BE Energy V2 Final PDF

Business Excellence in
GMR Energy
FY 2013-14
Business Excellence in
GMR Energy - FY 2013-14
INSIDE THE REPORT
Self-Certification 04
Glossary of key terms 05
Glossary of figures & tables 07
Organizational Profile 10
Process Categories
Category 1. Leadership 27
Category 2. Strategic Planning 52
Category 3. Customer Focus 64
Category 4. Measurement, Analysis and Knowledge Management 73
Category 5. Workforce Focus 87
Category 6. Operation Focus 103
Business Results 116
2 Business Excellence in GMR Energy | FY 2013-14

Dear Colleagues 2. To manage our rapid growth, we strengthened our
governance processes through more rigorous application of
In our journey of 4 years with Business Excellence, we are
audits, well beyond statutory requirements towards greater
proud to be associated with the legacy of the framework left by
management assurance; for key business processes,
Malcolm Baldridge. He shared his birthplace Omaha Nebraska
decision matrix in the form of RASCI were formulated and
with Warren Buffet. He was a brilliant student of Yale, worked
implemented; DoPs for key processes were reviewed and
as foundry hand in an iron making company and rose to be
updated; business reviews were re-designed (Page No: 37,
its President. Thereafter he served in World War II, returned
1.2A1)
to rise up in another company Scovil to be its Chairman,
while leading its transformation from a troubled brass mill to a 3. For our projects, we applied highly improved and
highly profitable company. He was nominated to be Secretary documented processes in GKEL, CTPP and Bajoli Holi,
of Commerce by President Reagan, reduced Commerce through a program which was code named ‘Bhavyatha’
Department budget by 30%, administrative personnel by (Page No: 114, 6.2B3)
25%, was a strong proponent of quality management even in
4. We achieved major cost optimization in diverse areas – from
government, worked hard to build trade bridges with Soviet
GEMS mines operations in Indonesia to significant resource
Union, China and India and was considered one of the most
optimization across GMR Energy (Page No: 108, 6.1B2)
successful Commerce Secretaries ever.
5. We drove Environment, Health, Safety and Governance in
Your enthusiastic pursuit of GMR Business Excellence Model
an integrated manner, with emphasis on ethics & integrity
(GBEM) over these years has helped GMR Energy to build
through the GRI G4 Corporate Sustainability framework
capabilities to improve continually and adapt to rapidly changing
(Page No:42, 1.2C1, Page No: 90, 5.1B1)
business environment. I must convey my deep appreciation of
all your effort during FY14, when we took major steps to make 6. We are pursuing Asset Light Asset Right strategy to
GMR Energy more efficient and effective. While we worked continually review our portfolio and maximize valuations
together to make internal changes happen, we were also (Page No: 56, 2.1A2)
contending with an unprecedented downturn in the global and I am confident, just as you are that these transformational
Indian economy. This did not slow us down, but in fact, made measures will differentiate us in the market and yield results
us more determined to make large scale improvements along on all key areas of interest of investors, employees, suppliers,
the length and breadth of GMR Energy. environment and society, in a balanced manner.
While we achieved significant gains through CIPs and Idea I thank each one of you for your precious contribution towards
Factory and cleaned up our KM portal, I would list the big ticket all-round business excellence in GMR Energy. Let us all
transformational measures as the following: continue on this journey focusing on our immediate priorities of
1. Organization structure was changed from horizontal to liquidity, profitability and structure & processes, without losing
vertical, with the formation of SBUs that made us flatter, sight of capability building for the long term.
more agile with greater empowerment down the line; our
projects under construction and operating plants were given With Best Wishes
more authority and responsibility, with clear organization
structures (Page No: 32 – 1.1A3, Page No: 88, 5.1A3) GBS Raju
Business Excellence in GMR Energy | FY 2013-14 3

GBEM 2014 Internal Assessment - Applicant Self Certification
1. Applicant Company
Applicant GMR Energy Limited
IBC Knowledge Park, Phase II, D Block, 4/1, Off Bannerghatta Road
Address Bangalore – 560029
Karnataka (State), India.
Telephone 080-40432000
Website www.gmrgroup.in
2. Senior Management Details
Official Details SBU SBU Head
Company GMR Energy Limited Thermal (Coal) S N Barde
Name GBS Raju Hydro R V Sheshan
Designation Chairman – Energy GKEL R V Sheshan
Telephone +91 80 40432774 Gas & Liquid Raghunandanan GK
Fax +91 80 40432826 Corporate Functions Ashis Basu
E-Mail gbsraju@gmrgroup.in Coal Assets Avinash Shah
Strategy & Development Aniruddha Ganguly
Finance & Accounts Bhaskar A Rao
3. Organization Chart
Attached as Fig. OP-12 in the Organizational Profile reflects reporting relationships with GMR Energy Corporate Center, and
includes the SBUs/functions in the organization.
4. No of Employees
In the Company: 1089
5. Site Listing and Location Details
SBU Location No of Employees Service Description
Thermal Coal EMCO Warora, CTPP Tilda 358 Operating Asset, Project
G&L GPCL, GVPGL, GEL KKD, GREL 184 Operating Asset, Project
GKEL Kamalanga 269 Operating Asset
Hydro Delhi, BH, Alaknanda, Talong, Nepal (UMS, UK) 144 Project, Office
Corporate Functions Delhi 38 Support
Coal Assets Bangalore, Indonesia 21 Coal Mines
S&D Bangalore, Delhi 48 Support
F&A Bangalore 27 Support
6. Site Listing and Location Details
S NO Line of Business Turnover
1 Power Generation, Power Transmission & Trading 2986 Crs.
7. We certify that we are eligible for participation in the GBEM Internal Assessment 2014, on account of being an applicant
with an independent Board of Directors
8. Application Release Statement
We understand that this application will be reviewed by a Team of Assessors. We agree to host the consensus meeting and the
site visit, as part of this process, and to facilitate & support an open and unbiased assessment. We also agree to share non-
proprietary information on our Business Excellence Processes, for the benefit of other GMR Group Companies.
Date: 13th August, 2014

Glossary of Key Terms DISCOM Distribution Company
DLP Data Loss Protection
ALAR Asset Light Asset Right
DoP Delegation of Power
AOP Annual Operating Plan
DR Disaster Recovery
APC Auxiliary Power Consumption
Earnings before Interest, Taxes, Depreciation
APTRANSCO Andhra Pradesh State Transmission Company EBIDTA
and Amortization
ATR Action Taken Report EEEC Employee Engagement & Ethical Culture
BBS Behavior Based Safety EHS Environment, Health & Safety
BCM Business Chairman ELP Emerging Leaders Program
BD Business Development EMS Environment Management System
BE Business Excellence EPC Engineering, Procurement & Construction
BH Bajoli Holi Hydro Project ERM Enterprise Risk Management
BHR/ ERP Enterprise Resource Planning
Business HR / Corporate HR
CHR ESS Employee Self Service
BOD Business Organization Development F&A Finance & Accounts
BOP Balance of Plant FC Financial Closure
BPC Business Planning & Consolidation FMS Facility Management Services
BSC Balanced Score Card G&L Gas & Liquid SBU
BTG Boiler, Turbine, Generator GAIL Gas Authority of India Limited
CA Corporate Affairs GBEM GMR Business Excellence Model
CAPA Corrective Action, Preventive Action CTPP GMR Chhattisgarh Energy Limited
CC Corporate Communication GCFO Group Chief Financial Officer
CDM Clean Development Mechanism GCM Group Chairman
CEA Central Electricity Authority GCM
Group Chairman’s Social Entrepreneurship Fund
CEO Chief Executive Officer SEF
Commercial & Contracts, Engineering, GEL GMR Energy Limited
CEPCOM Procurement, Construction, Operations & GET Graduate Engineer Trainee
Maintenance
GHB Group Holding Board
CERC Central Electricity Regulatory Commission GIL GMR Infrastructure Limited
CFO Chief Financial Officer GKEL GMR Kamalanga Energy Limited
CFT Cross Functional Team GMRETL GMR Energy Trading Limited
CIDP Comprehensive Individual Development Plan GMRVF GMR Varalakshmi Foundation
CII Confederation of Indian Industry GoI Government Of India
CIP Continuous Improvement Project GPAC Group Performance Advisory Council
CoBCE Code of Business Conduct and Ethics GPCL GMR Power Corporation Limited
COD Commercial Operation Date GREL GMR Rajahmundry Energy Limited
CPD Central Procurement Department GRI, G4 Global Reporting Initiative
CPP Captive Power Plant GTA Gas Transportation Agreement
C-SAT Customer Satisfaction GUVNL Gujarat Urja Vikas Nigam Limited
CSPD Corporate Strategic Planning Department HOD Head of Department
CSR Corporate Social Responsibility HPCL Hindustan Petroleum Corporation Limited
CSS Customer Satisfaction Survey HRC HR Council
CTPP Chhattisgarh Thermal Power Plant IDFC Infrastructure Development Finance Company
CTU Central Transmission Utility IDP Individual Development Plan
DC Development Center IEX Indian Energy Exchange

IISc Indian Institute of Science Political, Economic, Sociological, Technological,
PESTLE
IJP Internal Job Posting Legal, Environmental
IMS Integrated Management System PLF Plant Load Factor
IPO Initial Public Offering PMI Project Management Institute
IPP Independent Power Producer PMP Performance Management Process
ISMS Information Security Management System PPA Power Purchase Agreement
JRL Job Responsibility Level PPEs Personal Protective Equipments
KM Knowledge Management PSBSC Power Sector Business Steering Committee
KPI Key Performance Indicator PTS Project Technical Services
KSS Knowledge Sharing Session QMS Quality Management System
LDC Load Dispatch Center R&R Reward & Recognition
LDP Leadership Development Program Responsible, Approve, Support, Consult,
RASCI
Informed
LNG Liquefied Natural Gas
RE Renewable Energy
LSHS Low Sulphur Heavy Stock
REC Renewable Energy Certificate
LT & ST
Long Term and Short Term Plans RLDC/ Regional Load Dispatch Center / State Load
Plans
SLDC Dispatch Center
LTI Loss Time Injury
S&D Strategy & Development
LTIFR Loss Time Injury Frequency Rate
SBU Strategic Business Unit
LTSP Long Term Strategic Plan
Supervisory Control and Data Acquisition
MAG Management Assurance Group SCADA
Systems
MDC Management Development Center SEB State Electricity Board
MDP Management Development Program SERC State Electricity Regulatory Commission
MIS Management Information System SIPOC Supply Input Process Output Customer
MoC Ministry of Commerce SLA Service Level Agreement
MoEF Ministry of Environment & Forests SLT Senior Leadership Team
MoP Ministry of Power Specific, Measurable, Attainable, Relevant &
SMART
MoPNG Ministry of Petroleum & Natural Gas Time bound
MoU Memorandum of Understanding SPG Strategic Planning Group
MPP Merchant Power Plants SPP Strategic Planning Process
MT Metric Tonne SRLDC Southern Regional Load Dispatch Center
MTBF Mean Time Between Failure STEP Staff Training & Enhancement Program
MTPA Metric Tonne per Annum STU State Transmission Utility
NPV/IRR Net Present Value / Internal Rate of Return SWOT Strength, Weakness, Opportunity, Threat
O&M Operation & Maintenance TANGEDCO Tamil Nadu Generation & Distribution Company
OA Open Access TNEB Tamil Nadu State Electricity Board
OEM Original Equipment Manufacturer TNI Training Need Identification
OFI Opportunity for Improvement TPM Total Productive Maintenance
OHSAS Occupational Health & Safety Advisory Services TPP Thermal Power Plant
ORM Operations Review Meet TQMS Tata Quality Management Services
P&L Profit & Loss UMPP Ultra Mega Power Plant
PAT Profit after taxes VP Vice President
PBT Profit before taxes VPGL/
Vemagiri Power Generation Limited
PDD Professional Development Dialogue GVPGL
PDM Policy Deployment Matrix WAN/VPN Wide Area Network / Virtual Private Network
PDP Professional Development Plan

Glossary of Figures & Tables
Sr No. Fig. No. Description
Organizational Profile
1 OP. 1 Peer Assessment – Operating/Under Implementation/Underdevelopment capacity & Key Financials
2 OP. 2 Competitive Changes
3 OP. 3 Key Business, Operational, Societal Responsibility, HR Strategic Challenges and Advantages
4 OP. 4 Source and type of Competitive & Comparative Information
5 OP. 6 GMR Energy – Key Events & Milestones
6 OP. 7 Energy Sector – Awards & Accreditations
7 OP. 8 Main products & Delivery mechanisms
8 OP. 9 GMR Energy Vision, Mission, Values & Beliefs
9 OP. 10 Workforce Profile – Segments & Diversity
10 OP. 11 Major Facilities, Technologies & Fuel
11 OP. 12 GMR Energy : Organogram
12 OP. 13 Market Segments, Customer Segments & Key Expectations
13 OP. 14 Stakeholder groups and Key Expectations
14 OP. 15 Suppliers, Partners, Collaborators, Relationship mechanisms, Supply Chain Requirement
15 OP. 16 Elements of Improvement system and Approach
16 OP. 17 Performance Improvement System
Category 1. Leadership
17 1.1-1 GMR Energy Leadership System
18 1.1-2 Deployment of GMR Leadership System and its effectiveness
19 1.1-3 Deployment of Vision & Values to Stakeholders
20 1.1-4 Personal Actions by Senior Leaders reinforcing Values
21 1.1-5 “3 Tier” Ethics Structure & Senior Leaders’ role in Management of Ethics
22 1.1-6 Leadership led improvements in Legal/Ethical Behavior, Safety, and Quality & Climate Change
23 1.1-7 Creating Sustainable Organization
24 1.1-8 Sustainability Themes & Focus Areas
25 1.1-9 Enhancing Leadership skills
26 1.1-10 Leadership Communications
27 1.1-11 Creating Focus on Action
28 1.2-1 GMR Energy – Board & Governance System
29 1.2-2 Leadership System Effectiveness
30 1.2-3 Proactive approaches surpassing Legal & Statutory Requirements & Addressing Societal Impact
31 1.2-4 Process of complying and surpassing Legal Requirements
32 1.2-5 Key Risks identified for sector & Mitigation plan
33 1.2-6 Management of Business Ethics
34 1.2-7 CS Approaches & Initiatives
35 1.2-8 GMR Energy Sustainability Initiatives Roadmap
36 1.2-9 GMRVF Project Planning
37 1.2-10 GMRVF Key Initiatives across GMR Energy Sites
Category 2. Strategic Planning
38 2.1-1 Strategy Planning Process

39 2.1-2 Planning Horizons
40 2.1-3 Identification of Strategic Advantages, Challenges & Blind Spots
41 2.1-4 Data Collection and Analysis for SPP at the time of Environment Scan
42 2.1-5 Board Direction for Strategy Development
43 2.1-6 E&I in Strategic Planning Process
44 2.1-7 Strategic Objectives, Action Plans, Timelines and Performance Measures
45 2.1-8 Alignment of Strategic Themes and Opportunities for Innovation
46 2.2-1 Strategy Deployment Process
47 2.2-2 Financial Resource Planning
48 2.2-3 Risk Management Methodology
49 2.2-4 Abstract of HR Roadmap – FY15 to FY17
Category 3. Customer Focus
Customer Life cycle support and relationship for positive customer experience – Short term & Medium
50 3.1-1
Term
51 3.1-2 Customer Life cycle support and relationship for positive customer experience – Long term
52 3.1-3 Customer Listening – Potential, Competitor and Former customers – Short term market segments
53 3.1-4 Customer Satisfaction and Engagement Measurement
54 3.1-5 E&I on Customer Satisfaction and Engagement Measurement
55 3.2-1 Service Offerings
56 3.2-2 Process to identify and innovate service offering through experience and expectation of customer
57 3.2-3 Customer support across Life cycle
58 3.2-4 Customer & Market Segmentations
59 3.2-5 Building Customer Centric Culture
60 3.2-6 Customer Relationships
61 3.2-7 Complaint Management Process
Category 4. Measurement, Analysis & Knowledge Management
62 4.1-1 Performance Measurement System
63 4.1-2 Selection & Collection of Data
64 4.1-3 Organization Performance Measurement
65 4.1-4 Selection and Usage of Comparative Data
66 4.1-5 Comparative data usage for supporting Decision making & Innovation
67 4.1-6 Performance Review and Capability Analysis
68 4.1-7 Review Forums to assess Organization Performance
69 4.1-8 E&I through Organizational Performance & Review
70 4.2-1 Properties of Data, Information & Knowledge
71 4.2-2 Document Management System
72 4.2-3 “5 Pillar” Enterprise IT Service Model
73 4.2-4 IT Metrics Framework
74 4.2-5 Stakeholders Information sharing mechanisms
75 4.2-5A Integrated Data and Information System
76 4.2-6 IT Solutions and ERP modules
77 4.2-7 “5 Pillar” KM Framework
78 4.2-8 KM Platform at GMR Energy

79 4.2-9 E&I of KM Framework
80 4.2-10 IT Hardware, Software properties
81 4.2-11 Emergency availability of Data & Information
Category 5. Workforce Focus
82 5.1-1 GMR Energy HR System
83 5.1-2 Workforce Capacity & Capability Assessment Process
84 5.1-3 Organizing & Managing Workforce
85 5.1-4 Workforce Change Management
86 5.1-5 Workforce Process for improving Occupational Health & Safety
87 5.1-6 Approaches, Measures, & Initiatives related to EHS Workforce Change Management
88 5.1-7 Process for supporting workforce with benefits
89 5.1-8 Policies & Benefits tailored to diverse workforce
90 5.2-1 Methods for capturing inputs on Engagement/Satisfaction
91 5.2-2 Forums and Practices supporting high performance & Workforce Engagement
92 5.2-3 Performance Management System at GMR Energy
93 5.2-3A PMP Grievance Management Process
94 5.2-4 R&R for high performance
95 5.2-5 PMP support to Innovation, Customer & Business Focus
96 5.2-6 Correlation of Engagement results with Business Results
97 5.2-7 Learning & Development System
98 5.2-8 L&D Mechanisms
99 5.2-9 Succession Planning Process
Category 6. Operation Focus
100 6.1-1 Processes to Design & Innovate Work System and Identification of Internal & External Processes
101 6.1-2 GMR Energy – Work System
Key Work System capitalizing on Core Competency and Delivering Customer Value, Sustainability &
102 6.1-3
Organizational Success
103 6.1-4 Work System Requirement
104 6.1-5 Cost Control Measures
105 6.1-6 Prevention of defects, errors and rework, minimizing cost of inspection, test and audits
106 6.1-7 Workplace Emergency Management Plan
107 6.1-8 Emergency Preparedness – Systems & Processes
108 6.2-1 Process for designing and innovating work processes
Key Work Processes, Work Process Requirements, Determination of work process requirements and
109 6.2-2
measures
110 6.2-3 Process for improving and innovating work processes

Organizational Profile
P.2 Organizational Situation
Overview of the Indian Economy
Key Challenges Opportunities
GDP: In the past couple of years, there has been a fall in the rate of growth Stable democracy with peaceful political
causing concern that the period of high growth is coming to an end. environment
(growth fell to a low of 4.4% in 2013) Peaceful geo-political environment and
Current Account Deficit: India’s growth has been at the cost of a persistent current no cause for alarm from our neighbors
account deficit (which reached over 6% of GDP in 2012). India needs to import Large market backed by
crude oil, machinery and many other raw commodities. Its export sector has
struggled to match the growth of imports. • a rapidly growing size of the middle
class with purchasing power and
Rupee devaluation: The large current account deficit has caused the Rupee to fall,
despite very low interest rates in US and Europe. • growing young, educated population
with high aspirations
Inflation: India has struggled to keep inflation low. In 2013, inflation was nudging
near 10%, hurting the living standards of the poor who are particularly vulnerable Strong domestic savings driven by
to the price of food. High inflation is also harming confidence for investment. household savings and holding of gold
and other reserves
Urbanization: Parts of the Indian economy have made rapid growth, but it has
proved difficult for the fruits of economic growth to filter through to all areas of the Highly under-penetrated banking system
economy, especially isolated rural areas where there is poor infrastructure. and equity market
Government budget deficit: Despite years of economic growth, the government Strong entrepreneurial talent pool in the
has found it difficult to balance the budget. The budget deficit is 4.8% of GDP country with ‘animal instinct’
in the year 2012–13. Public sector debt is 68.05% of GDP, one of highest for a Large natural resource pool of minerals,
developing economy. Tax collection is still limited by tax evasion and corruption still untapped
(tax collection only accounts for 9% of GDP – one of lowest in the world).
Fertile land with great scope of
Policy regime: Policy paralysis, stability of existing policies, market unfriendly productivity improvement
policies
Long coast line and river ways for low
Regulatory framework is weak, subject to constant changes and regulatory bodies cost transportation
are composed of government appointed people robbing it of independent view
Huge infrastructure building up
opportunity
Annual GDP Growth Rate of India Average In*lation in India -‐ CPI
(%) (%)
10 12.00 10.92
7.9 9.30
10.00 8.87
8
6.4
5.9 8.00 6.95
6 4.9
6.00
4
4.00
2 2.00
0 0.00
2011 2012 2013 2014 2011 2012 2013 2014


Current Account De,icit -‐ India India Budget De-icit (% of GDP)
(Billion USD)
-‐35.00 -‐31.86 -‐7.00
-‐5.80
-‐30.00 -‐6.00 -‐5.10 -‐4.90
-‐25.00 -‐5.00 -‐4.50
-‐20.16
-‐20.00 -‐17.44 -‐4.00
-‐15.00 -‐3.00
-‐10.00 -‐2.00
-‐4.20
-‐5.00 -‐1.00
0.00 0.00
2011 2012 2013 2014 2011 2012 2013 2014

Overview of Power Sector
Indian Power Sector Key Challenges Opportunities

Financial Health of State Discoms: Per Capita Consumption:
India’s per capita energy
Years of populist tariff schemes, political interference, huge AT&C losses of over 30% and
consumption is one of the
operational inefficiencies have adversely affected the financial health of State Discoms
lowest in the world. It has huge
which are currently plagued with humongous outstanding debt of Rs. 1.9 Lakh Crores
headroom for growth with
Distribution sector reforms: rising income levels, increasing
Distribution sector is still mostly state government owned and there has been inadequate urbanization and growing
investment, modernization and penetration across the country, thus suppressing actual youth population.
power demand. Over 30% of our population has no access to electricity even today. Coal: India has the world’s
Fuel Security Concerns:
4th largest coal deposit. Most
of the coal deposits are with
Thermal capacity addition is plagued by the growing fuel availability concerns faced by government owned monopoly.
the Industry. Significant gas based capacity of more than 20,000 MW is idle due to non- If world-class processes
availability of gas. Coal supply by CIL is restricted to around 65% of actual coal requirement and technologies can be
by coal based thermal plants, leading to increased dependence on imported coal with the rapidly adopted, and modern
cascading result of high power generation costs. Fuel import bill is the biggest component of regulatory regime established
our Current Account Deficit and a cause of weak Rupee and high inflation. with efficient transportation
Under-procurement of Power by States: system, supply can improve
significantly.
Increasing power generation costs due to limited fuel availability, poor financial health of
State Discoms, high AT&C losses have contributed in suppressed demand projections by Huge potential of renewable
State Discoms. energy: Wind energy potential
of 102788 MW is largely
Inimical Financing Environment: untapped, with installed
Over the last 4-5 years, the lending rates have increased significantly from the time of capacity of 19052 MW. Hydro
project appraisal resulting in project cost overrun and strain on the financial health of power potential of 84044 MW is also
developers and that of the lenders as well. Power projects being capital intensive, long largely untapped, with installed
gestation projects, financial instruments are not available that can provide low, stable long capacity of 40661 MW, while
term financing. Life Insurance Funds and Pension Funds are not allowed to be tapped for solar potential is also largely
this kind of funding though they are ideally suited for it. untapped at 2647 MW of
installed capacity.

Power evacuation: Unconventional energy: USA
Transmission of power is facing several points of bottleneck across the country, preventing has moved ahead in terms
free flow of power from suppliers to consumers, thus creating additional shortage of power of breakthrough shale gas
to consumers and surplus of power for producers technology., Iceland, Japan
and New Zealand have proven
Policy Paralysis: technology for geo-thermal
The micro level policies governing the fuel cost pass-through, mega power policy; energy, Coal-bed Methane
competitive bidding guidelines are not in consonance with the macro framework like The deposits in India are not
Electricity Act 2003 and the National Electricity Policy. insignificant. India has great
Environmental clearances: Environmental clearances are the major hurdle in the growth for opportunity to tap these for
investment project. It takes 1.5 -3 years for the clearances which delays the planning for future energy security.
the project. However, to fast track major investment projects and impart transparency in Public private partnership
clearance procedures, the project monitoring group (PMG) under the cabinet secretariat has model:
decided to digitize all applications for clearances relating to forest, environment and others
There is a strong need to push
by March 2015.
for wider-scale implementation
Land acquisition: The new Land Acquisition Act was formulated to provide just and fair of public private partnership
compensation to those whose land is taken away for constructing roads, buildings or models. The private sector
factories, replacing 120-year-old legislation. The new law — Right to Fair Compensation has been playing a key role
and Transparency in Land Acquisition, Rehabilitation and Resettlement Act — stipulates in generating power; a more
mandatory consent of at least 70% of affected people for acquiring land for Public Private supportive environment will
Partnership (PPP) projects and 80% for acquiring land for private companies. It also help in bridging the energy
proposes that farmers and landowners be paid up to four times the market value for land deficit of the country.
acquired in rural areas and two times the market value in urban areas. However, the New
government at the Centre indicated that it may change few provisions of the land acquisition
law.
P.2 A Competitive Environment and poor financial health of Discoms.

The electricity market is highly regulated by the government Detailed peer assessment is carried out during Annual Strategic
despite policies to deregulate it. While power generation is Planning process. As per the current regulations prevailing in
open to private players, power transmission and distribution the sector, Competition amongst peers is restricted to:
markets open to private sector are very small. GMR Energy 1. Capacity Addition through acquiring projects / developing
is not in the business of gas production. It has coal mines in new projects through regulated bids
Indonesia.
2. Sale of Power through Long term bids, and medium &
P.2 A1 Competitive Position short term merchant market through bilateral and power
exchanges.
What is your competitive position? What are your relative size
and growth in your industry or markets served? What are the Few players posing competition to GMR Energy in private
numbers and types of competitors for your organization? Power Generation Sector is Reliance Power, Lanco Infra,
Adani Power, JSW Energy, Tata Power, GVK Power and JP
Market has stagnated over the last couple of years due to over- Power (Fig. OP.1)
capacity in base load, transmission constraints, fuel shortage
Fig. OP.1 – Peer Assessment – Operating/Under Implementation/Underdevelopment capacity & Key Financials
MW MW (Under Fuel Mix (%) Revenue (Rs. Mn) EBIDTA (Rs. Mn) PAT (Rs. Mn)
Company Development &
(Ins) Construction) Coal Gas Hydro Renewable FY12 FY13 FY14 FY12 FY13 FY14 FY12 FY13 FY14
Adani Power 7315 8460 99.6% 0% 0% 0.4% 40898 67748 107144.3 13252 9550 38842.3 (996) (23256) 5952.6
Tata Power 6468 7503 80% 9% 7% 5% 84958.4 95672.8 86270.4 27680.9 27457.3 29465.1 11697.3 10246.9 9540.8
Lanco Infra 3854 18247 54% 23% 16% 1% 101690 135698 47411.1 18394 24130 7380.4 (1164) (12136) 133.4
JSW Energy 3140 8080 96% 0% 0% 0% 61188 89243 58026.1 14478 27932 22675.7 2995 10549 6024.8
Reliance Power 3120 41776 67% 30% 0% 3% 20192 48786 55440 6239 16649 19140 8666 9635 10260
GMR Energy 2498 6013 55% 19% 26% 0.3% 22410 21520 29860 2510 1400 1510 (1340) (7280) (13380)
JP Power 2200 11150 77% 0% 23% 1% 16155.6 22525.8 26775 15267 17713.1 19077.9 4029.5 3291.5 197.3
GVK Power 1249 5533 18% 31% 74% 0% 404.5 9370.2 4082.7 117.2 672.4 327.8 (82.7) (2300.1) (2828.6)

P.2 A2 Competitive Changes
What are any KEY changes taking place that affect your competitive situation, including opportunities for INNOVATION and
collaboration, as appropriate?
Fig. OP.2 – Competitive Changes
Aspect Competitive Changes
Fresh Capacity • Fresh Capacity addition from private sector is decreasing and may lead to higher deficit in the
Addition latter part of 12th Plan
• Coal Production Enhancement, Speedy Clearances and Restructuring of Coal India are high on
Domestic Fuel (Coal)
the priority list of Coal Ministry, Target set to increase coal production by 13% (YoY)
• Near term outlook for domestic Natural gas production continues to remain bleak
Availability & Pricing • The Govt. is considering a bailout package for Gas based power plants that include ensuring
of Natural Gas cash-strapped state power distribution companies continue to buy electricity from them after a
scheduled price hike making available power from plants that are idling for want of fuel and a new
repayment plan for a few other idle power plants.
• Liquidity expected to be tight; debt for infra sector considering sectorial limits, current exposure
& equity availability is a concern, however due to recently improved Industry & Sector outlook
Project Funding
options of attracting funds from Private Equity and Retail investors through IPO Route would help
GMR Energy
Clearances & • Power Projects awaiting Environmental Clearances have been reviewed by Environment Ministry
Approvals and Power Ministry and a process is set to speed up the process
• Supreme court to reevaluate all the hydro projects being set up (Alaknanda is one such project
Renewable Energy
which may be affected)
• Scheme for Financial Restructuring has been approved by Cabinet committee on Economic
Financial Health of Affairs, this scheme contains various measures required to be taken by State Discoms and State
Discoms governments for achieving the Financial Turnaround of the Discoms by restructuring their debt with
support through a transitional financial mechanism by the Central Govt.
P.2 B Strategic Context

In spite of significant strides made in capacity addition, the power sector continues to be in the supply deficit regime with the peak
and energy deficits for FY 14 being 3.9% and 4.4 % respectively. The capacity utilization of newly added capacity remained at low
levels primarily driven by non-availability of fossil fuels – gas and coal. GMR energy was severely affected by the low availability
of natural gas, which crippled its operations in the 388 MW VPGL and 220 MW GEL plants. In addition, the commissioning and
operations of the 768 MW GREL plant, built at a cost of 3,803 Cr has been stalled due to non-availability of natural gas allocation.
Key Aspects Current Scenario Key Takeaways
• Expectation of economic upturn; mood

• India: CRISIL forecasts a 6% GDP growth for 2014-15 as compared to an expected 4.8% for 2013-14 remaining cautious
• In the US, economy is beginning to see recovery & European economic recovery is on cards albeit at a • Currency volatility is on the rise;
slow pace in 2014 open exposures need to be hedged,
• FY 15 Interest rates are expected to remain the same; 8% CPI & 6% WPI is being forecasted for 2014- especially in CTPP
Macro
15 • Interest rates are not expected to
Environment
• Liquidity expected to be tight; debt for infra sector considering sectorial limits, current exposure & equity come down; structured products
availability is a conc ern appear to be the flavor of the day
• INR- USD exchange rates trend will remain uncertain; Re is expected to settle between INR/$ rate: • Funding concern for Sector is
62-65 in FY15 expected to continue as Banks have
reached Sectorial limits

Key Aspects Current Scenario Key Takeaways
• Peak and Energy Deficits are currently low (3.9%, 4.4%) & will pick up in H2 FY15
• Lower demand is on a/c of slowdown, structural issues and good monsoon
• Fresh capacity addition from Pvt sector is decreasing & may lead to a higher deficit in the later half of • Suppressed demand scenario likely
12th Plan to ease by H2 FY15 (GDP related);
coupled with RIL Gas price hike may
• Investor confidence has decreased, which will possibly accentuate the high deficit situation in the first increase short term demand for power
Demand & half of 13th Plan
Supply • Decreasing new investments leading
12th Plan to demand outpacing capacity addition
• Installed capacity has reached 230 GW with ~19.5 GW in the past one year, driven by Pvt. sector share by the end of 12th Plan
of 42%.
• 88 GW addition is estimated (excluding renewables) by Planning Commission
• Capacity addition from FY 16 onwards and in 13th Plan could be adversely affected
• Short term market rates in FY14 remained suppressed; Short term bid prices higher than prices on the
power exchanges.
• Long term bids were at a higher range than the prices in the short term market. This is complete
opposite of what was seen in the market two years ago.
Power • Short- term prices may continue to
Tariffs • Key factors affecting the short term prices in FY 15 would be increase in fuel costs (+), financial follow FY14 trend, in FY15
restructuring of DISCOMs which would limit their short term power purchases (-) and connectivity of the
southern grid with the national grid (-).
• Developers are also looking at locking up all their capacities on long-term basis given the coal linkage
requirements
• 30 GW of renewable capacity planned wherein Solar power target is 20 GW by 2020 • Renewable tariffs are still attractive
Renewables • Efforts to review the wind sector with the reinstatement of incentive schemes like GBI. However, low (not yet bottomed out); maybe the right
feed-in tariffs and availability of good sites for wind projects are a deterrent time to enter
• 67% of 11th Plan target achieved with private sector share of 23%, which is expected to increase further
in 12th plan. • Our Hydro portfolio, with already much
progress made, is expected to be a
Hydro • Huge untapped potential for the sector in NE India. Grid strengthening for evacuation of excess hydro
key differentiator for value creation in
power has been identified as the priority
the current market environment
• Capacity addition envisaged in the 12th plan is around 10,000 MW
• Deficit of domestic coal is expected to continue and reach 230 MT by FY17. Will increase further if coal
blocks are de-allocated.
• CIL will meet FSA commitments for
• Better performance in terms of production leading to some ease in the fuel supply situation. next 2 years due to lack of new bids &
• Environmental Clearances for CIL linked mines to increase CIL production have been put on a fast track delays in start of PPAs
Coal (MoEF ministry) • International coal prices expected to
• International coal prices are expected to remain soft in the medium term with a gradual increase in CY15 remain flat with a slight upturn towards
• Newcastle coal index forecasted at US$84 per ton. the end of FY15
• Indonesian coal reference price continue to remain flat.
• Near term outlook for domestic gas production continues to remain bleak.
• 9000 MW of projects are stranded due to shortage of gas
• With increased gas prices, production levels are expected to rise over next 2-3 years.
• Domestic Gas supply outlook
• Gas pooling seems unlikely to be implemented in the near future.
Gas continues to be negative for the power
• Open Access and taxation issues with respect to gas transportation continue to persist sector
• As per EGOM, additional domestic gas coming on-stream shall be allotted to power sector while
maintaining the priority of fertilizer sector above power sector.
• Short-term RLNG prices are not expected to decrease from the current level of US$14/MMBTU in FY15
• FRP for DISCOMs is in place.

• Coal shortfall being addressed thru’ CCEA directive. • Continuity of various positive policy
• Uncertainties regarding coal block allocations & Tapering linkage still remain initiatives remains a question with the
impending elections
• No headway in support for stranded gas assets
Policy & • Implementation of FRP a big step
Regulatory • Regulators are now inclined to consider fuel as a “non-profit” component in tariff- fuel as pass through as in installing discipline in DISCOM
Environment evidenced in Tata & Adani Order operations even though Maharashtra
• New SBDs have created a situation of conflict between the State and Center. & Delhi have announced recent
• Supreme Court to reevaluate all the hydro projects being set up (Badrinath is one of the project which populist measures
may be affected)
• New CERC Regulations are in place – stricter operational norms

What are your KEY business, operational, societal responsibility, and human resource STRATEGIC CHALLENGES and ADVANTAGES?
Fig. OP.3 - Key Business, Operational, Societal Responsibility, HR Strategic Challenges and Advantages
Business/ Capitalizing on Core
Strategic
Operational/ Strategic Competencies and address
Objectives / Strategic Initiatives
HR Advantages the potential need for new
Themes
Challenges Core Competencies
B1 • Pursue MOC / CIL to get MoU coal and linkage
Ensuring Supply coal at the earliest • Strong Corporate
of Fuel – Coal • Policy advocacy for gas pooling and follow up Relations
Ensure Fuel
for CTPP and with MoP/MoPNG for domestic gas supply / • Experienced Coal Stakeholder Relationship
Security
Gas for GVPGL, allocation to GEL, GVPGL, GREL Sourcing and
GREL & GEL • Exploring long term LNG opportunities for Logistics Team
KKD International market
• Ensuring 150 MW transmission corridor for

power supply to TN
• Increase dispatch to DNH to 200 MW
B2 • Ensure transmission corridor to potential
Maximize Addressing Power customers from GKEL to NR and WR • Stakeholder
revenues in Evacuation / Tariff / Operational Excellence
• Ensure PPA / transmission corridor for power Relationship
Operating PPA related issues
Assets supply from CTPP
• Effective Management of Tariff revision
petitions / Improve Deemed Generation
• GPCL/GREL as Spinning reserve
• Sustainability Reporting – GRI G4
• Finalize Ash disposal for EMCO
• Compliance to EHS Practices
• Compliance to Internal Audit Findings
• External Training
• BE Assessment through GRI/CII
Triple Bottom line
Focus/Process • Project Execution Excellence : ‘Bhavyatha’ at • Leadership
B3 Bajoli Holi, CTPP Operational Excellence, GMR
Improvement/ Commitment
Sustainability Vision, Values & Beliefs
Project Execution • Improve Operational Efficiency through towards
Excellence Implementation of IT enabled business sustainability
processes
• Sustainable farming based greenbelt
development at GKEL, EMCO & CTPP
• BE Assessment & Implementation of FY15
Action plan
• Timely COD for

»» CTPP Project • High level of
O1 Management Focus
Completion of »» Transmission lines - Angul, Meramandali,
Time and Cost and intervention
Projects within Aravali,
overrun in Project Execution
budgeted cost and • BH Project execution within Budgeted Time • Stakeholder
execution of
time and Cost Relationship
Projects
• Operationalization of PT BSL within budgeted
time and cost
• Achieving • High level of

Profitability/Cost • Improving Operational Efficiencies and Management Focus
Optimization reducing O&M Costs and intervention
across • Manage cash flows through receivables
O2 Operating • Engaging renowned
Improving Cash management consultants /
Plants (Asset
flows from • Relocation/Sale of GPCL, GREL, Barge, experts for driving
Light) Operational Excellence
Operations Mangalore Land Operational
/ Liquidity • Improve Excellence Initiatives
• Overrun funding for EMCO, GKEL & CTPP
Initiatives liquidity through
Financial/BD • Replacement / Securing disbursement from • Success in tariff
Initiatives, and original lenders revision petitions
resolution of • Filing DRHP and concluding GEL IPO filed by other
litigations competitors

Business/ Capitalizing on Core
Strategic
Operational/ Strategic Competencies and address
Objectives / Strategic Initiatives
HR Advantages the potential need for new
Themes
Challenges Core Competencies
• Focused EE plan for Critical Resources & High • Strong GMR Brand
performers Value
Acquiring, • Ensure 1:1 Step in and Long term successors • Organizational
H1 Stakeholder Relationship,
managing and for all critical positions Design by McKinsey
Talent Operational Excellence, Project
retaining the right • Job Evaluation
Management • Leadership and Capability Building Execution
talent and Organization
• Implementation of Hay Group Analysis by Hay
recommendations Group
B : Business, O: Operational, H : HR
P.2 A3 Comparative Data
What are your KEY available sources of comparative and competitive data from within your industry? What are your KEY available
sources of comparative data from outside your industry? What limitations, if any, are there in your ability to obtain these data?
GMR Energy employs various mechanisms (As illustrated in Fig. OP.4), for sourcing comparative & competitive data.
Fig. OP.4 – Source and type of Competitive & Comparative Information
Key Competitive & Comparative

Source of Information
Information
Bloomberg, Infra-line, Sigma Insights, PESTLE Analysis, Regulatory Orders, Annual Reports of other companies,
Strategic
Analyst Reports, Web sites of Regulatory Authorities
Engagement with Global Consultants, Best In Class – Benchmarking Framework, OEMs, Data published by
Operations
CEA, SEBs, other informal channels e.g. Networking, New Recruits
Projects Engagement with Global Consultants, PMI, Infra-line
P.1 Organizational Description

GMR Group is one of India’s most diversified infrastructure and the National Stock Exchange since 2006 with market
conglomerates with significant experience and expertise in the capitalization of approximately Rs. 13,312.13 Crores.
development, construction and operation of large infrastructure
projects. GMR Group also founded Raxa, a large, renowned GMR Energy Limited (GEL) created in October 1996, is a
private security company and GMR Varalakshmi Foundation, wholly owned subsidiary of GIL, and the holding company
an independent professionally run Section 25 Company for all Special Purpose Vehicles that develop, construct and
to channelize its significant corporate social responsibility operate power projects. We have a gross operational capacity
programs. GMR Group also owns Delhi Daredevils, the IPL of 2498 MW and an additional gross capacity of 2318 MW
T20 cricket team. under construction. In addition, we have a pipeline of power
GMR Infrastructure limited (GIL), formed in May 1996, and projects with an aggregate gross capacity of 3695 MW that
is the holding company for all infrastructure businesses of is currently under various stages of development. Below table
GMR Group, with interests in airports, power, roads and urban (Refer Fig. OP.5) sets forth our subsidiaries and their respective
infrastructure. GIL is listed on the Bombay Stock Exchange businesses.

Fig. OP.5 – GMR Energy Limited, Assets, Projects, Power Transmission, Coal Mines & Other subsidiaries
@ - Other power projects under development include:

• 300 MW planned capacity hydroelectric-based power project in the state of Uttarakhand (the “Alaknanda Power Project”)
• 225 MW planned capacity hydroelectric-based power project in the state of Arunachal Pradesh (the “Talong Power Project”)
• 600 MW planned capacity hydroelectric-based power project in Nepal (the “Upper Marsyangdi-2 Power Project”)
• 900 MW planned capacity hydroelectric-based power project in Nepal (the “Upper Karnali Power Project”)
• 350 MW planned coal-based power project in the state of Odisha (the “Phase II Kamalanga Power Project”)
• 1,320 MW planned capacity coal-based power project in the state of Madhya Pradesh (the “SJK Power Project”)
Fig. OP.6 GMR Energy – Key Events and Milestones
FY14
• SBU oriented structure for higher level of De-centralization and Empowerment

• Commercial Operation of EMCO Unit 2, GKEL Unit 1,2 & 3, and Maru Transmission
• Signing of Fuel Supply Agreement by EMCO with SECL(Unit 2)
• FSA by GKEL with MCL for tapering linkage
• Tie up of 150 MW from EMCO with TANGEDCO for a period of 15 years
• Financial Closure achieved for 180 MW Bajoli Holi Hydro Power
FY13
• Signing of Fuel Supply Agreement by EMCO Power plant (Unit 1) with SECL and by GKEL with MCL for
firm linkage
• Tie up of 200 MW for EMCO power plant with DNH Electricity for a period of 7 years and 3 months
• Commercial operation of EMCO Unit 1 – 300 MW
• Project Execution Excellence through “Bhavyatha”
Foray into power sector –

• Commissioning of Power Plants – GPCL, GVPGL, GEL Mangalore (Later relocated to Kakinada), GMR Solar Project - Patan
• Projects under construction – GKEL, EMCO, CTPP, Transmission Projects in Rajasthan
• Projects under development : Hydro – Bajoli Holi, Alaknanda
• Securing fuel sourcing by acquiring stake in in South Africa Coal mines, PT BSL : Indonesia, PT GEMS
Till FY12 • Signing of PPA for long term power off take from – GPCL, GVPGL, GKEL (260 MW with Bihar State Electricity Board), EMCO (200
MW with MSEDCL), Gujarat Solar (25 MW with GUVNL), CTPP (35% of power tied with Chhattisgarh State Power Trading
Company limited)

Fig. OP.7 – Energy Sector: Awards & Accreditations
P.1 A Organizational Environment construction, we have 1,370 MW of coal-based, 768MW of

gas-based and 180MW of hydro-based plants. We are also in
P.1 A1 Product Offerings the process of developing 2,025 MW of hydroelectric power
projects that have not yet commenced construction. Most of
What are your organization’s main product offerings? What is our power projects are strategically located close to the fuel
the relative importance of each to your organizational success? source to reduce our fuel transportation costs.
What mechanisms do you use to deliver your products?
While we initially began our operations with a focus on the
Electric Power is the dominant product of GEL. GEL also energy-deficient Southern region of India, we have now
has coal trading business, which is at a nascent stage at the diversified across India with power projects in the Eastern,
moment. The delivery mechanism & % split of revenue for Western and Northern regions as well as into Nepal to develop
Operating Assets are given in the table below: Table OP.8 large hydro power projects aimed at exporting power into India.
Within the power generation business, we have followed Our power off take arrangements is intended to achieve
a strategy of diversification in respect of our fuel source, a balance between risk, cash flow and revenue through a
geographic presence and off take arrangements. combination of long-term and short-term power purchase
agreements (“PPAs”). At present, a majority of our off take
We have 623 MW of gas-based, 200 MW of low-sulphur-heavy- arrangements are long-term PPAs with various state utility
stock (“LSHS”) based and 1,650 MW of coal-based capacity boards. We also sell power on a short-term basis through our
that is operational. Additionally, we have also diversified into power trading company, GMR Energy Trading Limited (“GETL”),
renewable energy based power projects. We have 25 MW of and through other power exchanges. Fig. OP.8 illustrates our
operational solar power plant. In our portfolio of projects under product offerings and mechanism to deliver them.

Fig. OP.8 – Main Products & Delivery Mechanisms
Sr. Name of Power Revenue
Off-take Arrangement Contracted Capacity Term
No. Plant / Project (Rs. Crores)
PPA with Electricity Department, Union
PPA for 7 years and 3 months 743 Cr
Territory of Dadra and Nagar Haveli dated 200 MW
from April 2013
March 2013
(Unit 1 COD –
EMCO Energy
1 PPA for 25 years from March Mar’13,
Limited - Warora PPA with MSEDCL dated March 2010 200 MW
2014
Unit 2 COD –
PPA valid until September Sep’13)
PPA with TANGEDCO 150 MW
2028
(A) Up to 25% of power
sent out
PPA valid for 25 years from 238 Cr
(B) right to buy all power
PPA with GRIDCO dated September 2006 the commencement of (Unit 1 COD –
generated in excess of
operation of the last unit Apr’13,
GMR Kamalanga a PLF of 80%, and
2 Energy Limited - Unit 2 COD –
Kamalanga (C) all infirm power
Nov’13
25 years from the start date
PPA with PTC dated June 2007 300 MW Unit 3 COD –
of supply
Mar’14)
PPA with Bihar State Electricity Board Nov PPA for 25 years from
260 MW
2011 November 2015
3 GPCL Chennai PPA with TNEB 196 MW PPA valid till Feb’15 1032 Cr
Under
4 GEL Kakinada PPA with GETL dated October 2008 Upto 220 MW PPA valid until October 2015
Preservation
PPA with four state-owned distribution
GVPGL – PPA valid for 23 years from
5 companies in Andhra Pradesh dated 370 MW 209 Cr
Rajahmundry September 2006
March 1997
Patan Power Plant PPA with Gujarat Urja Vikas Nigam PPA valid for 25 years from
6 25 MW 63 Cr
(Gujarat Solar) Limited dated December 2010 March 2012
PPA with Gujarat Urja Vikas Nigam PPA valid for 25 years from 1.08 Cr
7 Gujarat Wind Power 2.1 MW
Limited dated 27.06.2011 04.07.2011 (FY13-14)
Tamil Nadu Wind PPA with Tamilnadu Generation & PPA valid for 20 years from 0.45 Cr
8 1.25 MW
Power Distribution Corporation Ltd. 15.12.2011 (FY13-14)
Transmission Service Agreement with 25 Years from Sept.2012 13.39 Cr
9 Maru Transmission Lump sum
Rajasthan DISCOMs (COD Sept 2013) (FY13-14)
Transmission Service Agreement with Under
10 Aravali Transmission Lump sum 25 Years from Sept. 2012
Rajasthan DISCOMs Construction
701.45 Crs
11 Power Trading Power Exchange & Bilateral Lump sum Short Term, Medium Term
(FY14)
P.1 A2 Vision and Mission organization where people are encouraged to take stretched
targets, empowered to achieve them, and are supported
What are the distinctive characteristics of your organizational to take calculated risks and right decisions to achieve the
culture? That are your stated PURPOSE, VISION, VALUES, and business objectives. GMR Group Vision, Values & Beliefs and
MISSION? What are your organization are CORE COMPETENCIES GMR Energy Mission truly reflect our culture. It is nurtured
and their relationship to your MISSION? through regular communication, training, reward & recognition,
The organizational culture is built across all levels in the and high level of personal commitment from senior leadership
team.
Fig. OP.9 – GMR Energy Vision, Mission, Values & Beliefs
Our Vision
“GMR Group will be an institution in perpetuity that will build entrepreneurial

organizations making a difference to society through creation of value.”

Mission Values and Beliefs
Humility
“By 2020, GMR Energy wants to be We value intellectual modesty and detest false
pride and arrogance
the most profitable and one of the

Entrepreneurship
leading integrated Energy Companies We seek opportunities - they are everywhere
in India and derive value by

Teamwork and relationships
• Diversifying strategically across Going beyond the individual, encouraging

boundaryless behaviour
Energy value chain Deliver the promise

We value a deep sense of responsibility and self
• Being a preferred employer discipline, to meet and surpass commitments made
Learning
• Being socially responsible” Nurturing active curiosity - to question, share and
improve
Social responsibility
Anticipating and meeting relevant and emerging
needs of society
Respect for individual

We will treat others with dignity, sensitivity and
honour
Core Competencies: The current core competency of GMR asset management process that would encompass end-to-end
Energy is Stakeholder Relationship and 2) Project Execution requirements from top & bottom line management to talent &
performance management at asset level and at Sector level.
GMR Energy, with its large portfolio of projects of 6013 MW
under construction and development and 2498 MW under P.1 A3 Workforce Profile
operation in FY14, was mostly oriented towards a complex, What is your WORKFORCE profile? What are your workforce
diverse and large set of stakeholders to execute projects or employee groups and SEGMENTS? What are their education
successfully in a highly regulated environment. In the process, levels? What are the key elements that engage them in
it has remained in the pursuit of all the elements of GMR Group accomplishing your MISSION and VISION? What are your
Vision, Values & Beliefs and GMR Energy Mission. organization’s WORKFORCE and job DIVERSITY, organized
bargaining units, KEY WORKFORCE benefits, and special health
Operational Excellence has been identified as core competency
and safety requirements?
which needs to be further developed in the coming years, for
which ground work is already well under way, by soon engaging GMR Energy workforce profile across SBUs, and Projects /
a global consulting firm to support us. We aspire to create an Assets / Functions is illustrated in Fig. OP.10
Fig. OP.10 – Workforce Profile – Segments & Diversity

Employee Strength Gender Profile
Function / Site Nos. % Male Female Age Profile Level wisel
Upto 30 Years – 1 Senior Management (M4 & Above) – 0
31 to 40 Years – 4 Middle Management (M5) – 1
BCM Office 9 1% 9 0
41 to 50 Years - 2 Junior Management (M6,M7) – 5
51 to 60 Years - 2 Support Staff (A1 to A4) - 3
Coal Assets 21 2% 18 3
Corporate Functions 38 3% 28 10

Employee Strength Gender Profile
Function / Site Nos. % Male Female Age Profile Level wisel
Ethics & Intelligence 3 0.005% 3 0
51 to 60 Years – 2 Support Staff (A1 to A4) - 0
Finance & Accounts 27 2% 23 4
Gas & Liquid 184 17% 180 4
Senior Management (M4 & Above) – 1
GCM Office 3 0.005% 3 0 60 to 64 Years - 3
Other - 2
GKEL 269 25% 254 15
Hydro 144 13% 137 7
S&D 33 3% 25 8
Thermal Coal 358 33% 335 23
GMR Energy has a committed and highly diverse workforce plants and project sites follow the prescribed safety practices
totaling 1089 with high dependence on workforce to develop, and are provided with Personal Protective Equipment. An
build and operate Power Assets. Structured HR processes, well integrated framework on IMS provides for detailed process and
supported by Business HR, facilitate the recruitment of right initiatives for improving quality, environment, health & safety
people, their training and development, career progression, for example, establishment of Occupational health center at
retention and motivation. GEL also employs contract workforce our Operating Assets, Annual health checkup programs for all
to carryout routine and non-production related work in the regular and contract workmen. An integrated Energy Sector
areas of FMS, O & M etc. EHS framework provides detailed processes and SOPs to
We do not have any bargaining units in the company. continuously assess, adhere to Environment, Health & Safety
parameters throughout GMR Energy, complying with OHSAS
Our attrition rate is one of the lowest in the industry. The key 18001, ISO 14001 and GRI framework of reporting.
factors that motivate the workforce and keep them highly
engaged includes: P.1 A4 Assets
(a) GMR Brand Image What are your major facilities, technologies, and equipment?
(b) Challenging job assignments IT infrastructure is extensively used across all offices & project
(c) Career progression sites of GMR Energy. Integrated ERP system (SAP) is used
(d) Freedom and Empowerment to take decisions in respective
for carrying out all transactions, HR operations and project
work areas management. Project progress is monitored through extensive
video conferencing and web enabled cameras, connected to
(e) Performance driven Culture War Rooms. Distributed Control Systems (DCS) and various
(f) Regular Communication mechanisms like – Town Halls, other modern plant automation systems at our Operating Assets
Business Organizational Development programs, Skip ensure real time monitoring and control of plant operations.
level meets etc. The required software tools such as AutoCAD, Primavera,
As an integral part of its policy, GEL focuses on creating a OSI PI, BPC, etc. are made available to the locations as per
culture of safe and healthy work environment by ensuring requirement. All locations are connected through WAN/VPN.
compliance to all statutory and safety requirements as The technology & the major equipment used at our plants and
applicable to its operations. All Employees at operating projects are given in the table below (Fig. OP.11)

Fig. OP.11 – Major facilities, Technologies & Fuel
Operating Asset / Beneficial Gross Operational Commercial

Technologies Fuel
Project Ownership Capacity Status Operation
GPCL - Chennai 51% 200 MW Operational IC Engines LSHS FY99
GVPGL - Rajahmundry 100% 388 MW Operational Combined Cycle Natural Gas FY07
GEL KKD - Kakinada 100% 235 MW Operational Combined Cycle Natural Gas FY11
Based on Fuel
GREL - Rajahmundry 100% 768 MW Under Construction Combined Cycle Natural Gas
Availability
EMCO - Warora 100% 600 MW Operational Subcritical Technology Coal FY14
1050 MW
GKEL - Angul 81.44% Operational Subcritical Technology Coal FY14
(Phase I)
CTPP - Tilda 100% 1370 MW Under Construction Supercritical Technology Coal Est. FY15/16
Bajoli Holi 100% 180 MW Under Construction Renewable - Hydro Water Est. FY18
Gujarat Solar - Patan 100% 25 MW Operational Crystalline PV Technology Solar Radiation FY12
Gujarat Wind Power 100% 1.25 MW Operational Conventional Technology Wind power FY12
Tamilnadu Wind Power 100% 2.1 MW Operational Conventional Technology Wind power FY12
Maru Transmission 100% NA Operational NA - FY14
Aravali Transmission 100% NA Under Construction NA - -
P.1 A5 Regulatory Requirements • National Electricity Policy
What is the regulatory environment under which your organization • Consumer protections and other regulations e.g. Foreign
operates? What are the applicable occupational health and Investment Regulations
safety regulations; accreditation, certification, or registration
• Company’s Act – 2013, Factory’s Act, Environment Laws,
requirements; industry standards; and environmental, financial,
Labor Laws, Occupational Health & Safety Standards
and product regulations?
Regulations, & Accounting Standards
The power sector is highly regulated, from government
determined pricing for coal to government determined pricing • R & R policy of the respective state Govts
of electricity. Source of coal (Coal India Limited) is mostly
government owned and dominant customer segment (State P.1 B Organizational Relationships
Electricity Boards) is also government owned.
P.1 B1 Organizational Structure
The Electricity Act 2003 provides the core statutory framework
governing various aspects of Power Sector in India viz. What are your organizational structure and GOVERNANCE
Generation, Transmission, Trading, Distribution & Retail system? What are the reporting relationships among your
Supply, and Unregulated Rural Markets. Key policies and GOVERNANCE board, Board committees, and parent
regulations in relation to the power sector are provided below: organization, as appropriate?
• Electricity Act 2003 GMR Energy Limited (GEL) is a wholly owned subsidiary of
• New Hydro Policy 2008 GMR Infrastructure Limited (GIL), the flagship listed company
• Environmental Protection Act 1986, the Air (Prevention and of our Group. GEL is a holding company for all SPVs formed
Control of Pollution) Act, 1981 for implementing various power projects. GEL board comprises
of 6 independent and 4 non- independent directors. Mr. GBS
• The Water (Prevention and Control of Pollution) Act,
Raju is the Business Chairman (BCM) of the company. 3
1974 and other regulations promulgated by the Ministry
Independent directors on GEL Board are also on the board of
of Environment and the Pollution Control Boards of the
GIL. GEL board has various sub committees namely – Audit
relevant states
Committee, Shareholder’s Transfer & Grievance Committee,
• Mega Power Projects : Revised Policy Guidelines Nomination & Remuneration Committee, and IPO Committee.
• Guidelines for Allocation of coal blocks / coal linkages for GEL organization is headed by BCM at Energy Sector level.
power sector, Gas Allocation Policy SBU Heads report into BCM. Appropriate authority is vested
• Tariff based Competitive bidding guidelines for Transmission with the SBU Heads and to Functional Heads/HODs which is
Service commensurate with their responsibilities. The decision making
• CEA, CERC, SERC, and Dispatch Load Centers (NLDS, process across the organization is guided by ‘Delegation of
RLDC) requirements Power’ (DoP) document for the Sector and critical processes
• National Tariff Policy guiding Tariff related provisions, have clear RASCI (Responsibility, Approve, Support, Consult,
principles Inform). The Organogram is depicted in OP.12

Fig. OP.12 – GMR Energy: Organogram
P.1 B2 Customers & Stakeholders

What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY
requirements and expectations for your products, CUSTOMER support services, and operations? What the differences in these
requirements and expectations are among market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups?
Fig. OP.13 – Market Segments, Customer Segments & Key Expectations

Market Segments Customer Segments Key Expectations
• Availability of supply as per contract
• Sale/ banking of their surplus power at
• Rescheduling on mutual basis
Long Term/ Medium State Utilities/ Private competitive rates
• Competitive tariff
Term DISCOMs • Error free billing and payment convenience
• Rebates for extended period.
• Dedicated contact point (easily accessible)
• Security/ guarantees against contracts
• Maximum clearance of REC

REC Generators • Maximum Realization
• Regulatory updates
• 100% availability to avoid penalties

• Assistance for Approvals for scheduling,
Short Term Trading – Open Access Industrial • Updates on Market outlook
• Payment terms
Power Exchange Consumers • Updates on Regulatory framework
• Compensation terms
• Additional availability during hours.
• Competitive tariff, Firm Contracts,

IPPs/CPPs • Payment terms
• Availability of supply as per contract.

• Sale/banking of their surplus power at
• Rescheduling on mutual basis
Short Term Trading – competitive rates
State Utilities • Competitive tariff
Bilateral Agreements • Error free billing and payment convenience,
• Rebates for extended period.
Dedicated contact point (easily accessible)
• Security/guarantees against contracts

Market Segments Customer Segments Key Expectations
• 100% availability to avoid penalties

• Assistance for Approvals for scheduling,
Open Access Industrial • Updates on Market outlook
• Payment terms
Consumers • Updates on Regulatory framework
• Additional availability during hours.
• Firm contracts
Generators (For Sale) • Payment security
• Updates on Market outlook
• Availability
Short Term Trading –
Bilateral Agreements
• Lowest tariff
• Competitive trading margin
Other Traders
• Supply for peak hours/few hours/few
days
• Max. Availability,
• Error free billing and payment convenience
Private DISCOMs • Dedicated contact point (easily accessible)
• Sale/banking of their surplus power at
• Flexibility of rescheduling on mutual basis
competitive terms
Fig. OP.14 Stakeholder Groups and Key Expectations

Stakeholder Group Key Requirements
Investors / Shareholders • Return on Investment
• Engagement
Employees
• Attractive Compensation
• Learning & Development
• Career Progression
• Timely Payment & Repeat Orders

Suppliers / Partners / Contractors • Long term Relationships
• Ease of Doing business
• Repayment as per terms

Lenders / Financial Institutions • Adherence to Planned Project Progress & Other Contractual requirements
• Long term Relationships
• Compliance to applicable laws & Regulations

Central / State Govt. Local Administrative Depts.,
• Implementation of Rehabilitation & Relocation Policies
• Adherence to MoU Terms
• Policy Advocacy
Community
• Support in improving quality of life, Education, Medical Facilities, Basic Infrastructure,
Area Development, Access, Protection of Environment, Livelihood
P.1 B3 Suppliers and Partners

What are your KEY types of suppliers, PARTNERS, and The supply chain plays a major role in meeting the key
COLLABORATORS? What role do these suppliers, PARTNERS, requirements and enabling us to sustain the advantages of
and COLLABORATORS play in the production and delivery of competitive differentiators. The key requirements are 1) Cost
2) Timely Delivery and 3) Quality. In order to fulfill the value
your KEY products and CUSTOMER support services? What
chain requirements, the communication mechanisms are
are your KEY mechanisms for communicating with suppliers, letter, emails, discussions, site visits, etc. Suppliers/Partners
PARTNERS, and COLLABORATORS? What role, if any, do often bring the initial spark of Idea leading to innovation during
these organizations play in implementing INNOVATIONS in your two way interactions besides helping us in implementation/
organization? What are your KEY supply-chain requirements? evaluation of our innovative interventions.

Fig. OP.15 – Suppliers, Partners, Collaborators, Relationship mechanisms, Supply Chain Requirement
Role played by them
Type of Supplier, Partner, Relationship Role played in work
in Delivery of Product Supply Chain Requirements
Collaborator Mechanisms system / Innovation
/ Service
Fuel Suppliers – Coal, Natural
Gas, LSHS, (e.g. Mahanadi Coal
Fields Ltd, South Eastern Coal • Price, Quality, Delivery
Fields Ltd, Coal India (Other • Credit Facility
Subsidiaries), Indonesia Coal
Suppliers, Reliance, Niko and BP,
HPCL)
Supply of fuel for MOU’s, Contracts, Indigenization of Supply &
Operation of Power plants AMC’s, Tenders • Ensuring highest Plant availability Spares
O&M Contractors & Partners at lowest cost
• Training of GEL Employees
Suppliers of Spares,
• Price, Quality, Delivery
Consumables, Commodities
• Genuine Spares
(SKF, FAG, HPCL, Kirloskar,
• Flexible Payment Terms
Voltas, Bharat Bijlee, L&T)
• Proven capabilities in design,

develop and execute large power
RFP’s, RFQ’s, Sharing of Global
Supply – Technology, projects
Projects Partners, EPC Technical & Benchmarks /
Engineering, Equipment, • Technology,
Contractors, (Doosan, SEPCO, Commercial Bids, Performance Data of other
Construction of Power • Timely Delivery
SEC, Gammon etc.) Negotiations, Award Best Sites, Improvement
Project, Commissioning • Quality Standards
of Contracts, LOI’s Projects
• Commercial Terms – Cost,
Payment Terms etc
Project Execution RFP’s, Technical & • Proven Track Record

Global Consultants (McKinsey,
Excellence, Operational Commercial Bids, • Scalable Solutions Sharing of Global Best
BCG, KPMG, E&Y, , Deloitte,
Excellence, Global Best Negotiations, Award • Return on Investment Practices, Benchmarking
PWC etc.)
Practices and Trends of Contract • Learning & Development
Performance assessment
Assessment of Group • Subject Matter Expert, Domain
of Key Group Processes,
GPAC (Group Performance Core processes GPAC Assessment, Experts
Comparison with Industry/
Advisory Council) and Group / Sector Presentation • Vast Experience across Industries,
Sector & Other related
Performance Sectors
organizations
P.2 C Performance Improvement System

What are the KEY elements of your PERFORMANCE improvement system, including your evaluation, organizational LEARNING, and
INNOVATION PROCESSES?
Fig. OP.16 Elements of Improvement System and Approach

Element Approach Illustration Reference
PMP, GHB/GCM/BCM/SBU Head’s
Performance Review review, Plant Performance Review, BSC, PMP, Multi-level Review Forums - GHB, QBR, ORM’s at Fig. 4.1-1, Fig. 4.1-6,
and Evaluation Project Reviews, Surveys, Complaint GKEL, EMCO, Project War Room reviews, ATR’s Fig. 5.2-3
Management, GBEM Assessment, SLA’s
Capex Optimization CIPs, CIPs at Operating Assets (Heat

Continual 7 STEP Methodology, Cross Functional Rate Reduction, APC Reduction, Plant Preservation Cost Fig. 4.1-8, Fig. 7.1.92,
Improvement Team based approach, QC tools Optimization), Cycle time Reduction, Safety Performance Fig. 7.1.93, Fig. 7.1.94
Improvement (LTIFR)
Ideas implemented at Projects & Assets, Learning & Sharing

Innovation & Best 4.1 C1, Fig. 7.1.95,
Idea Factory, Leader Led Sessions of Key Improvements across Sectors through “Leader led
Practice Sharing Fig. 7.1.96
Sessions”, Project Bijlee, Paani

Fig. OP.17 Performance Improvement System

1. Leadership
1.1 Senior Leadership How do SENIOR LEADERS set organizational VISION

and VALUES? How do SENIOR LEADERS DEPLOY your
Our Leadership Team Members led by our BCM, under the organization’s VISION and VALUES through your LEADERSHIP
active directions of GHB, takes a lead role in driving the SYSTEM, to the WORKFORCE, to KEY suppliers and
PARTNERS, and to CUSTOMERS and other STAKEHOLDERS,
organization guided by our values & beliefs as mentioned in
as appropriate? How do SENIOR LEADERS’ actions reflect a
Fig. 1.1-1 and 1.1-2. The 3 Level Leadership Team of GMR commitment to the organization’s VALUES?
Energy is Tier 1 – GHB & GCM, Tier 2 – BCM & SBU Heads,
Tier- 3 – Project Heads, and Plant Heads & Functional Heads. Our Group Vision has been developed through a series of
Vision Building Exercise involving Senior Leadership Team
1.1 A Vision, Values, and Mission members. This exercise was facilitated by External Consultant,
using a Team based Approach, to capitalize on the Group’s
1.1 A1 Vision and Values Values & Beliefs.
Fig. 1.1-1 GMR Energy Leadership System
Senior Leadership Team of GMR Group plays a vital role in 13, the Group adopted Asset Light- Asset Right strategy
formulating and revalidating the Vision and Group Direction to ensure a Long term sustainable business model with the
based on the Strengths and Aspirations of the Group. theme of, ‘Develop, Build, Create value, Divest and Reinvest’.
Consequently the Senior Leadership Team of Energy Sector,
In FY11, the Group Aspirations were re-visited through a
after due deliberation, identified following strategic Themes:
process called “Sankalp-2020” leading to formulation of
1) Profitability 2) Liquidity 3) Structure & Process in alignment
Individual business level Vision/Mission. Energy Sector
with the Group Strategic direction.
Mission was developed using the same process. In FY

Fig. 1.1-2 Deployment of GMR Leadership System and its effectiveness
Deployment of Leadership
Step Till FY13 FY14
System
Obtain Feedback from
Stakeholders on Vision &
Mission Investor Meets, Customer Meetings, Community
Meets, EEEC Outcomes, Feedback from various 360 Deg. Feedback on Leadership Effectiveness,
1 Engage and understand the communication forums e.g. Town Halls, Skip Levels, C Sat Outcomes
requirements of Stakeholders, People Konnect
This sets the context for Strategy
Planning
Set Direction: Focus on Consolidation,
Re-visiting Vision, Mission, Sector level objectives, Shift in Strategic Direction : from Sector level objectives cascading down to SBU
2
Values Beliefs, Validating “Growth” to “Asset Light Asset Right” Priorities with key focus on Strategic Themes –
Strategy, Stimulate Stretch Goals Liquidity, Profitability, Structure and Process
Communicate Direction to
Stakeholders : Annual General Meets, GCM Newsletter, Town Halls,
Investor Meets, Customer Visits / Meetings, eCircular,
3 Build commitment by BCM Newsletter, SBU Specific Town halls
Discussion with Govt Institutions/Ministries, Corporate
communicating direction to all Communication, Community Meetings, Supplier Meets
stakeholders
Plan & Align : Organization structure altered to create a flatter
The ST plan is deployed across SBU oriented structure for higher level of De-
Formation of New Depts. : PPA Management, Capability
4 SBUs, Functions aligned to centralization, Empowerment, and faster decision
Center
Vision & Mission, Work System making, Introduced PDM and A3 approach to
and Goals of Employees support Strategy Deployment
Execute Plans: Capability and Capacity building measures across

BSC, Allocation of resources (In-house, Outsourcing
SBUs, Revised RASCI & DoP to match changes
5 Motivate, Empower and Make e.g. Creation of Shared Service Center to manage
in Org. Structure, Detailed ERM Assessment for
available resources Transactional Processes)
GKEL, Bajoli Holi and Power Trading
GHB Reviews, GCM Reviews, Plant Head/Project Head BCM Reviews, SBU Head Reviews, ORMs for
Reviews, PMP, Contractor’ performance Review, Vendor Thermal (Coal) Assets, Annual BE Roadmaps,
Drive High Performance: Performance Review, Engagement with McKinsey to Institutionalization of HR Council, BE Council,
Organizational Performance develop GMR way of Project Execution Excellence - Safety Council, Comprehensive GMR Project
6
reviews, and taking corrective “Bhavyatha” , Best In Class Benchmarking framework Management Process for Hydro Projects,
action / resource allocation, R&R for G&L Assets, Employees’ R&R : Spot Awards, Group Integrated EHS Framework for Energy Sector,
level CIP R&R, Best CIP at each site, Theme based Leader Led Sessions, G&L Community Meets with
Idea Factory : Winning Site & Top Contributors focus on preservation
P&L Training for Plant Heads/Project Heads, IMS
Develop People : Emerging Leaders’ Program, BE Assessors’ Certification
Training for Lead Auditor, Internal Auditor and MR,
program, GMR EDC, Learning Modules on 4 Pillars –
7 Enhance the Capability of people Lead Self, Lead Others, Lead Business & Lead Change, BE Practitioners’ workshop for Senior Leaders,
through training and development and 11 Competencies (Virtual MDC) BBS Training, OEM Training, O&M Training,
Bhavyatha Workshops
Enhance Capability of
Processes & Operations :
Adapt to new challenges Implementation of Super Critical Boiler Technology at Implementation of IMS (Quality, Environment
8 and raise the bar through CTPP Project, SAP Implementation across Assets, & OHSAS) at GKEL & EMCO, Deployment of
incorporation of new technology, Projects and Corporate Functions Capability Center Roadmap
organization knowledge and
agility
Learning Capture from previous projects - EMCO,
Learn & Innovate : Take lead role in Strategy formulation, Communication InterGen & Island Power (Singapore Project),
Exhibit role model behavior while to Stakeholders, Promote Culture of Continuous Operational Excellence Initiatives for Thermal
performing step 1 to step 8, improvement, Strong Focus on GMR Values & Beliefs, (Coal) Assets
9
Improve & Innovate to achieve Nurture Innovation & Risk taking, Promote culture of Engagement with Global Consultants on Stage
stretched targets through Best comparison through Best Practice and Benchmarking Gate Audits (PwC), Organization redesign
Practices (Best In Class framework at G&L Assets) (McKinsey), and Job evaluation and Organization
Analysis (Hay Group)

Town hall at EMCO Town hall at GKEL
Launch of Hydro Power Project Management Manual and Energy Business Chairman Interaction with
EHS Framework GPCL Team
“Business Excellence is not a process or procedure but a way of thinking. It is about

fighting and pursuing something diligently, with a strict and determined approach to
doing it right. If you deliver Excellence right now, that gives you the best shot at the best
future you’ve got coming. We need to ingrain this belief in minds of every employee to
enable them make BE part of their day to day working. It is only this way we can aim for
sustained excellence in our organization.”
S N Barde
President - Thermal (Coal)
The senior leaders deploy the organization’s vision, mission and values to all employees, key suppliers and partners, and to
customers through communication mechanisms as depicted in Fig. 1.1-3.
Fig. 1.1-3 Deployment of Vision & Values to Stakeholders

Stakeholder/Customer Communication By Forum for Communicating Directions Outcome/Example
Annual General Meetings, Annual Reports, Equity Infusion, Acquisition,
Investors / Shareholders Board Members, GCM, GCFO
Investors Meet Divestment
BCM, SBU Head (Thermal Coal
Assets, G&L Assets), Head Fig. 7.2.2, Fig. 7.2.6, Fig.
Customers Customer Visits, Customer Meets
Power Trading, Plant Heads, PPA 7.2.8, Fig. 7.2.9, Fig. 7.2.1
Management Team
Contract Award, Award of Service Orders/
Suppliers / Partners / SBU Heads, Head CPD, Plant Head, Purchase Orders, Partners’ Presentations,
Fig. 7.1.99
Contractors O&M Heads Formation of JV, Vendor Visits, Supplier Meets,
Performance Review
Timely FC of projects, Timely
Lenders / Financial Institutions GCFO, Sector CFO, BCM Financial Closure, Lenders Consortium Meets disbursement of Funds, Debt
Restructuring

Central / State Govt. Local GCM, BCM, Corporate Affairs, SBU Group updates, Policy Advocacy, Interactions Enhanced Stakeholder’s
Administrative Dept Heads, Plant Heads with Govt Institutes and Ministries Relationship
SBU Heads, Project Heads, Plant Community Meets, GMRVF Projects review Fig. 7.4.3, Fig. 7.4.4, Fig.
Community
Heads, GMRVF and Update, Stakeholder Engagement 7.4.5
Annual Day Celebrations, GCM Newsletters,
GCM, BCM, SBU Heads, Plant Heads,
Employees BCM Newsletters, Town Halls, Skip Level Fig. 7.3.8, Fig. 7.3.9
Functional Heads
Meetings, Reward & Recognition
Personal actions, commitment, & passion of Senior leaders various stakeholders like employees, vendors, suppliers,
towards GMR Values, is demonstrated during their various customers, etc. GMR Values are the guiding force for various
formal & informal meetings (Fig. 1.1-4) like Skip Level meets, actions taken by Leadership at all levels in the Organization
Departmental meets, Town hall meetings, Customer meets, right from Setting the direction to Communicating the same,
Supplier meets, Talent Review meets, Plant visits, Participation Planning & executing the direction with a constant focus on
in Seminars, summits, Conferences Trade fairs, etc. with aspirational targets.
Fig. 1.1-4 Personal Actions by Seniors Leaders reinforcing Values (illustrative)

Values Deployed Through Examples of Personal Actions Outcome
Leadership recognize and appreciate others’ abilities,
Engaged and motivated
Humility Interactions, Reviews, Presentations knowledge and achievements in open forums, Meetings,
Employees, Willingness to learn
Reviews, Seek help & support to accomplish complex tasks
Strong Asset Base supported
by dedicated Business leaders,
Leadership taking Lead and Active participation from
Continuously seeking opportunities Presence across Energy Value
Entrepreneurship Conceptualizing till Commissioning, First ever Barge
for sustainable growth Chain, Diversification wrt
Mounted Gas based power plant in India
Geography, Fuel source and Off
take Arrangement
Personal involvement in formation of Cross Functional
Culture of Collaboration, Formation
Teams to accomplish complex tasks, and Continuous
Teamwork & of Cross Functional Teams,
Improvement Projects, Appreciate Team work, Personal Fig. 7.1.92, Fig. 7.1.93, Fig, 7.1.94
Relationships Celebration of Team Achievements,
Involvement in recognizing Team Achievement (Idea
Formation of JV/Partnerships
Factory, Zeal Factory)
Structured Reviews, Identifying
Deliver the Review of ATRs, Adhering to Critical milestones and BSC Achievement, Balancing
Bottlenecks and realigning resource
Promise timelines Stakeholders expectations
deployment, Focus on Actions
L&D, Specific focus on Key GCM & BCM led Projects’ Key Learning Exercise – EMCO Learning Capture from previous
Takeaways in Annual Operating Project, InterGen, Island Power, Active participation in KM projects and using it for future
Learning
Plans, Weightage on Personal Communities (G&L Community, Short Term Power Market), projects, Project Execution
learning in Annual Appraisals Leader Led Sessions Excellence through Bhavyatha
GCM’s & BCM’s personal involvement in conceptualizing to
GMRVF Initiatives on 4 Thrust
completion of GMRVF initiatives, active involvement through
Social areas : Education, Health-
Engagement with Communities, Review of GMRVF Projects, Fig. 7.4.3, Fig. 7.4.4, Fig. 7.4.5
Responsibility Hygiene-Sanitation, Community
Senior Leaders’ involvement in CD Initiatives at Projects and
Development & Livelihood
Assets
Leadership attentive to individuals, Open Door Policy, Take
Respect for One on One Interactions, Reviews, Positive Referrals, Enhanced
responsibility of failure, Recognize individual efforts in open
Individual Day to day working Brand Image, Preferred Employer
forum
1.1 A2 Promoting Legal and Ethical 5 depicts 3 tiers Ethics Structure at GMR Energy. Code of
Business Conduct & Ethics (CoBCE) has been in place &
Behavior commitment to this is reinforced by various policies like Whistle
How do SENIOR LEADERS actions demonstrate their Blower policy, Sexual Harassment policy, governed by Ethics
commitment to Legal and ETHICAL BEHAVIOUR? How do they & Intelligence Department at Group level. HR has formulated
promote an organizational environment that requires it? a mandatory program on Code of Business Conduct & Ethics
Our Senior Leadership Team personally promotes an (COBCE) that needs to be undertaken by all employees.
organization that fosters results & requires legal & ethical Actions have been taken to ensure that each employee has
behavior by setting up un-compromising standards, through read and accepted the GMR’s CoBCE through the e-enabled
their personal behavior and actions. Legal and ethical system. A multi-channel, multi-language Ethics Helpline with
misconduct is viewed seriously and acted upon. Fig. 1.1- toll free number, managed by 3rd party (KPMG), has been

launched to provide a safe and secure way for employees, and Intelligence department, Ethics Counselors have been
vendors and suppliers to report Ethical concerns. Also, appointed at Projects/Assets locations to provide a secure
considering the resource limitations, and direct reach of Ethics forum for free and frank exchange of concerns locally.
Fig. 1.1-5 “3 Tier” Ethics Structure & Senior Leaders’ role

Tier Senior Leadership Involvement – roles & responsibilities
Providing Guidance for the Ethics & Intelligence Plans, Resolution of Ethical Concerns, Review of Ethics & Intelligence
1st – Group Governance
Processes and its effectiveness, Protecting Whistle blowers, Addressing Suppliers concerns, Role Model for Employees
Council & Ombudsperson
& Other Stakeholders
2nd – Location Ethics
Selection of Location Ethics Counselors, Oversee performance and effectiveness of Location Ethics Counseling
Counselors
3rd – Ethics Helpline Nominating 3rd Party for managing Ethic Helpline, Assess performance of Ethic Helpline and Agency involved
A Legal portal for Energy sector has been developed which being put in place. Also, a blue print on Sustainable farming
hosts information/update on all the legal cases for ready based Green Belt development is being sketched out for our
reference of Leadership Team to enable quick decision making. sites/locations. During the various reviews chaired by SBU
Similarly, a Compliance portal has been put in place to ensure, Heads/BCM the regulatory compliance and deviations, if any
on time, 100 % compliance, to all statutory requirements. are reviewed, including implementation of IMS as per ISO
Commitment towards EHS is ensured through Periodic Safety
9001:2008, ISO 14001, 18001. In addition, Periodic Audits are
& Environment Audits, Implementation of EHS framework,
registration of CDM projects with UNFCCC to reduce Carbon undertaken by MAG to assess the compliance level. Senior
foot print, and initiation of GRI –G4 based sustainability Leadership led Improvements in Legal/Ethical Behavior,
reporting for Energy Sector. Additionally, in the current year, Safety; Quality & Climate Changes are depicted in Fig. 1.1-6
E- Governance portal for enhanced EHS manageability is below.
Fig. 1.1-6 Leadership led improvements in Legal/Ethical Behavior, Safety, and Quality & Climate Change
Areas Till FY13 FY14
3rd Party Managed Ethics Helpline (Accessible over call, e mail, fax for all
COBCE Framework, Whistleblower Policy, Sexual
Legal & Stakeholders), e-Enabled COBCE Acceptance by all Employees, Energy Sector
Harassment Policy, Compliance Portal for Gas & Liquid
Ethics Compliance portal (Including Thermal Coal & Hydro), Energy Sector Legal
Assets (GPCL, GVPGL/GREL, GEL KKD)
Portal
IMS Certification (Environment + Quality + OHSAS) for EMCO, GKEL,
EHS & Compliance to EHS Standards through IMS at G&L Assets,
Comprehensive Energy Sector EHS Framework, Implementation of Bhavyatha
Quality Quality Procedures and SOPs
QA QC processes, Pre-bid safety evaluation of Contractors
3/4th of Installed Power Generation Capacity using Clean Focus on Sustainability (GRI G4 Framework), Green Initiatives, Development of
Fuel (Natural Gas), Use of Advanced Technology in Coal Green Belts at EMCO & GKEL, Use of Effective Waste management (100% Fly
Based Thermal Power Plants for enhanced efficiencies ash utilization by Fly Ash Bricks manufacturers, Zero Discharge Philosophy for
Climate
and reduced emissions (Super Critical Boiler technology all Operating Assets), Emission targets set surpassing Statutory requirements,
Change
at CTPP), Balance Portfolio of Assets + Projects under Resources conservation measures : Energy Conservation (Project Bijlee),
construction + Projects under development (Coal, Natural Water Conservation (Project Paani) at EMCO, Use of Low Ash / Low Sulphur
Gas, LSHS, Hydro, Solar, Wind) Coal
1.1 A3 Creating a SUSTAINABLE • create a WORKFORCE culture that delivers a consistently

positive CUSTOMER experience and fosters CUSTOMER
organization ENGAGEMENT
How do SENIOR LEADERS create a SUSTAINABLE • create an environment for organizational and WORKFORCE
organization? How do SENIOR LEADERS achieve the LEARNING
following? Create an environment for organizational • develop and enhance their leadership skills
PERFORMANCE improvement, the accomplishment of • participate in organizational LEARNING, succession
your MISSION and STRATEGIC OBJECTIVES, INNOVATION, planning, and the development of future organizational
PERFORMANCE leadership, and organizational agility? leaders

In order to achieve competitive advantage in Energy sector and strengthen the organization in the context of changing
domestic and global energy scenario, we realigned our organization structure to build robust Strategic Business Units
(SBUs) with dedicated strategic and functional support. Through this reorganization, we have achieved focused P&L,
and balance sheet responsibilities, enhanced authority & accountability, as well as empowerment resulting in faster
decision making. This reorganization has helped us in building a framework which has successfully facilitated shift from
functional leadership to business leadership, providing a robust leadership pipeline and leveraging the competencies and
experience of senior leadership team.
“We envisage developing projects based on optimum fuel mix with a view to significantly
increasing the share of Renewable Energy in our portfolio, where it stands currently.
Our strategies focus on sustainable business growth, business continuance and process
orientation for creating a sustainable organization”
Ashis Basu
President – Corporate Functions
Following are the key milestones in our sustainability journey:
Fig. 1.1-7 illustrates GMR Energy Approach towards creating a sustainable organization.
The Organizational work system (Fig.6.1-2) & Organizational Capability Assessment (Fig. 5.1-2) have been restructured and
aligned to core competency to deliver customer value, achieve organizational success, and ensure sustainability (Fig. 6.1-3). Fig.
1.1-8 illustrates Sustainability Themes & Focus Areas emerging from Strategy Workshops.

Fig. 1.1-7 Creating Sustainable Organization
Key Approaches
Aspect Key Approaches FY14 Impact
(Till FY13)
- Energy Sector restructuring with Empowered SBUs having P&L responsibility,
- Energy Sector Strategy
Performance - Sector BSC cascaded to SBU BSC’s
Development and
Improvement for - Strategy Deployment through Aligned approach – PDM and monitoring through
Deployment
accomplishment A3 sheets
- Sector BSC, Reviews Fig. 7.4.1
of Mission, - SBU review architecture
(GHB, PSBSC, CEO)
and Strategic - Revised RASCI & DoP
- Improvement projects at
Objectives - Fraud Risk Assessment & Stage Gate Audits,
Projects & Assets
- Monthly ORMs at Thermal Assets (GKEL, EMCO)
Fig. 7.1.92,
- Launch of Idea Factory Fig. 7.1.93,
- Site specific Idea Factory themes launched, addressing Site Challenges,
Innovation at Projects, Assets & Fig. 7.1.94,
Involving large no. of Employees
Corporate Functions Fig. 7.1.95,
Fig. 7.1.96
- Implementation of “Asset Light Asset Right”
- Sector Key Themes – Liquidity, Profitability, Structure & Process,
- Organization structure altered to create a flatter SBU oriented structure for
higher level of De-centralization, Empowerment, and faster decision making
- Revised RASCI & DoP to match changes in Org. Structure
- Shifting of some businesses to Delhi
- Policy Advocacy and Engagement with Govt.
- Shift from Growth Focus to - Collaboration with Institutes and Academia for Audits, Training Institutes, (CII,
Consolidation NIST, IIMs), and with Global Consultants : McKinsey, KPMG, AT Kearny, BCG, Faster Decision
- SAP implementation at E&Y, PwC etc. for Global Best Practices, Benchmarking making, Nimble
G&L Assets - Bhavyatha – GMR way of Project Execution excellence Implementation at to changes
Organizational - S Curves, Cost Curves, Thermal Projects in External
Agility Primavera based Project - Hydro Power Project Management Manual for BH Environment,
Monitoring - Energy Sector EHS Framework Long term
- Project War Rooms - IMS Certification of EMCO & GKEL Sustainable
(CTPP, GKEL, EMCO) - Key Focus on Sustainability through “Global Reporting Initiative” – GRI G4 Business Model
Report
- SAP Implementation and Business Intelligence application OSI PI
implementation at EMCO, GKEL
- Business Object based BPC Implementation across Energy Sector for effective
AOP Planning, Monitoring, Review and Control
- War Room for Bajoli Holi Hydro Project
- IT Platform and Hardware up gradation (Nth Version Policy) e.g. Compliance
Portal on SharePoint 2010 platform
- Evolved new function – PPA Management team to support Thermal Coal
Customers
- Internal Customer centricity through SLA’s Fig. 7.2.1, Fig.
- Customer Support
- Power Trading C Sat Survey questionnaire reviewed by Independent Internal 7.2.2, Fig. 7.2.3,
Foster Customer processes and C Sat for
Committee to ensure element of objectivity Fig. 7.2.4, Fig.
Experience & G&L Assets, Customer
- Separate Survey Questionnaires for OA Customers – (Exchange and Bilateral) 7.2.5, Fig. 7.2.6,
Engagement Complaint Register for
- Customer Interaction Template rolled out to capture outcomes of scheduled Fig. 7.2.7, Fig.
G&L Assets
and unscheduled interaction with Customers 7.2.8, Fig. 7.2.9
- Set up Regional Office at Hyderabad for South Bound Power Trading
Customers
- TNI and Learning
&Development,
- GMR Virtual MDC - Key Learnings capture from Past Projects and sharing : EMCO, InterGen,
- GMR EDC Island Power
- E-Learning Modules, - O&M Training for Thermal Assets, OEM Training
- Classroom training - KM Portal Restructured and Revamped Fig. 7.3.1, Fig.
- BE Assessors Certification - Implementation of Knowledge Capture Templates, and Technical Advisory, 7.3.2, Fig. 7.3.3,
Organization &
Programs - KM Communities – G&L, Short Term Power Market, - Key Learnings Capture & Fig. 7.3.4, Fig.
Workforce learning
- Participation of Certified Sharing – EMCO Project, InterGen, Island Power, BE KM Council 7.3.5, Fig. 7.3.20,
Assessors (Internal/ - Leader Led Sessions through KM platform enabling Cross Sector Learning and Fig. 7.3.21
External) in Energy Sharing (DIAL, GHIAL, Highways)
& Other Sectors’ BE - CII Certified GRI G4 Training, KSS on GRI G4 Training
Assessment - Behavioral Based Safety Training (EMCO)
- Train the trainer
workshops

Key Approaches
Aspect Key Approaches FY14 Impact
(Till FY13)
Emerging Leaders Program, - Hay Group for Job Evaluation and Organization Analysis to enable consistent
Strong
Job rotation, Challenging and comprehensive Role documentation of unique roles in the organization
Development of Leadership
Assignments, Exposure to - Identification of Critical Positions, Mapping of the positions with potential Long
Future Leaders Pipeline for
specified course/seminars/ Term/Step in Successors for entire Energy Sector, Gap Assessment and
Future
conferences bridging by external/internal training and new recruitment
Strong
- 360 Deg Feedback - 360 Deg Feedback, Leadership
Enhancement
- Outcomes of Gallup – - BE Practitioners workshops for Senior Leaders at GKEL, EMCO, Pipeline
of Personal
Employee Engagement - Outcomes of EEEC Survey for Future,
Leadership Skills
Score - Action items emerging out of Skip Level Meetings, Town Halls Sustainable
Organization
Fig. 1.1-8 Sustainability Themes & Focus Areas

Year Sustainability Theme Strategic Focus Operational Focus
- Growth Focus – - Develop New Power Projects, Explore
Capacity Addition Opportunities for Acquisition (Domestic/Overseas) Develop O&M Capabilities, Culture of Continuous
Till - Diversified & - Diversified portfolio through Presence in Thermal Improvement, Training & Development, Focus on Safety,
FY12 Balanced Portfolio (Coal), Gas, LSHS, Hydro, Solar, Wind Power Quality, Environment through EHS Policy, IMS Certification
- Presence Across - Upstream (Coal Mines) and Downstream of G&L Assets
Energy Value Chain (Transmission & Distribution) Opportunities
- Develop GMR Way of Project Execution Excellence :

“Bhavyatha” for Thermal & Hydro Projects
- Hydro Power Project Management Manual, Sector EHS
- Shift in Business
- Group Focus on – Asset Light Asset Right Framework, IMS Certification at newly commissioned
FY 13 & Model “Develop,
- Sector Key Strategic Theme – Liquidity, Profitability, GKEL & EMCO
FY14 Build, Create value,
Structure & Process - Operational Excellence Initiatives at Thermal Assets
Divest and Reinvest”
- RASCI & DoP, Stage Gate Audits
- Focus on Employee Engagement, Green Initiatives and
Sustainability through GRI G4
Performance Improvement, Accomplishment of Mission and are identified through PMP process and provide opportunities
strategic objectives, Innovation, Performance Leadership & to complete the identified training programs to enhance
Agility learning. Senior leaders create environment for Organizational
Key approaches to these aspects are described in Fig. 1.1- and Workforce learning through their Active involvement in
7. As described in Fig OP.17, our performance improvement launching BE Roadmaps for their respective SBUs, supporting
system is embedded in all process. Leadership Team deployment of Improvement Projects/ BE Practitioner program,
guides the organization for the accomplishment of Strategic IMS certification course for Lead Auditor/Internal Auditor/MRs,
objectives, innovation (Fig 2.1-7) and BSC/PDM cascade (Fig. encouraging employees to share learning’s on KM portal,
4.1-1). From FY 15, all the Goals will carry 100% weightage on Training key Employees on GRI-G4, P & L Training for Plant
Performance as against 75% in previous years. Also, one of / Project Heads, supporting KM initiatives aimed at capturing
the goals mandatorily will be related to Capability Building for key learning’s from large scale Thermal Projects Acquired,
which a fixed 10 % weightage has been assigned / configured Executed, and divested in Past for e.g. EMCO, InterGen, Island
in the e-PMP system. Power. Also, Leader led sessions at Group level provides an
Create Workforce Culture to Deliver Positive Customer opportunity for learning, sharing, and cross pollinating some of
Experience & Customer Engagement the best practices on Energy conservation, water conservation,
waste management and other process improvements.
Senior leaders create a customer centric culture through a 4
block approach (Ref fig 3.2-5). Also, in order to enhance internal Enhancing Personal Leadership Skills
Customer – Supplier centricity to serve our Customers better, Feedback through PMP, 360 degree Leadership Assessment,
Service Level Agreements have been formulated and are being
launched for – Thermal Operations with Power Trading, Coal Skip level meetings, other informal feedbacks provide a holistic
sourcing & Logistics and, PPA Management Team. Various view to the leaders to chalk out plans for improving their personal
other approaches to create Customer Engagement in work leadership skills (Fig. 1.1-9), and creating future leaders for
culture are illustrated in Fig. 5.2-4 & 5.2-5 organization. Their personal efforts are complemented with
training on Executive Leadership Programs and following HR
Create Organizational & Workforce Learning processes related to workforce and leader development as
Senior Leaders ensure the learning & development needs described in 5.2 C1 & Fig.5.2-8

Fig. 1.1-9 Enhancing Leadership Skills
Participation in Organizational Learning, Succession Planning, 1.1 B1 Communication

and development of Future Leaders
How do SENIOR LEADERS communicate with and engage
A primary responsibility of Leadership Team is using every the entire WORKFORCE? How do SENIOR LEADERS
interaction as a potential opportunity to mentor and develop achieve the following?
future Leaders. Leadership Team encourages adoption of new
Technology, and best practices which are shared in various • encourage frank, two-way communication throughout the
review forums. Leadership thoughts to enhance organizational organization
performance trigger Engagement with Consultants (McKinsey/
Hay), Academia (IIM-Kozhikode), NIST for behavioral based • communicate KEY decisions
Safety programs, CII for Energy Audits, PWC for Project stage • take an active role in reward and recognition programs to
Gate Audits etc. leading to all-round Organizational learning on reinforce HIGH PERFORMANCE and a CUSTOMER and
key aspects of Performance. GMR Energy has identified critical business focus
job positions that must be filled in by experienced, well qualified
and appropriately skilled employees. Senior leaders participate Senior leaders use various mechanisms for timely & effective
in succession planning (Fig. 5.2-9) to ensure a pipeline of communication and for engaging the workforce as given in Fig.
future leaders is ready to take over higher responsibilities. They 1.1-10. To encourage and motivate distinguished performances
personally evaluate the recommendations for developmental in various areas, GMR Energy has a bouquet of R&R, which
needs of the next level of leaders and discuss their skill and gets updated and improved based on VOE, ESS and other
competency development plans. (Ref: Succession Planning inputs from workforce. Senior leadership actively participates
Workshop conducted in FY 14) in the R&R functions, creating higher level of motivation and
inspires others to imbibe good practices. For E.g. Spot Awards,
1.1 B Communication and Organizational Best CIP at each location, Theme based Idea Factory – Leading
Performance site, and Contributor, Group Level CIP Awards.
Fig. 1.1-10 Leadership communication mechanisms
To Workforce Key Approaches Improvements Effectiveness
Two way Town Halls, Skip Level Meetings, GCM&BCM Visit to

Town hall meetings in all SBUs
communication Projects, Assets, People Konnect
Communication Effectiveness
– EEEC Outcomes, Employees
GCM Newsletter, BCM Newsletter, eCirculars, gNet, perception on Leadership
Communicate
Interim Updates, Policies, Minutes of Meetings, ATR’s, SBU Heads Communication
Key Decisions
E Mails to Employees
Site wise Best CIP R&R, Site specific Increased Idea Generation,
Reward & Spot Award, Idea Factory, Best CIP, I Value U, Zeal
Theme based Idea Factory R&R More no. of unique employees
Recognition Factory
(Winning site, Top contributors) contributing ideas

1.1 B2 Focus on Action largely focusing on efficiency and effectiveness measures along
with 10% weightage for L & G, which comprises of aspects
How do SENIOR LEADERS create a focus on action like Innovation, KM, People development, Corp Sustainability
to accomplish the organization’s objectives improve & Process Improvement. Fact based Performance reviews
PERFORMANCE, and attain its VISION? How do SENIOR (Fig. 4.1-7) by senior leaders, trigger action plans to create
LEADERS to identify needed actions? How do SENIOR continuous focus on accomplishment of strategic objectives
LEADERS include a focus on creating and balancing (Fig. 7.4.1). These actions become trigger for building new
capabilities and thus review findings become an important
value for CUSTOMERS and other STAKEHOLDERS in their
input to Strategic Planning Process (Fig. 2.1-1) New initiatives
organizational PERFORMANCE expectations? that drive breakthrough performance are implemented by
Leadership Team brings Organization wide focus through our formation of CFTs (Bulls Eye at GKEL, Hydro Power Project
Strategic themes as mentioned in 1.1 A1. These themes are Management Manual) and, through Improvement Projects.
Senior leaders also identify required actions through
integrated with our Work System (Fig. 6.1-2) and aligned with
Assessment feedbacks like IMS audits, MAG Audits, Financial
BSC/PDM, Strategic objectives, Goals, Initiatives and Action Audits, Customer/ Supplier satisfaction surveys to enhance
Plans (Fig. 2.1-7). Balancing of stakeholders’ requirements is process and organizational capabilities. Creating focus on
done through identifying goals on all 4 perspectives of Balanced safety & climate change is also a part of senior leaders focus
Score Card. This is reinforced through redesigned Goal sheets as illustrated in Fig. 1.1-11
Fig. 1.1-11 Creating Focus on Action
Create Focus on Processes used by Senior Leaders
- Vision, Mission, Values & Beliefs
- Strategy Development & Deployment workshops
- Review Architecture
Attaining Vision & Organizational - RASCI, DoP, Governance
Strategic Objectives - Sector Strategic Themes – Liquidity, Profitability, Structure & Process
- Stakeholder Engagement, Policy Advocacy
- Employees Reward & Recognition, Engagement, Motivation
- Sector BSC, SBU BSCs, PDM, A3 Sheets, Goal Sheets
- Organization Restructuring, Empowered SBUs with P&L Accountability
- Reviews (GHB, GCM, BCM, SBU Heads, Plant Heads, Project Heads)
- Annual BE Roadmaps for SBUs
- Organizational Design by McKinsey
- Engagement with Global consultant McKinsey to develop a “GMR way” of Project Management (Bhavyatha),
Improving Performance Operational Excellence at Thermal Assets
- Hay Group facilitated Job Evaluation and Organization Analysis to enable consistent and comprehensive Role
Documentation
- Culture of Continual Improvement through 7 STEP Methodology at Assets, Projects and Corporate functions
- Nurture innovation through e-Enabled Employees’ suggestion scheme : IDEA FACTORY
- Actively engage in Employees’ Reward & Recognition
- Process Standardization through IMS at G&L Assets, Thermal Coal Assets
- Energy Sector EHS Framework, Hydro Power Project Management Manual
Environment, Health, Safety & Quality - Enhance focus on Cost of Quality
- Behavioral Based Safety Assessment, Bridging gaps by External Training (NEBOSH)
- Sustainable Farming based Green belt Development
- Zero Discharge philosophy at Operating Assets
- Sustainability Reporting under GRI G4 Framework
- Focus on Resource conservation through Project Bijlee & Project Paani
Climate Change
- Balanced portfolio, Significant generation through Clean Fuel and Renewable sources
- Use of Advanced Technology leading to higher efficiencies, Reduced Emissions
- EHS Targets set to surpass Statutory requirements
1.2 Governance & Societal Responsibilities

1.2 A Organizational Governance
1.2 A1 Governance System
How does your organization review and achieve the following KEY aspects of your GOVERNANCE system?
• accountability for management’s actions
• fiscal accountability
• transparency in operations and selection of and disclosure policies for GOVERNANCE board members, as appropriate

• independence in internal and external audits
• protection of STAKEHOLDER and stockholder interests, as appropriate
We have adopted RASCI (Responsible, Approve, Support, Consult, and Inform) framework to capture key processes and the decision
rights matrix. RASCI goes beyond conventional financial powers and looks at key business process decisions that have long term
implications. RASCI helps to ensure that all key stakeholders whose involvement is necessary to ensure quality decision making,
are mandatorily brought in during the decision making process. Keeping in line with RASCI, All important operational decisions are
taken at the Business steering committee meetings. The biggest change which necessitated the revamping of the DOP was the
reorganization of GMR into SBUs. The Energy DOP reflects the powers necessary to be given to the SBU heads for their smooth
functioning, and provides for the following:
• Easy reference document to ensure proper and prompt exercise of power, thus eliminating delays
• Clarity in ensuring restraint / control of unauthorized exercise of power wherever felt necessary
• Addressing actual / perceived inequalities in financial powers for people at same levels / grades within the Sector
• A workable document giving appropriate powers to employees at different levels
Internal Audit process has been revamped and aligned with SBU structure, with ownership of SBU heads for better controls and
Compliance management. Stage Gate Audits through PWC were carried out for Hydro Projects to ensure our conformance to all
necessary clearances and approvals at every Project stage gate for better control on time, cost, and quality. Besides this, Fraud Risk
Assessment for EMCO, GKEL & CTPP has also been completed.
GMR Energy has complied with the requirements of Corporate Governance contained in the Company’s Act particularly those relating
to composition of the Board, Constitution of committees such as Audit Committee, CSR Committee, Shareholders Transfer Committee,
Nomination & Remuneration Committee (Committee scope revisited and enhanced based on the amendments in Companies Act-
2013.) and Investor Grievance Committee.
The Board consists of a total of 10 directors, of which 6 are independent directors, which constitutes more than 50% of our Board
of Directors. Of 4 non-independent directors, 3 are Executive Directors and 1 Director is nominee director of Investors. Fig. 1.2-1
illustrates GMR Energy Governance System and its impact on our Stakeholders.
Fig. 1.2-1 GMR Energy – Board & Governance System

Areas Key Approaches & Impact to Stakeholder C S CO E SH
Management Actions / decisions placed before Board, Internal Audit Findings reported to Audit
Accountability for
Committee, Audit Committee considers concerns raised in regard of COBCE – Whistle Blower Policy,
Management’s √ √ √ √ √
Board & Committees are reported with ATR’s arising out from the last meeting/s and status, Key Incident
Actions
Reports and Key litigations reported to Audit Committee, Board for review/discussion/decision
Fiscal Internal & External Auditor checks, verifies and review the Accounts, Accounting Policies, Disclosures in
√ √ √
Accountability financial statements and compliance to Accounting standards and Company Law
Formed various committees – Nomination & Remuneration Committee, Allotment Committee,
Management Committee, Mechanisms to escalate / report concerns through COBCE, Whistle Blower,
Transparency in
Ethic Helpline, Ethics & Integrity part of Agreements, Appointment Letters, Contracts, JVs, SO’s/ √ √ √ √ √
Operations
PO’s, Review of Ethical Concerns and Closure-communication to concerned individuals, Disclosure of
Management Approach and Key Results through Sustainability Framework – GRI G4 Framework
Selection of
Governance Independent directors elected in Board based on skills, expertise and relevant experience, Code of
Board Members Conduct adopted by Board for adherence, Directors’ disclosure of their interest in Other firms/corporate √ √
and Disclosure bodies
policies for them
Process to appoint Statutory/External Auditor – Considered and recommended by Audit Committee and
Audit Board – Appointment by shareholders
Independence &
its effectiveness Process to appoint Internal Auditor – Recommended by Audit Committee and appointed by Board √ √ √
(Internal /
External) Defining of Scope of Internal Auditors, Internal Auditor performance assessment, Policy of Change of
Audit Firms
Protection of
Disclosure of Quarterly / Half yearly / Annual Reports, Financials, MIS to Investors/Shareholders/Other
Stakeholders & √ √ √ √ √
Stakeholders, Closure status on Shareholders concerns raised
Shareholders
Sustainability Sustainability Initiatives, Sustainability Reporting, Sector ERM Framework, Bhavyatha Risk
& Risk Management Processes, Stage Gate Audits, Fraud Risk Assessments, Risk Audits (Bajoli Holi, Power √ √ √ √ √
Management trading)
Succession Critical Roles Identification & Mapping, Recruitment, Job Rotation, Assigning Challenges roles,
√ √
Planning Leadership development Programs, ELPs, GHB Review and Appointment of Business Chairman
Group Responsible : GIL Board, GHB, GCM, BCM, SBU Heads, Company Secretary
Our Intent : Comply with International/National/Local Laws & Regulations, Local Ordinances, Vision-Mission-Values & Beliefs,
LT & ST Strategy Plan, Governance, Ethics-COBCE
C – Customer, S – Supplier, CO – Community, E – Employee, SH – Shareholder
1.2 A2 Performance Evaluation like Employee Engagement, GBEM assessments, MAG

Audits, Customer Satisfaction, and other forums like Skip
How do you evaluate the PERFORMANCE of your SENIOR level meetings, Town hall meetings, etc. All these approaches
LEADERS, including the chief executive? How do you use give feedback which are then addressed through appropriate
these PERFORMANCE evaluations in determining executive action plans and owners. Our Robust performance review
compensation? How do you evaluate the PERFORMANCE of mechanism including GHB, and GCM reviews, GEL Audit
members of your GOVERNANCE Board, as appropriate? How Committee; Board meetings also provide inputs for improving
do SENIOR LEADERS use these PERFORMANCE reviews to leadership effectiveness. Action taken reports are prepared for
advance their development and to improve both their personal each review.
leadership EFFECTIVENESS and that of your board and
360 degree performance feedback approach for senior
LEADERSHIP SYSTEM as appropriate?
leaders has been deployed to help them get a clear feedback
Performance of Senior Leaders is evaluated by the Quarterly from subordinates, peers & Superiors to further evaluate
Business Reviews and achievement of the Business their performance & enhance their effectiveness. Fig 1.2-2
Objectives as per BSC. Senior Leadership team evaluates shows the various approaches being used by leaders for their
their effectiveness based on the feedback of various surveys performance evaluation and performance improvement.

Fig. 1.2-2 Leadership System Effectiveness
Group Performance Advisory Council (GPAC) has identified six How do you address any adverse impacts on society of your
core processes the Group needs to excel viz. products and operations? How do you anticipate public
a. Setup Corporate Governance Standards that ensure concerns with current and future products and operations?
fairness, transparency, accountability and responsibility and How do you prepare for these concerns in a proactive manner,
reflect the Group’s Values and Beliefs including conserving natural resources and using EFFECTIVE
supply chain management PROCESSES, as appropriate? What
b. Develop and build talent pipeline to lead the organization and are your KEY compliance PROCESSES, MEASURES, and GOALS
build the institution to deliver the Group’s 2020 aspiration for achieving and surpassing regulatory and legal requirements,
c. Win and develop new projects to expand the business in as appropriate? What are your KEY PROCESSES, MEASURES,
current and planned areas and GOALS for addressing risks associated with your product
& operations?
d. Maintain and operate assets in a sustainable manner and
as per world class standards At GMR Energy, all statutory regulations and voluntary codes
e. Sustain and improve relationship with stakeholders and are adhered to with absolute diligence. Across all our units we
build a strong and sustainable brand image for the Group implement a structured system to monitor, track, report, and
ensure compliance to the regulatory norms. We also have
f. Incorporate Risk Analysis and Scenario Planning in adequate software and systems to monitor compliance. During
investment and strategic decisions the reporting period, there were no incidents of non-compliance
These processes are assessed at Group level and are essential and no monetary fines / penalties were imposed.
parameters used by GPAC [Group Performance Advisory
Our approaches to proactively address societal impacts
Council] to determine Group performance which becomes
one of the significant basis for determining the Executive including conserving natural resources during design stage
compensation. and supply chain stages of the Project life cycle are detailed
out in Fig. 1.2-3 These approaches support us to understand
1.2 B Legal and Ethical Behavior societal concerns and plan in a proactive manner. During the
execution of operation, all the sites are assessed for Hazard/
1.2 B1 Legal and Regulatory Behavior Risks under the EHS framework.
Fig. 1.2-3 Proactive approaches surpassing Legal & Statutory Requirements & Addressing Societal Impact
Project /
Mechanisms to Anticipate and Address Societal
Operations Output Key Compliance & Measures
Impact
Life Cycle
- Ensure the land identified for the project meets siting
- Compliance with Siting
criteria / guidelines of Statutory Agencies viz. MoEF, - Project Viability
Land Identification Guidelines by MoEF and other
Railways, Highways etc. - Title Report,
& Project viability ministries
- Due diligence studies to assess the project feasibility - Project : Go – No Go
check - No major litigation cases
- Filters to study impact of Land development incl. Legal
Status
- Govt. regulations,
- Compliance with Siting
- Due Compensation,
Land Acquisition - Execution of Land Agreement Guidelines by MoEF, Land
- Focus Group Discussions with local community, Gram
Acquisition Act 2013
Panchayats etc

- Comply with all Statutory
- Creating an ambient natural environment with green
- Excellence in Environmental Regulations
spaces and landscapes
Design & Project Health & Safety Management - Safety Results (Fig. 7.3.24, Fig.
- EHS Management at Design stage and Construction
Construction - Optimization of Material and 7.3.25, Fig. 7.3.26, Fig. 7.3.27,
- Address societal Issues and concerns gathered from
Energy Inputs for Construction Fig. 7.3.28, Fig. 7.3.32, Fig.
sites and legal requirements
7.3.33, Fig. 7.3.34)
- Statutory approval for Commissioning,
- Awareness on Safety Systems and Energy
- NOC from Authorities, Regulations
Project Hand Conservation System
- Commissioning Certificate - Training Results (Fig. 7.3.1, Fig.
Over - Interaction & Feedback from stakeholders such
- Training to employees 7.3.2, Fig. 7.3.3, Fig. 7.3.4, Fig.
as Community, and Regulatory Bodies for smooth
7.3.5)
commissioning and hand over
- Statutory Compliances - Reduced Environmental
Operations Life - Climate Change Action plan Degradation,
Regulations (Fig. 7.4.6 to Fig.
Cycle - Adherence to Corporate Law and Board/Shareholders - Compliance with Applicable
7.4.16)
relationship management Company Law
Each Hazard/Risk has defined control system, which is frequently checked through Internal and External EHS Audits (Fig. 1.2-4).
Fig. 1.2-4 Process of Complying and surpassing Legal Requirements
Enterprise Risk Management has been established at GMR Group. Our Risk management team has mapped organizational
risks under various categories of risks including EHS, legal & regulatory, Project Management etc. Risk profiling includes – Risk
Identification, Quantification, Prioritization, & Risk mitigation plan with Risk Owners and Champions assigned against each risk.
Controls and plans are in place to mitigate these risks. (Fig 1.2-5).
Fig. 1.2-5 Key Risks Identified for Sector & Mitigation Plan
Sr. No. Risks/Issues Mitigation Plans
- Angul & MM Transmission line from GKEL - commissioning by August 2014
Evacuation Infrastructure - Ensuring corridor availability for DNH (200 MW) and TN 150 MW Ensuring corridor availability for CTPP
1
readiness by March 2015
- Ensure transmission corridor to Haryana and Bihar from GKEL
Case 1 Tariff Revisions & CERC - Obtain tariff revision for Haryana, MSEDCL & DNH
2
Based Tariff determination - Obtain tariff determination for GRIDCO
- Pre-pone Bihar PPA to Sep. 2014
PPA management for untied
3 - Participate in case-1 bids for untied power at GKEL and CTPP
power
- Maximize merchant tariff realization through combination of Bilateral and day ahead contracts
Fuel Availability and optimization - Materialization of FSA above the defined limit
4 (GCV & landed Cost) for profitable - Ensuring high GCV coal availability at plants
operation - Ensuring MoU coal availability at CTPP by Sept. 2014

Sr. No. Risks/Issues Mitigation Plans
- Complete bond issuance for EMCO
5 Interest Costs & Overrun funding - Overrun funding for CTPP by June 2014
- Maximize WC limit
- Complete SCB & Axis loan restructuring by Aug 2014
6 Restructuring
- Complete GREL restructuring ( 80:20 basis)
- Operationalization of CSA with GEMS by June 2014
7 BSL COD & GEMS CSA off take - Commence Belani mine development by June 2014
- Coal trading as per target
- Resolve & realize the ongoing litigations:
8 Litigations - Sec 11, DNH Deemed Fixed Charges, MSEDCL off take point, Entry Tax ( GKEL), DGFT claims, MAT
claims ( APT) , Interest on delayed payments ( TNEB) & VPGL Tariff revision petitions
- Operating cost reduction ( Operational Excellence & Cost Audits)
9 Cost Optimization
- Auxiliary power consumption & SHR reduction at EMCO & GKEL
Streamline and Stabilize SBU org - Implement Hay Group recommendations
10
structure - Ramp up in Hydro, O&M ( CTPP) & Finance
Fig. 1.2-6 illustrates GMR Management of Business Ethics. CoBCE

1.2 B2 Ethical Behavior
is intended to provide guidelines for the Professional, Ethical, Legal
How does your organization promote and ensure ETHICAL and Socially Responsible behavior that the Group expects from its
BEHAVIOR in all your interactions? What are your KEY employees. All employees on regular rolls of the Company including
PROCESSES and MEASURES or INDICATORS for enabling Full Time Directors, Advisors, External Consultants, Expatriates and
and monitoring ETHICAL BEHAVIOR in your GOVERNANCE employees on contract are governed by this Policy.
structure, throughout your organization, and in interactions
with CUSTOMERS, PARTNERS, suppliers, and other As explained in 1.1 A2, CoBCE has been further reinforced by
STAKEHOLDERS? How do you monitor and respond to breaches various policies like Whistle Blower policy, Sexual Harassment policy.
of ETHICAL BEHAVIOR? All employees need to read and imbibe the CoBCE and follow it in
GMR Group believes that for an organization to succeed, grow and letter and spirit, so as to maintain the highest standards of values
excel, it needs to be anchored to its Values and Beliefs and motivate all in their conduct to achieve organizational objectives. Actions have
its employees to consistently display these values in the course of their been taken to ensure that each employee has read and accepted the
interactions. Our CoBCE, embodies the Group’s Values and Beliefs GMR’s CoBCE through the e-enabled system. Approaches like Ethics
and endeavors to lay down guidelines for Employees/Suppliers/ Helpline; Location Ethics Counselors provides a secure forum for
Partners of the Group to follow to in their day to day work life. employees/vendors/suppliers to report Ethical Concerns.
Fig. 1.2-6 Management of Business Ethics

During the meetings with various stakeholders, endeavor is made to make them aware of the expected ethical behavior. Periodic communication
& e-acceptance is sought from employees to reinforce ethical behavior. New recruits & employees are given communication & mandatory training
on CoBCE through Induction & e-enabled module. Clause on Compliance to CoBCE is included in all Agreements/Service Orders/Purchase
Orders executed with Customers/Vendors/Partners as appropriate. All processes of stakeholder transactions are audited.
1.2 C Societal Responsibilities and Support of Key Communities

1.2 C1 Societal Well-Being
How do you consider societal well-being and benefit as part of your strategy and daily operations? How do you consider the well-
being of environmental, social, and economic systems?
Societal well-being is clearly and unambiguously conveyed as our key business priority in our Vision, Mission and Values & Beliefs.
Our sustainability journey is a critical part of our readiness for the future. This growth requires a structural shift in the manner in which
we conduct our business and review all aspects of our performance – strategies, risks, operational efficiencies, EHS benchmarks, and
employee wellbeing and community relations. We are working on several fronts to create the platform to meet this challenge and along
with it create a sustainable growth.
Sustainable farming based greenbelt development, Sustainability Surveillance under E-governance as per GRI – G4, etc. are few such
futuristic initiatives. To reinforce our commitment towards sustainability, we have taken specific targets in achieving resource efficiency,
conservation of natural resources, reduction in carbon emissions, etc. in FY 2014-15.
The next big step forward is to enunciate, roll out and institutionalize our process of excellence within the overall Sustainability framework.
It includes leveraging the strategic planning process, mapping our environmental and social impacts and defining the way forward in all
areas of sustainable growth.
The Sustainability team headed by Head – S&D formulates the formulated and is under deployment. Selected employees have been
Sustainability Strategies and reviews its progress. Fig. 1.2-7 illustrates trained on GRI Certified – “Sustainability Reporting” training courses,
our CS Approaches on wellbeing of Environmental, Social & Economic
and training sessions have been organized to impart wide spread
Systems. In FY14, Focus on CSR has been strengthened by
embarking on Triple bottom line initiatives and reporting under GRI G4 awareness amongst EHS Team (Corporate & Site), Corporate ERM,
Framework. A 3 year Sustainability Road map (Fig. 1.2-8) has been Internal Audit (MAG) and other Sectors (SEZ & GMR EPC Team).
Fig. 1.2-7 CS Approaches & Initiatives

Area Contribution Means FY12 FY13 FY14 Measures
- Commenced - Corporate Environment Fig. 7.4.6,
Environmental Audit Fig. 7.4.7,
- Environment
Sustainability Measures Performance - Compliance Review Fig. 7.4.8,
Performance
such as CDM Registration of Monitoring - Sustainability Report Fig. 7.4.9,
Environmental Monitoring at Projects,
Projects, Carbon Footprint, - Green Belt (Pre-work) Fig. 7.4.10,
Wellbeing Assets, Green belt
Energy Sector EHS Development at G&L - Energy Sector EHS Fig. 7.4.11,
development and
Framework Assets Framework Fig. 7.4.12,
Carbon Footprint
- Energy Sector Carbon - Wildlife Conservation plan of Fig. 7.4.13,
Footprint Assessment GIB in EMCO Fig. 7.4.16
Education:
1. Set up of DAV English medium school (CBSE) at GKEL
2. Partnered with 70 Govt. School, 66 Govt. Anganwadis, and set up 10 Balvadis
(Pre-school) reaching out to a total of 17000 school children
Thrust areas of GMRVF 3. Besides 22 training programs to 350 teachers, 47 vidya volunteers are also
1. Education provided to Govt School to ensure quality education to 8000 children
Societal 2. Health, Hygiene & 4. 700 Govt school children covered under Kidsmart Centers (Early learning
Wellbeing Sanitation centers) at Seven project locations for technology aided quality education
3. Community Development
4. Livelihood 5. Life skills training program initiated at 10 Govt. School reaching out to 6000
school children
6. Set up 22 ‘After school’ learning centers across energy projects, providing
Academic support to 1000 School children
7. Trained 222 school children for competitive examinations across 8 coaching
centers

Health Care
1. Full-fledged – well equipped hospital set up at GKEL (Vivekananda Hospital)
available round the clock to both local community and employees
2. 23 medical clinics operational reaching to over 25000 people per year
3. Mobile medical units served to over 4400 elderly people on a regular basis
4. 2 ambulanced catered to 32 emergencies
5. 83 Health awareness programs organized across locations reaching to over
10000 people
6. Medical care, clinical investigations & Food and medicinal support being
extended to 56 sickle cell anaemic affected children, 127 malnourished children &
Thrust areas of GMRVF
10 HIV / AIDS affected children near CTPP Project
1. Education
Societal 2. Health, Hygiene & 7. 8 nutrition centers are run to provide supplementary nutrition, pre-natal & post-
natal care for pregnant and lactating women Fig. 7.4.3-5-6
Wellbeing Sanitation
3. Community Development Livelihood
4. Livelihood 1. 50 youth from energy locations have been sponsored to different vocational
trainings at GMRVF Vocational training centers (Hyderabad & Delhi)
2. Community based vocational centers have been set up at Chhattisgarh and
EMCO (Warora) project sites providing training to over 277 youth in the areas of
Electrical, Two-wheeler repairing, Mobile Repairing etc
3. 300 Self-help groups have been promoted by Foundation and the members of
these groups are encouraged to take up different income generation activities
4. Under “EMPOWER” initiative of GMRVF, women are provided with different skill
trainings and the products made by them are marketed.
5. Rural families are supported with several farm and non-farm livelihood
interventions to enhance their income
- Commissioning of all Units

of EMCO & GKEL
Increased Power Generation Fig. 7.1.1,
- Sustained Power - Commissioning of - CoD of Maru Transmission
Economic leading to higher electrification, Fig. 7.1.3,
Generation from G&L Solar and Wind - Skill assessment of Land
Wellbeing Uninterrupted power Supply to Fig. 7.1.15,
Assets power projects losers and mapping with
Industries, Consumers Fig. 7.1.17
Unskilled/Semiskilled/
Skilled Jobs
Fig. 1.2-8 GMR Energy Sustainability Initiatives Roadmap (GRI G4)

sections of communities around the areas of business operations.
1.2 C2 Community Support
Thus, the key communities for GMR Group’s CSR activities are the
How does your organization actively support and strengthen communities affected by the business operations of the Group. The
your KEY communities? What are your KEY communities?
Foundation conducts need assessment studies in the project locations
How do you identify these communities and determine areas
and accordingly prepares long-term and Annual Operating Plans for
for organizational involvement, including areas related to your
CORE COMPETENCIES? How do your SENIOR LEADERS, in each location. These plans are implemented so as to create maximum
concert with your WORKFORCE, contribute to improving these impact of social investments made by the Group. Fig. 1.2-9 illustrates
communities? GMR Corporate Social Responsibility Project Planning. Regular
feedbacks from community, GCM Review of CSR Projects, and inputs
The Company’s definition of CSR stems from the ‘Vision’ itself, which
states “GMR Group will be institution in perpetuity that will build from Govt. Agencies/NGOs are used to improvise on CSR Initiatives
entrepreneurial organization, making a difference to society through and Deployment.
creation of value.” Thus making a difference to society has been made Fig. 1.2-9 GMRVF Project Planning
an integral part of the Group’s vision implying that all businesses have
to keep this societal goal as part of doing the business itself. The
concept of ‘shared value’ is inherent in the goal of ‘creation of value’
in which the whole society benefits, rather than just aiming for profit
maximization.
‘Social responsibility’ is one of the core values adopted by GMR Group
and it is to be practiced in all businesses and by all employees of the
company. All employees are oriented towards living up the 7 values
and beliefs including social responsibility. Thus it is very much a part of
DNA of the Group companies.
Furthermore, to actualize its CSR professionally, the Group set up the
GMR Varalakshmi Foundation in 2003. The Vision statement for the
Foundation reads as “To make sustainable impact on the human
development of under-served communities through initiatives in
Education; Health and Livelihoods.”
The Foundation has the mandate to work with the under-served

Fig. 1.2-10 GMRVF Key Initiatives across GMR Energy Sites
Key Initiatives Undertaken
Sr.
Site Health, Hygiene & Community
No. Education Livelihood
Sanitation Development
1. After School Learning
1. Vocational Training to Youths
Centers (3)
1. Community Libraries at CEL-H
2. NAVODAYA Coaching (3) 1. Health Clinics (6)
(6) 2. Vocational Training Centre -
3. Kid Smart Centre (1) 2. Nutrition Centers (6)
2. Gym (4) Warora
4. E-Learning and Education 3. Mobile Medical Unit (1)
3. Celebration of 3. Tailoring Centre (3)
1 EMCO (Warora) Centre (4) 4. Special Health Camps
Special Events and 4. Income Generation Activities
5. Pratibha Centre (1) 5. Individual Toilets
Awareness Sessions (13 Types)
6. Govt School Support (6 6. Health Awareness Programs
for communities 5. Self Help Groups (76 groups)
Schools)
6. Agriculture Improvement
7. Transportation Facilities
Programs (65 Demonstration)
8. TOMS shoes Distribution
1. Community libraries
(4) 1. Promotion of cash crop
1. Support to govt. schools (10)
1. Regular health camps for 2. Strengthening cultivation, vegetable
2. Support to govt. Anganwadis
women and children cultural groups and production, mushroom
(16)
2. Regular health camps for institutions cultivation, fish farming, goat
GKEL 3. Running tuition centers (2)
2 elders 3. Support to youth farming, poultry etc. among
(Kamalanga) 4. Running Kid Smart centers
3. Regular adolescent health groups for sports 700 families
(2)
camps and school health and cultural 2. Sponsoring youth for
5. Providing educational
check-ups activities vocational trainings
scholarships
4. Celebration of 3. Tailoring training for women
designated days
1. Running 6 dispensaries in
partnership with Mission
1. Provided vocational training to
Hospital, Tilda
over 300 youth in 3 channels
2. Running an ambulance
1. Scholarships for needy 2. Promoted federation of women
3. Providing care and 1. Constructed
students SHGs and facilitated Cash
support to sickle cell and community halls in
2. Navodaya coaching support Credit Limit to 3 SHGs
CTPP malnourished children two villages
3. Running 2 Kid Smart centers 3. Agricultural equipment bank
3 (Chhattisgarh 4. Support to establishment of 2. Renovated
4. Provision transport facility for 4. Trainings on improved
Project) X-Ray unit at Govt. Hospital one pond and
college going girls agricultural practices for
5. Set up Blood Bank at constructed 4 Nirmal
5. Support to 6 Govt. schools farmers
Mission Hospital with Ghats
and Anganwadis 5. Tailoring training for women
support from CTPP
6. Supported 100 families for
6. Weekly health awareness
income generation activities
programs
Supporting 10 Govt schools Health camps and health

4 GPCL (Chennai) and 12 Anganwadi in improving awareness for children, women - -
the quality of education and community
1. Education support to 842
children from 8 Govt.
schools across 5 villages
1. Supported 28 HIV infected
with several educational
children with regular nutrition
initiatives
and counseling services
2. 92 children are reached out
2. Provided door step health
through 4 Bala Badis in 3
care services to 830 senior 1. 1800 readers
villages Provided
citizens visited 2 Community
3. Education support to 113
3. Oriented 600 women on Libraries set up
HIV infected and affected
Reproductive and Child at Vemagiri and
children
GVPGL / GREL Health care issues Kadiyapulanka
5 4. Distributed TOMS Shoes -
(Rajahmundry) 4. 1300 people from Vemagiri villages
among 840 children
village benefited from the 2. GMRVF assisted 24
5. Running 3 school gardens
Suvidha Pubic Toilet fire victim families
and 6 reading rooms
5. Supported 75 pregnant and from 4 villages
benefiting 460 children
lactating women with regular
6. Kid Smart Early Learning
nutrition supplements and
Center set up at one Govt.
health awareness through 2
school helping 120 children
Nutrition Centers
to learn better
7. Distributed specially
designed workbooks to 650
children

Sr.
1. On-going support to Govt.

Schools and students for
improvement of education
quality 1. Running free health clinic
2. Provided educational 2. Conducted medical camps
1. Support to 132 fire
support to 64 HIV orphans/ 3. Supplementary nutrition food
victim families
semi-orphans support to 10 HIV infected
6 GEL (Kakinada) 2. Computer Based -
3. Supported about 670 children
Functional Literacy
students with notebooks 4. Facilitated cataract surgeries
Program
sponsored by colleagues of for 28 people from 2 fisher
GEL, Kakinada folk villages
4. Established balvadi’s and
on-going Support to pre-
school education
Health camps and health

Supporting 3Govt schools
awareness for community
and 6 Anganwadi in improving Youth and Children’s 52 SHGS 542 members and 192
7 GEL (Mangalore) -9 villages - 5000 /Health
the quality of education- club- 235 members micro enterprises
Insurance for community
2000children
member-346 members
Self Help Groups, Bank & NRLM

Medical Clinic, General &
Linkage, Agri Development
Pre School Education - AWs, Specialized Health Camps, Hand Pump Repair,
Trainings, Crop Demonstrations,
Tuition Centers, Creative Health awareness for Women Repair of Health Sub
8 SJKPL (Shahdol) Livelihoods in Poultry &
Events, Summer Camp, Library & children, School Health Center, Promotion of
Patchwork, Nabard Linkages for
& Infrastructure Support Check-up, Adolescent Girls village level institutions
Farmers Clubs, Sponsoring of
Awareness
village youth
1. Community Libraries
1. Tailoring Centre (2)
1. ASLCs (3) (3 )
2. Income Generation Activities
2. NAVODAYA Coaching (3) 1. Health Clinics (3) 2. Gym (2)
(3 Types)
9 GBEL (Tikamgarh) 3. Govt School Support (6 2. Health Awareness Programs 3. Celebration of
3. Self Help Groups (26 groups)
Schools) Special Events and
4. Agriculture Improvement
4. TOMS shoes Distribution Awareness Sessions
Programs (35 Farmers)
for communities
1. 6 CCCs in Govt. Schools

2. Community Library &
1. 3 Sewing Schools in Holi, Deol
Community Resource
and Nayagram
Centre 1. support 1 x-Ray Unit
1. Road Safety 2. Craft center Holi (knitting,
3. ITI Coaching 2. 1 ECG Machine Unit to
Signage decoration, weaving)
4. Navoday Coaching Classes CHC
2. Disability 3. 2 Green House support to
5. Early learning Centre /Kid 3. Medicine Support to CHC
Certification of 23 promote Agri Business (off
smart Centre(ELC/KSC) Holi
disable persons season)
6. TLM support to GSS School 4. Support in 2 round pulse
3. 5 Solar light Units 4. 2 Value Addition Training
Holi and GPS holi polio campaign
at Nayagram and Nayagram and Deol
7. Utensils support to all 5. Maternity and Child health
Bajoli 5. 1 women and 2 youths
10 Bajoli Holi (Hydro) School Centre in Deol
4. Public Toilet provided material support to
8. Govt. Primary and Middle 6. Physiotherapy and 3
Repaired in Holi start their own business from
schools General Health Camp in
5. 2 Horticulture Holi and Kuleth
9. Iron Kitchen Shed Deol, Bajol and Holi
Training for farmers 6. Construction of concrete way
10. Installation of 2 smokeless 7. Outreach Medical Service
6. Stakeholders for Mahila Mandal Deol
Chulah in GSSS Holi 8. 3 Emergency Medical
Management 7. Tent House Support to Mahila
11. TLMs and Material support Support
Committee Mandal Bantooh benefited 25
to AWCs 9. 1 eye camp at CHC Jabbal
women
12. 2 Dental Health & Hygiene
8. Sports Kit to 4 youth group
camp
9. Support to 2 cultural group
13. 3 special days celebration

Sr.
1. After School Learning
Centers (ASLCs)
2. Community Library 1. Vocational Training to
3. Computer Centre 1. Medical Clinic Unemployed Youth
4. Transportation Facility 2. Ambulance 2. Financial Support for Sports
1. Small Infrastructural
(School Bus) 3. Outreach Health Services activities
Support to the
5. Navodaya School Entrance 4. Special Health Camps 3. Financial support to promote
11 Alaknanda (Hydro) community
Tuition Classes 5. Awareness cum training self-enterprises
2. Need based support
6. Special Days Celebrations programs on various issues 4. Marketing and Technical
to the community
7. Need Based Support to like “Reproductive Child support to Women “SHGs”
the Govt. Schools and Health Care” 5. Training Programs and IGAs
Aganwadies for Women “SHGs”
8. Creative Activities and
Interschool Competitions
1. 4 Balwadis (Pre-schools
education) with regular 1. Qualified Nurse was
creativity development appointed on part time basis
12 Talong (Hydro) activities and nutritional for providing basic health - -
support care services in 9 project
2. Support to hostellers in affected villages
Attarao Middle School
1. Distributed 40 good
quality mats to 3 1. Supproted Amma Samuh in
SHGs from Tallo establishing Rice Mill at Mipra
1. 2 health volunteer (ANM) in Chipla, Uppalo village
1. Support teacher in 3
Tal & Ghermu health post Chipla and Jitai 2. Organized 2 days training on
Government schools
Upper Marsyangdi 2. Free medical counseling Jagat villages Elaichi farming and vegetable
13 2. Other activities like
– Nepal 3. ANC check up service 2. Supported youth cultivation for 32 villagers from
competitions etc. to ensure
4. Providing essential Medicine club of Upper Tagring and Ghermu VDCs
quality education
every 6 months Tagring Lamjung 3. Supported a Fire victim family
with sport material in Lili Lamjung with Relief
to conduct football material
tournament
1. Mobilized and selected 20
youth from the project villages
for vocational training at
GMR Varalakshmi Centre for
1. Running government
Empowerment and Livelihoods
approved health post in
at Delhi
village Ramaghad
2. Provided agriculture support
1. 2 Balbadis are running in the 2. Trained male and female
and veterinary support like
Upper Karnali – project area health staff for health
14 - distribution of pesticides and
Nepal 2. Infrastructure support to 15 check-up
treatment to animals etc.
Government schools 3. Free medicine to the
benefiting 56 farmers
villagers
3. Conducted an intensive
4. Organized various health
agriculture mapping drive in
camps like immunization
project to understand farmers’
challenges and problems
towards farming of various
crops
1. Running 15 tent schools for 1. Regular health camps in
Corporate - migrant labor children migrant labor settlements 1. Running one vocational
15 -
Bangalore 2. Running After School 2. Regular health awareness training center
Learning Centers programs
1. Running one vocational
1. Supporting 2 Govt. schools training center
1. Running one regular medical
2. Running 2 Bala Badis 2. Running one tailoring training-
clinic and one weekly
3. Running Bridge course for 1. Running Children cum-production center
16 Corporate - Delhi gynecological clinic
dropout girls Creativity Centers 3. Managing EMPOWER Shop
2. Conducting regular health
4. Running After School at Delhi Airport to market the
awareness programs
Learning Centre products made by women
SHGs

Other Relief Works Taken up Through Foundation comparative analysis of results of Class I children in two Govt. schools at
Chhattisgarh clearly indicates that the Kid Smart children are performing
better in academics when compared to other children in normal school.
• GMRVF team with the support of the local GMR Hydro Team and
Local Administration had initiated some relief works in the Project Class I Raikheda School equipped Class I
Affected Areas of Lambagarh and Benakuli. As a part of this, the with Kid Smart Centre Bhatapara School
local Hydro and GMRFVF team air-dropped 100 packets of relief
Name of the
material (each packet containing Pulses; Potato; 5 kg of flour; Name of the student % %
student
Match Box; Candles; Milk, Biscuits and medicines like ORS etc.) at
Lambagarh and Benakuli on 18th June 2013. These 2 panchayats Kajal Verma 88% Draupati 73%
were worst affected along with Pandukeshwar in the Project
Affected Area of AHEP. Yashvi 86% Saraswati 62%
• The GMRVF team carried out initial assessment and rapid needs Ayush 78% Chiranjiv 61%
assessment in the affected area to plan for relief and rehabilitation
programs.
Khilesh 77% Dev 56%
• Rented Space, furniture, logistic support and human resource were Rohan Kumar 76% Dhaneshwari 56%
provided to resume the classes of the damaged schools in the area.
Suraj Verma 76% Tukeshwar 56%
• Medical support was extended to the disaster affected community
at the time of urgent need. Deepak Verma 74% Murari 47%
• “Facilitation Centre” was set up at Foundation office from where Karan Dheevar 68% Gokul 43%
necessary information, application drafting facility, storage and
transportation services were extended to the disaster affected
Hema Verma 72% Urvashi 43%
families/ communities. Karanraj Verma 66% Tilak 46%
• Financial support worth Rs 1.2 lakhs leveraged from like-minded
Thalendar 66% Jageshvari 37%
social organizations and financial assistance was given to 44 BPL
students of the area. Umeshwari Verma 68% Ashok 37%
• GMRVF as a member of “Chamoli District Disaster Coordination Khushbu 65% Durga 36%
Committee” worked pro-actively to strengthen rehabilitation
initiatives of various agencies working in the district. Devendar 66% Khilendra 38%
Case studies developed and awards received by GMRVF on CD Pooka Bharti sen 71% Sumit 35%
initiatives
Ravi Kumar 33%
Case Study 1- Educational Innovation - Kid Smart Early Learning
Centres Case Study 2-Supplementing Govt. Health Care Services
With an objective of creating an exciting learning environment through The Community Health Center (CHC), Holi in Himachal Pradesh, is the
computer-based learning, activities and reading for children of age only health facility in the sub-tehsil Holi and on an average 45 patients
group 3 to 9 years GMRVF with IBM initiated nine GMR-IBM Kidsmart per day avail health services here. GMRVF undertook a survey of
Centres or Early Learning Centres (ELC) at seven project locations. the facilities (both physical and manpower) at CHC, Holi in 2012.
These ELCs target children from Govt. Schools who have been deprived During this, lack of X-Ray machine and radiographer were identified
of technology aided quality education. Each ELC has three corners as deficiencies which critically affect the quality of medical services in
-Technology corner, Craft corner and Reading corner with specific the Holi sub-tehsil. People have no option but to visit Chamba, District
activities designed for each corner. These corners give the child a Headquarter, which is about 72 km from Holi and normally takes 4
chance to explore and learn things in a more fun way. Over 700 children hours bus ride, for X-ray and ECG services. The worst part is that there
are benefiting from these centres which helped in increasing children’s are only two buses from Holi to go to Chamba. Additionally it is difficult
interest in studies and in improving their academic performance. A to return on the same day. On the basis of this requirement, GMRVF

with the support of GMR Bajoli- Holi Hydro Electric Project had donated lead role in fulfilling the social commitments of GKEL through initiating
one X-Ray and ECG machine to the CHC. The Foundation also had participatory community development programs to ensure quality of
appointed a radiographer to operate the machine. The X-Ray and ECG life of people living near GKEL. Among various social initiatives that
machine have come to the community as a big relief as there was no GMRVF has taken up, the project that has been implemented to create
such facility in the near vicinity. livelihood opportunities for the project affected people has perceptible
impact and contributed significantly for the human development of
Since April 2012 over a period of 2 years, total 434 people have
under-served communities.
been benefitted from these facilities (X-ray and ECG) at CHC Holi.
Foundation made an attempt to convert the value of services provided
through these facilities into monetary terms considering the costs of
transportation for patients and attendants, charges for availing the
services and miscellaneous expenses like food etc.
From this, it is estimated that the community has saved Rs 14 lakhs
which otherwise would have spent on above mentioned items. If the
income foregone for 2 days is also considered, this saved amount
would be to an extent of Rs. 16.50 lakhs. If the pain and drudgery of 8
hours of bus ride for the patients is further added to this, the benefits
of these facilities created by GMRVF are unimaginable. Not to add that
many of them would not have had gone to Chamba and would have
suffered and worsen up.
Case Study 3-Securing Future! Traditionally most of the people in the periphery communities were
“Having multiple income generation activities not only increased our involved in agriculture and allied activities for their livelihoods. But since
family income, but also reduced the risks associated with a single last few years there have been a number of changes in their way of
livelihood. Now we are earning more, and are more secure about our living and thinking due to massive industrialization process undertaken
future” says Bholeswar. Bholeswar Bhoi, is a small holder farmer from in Dhenkanal - Angul industrial corridor. Some of the major relevant
ST community, from Barasahi village near Kamalanga in Odisha. His issues are: (1) Several farmers are moving away from agriculture after
family of 12 includes his three sons, one daughter, daughter-in-laws small and big industries came up in this area. They are more interested
and grandchildren. He owns two and half acres of land of which he sold to work as unskilled labourers in the industries rather than working as
a small part to GKEL for setting up its power plant. Bholeswar and his farmers –the vocation they are good at. (2) The local youth legitimately
three sons worked on the farm. Bholeswar was struggling to manage have hopes of skilled work in industry, though they often lack skills
the entire family and to support the college education of his daughter, and competence. (3) Often, marginalized sections of the society such
Loli, who is the only member from his family who has gone for higher as SC, ST, OBC and women are not able to adequately participate in
education. initiatives.
GMRVF trained Bholeswar in improved agricultural practices and As a result they oppose industrialization process and the overall
also supported him to take up groundnut cultivation, backyard poultry situation becomes volatile and doesn’t remain conducive for business
and fish farming activities. Two of his sons work at power plant site to settle down and grow. Moreover protection of environment becomes
as unskilled labour. The third son was supported to take training in sole responsibility of the industries without any community participation
mobile repairing at Cuttack and also for setting up a mobile repairing or ownership. In order to address the above mentioned issues, a
shop. With increased income sources, Bholeswar’s family conditions comprehensive livelihood program was designed and implemented
improved. They have constructed two additional rooms in their house for 700 land loser families in GKEL periphery communities which not
and are able to support Loli’s education. only created employment opportunities for the land loser families and
unemployed youths, but also created a green belt in the communities.
Bholeswar’s family is one of the several families benefited by
the livelihoods program implemented under Corporate Social As part of the livelihood program, improved agriculture practices were
Responsibility of GKEL in Dhenkanal district of Odisha. introduced for better productivity and return. To make the agriculture
more economically remunerative, different crops was promoted.
Farmers belonging to SC and ST communities were provided with
training and inputs (seeds, fertilizers and agriculture equipment) to
undertake groundnut, maize, paddy and vegetable cultivation. Technical
support was mobilized from the government departments to ensure
better result. Likewise backyard plantation of papaya and teak was
promoted. Papaya and teak plantation is known for great profitability.
These plants require less maintenance than the other horticulture
plants. Training and support was provided to women members of
the families to start mushroom production ventures. Similarly allied
activities such as goat farming, backyard poultry, duckery and fish
farming were promoted which increased their family income.
GMRVF which is the CSR arm of the GMR Group has been given the Vocational training has been provided to 261 unemployed youths and

women from land loser families on basic computer, electrician, mobile beauticians. The tailoring center women are engaged in production of
repairing, and tailoring and basic beautician course. Nearly 90 % of garments and selling their products in the local market. The Foundation
these unemployed youths and women belong to the SC, ST and OBC extended hand-holding support to them to ensure that they are able to
communities. Where ever possible, trained youth were engaged in build on their training.
the construction work at the GKEL project site; otherwise support was Livelihood project has created shared value for both the community
provided to the candidates to explore self- employment opportunities. stakeholders and GKEL. The details of livelihoods programs are given
Trained youth are self-employed as mobile mechanic, tailors and below.
FAMILIES ASSISTED UNDER LIVELIHOOD PROJECT

No of Families assisted
Sl. No Name of Livelihood Activity
SC ST OBC General Total
1 Fish Farming 9 13 43 0 65
2 Goat Farming 17 18 54 1 90
3 Backyard Duckery 0 7 18 0 25
4 Backyard Poultry 111 106 181 22 420
5 Vegetable Cultivation 209 15 324 22 570
6 Cash Crop (Groundnut & Maize cultivation) 15 65 74 0 154
7 Backyard Plantation ( Papaya & Teak) 200 14 413 0 627
8 Mushroom cultivation 56 20 230 10 316
9 Vocational Training for unemployed youth 8 13 46 0 67
10 Tailoring Training for women 56 16 125 2 199
Total Number of families supported 2533
The family income of the most marginalized section of the society service delivery point set up by Foundation at Raikheda village from
has increased @ Rs 7000/- per family for about 500 families within which several of Foundation run programs such as Kid Smart Centre,
a period of 6-12 months from farm based activities. The agricultural Tailoring Centre, Community Library etc. are being operated.
land which was lying fallow was utilized again, the community assets
like ponds generated income for the whole village. The women groups
initiated collective ventures which developed trust and connectedness
in the communities. The backyard plantation program contributed for
a healthy environment in the locality which is a major concern in the
periphery communities of any power project. All these changes have
also generated goodwill for GKEL. The community did not create
hindrances in the construction work at the GKEL project site. Overall
the livelihood project played important role in integrating business with
community by developing human and natural capital among the most
marginalized section of the population.
Awards and Recognitions

Best CSR Practice Award: GMR Kamalanga Energy Ltd. emerged as
winner of Best CSR Practice Award-2014 for undertaking exemplary
livelihood initiatives for the communities neighbouring GKEL. This is an
Odisha level event being organized by New Delhi based media group
Think Media Inc. in collaboration with Indiacsr, ILFS and Global Hunt.
GMR Chhattisgarh Energy Ltd. received an Award for BEST CSR
PRACTICE from Think Media Inc. (a National level venture established
with an objective of sharing inspirational news across the society). The
entry titled ‘Village Development Centre (VDC): A One in All Package
for CSR’ has been selected for the award based on the significance
of the issues addressed, scale of impact, people’s participation,
innovativeness, etc. Village Development Centre is a single-window

GMR Varalakshmi Foundation received “Appreciation Award for humanitarian response through food and medicines distribution in the
excellent work in UK Disaster relief by the CM, Uttarakhand” for the area with the support of local district administration. Our Foundation
disaster relief and rehabilitation works carried out at the disaster team carried food, water and medicines to the villages and supplied
affected area. The relief works carried out by GMR Group at them to the people stranded at different places. The team also assisted
Uttarakhand are as follows: ITBP personnel in rescue operation.
On 16th - 17th June 13, disaster in the form of cloud burst and flash Our GMR Aviation Team participated in the Rescue Operations at
floods hit the state of Uttarakhand. GMRVF’s school Bus, another bus Uttarakhand to support people stranded at different places. Braving
and ambulance were lost in this disaster. Many Govt. school buildings inclement weather and heavy odds, Aviation Team took the plunge and
were damaged in the area due to the disaster. Within our project area carried out rescue operations from 22nd June to 2nd July in the difficult
at Badrinath, 229 Families lost either their house/land/other assets. terrains of Gaucher, Joshimath and Badrinath using 2 Bell Helicopters
More than 20000 pilgrims were stuck at several places in our project of GMR Aviation Ltd. The Helicopter team operated about 50 sorties
area and were evacuated by army and local administration through air and evacuated 210 personnel.
service.
While the rescue phase focused on the tourists and pilgrims, now the
Staff of GMR Alaknanda Hydro Electric Project and GMR Varalakshmi long term process of rehabilitating the communities in affected villages
Foundation (our CSR arm) rendered yeoman service in the immediate has to start. To contribute to this enormous task before the Government,
aftermath of all-round devastation and destruction in Uttarkhand in all GMR employees donated their one day salary amounting to Rs
the wake of this disaster. GMR was among the first agencies to start 90.34 lakhs and GMR Group made a matching donation of Rs 1 crore.

2. StrategIC PLANNING
2.1 Strategy Development 2.1 A1 Strategic Planning

GMR Energy follows a structured Strategy Planning Process How does your organization conduct its strategic planning? What
(Fig. 2.1-1) to develop its Strategic Plan. The process starts with a are the KEY PROCESS steps? Who are the KEY participants?
communication from CSPD during Nov-Dec culminating into GHB How does your PROCESS identify potential blind spots? How
approved, AOP and three year rolling strategic plan by end of March do you determine your CORE COMPETENCIES, STRATEGIC
every year. Until FY 14, development of Strategic Plan from start to CHALLENGES, and STRATEGIC ADVANTAGES (identified in
end was being driven by SPG. FY 15 onwards, Respective SBUs have your Organizational Profile)? What are your short- and longer-
been fully empowered to develop SBU level Strategic Plan to ensure term planning time horizons? How are these time horizons set?
better accountability and harmonization of Plans. SPG continues to How does your strategic planning PROCESS address these time
perform the Environment scan to provide high level inputs to all SBUs horizons?
to enable them formulate their own Strategy, based on Group direction,
and Strategic themes identified for the Sector. Our Strategic Planning process is based on the Annual Strategy
Calendar, and is spearheaded by BCM along with SBU Heads that
2.1 A Strategy Development Process sets the direction for the organization (Fig. 2.1-1).
Fig. 2.1-1 Strategy Planning Process
Our Strategic themes viz. Profitability, Liquidity, Structure and Process Strategy formulation and for preparing ST/LT plans and milestones.
have been identified as an outcome of extensive deliberations by
GMR Energy considers 1 year as the short term planning cycle and 3
Energy Leadership Team during the Strategy workshop for FY
14. GHB directions and Sector Strategic themes form the basis for years as long term planning cycle as explained in Fig. 2.1-2.

Fig. 2.1-2 Planning Horizons
Planning No. of
Reason this was chosen How the SPP addresses the Time horizon
Horizon Years
- Sector, SBUs and Functional : Annual Operating Plans
- Operations Focus & Milestones review of Projects
(Goals, Key Initiatives, Key Milestones, Targets, Measures
- Earning commitment to stakeholders
Short Term 1 Year Assigned)
- known period for regulatory environment, also corresponds to
- Financials
Budgeting timeline
- ST Capability & Capacity Plans
- LT Opportunity Scan, Project Bid Winning, Long Term
- Typically Energy Project Cycle Time (Concept to commission)
capacity & capability Plans,
Long Term 3 Years varies around 3 years
- Financial Plan
- Regulatory environment predictable but not fully known
(Cash Flows, Fund Raising – Debt, Equity etc.)
SPG provides key inputs on regulatory & policy framework, Environment scan, Scenario Analysis, Comparative Analysis for development of BSCs
at SBU level to ensure balance, alignment, and integration throughout the organization. Information is collected on an ongoing basis from various
sources like regulatory forums, media, websites, seminars, studies, meetings etc., both internal and external. The Strategy team analyses this
information to understand the market, competition, Customer and business environment and key impact of the same on GMR Energy in the short
and long term.
Fig. 2.1-3 Identification of Strategic Advantages, Challenges and Blind Spots
The overall business environment analysis is then used by respective impact on the relevant organizational performance are identified
SBUs as an input for development of LT & ST Strategy for GMR Energy. by interacting with consultants, industry experts, and participation
The current core competencies of GMR Energy have been identified in industry forums to understand multiple perspectives and develop
as 1) Stakeholder Relationship 2) Project Execution. Operational mitigation and contingency plans accordingly (Fig. 2.1-3)
Excellence has been identified as future core Competency. For a
Competency to be classified as Core Competency, the evaluation is 2.1 A2 Strategy Considerations
done based on the following: 1) Value creation for Customers 2) Better
than Competitor 3) Access to future revenue score 4) Best compared How do you ensure that strategic planning addresses the KEY
to other strategic levers in the organization 5) To the extent it supports factors listed below? How do you collect and analyze relevant
Vision focus. Potential Blind spots i.e. Strategic issues- events or data and information pertaining to these factors as part of your
trends which have an uncertainty of occurrence and their consequent strategic planning PROCESS?

• your organization’s strengths, weaknesses, opportunities, organizations’ future PERFORMANCE
and threats
• your ability to execute the strategic plan
• early indications of major shifts in technology, markets,
products, CUSTOMER preferences, competition, the The Strategic planning process in GMR Energy follows a structured
economy and the regulatory environment process of data collection and analysis. The various inputs, method
of collating the inputs, and the analysis carried out is explained in Fig.
• long-term organizational SUSTAINABILITY, including needed 2.1-4. The Strategic Planning process relies significantly on the data
CORE COMPETENCIES, and PROJECTIONS of your future collected from various sources on the key factors (Fig. 2.1-1) which is
PERFORMANCE and your competitors’ or comparable analyzed and is an input to strategy formulation.
“Being in infrastructure industry, our mission is to create and deliver value to all of our key stake
holders on a long term / on sustainable basis. In this mission, we believe that “Business excellence”
is a proven frame work that will help us achieve our mission.”
RV Sheshan
President - Hydro & GKEL
Fig. 2.1-4 Data Collection and Analysis for SPP at the time of Environmental Scan
Sources of Data / Data Collection and Usage of
Ref. Key Factors Forum Responsibility
Information Analysis Information
GMR Energy
Long Term Vision document – Board Meetings, Direction setting for
Group / Board Leadership
A Sankalp 2020, Presentations Board, GHB, GCM Directions GHB Review, GCM current and new
Direction Team, SBU
made to GHB, GCM Review, QBR businesses
Heads
Stakeholders’ inputs, Internal
Strength SBU Analysis, Trend of Plan
Performance, Market Inputs, Strategic Planning
Weakness vs. achievements, Root SPG, Functional
B Competition performance, SPP, SBU Reviews leading to Goal
Opportunities Cause Analysis, Competitor Heads
Surveys outcomes, BE Setting, BSC, AOP
Threats Comparisons, Risk Analysis
Assessment Feedback
Industry Reports, Sector Engineering scans technology
Any early Research data (Bloomberg, for appropriateness, CPD ORMs, Thermal
Decision on SBU Heads,
indications of Infra Line) Contractors/ assesses contractors ability Newsletter
C adopting new Business
major shifts in Suppliers Inputs, Consultants to utilize new technology, HR circulation to all
technology Development
technology Reports, Govt. Notifications, and O&M assesses Technical stakeholders
Seminars, Exhibitions Competency gaps and TNI
Installed Power generation
capacity, PLF, Peak Deficit,
Decision on
Any early CERC Reports, CEA Non-Renewable vs. renewable SBU reviews, BD, SBU
Location of Power
indications of Publications, Infra-line data, share, State wise power Power Trading Heads, Head
D plant, PPA Terms &
major shifts in Consultants & Analysts Generation – Consumption Reviews, KM Power Trading,
Conditions, Logistics
market reports analysis, Infrastructure Community Meets Logistics
needs
development, Avg. Tariff, Short
Term Trading trends
Any early
C Sat Analysis, Customer Decision on Review
indications of
Customer Interaction, Complaints aggregation & and improve
major shifts SBU Reviews, SBU Heads, PPA
Customer Visits, Customer Analysis, Inputs captured Customer offerings,
E in products, Power Trading Management,
Complaints, Inputs from through scheduled & PPA Terms &
offerings & Reviews Power trading
Relationship Managers unscheduled interactions with Conditions, Policy
Customer
Customers Advocacy
Preferences
Competitor Analysis - Financial Portfolio planning,
Any early Sector Reports, Publications
Results, Operations, Growth SBU Reviews, SPG Tariff Strategy, SPG, SBU
indications of and Subscribed reports
F Strategies, Fuel Sourcing plans, Reviews, Power Bidding Strategy, Heads, Power
major shifts in (Bloomberg, Infra-line),
Long Term / Short Term power Trading Reviews Cost Optimization Trading
Competition Consultants Presentations
tie up initiatives

Sources of Data / Data Collection and Usage of
Ref. Key Factors Forum Responsibility
Information Analysis Information
Any early Functional
Changes in Regulatory EHS Reviews,
indications of Central & State Govt. Heads,
requirements, Updates in Secretarial & Legal
G major shifts Notifications, Legal Inputs, Compliance, Audits Secretarial,
policies, impact on GMR Reviews, Finance
in Regulatory Consultants presentations Legal, EHS,
Energy Reviews
Environment Finance
Assessment of Customer
GHB,GCM & BCM Risk Mitigation,
Customer Feedback, Centricity – C Sat and Action
Reviews, SBU Community
Community Interactions, plans, EEEC Survey outcomes
Head Reviews, HR Initiatives, GRI
Long Term Risk Assessment, BE and Action plans, Diversity
Councils, GMRVF Reports, Succession
H Organizational Assessment outcomes, Assessment, Leadership SBU Heads
reviews, EHS planning, Training
Sustainability Sustainability Reports of other Pipeline, L&D Plans, EHS
Reviews, ERM Need Identification,
organizations, Employee Initiatives, Community
Reviews, BE KM EHS Framework
Engagement Surveys, CIPs Projects, Innovation, Culture of
Council and Initiatives, CIPs
Continuous Improvement
Core Competencies
Needed Core Internal Competency Analysis, Comparison of Process and SPG, SBU
I SPG and Strategic
Competencies Competition analysis Services Heads
Planning
Assessment of
ATR’s, Corrective
Half Year & Yearly
and preventive
GHB/GCM/BCM/SBU Head GHB Reviews, SBU
Project Progress, O&M actions, Capability SBU Heads,
Ability to execute Reviews, Sector & SBU Reviews, MAG
J Reviews, Achievement of action & Capacity building Support
plans BSC’s achievement, Process Audits, Quarterly
plans, Audit outcomes needs, TNIs, Functions
& Risk Audits GCM Review, BCM
Infrastructure and
Review
other resource
requirements
Our Governance Board reviews strategic direction at the time of Annual Reviews. An illustration of the Board Directions and subsequent initiatives
and their impact has been shown in Fig. 2.1-5. The E&I for Strategy Development process is given in Fig. 2.1-6.
Fig. 2.1-5 Board Direction for Strategy Development

Year Board’s Direction Initiatives Taken Impact
- Acquisition and Development of new

Thermal (Coal) Projects – EMCO, GKEL,
Growth Focus,
CTPP - Increased installed generation capacity
Diversification,
Till - Transmission Projects - Balanced assets portfolio
Presence Across Energy
FY12 - Solar & Hydro Portfolio - Secured fuel supply through Overseas and domestic coal sources
Value Chain
- Acquisition of South Africa, and Indonesia
Focus on Fuel Security
Coal Mines, Interests in Domestic Coal
mines - Rampia
- Divestment in Island power

Focus on Consolidation,
FY13 - Divestment & Asset Monetization - GREL Debt Restructuring
“Asset Light Asset Right”
- Divestment of SA coal mines
- Energy Sector restructured to 8 SBUs & Functions (Thermal Coal,

G&L, Coal Assets, Hydro, GKEL, Corporate Functions, S&D &
Finance) with P&L Accountability
- Review Architecture (McKinsey facilitated)
- Divestment options for G&L Assets
Sector Key Strategic
- Energy Sector Restructuring - Revisited and redeployed - RASCI & DoP
Themes – “Liquidity,
FY14 - Continued Divestment focus, - Bhavyatha Implementation through Hydro Power Project
Profitability, Structure &
- Focus on Structure & Process Management Manual
Process”
- Energy Sector EHS Framework
- Risk Assessment of Power Trading & BH
- Stage Gate audit (by PWC) of Bajoli Holi Hydro Project
- Enterprise IT Outsourcing
- Hay Group study: Job Evaluation & Job design

Asset Light Asset Right strategy has been adopted by the Group to focus on
1. Cash Flow, Profitability, Liquidity
2. Continuous Performance Improvement
3. Having a line of fund to capture attractive opportunities
4. Becoming more responsive to market – Faster response and more proactive action
5. Releasing management bandwidth for more productive assets
We continuously develop and expand our business and portfolio of assets by capitalizing on opportunities to increase
value to our shareholders. As part of our strategy, we selectively evaluate and consider opportunities for acquiring new
units other assets that are complementary to our power business. We focus on areas where we see value enhancement
opportunities. For example, we have acquired interests in coal mining assets in Indonesia in order to mitigate our fuel risk.
We may also seek to divest, in whole or in part, our assets opportunistically to increase value to our shareholders in the
future. For example, we divested our interest in the Eloff Mine and Kendal Mine in South Africa, both held by Homeland,
on account of the lack of infrastructure to evacuate coal from South Africa to India, as a result of which, a majority of the
coal produced from these mines was sold domestically in South Africa.
As part of our effort to diversify our asset base, we are pursuing a long-term growth objective of focusing on our hydro
and renewable power projects. In particular, we have completed financial closure of Bajoli Holi Power Project, a 180
MW run-of-the-river power facility being constructed in the state of Himachal Pradesh and issued the notice to proceed.
We are working on the financial closure of our Alaknanda Power Project, a 300 MW run-of-the-river power facility to be
constructed in the state of Uttarakhand, and we have entered into a joint development agreement with the International
Finance Corporation (the “IFC”) to develop the Upper Marsyangdi-2 Power Project, a 600 MW run-of-the-river power
facility to be constructed in Nepal.
Fig. 2.1-6 E&I in Strategic Planning Process

Year Trigger Action Impact
Need to revisit GMR Energy Vision Energy Sector Vision aligned to Group Aspirations –
Till Sankalp 2020 Sector Vision aligned with Group
FY12 Strengthen Strategy Deployment & Action Deployment of Strategy through BSC (Till CEO & Direction
Planning CEO-1 level)
Strategy Workshop conducted with all Dept. Heads

Need for incorporating key inputs from Balance between Bottoms up, and Top
FY13 presenting Dept. inputs for SPP (BD Inputs, Assets
Individual Depts down approach in SPP
Inputs, HR Inputs, Fuel Resources Inputs)
Formulation of detailed action plans

(PDM, A3) ensuring seamless cascade of
Review and Strengthen Strategy Deployment Strategy Deployment across SBUs through BSC’s,
FY14 SBU Heads SOs to their N-1 and people
in view of Organization restructuring to SBUs PDM’s & A3 Sheets
down the line
SBU alignment with Sector Objectives
2.1 B Strategic Objectives

2.1 B1 Key Strategic Objectives
What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them? What are your most important GOALS for
these STRATEGIC OBJECTIVES?
Our key Strategic objectives, Action Plans and timelines to accomplish the same, along with the Performance measures are shown in the table
below (Fig. 2.1-7)

Fig. 2.1-7 Strategic Objectives, Action Plans, Timelines and Performance Measures
Strategic
Sr. Strategic Action Plans Performance measures Unit Target : FY15 SBUs
Objectives
EMCO:555/(86)
CTPP: 103/(321)
Transmission:50/
(1.5) Thermal (Coal),
GKEL : 636/(285) GKEL, Gas &
EBIDTA & PAT (Optg) Rs. Crs.
GEL KKD : 2/(47) Liquid, Strategy &
VPGL: 13/(59) Development
GPCL: 50/24
Power Trading :
10.37 (9.31)
EMCO: 1661
Improving Operational Thermal (Coal),
Free Cash Flow from Operations Rs. Crs. CTPP: 739
Efficiencies and reducing O & GKEL, Gas & Liquid
Transmission:55
M Costs.
Achieving Cash Flow improvement through

Strategy &
Profitability/ Cost Operational Excellence at Timelines Mar 15
1 Development
Optimization across Thermal Coal Assets
Operating Plants
EMCO:0.77
Thermal (Coal),
Delivered Coal Cost Rs. /Kcal CTPP: 0.95
GKEL
GKEL: 0.59
Control Admin costs in Hydro

Rs. Crs. As planned Hydro
SBU
PTBSL Production, EBIDTA &

MMT & USD M 0.41,19.18 & (0.55) Coal Assets
PAT
Achieving Production &

GEMS MTSA & Profitability
Profitability for Coal Assets USD M 18 & 22.1 Coal Assets
Targets
Coal Trading Margins USD M 3 Coal Assets
EMCO : One
month outstanding
revenue Thermal (Coal), Gas
Receivables Rs, Crs.
GKEL : 100 Crs & Liquid
Gas & Liquid : 2
months of Revenue
Manage Cash Flows through
Receivables Management
Sec 11 (67): Sep’14
Resolution of litigations MAT (20) : Jul’14
pertaining to Sec 11, MAT Claim, Rs. Crs. & Loss Approval(447) Gas & Liquid,
VPGL loss recovery & Interest Timelines : Mar’15 Corporate Functions
Improve Liquidity on TNEB dues Int. on TNEB Dues
through Financial/ (163) : Sep’14
2 BD – Initiatives,
and resolution of
litigations Tariff Revision for Transmission
Rs. Crs. 25 Thermal (Coal)
Projects
EMCO Tariff Revision for 0.19 for MSEDCL

Effective Management of Tariff MSEDCL & DNH Rs. Per KWH Thermal (Coal)
0.04 for DNH
Revision Petitions/Improve
Deemed Generation
Generation Deemed Generation from DNH
Rs. Crs. 67 Thermal (Coal)
for FY 14 sales
Tariff determination & Revisions Rs. Crs. & Rs.

6387 & 0.15 GKEL
for GRIDCO & Case 1 PPA Per KWH

Strategic
Objectives
Refinancing of EMCO Debt Timeline July 14 Thermal (Coal), F&A
CTPP Project Cost Overrun, Thermal (Coal),
Rs. Crs, D:E 2726/55:45
Funding Plan GKEL, F&A
Refinancing of Existing Term
Timeline Mar 15 GKEL
Loan for GKEL
Deferment of SEPCO payment
Rs. Crs/
for 2-3 yrs. for GKEL (1050 MW 267 / Sept 14 GKEL
Timeline
Improve Liquidity Overrun funding/ Loan Contract)
through Financial/ Restructuring / Asset SCB Loan Restructuring for Coal
2 BD – Initiatives, Relocation-Sale USD M 500 Coal Assets, F&A
Assets
and resolution of GREL Restructuring based on
litigations Timelines July 14 Gas & Liquid, F&A
80:20 funding of FY15 interest
Rs. Crs /
Sale of Mangalore land 100 / Dec 14 Gas & Liquid
Timelines
Barge (USD 150 M)
Sale / Relocation of Barge, Gas & Liquid,
Timelines & GPCL: Dec 14
GPCL & GREL Corporate Functions
GREL: Mar 15
Filing DRHP & concluding Timelines/
GEL IPO Q4 FY15/1500 F&A
GEL IPO RsCrs.
Unit 1 - 1st Sept 14
CoD of 1st & 2nd Unit of CTPP Timeline Unit 2 – 1st March Thermal (Coal)
15
CoD of Angul & Meramandali 1st July 14 & 1st
Timeline GKEL
Transmission lines Aug 14
Completion of Control PTBSL Capex USD M 12.54 Coal Assets
On time completion of
Projects within
3 Projects under development / Control Hydro Capex Rs. Crs. As planned Hydro
Budgeted Cost &
Construction
Time Project Progress for Bajoli Holi & Milestones as
Timelines Hydro
Alaknanda planned
EC & Forest clearance for
Timelines Sept 14 & Dec 14 Hydro
Talong
Completion of PDA for both
Timelines Jun 14 & Aug 14 Hydro
Nepal Projects
Pursue MOC/CIL to get MoU Fuel Allocation for CTPP Timeline Sep-14 Thermal (Coal)
Ensure Fuel
Coal and Linkage Coal at the CERC/ERC approval for use of
Security Timeline Sep-14 GKEL
earliest imported Coal for GKEL
Ensure PPA/Transmission
4 Unit 1 - Sept 14 Thermal Coal,
Corridor for Power supply from Secure PPA tie up for CTPP Timeline
Addressing Power Unit 2 – Oct 14 Corporate Functions
CTPP
Evacuation/Tariff/
PPA related issues Approval of Spinning Reserve
GPCL & GREL as spinning
concept by GOI & positioning Timeline Dec-14 Gas & Liquid
reserve
GPCL & GREL as part of this.
Building a Renewable portfolio GHB Approval for Business Plan Timeline Sep-14 Corporate Functions
Finalize Ash Disposal for Coal
Ash Disposal % 100% Thermal Coal, GKEL
based Power Plants
Thermal Coal,
No. of Fatalities/Serious
Compliance to EHS Practices No. ZERO / <0.18 GKEL, Gas & Liquid,
incidents/LTI
Coal Assets, Hydro
Triple Bottom Line Strategy &
focus/ Process Development,
Compliance to Internal Audit
5 Improvement / No. of Non Compliances No. ZERO Thermal Coal,
Findings
Project Execution GKEL, Gas & Liquid,
Excellence Coal Assets, Hydro
No. of processes No. As planned Hydro
Implementation of Bhavyatha
Framework in Hydro SBU Adherence to Stage Gate
Timelines Jun-14 Hydro
process for Alaknanda
Prepare & Publish Energy
Strategy &
Sector Corporate Sustainability Sustainability Report Timelines Sep-14
Development
Report

Strategic
Objectives
BE Assessment &
Strategy &
Implementation of FY15 Action BE Assessment Timelines Oct 14 / Marc 14
Development
Plan
Sustainable Farming based

Strategy &
Triple Bottom Line Green Belt development at Adherence to Plan % Adherence 100%
Development
focus/ Process EMCO,GKEL & CTPP
5 Improvement /
Project Execution Implementation of ERM Strategy &
ERM framework/SBU
Excellence framework /SBU Dashboard in Timeline Sept-14 / Jun- 14 Development, Coal
Dashboard
Coal SBU Assets
Improve Operational Efficiency

through implementation of IT IT Projects Fully implemented % 90% Corporate Functions
enabled business processes
Thermal Coal,
Focused EE plan for
GKEL, Gas & Liquid,
Critical Resources and High EE score Score >4.2
Coal Assets, Hydro,
Performers
Corporate Functions
Thermal Coal,
GKEL, Gas &
Ensure 1:1 Step In and Long
Acquiring, Identification of Successors for Liquid, Coal Assets,
Term Successors for all Critical % Completion 100%
managing and all Critical positions Hydro, Corporate
6 positions
retaining the right Functions, Strategy
Talent & Development
Thermal Coal,
GKEL, Gas &
Implementation of Hay Group Liquid, Coal Assets,
Adherence to Plan % 100%
Recommendations Hydro, Corporate
Functions, Strategy
& Development
2.1 B2 Strategic Objectives • Consider and balance the needs of all KEY STAKEHOLDERS?
Considerations • enhance your ability to adapt to sudden shifts in your market
conditions
How do your STRATEGIC OBJECTIVES achieve the following?
Strategic Challenges are addressed through Strategic objectives by
• address your STRATEGIC CHALLENGES and STRATEGIC leveraging Strategic advantages and Core Competencies. Initiatives
ADVANTAGES with goals are identified for Strategic objectives which are deployed
through BSC/PDM/A3 sheets. These are finalized through extensive
• address your opportunities for INNOVATION in products, deliberations in the strategy meet. The linkage of Strategic Objectives
operations, and your business model to the Challenges, Advantages, core Competency and opportunities
• capitalize on your current CORE COMPETENCIES and for innovation is indicated in Fig. OP. 3 and Fig. 2.1-8. The time
address the potential need for new CORE COMPETENCIES horizon based focus over the three year period for the key strategic
objectives, helps in balancing short term and long term challenges and
• balance short-and longer-term challenges and opportunities opportunities.
“Running our business, pressing the 7 ‘levers’ of GMR Business Excellence Model (GBEM) allows
us, as business leaders, to run our business in a holistic manner, focusing on short term priorities
without losing sight of long term goals”
Aniruddha Ganguly
President - Strategy & Development
As part of SPP, Stakeholder needs are captured through various forums (Fig. 2.1-1). These needs are then addressed through relevant corporate
objectives and initiatives for ST/LT. Besides this, GRI-G4 approach, along with BSC used for deployment of Strategy revalidates that all
stakeholders’ interest has been balanced.

Fig. 2.1-8 Alignment of Strategic Themes and Opportunities for Innovation
Strategic Trigger for Opportunities and Innovations introduced

Themes Innovation
Service Offering Operations Business Model
1. Reduction in REC Application cycle
time 1. GREL Debt restructuring
Liquidity 2. Capex optimization of BH Hydro power 2. HEG Coal mines Divestment
Change in 1. Reduction in Power Trading project by revisiting Power house 3. Island power divestment
External Billing cycle time layout
/ Internal
Improvement projects at G&L Assets – Operational Excellence Initiatives at
Profitability Operating
Optimizing Cost of Plant preservation Thermal (Coal) Assets
Environment,
Sector Outlook, 1. Key Relationship Manager for 1. Develop and deploy Hydro Power
Board Direction, 1. Revamping the Delegation of Power
Power Trading Clients Project Management Manual
GHB Reviews matrix for the Energy Sector
Structure & 2. Setting up Regional office at 2. Benchmarking of O&M Contract
2. Stage gate reviews for Projects –
Process Hyderabad to effectively serve workforce at Thermal Coal asset –
Bajoli Holi, PTBSL
South Bound Power Trading EMCO
customers 3. To improve Energy Sector LTIFR
The 3 Step Strategy Deployment Process is depicted in Fig. 2.2-1. GMR

2.2 Strategy Implementation
Energy develops a rolling 3 year strategic plan which is reviewed each
2.2 A Action Plan development and year. Key changes in the Environment and strategic assumptions are
deployment reviewed in the half yearly and annual reviews by GHB. SBU Specific
Action plans and Initiatives for achieving the Strategic Objectives
2.2 A1 Action Plan development
are developed based on SBU Strategies discussed during Strategy
What are your KEY short- and longer-term strategies and Development Process (Fig. 2.1-1). Respective SBUs develops
ACTION PLANS? What are your KEY short-and longer-term
their own Strategy Deployment plans following PDM approach and
ACTION PLANS and their relationship to your STRATEGIC
OBJECTIVES? What are the KEY planned changes, if any, in detailed A3 sheets which comprises of Goals, Measures and Action
your products, your CUSTOMERS and markets, your suppliers Plan owners. Goal sheets are formulated to align and integrate the
and PARTNERS, and how you will operate? individuals’ goals vis a vis SBU Targets.
Fig. 2.2-1 Strategy Deployment Process

2.2 A2 Action Plan Implementation 2.2 A3 Resource Allocation
How do you DEPLOY ACTION PLANS throughout the How do you ensure that financial and other resources are
organization to your WORKFORCE and to KEY suppliers and available to support the accomplishment of your strategies and
PARTNERS, as appropriate, to achieve your KEY STRATEGIC ACTION PLANS, while meeting current obligations? How do you
OBJECTIVES? How do you ensure that the KEY outcomes of allocate these resources to support the accomplishment of the
your ACTION PLANS can be sustained? plans? How do you assess and manage the financial and other
The ST One year plan i.e. Annual Operating plans are broken down risks associated with the plans to ensure the financial viability
in to monthly targets / milestones (Fig. 2.2-1). These are implemented of your organization?
by the entire workforce and outsourced partners through the Work GMR Energy follows a “bottoms-up” approach for resource allocation
System. Departmental actions are further cascaded to employees to accomplish the strategic objectives. The Strategic plan captures key
through Individual Goal sheets as described in 2.2 A1. These actions actions and responsible person for initiating necessary actions in order
are implemented through a) Departmental work processes on
to achieve the respective SBUs strategic objectives. Each Function
an on-going basis b) Initiatives with specific start and end dates c)
within SBU evaluates the resource requirement in terms of both:
deploying policies and frameworks e.g. IMS deployment for Thermal
Human Capital and Financial Plan which is reviewed during various
(Coal) Assets and d) deployment to suppliers and partners (Refer to
stages of AOP Discussions and approved by SBU Head, BCM &
outsourcing process described in 6.1-1). Progress on implementation
GHB. The business steering committee also reviews the consolidated
is tracked and monitored during monthly functional reviews, BCM
Reviews, GCM Reviews and during half yearly and annually conducted resource requirements for the business and makes the adjustments
GHB reviews. The outcomes from implementing the above actions considering the business priorities and availability of resources. Once
are sustained through 6 Thrust areas so as to reinforce Customer the AOP is approved by the board, it is assured that the planned
and Business focus through high performance 1) Top Management resources are made available to the respective functions for execution
Action Focus (Fig. 1.1-11), 2) Skill & Competency Building through of the action plans. Status of the resource allocations are reviewed
L&D Mechanisms (Fig. 5.2-8), 3) Performance Reviews (Fig. 4.1-7) periodically every month / quarter depending upon their criticality in
followed by process improvement, 4) Cross Functional involvement for order to ensure that they are made available as per plan. Any changes
accelerated learning (Ref. 5.2 A2) 5)Implementation of Improvement in the strategy and resource requirements lead to a review of the HR
Projects (7 STEP Methodology) (Fig. 7.1.92, Fig. 7.1.93, Fig. 7.1.94), and finance strategy as well. Fig. 2.2-2 explains the financial resource
6) R&R for the workforce to reinforce improved actions (Fig. 5.2-4) planning and allocation process.
Fig. 2.2-2 Financial Resource Planning

The strategic plan covers the portfolio analysis to assess the value of the operating assets & on-going projects. Risks arising out of our Operations,
Projects and Other Corporate processes are assessed through Risk Management Methodology (Fig. 2.2-3) under ERM Framework.
Fig. 2.2-3 Risk Management Methodology
The Internal Audit and ERM Framework paves the way for sustained The BSC’s are then cascaded through detailed PDMs (For Officers
financial viability and business performance on strategic objectives directly reporting to SBU Head including Key Functional Heads) and is
and action plans. further supported by A3 sheets ensuring alignment across levels. The
Cascading methodology ensures that the Annual Operating Plans for
2.2 A4 Workforce Plans SBU is cascaded down to Functional AOPs and further to individual
What are your KEY human resources or WORKFORCE plans Goal sheets. The monthly review of these through Review Forums
to accomplish your short- and longer-term STRATEGIC (Fig. 4.1-7) ensures organizational alignment. Measures are defined at
OBJECTIVES and ACTION PLANS? How do the plans address both the levels i.e. At Sector Level and at SBU level depending upon
potential impacts on your WORKFORCE members and any nature of action plans. The effectiveness and efficiency of the strategic
potential changes to WORKFORCE CAPABILITY and CAPACITY planning process itself is measured through 1) Extent of achievement
needs? of targets including AOPs 2) Compliance to SPP Cycle time and 3)
HR Function undertakes its own (Fig. 2.1-1) environment scan which Feedback from stakeholders.
addresses potential impacts both in terms of capacity and capability of 2.2 A6 Action Plan Modification
the workforce. This input to the SPP translates into Strategic Objectives
How do you establish and DEPLOY modified ACTION PLANS if
at Sector level under L&D perspective and accordingly HR Objectives
circumstances require a shift in plans and rapid execution of
along with HR ST and LT Action plans are mapped. Fig. 2.2-4 shows
new plans?
the Sector HR Strategic initiatives supported by LT & ST Plans.
As has been seen over the past several years, the Energy Sector is not
2.2 A5 Performance Measures subject to very rapid and dramatic shifts in market, external / internal
What are your KEY PERFORMANCE MEASURES or INDICATORS environment and policies. During Half yearly reviews the strategic plans,
for tracking the achievement and EFFECTIVENESS of your progress status and strategic assumptions are reviewed to assess any
ACTION PLANS? How do you ensure that your overall shifts and changes in the operating environment. Correspondingly
ACTION PLAN measurement system reinforces organizational Strategic Objectives and action plans including measures are modified
ALIGNMENT? How do you ensure that the measurement system accordingly. This methodology ensures that action plans are updated
covers all KEY DEPLOYMENT areas and STAKEHOLDERS? in context of current business scenarios and enable us to respond to
SBU Specific Strategic Objectives, Strategic Initiatives, Measures, and any significant shift in the strategy.
targets assigned are included in SBU Head’s Balanced Score Card. 2.2 B Performance Projection

For the KEY PERFORMANCE MEASURES or INDICATORS • Maintain an optimal balance between long-term and short-term
identified in 2.2a(5), what are your PERFORMANCE off-take arrangements
PROJECTIONS for both your short- and longer-term planning
time horizons? How does your projected PERFORMANCE • Pursue development and acquisition opportunities to expand as
on these measures or indicators compare with the projected well as to streamline our business and portfolio of assets.
PERFORMANCE of your competitors or comparable
In FY 15, the focus will be to address all Power evacuation related
organizations? How does it compare with KEY BENCHMARKS,
bottlenecks, and maximize off-take to ensure seamless supply
GOALS, and past PERFORMANCE, as appropriate? If there
are current or projected gaps in PERFORMANCE against your of power to DISCOMs/OA Customers. Both the Units of our Coal
competitors or comparable organizations, HOW will you address based Thermal Project - CTPP will achieve commercial operation.
them? We are also engaging Global Consultant to help us drive Operational
Excellence at our Thermal Assets, and improve our Cash flows.
Our business Strategy consists of the following principal elements:
Our Gas based Assets may continue to remain under preservation
• Focus on the completion of Power Projects under construction because of the shortage in Gas Supply. At this point of time, it is
of utmost importance for us to overcome the above constraints in
• Increasing the Operational efficiency and profitability of our Power
Projects. the shortest possible time, which is also vital for most of our peer
companies in the Power Sector today. We are optimistic that by the
• Benefit from India’s growth in the power generation sector and end of FY 15, we shall achieve the stage of steady state operations,
demand for power and it will then become imperative for us to Project our Operational
• Expand our power asset base by expanding our areas of operation & Financial performance, and start comparing it with our peer
geographically and diversifying our fuel type. companies in the Industry.
Fig. 2.2-4 Abstract of HR Road map – FY15 to FY17

3. Customer Focus
subsidiary of GIL. For GMR Energy the plan is to tie up 85% of power
3.1 Voice of the Customer
generated through Long/Medium term PPAs, while balance would be
Describe HOW your organization listens to your CUSTOMERS and sold in Short term power markets through GMRETL, subsidiary of GIL.
acquires satisfaction and dissatisfaction information.
3.1 A1 Listening to Current Customer
3.1 A Customer Listening
How do you listen to CUSTOMERS to obtain actionable
GMR Energy sells power generated from its Assets in Long term information? How do your listening methods vary for different
markets to DISCOMS. Medium term and Short term markets constitute CUSTOMERS, CUSTOMER groups, or market SEGMENTS? How
20% of electricity sold in India, and Long term constitutes the balance. do you use social media and web-based technologies to listen to
Period of Long term contract varies from 7 years to 25 years, Medium CUSTOMERS, as appropriate? How do your listening methods
term contract varies from 1 year to 7 year, and Short term contract vary across the CUSTOMER life cycle? How do you follow
varies from 1 hour to 1 year. The surplus power available from GMR up with CUSTOMERS on the quality of products, CUSTOMER
Energy assets after the Long Term PPA tie up commitment, and third support, and transactions to receive immediate and actionable
party assets is sold under medium/short term market through GMRETL, feedback?
The current customer life cycle is defined in three stages:
Customer Life Cycle Stage 1 Stage 2 Stage 3

Short Term Market Segment Business Development, Opportunity scanning and Customer acquisition Post-Acquisition Final Settlement
Long Term Market Segment Business Development, Opportunity scanning and Customer acquisition Post-Acquisition Yearly Settlement
As a key element of Customer centricity, we have various touch points of pricing, trading margin etc.) and Quantitative Aspects (Emerging
to listen/interact and observe customers as detailed in Fig. 3.1-1 & market trends, Volumes, Future potential etc.) to understand segment
3.1-2 which enumerates action-ability on Service Offerings, Customer specific needs. These inputs are further analyzed to improve our
Support and Transactions across Short term and Long term market offerings and support mechanisms. Teams for Sales, Operations and
segments. The inputs gathered through various learning and listening Customer Support (PPA Management) are deployed to ensure regular
mechanisms differ in Qualitative Aspects (e.g. Market offerings in terms follow up and deliver consistent support across the Customer life cycle.
Fig. 3.1-1 Customer Life cycle support and relationship for positive customer experience – Short term & Medium Term
Mechanisms Immediate and actionable information

Customer Touch
Life Cycle Customer Impact
points Listen Interact Observe Customer Support Transactions
offerings
GMRETL Website,
States Website, Focused personal
√ √
electronic media & interactions with
print media customers (with good
payment track record)
Cold calls to Industrial Obtaining letter of
√ √ Provide offers
consumers Giving market intent (LOI)
with competitive
intelligence on day
rates and
Hot calls to Industrial to day basis to the Execution of the
√ √ trading margin
Business consumers customers to meet the agreements
Fig. 7.1.36,
Development, requirements
Flexibility on Fig. 7.1.37,
Opportunity Regular meetings √ √ √ Providing
commercial Fig. 7.1.38,
scanning and Educate customers and obtaining
aspects such Fig. 7.2.8,
Customer on Open access EMD,CPGs and LCs
as payment Fig. 7.2.9
acquisition regulations.
terms rebates,
Improvement
scheduling/
Sharing GMR’s in contracts
rescheduling
Public domain (other transparent trading management
terms
websites/seminars/ √ policies
conference)
Providing regular
updates on the outlook
of power market

Customer Touch
offerings
Key relationship
√ √
manager of PT
Trading Operations Compliance to Raising provisional
√ √ the contract Information about power bills
team
scheduled, deviations &
RLDC/SLDC website √ Scheduling/ outages if any Payment of Fig. 7.1.39,
Post- Trading F&A team √ √ rescheduling of scheduling charges 7.1.40,
Acquisition power Supplying power to RLDC/SLDC Fig. 7.2.5,
Customer through Alternate Fig. 7.2.7
communication Early payment arrangement, if required Receiving payments
√ √
through Phone, rebate for power sold
email, fax
Meetings with key
√ √ √
officials
Customer satisfaction
√ √ √ Providing final Raising final energy
survey
Regional Energy bills, surcharge bills,
Customer feedback
Accounting Reconciliation of energy penalty bills, if any
(through phone/ √ √ √
(REA) supplied
meetings) Fig. 7.1.42,
Final Settlement of final
Fig. 7.2.6,
Settlement Key relationship Contract closure Resolution of customer amount.
√ √ Fig. 7.2.7
manager certificate if concerns/queries
required by the Receiving back CPG
Trading F&A team √ √
customer and returning the
RLDC/SLDC website, BG/LCs
√
and reports
Fig. 3.1-2 Customer Life cycle support and relationship for positive customer experience – Long term
Customer Touch
offerings
States Website, Obtaining letter of
electronic media & √ √ Focused personal
intent (LOI)
print media interactions with
MOU based
customers
Cold calls to Utilities/ long term Execution of the
Business √ √
Discoms contract agreements
Development, Providing Company
Long term
opportunity information/data as
Public domain (other Competitive Providing contracts,
scanning and required
websites/seminars/ √ tariff based and obtaining Fig. OP. 8
customer
conferences) bidding (for EMD,CPGs and LCs
acquisition Sharing GMR’s
long term and
vision of long term
medium term) Improvement in
commitment to supply
Bidding team √ bidding strategy
power
PPA Management
√ √
team
Information about
Plant/Trading power scheduled,
√ √ Compliance to
Operations team deviations & outages Raising provisional
the contract
if any bills
RLDC/SLDC website √
Scheduling/
Plant/Trading F&A Supplying power Payment of
Post- √ √ rescheduling of Fig. 7.1.47,
team through Alternate scheduling charges
Acquisition power Fig. 7.1.49
arrangement, if
Customer required Receiving payments
Early payment
communication for power sold
√ √ rebate
through Phone, Relationship
email, fax development at all
levels
Meetings with key
√ √ √
officials regularly

Customer Touch
offerings
Customer feedback Raising final energy
(through phone/ √ √ √ bills, surcharge bills,
meeting) penalty bills, if any
Providing final Reconciliation of
PPA management Regional Energy energy supplied
Yearly √ √ √ Settlement of final
team Accounting Fig. 7.2.1
Settlement amount.
(REA) on Resolution of customer
Plant/Trading F&A
√ √ √ monthly basis concerns/queries
team Receiving back CPG
and returning the
RLDC/SLDC website √ √ √ BG/LCs.
of Competitors for GMR Energy is more pertinent to opportunities

3.1 A2 Listening to Potential, Competitor
that prevail in Short Term Power Market. Thus, as described in Fig.
& Former Customer 3.1-3 various approaches to listen to potential and customers of
How do you listen to former CUSTOMERS, potential competitors to obtain actionable information to improve the current
CUSTOMERS, and CUSTOMERS of competitors to obtain and future service offerings are for these customers in Short Term
actionable information and to obtain feedback on your current Market. Feedback gathered through the below mechanisms are
and future products, CUSTOMER support, and transactions, as used to comprehend the aspects of pricing, service, geography that
appropriate? differentiates GMR Energy from the Competition in this market. This
A long Term market is highly tenured, and involves dealing with one helps us understand and analyze critical parameters that need specific
single customer only – (State Utilities/DISCOM) for consistently steady improvement in future offerings, support mechanisms, and transaction
and long period. Long Term Markets are not as volatile and emerging methods (e.g. offering competitive tariffs and trading margins). GMR
as short term markets in terms of Pricing, Margin, Volumes, and Energy continuously interacts with Govt. Bodies, State Electricity
Opportunities. Hence the concept of Potential, Former, and Customers bodies to acquire new franchisees.
Fig. 3.1-3 Customer Listening – Potential, Competitor and Former customers – Short term market segments
Type of Tool / Usage for Improvement in Offering, Customer
Information exchange (Listen/Interact/Observe)
Customer Mechanism Support and Transactions
- Their current and future requirements - Provide more competitive offers
- Their current and future planning - Provide locational advantage
Phone, fax, - Their current suppliers and feedback on their - Improvement in customer interaction frequency and
emails, meetings, performance multilevel interactions
Potential /
seminars, - Current Supplier’s terms and conditions for supply. - Operationalization of regional offices for power trading
Former
Associations - Update on our new offerings/partners/generators and to tap potential market and thereby enhance customer
meetings its advantages base
- Exchange views/presentations on evolving regulatory - Launched Franchisee model to increase customer’s
provisions and future potential in power market base
- Improve our offerings. E.g. . One of the USP for
Phone, fax, - Current Supplier’s terms and conditions for supply.
enhancing the cliental base in WR was supply from
emails, meetings, - Update on our new offerings/partners/generators and
Customer of EMCO assuring higher availability being in the same
seminars, its advantages
Competitor region
Associations - Exchange views/presentations on evolving regulatory
- Offer competitive tariffs and trading margins
meetings provisions and future potential in power market
- Increase in customer interactions
3.1 B Determination of customer Fig. 3.1-4 Customer Satisfaction and Engagement

satisfaction and engagement Measurement
3.1 B1 Satisfaction and Engagement
How do you determine CUSTOMER satisfaction and
ENGAGEMENT? How do these determination methods differ
among CUSTOMER groups and market SEGMENTS, as
appropriate? How do your measurements capture actionable
information for use in exceeding your CUSTOMERS’ expectations
and securing your CUSTOMERS’ ENGAGEMENT?
Customer Satisfaction and Engagement is determined for Short term
and Long term Customers on Service offerings and Customer support.
Feedback is obtained for complete life cycle and is carried out on
an annual basis. The methodology is shown in Fig. 3.1-4, it involves
identification of key drivers and attributes impacting satisfaction and
engagement.

These surveys are designed and administered in-house. Based Similar approach is used to determine Customer satisfaction and
on the feedback received from the BE External Assessment, as an engagement for Long term customers for our G&L assets (GPCL &
improvement this year, an independent internal committee was GVPGL), however the same could not be carried out for FY14 as these
constituted to ensure element of objectivity in the survey. Also, separate assets were negligibly running, and were under preservation. For
survey questionnaires were developed for OA customers (Exchange Thermal assets (EMCO & GKEL) similar approach would be deployed
and Bilateral) to ensure specific focus on needs and requirements in the current year as they have just started to achieve operational
of these segments. Information collected through these surveys is stability. C Sat Survey outcomes, BE Assessment OFI’s and internal
aggregated across customer segments, and analyzed for identifying review of Customer Satisfaction & Engagement measurement
specific improvement areas. processes are used to trigger improvements as indicated in Fig. 3.1-5
Fig. 3.1-5 E&I on Customer Satisfaction and Engagement Measurement
Year Trigger Improvement Done Impact
BE Assessment Survey questionnaire reviewed by Independent Internal

To bring in more objectivity in the survey process
OFI Committee to ensure element of objectivity
FY 14
Separate Survey Questionnaires for OA Customers –
Internal Review Segmented Feedback
(Exchange and Bilateral)
The Key Relationship Managers analyzes the complaints not resolved

3.1 B2 Satisfaction relative to
within stipulated timelines, and suggests modification in the processes
Competitors so as to meet and exceed the customer expectation accordingly.
How do you obtain information on your CUSTOMERS’ satisfaction
relative to their satisfaction with your competitors? How do you
3.2 Customer Engagement
obtain information on your CUSTOMERS’ satisfaction relative to 3.2 A Product offerings and Customer
the satisfaction levels of CUSTOMERS of other organizations
providing similar products or to industry BENCHMARKS, as Support
appropriate?
3.2 A1 Product Offerings
There is no industry level data available on customer satisfaction to
How do you identify CUSTOMER and market requirements
understand the specific trends and do benchmarking in results, however
for product offerings and services? How do you identify and
an effort has been made to capture feedback on relative satisfaction
innovate product offerings to meet the requirements and
of our customers with competitors through C Sat feedback form
exceed the expectations of your CUSTOMER groups and market
(against the same set of performance standards across customer life
SEGMENTS (identified in your Organisational Profile)? How do
cycle). Also customer feedback captured through informal approaches
you identify and innovate product offerings to enter new markets,
like Meetings, Interactions, and Visits etc. is used to improve on
to attract new CUSTOMERS, and to provide opportunities
various customer support processes like Bidding, Operations, Billing
for expanding relationships with existing CUSTOMERS, as
and Payment, considering services offered by competitors to OA
Appropriate? What are your new product offerings and changes
customers. For e.g. Power Trading Regional office was established in
to CUSTOMER support added in recent years?
Hyderabad to strengthen relationship with State Utilities based on the
feedback shared by few OA Clients from southern region (TN and AP). GMR Energy (Power Trading) identifies customers and market
This has helped in expediting issuance of NOC by State Utilities for requirements based on key requirements of customers, which
corridor booking. Similarly we also learnt from one of our OA client that are quantity of purchase/sale of power, period of purchase/sale of
GMR documentation process for early billing is relatively more efficient power, historic data of customer regarding purchase/sale of power,
than the other Trading companies. competitive price for sale/purchase of power and scanning the market
conditions (Fig. 3.2-1). We identify the requirements of customers
3.1 B3 Dissatisfaction and offer them reliable power at competitive price based on period of
How do you determine CUSTOMER dissatisfaction? How do supply, market rates, and flexible contractual terms. We also provide
your measurements capture actionable information for use in market intelligence to customers about the rate, and availability/
meeting your CUSTOMERS’ requirements and exceeding their requirement of power so as to facilitate them in taking quick decisions
expectations in the future? regarding purchase/sale of power. To enter into new market, we
study the historic sale/purchase of power by that customer, financial
Feedback from various touch points, customer meets, visits, repeat capability of the customer, and explore opportunity for sale/purchase of
complaints, complaints escalation, and loss of key customers indicates power to customer in future at competitive pricing. We have dedicated
the dissatisfaction levels of customers. These points are being Service Relationship Manager assigned to all our customers/clients
reviewed by Dept. Head during regular review meetings; detailed root selling/buying power through us across customer life cycle. We also
cause analysis is carried out to identify critical improvement areas have dedicated teams for marketing/sales, contractual compliances,
impacting the key service offerings and customer support. Based on commercial settlement, and collecting feedback from customers to
the same, action plans for implementation are identified and assigned. support them across entire life cycle.

Fig. 3.2-1 Service Offerings
Service Offering
Customer Performance
Customer Requirement To enter new markets
type To meet requirements Measures
/ new customers
- Cost effective generation - Availability of units
- Availability of supply as per contract.
- Provide alternate supply sources in case of - Compliance to
- Rescheduling on mutual basis
outages/planned maintenance. shutdown schedules
- Competitive tariff - Identify load pattern
- Facilitating banking of power at competitive - Compliance to daily
- Rebates for extended period of various States to
terms schedules/generation
State Utility - Security/guarantees against contracts match the surplus/
- Provide power through banking arrangement - Compliance to
- Sale/banking of their surplus power at competitive deficit requirement for
- Provide insight into market through regular agreement terms and
rates banking/sale
meetings conditions
- Error free billing and payment convenience
- Dedicated key relationship Manager with - Customer Satisfaction
- Dedicated contact point (easily accessible)
alternate back up resource survey index
- Portfolio management - (Power Sale / purchase,
Renewable certificates - Sale / purchase)
- Compliance to daily
- 100% availability to avoid penalties - Ensure 100%
- Additional Peak load generation schedules/generation
- Competitive tariff availability through
- Provide alternate supply sources in case of - Compliance to terms
- Payment terms tie up with multiple
OA planned/unplanned outage and conditions of
- Compensation terms generators/discoms.
customers - Dedicated key relationship Manager with agreement
- Additional availability during hours. - Identify States with
alternate back up resource - Customer Satisfaction
- Assistance for Approvals for scheduling opening up of OA
survey index
- Updates on Market outlook
- Updates on Regulatory framework
- Dedicated contact point (easily accessible)
- Facilitating banking of their surplus power at
- Compliance to daily
- Max. Availability, competitive terms
schedules/generation
- Competitive tariff - Provide them power through banking - Identify load pattern
- Compliance to terms
- Sale/banking of their surplus power at competitive arrangement of various States to
Private and conditions of
terms - Provide insight into market through regular match the surplus/
Discoms agreement
- Error free billing and payment convenience meetings deficit requirement for
- Customer Satisfaction
- Dedicated contact point (easily accessible) - Dedicated key relationship Manager with banking/sale
survey index
- Flexibility of rescheduling on mutual basis alternate back up resource
- Success rates in
tenders
- Firm contracts
- Volume of power sold
- Payment security - Provide LC/BG as applicable
- New upcoming IPPs/ - Compliance to terms
Generators - Availability - Dedicated key relationship Manager with
CPPs and conditions of
- Dedicated contact point (easily accessible) alternate back up resource
agreement
- Updates on Market outlook
- Customer Satisfaction
survey index
- Maximum clearance of REC - Strategically Bid on both power exchanges
RE
- Maximum Realization to achieve maximum volume clearance and - New RE generators - No. of REC sold
Generators
- Regulatory updates realization
- Lowest tariff - Tap their portfolio for
- Additional Peak load generation at short
Traders - Competitive trading margin. supply as alternate - Volume of power sold
notice
- Supply for peak hours/few hours/few days source
Fig. 3.2-2 Process to identify and innovate service offering through experience and expectation of customer

3.2 A2 Customer Support We offer Customer Support across customer life cycle
including support for seeking information, conducting business,
How do you enable CUSTOMERS to seek information and and collecting feedback as shown in Fig. 3.2-3. Support
CUSTOMER support? How do you enable them to conduct and communication requirements are determined through
their business with you and provide feedback on your current segregation of Voice of Customer (Fig. 3.1-1, 3.1-2). We identify
and future products and your CUSTOMER support? What are the requirements of customers and offer them reliable power at
your KEY means of CUSTOMER support, including your KEY competitive price based on period of supply, market rates, and
communication mechanisms? How do they vary for different flexible contractual terms. We also provide market intelligence
CUSTOMERS, CUSTOMER groups, or market SEGMENTS? to customers about rate and availability / requirement of power
How do you determine your CUSTOMERS’ KEY support to enable them conduct business with us. These requirements,
requirements? How do you ensure that CUSTOMER support along with feedback from customers, survey findings and BE
requirements are DEPLOYED to all people and PROCESSES Assessment findings are used to improve customer support
involved in CUSTOMER SUPPORT? processes.
Fig. 3.2-3 Customer Support across life cycle
Business Development, opportunity scanning and Final/Yearly
Criteria Post-Acquisition
customer acquisition Settlement
Each power trading person has been assigned responsibility of
dealing with identified States Utilities /Discoms/generators/OA Contact details of Person is provided as part GMRETL website
Avenues consumer. of agreement for various requirements such as is maintained with
that enables scheduling/rescheduling of power, billing related contact details of
Primary and secondary responsibility are also defined. These people queries and for any other purpose required for
customers to key personnel’s
deal with the officials at various levels and develop understanding smooth execution of the contract
seek information and updates on
with them with regards to V&B and functioning of GMR
and support Mobile Phone, fax, e-mails details are provided for GMRETL’s portfolio of
Providing offers and information on regular basis on sale/purchase seamless access services
opportunity
Executing Apply for scheduling of power to RLDC along with Provide final bills
various tie necessary NOCs matching with REA
ups to enable Identify suitable Seller/ buyer and initiate tie up on back to back
Comply with daily schedules and informing them
customer basis
about any curtailments/rescheduling requirements. Provide completion
to conduct
Raising error free billing on weekly basis certificates if required
business with us
Enabling and Multi-level meetings with customer’s

capturing representatives are held to seek their feedback
Feedback on tariff, trading margin, supply quantum and source,
feedbacks for on our services and any improvements required, if c-sat form
supply duration of GMR vis-à-vis competition
our current and any. Future requirements are also discussed during
future offerings these meetings
Avenues for
determining Multi-level meetings with customer’s
customer’s Meeting with Load dispatch and procurement cells representatives of procurement cell, billing and c-sat form
support accounts
requirements
3.2 A3 Customer Segmentation includes nation-wide demand/supply gap, retail tariff of open
access industrial consumers in various states, energy volume
How do you use CUSTOMER, market, and product offering and exchange rate trends. Various generation opportunities
information to identify current and anticipate future CUSTOMER are evaluated on pan-India basis through opportunity scan.
groups and market SEGMENTS? How do you consider The power sale strategy is determined based on the financial
CUSTOMERS of competitors and other potential CUSTOMERS stability of state utilities, demand, location of our plants,
and markets in this segmentation? How do you determine which power surplus/deficit scenario, political scenario, transmission
CUSTOMERS, CUSTOMER groups, and market SEGMENTS to feasibility, competitor analysis, power purchasing capability for
pursue for current and future products? both long term and medium term. Customer segments have
evolved accordingly, as an outcome of Market intelligence
GMR Energy identifies current and future market segments (Fig. research reports. In FY13, REC Generators segment was
3.2-4) based on emerging business needs. During the annual added to tap opportunities of trading in REC Certificates
Strategic planning process, business needs are analyzed and through Power Exchange (IEX, Power Exchange of India
information is used to identify present, potential and future Limited) of which we are the registered Trader, and authorized
market segments, also listening data collected from various to trade on behalf of Generators and Consumers. Similarly in
mechanisms (Fig. 3.1-1, 3.1-2) are segregated, collated and FY14, ‘Other Traders’ was added as one of the segments to
analyzed to study customer insights. The information collated support our growth plans based on the future outlook.

Fig. 3.2-4 Customer & Market Segmentations
3.2 A4 Customer Data use Trading F&A, Power Trading BD, PPA Management) during
daily and periodic review meetings. To conduct the business
How do you use CUSTOMER, market, and product offering effectively service offered to customers are communicated
information to improve marketing, build a more CUSTOMER- through various mechanisms listed in Fig. 3.2-3. The
focused culture, and identify opportunities for INNOVATION? consolidated inputs collated for service offerings and support
requirements are utilized effectively to improve and enhance
Customer & service offering information are passed on to for e.g. Improvement in Customer interaction frequency, Multi-
complete customer response chain for use by customer facing level interactions (including Key Management members of
employees (Key Relationship managers), Teams (O&M, Power customers)
“The will to win, the desire to succeed, the urge to reach your full potential. These are the
keys that will unlock the door to Excellence”
G B Nayak
Head O&M and PPA Management – G&L SBU
Fig. 3.2-5 Building Customer

Centric Culture

Regular KM Sessions (Short term power market), Customer referrals. For e.g. deployment of Key relationship manager,
focused training, Refresher course for customer facing setting up of regional trading offices ensures that Voice of
employees and closure of BE Assessment finding on customer Customers is used to respond to Customers views and drive
focus have brought more emphasis to the customer centric initiatives and improvements across functions in order to
culture (Fig. 3.2-5) meet their requirements. Our overall BD strategy in Trading,
is conceptualized, and aligned with specific customer needs
3.2 B Building Customer Relationships for e.g. Facilitating Banking of Power at Competitive terms for
3.2 B1 Relationship Management Long Term Customers, Flexibility on commercial aspects –
Rebates, payment schedule etc. for Short term- Open Access
How do you market, build and manage relationships with
customers, to acquire new customers in the Acquisition stage.
CUSTOMERS to achieve following?
At operational levels, Customer focused measures get built
• Acquire CUSTOMERS and build market share into Goal sheets/KRAs of all key employees in Customer
• Retain CUSTOMERS, meet their requirements and exceed value chain – (Trading, PPA Management, and Assets Team).
their expectations in each stage of the CUSTOMER life cycle Feedback from Customers, obtained through surveys, field
visits, customer meets etc. is analyzed for identifying areas
• Increase their ENGAGEMENT with you? for improving the extent of Customer Engagement level.
The Customer Engagement and relationship building starts Following improvements have been made lately to strengthen
with 1) Business Development and Customer Acquisition relationship building with all our Customer groups – 1) Creation
2) Post Acquisition 3) Final/Yearly settlement. Specific of PPA Management Team to ensure strong interface with Long
activities during these stages (as indicated in Fig. 3.2-6) aim Term Customers – State Utilities, 2) Setting up of Regional
to create a supportive and positive response while striving to offices to support Short term OA Customers, and 3) Assigning
meet and exceed customer expectations, which helps us to dedicated point of contact across Customer life cycle, to listen
sustain loyalty, enhance repeat business, and seek positive to them, and support their requirements
Fig. 3.2-6 Customer Relationships

Meeting & Exceeding
Lifecycle Process Mechanisms By Whom Results
requirements
GMRETL Website, States Provide offers with competitive rates and
Website, Electronic media trading margin No. of workshops/
Awareness, & Print media, Calls to Power Trading Customer
Educate customers on Open access
Initiate customers (Hot, Cold), BD Team, PPA interactions, No.
regulations
interaction Regular meetings, Public Management Team of opportunities
domain (Other websites/ Providing regular updates on the outlook converted into leads
seminars/conferences) of power market
Business
Development, Power Trading
Opportunity BD Team, PPA
scanning and Flexibility on commercial aspects (payment Management Team,
Customer Discussion of terms rebates) No. of visits, No. of
Visit, Meetings, E Mails/Fax Operations Team,
acquisition Contract terms meetings, Bids won
Scheduling/rescheduling terms Power Trading &
(Acquire and Build Thermal Assets F&A
Market Share) Team
Power Trading
BD team, PPA
Award of Acknowledgement of award of contract, Management Team, Contracts Awarded vis
E Mails/Fax/Courier
Contract Resolution of customer query Power Trading and a vis Bids won
Thermal Assets F&A
Teams
Compliance to the contract.
Scheduling/rescheduling of power. Compliance to
Key Relationship
Post-Acquisition Key Relationship Process, schedule of supply, No.
Sale/Buy of Early payment rebate Information about power Manager of PT, Trading
Customer visit, Phone of unplanned outages/
(Retain) power scheduled, deviations & outages, if any Operations team,
Interactions, Email/Fax deviations impacting
Trading F&A Team
Supplying power through Alternate supply
arrangement, if required
Final Providing final Regional Energy Accounting
Power Trading teams
Settlement, (REA)
(Key Relationship
Final Settlement Customer Reconciliation of energy supplied No. of concerns
Manager, F&A,
(Increase Satisfaction Final Settlement process raised by Customers,
Contract closure certificate if required by the Operations), PPA
Engagement) Survey, Customer Satisfaction
customer Management Team,
Customer
Thermal F&A Team
Feedback Resolution of customer concerns/queries

3.2 B2 Complaint Management Plant Head closely monitors the progress on closure, supports
implementation of corrective action and ensures timely
How do you manage customer complaints? How does your feedback to the State utilities on status of Complaints [Refer
CUSTOMER complaint management PROCESS ensure that Fig. 3.2-7].
complaints are resolved promptly and EFFECTIVELY? How does
your CUSTOMER complaint management PROCESS enable you Short Term – Open Access Customers:
to recover your CUSTOMERS confidence, and enhance their
satisfaction and ENGAGEMENT? For, Power Trading, customers send their complaints to the
Our Complaint management system helps us to manage, nominated person assigned to them across Customer life, or
resolve and communicate complaints across Customer groups service relationship managers directly through e mail/fax. All
for all the Customer life cycle stages as indicated in fig. 3.2- complaints received are registered in “Complaint Register” and
7. We have a dedicated person to manage, aggregate and assigned to the concerned department for necessary action.
analyze complaints from various sources for speedy resolution. Customers are also encouraged to register their complaints
on website www.gmrenergytrading.in.This acts as a fast track
Long term PPA – State Utilities: window for immediate closure. All the complaints are analyzed
A Complaint register is maintained for logging Complaints for corrective action as appropriate in the areas of contracts,
received through Fax, E mails from State Utilities. These are Scheduling, billing & payment for Power Trading. In case of
aggregated by the Site Planning Team, and assigned to the complaints from key customers, Sr. leaders meet customers
concerned department for necessary action. Nodal points are to enhance their confidence and ensure seamless support on
defined for receiving Complaints of different natures viz. LDC, their requirements. [Refer Fig. 3.2-7].
Daily Exchange operation and Actual Energy Billing. Along with customer complaints register, GMR (Power Trading)
The nominated person also keeps the Plant Head informed also maintains an error register for registering all the errors
on the closure of Complaints, ageing and progress from time highlighted by the Customers while conducting business.
to time. All the complaints are analyzed for corrective action Errors are analyzed and process revisions are made based
as appropriate in the areas of load dispatch, maintenance on the learning’s and improvements made in the areas of
schedules, protection coordination for relays, tripping. The Operations & Maintenance to improve the service offerings.
Fig. 3.2-7 Complaint Management Process

4. MeasuREMENT, ANALYSIS and Knowledge management
4.1 Measurement, Analysis, and Our Performance Measurement system is described in Fig 4.1-
1. Strategic objectives and their key Performance measures
Improvement of Organizational are identified through Strategic Planning Process. Detailed
Performance Action Plans along with targets, owners, and KPIs are prepared
and deployed through A3 sheets to achieve these objectives.
4.1 A Performance Measurement Daily operations are carried out and managed through Work
system & Work processes (Fig.6.1-2 & 6.2-2) and efficiency
4.1 A1 Performance Measures and effectiveness measures (Fig. 6.2-2). Data related to all
KPIs are selected for measurement through Data Selection
How do you select, collect, align, and integrate data and Process (Fig.4.1-2), to assess the overall and daily operations
information for tracking daily operations overall organizational performance including safety and climate change. Process
PERFORMANCE including progress relative to STRATEGIC related data is captured through Plant DCS, SAP, OSI-PI,
OBJECTIVES and ACTION PLANS? What are your KEY BPC, then aggregated and integrated into relevant KPIs which
organizational PERFORMANCE MEASURES, including KEY are reported through MIS to various stakeholders. These
short-term and longer-term financial MEASURES? How information and reports are analyzed and reviewed to assess
frequently do you track these MEASURES? How do you use the organizations daily and overall performance (Fig.4.1-7 and
these data and information to support organizational decision 8) and to take suitable preventive and corrective actions to
making and INNOVATION? improve the same.
Fig. 4.1-1 Performance Measurement System
Gaps between planned and actual levels of Performance are coordinated by HR group, Information about Industry outlook,
the triggers for decision making, improvements, breakthrough Market and Competition by Bloomberg, Data on Org Structure
ideas and innovations (Fig. 4.1-3). The integrated data is used and Design by McKinsey, Job Analysis and Design by Hay
for decision making at the operational, business and corporate
Group, Design Engineering & Project Planning by Geo Data
level. Data from the External sources and non- automated
systems is captured manually, from established independent (Owners Engineers for BH Hydro Project) /Technical Advisory
and external agencies. For example, data on Employee Committee. This ensures reliability, integrity and accuracy of
Engagement is collected by External agency like Gall Up, and data and information.

Fig. 4.1-2 Selection & Collection of Data
At the functional & business level, SAP system integrates power The Planning and Technical services Team at Operating Assets,
sales, and cost related data, which is regularly monitored, Power Trading Team, generates daily reports, which reflects
previous day’s, Month-to-date, Year-to-date Performance
analyzed and reviewed against AOP targets, comparisons and against AOP. These data and information are aggregated in
benchmarks. the form of monthly MIS for the respective functions.
Fig. 4.1-3 Organization Performance Measurement

Tracking Decision Making / Innovation
Purpose Selection Collection Alignment Integration
done by (Examples)
Energy Sector restructuring to SBUs,

Environment Scan, Sector
Divestment (Island Power, HEG Coal
GHB, GCM Vision, Mission, SWOT, Benchmark GHB Reviews,
Cascading of Mines), ALAR Strategy, Revamping of
& BCM Strategic Data, Consultants Inputs, GCM & BCM
Strategic Sector BSCs across RASCI & DOP, Stakeholder Focus, Policy
Reviews, SBU Objectives, Sector Independent 3rd Party Reports Reviews, SBU
SBUs Advocacy, Project Execution Excellence :
Reviews & SBU BSC’s (Including Quality, Safety, Reviews
“Bhavyatha”, Strategy Deployment through
Environment), Surveys, BSC
PDM/A3, Hay Group study
Key work process SBU BSC’s

SBU Heads, SAP Reports & MIS Derived SBU Head
Measures, Action (Derived from
Group from SAP/BPC/OSI PI/DCS. Reviews, Project
Plan Indicators Sector BSC), Roll out of EHS Framework & Hydro
Corporate MAG Audits, Survey Outcomes Reviews, HR
Organizational of Long Term Cascaded to Power Project Management Manual, IMS
Functions (Employee Engagement, Council, BE
Performance & Short Term Functions through Deployment at GKEL & EMCO, Internal
(Legal, MAG, Customer Satisfaction, IT/FMS Council, EHS
Strategic Plans, PDM & A3 sheets, SLA’s, CIPs
E&I, IT, HR Satisfaction) Outcomes, EHS Reviews, IT
SBU BSC IMS Process
etc.) Reports, ORMs Reviews, ORMs
Measures Measures

Tracking Decision Making / Innovation
Purpose Selection Collection Alignment Integration
done by (Examples)
Plant Heads, Plant Daily Generation Report,

AOP Targets, Daily Morning Asset Monitoring Dash Board, AOP
O&M Heads, Power Sales Report, Customer
PDM Measures, A3 Sheet, Goal Meetings, Plant Tracking through BPC, Project Planning
Daily Project Head, Complaint Management, SAP
Key Work Process Sheets O&M Reviews, and monitoring through Primavera, “S”
Functional Reports, Asset Monitoring
Measures EHS Reviews Curves, Cost Curves
Heads Dash Boards
4.1 A2 Comparative Data Sector & SBU strategy. Our key operational Performance
parameters are compared with best in class industry data (Fig.
How do you select and ensure the EFFECTIVE use of KEY 4.1-4) provided by the Regulatory bodies both, for our Thermal,
comparative data and information to support operational and and Gas based Assets. McKinsey has been engaged to help
strategic decision making and INNOVATION? us carve out GMR way of Project Execution Excellence under
Selection of Comparative data is based on 1) Similarity of Project Bhavyatha, and to support us on major organizational
Business and Process 2) Configuration & Technology 3) redesign exercise. We are currently working with Hay’
Stakeholder needs 4) Industry and Market Analysts reports Group on Job Evaluation & Design to enable consistent and
5) External Consultants 6) Strategy sessions. The sources of comprehensive role documentation of unique roles in the
collection of comparative industry data/information as part of organization. Based on the Energy Audit conducted by CII
the strategic planning process includes – Bloomberg, Infraline, recently, specific areas of improvement have been identified to
Analysts reports. This data/ information are utilized to formulate optimize the Energy consumption.
Fig. 4.1-4 Selection and Usage of Comparative Data
NIST, the spearhead of EHS course provider in India, has been practices internally on Equipment Testing, Cost management
engaged to drive behavioral based safety programs (based etc. has been initiated to leverage optimally. Fig. 4.1-5 reflects
on NEBOSH standards of Safety Excellence) at our Thermal
usage of comparative data across Key Functions for supporting
Assets. For our Gas based Assets under Preservation, a
community of practice, aimed at sharing of learning’s/best Decision making and Innovation.

Fig. 4.1-5 Comparative data usage for supporting Decision Making & Innovation
Usage to support decision
Comparison Major Improvements /
making
Function Innovations and Result
Competitive / Source of Comparative Data and Ref.
Operational Strategic
Comparative Data Information
PLF, Plant Availability, Launch of Improvement in Plant Heat
Operation &
Heat Rate, Aux. Power Improvement Implementation Rate (Fig. 7.1.5), Reduction
Maintenance Power Infra line, Bloomberg, Lateral Recruits,
Consumption, Specific Fuel Projects at of “Best In Class” in APC (Fig. 7.1.6), Increased
(Thermal Coal Benchmarking, OEM, Consultants, Energy
Consumption, Specific Operating Assets, Asset Management Plant Availability (Fig. 7.1.4),
& Gas and Audits (CII, TERI), CERC, Sigma Insights
Oil Consumption, MTFB, Theme based Idea philosophy Reduction in Plant Preservation
Liquid)
Unplanned Outages Factory at Assets Costs (Fig. 7.1.51)
Previous Projects, Inputs from Consultants
Project Management : McKinsey, Owners’ Engineers Reports,
Project completion
Processes, Design Central Electricity Authority, Central Board GMR way of Bhavyatha Implementation at
Project within Costs,
Engineering and Project of Irrigation & Power, Indian National Hydro Project Execution EMCO, GKEL, CTPP & Hydro:
Management Timelines and with
Planning, Project Cost, Power Association (INHA), International Excellence Bajoli Holi
assured quality
Project Timelines Water Power Magazine, Central Water
Commission, Private Project Developers
Succession
Employee Related
Employee Engagement, planning, Man Consistent and comprehensive
External Consultants - Gallup, Hay Group, policies & Benefits,
HR Job Evaluation, Job Design, power Planning, documentation of Unique roles
Aon Hewitt Compensation
Employees’ wage Competency in the organization
Review
Development
Strengthening of
BBS Training to EHS Practices,
NEBOSH Training to
NIST, Sustainability Reports of other employees, Industry Surpassing
EHS LTIFR, BBS Assessment Employees, Improvement in
organizations practice / standards standards :
LTIFR (Fig. 7.3.26)
Implementation Behavioral Based
Safety
Performance
EBIDTA, PBT, PAT, Cost of Investor Meets, Annual Reports of other Improvement on Debt Restructuring of GREL
Finance Debt Restructuring
Borrowing, Debt-Equity organizations Costs, Revenues, Project
Financial Closure
IT Systems
IT Spend (As % of Turnover),
availability, IT Improved availability of IT
IT Spend per Employee, IT Support to SBU
IT Industry Standards Operation Costs, Systems, Reduction in IT
Systems Availability, Time Decision making
Timely Closure of IT Costs, Improvement in C Sat
taken for Recovery
Helpdesk calls
Cycle time reduction in billing,
Increased Revenue, Achievement of
Volume of Power Traded, Power Infra Line, Short Term power Market Power Trading Revenue (Fig.
Power Trading Improvement in Power Trading AOP
Tariff, Trading Margin study 7.1.31), Trading Margin (Fig.
Trading Margin Targets
7.5.14)
Long term contract
Negotiating Ocean Reduction in Ocean Freight
Ocean Freight , Freight Clarkson’s Market Report, Coal Spot, RS of Affreightment
Logistics Freight for our Spot as compared to Spot Market
Trends Platou Reports (COA) / Time
Shipments freight
Charter Rates (TC)
4.1 A3 Customer Data supporting operational and strategic decision making. Analysis
and Learning from Customer satisfaction and dissatisfaction
How do you select and ensure the EFFECTIVE use of VOICE-OF- surveys and feedbacks are shared across all employees in
THE-CUSTOMER data and information (including complaints) the Customer value chain for operational decision making and
to support operational and strategic decision making and improvements.
INNOVATION?
4.1 A4 Measurement Agility
As mentioned in 3.2 A4, Customer data (Fig. 3.1-1, 3.1-2 & 3.1-
3) for Daily, Operational and Strategic impacts (Fig. 4.1-3) are How do you ensure that your PERFORMANCE measurement
mapped in SAP – SD and integrated with various reviews for system is able to respond to rapid or unexpected organizational
driving improvements. The Customer requirements, findings, or external changes?
market study/research, satisfaction/ dissatisfaction feedbacks To keep the Performance measurement system current with
from different relationship mechanism (Fig 3.2-5) including business needs and direction, the relevance of the key measures
Websites (GMRETL/State), Print media including Comparative are reviewed. As conditions change internally/externally, a new
industry data on pricing, volume and other service offerings is measure is added, or existing measure is dropped or targets
evaluated for making improvements thereby providing a scope of existing measures be revised. PMS (Fig. 5.2-3) is guided
for creation of improved offerings for all Customer groups for by SPP (Fig. 2.1-1). Risk Assessment and management

methodology (Fig. 2.2-3) helps to elicit risk perceptions on capabilities? How do you use your KEY organizational
unexpected changes that might arise due to internal/external PERFORMANCE MEASURES in these reviews? What ANALYSIS
changes that have bearing on business and customers’ related do you perform to support these reviews and to ensure that
performance. Strategic and operational functional reviews at conclusions are valid? How do you use these reviews to assess
Sector/SBU level, mid-term strategy reviews by GHB also organizational success, competitive PERFORMANCE, financial
encompass expected/unexpected internal or external changes health, and progress relative to STRATEGIC OBJECTIVES
in regulatory requirements (SERC/CERC guidelines), Policy and ACTION PLAN? How do you use these reviews to assess
matters in Power sector, Funding requirements, etc. These your organization’s ability to respond rapidly to changing
approaches lead to potential improvements, learning and organizational needs and challenges in your operating
innovation which are incorporated in our services, processes environment?
and business models through Performance Improvement
system (Fig OP.17) Further, in order to improve the reach, The organizational Performance Measures and Capability
range, and effectiveness of the Performance Measurement Analysis (Fig.4.1-6) are reviewed at various levels. These
system, IT infrastructure, systems and processes are regularly reviews ensure focus on Strategic objectives and Action
reviewed. Implementation of SAP, BPC, Legal Portal, and Plan accomplishment (Fig. 4.1-7).The conclusions made in
Intranet help to keep our Performance Measurement system the various reviews are validated in SBU/BCM/GHB reviews.
current and sensitive to unexpected changes. Based on the Governance system (Fig. 1.2-1), the Board
(GHB) and Committees of the Board, reviews the performance
4.1 B Performance analysis and review of the organization and progress against targets on half yearly
How do you review organizational PERFORMANCE and basis, including safety.
Fig. 4.1-6 Performance Review and Capability Analysis
An Action taken Report/ Progress Report forms the basis of ensuring that agreed actions are being taken and closed systematically.
Management Assurance Group, nominated by the Board, is an independent body which carries out fiscal Audits, reviews DoP
compliance for the sector, and identifies improvement opportunities to bridge gap between the Actual and desired Performance.
E&I based on review outcomes are illustrated in Fig. 4.1-8

Fig. 4.1-7 Review Forums to assess Organization Performance
Reviews to Assess
Validations
Purpose Work System Forum Perf. Measures Analysis Done
done with Competitive Progress on
Org. Success Financial Health
Performance SO’s
Board
Competitive: Competitive GMR Group
Governance Meeting,
positioning, Competitors Performance,
System GHB & GCM
Financial & Operational Industry Revenue,
Reviews Profitability,
Performance average, Operation
Competitive
Industry: Industry Competitor Meeting Vision Expenses,
Position -
Performance and growth, performance, & Mission, EBIDTA, PBT, Plan Vs.
Installed
Sector BSC Govt. policies, Industry Consultants Institution PAT, Gross Actual –
Strategic Capacity,
Measures Outlook, Technology shifts Reports, Building, Margin, Cash Sector BSC
Strategy Growth
Strategic: Sector SWOT, Govt. Reports Long term Flows, Debt Measures
Workshop, Projections
Leadership Scenario Analysis, (CERC, sustainability Equity, Credit
GHB/ (New projects /
System Portfolio reviews, Cash SERC’s), Rating, Cost of
GCM/BCM Acquisition)
flow analysis, Risk Publication, Borrowing
Reviews Reviews, Risk Mitigation Bloomberg,
Prioritization Power Infraline
Divestment Scenario
(ALAR analysis), Analysis
of Performance on
Strategic Themes –
Liquidity, Profitability,
GCM
Structure & Process,
Reviews
Org. Design, Job
Leadership / BCM
Evaluation, Analysis on
System Reviews /
Stakeholders needs,
SBU Head
Customer Centricity,
Reviews
Operational Excellence,
Employee Engagement,
AOP Variance Analysis, Org. Project
Statutory, Legal, Ethics & Sustainability, completion
Regulatory Analysis Org. within
Restructuring, budgeted
Sector BSC,
Job evaluation cost and time,
Cause & Effect Analysis, SBU BSC’s, Project
& Job Operational
Pareto, 80:20, 5 Why Functional Execution
Design, CSR Expenses,
SBU analysis, OEM Diagnostic AOP’s, Excellence,
Beneficiaries, Plant O&M
Reviews, Studies, Energy Audits Consultants Operational
Operation Diversity Parameters
ORMs, and Analysis, Process Study – (Hay Excellence,
System (Portfolio, (Heat Rate/
Function Sector BSC Reviews & Audits, Group, Customer Plan Vs.
Employees, APC/Sp. Fuel
Reviews / SBU BSC Training Effectiveness, McKinsey Satisfaction, Actual –
Org. Perf. Culture, Fuel, Consumption),
Measures, Employees Reward & Study), Employee SBU BSC’s
Geographical Unplanned
AOP Targets Recognition IMS Audits, Engagement, Measures
Location, outage, PLF,
Research Men to MW
Presence Cost Reduction
Institutes / Ratio, Cost of
C Sat Analysis, Customer across value through
Govt. Bodies Generation,
Power Acquisition Analysis, Chain), Improvement
Reports (CII, MTBF, LTIFR,
Trading Customer Complaints Employees Projects,
TERI, CERC Emission
Customer Reviews, analysis & Aggregation, Perception on Trading
Guidelines)
System PPA Tariff Analysis, Short Term Leadership, margin,
Reviews, power market analysis, Engaged Receivables,
ORMs Peak Power Shortage Employees, Job Billing cycle
analysis Enrichment time
Risk
Risk Analysis (Sector/
Reviews,
SBU/Plant-Project
S&D
level), Safety Analysis,
Reviews,
Emergency Preparedness
BE&KM
Support Reviews, Sustainability
Reviews,
System Initiatives reviews,
BE Council,
Community need
GMRVF
Analysis, Carbon
Reviews,
Footprint, Water foot print,
EHS
Waste Management
Reviews

Reviews to Assess
Validations
Purpose Work System Forum Perf. Measures Analysis Done
done with Competitive Progress on
Org. Success Financial Health
Performance SO’s
O&M Variance Analysis
- Plan Vs. Actual (Daily
+ Month-to-date +
Year-to-date) e.g. Heat
Rate, APC, Sp. Fuel
Plant Head
Consumption, Sp. Oil
Operation Reviews,
Consumption, Lead time
System Project Head On time Project
to start, Inventory, BD,
Reviews Completion,
Root Cause Analysis,
Near Miss Analysis, Adherence
S Curves, Project to Dispatch
Cost Curves, Contract Schedule (PPA
Manpower availability AOP, Internal Customers, Project Accounts
Benchmarks, Power Trading Completion payables, Performance
Adherence to Dispatch
Power SLA’s, KPI’s, Customers, timelines, Accounts of Functional
Schedule and Load
Customer Trading Asset, Project, IMS Standards, Closure of Wage Parity Receivables, AOP’s, A3
Variation Requests,
Daily System Operation Function AOP KWP’s open points with Industry, Variance Measures
Power Traded, Customer
Reviews / A3 Measures, within timelines, LTIFR, Plant between Actual and Goal
complaints
Compliance Complaint Utilization, performance sheets, SLA
Cash Flows and Fund to Statutory Closure, Plant and AOP Parameters
transfers, Recruitment requirements Daily Fund Availability Targets
cycle time, Critical Availability,
Logistics
positions filled based on Effective
Review, HR
competency mapping, Training,
Reviews
Freight Forecasting, Safe Work
(Operations),
Support Fuel Availability at Environment
Finance
System plants, Coal Evacuation
Reviews
and Transportation, IT
(Treasury),
Systems Availability
Safety
& Adherence to
Reviews
Maintenance Schedules,
IT Helpdesk Calls (To
resolve)
Fig. 4.1-8 E&I through Organizational Performance and Review

Review
Year Trigger Improvement Benefit
Forum
Capex Optimization projects at CTPP (Fig. 7.1.92),
PSBSC
Time Optimization projects at EMCO & GKEL
Reviews, BCM CIPs initiated at Projects & Assets involving
2012 Improvement Culture at Assets & Projects (Fig. 7.1.94), Improvement in Plant Operational
Review of large cross section of employees
parameters at GPCL, GVPGL, GEL KKD (Fig.
Projects
7.1.93)
Engaged McKinsey to develop GMR way of To enable on time completion of GKEL, EMCO &
GMR Way of Project Execution
GHB, GCM Project Execution Excellence CTPP Projects
2013
Review Implementation of Asset Light Asset Right Divestment of HEG Coal Mines (South Africa),
Focus on Asset Quality and Liquidity
Strategy Island Power - Singapore
Energy Sector was restructured in 8 SBUs /
Review of Organization Design, Need for Quick Decision making (Revised RASCI & DoP),
Functions having full-fledged support team in
Agile organization with quick decision making Empowerment, Focus on Customer Centric
each SBUs, New functions evolved e.g. PPA
and Empowerment initiatives
Management Team
A comprehensive Job analysis carried out by Consistent and comprehensive documentation of
Employee Job Evaluation and Job Design
External Consultant - Hay Group Unique roles in the organization
GHB, GCM
Systematic process to ensure Strategy PDM & A3 Sheet driven Strategy Deployment Aligned and Integrated cascading of Sector BSC
Review
Deployment across SBUs to SBU BSC’s
2014
Policy Advocacy, Move Closer to Business, Office Set up at Delhi, SBUs like Thermal
Quick Decision making, Improved Engagement
Enhance Relationship and Engagement with Coal, Corporate Functions relocated to Delhi,
with Govt. Agencies
Govt. Agencies Corporate Affairs strengthened
Replicate learnings from Bull’s Eye(GKEL) at Developed a comprehensive Hydro Power To enable on time completion of Bajoli Holi Hydro
Hydro Projects Project Management Manual power project within the budgeted cost.
EHS policies reviewed and revamped Energy
Improved EHS Processes at Assets & Projects,
BCM Review Focus on EHS Processes Sector EHS Framework Rolled out, Behavior
Improvement in LTIFR (Fig. 7.3.26)
based Safety program (NEBOSH Standards)

Review
Year Trigger Improvement Benefit
Forum
Capability Center Initiatives & Roadmap,
SAP Implementation, ORMs, Spare
SBU Head Management and Vendor Development, IMS Certification at EMCO & GKEL, Monthly
Make Thermal Coal Assets – Best In Class
Review Process Focus, BE Practitioners program, ORM’s, SAP PM & MM Module Go live
2014 Engaging Global Consultant to drive
Operational Excellence
Annual BE Roadmaps for SBUs, Site Specific SBU wise focus on BE, Improvement in Idea
Align BE Initiatives with Business Priorities
BE Review Idea Factory Themes launched, BE Council Generation and Employees involvement (Fig.
and Challenges
launched 7.1.95)
4.1 C Performance Improvement sharing of best practices on Water and Energy conservation.
Accordingly, EMCO has identified 11 Projects on Energy, and
4.1 C1 Best-Practice Sharing 2 on Water conservation which are being implemented with
How do you use PERFORMANCE review findings to share complete rigor and focus.
lessons learned and best practices across organizational units 4.1 C2 Future Performance
and WORK PROCESSES?
How do you use PERFORMANCE review findings and
The best practices arising out of Performance Reviews are KEY comparative and competitive data to project future
discussed and shared with concerned Process owners. Concept
PERFORMANCE?
of ‘Learning Capture format’ and ‘Technical Advisory’ has been
launched in FY 14 by Capability Center in conjunction with Schedule Performance Reviews (Fig. 4.1-7) are done to
BE Team, to methodically capture the Learning’s emanating review functional and organization performance on Corporate/
from Operational Review Meetings for Thermal Assets. Functional BSC measures and initiatives which primarily
Specific Incidents, be it maintenance, or Operations related, focuses on the present, future and assess the requirements/
endangering the desired Plant Performance are assigned to gaps for the future performance.
the respective Process owner for carrying out detailed root
cause analysis, working out Corrective and Preventive Action, 4.1 C3 Continuous Improvement and
and capturing key Learning’s. These learning are uploaded on Innovation
the KM portal and available to larger community for sharing and How do you use organizational PERFORMANCE review
reuse, as appropriate. ‘Technical Advisory’ aids implementation findings to develop priorities for continuous improvement and
of best practices across Thermal Assets. Similarly, based on
opportunities for INNOVATION? How are these priorities and
the Gas & Liquid Performance Review findings, a community
opportunities DEPLOYED to work group and functional-level
of Practice on Gas & Liquid has been initiated to share best
practices being followed at Gas based Assets on Equipment operations throughout your organization? When appropriate,
testing, preservation and cost containment. Besides this, based HOW are the priorities and opportunities DEPLOYED to your
on the directive from GHB, Initiatives like Project Paani and suppliers, PARTNERS, and COLLABORATORS to ensure
Bijlee have assumed emphatic significance at Group level on organizational ALIGNMENT?
“Our business in life is not to get ahead of others, but to get ahead of ourselves – to break
our own records, to outstrip our yesterday by our today”
G Subbarao
CEO Corporate Affairs
Improvement/Innovation is an important focus area for the of improvement Plans 3) Identify improvements in various
organization which is also reflected and reinforced through processes – (Project Bhavyatha - Hydro/Bulls Eye – GKEL/
our Strategic themes: 1) Profitability 2) Liquidity 3) Structure EHS/IMS/Stage Gate Audits) 4) Roll out of Improvement
& Process. Sector BSC, SBU Heads – BSC & PDMs are Projects based on specific challenges/opportunities (17 CIPs
accordingly aligned and cascaded down to Functional BSC/ across various SBUs were identified and rolled out in FY 14)
Individual Goal sheets/KRAs. Based on the findings of various 5) Sector wide Implementation of Idea Factory to focus on
Performance reviews (Fig 4.1-7 & 4.1-8) and other inputs, small improvements 6) Archive Improvement/Innovations
through its improvement process (Fig. 6.2-3), opportunities learning into KM Portal ( Learning Capture, Technical Advisory,
and innovations are created through following approaches: 1) Learnings from past Projects – EMCO/InterGen/Island Power/
Deployment of Annual BE Roadmaps for all SBUs 2) Provide Financial closure) 7) Engagement with Global Consultants (Our
Tools (7 STEP Methodology), Techniques (SLAs, SIPOC), Partners) like McKinsey, Hay to drive large scale organizational
and Team Approaches (CIP Teams) for effective deployment transformation programs. 8) Providing inputs to suppliers,

partners to ensure their involvement and support aligned with • Security and confidentiality
our business priorities.
Tata Consultancy Services is our Business IT Partner in
4.2 Management of Information, managing end to end IT Services / Solutions. Fig. 4.2-1
Knowledge, and Information explains the processes to ensure properties of data, information
Technology and knowledge. Multiple checks on data, information and
knowledge by concerned process / sub-process owners are
4.2 A Data, Information, and Knowledge carried out before the same is captured and shared. Access to
Management all SAP applications is secured through SAP access control and
single sign on. For non-SAP Applications access is ensured
4.2 A1 Properties through user PERNR, Application log in IDs maintained in
Active Directory and passwords. Original Business Critical
How do you manage your organizational data and information Documents, Employee Records, Other critical Information (In
and knowledge to ensure the following properties? both forms – Hard copies & Soft form), Engineering Information
• Accuracy etc. are maintained and preserved in Electronic and Physical
vaults as appropriate. Selected critical documents are scanned
• Integrity and reliability
and uploaded along with other available soft copies on SAP
• Timeliness DMS Server and EDMS (Fig. 4.2-2).
Fig. 4.2-1 Properties of Data, Information & Knowledge
Properties Data Information Knowledge
Creation and Approval through multiple levels
Real time data captured through DCS/SAP/BPC,
(As per DoP), Periodic Audits by MAG, MIS Validation by Domain Experts / Functional Heads,
Accuracy Maker / Checker concept adopted for all critical
Based on SAP / DCS / System generated Multiple reviews across the level
transactions
reports
Authorization of Knowledge Document on KM
SAP Master Data Control, Access controls managed Process Standardization and Transaction
Integrity Portal, Process Flow mapped in SAP (Release
and monitored through GRC module of SAP level authorization matrix.
Strategy)
Scheduled data back up on SAP modules/BPC/KM Portal/gNet. Built in Redundancy of IT Software (Mailing Solution, SharePoint application, Business
Reliability
Critical Application), Hardware & Network Infrastructure, Business Briefcase (Back up for Individual Business Critical Information)
Seamless availability of SAP Modules and other business critical applications across GMR Locations KM Portal Accessible across from within and
Timeliness supported by state of art LAN / WAN / VPN. Multiple mode of communication for providing timely outside of GMR Network (Over Intranet & Internet
exchange of information – MS Office Communicator (Lync), VoIP, Video Conferencing through VPN)
Antivirus, Firewall, Endpoint Security, Physical Finger print based Access Control, Fire proof
Data Loss Prevention system, Digital Rights
Security Security, Data Back-up (Differential & Full), cabinets, Data Loss Prevention system,
Management System, Access Control
Authorization, Password Control Digital Rights Management System
Data transfer restriction on User PCs to avoid
Non-Disclosure Agreements, Multiple level
data leakage & virus entry in GMR Network (USB,
Authentication based access controls at Data Non-Disclosure Agreements, Data Loss
Confidentiality Bluetooth, SD Cards), Encryption over WAN Links,
center, Server Farms, and Network, ISMS Prevention System
End Point Encryption system, Intrusion Prevention &
compliant to ISO 27001 and BS 25999
Detection System
Fig. 4.2-2 Document Management System

Storage Document Types Impact
Certificates/Clearances/Permissions/Licenses/Approvals, Company Information, Executed
Documents, Deeds, Letters, Court Orders, POAs, LOAs, Receipts, Revenue Records, Lease Back up of Original Documents,
SAP DMS Server Documents, Sale Documents, Title Certificates, Public Notice, Test Reports, Performance Reduction in Paper Usage, Easy
Guarantee Test Reports, Minutes of Meetings, Employee Records, Antecedents, Agreements, accessibility across GMR Project Sites,
Addendums Assets, Corporate Office, and Remote
Engineering Document Offices, Secured Data, Confidentiality
Concept Drawings, General Lay outs, Designs, Detailed Engineering Drawings, Revisions
Management Systems (EDMS)
4.2 A2 Data, Information and Availability investments and resources can be tied directly to business
value. The IT delivery approach is made to recognize that
How do you make needed data and information available to your
WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and business value will always be measured in improved business
CUSTOMERS, as appropriate? performance, as perceived by the business stakeholders,
Fig. 4.2-3 explains the 5 Pillar Enterprise IT Service Model there by moving towards “Demonstrable Metrics Framework”
which is aligned to Group IT Philosophy and seamlessly that is specific for each business units within GMR Energy.
supports Sector & SBU IT Objectives. In all areas of business, The Metrics Framework groups’ business value into three main
there is a growing demand to demonstrate that all enterprise classes as depicted in Fig. 4.2-4

Fig. 4.2-3 “5 Pillar” Enterprise IT Service Model
Fig. 4.2-4 IT Metrics Framework
Sr No. IT Support Expectations Measures

Reduced Cost of IT Operation,
1 Run the Business This concept is about running IT Services efficiently to support Business Needs
Increased Performance
IT Support to Expansion projects, New
Support Business Visibly and measurably improving business operations resulting in higher degree of alignment
2 Acquisitions, Sustained Operational
Growth to the business needs
Improvements
This phenomenon is about new business horizons – in new business lines, business models
3 Transform Business IT led Business Process Innovations
and revenue streams
The required data and information is made available to various stakeholders as depicted in Fig. 4.2-5 and integrated using IT
Applications like SAP, gNet (GMR Group Intranet), Shared Network Drives and connected through LAN (Local Area Network),
WAN (Wide Area Network) and over Internet as mentioned in Fig. 4.2-5A.
Fig. 4.2-5 Stakeholders Information sharing mechanisms
Stakeholder Data and Information Type Forums / Mechanisms
gNet, HR4U Portal, GCM Newsletter,
Individual Working hours, Leave Information, Benefits, Training, Learning & Development
BCM Communication, Town Halls, Skip
Employees Modules, Compensation, Operational Information, Financials, Vision-Mission-Values & Beliefs,
Level Meetings, e-Circulars, Virtual MDC
COBCE, Group & Sector News, Policies, External Knowledge
(eLearning Modules), Internet
Daily, Weekly, Monthly Power Sale / Buy Reports, Generation Reports, Availability, LoI’s, Order
Customers GMRETL Website, E Mail Reports, Fax
Confirmation
Suppliers / Partners / Vendor Registration, RFP’s, RFQ’s, PO/SO, Invoice / bill Processing Updates, Vendor
E Mails, Vendor Management System
Contractors Payment
Investors / Govt. Agencies / GMR Website, Presentations, E Mails,
Annual Report, Project Progress, Specific Information sought, Performance Projections
Lenders / Other Stakeholders Fax
Fig. 4.2-5A Integrated Data and Information System

GMR Energy is foremost Integrated Energy Organization availability, accuracy, reliability, security, and confidentiality of
to implement all key SAP modules and other Customized IT Data and Information. Information on COBCE, Whistle blower
Applications (Fig. 4.2-6) in record time across Project Sites, policy and other statutory requirements are communicated to
Assets, Corporate Office and Remote offices. This has resulted suppliers, vendors, partners in form of RFP, Agreements and
in ensuring seamless access to Enterprise ERP for enhanced PO’s/SO’s.
Fig. 4.2-6 IT Solutions and ERP Modules
IT Solution / ERP
Key Deliverables
Module
These modules cater to all the requirements of Finance Departments to handle Key F&A Processes : Budget Management/
SAP FI/CO/TR
Accounts Payable/Accounts Receivable/Asset Accounting/Treasury activities etc
Caters to all activities of procurement including enquiries, quotes, ordering and Store management activities : Receipts, Issues,
SAP MM Module
Stock Analysis, Reporting, Inventory Control
SAP SD Module This module handles all sales related activities of Energy Direct Sales, Trading, Scrap Sales, Consultancy Services Billing etc.
Project Management Package of SAP catering from Concept to Commission, total integration with other SAP Modules –
SAP PS Module
FI,CO,MM,SD, Reports on Project Progress, Cost Monitoring (Project / Package / WBS Level – Plan vs. Actual)
This module covers all the aspects of Plant Maintenance including the PM Schedule, Notifications, Maintenance Activities
SAP PM Module (Planned Maintenance, Preventive Maintenance, Breakdown Maintenance), Maintenance History, Trends, Maintenance Costs,
Permit to work - Safety Work Permit
This module handles the HR Function of Organization Management, Employee Records, PMP Process, Payrolls, Recruitment,
SAP HCM Module
Time Management etc
Caters to the electronic storage for key business critical documents, e.g. Bids, Contracts, Negotiation details, MoM, Contracts,
SAP DMS Module
Copies of PO’s. Has inbuilt features of access controls and version maintenance
This Governance Risk Compliance module controls the access given to each user based on the roles performed by the individual
SAP GRC
within organization elements strictly following Sector & SBU DoP and RASCI
This Business Planning and Consolidation application provides platform for Enterprise wide Budget Plan, Review, Forecasting,
SAP BPC Approval, Monitoring and Archival. This has inbuilt features e.g. Revisiting and Adjusting expense plans, forecasting, Expediting
book closures, enable sound decision making based on Data, trends, MIS
This Engineering Document Management System is a Network wide archival platform for all technical & engineering related
EDMS
information e.g. Approved Drawings, GA Layouts, PI Diagrams etc. Inbuilt features like access control, version maintenance
This portal provides enterprise wide platform for all Operating Assets, Projects, Corporate Offices and other entities to Define,
Compliance Portal
Adhere, Monitor including escalation of Compliance Adherence / Gaps
Legal Portal Details pertaining Legal Aspects across GMR Energy, Monitoring, Escalation, Resolution
Share Point Document A solution that enables project teams (Smaller groups) to keep track of various documents, also enables sorting, filtering, access
Management System control, versioning and easy retrieval of documents
Provides online track of correspondences like post, email, and phone. The incoming and outgoing correspondences section in
Correspondence
the solution enables the admin to keep a track of the status of incoming as well as outgoing correspondences based on a unique
Management
correspondence ID
Developed internally to handle the EPC contract and C&C Activities of inspection, Management, Certificate generation, Accounting
GMR EPC Contract of Material Receipts at various stages, Title transfers etc. The project Head can get all required progress report of the materials
Management System handled and the payment progress. This is a web based solution, provides a collaborative platform for cross functional teams
engaged in Project EPC Activities
GMR website also provides information about the company, Fig. 4.2-7 illustrates 5 Pillar KM Framework at GMR Energy
COBCE, Vision, Mission, and Values & Beliefs. Stakeholder which is aligned to Group KM Philosophy and supports Sector
information sharing is illustrated in Fig. 4.2-5. The Data and and SBUs Knowledge Management requirements revolving
information requirements are evaluated in various reviews around key KM theme of “Capture, Share & Re-use”.
(Fig. 4.1-7).
Fig. 4.2-7 “5 Pillar” KM Framework
4.2 A3 Knowledge Management
How do you manage organizational knowledge to accomplish
the following?
the collection and transfer of WORKFORCE knowledge
the transfer of relevant knowledge from and to CUSTOMERS,
suppliers, PARTNERS, and COLLABORATORS
the rapid identification, sharing, and implementation of best
practices
the assembly and transfer of relevant knowledge for use in your
INNOVATION and strategic planning PROCESS.

In order to capture Competitive knowledge, Best in Class power plants of peer companies like Adani, Sterlite Power to
practices and Global developments/trends, renowned global study Best Practices adopted in the areas of Plant O&M and
consultants are invited like McKinsey, PwC, E&Y, KPMG, other support functions.
BCG, Hay Group, Accenture, AT Kearny. Engagement with
Fig. 4.2-8 illustrates Process to manage organizational
academia & other institutes like IIMs, TQMS, CII, TERI, GRI
knowledge to collect and transfer knowledge from Employees,
and visits to other companies and organizations are organized.
Customers, Suppliers, Partners, and other stakeholders.
For example, Senior Leadership Team of GMR Energy visited
Fig. 4.2-8 KM Platform at GMR Energy
Managing Process to Use Knowledge
Organizational
Knowledge Collect Transfer Impact / Improvement (Illustrative)
Knowledge Documents, Learning capture
templates, Learning from Key Projects, Process Knowledge Sharing Sessions/Power Talks, KM Key learning’s compiled and shared EMCO,
documentation through employees past Portal, IMS Process Documents, Newsletter Island Power, InterGen, Implemented Ideas,
From Workforce
experience, Articles, Newsletter, Innovative (SPARKLE), BE Council, KM Communities, Best Practice adoption (G&L, Thermal Coal),
Ideas relating to Site/ Function specific Leader Led Sessions Project Bijlee & Project Paani Implementation
challenges
Opportunities explored in Short term power

Scheduled & Unscheduled Interaction with Dissemination of Key Information through
market, Regional Office set up at Hyderabad to
From Customer Customers, Customer Feedback, Customer Morning Meetings, Dept. Head Reviews,
move closer to the Customer base in Southern
Complaint Management System Communities of Practice
Region
Vendor Workshops, Supplier Presentations,

From Supplier/Partner/ Best Practice suggested, Employee Training Improved Plant Availability, Operational
Seminars, Technical literatures, Manuals,
Collaborator (O&M), Troubleshooting support Efficiencies
Media, Internet, Visit at Vendor’s Site
Job Evaluation & Job Design, Organization

Statutory Audit Reports, Reports/Analysis from
From External Restructuring (Sector philosophy to SBUs way
McKinsey, BCG, KPMG, AT Kearny, Accenture, Global Best Practice presentations to GHB/
Consultants, Auditors, of working), Operational Excellence Initiatives
E&Y, PwC, Deloitte, Hay Group, TQMS, Visit GCM/BCM, SBU Heads, Sharing of BE
Banking Partners, at Thermal Coal Assets, Project Execution
to Other Organizations, BE External/Internal Assessment outcomes
Industry Visits Excellence – “Bhavyatha”, Stage Gate Audits,
Assessments
Improvement through closure of BE OFI’s
Increased awareness on latest trends in

From Corporate Key Highlights from News Papers, Publications, E Mails to Specific group of Users,
Infrastructure space, Fuel Availability/allocation,
Communication Team Update from other Print & Electronic Media Presentations, Panel Discussions
Petition updates, Tariff Trends etc
For Rapid identification, Presentations made to GMR Leadership by

Behavioral Based Safety Assessment & training
sharing, and Inputs from Consultants, Best Practice Sharing Global Consultants, Best Practice contest,
at Thermal Coal Assets by NIST (NEBOSH
implementation of best across SBUs and other Sectors, ORM’s Leader Led Sessions (Capture-Share-Reuse)
Standards)
practices across Energy, DIAL, GHIAL, Highways
For transfer of
Environment Scan, Macro & Micro Economic Strategic Planning Process, Sector & SBU Super Critical Technology used in place of
Knowledge for use
Analysis, Industry & Sector Outlook, Competitor BSC’s, LT & ST Plans, Deployment plans Subcritical in CTPP project to leverage on
in Strategic Planning
performance, Projection – trends through PDM/A3 sheets/Goal sheets higher efficiency and reduced emissions
Process
For best Practice sharing various forums are used e.g. HR Council, BE Council, Safety Council, Interaction with Other Sectors
(e.g. Sharing of DIAL BE Journey experiences by DIAL CEO), KM Communities – G&L, Short Term power market, Thermal O&M
Community (being launched).
Illustration of E&I of KM Framework is given in Fig. 4.2-9.
Fig. 4.2-9 E&I of KM Framework
Year Initiatives & Improvements Objectives
Sharing of Knowledge, Discussion on Technical Topics,
2012 KM Portal, Knowledge Sharing Sessions, Power Talks by Functional Heads
Knowledge Repository
“KM Gyanotsav” at Assets & Projects, KSS, KM Chats, KM Reward & Recognition, KM Champions Sustain & Enhance Employee engagement in KM Initiatives,
2013
at Sites Involvement of Senior Leadership in KM Initiatives
KM Portal Restructured and Revamped, Implementation of Knowledge Capture Templates,

Technical Advisory, KM Communities – G&L, Short Term Power Market, Learning Capture from To position KM as Business Differentiator, aligning KM with
2014
previous projects (EMCO InterGen, Island Power), BE KM Council, Leader Led Sessions through Sector & SBU objectives to deliver value
KM platform enabling cross pollination of Best Practices across various businesses

KSS @ GEL KKD KSS @ GVPGL
KSS @ Hydro KSS @ CTPP
4.2 B Management of Information

Resources and Technology
4.2 B1 Hardware and Software
Properties
How do you ensure that hardware and software are reliable,
secure, and user friendly?
For ease of management and maintaining availability
and reliability, Group IT has standardized the hardware,
software, databases, security, and development platforms.
GMR Group hosts all application on its Central Data Center.
Enterprise wide SAP and other critical applications along
with Network segments, and Database are configured with
multiple redundancy levels based on principle of “No Single
Point of Failure”. The reliability, security, user friendliness
and environment friendliness of IT Hardware, Software and
Systems is mentioned in Fig. 4.2-10.
Fig. 4.2-10 IT Hardware, Software properties
Process used to ensure that this attribute is achieved for
Attribute Performance
IT Infrastructure – Hardware IT Applications - Software
Measures
FY12 – Compliance to International FY12 – IT Audits, No NC’s
Standards FY13 – VAPD Conducted
Compliance to IT
Security FY14 – Enhanced Application
FY13 – USB Blocking, Fire walls, DLP Security Standards
Security Control
FY14 – Security Operations Center implemented

Process used to ensure that this attribute is achieved for
Attribute Performance
IT Infrastructure – Hardware IT Applications - Software
Measures
FY12 – ISO 27001 for Data Centers and BS 25999 FY12 – Application DR Drills
Certification for Business Continuity Management FY13 – Application and
Infrastructure DR Drills
Reliability FY13 – Implementation of BMC Helpdesk tool following ITIL System Availability
FY14 – Continued DR drills
practice aligned to Enterprise Risk
FY14 – Improvement in IT Operations through ITIL Framework Management Framework
FY12 – Customized Reports for

FY12 – Streamlined Helpdesk Operations Users
User FY13 – Business Process
FY13 – Productivity Hub Employee Satisfaction
Friendliness Automation
FY14 – SLA based Service Delivery FY14 – eMail enabled Approvals,
Reports, Dashboards
FY12 – Virtualization of Servers leading to Energy Savings

FY13 – Increased Compute performance, reducing no. of
Environment FY13 – EHS Dashboards
servers, hence Energy Consumption Reduction Green Initiatives
Friendly FY14 – EHS Automation
FY14 – Refreshed SAP Landscape to reduce DC Server
Count
4.2 B2 Emergency Availability design feature to ensure high availability of user interfacing
applications. All Application software media and license are kept
In the event of an emergency, HOW do you ensure the continued at two different places, eliminating risk of damage to software
availability of hardware and software systems and the continued in case of emergency. For primary use, Central Data Center at
availability of data and information to EFFECTIVELY serve Bangalore is kept under operation. In case of Emergency at
CUSTOMERS and business needs? Primary Data center, all IT Operations and support seamlessly
To ensure seamless availability of IT Infrastructure during moves on to the Secondary Data Center (DR & Back up) at
Emergency, GMR Energy has implemented the Disaster Chennai. A Copy of back up media is kept offsite to ensure
Recovery System and Business Continuity Plan (BCP). For the data security and timely retrieval in case of emergency.
all Critical Applications and Servers, 24X7 Support Contracts To ensure User Data availability, Business Briefcase concepts
have been in place with IT Service Providers. Periodic back have been designed and deployed where in all users across
of all systems as defined back up procedure (Fig. 4.2-11) is GMR sites can access a dedicated Network Storage Space
carried out. All Critical applications like MS Exchange, SAP assigned to archive and seamlessly access Business Critical
are implemented on H/W cluster with “Auto Failover” system Information from anywhere.
Fig. 4.2-11 Emergency Availability of Data and Information

Application In the event of non-availability of system at GMR Energy Recovery Point / Recovery Time
E Mail Resilience through Cluster, Hot Standby through DR 30 Mins to 4 Hrs
SAP Resilience through Cluster, Hot Standby through DR 30 Mins to 4 Hrs
gNet Resilience through Cluster < 60 Mins
Other Applications & User Data on

Back up of Data stored on Central Storage 8 Hrs to 24 Hrs
PC / Laptop

5. Workforce focus
5.1 Workforce Environment Right” business strategy, a multi-pronged approach focused

on People, process & technology has been adopted, aimed
Our HR Strategy as mentioned in Fig. 2.2-4 is formulated at driving much greater efficiency and productivity across
based on our Business strategy to support culture of high the sector. HR Council has been formulated in FY14 to set
performance aligned with our Vision & Values, and to provide
strategic direction and establish priorities for HR professionals
an effective, safe and secure working environment to all our
Employees for achieving ST & LT organizational goals. With across GMR Energy to support SBU objectives. This is being
the aim of deploying Group’s revised “Asset Light Asset deployed through our HR system as depicted in Fig. 5.1-1.
Fig. 5.1-1 GMR Energy HR System
Developing Internal Talent Job Analysis, Link grades, designations, roles –

Pipeline (Hays Group)
Manpower Retention of Key

Optimization Enhancing Employee Talent, E mployee
Productivity & Engagement
Engagement
Attracting right talent

Employee
Communication
To foster healthy climate, provide better facilities and to have

regulatory compliance
5.1 A Workforce capability & capacity web site, tie-up with Placement agencies, Internal Job postings
and Employee Referrals. Placement of lateral entry recruits
5.1 A1 Capability and capacity is done on the basis of organizational requirement emerging
How do you assess your WORKFORCE CAPABILITY and from ‘Sanctioned- Positioned-Vacancy’ analysis, keeping in
CAPACITY needs, including skills, competencies, and staffing view the qualifications, past experience and specialization.
levels? To ensure inclusion of Diversity in terms knowledge, gender,
culture, region, Recruitment is done across the country and
Assessment of workforce Capability and Capacity is done using
aligned to the role requirements. For instance, at Project sites,
the process given in Fig. 5.1-2. Manpower Planning, as part of
AOP process involves – 1) Arriving at SBU wise requirements there is more emphasis on local hiring based on their fitment,
based on ST and LT business priorities, 2) Validation by Work skill level, and suitability for the role. Buddy system helps new
design Team,3) Approval by GHB. This leads to formation of joiners imbibe the organizational culture. Customized Induction
Human Capital Plan for BHR to initiate Hiring process and program is designed based on geography and workforce group
filling of approved vacancies. Workforce Capability needs to assimilate the employees to new working environment. For.
are identified through a combination of methods ranging from E.g. GMR Darshan for AVP & above employees. Deployment
PMP, IDP, Hay Competency Framework, O & M curriculum for of Online Hire-craft Tool, introduction of pre-employment
Employees transitioning from Projects to O&M. background verification has led to improvement in Recruitment
cycle time and yield. Various mechanisms, processes and
5.1 A2 New workforce members initiatives that have been put in place for higher retention of
How do you recruit, hire, place, and retain new members of new joiners includes: (a) Competency based placement, (b)
your WORKFORCE? How do you ensure your WORKFORCE Well defined Job Descriptions (Hay Outcome), (c) Buddy to
represents the diverse ideas, cultures, and thinking of your handhold and guide them (d) Periodic interactions with HR,
hiring and CUSTOMER community? (e) Career growth path indicating management expectations,
The Recruitment process focuses on developing Talent pipeline. (f) Cross functional orientation (g) Challenging projects, (h)
Lateral Entrants with specialized skill sets are hired from linkage of remuneration with performance (i) Development
diverse sectors through applications received on the Company initiatives, (j) Open communication

Fig. 5.1-2 Workforce Capacity & Capability Assessment Process
ST Plan:
Energy Business
Capacity – New Projects, Functional manpower plans,
Strategic Plan
Capability – Core Competencies, Hay’s competency
– Strategy
framework
Workshop, SBU
LT Plan:
wise AOPs
Future Competencies & Growth Plans
Capacity Gap Analysis

Capability Gap Analysis
Projects, Assets & Corporate -‐
Leadership Competency
Manpower requirements (Approved
Assessment, Operational
V/s. Vacant), Productivity Levels,
Excellence Competency Gaps
Attrition, and Retirement trends
5.1 A3 Work Accomplishments
How do you manage and organize your WORKFORCE
to achieve the following?
HR S trategy – LT Plans & ST : Annual Manpower Plan • accomplish the work of your organization
Finalize based on Hay group recommendations, comparison with
competition, and Group Companies (As approved by GHB)
• capitalize on the organization’s CORE
COMPETENCIES
• reinforce a CUSTOMER and business focus
Job Rotation, Re-‐ • exceed PERFORMANCE expectations
Recruitment Outsourcing Training
structuring & Rotation
Plan Plan Plan
Plan • address your STRATEGIC CHALLENGES and
ACTION PLANS
While our business was all set to take a major leap to the next level of maturity, we were confronted with multiple challenges of a
volatile global economy, uncertainty in regulatory and policy environment, fuel shortages, poor financial health of DISCOMs and many
more. Given these changes in the business environment and transition from project phase to operations phase, it was felt essential to
align our organization structure to focus on speed of decision making, profitability, liquidity and capability building. So an organization
re-design initiative was undertaken with McKinsey, based on the principle of Strategic Business Units (SBUs) to ensure:
• Tight linkage between structure and business portfolio, pointing towards high level of performance orientation
• Sharp focus on accountability with complete ownership of cost heads and revenue heads
• Flat and lean structure to ensure high sense of empowerment, quick decision making ability and decision points brought down to
where the action is
• Matrix relationships (dual reporting) as key enablers and expert support; reporting to Group Corporate for support functions as
before
• Robust governance mechanism to ensure appropriate checks and balances for key processes
• Current strengths and capabilities preserved
The organization is structured into 5 SBUs and 3 major functions spread across multiple sites/locations. Hay Group has been engaged
to carry out a comprehensive Job Evaluation study to ensure 1) Finalization of Job Descriptions for all the unique roles 2) Evaluation
of Roles/Jobs across the Group 3) Finalization of Banding /Grading framework for the Group, including Technical and Managerial
Bands 4) Carrying out Organization Efficiency Analysis 5) Assessing employees fitment to the roles through: a) CTR (Capability Talent
Review) & Talent Q for GM, AGM & below. The workforce is organized into our own employees; contract workmen supervised by
contractors’ supervisors, and outsourced services.
The individual members of our management team have significant experience in the power industry and have a strong understanding
of the financial and technical aspects of our business. Our key managerial personnel have, on average, over 30 years of experience
in the power sector. We invest substantial resources in training our workforce. We also have an in-house knowledge management
program and invest extensively in environmental health and safety initiatives in our offices and at our power project sites. In addition,
we have developed in-house engineering and project management teams dedicated to our thermal and hydroelectric power projects
under development, which provide engineering and consulting services to such power projects. For instance, our in-house engineering
and project management teams have undertaken the designing and engineering of hydroelectric power projects, such as Bajoli Holi,
Alaknanda, Talong, Upper Marsyangdi-2, and Upper Karnali Power Projects. We believe these factors contribute significantly to our
ability to attract and retain talent.

Various aspects for managing and organizing workforce for work accomplishment have been mentioned in Fig. 5.1-3
Fig. 5.1-3 Organizing & Managing Workforce
Aspect Approaches Till FY12 FY13 FY14
Organization
CEO driven Single Entity Structure (Key Implementation of SBU structure through
Accomplish Work Structure which
Functions – BD, Projects, Asset Mgmt., Transitioning from Projects to O & M RASCI, DOP, Creation of new work units for
of Organization has evolved as per
Support Functions) e.g. Capability Center, Renewables
business needs
Reorganization of Corporate Affairs
function to provide greater focus on Relocation of Thermal (Coal) and Corporate
Stakeholder Advocacy (CC merged Functions SBUs to Delhi to move closer to
Stakeholder Corporate Affairs and Communication
with CA) Ministry of Power,
Relationship functioning separately
Regional offices to move closer to power
Merger of Corporate Secretarial and trading customers
Capitalize on the Corporate Legal
organization’s Tie Up with PMI, Roll out of Hydro Power
Core Creation of PTS to facilitate
Introduction of Project Bhavyatha for Project Management Manual , EHS framework,
Competencies Project Execution Engineering, Quality, and Planning of
ensuring Project Execution Excellence Learning Capture from EMCO, Island Power,
Project Management
InterGen etc
Best in Class framework at Gas &
Capability Center Roadmap, Implementation
Operational Liquid Assets, TPM based Projects, Containing Plant preservations costs
of IMS, BE Practitioners program at EMCO &
Excellence Enhancing Operational Efficiencies for Gas Assets
GKEL (Thermal Coal Assets)
through CIPs
Manpower
Enhancing OA Customer base, Capitalizing on
Reinforce A planning and PPA with state Utilities, Key Account Introduction of PPA Management Team
Opportunities in Short Term Power Markets,
Customer, and recruitment, Training, Management for Power Trading to create interface with State Utilities,
Operation Review meets for Thermal Coal
Business Focus Performance Customers, PSBSC Reviews and enhance relationship
Assets, SBU Reviews
Reviews
PMP, Training, Performance linked variable pay, CIPs for Corporate Functions,
Exceed Roll out of Annual BE Road maps, Appreciation
Employee Reward & Employee R&R – Idea Factory, SPOT Milestone based Incentives for
Performance letters to Individuals, Focus on Sustainability
Recognition, Special Awards, Zeal Factory, CIPs for Projects Contract Employees at GKEL (Project
Expectations initiatives through GRI
Incentives etc & Assets Bull’s Eye)
Address Cascading of BSC to Introduction of PDM, A3 approach, Imp. of
Project Reviews by BCM, GCM,
Strategic PDM, A3, Individual Up gradation of skill sets through Hay Group Recommendations, P & L training
Project War Room Reviews, Focus
Challenges and Goal sheets as per CEPCOM, Knowledge sharing sessions modules for Plant Heads, Succession Planning
on ATRs
Action Plans PMP Guidelines workshop
5.1 A4 Workforce Change Management

How do you prepare your WORKFORCE for changing CAPABILITY and CAPACITY needs? How do you manage your WORKFORCE,
its needs, and your needs to ensure continuity, prevent WORKFORCE reductions, and to minimize the impact of WORKFORCE
reductions, if they do become necessary? How do you prepare for and manage periods of WORKFORCE growth?
The approaches for workforce change management are given in Fig 5.1-4. Recruitments, Transfers / Job Rotations /Enhancements
and Training, build capacity and capabilities in the workforce to take on business challenges to achieve organizational vision. For
e.g. P & L Training for Plant Heads, ELP for Key employees in GM & above cadre, Visit of O & M team to China for securing supply
of essential spares. Employees are constantly provided with opportunities to handle more responsibilities and increase scope of
work through Job enhancement, training, Job rotation, and nominations as BE Champions. To address workforce and business
needs we constantly endeavor to up skill/retrain employees so that they can be redeployed for new roles. For e.g. Employees
from Projects have been redeployed to O & M, and from PTS have been redeployed to Projects, Capability Centre based on their
expertise and suitability for the role. During relocations basic requirements like travel, movement expenses, help for housing and
children education are taken care of.
Fig. 5.1-4 Workforce Change Management
Aspect Approaches
- Transfers across locations and functions e.g.
Changing capability &
- SPG Head to lead Renewables Portfolio, GKEL SBU Head entrusted with Dual Responsibility of Hydro & GKEL
Capacity needs
- Implementation of Hay Group recommendations
Ensure continuity and
Redeployment of Employees from 1)Projects to O &M , 2) PTS to Projects & Transmission, 3) Engineering & Quality Assurance to Capability
prevent work force
Centre
reduction
Manage Periods of
Emerging Leadership Program, P & L Training for Plant Heads, PMP
workforce Growth

For e.g. Benefits extended to all Employees transferred 5.1 B Workforce Climate
from Thermal Coal Assets, and Corporate Functions, from
Bangalore to Delhi office (based on specific business need). 5.1 B1 Workplace Environment
Performance issues are addressed through a PIP process How do you address workplace environmental factors including
which ensures that capability gaps are identified, specific accessibility, to ensure and improve WORKFORCE health, safety,
support provided, and employees are retained. With the above and security? What are your PERFORMANCE MEASURES and
improvement GOALS for each of these WORKFORCE needs?
initiatives, the main focus is to ensure that the organization is What are any significant differences in these factors and
optimally staffed and hence the sanctioned manpower levels PERFORMANCE MEASURES or targets for different workplace
are adhered to. environments?
GMR’s environmental, health and safety (EHS) governance structure is designed to help the organization realize its vision, implement
its EHSQ policy, achieve its goals and help create long-term business value for the company. This includes contributing to GMR’s
sustainability strategies and processes.
GMR believes in integrating strong EHS management practices into its industrial enterprises across all business operations. Each
business enterprise has been covered under stupendously articulated Corporate Environmental, Health, Safety & Quality (EHSQ)
Policy. Sustainable practices reduce risks to life and property, and improve system efficiency which helps to conserve natural
resources. When such practices become institutionalized, they reduce costs. Several unique schemes have been implemented to
prevent pollution and conserve natural resources to achieve sustainable development.
The Company is aggressively implementing national policies, regulation and objectives in EHS Management and Pollution Control
measures. Continuous efforts are laid to build the strong foundation towards EHS excellence in all its operations.
The governance system ensures the compliance to the EHS regulatory requirements through conducting regular EHS Audits. The
organization works with a diverse group of internal and external stakeholders to address emerging EHS issues and related business
challenges. Our governance framework and effective management systems enable us to ensure that management of risk and
regulatory compliance are overseen at the highest levels of the company.
With our Corporate EHSQ Policy as the foundation, implementation of EHS framework across all sites ensures the effectiveness of
implementation of EHS systems and processes.
Key Guiding Principles
Top management focus:
• Organization leaders shall ensure establishment of EHS consciousness and culture, in all business activities
• EHS shall be among the top most priorities of Business Leaders in Project Site or Operating Plants
Clear accountabilities:
• Businesses shall ensure a clear way of defining and cascading EHS expectations
• During project execution it is most important to have highly trained workforce with excellent awareness on GMR EHS requirements,
also at contractor and sub-contractor level, including EPC contractors.
• To ascertain the awareness/skill level of workforce, 3 days orientation program through some special agency competent in the
field of behavioral safety, shall be conducted.
• Gate pass to the contract workers shall be issued based on their awareness certification. All contractor workers will be under
critical observation for their action/behavior on the job. Any shortcoming observed in respect of safety will necessarily send the
worker to the Refresher/Re-certification course on awareness for at least 3 days.
EHS team:
• Shall focus on core activities with technical expertise, analytical rigor, and shall have a strong working relationship with “the line”
• Shall conduct audits, lead continuous process improvements and report out with analysis
Line management:
• Shall be responsible and accountable for overall EHS performance
• Performance management systems must be tailored to achieve the objectives of EHS management.
EHS performance management:
• Project / plant EHS team shall be vigilant about all EHS non-conformances, and act upon all areas of improvement promptly and
coach and train line staff and contractor staff.
• Corporate EHS shall provide guidance and support to Project / Plant in all aspects, in achieving best EHS performance at all
times.
Corporate sustainability focus:
• The entire team shall move towards fulfillment of the Corporate Sustainability requirements in terms of reporting, analysis,
improvements and governance as per GRI G4 guidelines and National Voluntary Guidelines under our GMR Business
Excellence framework

EHS Organogram
BCM - Energy
HEAD - S & D
Plant Head
SECTOR EHS HEAD
ENVIOURNMENT OFFICER Safety Officer SITE EHS HEAD
EHS team’s role includes audits, ensure 100% statutory compliance, disseminate Regulatory Updates, register eligible projects
under CDM, implement Sustainability Initiatives such as Carbon Footprint, GRI, National Voluntary Guidelines, implement ISO
14001 and OHSAS 18001 management system, allocate budget and resources, implement Corporate Policies, Procedures and
Systems, develop HIRA and SOP’s, investigate incident, prepare RCA and CAPA.
EHS management is governed by our EHS Beliefs, EHS Cardinal Rules, and EHS Policy guided by EHS framework for Energy
Sector. GMR Energy has an IMS Policy aligned to standards of OHSAS 18001, ISO 14001, and ISO 9001:2008 Fig. 5.1-5 shows
the Workforce Process for proactively addressing and improving Occupational health and safety. Hazard identification and risk
assessment, surprise safety audits etc. are carried out on a periodic basis. Employees are encouraged to report Near Miss
Incidents through the Safety awareness portal. The various processes for reinforcing safety orientation among all employees
and Contractors include Safety Awareness, Induction, and Training. Safety Week is celebrated every year at Sites/Locations
with participation of employees in Safety Quiz, Slogan, Poems, and Poster competitions. All the incidents and accidents are
investigated by Accident Enquiry Committee (AEC) headed by senior leaders. Approved CAPAs are circulated to all concerned to
avoid recurrence of similar type of accidents. Safety training for employees is carried out as per training calendar.
Fig. 5.1-5 Workforce Process for improving Occupational Health & Safety

Besides this, In order to make work environment safer, following Office Safety and safe work practices are installed at strategic
improvements have been made in Safety Management locations for awareness. Annual health check-up is done for
systems 1)Roll out of EHS framework for Energy Sector, 2) all employees. In view of the potential security threats, strict
Introduction of Hydro Safety Manual and procedures, 3) monitoring is done at all entry points. We have also installed
Introduction of Safety Evaluation of Contractors at Pre-bid CCTV at operating plants, Access Control system, and Visitor
stage of awarding contracts 4) Behavioral based Safety Management system. Security for all locations has been
program for Thermal Coal Assets. In order to ensure a healthy assigned to RAXA. Emergency mock drills are conducted
work environment, the furniture and ambience provided to regularly. The measures for all these factors with their KPIs
the employees is ergonomically comfortable. Flex Boards on and targets are given in Fig 5.1-6
Fig. 5.1-6 Approaches, Measures & Initiative related to EHS Workforce Change Management
Initiatives till
Attributes FY12 FY13 FY14 Measures
FY11
Ensure periodical medical
Periodic Health Check-up, Ensure periodical medical health 1) No. of Employees covered under
Periodic Health health check-up for all
Health Medical Camps – Eye check-up for all employees and Annual Health Check Ups (Fig.
Check up employees and contract
camps contract workmen 7.3.34)
workmen
Corporate Safety Manual,
To achieve less than 0.35 LTIFR 1) LTIFR(Lost Time Injury Frequency
Implementation of
(measured as per IS: 3786) in Rate – Fig. 7.3.26)
Management Information
FY13, To achieve less than 0.2 2)Lost Time Injury Severity Rate (Fig.
system(MIS),
Develop, Amend Legal LTIFR(measured as per 7.3.27)
Develop EHSQ Policy,
Register and monitor Statutory IS:3786) in FY13, 3) No. of Incidents/Accidents (7.3.25)
PEP talk/Tool Box Safety principles,
Compliance , On-site Emergency 4) Increase in number of Safety
Talks, Internal Internal Safety audit
Hazard Identification and Risk preparedness Plan, Suggestions/ Near miss reportage
trainings, Daily and protocol for all Assets &
assessment(HIRA) and Job Introduced Hydro Safety (Fig. 7.3.28)
Regular Inspections Projects, Safety Analysis(JSA) for Critical Manual & procedures, 5) Compliance to Statutory
Safety by Site safety officer. Accident/Incident Jobs, Fire Safety Manual, requirements
investigation by Corporate
Audit by site safety Conducting periodical Mock drill EHS Framework, 6) Number of Manuals, safe operating
team,
team, 100% statutory Safety Week celebrations, in Projects & assets , Work initiated on procedures, HIRA documents
compliance BBS(Behavioral Based Safety having EHS Software developed
Prepare & plan to
) training Program to all the for Measurement 7) Number of Internal audits
conduct trainings as per
employees, & Monitoring EHS conducted
Requirement,
Develop Safe Working performance across sites 8) Mock drills Conducted (Fig. 7.3.31)
Basic Safety Qualification
Procedures, and Inspection 9) Compliance to Training Calendar
(BSQ) for all New
Checklists (Fig. 7.3.21)
employees
Adherence to
Environment Corporate Environment
Compliances such Audit, Compliance 1) Adherence to all statutory
Carbon Footprint in Assets
as EC, CTE, CTO, Review, Sustainability requirements (Fig. 7.4.6 to Fig.
commenced (In house) CDM registration of Solar, Wind,
Environment FC, CRZ etc. CDM Reporting Initiative, EHS 7.4.15), Carbon Footprint Assessment
CDM Registration of GREL, Bajoli Holi, Alaknanda
Registration of Framework, Wildlife (Fig. 7.4.17), and commencement of
GVPGL
eligible projects and Conservation Plan of GIB the Sustainability Journey
Carbon Footprint in EMCO
commenced
1) No. of thefts detected/averted
2) Recovery of cost of Equipment’s
Security Security at Sites and offices is managed through RAXA , Our In - House Security Agency stolen in remote locations where
security personnel are deployed
3) No. of new equipment’s installed
Fig. 5.1-7 Process for supporting

workforce with benefits

5.1 B2 Workforce Policies and Benefits uniform across all sectors (Fig. 5.1-8); however location specific
policies are introduced to facilitate the employees posted at
How do you support your WORKFORCE via policies, services, various locations. For. E.g. City Compensatory Allowance has
and benefits? How are these tailored to the needs of a diverse been introduced lately for Employees posted at Mumbai and
WORKFORCE and different WORKFORCE groups and Delhi.
SEGMENTS?
In line with market practices and changing economic dynamics, These policies are regularly visited and modified to incorporate
the Group continually reviews and benchmarks its HR policies the changing needs and aspirations of employees through
to support Employees with various services and benefits HR Council at Group level. Company is sensitive to various
and ensure their optimal utilization. Process for supporting sectorial, functional, geographical needs and provisions
workforce benefits is shown in Fig. 5.1-7. HR Policy manual are incorporated to cater to such specific needs in terms of
comprising of various HR policies, processes and formats additional facilities and benefits like, Hardship leave, Guest
is available on gNet (Company Intranet). These Policies are house, transport facilities, winter uniforms etc.
Fig. 5.1-8 Policies & Benefits tailored to diverse workforce

Corp.
Hydro Delhi &
GKEL CTPP EMCO VPGL-GREL GEL GPCL Relations
Employees Bajoli Mumbai Privilege in vogue
Kamalanga Tilda Warora Rajahmundry Kakinada Chennai – Sites &
Holi Office
Corporate
Membership fees to Professional Institution,
Perquisites √ √ √ √ √ √ √ √ √ LTA, Mobile Expense reimbursement, Data
Card policy
Medical Medical Expenses Reimbursement, Group
facilities Mediclaim & Personal Accident Insurance,
√ √ √ √ √ √ √ √ √
& Group Annual health checkup. Family pension
Insurance through Group Insurance Scheme
GCM outstanding achievement award, KM,
Staff Welfare
√ √ √ √ √ √ √ √ √ Marriage gifts, children ed. assistance,
programs
Foundation day, Ex-gratia, Spot award
Leave Policy √ √ √ √ √ √ √ √ √ Leave Entitlements
Domestic, Foreign, Local conveyance
Travel Policy √ √ √ √ √ √ √ √ √
reimbursement
Hardship
√ √ √ √ For Remote sites/locations
Allowance
Township Family Accommodations, Recreational
√
Policy facilities in vicinity of the Plant
City
Compensatory √ To compensate for higher cost of living
Allowance
For Projects under construction to drive
Project Bonus √ √
completion within Budgeted cost and time
Uniform For Corporate Relations interfacing with Govt.
√
Allowance Machinery/ Regulatory offices
Transfer/Relocation, Temporary transfer,
Transfer Policy √ √ √ √ √ √ √ √ √
Deputation
5.2 Workforce Engagement Fig. 5.2-1 lists various formal and/or Informal methods
for capturing inputs for Satisfaction and Engagement. We
5.2 A Workforce Performance identify key factors which affect employee engagement and
satisfaction by conducting study which involves Focused Group
5.2 A1 Elements of Engagement Discussions across the organization, an external third party
How do you determine the KEY elements that affect WORKFORCE survey, inputs from exit analysis; skip level meetings, Town
ENGAGEMENT? How do you determine the KEY elements that Halls, HR Council, HR Connect, etc. For contract workmen an
affect WORKFORCE satisfaction? How are these elements in-house study at respective sites/locations for determining the
determined for different WORKFORCE groups and SEGMENTS? factors for engagement and satisfaction is conducted.

Fig. 5.2-1 Methods for capturing inputs on Engagement / Satisfaction
Level1 Measures or indicators tracked to verify
Formal approach to take inputs Informal approach
segmentation workforce engagement /satisfaction
SLT , Gallup Survey, Skip Level Meets, Exit
Senior Management Interviews, Town Hall, PMP, Performance Daily interactions, Senior
EEEC Survey, Managers scores (Fig. 7.3.18)
(M5/S9 onwards) Dialogue, BOD, Satisfaction survey/Feedback Leadership visits
on specific HR Processes
Middle Management Skip level meetings, Town Halls, Department Daily interactions, Senior
(M7 to M5/S10) Meetings, Exit Interviews, Dipstick Engagement Leadership visits, Buddy EEEC Survey (Fig. 7.3.18)
survey / Feedback on specific HR Processes discussions, R&R Sessions
Daily interactions, Senior

Operational /Support Skip level meetings, Town Halls , Department
Leadership visits, Buddy EEEC Survey (Fig. 7.3.18)
staff (A1 to A4) Meetings , Exit Interviews
discussions, R&R Sessions
5.2 A2 Organizational Culture followed by detailed Action planning by HOD’s with their
respective Teams to address the survey findings. Transparency
How do you foster an organizational culture that is characterized is characterized by open communication which results from
by open communication, HIGHPERFORMANCE WORK, and role clarity whereby the individual goals are derived from
an engaged WORKFORCE? How do you ensure that your corporate goals through SPP, multiple review mechanisms
organizational culture benefits from the diverse ideas, cultures, (Fig. 4.1-7), two way communications by senior leaders (Fig.
and thinking of your WORKFORCE? 1.1-10), Employee Engagement is driven through various
Our culture is driven by values and is evident in the transparent Business Excellence initiatives like CIPs, Theme based Idea
and participative team behavior which has resulted in an Factory, Implementation of BE Roadmaps for SBUs’, R & R at
environment of high performance and accountability. In Group and Sector level. Besides this, Forums like HR Council
FY 13, In house EEEC survey (Employee Engagement & & BE council also provide inputs for Workforce performance
Ethics Culture) was conducted to understand elements of and Engagement. Intranet provides ready information to our
organizational culture and the employee value proposition. This employees on access to policies, important events in the
was validated with the leadership group of the organization, company, ESS, Idea Factory Portal, KM Portal (Fig. 5.2-2)
“Every job is a self - portrait of the person who does it! Autograph your work with
Excellence!”
Avinash Shah
President - Coal Assets
Diversity—Participative team behavior is fostered through representation are formed across sites/locations to tackle
creation of cross functional forums such as Bull’s Eye at GKEL, business issues and for Continual Improvement (Fig. 7.1.92-93-
Bhavyatha for Hydro, ORM, Ash Disposal, Coal blending which 94). To formalize CIP Team formation, a CIP policy, specifying
are actively involved in the decision making process based roles and responsibilities of Team Lead and Members, is in
on their diverse expertise, thinking and experiences of each
place. In the current year, Employee Engagement Initiatives
function. Employees who are recruited locally across regions
foster better understanding of the market and cultural nuances. have been categorized under 5 main pillars of Gallup Q-12
The inclusion of participants in these forums is reviewed from survey viz. Alignment, Motivation, Involvement, Communication
time to time. In addition CIP Teams with cross functional & Development.

Alignment Initiatives
Motivation Initiatives

Communication Initiatives
Development Initiatives

Fig. 5.2-2 Forums and Practices Supporting High Performance and Workforce Engagement
Forums/ Senior Workforce Supporting Workforce
Sr. No Periodicity Supporting High Performance Outcomes
Practices Leaders Groups Engagement
Sharing of SBU Head’s views, Better understanding and
Feedback from Employees, involvement in the purpose of Fig. 7.3.18,
SBU Heads, Recognition of performance, the company, Fostering a feeling Improved
1 Town hall meets Half Yearly All Employees
Plant Heads Organizational Announcements, that employee’s opinion counts, Communication
Sharing of Company expectations, Appreciation for good work to act as Effectiveness
Strategy & Financials role model
Co-creation – Participation in
Review Forums GHB
Monthly/ Functional Organizational Success, strategy formation, action planning,
(SBU Reviews, Members, Fig. 7.4.1, Fig.
Quarterly/ Heads, Key Competitive performance, Communication – Clarity on
2 BCM Reviews, GCM, BCM, 7.1.92-93-94-
Half yearly Management Financial Health, Progress related objectives, plans / revised plans,
GCM Reviews, SBU Heads, 95-97
Members to Strategic Objectives Appreciation of good work and
GHB Reviews) Plant Heads
sharing
Eligible
GCM, BCM,
employees Rewards and recognizes Fig. 7.3.18, Fig.
Reward & SBU Heads, Reinforcement of behavior
3 under different performance and role model 7.1.92-93-94-
Recognition Plant Heads, demonstrating company values
Employee R&R behavior 95-97
Dept Head
Policies
Interaction with Leadership team,
Skip Level Skip Level
4 Half Yearly All Employees Appreciation for good work encouraging frank, two way Fig. 7.3.18
Meetings Managers
communication
Outlook on Business Challenges,
Team achievements, Progress
5 BCM Newsletter Half Yearly BCM All Employees priorities, Directions, Expectations Fig. 7.3.18
made on critical milestones
and opportunities
In-house
magazines
– SPARKLE, Covers write up on engagement,
PRERNA, Includes achievements of events organized, provides
Monthly, Functional
6 Dakshin, All Employees important milestones to motivate information on employee’s personal Fig. 7.3.18
Quarterly Heads
Environment other teams achievements, fosters understanding
Newsletters, of policies
Secretarial
Newsletters
Platform to share achievements
Sets priorities for Continual
7 BE Council Monthly Head S&D Site BE SPOCs in BE Initiatives, Best practice Fig. 7.1-92 to 97
Improvement, Best Practice sharing
sharing
Corporate Sets priorities for HR Professionals
8 HR Council Monthly UHR Members Best Practice sharing Fig. 7.4.1
HR, CHRO to support SBU objectives
GCM,
Rewards & Recognition for Best
BCMs, CEO Interactions with GCM, BCM, CEOs
9 Annual BE Nites Annual All Employees Improvement Projects, Felicitation Fig. 7.1-92 to 97
of Group of other sectors
of involved members
Companies
GCM,
Caring attitude and platform for
BCMs, CEO
employees to network and get to
of Group
Foundation Day Reinforces commitment to know each other better, fostering
10 Annual Companies, All Employees Fig. 7.1.92 to 97
Celebrations company team building, involves families of
Entire
employees, various annual awards
Leadership
are given
Team
PMP CHRO, HR Reinforces culture of high
11 Annual All Employees Fosters understanding on policies Fig. 7.3.18
Roadshows Team performance
5.2 A3 Performance Management GMR Energy has an E Enabled PMP system with an objective to
accurately plan, review and evaluate performance (Fig. 5.2-3)
How does your WORKFORCE PERFORMANCE management
and to identify individual development needs for career growth
system achieve the following?
and succession planning; incentivize good performance. Based
• support HIGH-PERFORMANCE WORK and WORKFORCE on 3 year rolling Strategic Plan for the Sector, Annual Operating
ENGAGEMENT Plan for SBUs is finalized, along with BSC for the Sector. In
• consider WORKFORCE compensation, reward, recognition, FY 13, to strengthen the strategy deployment process, Policy
and incentive practices deployment Matrix, and A3 Plans were introduced at SBU Head
• reinforce a CUSTOMER and business focus and achievement level to detail out clear Goals, Measures, Targets, Action Plans,
of your ACTION PLANS Timelines, Responsibilities for achieving Strategic objectives.

Based on the Sector BSC and PDMs, Individual Goals and Performance Review takes into account 1) Performance
KRA’s are identified for all Employees in the Organization. In against assigned KRA’s 2) Additional Tasks – Engagement in
order to enhance Performance driven culture within Support activities beyond the assigned goals (Participation in CFT’s,
staff (A1 to A4), from FY 13 , Goal based Performance CIPs, IMS deployment) 3) Core Values 4) Potential (Current
Assessment has been introduced besides behavioral attributes. & Higher positions) 5) Training & Developmental needs 6)
PMP carries 75 % weightage on Achievement of Goals, 15 % Job Rotation Aspirations, thus ensuring high Engagement.
weightage on assessment of values & beliefs, 10 % weightage Compensation for Employees has 2 major components – Fixed
on assessment of self-development and training. Every Goal, and Variable. The Variable Component (Performance Pay) is
for completion, is measured in terms of timelines, Cost, Quality, based on individual performance, Sector Performance and
and Morale. Group Performance. Compensation benchmarking studies are
carried out at Group level to ensure competitive compensation
Fig. 5.2-3 Performance Management System at GMR to our employees. From FY 14, the Overall Rating system
Energy in the PMP has undergone a change from 4 point scale to 5
point scale to ensure finer distinction of Performance. The
performance management process of the group provides an
opportunity for employees to raise any PMP related grievances
related to rating, compensation and promotion. Grievances
raised by the employees after issuance of annual PMP letters
are effectively examined and communicated to the employee,
in the shortest possible time frame, in a fair and transparent
manner.
Fig. 5.2-3A PMP Grievance Management Process
Performance Assessment Guidelines for meeting targets,

achieving stretch targets, exceeding targets and introducing
break through improvements are clearly outlined as part of
PMP to support high Performance and ensure Customer &
Business Focus (Fig. 5.2-4, 5.2-5). Formal midyear reviews
provide feedback to Appraisee on whether they are “on-track/
off-track” against set targets. Performance Review Dialogue
between the Appraisee and Appraiser ensures clarity of roles
and responsibilities, generates alternatives for dealing with
various problems, and sets goals for further improvement.
The overall rating awarded to an individual during the Annual
Fig. 5.2-4 R&R for high performance

Category Compensation Recognition Reward
Best CIP at each site, Idea Factory : Highest
BE Nite, Appreciation letters during Town hall individual contributor & Leading Site, Spot
Employees on Roll Variable pay based on performance
meets, Dept Meet Award, Employee of the month, Zeal Factory, I
Value U (Fig. 7.3.8)
Contract Workmen Daily wage Safety R&R – kit for daily use
Fig. 5.2-5 PMP Reinforcing Innovation, Customer & Business Focus

Factors supported by PMP
PMP Process used to achieve these factors
to reinforce
Risk taking for innovation Improvement Projects (CIPs), Idea Factory (Fig. 7.1.92-93-94-95)
Customer Focus Customer perspective in BSC (Fig. 7.4.1), Operational Excellence initiatives, IMS deployment
Business Focus
Alignment of KRAs through cascading from BSC (Fig. 7.4.1), BSC Reviews, R&R, Performance linked Variable pay, Incentives
Achievement of Action plans

Employee R&R @ EMCO Employee R&R @ GKEL
CTPP - Leading site with maximum ideas Employee R&R @ GEL KKD
Employee R&R @ GPCL Employee R&R @ GVPGL
5.2 B Assessment of Workforce The primary method for determining employee engagement is
through Engagement Surveys carried out by External Agency
Engagement / In-house. The survey covers all segments of employees
5.2 B1 Assessment of Engagement and determines the extent of engagement and satisfaction
How do you assess WORKFORCE ENGAGEMENT? What formal
at each level. An In-house Employee Engagement & Ethical
and informal assessment methods and MEASURES do you use
Culture survey was conducted in FY13, and based on the
to determine WORKFORCE ENGAGEMENT and WORKFORCE
survey results and findings, action plans have been formulated
satisfaction? How do these methods and MEASURES differ
through a collaborative approach. Other approaches for
across WORKFORCE groups and SEGMENTS? How do you
assessment of workforce engagement includes Skip Level
use other INDICATORS, such as WORKFORCE retention,
Meetings, Town Halls, Departmental Meetings, BoD Meetings,
absenteeism, grievances, safety, and PRODUCTIVITY, to assess
Exit Interviews, and Feedback from HR council, BE Council,
and improve WORKFORCE ENGAGEMENT?
Induction Program, Customer Feedback Surveys. Participation

levels of employees in various organizational initiatives like 5.2 B2 Correlation with Business Results
Bhavyatha, CIPs, IMS, KM, Safety, Idea Factory, is also an
important indicator of Employee Engagement. In addition to How do you relate your WORKFORCE ENGAGEMENT
the formal and informal methods, lag indicators like Employee assessment findings to KEY business RESULTS reported
Productivity, Absenteeism, Grievances, Safety & Employee in Category 7 to identify opportunities for improvement
Attrition rates are used to gauge the Employee Engagement.
The sensitivity towards safety is established through Safety in both WORKFORCE ENGAGEMENT and business
Council meetings; large participation in Safety awareness RESULTS?
sessions etc. and the impact is evident from the increase
The workforce engagement has an impact on the achievement
in reporting of Near misses / unsafe situations (Fig 7.3.28,
7.3.30). Employee Grievances are captured through PMP, Skip of organizational goals, and there by on the business results
Levels, Open Forums like Town Halls, HR Councils. Data from apart from the attrition rate (Fig. 5.2-6). We have a structured
these sources are collated, analyzed and necessary actions method of analyzing EES results and launching interventions
as deemed fit are initiated. Voluntary exit of employees and that enhance the engagement and satisfaction levels. Efficacy
analysis of the reasons for exit provide indicators regarding
Employee’s dissatisfaction. Even though absenteeism is of these approaches is validated by improvement in business
negligible, it is tracked. results.
Fig. 5.2-6 Correlation of Engagement results with Business Results
HR Objective HR Initiatives HR Result Business Result
Implementation of EEEC Action plans Engagement Score
Employee Engagement
CIPs, Idea Factory, CFTs, KM Initiatives Employees’ involvement in Improvement Initiatives
L&D Initiatives Training coverage and effectiveness
Capability & Capacity Building Career Progression Job rotation, IJP LTIFR (Fig. 7.3.26), Cost
Reduction (Fig. 7.1.92-93-
Hiring Recruitment Cycle time and effectiveness
94), Sale of Power (Fig.
Workforce Safety BBS (NEBOSH), Safety Training Safety Training man-hours
7.1.31), Equipment outage
Welfare Annual Health Check-up of Employees % coverage of eligible employees (Fig. 7.1.9, Fig. 7.1.23)
Employee Welfare events organized at Sites
Employees' perception on welfare events
& Offices
BE Practitioners’ for Senior Leadership at
Business Excellence Implementation of BE Practitioners’ action plans
Thermal Assets
5.2 C Workforce and Leader Learning and Development process (Fig 5.2-7) for workforce
is focused on supporting high performance through various
Development approaches driven by HR, Energy Development Center,
5.2 C1 Learning and Development System BE, EHS, QA/QC along with subject matter experts, training
consultants, tie-ups with institutes (IIMs) for training and
How does your LEARNING and development system developing leadership pipeline (Fig. 5.2-8). Fast track high
address the following factors for your WORKFORCE performing employees are shortlisted based on elaborative
members and leaders? selection process annually. They are given the opportunity
• your organisation’s CORE COMPETENCIES, STRATEGIC to pursue a customized Emerging Leaders Program (ELP)
CHALLENGES, and accomplishment of its ACTION PLANS, staggered over a period of one year at Indian Institute of India
both short-term and long-term (IIM) - Kozhikode, Kerala. The third batch was launched on
• organisational PERFORMANCE improvement and Dec 10, 2013. The batch concluded in April 2014.
INNOVATION
• ethics and ethical business practices
• CUSTOMER FOCUS
• their LEARNING and development needs, including those
that are self-identified and those identified by supervisors,
managers, and SENIOR LEADERS
• the transfer of knowledge from departing or retiring
WORKFORCE members
• the reinforcement of new knowledge and skills on the job
The development and learning needs are identified from the
long term goals, strategic challenges, short term focus areas,
and training needs identified during Annual Appraisals. Our

Learning and Development programs are designed so that O & M Training organised for O & M staff in China. Tacit
the core competencies in areas like Project Management, and knowledge from departing employees and superannuating
Operational Excellence are strengthened and employees at employees is captured at the time of “handing over” through
all levels are ready to face strategic challenges and achieve exit documentation along with discussion with departmental
business goals. For e.g. In FY 14, we enrolled as member of colleagues and/or briefing of the successor prior to the
Global Executive Council with PMI so as to bring in outside- employee’s departure. In case of retirements, a successor is
in view, and external expertise of PMI for driving Excellence assigned well in time to grasp the key learning’s.
in Project Management Processes. Other example is of
Fig. 5.2-7 Learning and Development System
Fig. 5.2-8 L & D Mechanisms

Factors Employees Including Leaders Contract Workmen Outcome
Bhavyatha Workshops, Leader Development Programs, Emerging
Leaders program, Project Management, Negotiation skills, 360 Deg.
Evaluation, Job rotation/Enhancement, Sustainability Training, P&L
Training for Plant Heads, BSC-PDM-A3 sheet workshops, Training by
OEM (SEPCO, SEC) Quality & Safety training
Core Competencies,
through Tool Box Talk,
Strategic Challenges, Others – O&M Training, SAP Training, Virtual MDC, Technical/IMS Training Effectiveness (Fig. 7.3.20)
Class room training,
Strategy Accomplishment Training for sites, Process Training, Quality, In-house Behavioral & Safety Induction Training
Team building training, Behavioral Competency framework (4 Pillars
& 11 Competencies), Member of Global Executive Council with PMI,
Engagement with global consultants, Participation in Global Summits
(World Economic Forum etc.)
Leaders – External Workshops, Engagement with Global Consultants,
Visits to Power plants of Peers
Performance Quality Tools, Small Process improvements/CIP benefits (Fig.
Improvement & Innovation Others – BE Interventions – BE Practitioners workshops, CIPs, Idea Group Activities 7.1.92-93-94), KM benefits (Fig. 7.1.96)
Factory, Quality Framework – IMS, Knowledge Capture, Share & Reuse,
Small Group Activities
Induction, Mandatory clearance of COBCE through online trainings, Ethic Ethics Results (EEEC) (Fig. 7.3.18) , No.
Ethical Practices Awareness Posters
Training for Location Ethic Counselor of Ethical concerns (Fig. 7.4.2)
Customer satisfaction (Fig. 7.2.1, Fig.
Customer Focus Customer Centric Trainings, Customer Workshops -
7.2.6)
Personal Development
Training need identification during Annual Appraisal - Training Effectiveness (Fig. 7.3.20)
Plans

Factors Employees Including Leaders Contract Workmen Outcome
Knowledge Transfer through Handover processes by departing employee
Transfer of Knowledge Knowledge Sharing Sessions, KM Communities, Learning Capture, On the job training KSS (Fig. 7.1.97), KM Community Meets
Leader Led Sessions
Employees attending external trainings/seminars encouraged to share
Reinforce New Class room & On the job No. of Employees covered under Virtual
their learning with other employees, In-house modules on Behavioral
Knowledge/Skills training MDC (Fig. 7.3.1 to Fig. 7.3.5),
training, Online courses through Virtual MDC, On the job training
No. of Safety Training (Fig. 7.3.32),
Safety Training modules
Safety Training, Safety Inductions, BBS & PPE Trainings, Mock Drills, Employees covered, No. of Accidents
Safety for contract workmen,
Emergency Preparedness Training, First Air Training (Fig. 7.3.25), Near Miss (Fig. 7.3.28),
Tool box training
Safety suggestions implemented
No. of Employees covered under GRI
Climate Change Sustainability Training, GRI G4 Awareness Awareness posters
Awareness sessions
5.2 C2 Learning and Development accordingly. All the open positions within the organization are
notified through email for helping employees make career
Effectiveness choices. The opportunities for employee’s development / career
How do you evaluate the EFFECTIVENESS and efficiency of enhancement are provided when the Company ventures into
your LEARNING and development system? new geographies, undertakes new projects or expands the role
The efficiency of the learning and development system is of existing functions. Employees are also offered opportunities
evaluated based on the training need completion, PDP to work in Cross Functional Teams, continuous improvement
initiatives, etc. Entry level recruits are rotated across the
compliance. Reaction feedback is a mechanism used across
organization, covering all major functions to aid in their
geographies for immediate effectiveness monitoring. 360 degree development. Employees also get an access to opportunities
feedback and Talent Reviews help evaluate the effectiveness within GMR Group. Enablers for career progression include Job
of Leader development initiatives. Where e-learning modules Rotations, Promotions, and Special Assignments, Deputation
and further education support and multiskilling of employees.
are being used they are generally accompanied by a self-test
Employees are provided with opportunity to move horizontally
which enables instant feedback. and develop new skill sets. Career progression and succession
5.2 C3 Career Progression planning for senior leadership team includes interventions like
360 degree feedbacks, IDP and Emerging Leaders Program.
How do you manage EFFECTIVE career progression Middle management employees are provided with training and
for your entire WORKFORCE? How do you accomplish development inputs like IDP, On-the-job training and based on
EFFECTIVE succession planning for management and their performance, appropriate career advancement moves are
leadership positions? initiated. Employees in support staff cadre are also provided
Annual appraisal process covers discussion on Employee with opportunity to move into line functions if they have
Aspirations and helps in sketching out developmental plans upgraded their qualifications and skill sets (Fig. 5.2-9).
Fig. 5.2-9 Succession Planning Process
Effectiveness of career progression

is tracked by Employee perception
score, Attrition levels in talent group,
Employee’s participation in employee
growth initiatives and Number of job
rotations. Critical positions across
SBUs and Functions are identified
through Talent review process.
Accordingly Step-in successors,
Long-term successors and Transition
Managers are identified and mapped
to critical positions. Gaps between
present and desired competency levels
are addressed through Development
Center and Professional Development Dialogue approaches. The effectiveness of succession planning is tracked through various
parameters like - % of key positions filled internally, Ratio of successors for a critical position, Employee perception on effective
succession planning, Number of talent employees covered under ELP/LDP programs.

6. Operation focus
6.1 Work Systems which will use external resources?

At GMR Energy, the work systems are of significant importance The overall work system consists of Leadership & Governance,
throughout the organization. The work systems design (Fig. Operation, Customer and Support systems. In the reviews
6.1-1) takes into consideration Stakeholders requirements (BCM/GCM/GHB) and workshops, the need for changing the
including our Core Competencies and Strategic objectives. work systems is assessed based on changing requirements
of the stakeholders, including Environmental changes –
6.1 A Work System Design Regulations, Business model, and Technology. In FY 14,
taking into consideration multiple challenges like Uncertainty in
6.1 A1 Design Concepts regulatory and Policy Environment, Fuel shortage, and transition
How do you design and innovate your overall WORK from Project phase to operations phase, an organizational re-
SYSTEMS? How do you capitalize on your CORE design initiative was undertaken with McKinsey, based on the
COMPETENCIES? How do you decide which PROCESSES principles of Strategic Business Units (SBUs) with focus on
within your overall WORK SYSTEMS will be internal to speed of decision making, profitability, liquidity & Capability
your organization (your KEY WORK PROCESSES) and building (Fig. 6.1-2).
Fig. 6.1-1 Processes to Design and Innovate Work System and Identification of Internal & External Processes

Fig. 6.1-2 – GMR Energy: Work System
(Fig 1.1-1)
Strategic Themes Operational System Customer System

Operational Excellence, Project Execution Excellence Customer Centricity
Flexible payment terms, Consider Rebates for extended payment

Liquidity Receivables, Divestment Opportunities
timelines
Improvement Projects to enhance Operational Efficiencies e.g. Heat

Profitability Adherence to Dispatch Schedule, Reducing unplanned outages
Rate improvement, APC reduction, Plant Preservation Cost optimization
RASCI, DoP, IMS Certifications, Bhavyatha Implementation, Energy PPA Management Team, Regional Set up for Power Trading
Structure & Process Sector EHS Framework, Hydro Power Project Management Manual, Customers, Key Relationship Managers, Customer Support,
Safety Manual for Hydro, Stage Gate Audits Customer Complaint Management, C Sat
The design of work system aims to synergize the various reimbursements, Vendor payments etc.2) Outsourcing of
functions, and align key processes to serve the stakeholders IT – Operation support and development work to TCS 3 )
in an efficient way. System is devised around our strategic Outsourcing of O & M for Coal Handling and Ash Handling
themes – 1) Liquidity 2) Profitability 3) Structure and process, systems at our Thermal Assets ( GKEL, EMCO).
guided by our Long term vision, Values and beliefs, and
Capitalizing on Core Competencies
driven by our core work processes (Fig 6.2-2). Our work
system and processes involve the use of External and Internal Our identified core competencies (Refer OP – P.1 A2) give
resources. We outsource such activities which are resource us a sustainable competitive advantage for executing our
intensive, highly transactional in nature, semi-skilled repetitive key processes efficiently and addressing our stakeholder
activities, and requiring high skilled expertise. For e.g. 1) requirements. Examples of capitalization on core competency
Creation of shared Service Center to support non - core HR & to improve work system and enhancing stakeholder value is
Finance processes like new hire – profile sourcing, Employee shown in Fig. 6.1-3
Fig. 6.1-3 Key Work System capitalizing on Core Competency and Delivering Customer Value, Sustainability &
Organizational Success
Capitalizing Achieve
Example of Improvements / Delivering Ensure
Work System element and Core Organizational
Initiatives Customer Value Sustainability
Competency Success
Uninterrupted supply of Drive process centricity,
Launch of IMS system across the Robust process for Power, Reduced forced Meeting AOP Targets, Risk mitigation integrated
organization Operational Excellence outages, Improving Plant Process centric culture at each key work process
Availability (Higher PLF) level
Launch of Hydro Power Project

Completion of Project Risk mitigation integrated
Leadership System Management Manual, Bhavyatha Robust process for On time completion of
within budgeted cost at various stages of Project
deployment, Member of Global Project Management Project
& time Execution
Executive Council of PMI
Robust process for Clarity in roles,

Implementation of RASCI,DOP for Improving speed of
operationalizing SBU responsibilities, Good Governance system
SBU structure deployment
structure interfaces

Capitalizing Achieve
Example of Improvements / Delivering Ensure
Work System element and Core Organizational
Initiatives Customer Value Sustainability
Competency Success
EHS – Launch of EHS framework,

Safety manual for Hydro, Preparedness of Safety at
Introduction of Safety Performance Robust process for Improving Plant Safety, workplace (Fig. 7.3.25 to
Leadership System evaluation of Contractors at Pre creating Culture of Safety and creating Environment Higher Safety Standards 7.3.28) Compliance with
bid stage, Behavior based Safety and Green initiatives. sustainability site safety & Environment
(NEBOSH Standards) at Thermal Norms (7.4.6 to 7.4.15)
Assets, Multi-level Reviews
Involvement of leadership to On time completion of

Through Project
ensure robustness of Execution Project, Adherence to Creation of Robust Sustained Plant
Management Manuals,
Operational System – (RASCI,DOP), O & M through Dispatch schedule, Internal operational support Performance (Fig. 7.1.1 to
Bhavyatha Framework,
Operational Excellence Initiatives SLAs – (EMCO with system 7.1.31)
IMS Implementation
(McKinsey) Trading, PPA, Logistics)
Customer support across

Customer life cycle,
Deliver through IMS Uninterrupted supply of
Creation of PPA Management Team Tapping new opportunities
processes with focus Power, Reduced forced Customer feedback,
Customer System for Long Term Customers, Regional for e.g. banking of power,
on time, cost, quality & outages, Improving Plant Customer Satisfaction
set up for Trading Customers REC sale (Fig. 7.1.32),
delivery Availability (Higher PLF)
Increase in OA Customer
base (7.2.8 & 9)
Speed up Decision
making process, Efficient Data &
SAP, PI Server, BPC, Compliance Timely Availability of On time Completion of
Support Reviews, and Information Management
portal, GMRETL website Performance data & MIS Project
identify Improvement system
Opportunities
Uninterrupted supply of Organizational & Personal

BE / IMS / Safety champions at Enhancing Operational
Creating culture of Power, Reduced forced Learning – (Learning
sites/locations for implementation of efficiencies, Employee
Continual improvement outages, Improving Plant Capture from EMCO,
BE initiatives/IMS & Safety systems. Engagement
Availability (Higher PLF) InterGen, Island Power)
Support System
Enhanced process
Process Audits & Enhanced Compliance
MAG Audits /Stage Gate Audits controls leading to reduced Good Governance
Improvements levels
unplanned outages
Enhanced workforce Conforming to the

Training for Contract workmen Uninterrupted operations / Engaged & Motivated
productivity, reduced requirement of safe and
(Safety, On the Job, Class Room) Power Generation workforce (Fig. 7.3.18)
rework secure workplace
6.1 A2 Work System Requirements based on the expectations/feedback/inputs from customer

segments, regulators, suppliers, collaborators, partners,
How do you determine KEY WORK SYSTEM requirements, employees, and other Stakeholders in terms of Scope,
incorporating input from CUSTOMERS, suppliers, PARTNERS, Volume, Agility, Frequency, Flexibility needs, Regulatory and
and COLLABORATORS, as appropriate? What are the KEY Legal Compliance, Governance, RASCI & DoP requirements,
requirements for these WORK SYSTEMS? Customer Satisfaction, Employee Engagement & Satisfaction,
Green requirements like Reduction in Carbon foot prints and
The key requirements for Work Systems are determined desired performance levels as described in Fig. 6.1-4

Fig. 6.1-4 Work System Requirement
Incorporating Inputs from
Work Suppliers / Partners / Safety & Green
Design Requirement
System Customers Collaborators/Internal- Requirement
External Stakeholders
Business Model robustness for sustainability, Business Development, Entry into
new Markets & Segments, Identifying and implementing new technology for Cost
Leadership
/ Cycle time reduction, Cost Control and High performance work culture, Re-visit
System
Vision & Values and communication to Internal / External Stakeholders, Risk
Assessment & Mitigation, CSR Initiatives, Governance, RASCI & DoP
Excellence in Service Offerings during 1. Business Development, Opportunity GMR Group

Customer
Customer scanning and Customer acquisition, 2. Post Customer Acquisition, and 3. Annual Initiatives, OHSAS
Feedback, Regulatory & Statutory
System / Final Settlement, Agility in auctioning on Voice of Customer, Best in class & EHS Framework,
Customer Requirements, Market Scan,
Customer Support, Engagement and Complaint Management processes Sustainability
Satisfaction, New Opportunities, Employee
Framework GRI
Customer Engagement and Ethical Culture
Asset Management (Thermal Coal, G&L, Renewable), Project Planning and G4, Bijlee & Paani
Complaint & survey outcomes, Community
Execution Management (Thermal, Hydro), Develop & Operate Coal Mines, Projects (Fig. 7.1.96),
Operation Resolution, Needs, Vendor Satisfaction, Audit
Procurement, Coal Sourcing (Domestic & Imported), Logistics(Ports & Shipping), Energy Audits by CII,
System Voice Of Outcomes, BE OFI’s
Coal Trading, Inventory Management, Waste Management, Operational Emission Levels (Fig.
Customer
Excellence, Project Execution Excellence 7.4.6 to Fig. 7.4.13)
Competency based PMP, Timely support to functions, Ensure Compliance,

Providing required IT Infrastructure & Resources including Communication Tools
Support
(Email, VoIP, Video Conferencing), SAP Support, MIS on AOP Plan vs. Actual
System
(BPC), Maintaining Environment, Health & Safety Standards, Legal Support,
Business Excellence & Knowledge Management initiatives
6.1 B Work System Management There is AOP based cost control focus for each element of
expense across SBUs, Assets, Projects, Corporate Office
6.1 B1 Work System Implementation and Regional Offices. With Implementation of BPC (Business
What are your organization’s WORK SYSTEMS? How do Process Consolidation) seamlessly integrated with SAP
you manage and improve your WORK SYSTEMS to deliver platform, Cost monitoring, analysis and control have become
CUSTOMER VALUE and achieve organizational success and more effective. All expenditures are subject to necessary
SUSTAINABILITY?
approval, and SAP Release strategy aligned with the Energy
Our Work Systems are 1) Leadership system 2) Operational Sector DoP guidelines. For on-going projects (CTPP, Bajoli Holi
System 3) Customer System and 4) Support System (Fig. - Hydro) cost focus is ensured through Bhavyatha processes
6.1-2), each comprising of work processes as shown in Fig. (Cost Control & Authorization for Expense). Capability Center
6.2-2. Our Work System aims to ensure meeting of Strategic
Objectives by driving initiatives which continuously contribute Initiatives (Refer Fig. 6.1-2) to Standardize and indigenize
to deliver Stakeholder Value, Profitability, Organizational spares, O&M Contract reviews, Vendor development, Cost
Success and Sustainability. & Budget control ensures focus on monitoring and reduction
of costs. All expense deviations are critically reviewed in
6.1 B2 Cost Control
forums like – ORMs, SBU reviews, Project Reviews, BCM and
How do you control the overall costs of your WORK SYSTEMS? GCM Reviews. In the current year for Coal Thermal Assets,
How do you prevent defects, service errors, and rework and the plan is to engage reputed Global Consultant to improve
minimize warranty costs or CUSTOMERS’ PRODUCTIVITY
losses, as appropriate? How do you minimize the costs of Cash flows through Process Improvement initiatives. For G&L,
inspections, tests, and PROCESS or PERFORMANCE audits, as specific targets have been taken to further contain the Plant
appropriate? Preservation Costs.
“If you are going to achieve Excellence in big things, you develop the habit in little matters.
Excellence is not an exception, it is a prevailing attitude.”
Bhaskar A Rao
CFO – Energy Sector

In order to drive sustainable profitable growth, cost optimization exercise was initiated in GEMS led by McKinsey in 2013.
The main objective of the program was to create an aligned roadmap to continue achieving profitable growth, and start
implementation of the most critical lever – Contracting Excellence, with focus on below areas.
1. Conduct a rapid review of its current strategy, in light of changing market conditions
2. Establish an aligned aspiration (e.g. market cap or value creation) and cascade this to specific business initiatives (e.g.
production improvement, capital & infrastructure, procurement and contracting)
3. Prioritize the improvement levers, quantify size of the prize and develop detailed action steps (e.g. procurement
and contracting excellence, mine operations cost reduction, overall equipment efficiency / utilization, mine planning,
infrastructure development, capital planning etc.)
4. Implement procurement & contracting excellence lever immediately to capture tangible impact within 4-6 months.
This has resulted in an annualized savings of $14mn.”
Fig. 6.1-5 illustrates Cost control measures taken across our ensures timely actions to prevent defects, errors and reworks.
work systems. The QA-QC dept. within Capability Center Concept of ‘Cost of Quality’ is being introduced for our Thermal
has deployed a stringent quality plan of audit inspection
and compliance to method statement, factory inspection, Coal Assets as part of BE Practitioners’ program to reduce
empanelment of vendor/contractor based on quality which rework and, defects (Fig. 6.1-6).
Fig. 6.1-5 Cost Control Measures
Year Work System Cost Control Measures / Initiatives Impact
- Capex Optimization in CTPP Project (Raw water reservoir & Ash pond, Non Plant Buildings, Roads &
FY 12 Operation Systems Drains, Coal Handling Plant, Water Treatment Plant) Fig. 7.1.92-93-94
- Operational Efficiency improvement CIPs at G&L Assets
Operation Systems - Capex Optimization in Maru & Aravali Transmission Projects Fig. 7.1.92
FY 13 Leadership Systems - Bhavyatha Implementation at Thermal projects
Support Systems - IT Capex optimization at Island power Project Fig. 7.1.92
- Plant Preservation Cost optimization (Import power reduction, APC Reduction, HVAC Power
Optimization)
- Capex optimization at Bajoli Holi Hydro Project by power house layout optimization
- Spares Indigenization for Coal Mill & Coal Feeder at EMCO
- Minimizing Transit losses of Coal (Pilferage)
Operation Systems - Implementation of Action items identified during CII Energy Audit at EMCO Fig. 7.1.93
- For our Solar Plant, Conversion of electric powered solar street lights to a centralized solar power street
lighting system, by using the modules available with us, to reduce Aux power consumption
FY 14 - Initiated IMS certification, Engagement with TERI to improve Solar Plant performance
- Engagement with Global Consultant to improve Cash flow for Thermal Assets through process
improvement initiatives
- Cost control thru Stage gate audits for Bajoli Holi, PT BSL Coal mines
Leadership Systems - Revisited Energy Sector DoP to support SBU Organization.
- Fraud Risk Assessment
Support System - Debt Restructuring Fig. 7.5.10
Fig. 6.1-6 Prevention of defects, errors and rework, minimizing cost of inspection, test and audits
Methodology &
Cost Control by Year Focus Areas (Examples)
Results
2012 GT Reliability improvement at GEL KKD by reducing no. of spurious tripping Fig. 7.1.93
Prevention of Defects,
2013 Improvement in Chiller reliability and availability at GEL KKD Fig. 7.1.93
Service errors and Rework
2014 DCS logic modification to reduce unplanned outages at EMCO & GKEL Fig. 7.1.9, Fig. 7.1.23
Minimizing Cost of
2014 Supplier Capability Assessment to ensure quality supplies Fig. 7.1.99
Inspection, Tests & Audits

6.1 C Emergency Readiness Fig. 6.1-7 Workplace Emergency Management Plan
How do you ensure WORK SYSTEM and workplace
preparedness for disasters or emergencies? How does
your disaster and emergency preparedness system
consider prevention, management, continuity of
operations, and recovery?
We have an elaborate Emergency Preparedness and
Response Plan (EPRP) as shown in Fig. 6.1-8, for different
emergency scenarios as 1) Manmade emergency, 2) Natural
Disasters and 3) Systems failure. In line with Energy Sector
EHS Framework, Corporate EHS Department provides
guidelines to Projects, Assets and Corporate/Regional Offices
for formulating site specific EPRP plan. Site team develops
EPRP in concurrence with local internal/external stakeholders
which is reviewed by Corporate EHS and released for
implementation. Emergency Management involves 5 prong
approaches: Prevention, Preparedness, Response, Recovery
and Mitigation. Our process for emergency readiness and to
ensure continuity of business is addressed in Fig. 6.1-7
Fig. 6.1-8 Emergency Preparedness – Systems and Processes (illustrative)
Preparedness
Nature of Major Stakeholder Preparedness for Preparedness for
Emergency for Continuity of Recovery Responsibility Result
Emergency Impacted Prevention Management
Operations
Comprehensive
Emergency
EHS Management
Preparedness &
System covering
Response Plan for Adequate
Accidents, all sites and offices
handling personal insurance
Structure Collapse, which includes
accidents, fire break cover.
Equipment Failure, Safety Manual, Periodic drills and
out & contingencies. Medical
Electrocution, Fire, Employees, Emergency Table Top exercise.
Manmade Tie up with Medical treatment, O&M Head & Plant
Explosion, Labor Contractor & Response Periodic review of Fig. 7.3.31
emergency service providers. recovery Head
Unrest, Local Customer Plan, HIRA, Hazard Identification
Periodic drills and programs
Problems, Riots, EHS Induction, & Risk Assessment
Table Top exercise and their
Terrorism, Bomb Safety Meeting,
are conducted as close
Threat Special Training,
per plan to assess monitoring
Supervision,
awareness &
Internal/ External
preparedness
EHS Audits
Earth quake
resistant structural
designs conforming
Emergency
to IS codes,
Preparedness & Adequate
obtain information
Earth Quakes, Response Plan in insurance
regarding
Landslides, conjunction with Mechanism for cover. By
emergency from
Volcanic eruptions, Employees, contactors, local salvage operation repair,
Natural local disaster
Floods, Cyclone/ Contractor & disasters authorities to ensure quick recovery Plant Head Fig. 7.3.31
Disaster management control
Heavy wind, Customer to prevent / turnaround and programs
agency of the area
Tsunami, Drought, minimize loss of life resumption of work and their
as required, Routine
Epidemics and assets. close
Medical checkup/
Tie-up with medical monitoring
vaccination at site
service providers
and nearby, water
quality monitoring,
wellness program
Ensuring required
environment like
Reputed system IT Systems
IT & Control Employees, temperature for the Adequate
Systems placed. Routine Functionality O&M Head & Plant Availability
System (DCS, Contractor & systems as and insurance
Failure Maintenance and ensured by design Head & DR
UPS etc.) Customer where required, On cover
Monitoring Results
line System testing for
auto change over

6.2 Work Processes SIPOC (S – Supplier, I – Input, P – Process, O – Output,
C – Customer). Fig. 6.2-1 helps the process owner to
6.2 A Work Process Design systematically design and innovate the work process. Process
objectives are clearly set and defined prior to designing of the
6.2 A1 Design Concepts work process. Each process has a process owner who leads
How do you design and innovate your WORK PROCESSES to the implementation and monitoring of process. In process &
meet all the KEY requirements? How do you incorporate new End of process measures are defined during mapping of each
technology, organizational knowledge, product excellence, and work process. The process owner critically examines the
the potential need for agility into these PROCESSES? How do steps taken to address customer needs, bridge technological
you incorporate CYCLE TIME, PRODUCTIVITY, cost control, and gaps, training needs, and resource requirement etc. in order
other efficiency and EFFECTIVENESS factors into the design of to ensure that process design requirements are met. Regular
these PROCESSES? Measurement and monitoring help control the final outcomes
e.g. Plant Efficiency, Cost of Generation, Project execution
Processes are designed through step-by-step adoption of timelines etc.
Fig. 6.2-1 Process for designing and innovating work processes
Recurring deficiencies are highlighted during reviews and respective process is modified using DMAIC approach. E.g. REC
Application cycle time reduction, Power Trading Billing cycle time reduction, Revisiting Energy Sector DoP and rolling it out to
support SBU Structure.
“Productivity is never an accident. It is always the result of a commitment to excellence,

intelligent planning, and focused effort.”
Raghunandanan GK
President – G & L
6.2 A2 Work Process Requirements through SBU Head reviews, BCM & GCM Reviews, Customer
Meetings, Community Meetings, Vendor Interactions (Refer
How do you determine key work process requirements? What Fig. 4.1-5). Fig. 6.2-2 describes Various Key work processes
are your organization’s key work processes? What are the key in GMR Energy, Work process requirements, Mode of
requirements of these work processes? determining key work requirements, various control measures
Process to determine the work process requirement is in place and In-process and End-of-Process measures for
described in Fig. 6.2-1. The process requirements are reviewed these work processes.

Fig. 6.2-2 Key Work Processes, Work Process Requirements, Determination of work process requirements, & Measures
Mode of End-of-Process
Sr, Key Work Work Process
determining key Control Measures In-Process Measures Measures (Outcome Results
No. Processes Requirements
requirements Measures)
LEADERSHIP & GOVERNANCE SYSTEM
Set Organization vision Adherence to Strategic

& values, Governance, Group vision and Planning Process, % achievement of
Social Responsibility, values, Stakeholder Skip Level Meetings, Strategic objectives,
Promote Legal & Ethical Engagement, Town Hall Meetings, Employee engagement
GHB, GCM, BCM
Leadership, Behavior, Balancing stake Learning from other No. of CSR Projects score, % completion
& SBU Head Fig. 7.4.1, Fig.
Communication holder expectation, Create companies, (GMRVF), % of of Town hall outcome,
1 Reviews, HR 7.3.18, Fig. 7.1.92-
& Continual sustainable Organization, Statutory Employees covered Communication
Council, Internal/ 93-94, Fig. 7.1.-95
Improvement Achievement of strategic Requirements, under COBCE, No. of Effectiveness,
External Audits
objectives Empowerment, Employee CIPs and Employees No. of CIPs completed,
Employee & Stake Holder Engagement survey involved, Employees Ideas generated
communication, Reward & covered under various
Recognition Reward & Recognition
Group vision;
Formulation of sector &
Sankalp 2020,
SBU Strategy, Strategic
Environment GHB, GCM, BCM Implementation of action
Objectives, Strategy Adherence to process
Strategy Planning Scan, competitive & SBU Head plan and achievement
2 Deployment Plans and timelines, Achievement Fig. 7.4.1
(SPG) analysis, Internal Reviews, Monthly of Targets as specified
initiatives. Balancing of critical milestone.
and External MIS, AOP Review in BSC
Stakeholders needs,
Stakeholder inputs,
AOP’s
Risk Assessment
OPERATION SYSTEM
BD Plan, Opportunities Market Scan, Adherence to process

Bids submitted vs. won,
Business for new projects and Environment timeline for Due
SBU Review , AOP Adherence to Project
Development - acquisition, Due diligence, scan, Internal diligence, Final Bid Fig. 7.1.100 to Fig.
3 review, Project Cost, Quality & Timeline,
Renewable, Power Final Bid, project specific and External and Project plan. 7.1.104
specific reviews and Adherence to
Trading clearances, Divestment stakeholder inputs, Adherence to pro-rata
Compliance
opportunities Sector Strat Plan targets in BD-BSC
Project delivery within Project Daily, Weekly,

Project Mgt. Project delivery within
Scope, Budget, Management Plan, Monthly Reviews by AOP Plan vs. Actual,
Budgeted cost and
(Thermal, Hydro Quality, Time, Safety AOP Targets, Project Head; GCM/ Adherence to S-Curve,
timelines, Fig. 7.1.100 to Fig.
4 Transmission) and Environmental Project schedules, BCM/ SBU Heads Cost Curve, Quality
Adherence to 104
Coal Assets requirements, Project Quality Assurance Review, Project Assurance record,
Compliance
Management specific clearances, Program, Stake Audits – Bhavyatha, EHS measures, CIPs
Continuous Improvements holder inputs MAG
AOP, Capability
Center Road Maps
(Benchmarking Fig. 7.1.1, Fig.
Targets, Best in ORM, Daily, Unplanned Outages, 7.1.2, Fig. 7.1.15,
Operation &
AOP Targets (Plant class, Energy Weekly, Monthly Improvement Projects, Fig. 7.1.16
Maintenance of Gross Generation, Net
Performance, EHS, Audits, EHS Reviews by O&M, Adherence to IMS Fig. 7.1.14, Fig.
5 Assets (G&L, Power Export, Cost of
Compliance, Financials), Audits, Process Plant Head & SBU Processes, No. of 7.1. 5
Coal, Renewables, Generation, Heat Rate
Operational Excellence Audits, Cost & Head, Toolbox suggestions, Site EHS Fig. 7.1.19, Fig.
Transmission)
Budget Control), meetings Compliance, APC 7.1.29
Management
Reviews,
Stakeholder Inputs
ORM, Daily Review,

Coal sourcing Adherence to AOP AOP, Management AOP Plan vs. Actual, Fig. 7.1.4, Fig.
Review with SBU
Targets, Coal supply Reviews, Adherence to Coal Plant Availability, Cost of 7.1.18, Fig.
6 (Domestic/ Heads, Monthly
within Budgeted cost, Stakeholder – quality & logistics cost, Generation 7.1.12-13-14, Fig.
Imported) Coal Sourcing
Quality & Timelines External/ Internal Transit Losses 7.1.27-28-29
Reviews
Adherence to AOP Plan vs. Actual,

AOP, Management
AOP Targets, Coal AOP Reviews, Daily Adherence to Quality & Logistic Cost, On
Logistics (Port & Reviews, On time
7 transportation within / weekly/Monthly cost, Handling Losses, Time Performance of
Shipping) Stakeholder – performance
Budgeted cost, Quality & Reviews Lay Time, Transit Loss, Shipment
External/ Internal
Timelines Demurrage

SBU Strat Plan &

AOP (Coal Assets),
Daily, Weekly, Meeting AOP Target, Coal Trading
Adherence to AOP Stake Holder Revenue, Volume of
8 Coal Trading Monthly Reviews by Coal Trading Margin, Revenue, Volume of
Targets Requirements – Coal Traded
SBU Head New Customer Added coal traded
Internal/ External,
Market Scan
CUSTOMER SYSTEM
SBU Strat Plan Meeting AOP Target,

& AOP, Internal Customer Workshops,
Daily, Weekly,
(EMCO, GKEL, interaction, visits,
Monthly Reviews
GEL KKD, GPCL, Compliance to Volume of Power Sold
Customer Power dispatch as per by Power Trading,
VPGL) & External Schedule of supply, (PPA/ Power Trading); Fig. 7.1.2, Fig.
Management (PPA existing PPA’s; Trading PPA Management,
9 (DISCOMS, Utility’s, Complaint Received/ Volume of Power Traded; 7.1.16, Fig. 7.1.30,
Management, power of GMR Assets and O&M Head, Plant
Generators, Open Resolved, Repeat Customer satisfaction Fig. 7.2.1, Fig. 7.2.6
Power Trading) other Generators Head & SBU Head.
Access Customers) Complains, Trading survey Feedback
BCM, GCM & GHB
Stake Holder Margins, New
Review
Requirements, Customer Added,
Market Scan Billing Cycle time
SUPPORT SYSTEM
Statutory,
Regulatory &
Approvals, Climate Completion of baseline
Environmental Clearances Change Mitigation EIA and related Environment Clearance
ORM, Daily, Weekly,
and necessary approvals, Initiatives, Water studies. Obtained.
Monthly Reviews by
Conservation
Environment Safe & Healthy Work O&M Head, Plant Site Safety No. of Reportable
10 Initiative, Proactive
Health and Safety Environment Head. SBU Head, Performance and Accidents Fig. 7.3.25
Hazard Analysis
Compliance to Statutory & BCM, GCM & GHB AOP target Measures Safety Awards/
and Employee
Regulatory Requirements Review – LTFIR, FIFR, Fire Certifications
Engagement
Feedback, IMS Incidents
& Safety Audits,
HAZOP Study
Strategic
Planning Process,
Stakeholder Adherence of Effective Cost of Capital,
Requirements, Timelines ( MIS, Variance analysis,
Fund Availability,
Financial Policies, Monthly MIS, Budget calendar, Accuracy of MIS reports
Financials and MIS,
Audits, Accounting Quarterly Board and Internal/External and budgets, Completion
Finance and Working Capital,
Standards. Long Audit Committee Audits), Timely of quarterly accounts,
11 Accounts Budgetary Controls, Cost Fig. 7.1.42
Term & Short Review, Weekly Closing of Accounts, reduction of overdue
Management Control, Returns; Loan
Term Plans; Risk Meeting with SBU Accuracy of Data, receivables, Timely
Interest Cost, Compliance
Management. and Head Compliance with payments for project
to Statutory Requirements
Past Learning, Taxation Laws, Timely expenses, monthly
Debt And Funding Arrangement of Funds reconciliation
Forecasting and
Management
AOP Targets, No. of Processes

Technical Support ,
Stake Holder implemented,
Progress Review, Quality Adherence to
Capability Building Requirements – ORM, Review with Benchmarking,
12 Assurance, Engineering, Progress on Road Map Capability Center
(Capability Center) Internal / External, SBU Head, BCM Implementation of BE
Process Improvement, Roadmap
Survey Report, Practitioners Action
Center of Excellence
Market Scan plan
SBU Heads Inputs,

Compliance with Legal
Legal support to SBUs Petitions filed by
Review with SBU Requirements, Timely Success in Legal
for quick resolution of peer companies, Legal litigations and
13 Legal Management Head, BCM, GCM updation of Status on litigations, Resolution of
Petitions and achieving Regulations being petitions won
& GHB litigations on Legal Petitions
success on litigations challenged in power
portal
sector

Delivery of Material / AOP Targets,

Services within stipulated Stake Holder ORM, Daily, Weekly.
Award of PO/SO,
14 Procurement Time and within Budget Requirements Monthly Review PR-PO Cycle, GRN Fig. 7.1.99
Supplier Satisfaction
and as per required (Asset, Project with Stake holders
Quality Sites)
Thorough understanding
of Business processes,
work flow, automation to
Aligned with
drive effectively crosses Number of business
business strategy User Satisfaction,
functional teams in Plant GCIO, BCM, GCM process automated
15 IT and approved AOP, Process Improvement Fig. 7.1.105
& process automation reviews and adopted, IT
business case through IT
industry vertical, IT Systems Availability
based initiatives
Systems & resource
availability to individual
users/functions
Competent and No. of training

motivated talent pool in programs, Adherence
required strength, high CHR council review, to - Training Employee Engagement
Human Resource performance culture, AOP Targets, HR LT monthly MIS, calendar, Hiring Score, Achievement of Fig. 7.3.18, Fig.
16
Management Capacity & Capability and ST plans monthly reviews, plan, Communication Short term and Long 7.4.1
of workforce, Engaged BCM reviews Calendar, No. of term HR Plans
& satisfied workforce, Employees covered
Leadership capability under R&R
6.2 B Work Process Management periodically through MIS, and various reviews that take place at
SBU/BCM/GCM/GHB level. Deviations from desired outcomes
6.2 B1 Key Work Process Implementation are analyzed for any gaps in process design, deployment,
resource allocation etc. and CAPA is taken accordingly (Ref
How do your KEY WORK PROCESSESS relate to your Fig 4.1-7).
WORK SYSTEMS? How does your day-to-day operation of
these PROCESSES ensure that they meet KEY PROCESS 6.2 B2 Supply-Chain Management
requirements? What are your KEY PERFORMANCE MEASURES
or INDICATORS and in-process MEASURES used for the control How do you manage your supply chain? How do you ensure that
and improvement of your WORK PROCESSES? suppliers you select are qualified and positioned to enhance
your PERFORMANCE and CUSTOMER satisfaction? How do
The designed work processes are implemented through you evaluate supplier PERFORMANCE? How do you deal with
SIPOC/IMS framework. The process document (As per poorly performing suppliers?
IMS design) – covering purpose, process flow, interfaces,
in-process measures, output measures or indicators (Fig Coal allocation for our Thermal Assets (EMCO & GKEL) has
6.2-2), Work Instructions/Operating Guidelines, forms, been obtained through FSA with Coal India Limited, for 80-85
records and references - are available with the Operation % of installed capacity. This allocated coal is transported to
Efficiency/Planning Team at Sites. To ensure that the key our sites by Rail. Balance requirement of Coal is met through
design requirements are met, the workforce allocation is imported coal planned from our co-owned mines in Indonesia,
done as per organizational workforce capability /capacity and from Open market/E Auction mode.
needs. The necessary infrastructure, technology, equipment/ Natural gas supply to our Gas based Assets (GVPGL & GEL-
material, expertise (Fig OP. 11) for process management KKD) is done through a GSPA with RIL and a GTA with GAIL and
are made available. Internal & External training programs RGTIL. However in view of the current scenario of gas supply
on tools/techniques/skills are conducted to enhance process from KG basin, option of importing Liquefied Natural Gas is
management capabilities of workforce. Awareness sessions being evaluated which includes Liquefaction of Natural gas at
are coordinated by Business Excellence Team, and process the loading port, transportation by LNG tankers, regasification
owners to create the understanding about the process steps & of LNG at discharge port, and inland transportation of gas
measures. For e.g. Bhavyatha Process workshop conducted through pipeline, mobile cascades, rail, or road.
by BE Team for Hydro at Bajoli Holi, Process Assessment
workshop for Thermal Assets, and key Corporate processes. Project Procurement Process is carried out through the
All in-process and output process measures are reviewed Group procurement process with support from respective

C & C teams at SBU/sites, Owners Engineer, it consists Supplier Performance Evaluation: Suppliers’ performance
of preparation of technical specifications, floating of bids, is evaluated through a systematic process managed by
finalizing of GCC and SCC, identifying of global/domestic Central Procurement Dept. For Projects vendors, the selected
suppliers, floating of RFQs, pre-bid meetings, evaluation of
suppliers are evaluated based on Supplier Analysis Score
techno-commercial bids, quotations, submission of technical
evaluation reports, commercial cost evaluation, approval as Card which comprises 6 criteria’s of performance evaluation:
per DoP, and placing of order. Warranty spares for our Thermal Cost, Financial Strength, Technical Strength, Execution
Coal Assets have been supplied by OEM as part of Project Capability, Corporate Governance, and Commercial Terms &
Construction Agreements; additionally critical spares have Conditions. For Assets, selected vendors are evaluated based
been identified and a robust process of sourcing the same on 4 criteria’s – Quality, Cost, Delivery and Management &
from other channels is being put in place. To contain cost and System. An outcome of the Suppliers Evaluation is shared
lead time, process to develop new vendors/indigenize critical with respective suppliers. Suppliers with consistent poor
spares has been initiated. performance are blacklisted from the approved master vendor
Supplier Selection: A data base of all approved suppliers list.
(meeting the supplier selection / qualification criteria) across
GMR group is available as a pre-approved vendor master 6.2 B3 Work Process Improvement
in SAP MM Module. New vendors can register themselves How do you improve your WORK PROCESSES to achieve better
through E-Smart Vendor registration process available on PERFORMANCE, reduce variability, and improve products?
GMR Website.
The core of our Group’s success is our commitment to excellence in project execution. To this end, we initiated a project on achieving
excellence in project execution, which has been deployed along with McKinsey. The objectives of this exercise are two-fold:
• Develop a “GMR Way” of Project Management, which is customized to our particular business model and culture, and
• Deliver time and cost optimization for our existing projects, and institutionalize this approach for future projects
In order to achieve Excellence in Project Execution, an engagement program with McKinsey was taken up to map, document, and
codify the GMR way of Executing a Project encompassing all key stages of Project life cycle – Assess, Select, Define, Execute,
Operate.
Subsequently, these processes were deployed at our Coal based Projects to the extent applicable during the life cycle. This was
followed by implementation of Project Bulls Eye at GKEL aimed at improving productivity through micro planning, idea generation,
and strengthening of review architecture.
We further leveraged organizational learning on Bhavyatha, Bulls Eye, through an In house engagement program to prepare
proactively for our Hydro business. As a result, a comprehensive “Hydro Power Project Management Manual” using a 3 pronged
approach centered on: Bull’s Eye learning’s (GKEL), Bhavyatha and BE framework detailing out the principles of Organization design,
Structure, Roles, Responsibilities, Interfaces has been put in place for uniform adoption by our upcoming Hydro Projects.
BE Practitioners workshop at EMCO BE Practitioners workshop at GKEL

Basic trigger to identify work process improvement opportunities is the mechanism through which the feedback is captured from
are strategic objectives, stretched goals and consequent Internal Suppliers/Customers, Process owners, stakeholders
process outcomes in line with organizational challenges. Fig. etc. for day to day management of the process. Approaches like
6.2-3 illustrates process for improving and innovating work review mechanisms, Internal SLA’s, deployment of PM & MM
processes. All KPIs are monitored at Corporate/SBU as well modules for Thermal Assets, Improvement Projects, SWOT,
as functional levels through Balanced Scorecard, Monthly MIS, etc. are used to achieve better performance of processes and
and Daily Reports, etc. (Ref Fig 4.1-7) Transactional feedback improve customer services.
Fig. 6.2-3 Process for improving and innovating work processes
Various analytical and quality tools (OSI-PI, variance, trend, guidelines (iii) Training interventions for workforce capability
root cause, 7 STEP problem solving process, brainstorming, issues (v) R&R for improvement projects (Fig. 7.1.92-93-94,
etc.) are used to improve processes and reduce variability. Fig. 7.3.8). IMS audits are conducted to identify the process
Deployment of Idea Factory, Bhavyatha for Hydro/Thermal, gaps and propose CAPA towards IMS deployment across all
Improvement Projects, BE Practitioners program creates a processes. Process audits are being planned with focus on
sector wide focus on building a culture of continual improvement. identification of improvement opportunities. Based on the IMS
Quality & Safety awareness is created through Quality weeks, design, each process and its sub processes are reviewed by
and internal quality audits. Safety week and audits are being the respective process owners periodically for deviation from
conducted periodically throughout the year. To prevent the intended outcomes and design, cycle time, productivity and
recurrence of variations/deviations, CAPA is identified to the cost incidence of the process. These deviation(s) form the
change/modify the process if required, or, take actions such as basis for identification of opportunities for improvement and
(i) Improving awareness (ii) Discipline in adhering the process updating as per new process requirements & business needs.

7.1 Product and Process Outcomes
Fig. 7.1.1 : EMCO -‐ Gross Power Genera7on Fig. 7.1.2 : EMCO -‐ Power Export at Bus Bar
(MU's) (MU's)
5,000.00 4,538.92 4,500.00 4,127.64
4,500.00 4,000.00
4,000.00 3,597.34 3,500.00 3,239.09
3,500.00
3,000.00
3,000.00
2,500.00
2,500.00
2,000.00
2,000.00
1,500.00
1,500.00
851.92 1,000.00 770.77
1,000.00 560.41 502.71
313.47 477.14 500.00 277.32 424.53
500.00
-‐ -‐
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15
Fig. 7.1.3 : EMCO -‐ PLF (%) Fig. 7.1.4 : EMCO -‐ Plant Availability (%)
100.00% 100.00% 92.99%
86.59% 86.36% 85.00% 89.12% 86.59%
90.00% 90.00% 85.00%
80.00% 80.00% 73.45% 76.32%
70.00% 65.73% 70.00%
57.76%
60.00% 60.00%
47.90%
50.00% 43.31% 42.30% 50.00%
40.00% 40.00%
30.00% 30.00%
20.00% 20.00%
10.00% 10.00%
0.00% 0.00%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 CERC Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 CERC
Fig. 7.1.5 : EMCO -‐ Heat Rate (Kcal/kwh) Fig. 7.1.6 : EMCO -‐ Aux. Power Consump;on (%)
2,650 2,607 14.00%
2,587 12.31%
2,600
12.00% 11.04%
2,550 10.30%
9.53% 9.96%
2,500 2,461 10.00% 9.06% 9.00%
2,450 2,425
2,405
2,400 8.00%
2,342
2,350 2,300 6.00%
2,300
2,250 4.00%
2,200
2.00%
2,150
2,100 0.00%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 CERC Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 CERC

Fig. 7.1.7 : EMCO -‐ Sp. Oil Consump6on (ML/kwh) Fig. 7.1.8 : EMCO -‐ DM Water Consump;on (%)
9.00 8.56 3.50%
3.00%
8.00
3.00%
7.00
2.50%
6.00
4.54 1.86%
5.00 2.00%
4.00 1.50%
3.00 0.83%
1.00% 0.67% 0.66%
2.00 1.48
1.14 0.86
0.68 0.50%
1.00
-‐ 0.00%
Fig. 7.1.9 : EMCO -‐ Unplanned Outages (Nos.) Fig. 7.1.10 : EMCO -‐ Adherence to Export Schedule
100 93
(Actual Export / Scheduled Export) (%)
90 104% 102%
80 102% 100%
70 100% 98%
60 98%
50 96%
40 94% 93%
30 25 92%
20 14 90%
5 7
10 1 88%
0 86%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.1.11 : EMCO -‐ Loss of Genera7on (MU's) Fig. 7.1.12 : EMCO -‐ Variable Cost (Rs/kwh)
25.00 4.50
22.16 3.89
4.00
20.00 3.50
15.12 3.00
15.00 2.36 2.40
2.50 2.14 2.10 2.09
2.00
10.00
1.50
5.00 1.00
0.50
-‐ -‐
-‐ 0.00
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15
Fig. 7.1.13 : EMCO -‐ Fixed Cost (Rs/kwh) Fig. 7.1.14 : EMCO -‐ Cost of Genera8on (F+V) (Rs/
kwh)
5.00
4.36
4.50 9.00 8.25
3.92
4.00 3.56 8.00
3.50 7.00 6.32
5.92
3.00 2.64 6.00
4.78
2.50 2.21 5.00 4.30
3.83
2.00 1.73 4.00
1.50 3.00
1.00 2.00
0.50 1.00
0.00 0.00

Fig. 7.1.15 : GKEL -‐ Gross Power Genera7on Fig. 7.1.16 : GKEL -‐ Power Export At Plant Bus bar
(MU's) (MU's)
7,000.00 6,000.00 5,532.00
6,079.70
6,000.00 5,000.00
5,000.00
4,000.00
4,000.00
3,000.00
3,000.00
2,000.00
2,000.00
797.00
1,000.00 636.96 886.00 1,000.00 574.83
358.78 321.47
55.37 48.78
-‐ -‐
Fig. 7.1.17 : GKEL -‐ PLF (%) Fig. 7.1.18 : GKEL -‐ Plant Availability (%)
90.00% 85.00% 100.00%
79.36% 88.06%
90.00% 85.00%
80.00%
70.00% 80.00%
60.00% 70.00%
60.00% 54.67%
50.00%
36.59% 50.00% 43.31%
40.00%
26.95% 40.00%
30.00%
30.00% 19.53%
20.00% 20.00%
9.50%
10.00% 10.00%
0.00%
0.00% 0.00%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY15 CERC Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY15 CERC
Fig. 7.1.19 : GKEL -‐ Heat Rate (Kcal/kwh) Fig. 7.1.20 : GKEL -‐ Aux. Power Consump=on (%)
3000
24.00%
2362 2361 2355 2400 2342 2,425
2500
17.19%
2000 18.00%
1500
12.00% 10.93% 10.66%
1000 10.00%
9.00% 9.00%
500
6.00%
0
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP AOP CERC
FY14 FY15
0.00%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 CERC
Fig. 7.1.21 : GKEL -‐ Sp. Oil Consump9on (ML/kwh) Fig. 7.1.22 : GKEL -‐ DM Water Consump=on (%)
3.50 3.23 3.50%
3.00%
3.00 3.00%
2.55
2.50 2.50%
2.00 2.00%
1.50 1.33 1.50%

1.00 0.98 1.01%
1.00 1.00% 0.72%
0.45%
0.50 0.50%
0.00
0.00 0.00%
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY15

Fig. 7.1.23 : GKEL -‐ Unplanned Outages (Nos.)
5
4
4
4
3
3
2
2
1
1
1
0 0
0
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.1.24 : GKEL -‐ No. of Startup exceeding specified @melines
6
5
5
4
3
2 2
2
1 1
1
0 0 0 0 0 0 0
0
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15
Cold Start up -‐ 4.5 hrs Warm Start up -‐ 2.5 hrs Hot Start up -‐ 1.5 hrs
Fig. 7.1.25 : GKEL -‐ Loss of Genera7on (MU's) Fig. 7.1.26 : GKEL -‐ Inventory (Rs. Crs)
6.00 60.00
5.34
51.14
47.52
5.00 50.00
3.91 38.56
4.00 40.00 36.98
3.00 30.00
2.00 20.00
1.00 10.00
-‐ 0.07
-‐ -‐
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.1.27 : GKEL -‐ Variable Cost (Rs/kwh) Fig. 7.1.28 : GKEL -‐ Fixed Cost (Rs/kwh)
3.50 3.19 14.00
12.48
3.00 12.00
2.50 10.00
2.00 1.71 8.00

1.60
1.39
1.50 6.00 4.77
3.90
1.00 4.00
1.96
0.50 2.00
-‐ -‐
-‐ -‐

Fig. 7.1.29 : GKEL -‐ Cost of Genera9on (Fixed Fig. 7.1.30 -‐ Volume of Power Traded (MU's)
+Variable) (Rs/kwh)
7000.00 6447.19
18.00
15.67 6000.00
16.00
14.00 5000.00
12.00
4000.00
10.00
8.00 6.37 3000.00 2350.84
5.29 1687.19
6.00 2000.00 1587.43
3.67
4.00 1038.24
1000.00
2.00 -‐
-‐ 0.00
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 AOP FY14 AOP FY15 FY11 FY12 FY13 FY14 AOP FY14
Fig. 7.1.31 -‐ Power Trading Revenue -‐ Sale of Fig. 7.1.32 : Sale of RECs (Rs. Cr.)
Power (Rs. Cr.)
14.00
3000.00 2834.98
11.45
12.00
2500.00
10.00
8.47
2000.00 7.23
8.00
1500.00 6.00
1000.00 701.45 4.00
604.84 559.39
423.66
500.00 2.00
0.00 0.26
0.00 0.00
FY11 FY12 FY13 FY14 AOP FY14 FY11 FY12 FY13 FY14 AOP FY14
Fig. 7.1.33 : Compliance to Terms & Condi9ons of Fig. 7.1.34 : Success Rate in Tenders -‐ Power
Contract agreement -‐ Power Trading (%) Trading (%)
120% 120%
100% 100% 100% 100% 100% 100%
100% 100%
80% 80%
60% 60%
42%
40% 40% 30% 31%
25%
20% 20%
0% 0%
Fig. 7.1.35 -‐ No. of REC's sold (Nos.)

70000
60472
60000
52186
47280
50000
40000
30000
20000
10000
0 911
0
FY11 FY12 FY13 FY14 AOP FY14

Fig. 7.1.37 : Contracts awarded (Bilateral) (Nos.) Fig. 7.1.39 -‐ Compliance to schedule of supply -‐
Power Trading (%)
60
48 99.7 100.0
50 100.0
90.0 84.0 82.0 80.0
40 80.0
70.0
30 60.0
50.0
20 16 40.0
30.0
10 20.0
0 0 10.0
0 0.0
Fig. 7.1.40 -‐ Unplanned outages / Devia9ons Fig. 7.1.41 : Billing Cycle 1me -‐ (GMRETL to OA
impac9ng supply -‐ Power Trading (Nos.) Clients) (Days)
25 18 16 16 16
21 16
20 14
12
15
10 8
8 6
10 7 6
5 4
0 2
0 0
Fig. 7.1.42 : Receivables -‐ (Yearly Average) -‐ Fig. 7.1.43 : GPCL -‐ Heat Rate (Kcal/kwh)
Power Trading (Rs. Cr.)
1,885
1,881
140.00
116.63 1,880
120.00
93.92 1,875
100.00 1,870 1,870
75.09 1,870
80.00 1,866
64.99
1,865 1,862
60.00
40.00 1,860
20.00 1,855
0.00 1,850
Fig. 7.1.44 : GPCL -‐ APC (%) Fig. 7.1.45 : GPCL -‐ PLF (%)
5.00% 4.58% 60.00%
4.50% 51.82% 50.65%
3.79% 47.71%
4.00% 3.66% 3.60% 3.69% 50.00%
40.88%
3.50% 36.15%
40.00%
3.00%
2.50% 30.00%
2.00%
1.50% 20.00%
1.00%
10.00%
0.50%
0.00% 0.00%

Fig. 7.1.46 -‐ GPCL -‐ Cost of Genera7on (Rs/kwh) Fig. 7.1.47 -‐ GPCL -‐ Plant Availability (%)
14 120.00%
11.14 11.55 11.49 97.71% 96.60%
12 100.00% 93.76%
88.54%
9.85
10
80.00% 70.82%
7.52
8
60.00%
6
40.00%
4
2 20.00%
0 0.00%
Fig. 7.1.48 -‐ GPCL -‐ Maintenance Index (Rs/kwh) Fig. 7.1.49 -‐ GPCL -‐ Forced Outages (%)
0.35 0.32 14.00% 13.20%
0.29
0.30 12.00%
0.25 0.22 10.00%
0.20 0.17 8.00%

0.13 5.47%
0.15 6.00%
0.10 4.00%
1.67% 1.25%
0.05 2.00% 0.75%
0.00 0.00%
Fig. 7.1.50 -‐ GPCL -‐ Forced Outages (Nos.) Fig. 7.1.51 -‐ GEL KKD -‐ Import Power (MWH)
120 1600.00
99 1350.00
1400.00
100 92 92
1200.00
80 1000.00
62 739.76
800.00 625.00
60
531.24 502.72
600.00
40 400.00
23
20 200.00
0.00
0 Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Quarterly
FY11 FY12 FY13 FY14 AOP FY14 Target
Fig. 7.1.52 -‐ GEL KKD -‐ Plant O&M Cost (Rs. Crs) Fig. 7.1.53 : GVPGL -‐ Import Power (MWH)
6.00 5.59 2500
2184
5.03 4.84
5.00 4.51 4.72
2000
4.00
1500 1252
3.00 1020 1095 1075
1000
2.00
500
1.00
0.00 0
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Quarterly Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Quarterly
Target Target

Fig. 7.1.54 : GVPGL -‐ Plant Preserva8on Cost (Rs. Fig. 7.1.55 : GVPGL -‐ Admin & FMS Cost (Rs.
Lakhs) Lakhs)
14.00 12.46 30.00
11.70 24.92
12.00 25.00
10.00 9.05 8.76
20.00 17.87 17.37 17.17
16.30
8.00 7.01
15.00
6.00
10.00
4.00
2.00 5.00
0.00 0.00
Target Target
Fig. 7.1.56 -‐ GREL -‐ Import Power (MWH) Fig. 7.1.57 -‐ GREL -‐ Plant Preserva7on Cost (Rs.
Crs)
1200 1092
25.00
1000 871
822 849 820 19.53 19.40
20.00 17.08
800
15.00 13.18 13.27
600
400 10.00
200 5.00
0 0.00
Target Target
Fig. 7.1.58 : GREL -‐ Admin & FMS Cost (Rs. Lakhs) Fig. 7.1.59 : Gujarat Solar -‐ Gross Power
Genera:on (MU's)
14.00 12.68
45.00 40.98 42.56
12.00 40.10
10.07 40.00 37.59
10.00 9.12
35.00
8.00 30.00
5.81
6.00 4.78 25.00
20.00
4.00
15.00 10.10
2.00 10.00
5.00 2.32
0.00
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 Quarterly 0.00
Target FY12 AOPFY12 FY13 AOPFY13 FY14 AOP FY14
Fig. 7.1.60 : Gujarat Solar -‐ Power Export (at Bus Fig. 7.1.61 : Gujarat Solar -‐ PLF on Gross
Bar) (MU's) Genera9on (%)
45.00 40.59 42.14 25.00%
39.69
40.00 37.27
18.91% 18.71% 18.68% 19.43%
35.00 20.00% 18.31%
30.00 13.80%
15.00%
25.00
20.00
10.00%
15.00
10.00 5.00%
5.00 2.30
0.00 0.00%
FY12 AOPFY12 FY13 AOPFY13 FY14 AOP FY14 FY12 AOPFY12 FY13 AOPFY13 FY14 AOP FY14

Fig. 7.1.62 : Gujarat Solar -‐ Plant Availability (%) Fig. 7.1.63 : Gujarat Solar -‐ Aux. Power
Consump?on (%)
120.00%
99.00% 99.97% 1.20%
100.00% 0.98% 1.00%
0.95%
1.00%
73.81% 0.85%
80.00%
0.80%
60.00% 0.60%
0.60%
40.00% 0.40%
20.00% 0.20%
0.00% 0.00%
Fig. 7.1.64 : Gujarat Solar -‐ Unplanned Outages Fig. 7.1.66 : Gujarat Solar -‐ Loss of Genera9on
(Nos.) (MU's)
60 55 450 418.16
400
50 328.02
350
40 300
250
30
200
20 150
7 100
10 6 28.65
50
0 0
Fig. 7.1.68 : Gujarat Solar -‐ Fixed Cost (Rs/kwh) Fig. 7.1.69 : Gujarat Solar -‐ Cost of Genera:on (F
+V) (Rs/kwh)
20.00
17.57
18.00 20.00
17.57
16.00 14.17 18.00
14.00 12.74 13.02 16.00 14.17
12.23 13.02
14.00 12.23 12.74
12.00
12.00
10.00 8.02 10.00 8.02
8.00
8.00
6.00 6.00
4.00 4.00
2.00 2.00
0.00 0.00
Fig. 7.1.70 : Gujarat Wind -‐ Gross Power Fig. 7.1.71 : Gujarat Wind -‐ Power Export (at Bus
Genera9on (MU's) Bar) (MU's)
6.00 6.00
5.11 5.00
5.00 5.00
4.10 4.15 3.99 3.97 3.97 3.91
4.00 4.00
3.00 3.00
2.02 1.93
2.00 2.00
1.18
1.00 1.00
0.02
0.00 0.00

Fig. 7.1.72 : Gujarat Wind -‐ PLF (%) Fig. 7.1.73 : Gujarat Wind -‐ Plant Availability (%)
30.00% 28.00% 100.00%
98.00%
25.00% 23.00% 95.00% 95.00% 95.00%
22.00% 96.00%
94.00%
20.00% 17.00%
92.00% 90.87%
15.00% 89.46%
15.00% 12.89% 90.00%
87.56%
88.00%
10.00% 86.00%
84.00%
5.00%
82.00%
0.00% 80.00%
Fig. 7.1.74 : Gujarat Wind -‐ Aux. Power Fig. 7.1.79 : Gujarat Wind -‐ Fixed Cost (Rs/kwh)
Consump>on (%)
6.00
4.72% 5.26
5.00%
4.34% 5.00
4.50%
4.00%
4.00
3.50% 3.05%
3.00% 2.92
3.00 2.69
2.50% 2.00% 2.00% 2.00% 2.26
1.96 1.99
2.00% 2.00
1.50%
1.00% 1.00
0.50%
0.00% 0.00
Fig. 7.1.80 : Gujarat Wind -‐ Cost of Genera:on (F Fig. 7.1.81 : Tamilnadu Wind -‐ Gross Power
+V) (Rs/kwh) Genera:on (MU's)
6.00 3.00 2.70 2.69
5.26 2.55
5.00 2.50
4.00 2.00
1.64
2.92
3.00 2.69 1.50
2.26
1.96 1.99
2.00 1.00 0.82
1.00 0.50
0.13
0.00 0.00
Fig. 7.1.82 : Tamilnadu Wind -‐ Power Export (at Fig. 7.1.83 : Tamilnadu Wind -‐ PLF (%)
Bus Bar) (MU's)
30.00%
3.00 25.00% 25.00%
2.65 2.64 23.00% 23.00%
2.50 25.00%
2.50
20.00%
2.00 15.00%
1.61
15.00%
1.50
1.00 0.81 10.00%

5.00%
0.50 5.00%
0.12
0.00 0.00%

Fig. 7.1.84 : Tamilnadu Wind -‐ Plant Availability Fig. 7.1.85 : Tamilnadu Wind -‐ Aux. Power
(%) Consump>on (%)
100.00% 97.56% 6.00%
95.00% 95.00% 95.00% 4.97%
96.00% 5.00%
92.00% 89.68% 4.00%
88.00% 85.23% 3.00%

2.00% 2.00% 2.00% 2.00% 2.00%
84.00% 2.00%
80.00% 1.00%
76.00% 0.00%
Fig. 7.1.90 : Tamilnadu Wind -‐ Fixed Cost (Rs/kwh) Fig. 7.1.91 : Tamilnadu Wind -‐ Cost of Genera;on
(F+V) (Rs/kwh)
40.00
35.10
40.00
35.00 35.10
35.00
30.00
30.00
25.00
25.00
20.00
20.00
15.00
15.00
10.00 10.00
5.35 5.11 5.35 5.11
2.99 2.84 3.55 2.99 2.84 3.55
5.00 5.00
0.00 0.00
Fig. 7.1.92 : Capex Op1miza1on CIPs Fig. 7.1.93 : Cost Reduc4on CIPs
40 60
33.37 48
35 30 50
42
30
40
25
18
20 30 24
20.82
15
20
10 5 6 8 7
3 10 3.00 4
5 1.35 1 0.5 1.21
0 0
FY12 FY13 FY14 FY12 FY13 FY14
No. of CIPs Rs. Cr No. of Employees involved No. of CIPs Rs. Cr No. of Employees involved
Fig. 7.1.94 : Process Improvement CIPs Fig. 7.1.95 : Idea Factory

300 400 353
252
234 350
250
300
200
250 205 209
150 200
150 117
100 72 84 91
42 39 100
50 12 0.22
0 1.87 50 0.46 3.98 1.78
0 0
FY12 FY13 FY14 FY12 FY13 FY14
No. of CIPs Rs. Cr No. of Employees involved Ideas received Ideas approved Savings (Rs. Cr)
Fig. 7.1.96 : Project Bijlee & Paani Fig. 7.1.97 : KSS / Power Talks and Employee Par=cipa=on to KM Ac=vi=es
80
67 69
11 70
12
60 53
10
50
8 39
40
6 27
30
19
4 20
2 1.58
2 0.67 10
0 0
No. of Projects Savings (Rs. Cr) FY12 FY13 FY14
Project Bijlee Project Paani KSS & Power Talks (Nos.) Employee ParCcipaCon

Fig. 7.1.98 – Learning documents compiled
Fig. 7.1.99 : Supplier Sa1sfac1on Index
6.00
5.00 5.00 5.00 5.00 5.00 5.00
5.00
4.15 4.11 4.15 4.01 4.05 4.06 4.16 4.15 4.1 4.03 4.01 3.99
3.96 3.99 3.96 3.86 3.76
4.00 3.61
3.00
2.00
1.00
0.00
Overall Experience with Sourcing & Contract PO Process : Supply / Onsite Working Payment process (Index) Vendor SaQsfacQon
GMR (Index) Management (Index) Service (Index) condiQons (Index) Score (Index)
FY12 FY13 FY14 Target
Fig. 7.1.100 : S Curve – EPC – CTPP Project Fig. 7.1.101 : S Curve – Engineering Progress – CTPP Project
Fig. 7.1.102 : S Curve – Procurement – CTPP Project Fig. 7.1.103 : S Curve – Construction – CTPP Project

Fig. 7.1.104 : S Curve – Over all progress – CTPP Project

7.2 Customer-Focused Outcomes
Fig. 7.2.1 : GPCL -‐ CSI (Index) Fig. 7.2.2 -‐ GPCL -‐ Customer Mee5ngs (Nos.)
4.45 4.4 74
72
4.40 72
4.35 4.3 70
4.30 68
4.25 68
4.2
4.20 66 65
4.15 4.1 64 63
4.10
62
4.05
4.00 60
3.95 58
FY11 FY12 FY13 FY14 Target FY11 FY12 FY13 FY14 Target
Fig. 7.2.3 : Customer workshops / Interac;ons -‐ Fig. 7.2.4 : Customer Visits / Mee5ngs -‐ Power
Power Trading (Nos.) Trading (Nos.)
300 300
250 250
250 250
200 182 200 182

148 148
150 130 150 130
100 100
50 50
0 0
Fig. 7.2.5 : Concerns raised by Power Trading Fig. 7.2.6 : Customer Sa4sfac4on Survey Index -‐
Customers (Nos.) Power Trading (Index)
4 5.10
3 5.00
3 5.00
3 4.90
2 4.80
2 4.70 4.64
4.60 4.60
1 4.60
1 4.50
0
0 4.40

Fig. 7.2.7 : Complaints received -‐ Power Trading Fig. 7.2.8 : Customer Base -‐ OA Customers -‐
(Nos) Bilateral (Nos)
12 30
10 25
10 25
8
8 7 20
6 15
4
4 10
2 5 3
0 0
0 0
FY11 FY12 FY13 FY14 FY11 FY12 FY13 FY14 Target
Fig. 7.2.9 : Customer Base -‐ OA Customers -‐

Exchange (Nos.)
120 114
103
100
80
60
43
40 27
20
0
FY11 FY12 FY13 FY14 Target

7.3 Workforce-Focused Outcomes
Fig. 7.3.1 : Training Programs Fig. 7.3.2 : Training Mandays
350 4000 3740

288
300 260 3500 3142 3103
250 3000
187 2500
200 1935 1827
135 2000
150 120
1500
100 79 913
1000 526
50 28 15 273
500
0 0
FY11 FY12 FY13 FY14 FY11 FY12 FY13 FY14
Technical (Nos) Behavioral (Nos) Technical (Mandays) Behavioral (Mandays)
Fig. 7.3.3 : Training Ra.o Fig. 7.3.4 : Training Programs

3.00 2.75 2.71 300
250 251
2.50 250 215
2.04 1.92 2.01
2.00 200 166
1.39 1.34 145
1.50 1.19 150
91
1.00 100
0.50 34
50 16
0.00 0
Technical (Mandays/Employee) Behavioral (Mandays/Employee)

Internal (Nos) External (Nos)
Fig. 7.3.5 : Training Mandays Fig. 7.3.6 : Employees covered under

Talent Management
6000 500 458
5098 429
450
5000 4265 400
4000 350
3129 300
3000 250 203
200
2000 1186 150 100
633 839
1000 402 100 33 33 20
40 50 11 11 23 6 7 0 0 0 6 0 0 0 2
0 0
Internal (Mandays) External (Mandays) PDD CIDP LDP DC ELP YG & STEP CEPCOM

Fig. 7.3.8 : Employees covered under Reward & Recogni<on
180
153
160
140
120 98
100 76
80
52
60
31
40 22
10 11
20 8 1 0 0 0 3 5 0 0 3 3 9 0 4 4 5
0
FY11 FY12 FY13 FY14
Spot Awards Best Performer Best Employees Outstanding ContribuGon
Employees FacilitaGon I Value U Zeal Factory Star of the Month
Fig. 7.3.9 : Leadership Communica8on Fig. 7.3.10 : Talent Acquisi6on (Nos.)

160 450 403 417
139
140 400
120 350
100 300 249
68 250
80 171
50 200
60 48
150
40 100 70
16 30
20 8 7 9
50
0 0
FY11 FY12 FY13 FY14 FY11 FY12 FY13 FY14 DIAL FY14 GHIAL
FY14
SLM THM
Fig. 7.3.11 : Cost of Hiring and Cycle Time Fig. 7.3.12 : Job Rota1on under IJP
100 94
88.23 25
20
80 20 17
58 15
60 15 12
35.7
40 29.5 25.8 30.6
10
18.87 5
20 4
5
0 0
0 0
FY12 FY13 FY14 DIAL FY14 GHIAL FY14 FY11 FY12 FY13 FY14
Cycle Time of Recruitment (No of Days)
Recruitment Cost (Rs. Lakhs) Within Sector (Nos) Within Group (Nos)
Fig. 7.3.13 : A+ri-on (%) Fig. 7.3.14 : Employees coverage under V&C and
COBCE
20.00 18.64
18.00 100 100 100 100 100 100 100 100
16.00 100
14.00 75
12.00 10.74 10.60
9.52 50
10.00
8.00 25
6.00
4.00 0
FY11 FY12 FY13 FY14
2.00 Employees coverage under V&B (%)
0.00
FY11 FY12 FY13 FY14 Employees coverage under COBCE (%)

Fig. 7.3.15 : % employees gap addressed -‐ Fig. 7.3.16 : A,ri.on levels of New Joiners
CEPCOM Based (%) (Within one year) (%)
45.00 40.40 40.89 16.00
13.90
40.00 14.00
35.00 31.74
12.00
30.00 9.20
10.00
25.00
8.00 6.45
20.00
6.00 5.03
15.00
10.00 4.00
5.00 2.00
0.00 0.00
FY12 FY13 FY14 FY11 FY12 FY13 FY14
Fig. 7.3.18 : Employee Engagement Score Fig. 7.3.19 : New Employees Eligible under
PMP (First Cycle) (Nos.)
180 153 147
160 131
5.00 140
4.04 3.99 4.00 4.05 110
3.76 3.62 120
4.00 100
80
3.00 60 27 31
40 20 17
2.00 20
0
1.00
FY11 FY12 FY13 FY14
0.00
2011 2012 2013 2014
New employees eligible under PMP [First Cycle] (Nos)
Energy Group % employees rated EE & Above (Nos)
Fig. 7.3.20 : Training Effec3veness Index (Level 1 -‐ Fig. 7.3.21 : Adherence to Training Calendar (%)
Reac3on Feedback) (Score)
4.38 4.37 90
78 80
80 75
4.36 4.35
70
4.34 60
50
50
4.32
4.30 4.30 40
4.30 30
20
4.28
10
4.26 0
Fig. 7.3.22 : Posi-ons closed through Portal [No Fig. 7.3.23 : Adherence to Hiring Plan (%)
consultants] (%)
70 64 98
97
60 97
96
50 96
95
40 95
30 24 94
93
20 13 93
10 92
2
0 91

Fig. 7.3.23A : Succession planning Fig. 7.3.24 : First Aid Cases (Nos)
180 163
2500
160
140 1923
120 2000
100 88
80 59
50 1500
60
40 12 910
20 1 1000
0
No. of cri2cal posi2ons % posi2ons for which % mapped posi2ons 369
500
iden2fied step in and long term actually filled by ST/LT
successors mapped successors
0
FY13 FY14
Hay Group (Job evaluation Job design) Year 2014
No. of Employees Assessed 1150
No. of Unique positions identified 234
No. of CTRs completed 1150
Fig. 7.3.25 : Medical Treatment Cases, Reportable Incidents, LTI, Fatality
14
12
12
10
8 7
6 6 6 6
6 5
4
4
2 2
2 1 1
0 0
0
Fig. 7.3.25 : Medical Treatment Cases (Nos) No. of Reportable incidents (Nos) LTI (Nos) Fatality (Nos)
Fig. 7.3.26 : LTIFR (Rate)

0.25
0.20 0.20
0.20 0.18 0.18
0.15
0.12
0.10
0.05
0.00

Fig. 7.3.27 : LTI Severity Rate, Fatality Incidence Frequency Rate, First Air Injury Frequency Rate
600.00 550.03
488.90
500.00
400.00 366.03
300.00
200.00
100.00
0.044 0.098 0.06
42.8 14.89 11.23
0.56 0 0
0.00
LTI Severity (Rate) Fatality Incidence Frequency (Rate) First Aid Injury Frequency (Rate)
Fig. 7.3.28 : Near Miss (Nos) Fig. 7.3.29 : Tool box mee2ng (Nos)
160 20000 18368

141
140 18000
16000
120 13734
14000
100 12000 10463
80 10000
60 51 8000
6000 4790
40
4000
20 2000
0 0
Fig. 7.3.30 : Unsafe Condi3ons, Unsafe Act (Nos) Fig. 7.3.31 : Mock Drill conducted (Nos)
6000 20 18 18
4930 18
5000
16
3843 14
4000
12
3000 2703 10
8
2000 6
4
1000
299 2
0 0
Fig. 7.3.32 : Safety Training programs (Nos) Fig. 7.3.33 : OH Diseases detected (Nos)
4000 3616 5
3500
4
3000
No OH Diesases
2500 3 case detected
2000
1367 1311 2
1500
1000
409 1
500
0 0 0 0
0 0

Fig. 7.3.34 : Coverage of Workforce under Fig. 7.3.35 : Reportable Environment Incidence
periodic medical examina;on (Nos) (Oil spillage, toxic / ash discharge, Acid leakage,
12000 1 ESP failure etc.) (Nos)
10175
10000
0.8
8000
0.6 No Reportable
6000 Environment
Incidence
0.4
4000
2000 0.2
0 0 0 0 0 0 0
0 0
Fig. 7.3.36 : EHS Promo1onal Campaign (Nos) 25 Fig. 7.3.37 : Fire Incidences (Nos.)
20
50 20
44
45
40 15
35
28 9
30 10
25
20 5
15
0 0
10 0
5 0 0 FY11 FY12 FY13 FY14
0
Major Fire Incidents (Nos) Minor Fire Incidents (Nos)

7.4 Leadership and Governance Outcomes
Fig. 7.4.2 : Ethical Culture Survey, Concerns Raised-Resolved, Resolution Cycle Time & System Improvement
Sr No. Process FY12 FY13 FY14
1 Ethical Culture Survey Nil 3.83 Planned Every Alternate Year
2 Ethics/ Fraud Awareness Training Programs conducted. Nil Nil 12
3 Ethics complaints received. ( Whistle Blower) Nil Nil 3
4 Corrective action on WB complaints received. Nil Nil 3
5 Resolution Cycle time (Energy) Nil Nil < 45 Days
6 Alert Notes based on Intelligence inputs Nil Nil 12
7 System Improvement Notes based on WBP/other complaints Nil Nil 6
Fig. 7.4.3-‐1 : Senior Leadreship personal Fig. 7.4.3-‐2 : GMR Site Employees Involved in
involvement in Founda<on Ac<vi<es (Nos) Founda?on Ac?vi?es (Nos)
70 1000
61 863
900 827
60 55
800
50 657
700
39 600
40
29 500
30 400 340
20 300
200
10
100
0 0
FY12 FY13 FY14 Target FY12 FY13 FY14 Target
Fig. 7.4.4 : No. of Beneficiaries (Nos) Fig. 7.4.5 : GMRVF Spend (Rs. Lakhs)
100000 93200 94750 95000 480

90000 457.79
460
80000
68681
70000 440 428.6
60000 416.6
420
50000
40000 400
383.2
30000 380
20000
360
10000
0 340
FY12 FY13 FY14 Target FY12 FY13 FY14 Target
Fig. 7.4.6 : GKEL -‐ Stack Emission : SPM (mg/NM3)
Statutory limit
28.5 28.2 50 mg/NM3
28
27.5
27
26.4
26.5
26
25.5
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14

Fig. 7.4.7 : EMCO Stack Emission
Statutory limit
120.0 108.0 106.0
SOX -‐ 46MT
NOX -‐ 150 mg/NM3
100.0 Dust -‐
81.0 SPM -‐ 50 mg/NM3
80.0 70.0 PPM -‐
Ammonia -‐ 50 PPM
60.0
44.0 42.0 41.0 41.0 CO2-‐

40.0
19.0
13.0
20.0 7.7 11.0
0.0 0.6 0.6 0.6
0.0
SOX (MT) NOX (mg/NM3) Dust SPM (mg/NM3) PPM Ammonia (PPM) CO2
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.4.8 : GPCL Stack Emission

4500 4228 4121 Statutory limit
3871 SOX -‐ 190 ppm
4000
NOX -‐ 1100 ppm
3500 Dust -‐ 150 mg/NM3
2933
3000
2500
2000
1500
528 499
1000 544
265 254 181 239 374
500 120 137 98 129
0
SOX(MT/Annum) NOX (MT/Annum) Dust(MT/Annum) CO2 (1000 MT/Annum)
FY11 FY12 FY13 FY14
Fig. 7.4.9 : GKEL Ambient Air Quality

Statutory limit
70.00 64.81 PM10 -‐ 100 µg/m3
59.05 PM2.5 -‐ 60 µg/m3
60.00
NOX -‐ 80 µg/m3
50.00 SO2 -‐ 80 µg/m3
36.64 CO-‐1Hr -‐ 4 mg/m3
40.00 33.64
30.00
20.00 13.50
13.26
7.90 8.34
10.00
0.30 0.35
0.00
PM10 (µg/m3) PM2.5 (µg/m3) NOX (µg/m3) SO2 (µg/m3) CO-‐1Hr (mg/m3)
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.4.10 : EMCO Ambient Air Quality -‐ Loca?on Switch Yard Statutory limit
90.00
PM10 -‐ 100 µg/m3
80.00 76.00 79.00 PM2.5 -‐ 60 µg/m3
SOX -‐ 80 µg/m3
70.00 63.33 NOX -‐ 80 µg/m3
58.00
60.00
50.00 44.00
40.00 32.67
26.67 24.67
30.00
20.00 12.90
7.20 7.17 7.57 9.50 9.63 10.40 10.67
10.00
0.00
PM10 (µg/m3) PM2.5 (µg/m3) SOX (µg/m3) NOX (µg/m3)
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14

Fig. 7.4.11 : EMCO Ambient Air Quality -‐ Loca>on Reservoir Statutory limit
80.00 74.00 PM10 -‐ 100 µg/m3
PM2.5 -‐ 60 µg/m3
70.00 63.33 63.67 SOX -‐ 80 µg/m3
60.00
60.00 NOX -‐ 80 µg/m3
50.00
40.33
40.00
28.67
30.00 23.67 24.00
20.00
8.00 7.03 6.50 7.70 10.33 10.47 9.33 8.50
10.00
0.00
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.4.12 : EMCO Ambient Air Quality -‐ Loca?on CHP Statutory limit
90.00 PM10 -‐ 100 µg/m3
80.00 PM2.5 -‐ 60 µg/m3
80.00 75.00
71.00 70.00 SOX -‐ 80 µg/m3
70.00 NOX -‐ 80 µg/m3
60.00
50.00 45.00
37.00
40.00 31.00 32.00
30.00
20.00 10.00 8.00 8.00 9.00 11.00 12.00 12.00 12.00
10.00
0.00
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14
Fig. 7.4.13 : GPCL Ambient Air Quality

Statutory limit
SOX -‐ 80 µg/m3
35 31.05 NOX -‐ 80 µg/m3
30 26.55 PM10 -‐ 100 µg/m3
24.68 23.52
25 22.42 21.74 22.93
20.14
20
15
8.91 8 8.73 8.47
10
5
0
FY11 FY12 FY13 FY14
SOX (µg/m3) NOX (µg/m3) PM10 (µg/m3)
Fig. 7.4.14 : Plant Noise Level (GKEL & EMCO) Fig. 7.4.15 : GPCL -‐ Plant Noise Level
Statutory Limit Statutory Limit

Day -‐ 75 dbA 75 dbA
Night -‐ 70 dbA
73.6 61.9 74.1 59.90
80.0 61.9 60.00
70.0 59.4 58.9 58.7 58.9 61.9 58.9 61.9 58.9
59.50 59.20
60.0
50.0 58.80
59.00 58.60
40.0
30.0 58.50
20.0 58.00
10.0
0.0 57.50
Q1-‐FY14 Q2-‐FY14 Q3-‐FY14 Q4-‐FY14 FY11 FY12 FY13 FY14
GKEL -‐ Plant Noise Level (dbA -‐ Day) GKEL -‐ Plant Noise Level (dbA -‐ Night)
EMCO -‐ Plant Noise Level (dbA -‐ Day) EMCO -‐ Plant Noise Level (dbA -‐ Night) Fig. 7.4.15 : GPCL -‐ Plant Noise Level

Fig. 7.4.16 : Green Belt development -‐ GKEL, EMCO, CTPP
60000
50000
50000
40000 40000 40000
40000
30000 30000
30000 25000
20000 20000
20000 18500
15000 15000
12000
10000
10000
0
GKEL -‐ No. of saplings GKEL -‐ No. of saplings EMCO -‐ No. of saplings EMCO -‐ No. of saplings CTPP -‐ No. of saplings CTPP -‐ No. of saplings
planned actual planned actual planned actual
FY11 FY12 FY13 FY14
Fig. 7.4.17 : Carbon Footprint -‐ G&L Plants

600000 543534 527719
498505
500000
374104
400000 321755
300000
200000 113956
100000
0 0
0
FY11 FY12 FY13 FY14
GPCL -‐ Carbon Footprint -‐ (Tons of CO2/Annum) GVPGL -‐ Carbon Footprint -‐ (Tons of CO2/Annum)
GVPGL -‐ Points Credited -‐ (CER's)

7.5 Financial and Market Outcomes
Fig. 7.5.1 : Revenue (Rs. Cr) Fig. 7.5.2 : EBITDA (Rs. Cr)
6000 1200 1131
5326
5000 1000
4000 800
2986
3000 600 473
2241 2152
1968
2000 400
251
140 151
1000 200
0 0
FY11 FY12 FY13 FY14 Target FY14 FY11 FY12 FY13 FY14 Target FY14
Fig. 7.5.3 : PBT (Rs. Cr) Fig. 7.5.4 : PAT (A.er minority) (Rs. Cr)
400 200 78
196
200 0
0 FY11 FY12 FY13 FY14 Target FY14
-‐200
FY11 FY12 FY13 FY14 Target FY14 -‐134
-‐200
-‐400
-‐54
-‐400
-‐600
-‐600 -‐621
-‐620 -‐580 -‐800 -‐728
-‐800
-‐1000
-‐1000
-‐1200 -‐1200
-‐1400 -‐1400
-‐1348 -‐1338
-‐1600 -‐1600
Fig. 7.5.5 : EBITDA Margin (%) Fig. 7.5.6 : PAT Margin (%)
30.00 10
3.96
24.03
25.00 0
21.24
FY11 FY12 FY13 FY14 Target FY14
20.00 -‐10 -‐5.98
-‐11.66
15.00
11.20 -‐20
10.00
6.51 -‐30
5.06
5.00 -‐33.83
-‐40
0.00
FY11 FY12 FY13 FY14 Target FY14 -‐50 -‐44.81

Fig. 7.5.9 : EBITDA / Interest (Ra9o) Fig. 7.5.10 : Net Debt : Equity (Ra7o)
3.50 9
7.85
2.92 8
3.00
7
2.50 5.54
6
2.00 4.62
5
3.81
1.36 4
1.50
0.98 3
1.00 1.64
2
0.40
0.50 0.14 1
0.00 0
Fig. 7.5.11 : Cash & Cash Equivalent (Rs. Cr) Fig. 7.5.14 : Trading Margins (Rs. Cr)
1600 1476 1477 30.00
1347 25.79
1400
25.00
1200 1130
20.00
1000
800 630 15.00
600 8.66 8.03
10.00 7.42
400
5.00 3.57
200
0 0.00

EMCO Unit 1 & 2 and GKEL Unit 1,2 & 3
1650 MW
commissioned leading to increase
in installed power generation
capacity by
Energy Revenue increased by
38.43%
Trading margin
improved by 125%
LTIFR reduced to 0.18 from 0.20
Cost Optimization exercise in
GEMS leading to annualized savings of
14 Mn
Idea generation improved
by 40.79% (YoY), Total savings
USD from Implemented ideas
` 6.22 Cr
Corporate Head Office: IBC Knowledge Park, 10th Floor, "D" Block,
Bannergatta Road, Bangalore - 560 029
www.gmrgroup.in

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Business Excellence in

INSIDE THE REPORT

Glossary of key terms 05

Glossary of figures & tables 07

Category 2. Strategic Planning 52

Category 3. Customer Focus 64

Category 4. Measurement, Analysis and Knowledge Management 73

Category 5. Workforce Focus 87

Category 6. Operation Focus 103

Business Results 116

2 Business Excellence in GMR Energy | FY 2013-14

Business Excellence in GMR Energy | FY 2013-14 3

4 Business Excellence in GMR Energy | FY 2013-14

Business Excellence in GMR Energy | FY 2013-14 5

6 Business Excellence in GMR Energy | FY 2013-14

Business Excellence in GMR Energy | FY 2013-14 7

8 Business Excellence in GMR Energy | FY 2013-14

Business Excellence in GMR Energy | FY 2013-14 9

Key Challenges Opportunities

10 Business Excellence in GMR Energy | FY 2013-14

Overview of Power Sector

Indian Power Sector Key Challenges Opportunities

Business Excellence in GMR Energy | FY 2013-14 11

P.2 A Competitive Environment and poor financial health of Discoms.

12 Business Excellence in GMR Energy | FY 2013-14

Fig. OP.2 – Competitive Changes

Aspect Competitive Changes

P.2 B Strategic Context

Key Aspects Current Scenario Key Takeaways

• Expectation of economic upturn; mood

Business Excellence in GMR Energy | FY 2013-14 13

• FRP for DISCOMs is in place.

14 Business Excellence in GMR Energy | FY 2013-14

• Ensuring 150 MW transmission corridor for

• Timely COD for

• Achieving • High level of

Business Excellence in GMR Energy | FY 2013-14 15

Key Competitive & Comparative

Projects Engagement with Global Consultants, PMI, Infra-line

P.1 Organizational Description

16 Business Excellence in GMR Energy | FY 2013-14

@ - Other power projects under development include:

Fig. OP.6 GMR Energy – Key Events and Milestones

• SBU oriented structure for higher level of De-centralization and Empowerment

Foray into power sector –

Business Excellence in GMR Energy | FY 2013-14 17

P.1 A Organizational Environment construction, we have 1,370 MW of coal-based, 768MW of

18 Business Excellence in GMR Energy | FY 2013-14

“GMR Group will be an institution in perpetuity that will build entrepreneurial

Business Excellence in GMR Energy | FY 2013-14 19

the most profitable and one of the

in India and derive value by

• Diversifying strategically across Going beyond the individual, encouraging

Energy value chain Deliver the promise

Respect for individual

Fig. OP.10 – Workforce Profile – Segments & Diversity

20 Business Excellence in GMR Energy | FY 2013-14

Business Excellence in GMR Energy | FY 2013-14 21

Operating Asset / Beneficial Gross Operational Commercial

P.1 A5 Regulatory Requirements • National Electricity Policy

22 Business Excellence in GMR Energy | FY 2013-14

P.1 B2 Customers & Stakeholders

Fig. OP.13 – Market Segments, Customer Segments & Key Expectations