries For giving impetus to industrial investment in the State, it is absolutely essential that industries get quality power at reasonable rates. State Government resolves to make reliable power available to industries at reasonable rates so that in the present competitive scenario, new industries get attracted to the State. A separate package shall be prepared to. Revive the closed industries. III (A) Captive Power Plants for Industries Normally Captive Power Plant (CPP) is required by industries when availability of power is not assured. Presently Chhattisgarh State is surplus in power, but looking to the future load growth in the State and with a view to meet the demand of other States, State Government's policy for captive power plants would be as given below: (a) Keeping in view the State Government's resolve to make Chhattisgarh 'Power Hub' of the nation, State Government would encourage power generation through captive power plants and would liberally grant permission for the same. (b) Captive power plant owners would be allowed to sell power to their sister concerns. However, sale to third party within the State shall not be allowed.
(c) In the event captive power plant owner intends to sell its power to other State, state government and CSEB shall extend all possible help. Such sale would be through CSEB but the responsibility to select purchasing State /Organization shall rest solely with captive power plant Owner. In case of purchase of power from captive plant by CSEB, the rates of purchase shall, as far as possible, be decided by mutual agreement. (d) Chhattisgarh State Electricity Board (CSEB) shall purchase electricity from captive power plant only when it is required. Purchase price shall be decided keeping in view the rates at which electricity is available from other sources. IV. Generation Because of abundant availability of coal and water, there exists a wide scope for coalbased power projects in the State. In addition, the State has very good potential for power generation through non-conventional energy sources especially through Hydel projects. Presently the installed capacity of the State from CSEB's power stations is 1360 MW as against an average demand of 1100-1200 MW. It is estimated that maximum demand by the year 2010-11 would be about 2120 MW. Keeping in view the projected demand of Chhattisgarh in the `````next 10 years and also the requirement of other States, following steps would be taken to enhance generation in the State: (a) Renovation & Modernization (R&M) of CSEB owned thermal power units which are very old, will be undertaken to improve their PLF and thereby enhance power generation. By March 2003, PLF to the extent of 80% shall be achieved. (b) Looking to the immense potential for coal based power generation in the State and the power requirements of other States as also the huge investments required for setting up power plants, State Government shall welcome investments by other State Governments, Public Undertakings and Private Sector to set-up power projects in this State. CSEB shall also set-up power projects in the State keeping in view its requirements. After meeting requirement of Chhattisgarh, surplus power from power producers could be sold to other States and State Government shall extend all possible help in this regard. Sale of power to other States shall be
through CSEB but the responsibility to identify buyer State! Organization shall rest with the power producer. (c) Efforts would be made to revive Bodhghat Hydel Project on river Indrvati, which is withheld by Government of India for the present due to forest involved. With a view to increase Hydel Power generation, sites for various projects at different locations based on water availability feasibility shall be identified. Private investment shall also be welcomed for Hydel Power Projects. Non-Governmental Organizations and local bodies shall also be encouraged for very small hydel projects wherever feasible. (d) Apart from Hydel Power, generation through other Non- Conventional Energy Resources such as Solar, Wind, Geo-Thermal, Bio-Mass etc., would also be encouraged and all possible help shall be extended.
V. Power Sector Reforms Due to long monopoly of State/SEBs in energy sector and due to defective policies, power generation, transmission and distribution sectors have become inefficient and most of the SEB' s have become financially unviable with the result that SEB's are unable to make required investments in these sectors. This situation cannot be allowed to continue for long and therefore, reforms in power sector has now become inevitable. Keeping in view the national policy for power sector reforms, State Government shall take following steps: (a) A separate State Electricity Regulatory Commission has been constituted. It shall be made effective. (b) Existing electricity tariff shall be rationalized. (c) If any policy of the State Government for fulfillment of social objectives of the State results in financial loss to CSEB then the loss shall be compensated by State Government by making provision in the Budget.
(d) To bring down line losses in Transmission and Distribution (T&D), effective metering at all levels of T &D shall be done, so that proper energy audit can be under-taken and accountability fixed. (e) With a view to avert energy theft, cent-percent metering of all consumers is essential. Due to the large quantum of this work, it shall be done in a phased manner,. (f) To curb the increasing tendency of energy theft, effective steps shall be taken by State Government. Surprise checks by flying squads will be conducted and strict legal action will be taken against those found indulging in theft. Informers of energy theft shall be rewarded. Services of judicial officers will also be obtained as per requirement. (g) Keeping In view the experience of other States in the process of power sector reforms and considering local situations, all-possible efforts shall be made to make CSEB more efficient. (h) Private investment and participation shall be encouraged in transmission sector. (i) There is an immediate need for reforms in distribution sector. To begin with, distribution work of some areas in the State shall be given to private sector on experimental basis. VI. Development of Non-Conventional Energy (a) There exists a large scope of energy generation and utilization in the State through Solar, Biomass, Bio-gas, Hydel etc. Non-conventional energy resources are also very important from the viewpoint of environment conservation. Therefore installation of power plants using non-conventional energy resources shall be encouraged by State Government. For power generation from such units, there shall be no ceiling on the installed capacity. Self-consumption of energy by these units shall be permitted and permission for third-party sale shall also be considered as per requirement. Power generated through non-conventional means shall also be purchased by CSEB based on its requirement.
(b) Villages located in such tribal and remote areas where conventional electrification is not possible due to dense forests, shall be electrified through non-conventional energy resources. (c) Priority shall also be given to provide electricity to Hostels located in hilly areas through non-conventional energy resources. (d) Government would extend all possible help to popularize nonconventional appliances like Solar cooker, Solar lamp, Solar water heater, Solar agriculture pumps, Bio Gas etc., for their extensive use in the State. State level Energy Park shall also be established. VII. Energy Conservation and Demand Side Management Looking to the importance of energy and it's high generation cost, it is not only essential to stop misuse of energy but also to conserve energy by way of demand side management. Effective measures for creating i awareness about energy efficient appliances like agriculture pump sets, energy efficient bulb tube lights etc, shall be taken by State Government. VIII. Consumer Satisfaction State Government is of clear opinion that in energy sector, consumer satisfaction is supreme. Therefore, for speedy Redressed of complaints of all category of consumers via -agriculture, industry, domestic and others, a system shall be devised by which Redressed is ensured within a fixed time limit. Electricity bills will be simplified and services of Banks and Information Technology (IT) shall be availed to improve the process of payment of energy bill. State Government has declared above energy policy for the State of Chhattisgarh vide Notification dated 31st October 2001.
INCEPTION
Chhattisgarh State Electricity Board was formed in accordance with the Section 5 of the Electricity Supply Act 1948 as per the Notification published in the gazette of the Government of Chhattisgarh dated 15th November 2000. Chhattisgarh State Electricity Board (CSEB) became functional w.e.f. 01.12.2000. Chhattisgarh State Electricity Board has been reorganized into five companies in accordance with the provisions contained in the Section 131-134 of Electricity Act 2003 by the Govt. of Chhattisgarh. Thus Chhattisgarh State Power Generation Company Limited became functional w.e.f. 01.01.2009.
HISTORY
1.1 Chhattisgarh State Electricity Board (CSEB) was a part of the erstwhile Madhya Pradesh Electricity Board (MPEB) till 15 November 2000. It became a separate entity on the formation of the State of Chhattisgarh and started functioning w.e.f. 16 November 2000. 1.2 The Government of Chhattisgarh (GOCG) in pursuance of the Provisions of part XIII of the Electricity Act, 2003, initiated the process of restructuring of CSEB, and issued the CSEB Transfer Scheme Rules, 2008 with effect from January 1, 2009 vide notification No. 1-8/2008/13/1 dated December 19, 2008. 1.3 The transfer scheme resulted in the formation of the following successor entities for undertaking the functions of generation, transmission and distribution of the erstwhile CSEB. (a) Chhattisgarh State Power Generation Company Limited (CSPGCL) (b) Chhattisgarh State Power Transmission Company Limited (CSPTCL) (c) Chhattisgarh State Power Distribution Company Limited (CSPDCL) 1.4 In order to deal with common services to different successor companies, a holding company named Chhattisgarh State Power Holding Company Limited has been formed. Procedural History 1.5 The Commission notified the revised regulations namely Chhattisgarh State Electricity Regulatory Commission (Terms and Conditions of determination of tariff according to Multi-Year Tariff principles) Regulations, 2010 (herewith referred as MYT Regulations 2010) on 9 January 2010. The Commission in specifying these Regulations was guided by the principles contained in Sections 61 and 62 of the Electricity Act 2003, the National Electricity Policy and the Tariff Policy notified by the Central Government.
1.6 Under the MYT framework laid down in the MYT Regulation 2010, the generating company/ licensee are required to submit a business plan for a period not less than the control period for approval of the Commission. 1.7 In compliance with the MYT Regulation 2010, the three successor entities, CSPGCL,CSPTCL and CSPDCL have prepared and submitted their respective business plans for the approval of the Commission. The business plans have been prepared with a three year horizon spanning the control period from FY 2010-11 to FY 2012-13. 1.8 The petition of business plans were filed and admitted by the Commission on the Business Plan Order Control Period FY 2010-11 to FY 2012-13 CSERC Page 4 dates mentioned below: Date of Submission and Admittance of the Licensee/ Company Date of Chhattisgarh State Power Generation Company 04 March 2010 ,10 March 2010 Petition No: 08/10 (M) Chhattisgarh Power Transmission Company 10 March 2010 10 March 2010 Petition No: 07/10 (M) Chhattisgarh State Power Distribution Company 26 March 2010, 12 April 2010 Petition No: 18/10 (M) 1.9 After receiving the petitions from the utilities, the Commission scrutinized the petitions filed by the utilities. Notes seeking further clarification and additional data were prepared and the utilities were requested to submit the required clarifications and data so as to enable the Commission to take a prudent view on the petitions. 1.10 On 6 May 2010 and 7 May 2010, the Commission held a technical validation session on the business plan for each of the utilities to determine the sufficiency of the respective applications. During the validation session, the Commission conveyed its views and received clarifications/ information from the utilities for analysis of the business plans. Inviting Public Comments 1.11 The utilities published a common public notice indicating the salient features of their respective business plans and invited objections and suggestions from the consumers and other stakeholders. The public notice appeared in the following newspapers; namely, DAINIK BHASKAR, HARIBHOOMI AND HITAVADA.
1.12 A notice for public hearing scheduled on 18.05.2010 in the office of Commission was included in the above said public notice. The business plans were uploaded on the website of the Commission and also on the website of the companies and made it public. The Commission also invited comments/ objections/ suggestions from members of the State Advisory Committee. The Energy Dept, GOCG, was also separately asked for comments/ objections/ suggestions, if any, on the business plan submitted by the State Power Companies. The last date for submitting the comments/ suggestions/ objections on business plans was 11 May 2010. 1.13 No comments from general public as well as from GOCG were received. However, Railways submitted their comments in writing which is related to the tariff hike. 1.14 The Commission heard in person the comments/ objections/ suggestions on the business plan filed by the utilities in a public hearing at Raipur on 18 May 2010. Railways, was the only objector present during the public hearing and they were given an opportunity to be heard. Their objection was related to the tariff hike. They were informed by the Commission that these petitions are related to the capital expenditure plan for the three year control period for these companies and the matter regarding the Business Plan Order Control Period FY 2010-11 to FY 2012-13 tariff will be taken up by the Commission when the tariff petition is filed by the State Power Companies. 1.15 Since this is the first business plan for the three year control period under the MYT regime, it took time in scrutiny and hence caused delay in finalization. Business Plan Order Control Period FY 2010-11 to FY 2012-13
PRESENT STATUS
Chhattisgarh State Electricity Board (CSEB) has successfully performed generation test in its new 250MW unit at KORBA (E) on the final day of 10th Five Year Plan. The chairman of CSEB, RAJIB RANJAN informed that with the successful test, the state power board would get the benefit of discount in the interest on capital investment. This would facilitate the CSEB to save Rs 105 crore, RANJAN said. The 250 MW power plant in KORBA east was lighted up earlier and the successful generation test was on last day of the 10th Five Year Plan. Besides RANJAN, senior officials of the state power board and the Bharat Heavy Electrical Ltd-that engineered the power plant construction-were present on the occasion. According to CSEB chief, production was to be commenced in eight units sanctioned under 10th Five Year Plan by March 31. However, only three units that include CSEB, NTPC and Damodar Valley Corporation had succeeded in achieving the feat. Regional Electrification Corporation (REC) has sanctioned 80 percent amount for the central projects. Earlier, only 70 percent amount was approved. The CSEB would now invest 20 percent amount. RANJAN said that the commissioning of KORBA (E) unit despite two months delay was also an achievement as the construction work of the unit started delayed by eleven months. After the successful generation test, the board officials had started the process for the commercial production in the unit. The board officials have also paced up the construction work in the second 250MW unit in KORBA (E) so that it could be completed within the stipulated time. With the commissioning of both the units and its commercial production, power crises in once power-surplus state could be solved to some extend. The state is facing a shortage of 300 to 400 MW power, which is likely to increase as mercury level soars up. COMPANY BUSINESS PLAN 2.1 This section contains a summary of the business plan for the period FY2010-11 to FY2012-13 as submitted by Chhattisgarh State Power Generating Company (CSPGCL) with the Commission and the analysis/ observation/ directives of theCommission.
About CSPGCL 2.2 GOCG vide notification No. 1-8/2008/13/1 dated December 19, 2008 issued the Chhattisgarh State Electricity Board Transfer Scheme Rules, 2008 with effect from January 1, 2009 as per which Chhattisgarh State Power Generation Company Limited (CSPGCL) is responsible for operating and maintaining the state generating stations and also for installation of new power projects. Installed Capacity 2.3 CSPGCL has a total installed capacity of 1924.70 MW, comprising 3 thermal plants with 1780 MW of generation capacity, 1 cogeneration plant of 6.00 MW capacity and 4 HYDEL plants with 138.70 MW OF HYDEL generation capacities. Installed capacity for CSPGCL Thermal No. Name of plant Thermal KTPS Korba east TPS PH II* TPS PH III* HTPS korba west DSPM TPS Total(Thermal)-A Hydro Hasdeo Bango HEP Gangrel HEP Sikasar HEP Mini Micro H.P.S Korba Total (Hydro)-B Co-Generation Kawardha Co-generation plant Total(Co-generation)-C Total installed capacity(A+B+C) Year of commissioning Configuration MW
1. a. b. 2. 3.
1966-68 1976-81 1983-86 2007
4X50 2X120 4X210 2X250
200.00 240.00 840.00 500.00 1780.00 120.00 10.00 7.00 1.70 138.70 6.00 6.00 1924.70
1. 2. 3. 4.
1994-95 2004 2006 2003-09
3X40 4X2.5 2X3.5 2X0.85
1.
2006
1X6
Business Plan for FY 2010-11 to FY 2012-13 2.4 CSPGCL in its business plan has submitted that it is planning major investments to augment its generation capacity and improvement in operational performance during the first control period. The capacity addition plan includes adding 1500 MW of thermal generation capacity comprising of 1 X 500 MW at KORBA West Extension and 2 X 500 MW at MARWA by FY 2012-13. The installed generation capacity by the end of FY 2012-13 is expected to be 3424.70 MW. 2.5 CSPGCL has submitted that it is also undertaking pre-operative expenses for developing the thermal power stations at BANJI BUNDELI and KORBA South. The works of these plants are expected to commence after the end of the present control period. Further, CSPGCL has proposed developing a 20 MW diesel generator plant at JAGDALPUR to meet emergency requirements of power in that region. 2.6 During the control period, CSPGCL has proposed investments in renovation and Modernization of existing generating plants and investment in capital works (O&M and Civil), for meeting the requirement of change in law, mitigating obsolescence of technology and maintaining plant healthiness and for smooth operations. Capital Investment Plan 2.7 CSPGCL has proposed a capital investment plan of Rs 8745.75 Cr during the control period i.e. from FY 2010-11 to FY 2012-13 and has proposed to undertake capital expenditure in the following heads: (a) New Projects (b) Renovation & Modernization Projects (c) Capital Civil Projects and Capital O&M Projects 2.8 Investment in the above heads has already commenced and an expenditure of Rs 1810.41 Cr is expected to have been incurred on the above schemes by 31 March 2010.
Scheme-wise capital investment plan (Rs Cr) March 10 FY 2010 FY 2013Total New Projects Renovation Modernization 1496.41 8170.23 9666.63 181.00 236.00 417.00 & Capital O&M / Civil Total Works 133.00 339.52 472.52 1810.41 8745.75 10556.16
New Project Schemes 2.9 CSPGCL has submitted that it is undertaking investments for erection and commissioning of the 1X500MW KORBA West Extension (KW Extension) plant and Business Plan Order Control Period FY 2010-11 to FY 2012-13 2X500 MW MARWA plant. It is also taking up pre operative expenses (such as survey, consultancies and obtaining statutory clearances) for development of the BANJI BUNDELI and KORBA South thermal projects and HYDEL projects, work on which shall begin in the next control period. It is also completing the balance works at Dr. SHYAMA PRASAD MUKHARJEE Thermal Power Station (DSPM TPS) which was commissioned in 2007. 2.10 The KORBA West (KW) Extension and MARWA plants are expected to be commissioned min June 2012 and November 2012 respectively. The status of the investments in KW extension project and MARWA project is as follows: Status of KW Extension and MARWA Projects Land 97 hectares acquired. 126 hectares land belonging to Forest and Industries Department expected to be allotted to CSPGCL. 194 hectares acquired. In process for acquiring land for constructing railway line, ash pipeline, ash bund and colony. Coal Linkage Obtained linkage of 2.5 MTPA. Obtained linkage of 4.6 MTPA. Applied to Ministry of Power/Coal requesting for enhancement of coal linkage quantity. Water allocation Obtained allocation of 26 MCM. Obtained allocation of 60 MCM. BTG Contract LOA placed with BHEL. LOA placed with BHEL. BOP Contract LOA placed with TECHPRO. LOA placed with BGR Energy Systems.
Capital Expenditure incurred till Dec.2009 m Rs 452 Cr Rs 663 Cr Project Cost and Funding 2.11 CSPGCL has submitted that the investment in new projects which includes the investment in balance work in DSPM which was commissioned in 2007 is expected to be Rs 9667 Cr during FY 2010-11 to FY 2012-13. The expenditure is proposed towards following heads: Proposed Capital Expenditure on New Projects (Rs Cr)
Particulars KW
BTG BOP Cost Civil Works Land Cost IDC Preoperative expenditure
1656.00 993.00 86.00 24.00 397.31 0.00
3351.53 1635.47 190.00 100.00 1040.70 0.00
136.12* 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00 56.5
5143.65 2628.47 276.00 124.00 1438.01 56.5
Total
3156.31
6317.70
136.12
56.5
9666.63
I. Components of Tariff for Generation Stations: 1. Capacity Charges a. Return on Equity b. Interest on Loan Capital c. Depreciation d. Interest on Working Capital e. Operation & Maintenance (O&M) expenses f. Cost of Secondary Fuel Oil (For coal-based Thermal Plants) g. Special Allowances h. (Less): Non-tariff Income 2. Energy Charges a. Primary Fuel costs II. Key principles followed for working out the Tariff are as follows: a) Return on Equity : The regulation 22.4 provides : Rate of return on equity shall be rounded off to three decimal points and be computed as per the formula given below: Rate of pretax return on equity = Base rate / (1-t) Where, t is the applicable tax rate in accordance with the regulation 22.3 of these regulations. The Base Rate, as per Regulations is 15.5% and tax rate for Domestic companies as per prevailing finance bill are as under : 33.995% for companies falling in the corporate tax net and 19.9305% for the companies eligible for MAT As per the opinion of the Tax consultant, CSPGCL is liable to pay MAT, hence applicable tax rate considered is 19.9305% only. Accordingly grossed up ROE comes out to 19.9358 %.
Opening and Closing balances of Equity for the each year of the Control Period are arrived at based on Regulation 19.2, as all the generation stations in this Tariff Petition were declared under commercial operations before 01.04.2010. The regulation states : In case of the generating station and the transmission system declared under commercial operation prior to 01.04.2010, debt-equity ratio allowed by the Commission for determination of tariff for the period ending 31.3.2010 shall be considered. For the period ending 31.03.2010, the Humble commission has allowed Debt Equity ratio as on 31.03.2005 as 58:42 while for all subsequent additions, the equity has been capped at the maximum 30% for ROE calculation. All equity contributions over and above normative 30% have been included in the Normative Loan. Accordingly plant specific equity has been worked out as 42% of GFA as on 31.03.2005 and 30% of subsequent additions. b) Interest on Loan Capital: Interest rate is arrived for each generation plant for each year of the Control Period taking into account the project specific loans as well as the Corporate Loans. Interest on the various loans is calculated as per applicable rates to arrive at the weighted average rate on the actual loan portfolio. Gross Normative Loan is arrived at following the Regulation 23 and the DebtEquity ratio allowed as per Regulation 19.2. Interest has been charged only on the net normative loan arrived at by deducting the cumulative loan repayment from the Gross Normative Loans. Yearly repayment has been shown as per Regulation 23.3 which states The repayment for the year of the tariff period shall be deemed to be equal to the depreciation allowed for that year. taken equal to the depreciation computed as per Regulation 24.
Interest on Loan Capital is computed by applying the weighted average Interest rate on the Net Normative Loan (average of Opening and Closing) for each year of the Control Period. c) Depreciation Depreciation is calculated for each year of Control Period, as per Regulation 24. Depreciation rate for 2009-10 is considered at 2.91% as approved by the Commission in Tariff Order 2009-10. For the control period, depreciation has been worked out in accordance to The regulation 24.2, which provides. Depreciation shall be calculated annually based on Straight Line Method and at rates specified in Appendix-II to these regulations for the assets of the generating station and transmission system: Provided that, the remaining depreciable value as on 31st March of the year closing after a period of 12 years from date of commercial operation shall be spread over the balance useful life of the assets. Accordingly, while DSPM depreciation is as per schedule rates, the KORBA West and HASDEO BANGO plants have completed more than 12 years from COD, their depreciation is calculated as per first provision of regulation 24.2, However, Depreciation on additional capitalization due to Renovation, Modernization and Life Extension schemes have been calculated by applying the weighted average rate only. The depreciation rate for such additional capitalization has been considered equal to the weighted average rate for existing GFA. In case of KORBA East (KTPS), as the last Units PG test was successfully completed after refurbishment on 29-July-2005, deprecation methodology applicable for plants with less than 12 years has been considered and the depreciation rates as per Appendix-II have been applied. d) Interest on Working Capital Interest on Working Capital is computed as per Regulation 25 applying the relevant norms to each of the generation plants.
Working Capital norms applied for respective plants are given in Form 3 (Thermal) and Form 2 (HYDEL Plants). SBI PLR rate prevailing as on 01.04.2010 has been applied as the interest rate for computation of Interest on Working Capital. For the purpose of categorization of Power Plant as Pit Head or Non Pit Head GOI Notification no. GSR 560(E), 19TH September ,1997 is adopted e) Operations and maintenance expenses : Regulation 26 A provides: Normative operation and maintenance expenses for generating stations:(1) Operation and Maintenance (O&M) expenses shall mean the total of all expenditure under the following heads: Employee costs; Repairs and Maintenance (R & M) expenses; and Administrative and General (A& G) costs. (2) The generating company in its filings shall submit the O&M expenses in above heads separately on the basis of available audited / un audited accounts for the previous five years preceding the base year and also for the base year. The O&M expenses for the base year will be used for projecting the expenses for each year of the control period. (3) The O&M expenses, for the units / stations coming into commercial operation after 01.04.2005, shall be in accordance with the norms specified in CERC (Terms and Conditions of tariff) Regulations, 2009 as amended from time to time. For DSPM, as the plant came into commercial operations after 01.04.2005, norms specified in CERC Regulation 2009 have been applied. Accordingly, the O&M for DSPM is 19.24 lakes per MW for 2010-11 and for subsequent period an escalation of 5.72% is applicable. For HASDEO BANGO units, the average Operation & Maintenance costs for the 5 year period from 2004-05 to 2008-09 have been taken and the same is used for
projection as per format prescribed by the commission. Similar method has been adopted for KORBA East and KORBA West plant too. f) Cost of Secondary Fuel Oil : The secondary fuel consumption for different plants have been calculated as per norms prescribed in the regulations. The cost of HFO/ HSD has been taken for the three preceding months from the first month from which tariff is applicable (April 2010). Wherever actual data is not available the latest preceding data available have been used. g) Special Allowances: No special allowance has been claimed by CSPGCL. h) Non Tariff Income Sale of scrap has been considered under the non tariff income.
Energy Charges The Energy Charge for thermal plants is the landed cost of fuel (coal) used for generation. The station heat rate has been considered as per the regulation. The coal cost has been calculated as per the format prescribed by the Commission. No escalations have been considered for the projections. As such these charges are indicative charges based on preceding three month weighted average. As per regulation, the energy charge will be recoverable as per actual landed cost of fuel for the month. It will automatically take care of Fuel Price Adjustment. CSPGCL submits to bill the energy charge in accordance to regulation.
General The GFA allowed till date has been the Gross GFA of the CSEB. The Gross GFA of CSEB has now been apportioned between the companies in accordance to the draft FRP. For CSPGCL, GFA has been further segregated between different plants to arrive at plant wise tariff. The sum total of all the plants of CSPGCL is not equal to the total GFA assigned to CSPGCL. It is due to the fact that there are some common assets (like headquarter, hospital etc ) which provide common services to all the plants but in the books the same were never apportioned to the different plant level RAOs.. To rectify the imbalance, the differential value is allocated between all the plants of CSPGCL in the ratio of their respective GFAs. To simplify the calculations an allocation factor has been worked out by dividing the Gross GFA allocated to CSPGCL by the sum total of plant wise GFA. Plant wise GFA (as per books) have then been multiplied by this factor to arrive at the corrected plant wise GFA. This way the sum total of corrected GFA of all the plants as on 31.12.2008 stands equal to the GFA apportioned to CSPGCL. Due care has been taken that only GFA till 31.12.2008 has been multiplied by the correction factor and no such correction has been applied on subsequent additional capitalizations. Same correction factor has been applied on accumulated depreciation too. Opening and Closing balances of Equity for the each year of the Control Period are arrived at based on Regulation 19.2, as all the generation stations in this Tariff Petition were declared under commercial operations before 01.04.2010. The regulation states : In case of the generating station and the transmission system declared under commercial operation prior to 01.04.2010, debt-equity ratio allowed by the Commission for determination of tariff for the period ending 31.3.2010 shall be considered.
For the period ending 31.03.2010, the Humble commission has allowed Debt Equity ratio as on 31.03.2005 as 58:42 while for all subsequent additions, the equity has been capped at the maximum 30% for ROE calculation. All equity contributions over and above normative 30% have been included in the Normative Loan. Accordingly plant specific equity has been worked out as 42% of GFA as on 31.03.2005 and 30% of subsequent additions. ASSETS AND LIABILITIES The Holding Undertaking shall comprise of the equity, investments made in Chhattisgarh State Power Generation Company Limited, Chhattisgarh State Power Transmission Company Limited, Chhattisgarh State Power Distribution Company Limited and Chhattisgarh State Power Trading Company Limited. I. Miscellaneous: (a) Contracts, agreements, interest and arrangements to the extent they are associated with or related to activities of the Holding Company or to the Undertakings. (b) Contingent liabilities to the extent they are recognized and are associated with or related to activities of the Holding Company or to the Undertaking referred above. (c) Proceedings to the extent they are associated with or related to the activities of the Holding Company or to the Undertaking referred above.
II. GENERAL: (a) In consideration of the transfer mentioned above, the State Government may direct the Holding Company to issue instruments such as equity shares. preference shares, debentures and other securities in favor of the State Government taking into account the assets and liabilities transferred from Board to the Holding Company. (b) The following general assets of the offices identified as Shared Services shall form part of Holding Undertaking
Name of Office Head Office Complex including the Secretariat Guest House at Raipur Liasioning Office. Delhi CAU. Raipur
Mission of Company
To generate adequate and reliable power through most economical, most efficient & eco friendly manner and To make Chhattisgarh State 'Power Hub of India'
VISION To gain recognition as an engineering firm producing quality products. CORE VALUES To treat all individuals with utmost respect and dignity. To provide safe and clean workplace. To attach high value to truthfulness, transparency & integrity.
MANAGEMENT PRINCIPLES To achieve prosperity by adapting modern & sound management principles. To achieve organizational goals through team work. To adhere with the commitments To achieve a competitive edge through knowledge & training. To provide quality products at competitive prices through innovation.
COMPETITORS OF CSPGCL
Madhya Pradesh Power Generating Company Limited
Madhya Pradesh Power Generating Co. Ltd. (MPPGCL) is a wholly owned company of MP Government engaged in generation of electricity in the state of Madhya Pradesh. It is a successor entity of erstwhile Madhya Pradesh State Electricity Board (MPSEB). The company, while operating and maintaining its existing units, is also constructing new Power Plants for increasing capacity in the State of Madhya Pradesh .
Jindal Steel & Power Ltd
Jindal Steel & Power Limited (JSPL) is engaged in power generation and steel manufacturing in India. The company is setting up 12.5 million tonne steel plant with 2500MW power generation in Orissa and 11 million tonne steel plant with 2600 MW power generation in Jharkhand. JSPL work also extends to exploration and mining of minerals and metals like diamond, gold, precious stones, base metals, tar sands and platinum group of minerals. Jindal Power Limited, subsidiary of JSPL, has set up a 1000 MW O P Jindal Super Thermal Power Plant at Raigarh. The company has set up industrial park over 750 acre land with uninterrupted power supply to industrial units situated in Jindal Industrial Park.
Punjab State Electricity Board
Punjab State Electricity Board (PSEB) is a Government organization engaged in power generation, transmission and distribution. It produces and supplies electricity to the customers of the state of Punjab. The company is a statutory body formed in 1959 under the Electricity Supply Act 1948. In its present form, it came into existence with effect from 1st May, 1967. It owns and operates power stations based on various technologies including thermal and hydro. The company has a total installed capacity of 6,841.366 MW. PSEB also constructs and maintains its transmission and distribution system for
supplying electricity to the various categories of consumers in the state. The company is headquartered at Patiala in Punjab, India.
Bando Chemical Industries, Ltd.
Bando Chemical Industries, Ltd., (Bando) is a rubber and plastic products manufacturing company. It is principally engaged in the manufacture of conveyor belt and systems, power transmission belts and systems, precision equipment components, plastic films and sheets, hybrid rubber, industrial products, optoelectronics and electronic materials. The company with its manufacturing facilities, sales offices, overseas branch locations and subsidiaries, operates broadly in Japan, Korea, China, Hong Kong, Taiwan, Philippines, Thailand, Malaysia Singapore, Indonesia, India, Turkey, Spain, Germany and the US. The company also operates two research facilities in Japan. Global Markets Directs Bando Chemical Industries, Ltd. - Financial and Strategic Analysis Review is an in-depth business, strategic and financial analysis of Bando Chemical Industries, Ltd.. The report provides a comprehensive insight into the company, including business structure and operations, executive biographies and key competitors. The hallmark of the report is the detailed strategic analysis of the company. This highlights its strengths and weaknesses and the opportunities and threats it faces going forward.
ORGANISATIONAL STRACTURE
GM cum CE
TECHNICAL
SECRETARY
ELECTRICAL MAINTENANCE DEPARTMENT
BOILER MAINTENANCE
DEPARTMENT
TURBINE MAINTENANCE DEPARTMENT
OPERATION DEPARTMENT
ACCOUNTS &FINANCE WING
CONTROL &INSTRUMENTATION
COAL HANDLING PLANT
MAINTENANCE PLANNING
OPERATION ECONOMIC EFFICIENCY
STORES & MATERIALS
HUMAN RESOURCES
RESEARCH METHODOLOGY
METHODOLOGY To conduct the study, different methodologies have been adopted. The study was undertaken by visiting the plant. Both Primary and Secondary data are used. DATA COLLECTION 1. Primary Sources o Direct interview with the department heads. o Discussion with the divisional heads. o Interaction with workers in the company. o Data collected by observing the function of the organization. 2. Secondary Sources Annual reports of the company. Department manuals. Periodicals, books, etc. published materials by the company. Internet websites.
LIMITATIONS OF THE STUDY The time period available for the study was limited. The study was conducted only during the day shift and hence the working conditions of those employees working during the evening and night shifts could not be examined. The company had provided limited information to secure confidentiality. Company did not provide latest financial data for analysis. Research is totally based on secondary data so no modification is possible. Past data have been used for the analysis which cannot be made use to forecast future. Due to time constraint the detail study had not done. STATEMENT OF THE PROBLEM Thermal power is an external essential requirement. Nations infrastructure health depend continuous supply of thermal power. CSEB is a premier institute in power business its own strength and may be a weakness. An opportunity to study the organization structure has made me to analysis the swot of each department and contribute for better performance. LEES COAL SUPPLIES TO THE POWER STATION OF CSEB Chhattisgarh state has all of its power generating unit installed at KORBA east and KORB west(2*250MW-new project)As power station are installed at pit head of coal mines &according to Chhattisgarh electricity Board(CSEB) the priority for supply of coal should be fist given to Chhattisgarh state. Due poor coal supply from MANIKPUR colliery CSEB said was compelled to back down our generation in KORBA east unit since for few days. To survive KORBA East plant, CSEB even started intersdepartmental coal transportation from KORBA west
plant to KORBA east plant. the same can be continue for longer period as within one month coal stock of KORBA west has reduced. The problem of the study can be stated as Working Capital Management at Chhattisgarh State Power Generation Company Ltd. PURPOSE OF THE STUDY:Internships provide an opportunity for students to link theory with practice and further serve as a temporary labor pool for those agencies that have committed to Participate in the internship program. The department fulfills its mission of preparing students for significant professional and managerial positions in the public sector. Relevant professional development topics and workshops are discussed weekly. The internship 1. Provides a student with a practical real world experience in the public or nonprofit sector. 2. Enables a student to develop important public administration skills which cannot be taught in the classroom. These experiences vary from working on special projects for the interning agency to learning about the human motivation process in a complex organization. 3. Enables a student to compare theoretical ideas learned in the classroom within the world of work regarding public administration experiences. 4. Provides a student with experience in an actual public or nonprofit agency before entering the job market. Such experience not only increases students job prospects, but also teaches what is expected in terms of professional behavior. 5. Permits a student to apply the technical skills learned in the classroom to real world public administrative problems.
DATA COLLECTION:The data was collected with the help of secondary sources. STATISTICAL TECHNIQUE USED: The researcher used Ratio analysis to analyze the data. OBJECTIVES OF THE STUDY The organization study is to familiarize ourselves with the working of various departments for a particular period, so that one can have an exposure to the practical side. The objectives include: 1. To find out the liquidity position of CSPDCL. 2. To analyze the receivables management of CSPDCL. 3. To analyze the inventory management of CSPDCL. 4. To analyze the cash management of CSPDCL. 5. To understand the organizational structure of Power Generation Company. 6. To understand the various key functional areas of the company. 7. To get an idea about existing business operations at Power Generation Company. 8. To interact with managers at various levels of the organization hierarchy. 9. To analyze the practical aspect in relation to the theoretical aspect of the organization. 10. To gain a clear picture about the challenges and activities faced by the organization. 11. To observe the work culture existing in the organization. 12. To identify the strength and weakness of the organization. 13. To analyze competition within the industry.
SCOPE OF THE STUDY CSPGCL has all those function areas such as production, finance, personal, and marketing etc. The study is focused on the functioning of each department of the organization giving emphasis to their working. 1. It is restricted to the Chhattisgarh State of electricity board (CSEB). 2. Its used in the Working Capital Management process of any project in the Chhattisgarh State Power Distribution Company Limited.
FUNCTIONAL DEPARTMENT
OPERATIONAL DEPARTMENT State Generation (CSEB) Thermal During the year 2011-12, the total generation by thermal stations has touched new peak. The annual generation of CSEB thermal units was 13292.91 MU against 12161.32 MU in year 2010-11. Further highest monthly generation of 1225.39 MU was recorded in the month Apr-11. Targets / Actual Generation The target for Annual Thermal Generation of CSPGCL was 13015.40 MU. The actual thermal generation was 13292.91 MU which is 102.13 % of Target. The generation during the year 2011-12 is 13292.91 MU which is 9.30% more than the previous year generation of 12161.32 MU. Plant Load Utilization Factor (PLF in %) Annual Plant Load Factor of Thermal Station of CSPTCL in the year 2011-12 is 85.25%. In the previous year i.e.2010-11, it was 86.07%. Plant Availability Factor The availability factor of Thermal generating units of CSEB during the year 2011-12 is 89.35% as compared to 90.87% in the previous year 2010-11.
Planned Maintenance Loss of generation due to planned outages (annual overhauls) for CSEB was 6.19% of installed capacity generation in 11-12 as compared to 5.42% in the year 10-11.The details of AOH of Thermal generating units are given in enclosed annexure. Forced Outages The loss of generation due to forced outages at various thermal power stations of CSEB during 11-12 is 4.45% of installed capacity generation as against 3.71% in the year 1011. Total number of tripping during the year is 289 . Partial Losses The generation loss due to partial loss during the current year is 4.35% of installed capacity generation against 4.92% during 2011-2012. Fuel Oil Consumption The specific fuel oil consumption of CSEB during the year 11-12 is 1.093 ml/Kwh which is 0.2 ml/kwh less than that of the year 11-12. Auxiliary Consumption Percentage Auxiliary consumption in the thermal stations of CSEB during the year was 8.79% as against 8.75% in the previous year 2011-12.
HYDEL GENERATION Target/Actual The total generation target for the stations situated in the state is 346.00 MU. The total hydel generation achieved was 247.00 MU which is 71.38% of target. Of the total 247.00 MU, the units generated by Bango Hydel are 214.00 MU, 18.95 MU by Gangrel HPS & 6.63 MU by Sikasar HPS. In addition to this, the Mini Hydel (850 KW) KORBA west has generated 7.26 MU. The Hydel units were run as per the running hours conveyed by the Water Resource Dept. of state Govt., time to time & system requirement. Reservoir Levels Month wise levels of reservoirs of Hydel Stations of Bango on the first & last day of the month, along with the comparison with last year levels. Central Sector Generation & Share of CSEB The share of CSEB in Central Sector units as on 31.03.12 is given in enclosed sheet. Additional Power Purchase During the year 2011-12, the power position of CSEB has improved a lot and power of about 194.64 MU was only purchased under SWAP basis through NVVNL from J&K. Sale of power. During the year 2010-11 the power sold by CSEB through different traders has been about for 3146 MU. The details of power sold, power purchase and swap power from various utilities every month from April-10 to March-11.
List of Traders were involved in the trading business of STOA power are given in the Table:
RECORD PERFOMANCE Record Performance during Financial Year 2011-12
Achievements
Record Figures
KORBA Thermal Power Station, (4X50 & 2X120 MW) KORBA East
Ever
lowest
Monthly
Specific
Oil 0.133 ml/Kwh (Jul-11)
Consumption KTPS, PH-II Ever lowest Yearly Specific Oil
Consumption KTPS, PH-III
1.032 ml/Kwh
Dr.Shyama Prasad Mukharjee TPS, (2X250 MW) KORBA East
Ever Highest Continuous running 2436:31 Hrs. Dr.SPM-TPS, Unit #1 Ever lowest Yly Specific Oil
Consumption,
0.385 ml/Kwh
Dr.SPM-TPS, Unit#2 Ever lowest Yearly DMW Consumption 0.78% Dr.SPM-TPS, Unit#1 Ever lowest Yearly DMW Consumption 0.71% Dr.SPM-TPS, Unit#2 Ever lowest Yly DMW Consumption 0.75% Dr.SPM-TPS, Complex
Hasdeo Thermal Power Station, (4X210 MW) KORBA West
Ever Highest yearly Generation, HTPS, 1821.910 MU KW Unit#1 (PUF 98.77%)
Ever Highest Monthly Generation, HTPS, 158.500 MU KW Unit#1 PUF 101.45% (Mar-12)
Ever Highest Monthly PUF, HTPS, KW Unit#4
PUF 100.92% (Feb-12)
Ever Highest Continuous running, HTPS, KW Unit#2 Ever lowest Yearly Specific Oil
2927:28 Hrs.
Consumption HTPS, KW, Unit#1
0.302 ml/Kwh
PERFORMANCE OF THERMAL UNITS OF CSPGCL
PERFORMANCE 0F THERMAL POWER STATIONS
PERFORMANCE OF HYDRO POWER PLANTS
HUMAN RESORCE DEPARTMENT Human Resource and Administration department is one, which facilitates smooth working of the organization by looking into the human resource side and also the overall administration of organization. HR department is divided into three sections namely Industrial and Personal Relations, Security and Administration. Heads of each section are in direct contact with the department head. Among the three sections Industrial Relations is the biggest section having four subsections looking into Personnel and Industrial Relations, Employees Arrival and Departure, Time , Health and Safety. VISION OF HR DEPARTMENT Our HR vision is to be a strategic partner to the business and create value for the organization by developing the human capital. MISSION OF HR DEPARTMENT To create HR policies and process which are employee friendly. To built a culture which is warm forthcoming and professional with a sense of ownership and pride. To encourage innovate thinking. To encourage transparency and teamwork. To develop leaders at all levels with general marketing skills. To create a learning organization. To develop competencies and skills through training and development. To constantly raise levels of employee productivity.
To create HR brand. To work towards a attaining and sustaining the best the best employer status. The major functions of HR Department 1. Recruitment. 2. Selection. 3. Training. 4. Industrial Relations. 5. Welfare. 6. Time office. 7. Security and Safety.
RECRUITMENT Recruitment is done through advertisement and a good opportunity is given to the child of worker. This increases family loyalty towards the company. They are call for the interview and the Chief executive takes the final decision. SELECTION a. Management staff. Technical B. Tech, Graduate Engineer trainee. Non technical CA/ICWA/MSW/MBA/MA (PM): Executive Trainee. After training, they are absorbed as officer. Criteria include. Consistency in academic performance. Group discussion. Personal interview. b. Employee children skill development scheme. Three year production apprentice. One year training in production. Dependant of employees. Minimum qualification -8th standard. Physical fitness (height-168Cm, weight-50Kg) .
c. Induction Plan. Workers Associate managers Management staff 3.TRAINING The organization provides training for both managers and workers. Training program for managers consist of both internal and external program. A three dimensional skill frame work is used to identify the training needs of workers as conceptual skills, functional skills and human skills. The training system includes Need identification. Setting objectives. Training design. Training implementation. Training evaluation. Training impact assessment. Areas covered include: For management staff. Conceptual. Functional. 2 days induction training. 7 days. 15 days to 1 month.
Cross-functional. Behavior. For workers. Systems. Technical aspects. Work culture. Specialized training for trade unions. TRAINING AND DEVELOPMENT PROCEDRE Training and development of ATL Perambra aims to accomplish the following objectives: To equip the personnel with conceptual, functional and behavior skills those are necessary to perform the job at hand. To provide a nature for the work is to down of an individual where in he/she can explore and optimally use his/her innate and talent potentialities leading to his/her individual growth and development. To create a culture of continuous leading among the all employees through systematic training with the ultimate objective of making ATL a
performance driven organization.
TRAINING RECORDS 3 types of training records will be maintained by HR Department. Training cards. The training card will contain the details of all training programmed that are attended by an individual employee. The card will be maintained in the prescribed from FR-06-A-04. Organizational training programmed monitor. In order to consolidate and mention various training programmed conducted, an organizational training programmed maintained as per from FR-06-A-05 Individual training programmed monitor. For those programmers attended by more than 5 individuals, the list of participants will maintained in the individuals training programmed in the prescribed from FR06-A-06. TRAINING PROGRAMMES. Training on communication and interpersonal skill programmers for associate managers and managers. Training on Jyotirgamaya for blue collared employees. Safety and fire training conduct for blue collared workmen. With a view to develop multi skill among engineering trainees, they are given exposure to engineering, production and technical fields.
4. INDUSTRIAL RELATIONS There exists a good relation in the company. The management and the employees jointly find the solution for the problems. There exists a well maintained relation between the employees and employers. WELFARE The organization provides good welfare services to its employees. The company runs a subsidized canteen on contract basis. Rest rooms with locker and washing facility, arts and sports club, and well maintained library are other facilities provided. A well transportation facility is given to all the employees from different destinations for which they have to pay a very less amount. All employees drawing a salary below Rs.6000 are covered under group accidental policy and midi claim policy. The various schemes for the employees are: 1. Employee deposit linked insurance scheme. 2. Workmens compensation scheme. 3. Group hospitalization scheme. 4. Canteen facilities. 5. Transportation facilities. 6. Housing loan interest subsidy and so on. Taking the health aspects of employees those who in the night shift get 200ml of milk packets. It is given to retain their lost energy in the night shift and give motivation to the employees to come for night shifts.
Apart from its soaps is distributed for the cleanliness of employees. Each worker gets soap fully off cost and those who work in their production units 3 in number per month. Welfare activities are of 2 types; Statuary. Settlement grievances. Statuary welfare activities. ESI Gratuity Some of the settlement grievances are; Group Saving Linked Insurance Scheme (GSLIS). Group Personal Accident Insurance Scheme (GPAIS). Group Medicaid Insurance Policy (GMIP). Management staff Group hospitalization scheme. Group personal accident policy. Two wheeler scheme 40% borne of the company. Car scheme Asst. manager & above - 40% borne of the company. Super annotation Asst. manager and above. Employee self development scheme.
Workers Group personal accident policy. Medical claim. Housing loan interest subsidy-50%. 2 wheeler interest subsidy-70%. Financial assistance co-operative society. Periodically medical check up. The aim and objective of welfare fund shall be to render financial assistance and to encourage cultural, sports, social games and other welfare activities among them a spirit friendship , co-operation and understanding. TIME OFFICE This is concerned with registering the time in and out of the workers. Other activities related to payment of wages, incentives, leaves etc....Different registers are kept for different shifts for the effective functioning. A leave book is maintained & it contains, Leave balance. Leave credited. Leave waited. The daily attendance reports for the employees specify the following: Section/department. Shift.
Date. Clock no. Grade. Hours worked. Schedule shift. Apart from it , a punching system is maintained. Each employee has to punch his badge in the electronic punching system while arriving for duty. The same is repeated while leaving the factory premises. Attendance is cross checked with the attendance report of the workman and the attendance register maintained at various sections for the staff and managerial persons. Performance reports are maintained at various sections for the staff and managerial persons. Performance reports are maintained in each section. These are done with a view to reduce the absenteeism in employees and motivate them to increase production. A leave book is maintained and it contains leave balance, leave credited and leave awaited. The daily attendance report is verified by the superior , shift engineer and shift superintendent department head.
SECURITY AND SAFETY Security The security is concerned with the physical movement of men and material. Security staff headed by the chief security officer works at all the shifts. To facilitate the security measures, single point entry is adopted to control visitors. For materials, separate gate passes are issued. Job description :Be responsible for security of men, machinery , finished goods, raw materials , process materials , highly sophisticated equipments etc.... Their inward and outward movement is monitored as per the system prevailing. Developments of security staffs in line with the requirement of the organization and to keep a high morale of the forces. Principal accountabilities of chief security officer. 1. Monitor and control all inward and outward movement of vehicles , material and personal. 2. Deploy of contract workforce to various department for routine as well as project work. 3. Maintain the data workmen. 4. Ensure high degree of liaison with police , local administration , fire force and government authorities. 5. Upkeep of environment management system , including housekeeping of plant. base of all indirect workforce including contract
6. Keep
strict
vigilance , gather
and
assimilate
intelligence
for
smooth
functioning of the plant in an unionised environment. Event management:The security department plays a significant role in factory day, safety day, Onam/Christmas Safety The organization follows all the provision under the Factories Act 1948. The plant is well equipped with safety machines and directions are given for the same. Safety directions are placed at noticeable points in and around the plant premises. Fire extinguishers are placed reachable points and employees are well trained to use if necessary comes. Those who work in production department are given masks , safety gowns and shoes. In Company , a separate book is given to each employee , which prescribes certain rules and procedures in order to create a working environment free of accidents. No major accident was occurred in the plant for past 10 years. ABC of safety A-Always B-Be C-Careful FIRST AID Medical officer : There are 2 doctors in Apollo Tires Ltd, Perambra plant to cater to the medical needs of the company. One among them is a general surgeon . The various services provided by the medical officers are listed below. celebrations and plant visit by important officials.
a) Causality services The main purpose is the causality function. The injured will be provided first aid by the medical officers. All the facilities available within the company will be utilized and when further treatment is required the patients will be referred to nearby hospitals. If the injured require any leave or rest , then a brief investigation report will be prepared and submitted. b) Medicines Basic medicines will be available in the first aid counter itself and other medicines will be prescribed to the patients to be purchased from outside. c) Record keeping A chart called the L chart is maintained for the employees where all details regarding the various diseases of the employee will be recorded. d) Advisory services Advisory and counseling services are provided the employees with regard to their physical as well as mental problems. e) Classes and Seminars Medical officers conduct classes and seminars regarding the harmful effects of alcohol , drugs , smoking etc... and make them understand the ways in which this will affect the health of the company. f) Posture and exercises - A healthy mind and strong body is required for the company to perform successful. The quality of work depends on the individual. Therefore the medical officers also advices regarding good posture to be maintained, exercises to be performed to maintain body and mind healthy and activity
Emergency plan:Emergency is a situation warranted to seek external help or resources for controlling an eventuality which adversely affect the environment , man and material or objectives of emergency plan are to assign the individual roles and duties to perform in an emergency situation. a) b) c) To avoid panic and confusions. To effective utilize the available resources. To equip them.
But if the facilities not enough , then advance intimation shall be passed to hospitals for immediate receipt of patients. The procedures to be performed for such a situation are listed below: a) The details of the causalities that are taken to the hospitals will be
intimated to the welfare officer. b) He will also inform the Apollo Tires Ltd head , engineering head , HR and
administration head , finance head , safety manager , security manager and medical officers over the phone. c) Welfare officers shall co-ordinate with hospital to give utmost care and
attention to the victims. Incident controller shall prepare a brief accident report (FIR) to be submitted to the management immediately after the situation has come under control.
OTHER ADMINISTRATIVE ACTIVITIES 1. Selection Procedure. 2. Induction Plan. 3. Performance Appraisal. 4. Absenteeism Management. 1. Selection Procedure a. Management staff. Technical : B.Tech, Gradate Engg Trainee Non-Technical : CA/ICWA/MSW/MA(PM):Executive Trainee After trainee absorbed as officer criteria Consistency in academic performance Group discussion Personal interview b. Employee children skill development scheme 1 year training in production Dependents of employees Minimum qualification 8th std Physical fitness
2.Induction Plan Workers : 2 days induction training Management staff : 15 days induction Quality Pledge Safety procedure Welfare measures Interaction with all department heads 3. Performance Appraisal Employee Development Review(April-March) Three Tier system Helps in setting individual/team goals Rated in respect of the achievements Mid year review of the goals Personal attributes considered 4. Absenteeism Management Absenteeism among workmen has been a cause for concern for the company; production has suffered heavily in this account recently. It has therefore been decided to fight against the absenteeism contains among the regular workmen and production apprentices through attendance monitoring mechanism.
The control measures are a. Attendance, Discipline & Development Programmed Introduction of ADD programmed effective in ATL An effort to improve the attendance of chronic absentees To maintain consistent production
Operations of the scheme Chronic absentees numbering 192 are brought under small group of 5 person. 192 workmen are brought under 23 groups, under each mentor, drawn from purchasing and other financial areas, on a daily basis oversee attendance to ensure availability of his group members for work. HR department monitor the attendance and stops those who absent from duty continuously for 3 days. After 15th of each month, attendance data of the group members are generated and circulated among the groups. HR department publishes list of absentees during 1st half of the month to give them a chance for improvement during the second half of the month. In the 1st half of the succeeding month, the attendance for the previous month is published and committee meets and decides the course of action against defaulters. Advisory/warning /suspension/pending enquiry etc... are issued based on the gravity of each case. Individual appreciation letters signed by the mentors are sent to the residence in cases where remarkable improvement is shown.
b. System Daily follow up 3 days meet HR 6 days stoppage 10 days home visit 20 days (accident) home visit c. Task force Constitution (1HR +1Line Personnel) 12 task forces for 116 members Achievements : 10 absentees were covered to 100% attendance Individual Problem solving 34% habitual absentees shows improvement d. Training and counseling 2 days training module Individual counseling e. Leave Planner 12% permissible limit or work station Festival leave plan Leave sanctioning and monitoring
Salary Payment All supervisory personnel are required to open a SB account with South Indian Bank, Perambra and intimate the accounting department who in turn will remit the salary. In case of non supervisory personnel cash payment is done in the following days; Staff and service staff Last working day of the month. Production/engineering 7th working of the succeeding month. Employees focus (SHE) 1. Safety Aspects : Primary importance 2. Health Full time doctor Ambulance Dispensary Medical check - up 3. Environment Eco friendly surrounding Pollution free work practice Business focus Production linked bonus Production linked LTS(Long Term Settlement)
Zero over time Expansion of capacity Right sizing Promotion Promotion is purely based on attendance , seniority and performance. They are all recorded in a systematic way. There is computerized punch card system followed in the company. Each entry and exit to the plant is recorded. Apart from this is a well maintained payroll system too. Absenteeism is being found out and proper reasoning is obtained. The attendance of the workers also account for their promotion. Thus HR department is the strongest department of CSPGCL, which have seven subsections which are mentioned above. It has a well established industrial relation and this department gives more important to the welfare and safety of the employees , also the time management very good here. All these sections are under the direct control of the HR Manager. FINANCE DEPARTMENT Financial banking is the science of managing money and other assets pertaining to a specific business. We all know that banks offer basic loans, deposits and financial advice, but they also facilitate transactions on sophisticated financial instruments such as private equity, bonds and mutual funds. Most top performing candidates typically view careers in Banking as the pinnacle of achievement, and sectors such as treasury, equity trading, investment banking and private banking are viewed as the most lucrative jobs for new graduates. In addition to traditional banks, other financial institutions such as credit unions, trust companies, mortgage loan companies, insurance companies, brokerage firms and asset management firms also offer a host of financial advice. Hence, when viewing the
opportunities in the sector, one must also carefully consider these other specialized financial institutions. Finance department is very essential for any organization to be set up. It is the backbone of any organization. Similarly the finance department plays a vital role in the set up and running of HGS. Chief accountant manager and chief finance manager works under the direct control of finance Director at HGS. Other top executive in the finance department are executive (Finance), divisional officer (Finance), accounts officer, assistant officer, senior assistant (Accounts) and assistant (Accounts). The chief finance manager and accounts manager handle various activities in the finance department. Each of them has their tasks cut out systematically in these areas. In HGS, finance and accounting department is subdivided into 11 sub departments: Salary department Cash department Bills department Budget and costing department Consultancy department Provident fund department Monthly and annual accounts department Debt servicing department On going project department Taxation department
Pension department Its brief explanation as follows: Salary Department: In HGS salary department looks after the advances to employees salary payable to the employees. Salary department calculates the salary of employees, on the basis of information given by the Human Resource department regarding the employees attendance, leave, leave not sanctioned, under salary amount deduction made in respect of provident fund, tax, and remittance charges, recoveries for advance. Salary department credit net salary amount and reimbursement of Medical and Electricity charges amount to employees bank account by issuing cherubs. Cash department: The cash section is responsible for all receipts and payments of cash, cheques, etc., and accounting the same in the books of accounts.HGS provided 15 corers as working capital to cash department, to carryout its transactions. If need arises beyond 15 corers, it requires to get permission from senior executive of finance. The functions of Cash department are: Operation of Bank accounts. Withdrawal of cash from bank, to cater for daily needs. Payment of voucher by cheques / cash Cash disbursement to salary department for payment of salaries, wages and other payments. Writing of cash / bank books. Preparation of Bank reconciliation statement.
Safe custody of cash, cheque book, revenue stamp & other documents like bank guarantees, fixed deposit receipts and investment etc. Reconciliation of inter transfer of funds transaction. Bills department: Bills department concerned with the verification of bills relating to expenses after verification, the bills will be sent to cash section for payment. Bills department ensure that the bills amount are not exceeds the budgeted amount. If bills amount exceeds the budgeted amount, the bill department is not having power to process the bill, in that case managing director has power to process the bill. In the department bills are divided in to two types. 1. Major bills. 2. Minor bills. Major bills: Major bills stands for amount payable for suppliers to supply goods to the power generating units according to the predetermined agreements. Agreement is made on Rs. 100/stamp papers. In case of delay in supply of goods, penalty of 10% on the purchase work is demanded. 80% of the payment will be made during the agreement, if the goods are being transported by railways. In case, goods are transported roadways, payment will be made only on receiving the goods, at the site, the quality and quantity of goods are verified and inspection report will be sent to the bills section. In bills section the terms and conditions based on the agreement are verified and if they are found to coincide with inspection report, then the bills will sent to cash section for payment. If C-formic producing or submitted the right of royalty and exercise duty would be 4%, otherwise 12%. C-form is issued only after receiving the goods.
Minor Bills: The minor bills include: Payment of interest of loan, debenture, repayment of loan amount and debenture. Payment of rent, telephone bill, office expenses printing and stationary, computer maintenance expenses. Payment of directors fee and remuneration. Reconciliation of balance of head offices with Banks. Budget department: Budgeting is nothing but the blue print of the future needs of the company. Budget refers to forecast of future need. HGS involves two types of Budget. Revenue budget: The revenue budget mainly focuses on the sales revenue and the associated costs to generate the power. The power generation is budgeted on the basis of average of last ten years sales and expenses on the basis of previous year actual and estimation received from different departments. Establishment and general expenses: Operation and maintenance. Fuel and chemicals. Royalty paid for water use. Financial charges the outstanding loans. Depreciation.
Cash budget: Cash budget is helpful in estimating each requirement, planning short term financing and scheduling payments in connection with capital expenditure project, planning purchase of materials. Consultancy department: HGS today has the capability to undertake large scale power projects from concept to commissioning. It can also operate the plant on an EPC basis, with a host of exclusive auxiliary services. HGSs Consultancy and Engineering Services Division, an offshoot of its core competency, offers its clients a wide spectrum of consultancy inputs across the complete cycle of power project development. It has the expertise in analysis and design of structures using STADPRO 2006, NISA Finite Element package, AUTOCAD 2006, micro station and in house developed software packages for reservoir operation, Stability of Dams etc. These include: Feasibility studies / evaluation and the compilation of detailed project reports Design, Engineering, procurement and construction services Consultancy on both Thermal and Hydel Power Stations, including handling of international competitive bids Project Management from project scheduling to preparation of final invoice and certification. Supervision of erection, commissioning and operation of civil, electrical, mechanical systems and equipment. Operation and maintenance services, Rehabilitation of dams in distress
Renovation, modernization and updating of hydro stations Overall project and performance management. Insurance department: Insurance is a service of an undertaking taken in order to over come or setoff the losses or damages while operating the business. In order to cover the risk and maintenance GHS has taken out insurance policy with many companies. The risky projects among all power generating project are RTPS in order to cover all those risks while operating all those insurance policies covered under RTPS can be classified: Maintenance Standard fire and special perils. Boiler explosion policy. Terrorism. INDUSTRIAL ENGINEERING DEPARTMENT Industrial engineering department helps to maintain the machines which has been using for the production process. Thus this department helps to avoid the disturbance during the production process. Objectives: The main objective of this department is to plan, design, implement and image integrated production and service delivery system that assure productivity, quality, reliability, maintainability and cost control to keep Apollo globally competitive.
Functions: 1. Conduct work-studies, improvement studies in various equipment and fixation of norms. 2. Capacity calculation in various equipments from time to time consequent to various changes. 3. Design, implementation and follow up of incentive schemes in various zones. 4. Planning and assessment of man power requirements of various departments periodically. 5. Studying plant layout and material handling systems and suggesting
improvements. 6. Explore the possibilities of capacity expansion and prepare project report. 7. Negotiation with unions regarding worries, issues like incentive schemes, productivity, expansion and labor issue. 8. Analysis of capital expenditure request from various department and make recommendation to senior management committee. 9. Prepare budgetary planning for capital and cash flow requirement. 10. Prepare documents for long term settlements, bonus settlements etc and represent the management in the meeting with the union/labor departments. 11. Visit other industries for getting information regarding LTS methods, practice and other developments. 12. Conduct various training classes for workmen, supervisors, other officers and new recruits. 13. Apply various industrious engineering techniques such as job evaluation, O & M (Organization and methods) studies, kaizen, line balancing etc. 14. Suggest various cost reduction programmers and implementation. 15. Associate with professional bodies like productivity council, NITTIE etc and institution of engineers etc.
16. Conduct daily audit on man power, productivity, lost time, scrap detail, absenteeism, overtime etc. 17. Furnish various other management information reports of the top management. 18. Involve best practices and processors through global bench marketing in the context of global competitions and intense customer focus. 19. Optimize inventory levels at various stages such as engineering store, working progress and finished goods. 20. Continues improvement of methods and equipments designed compatible to the best economic standards. 21. Preparation and presentation of daily review report on critical parameters. 22. Preparation of machine utilization report. 23. Computation of kilogram/man hour. 24. Computation of indirect incentive earning rate. 25. Computation of various data and submission of application for various awards. 26. Computation of plant performance report on a daily basis and display. 27. Extent the support to the line function term regarding manpower details, norms, new products etc. 28. Incentive earning computation and releasing of incentive earning list. Incentive allowance computation and advice to finance and time office for payment.
TECHNICAL DEPARTMENT The system department is responsible for computerization of different departments of company. The main function of this department, operates and co ordinates all systems in the organization. The simple structure of department facilitates speedy communication flow with in the department. Monitoring Function Security problems in the SAP were solved using Central Virus Scanning System and Firewall at the head office Raipur. MAINTENANCE FUNCTION The system department in the plant solved network problems as well as computer problems. Regular backups were taken daily, weekly and monthly for providing
reliability in the SAP system. All the computers were connected using both point-to-point and star topology to form an Intranet inside the plant. Proper authentication was given to each department members using a user ID and a password. Information technology (IT) is defined as the design, development, implementation and management of computer-based information systems, particularly software applications and computer hardware. Today, it has grown to cover most aspects of computing and technology. The reason why it has catapulted in importance is due to the improving accessibility, awareness and utility of technology. It is a common fact that a countrys IT potential is paramount for its march towards global competitiveness, healthy GDP and defense capabilities. IT professionals perform a variety of duties ranging from data management, networking, engineering computer hardware, database and software design, to the management and administration of entire systems. With the already high penetration of conventional personal computer and network technology, coupled with the growing
convergence of information, communication and entertainment, the industry is now keenly focused on the integration with other technologies such as mobile phones, automobiles and televisions etc, thereby increasing the demand for such jobs. Performance In India, it is important to make the distinction between IT and ITES (IT enabled services). The latter refers to services delivered over telecom networks/ Internet to a range of external business areas (Colloquially referred to as KPO and BPO) and is treated elsewhere on this website (see ITES industry overview). Hence, we shall focus on the IT industry here by limiting the discussion to electronics hardware manufacturing and software development and services. Despite the unprecedented global economic downturn, the Indian IT industry has weathered the storm well, and will achieve sustainable growth going forward. Computer network specialist: Computer networking allows one computer to connect to other in a limited area or beyond, and exchange information. Network specialists design, implement and monitor computer networks. Ethical Hacker : An ethical hacker is employed by an organization to protect its computer network. Hacking is felony, but when it is done on request and under a contract between an ethical hacker and an organization, it is legal. MIS professional: A management information systems (MIS) professional collects, analyses data and provides information in formats that can be used by different departments of an organization accordingly.
SWOT ANALYSIS OF CSPGCL

STRENGTH OF CSPGCL The company has kept with itself sufficient liquid funds to meet any kind of cash requirement. Efficient working capacity of plants. Efficient and timely completion of projects. A minimum risk factor. Best-integrated project management systems. Company with an excellent record and high profits. An early starter-more than 30 years experience in power sector. Employee-friendly personnel policies. Low project cost of CSPGCLs plants. Excellent growth prospects with significant additions, modification and replacements. Highly motivated and dedicated workers and officers- no industrial relations problem. WEAKNESSES OF CSPGCL: Depleting raw materials. Some of the Plant have become old and need investment in Renovation & Modernization. Officer time management is not perfect. Less coal supply from S.E.C.L Manikpur Korba to C.S.C.B Korba east.
OPPURTUNITIES: Demand and supply gap. Upcoming hydro and nuclear sector. Huge opportunity in consultancy services. THREATS: Rising prices of raw materials Huge competition from SEBs, Reliance Energy, Tata power and other Private Development. Coming up of other sources of power
FINDING AND CONCLUSION
FINDINGS: The current ratio of company more than the ideal ratio. This depicts that companys liquidity position is sound. There is a continuous decrease in debtors. It represents not to extension of credit to customers. The reason for decrease credit is competition. Companys inventory turnover ratio has continuously increased after 2009 to 2010 7.08 & 34.74. It shows that the companys inventory management is efficient. Companys inventory conversion period has decreased in the years 2009to 2010. This shows the efficiency of management to convert the inventory in to cash. There is a decrease in the size of working capital in the year 2010 in comparison to previous year The cash conversion cycle has decreased in the year 2009 to 2010 55. It shows the inefficiency of management to utilize the cash. Companys cash turnover ratio has increased in the year 2009 to 2010. This indicates that company is utilizing its cash efficiently.
CONCLUSION The Chhattisgarh State Power Distribution Company Limited is the leading organization in the India, its maintains the standard, quality of services and image through its uncompromising customers services , like- generation , distribution, transmission, trading of electricity. Earlier it was only Chhattisgarh State of electricity board (CSEB), but now its is divided into 5 different companies, which has separate finance department which is entrusted with the task of carrying out its various roles efficiently. The procedure followed in the Working Capital Management of proposal is in the profitable manner. Overall the financial performance of the organization is very well as it is having a continuous growth.
SUGGESTION
Company must pay attention on its debtors and look out good collection policies, which directly affect the working and financial position of the company. Company should properly manage its cash and take effective measures to reduce the cash conversion period. Good pay Motivational factor Employees in the company feel that pay should be directly to the performance Human resource planning should be done carefully . Employees should be encourage every time to know and perform their job well for organization benefits. Employee recognition as a form of reward can be both intangible and tangible
BLIOGRAPHY BOOKS1. C.R.Kothari, (1999)Research Methodology, 2nd Edition, New Delhi,New Age International Pvt Ltd. 2. R. Wayne Mondy, (2010) Human Resource Management, 10th Edition,New Delhi,Dorling Kindersley India Pvt. Ltd. 3. Prasanna Chandra, (2011) Fundamentals of Financial Management, 5th Edition, New Delhi,Tata McGraw Hill Education Pvt. Ltd. 4. J K Sharma, (2006) Operations Research, 2nd Edition,New Delhi, Macmillan Business Books India Ltd. 5. Documents of Chhattisgarh State Power Distribution Company Limited on capital budgeting. WEBSITES1. www.cseb.gov.in 2. www.rggvy.gov.in

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AN ORGANISATION STUDY AT CSEB, KORBA

INTRODUCTION TO THE INTERNSHIP

1 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

2 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

KORBA (East) TPS Phase II Total Capacity: 200 MW

Unit 1: 50 MW* Unit 2: 50 MW* Unit 3: 50 MW*

September, 1966 May, 1967 March, 1968

KORBA (East) TPS Phase III Total Capacity: 240 MW

Unit 5: 120 MW*

Unit 6: 120 MW*

KORBA West TPS Total Capacity : 840 MW

Hasdeo Bango HEP Total Capacity: 120 MW

3 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

Micro Hydel Power StationKORBA: Total Capacity 0.85 MW

Gangrel HEP Total Capacity : 10MW

September, 2006 First synchronization

Total Capacity: 1423.85 MW

4 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

5 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

6 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

Singh Managing Director.

Ajay Singh. IAS

Principal Secretary (Finance) C.G Govt.

Aman Kumar Singh

Secretary (Energy) CG Govt. & Director.

7 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

8 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

9 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

10 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

11 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

12 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

13 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

14 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

15 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

16 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

17 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

18 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

19 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE

AN ORGANISATION STUDY AT CSEB, KORBA

1966-68 1976-81 1983-86 2007

4X50 2X120 4X210 2X250

1994-95 2004 2006 2003-09

3X40 4X2.5 2X3.5 2X0.85

20 |SAMBHRAM ACADEMY OF MANAGEMENT STUDIES, BANGALORE