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UP Rajya Vidyut Utpadan Nigam Ltd

Corporate Plan

(2005-2012)

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Cheap electric power is essential for the development of a country. In fact, modern lifedepends so largely on the use of electricity that the quantity of electricity used per capita in acountry is an index of its material development and of the standard of living obtained in it. Apartfrom its use in industrial undertakings, electricity has a remarkable diversity of application.Electricity can provide cheap power for pumping water for irrigation, and for numerous operations inagriculture and in the home. Extensive use of electricity can bring about the much-needed changein rural life in India. It cannot only improve methods of production in agriculture and encouragecottage and small scale industries but can also make life in rural areas much more attractive andthus help in arresting the influx of rural population into cities.

-India's First Five-Year Plan1

Prelude

A Corporate Plan outlines the road map to be taken by the company in achieving thevision. A well-written and Institutionalized long term Corporate Plan is of strategic importance. Itserves as a reference for developing detailed strategic and operational plans in keeping with thevision. It also helps in measuring the achievements of the Organisation against the plan.Recognizing this importance of a long term Corporate Plan, UPRVUNL has initiated this process.

The Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd. (UPRVUNL) was incorporated onAug.25, 1980 for construction of new Thermal Power Stations in the State Sector in Uttar Pradesh.This Nigam constructed and operated 2X210 MW units at Unchahar Thermal Power Station, whichwas on Feb 13, 1992 transferred to NTPC against the Electricity dues of the then UP State

Electricity Board (UPSEB). Subsequently, the work of Maintaining & Operating the Thermal PowerPlants in the State Sector was transferred to UPRVUNL on 14 Jan. 2000 on unbundling of UPSEBas per UP Electricity Reforms Act, 1999 and operation of UP Electricity Reform Transfer Scheme,2000. From that date UPRVUNL owns and operate the following Thermal Stations in UttarPradesh-

a. Anpara (3*210 + 2*500 = 1630 MW)b. Obra (4*40 + 3*94 + 5*200 = 1442 MW)c. Harduaganj (1*40 + 2*55 + 2*60 + 1*105 = 375 MW)d. Panki (2*105 = 210 MW)

e. Parichha (2*110 = 220 MW)

Among these units, many of them have crossed their useful working life of 25 years, andsome of them are closed since long, amounting to an effective available capacity of 3777 MW only.As against the peak demand for power at over 7500 MW, the actual average generation in theState is around 2600 MW only. Add to this the imports of about 3000-3200 MW of power, the totalavailability of power to the consumers is around 5400-5600 MW, leading to a deficit of 25-28%.

Power generation scenario in the country

The total installed power generation capacity in the country is as follows -2

Table - Power Generation In IndiaSector MW %age

State sector 70,447 57.1Central sector 39,908 32.3

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Table - Power Generation Mix

Fuel MW %ageCoal 68,308 55.4

Gas 12,430 10.0Oil 1,201 0.9

Thermal 81,939 66.3Hydel 32,135 26.0

Nuclear 3,310 2.7

Renewable 6,158 5.0

Total 123,542 100.0

Of this total installed capacity, the generation available for meeting the peak demand of88,667 MW is only 80631 MW, leading to a deficit of 9.1%.

On the other hand, the status of rural electrification in India is as follows -

Table: Village Electrification Status

No. of villages (census 1991) 593,732No. of villages electrified (31 March, 2004) 474, 982Electrification % 80%

No. of rural households (census 2001) 138,271,559

No. of villages having access to electricity 60,180,685Electrification % 44%

The Ministry of Power, GOI has set a goal: "Power for all by 2012" (see Annexure I formore details)"

3. In order to achieve this mission, the government has set the following specific

objectives. Sufficient power to achieve GDP growth rate of 8% Reliable power Quality power

Optimum power cost Commercial viability of power industry Power for all

In particular, the strategy for enhancing power generation would focus on low costgeneration, optimization of capacity utilization, controlling the input cost, optimization of the fuelmix, technology up gradation, and utilization of non-conventional energy sources.

The national scenario of power generation is as follows4:

Table - Sector Wise Position

Sector Capacity (MW) Plant Load Factor (%)2002-03 2003-04 2004-05 2005-06 2002-

032003-04 2004-05 2005-06

Central 21790.00 22710.00 24210.00 25527.50 77.17 78.69 81.45 81.91

State 36316.50 36871.50 36971.50 37846.50 68.93 68.80 69.77 67.30

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Strategic intent of UPRVUNL

The comparative figures for the five thermal plants operated by UPRVUNL are as follows:

Table - UPRVUNL PLF

Plant Capacity MW2004-05

PLF (%)2004-05

Capacity MW2005-06

PLF (%)2005-06

Obra 1442 43.96 1442 45.22

Panki 242 49.21 210 51.47

Harduaganj 375 19.21 375 16.50

Parichha 220 50.19 220 41.66

Anpara 1630 80.60 1630 83.27

Total 3909 57.54 3877 58.58

Table - UPRVUNL Oil Consumption

Plant Capacity MW2004-05

Sp.OilConsumption

2004-05(KL/MW)

Capacity M.W.2005-06

Sp.OilConsumption

2005-06Obra 1442 4.16 1442 4.16

Panki 242 3.57 210 4.94

Harduaganj B 375 11.41 375 11.85

Parichha 220 3.93 220 8.60

Anpara 1630 0.72 1630 0.57

Total 3909 2.34 3877 2.43

Barring the Anpara TPS, all other stations need significant improvement in their efficiency,while it is recognized that the equipments in these plants have crossed their useful life of 20 yearsand still running, even after neglecting the overhauling norms and thus leading to lower efficiencies.In order to make them efficient, refurbishment renovation and modernization plans need to be highon priority.

In order to expedite the process of efficiency improvements and life extension projects, along-term perspective and direction on how the Nigam has to grow and sustain effectiveperformance is imperative.

In order for UPRVUNL to operate as an independent corporate entity, it has to adoptmodern management techniques for planning, resource mobilization, with optimal management ofits resources for achieving their efficiency targets and effective performance. Apart from thisUPRVUNL has also to add to its existing capacity, in order to bridge the gap between demand(restricted and unrestricted both) and the supply, keeping into account the quota from CentralGenerating Stations and the IPPs.

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Chapter 1 - The Corporate Agenda

1.1 VISION: -

"To become the best integrated state power utility, producing reliable,

quality, competitive and eco-friendly power; making UP self-reliant inpower; powering UP's all-round development."

1.2 MISSION: -

The mission of UPRVUNL for 2012 is as follows:

In achieving our vision, we will strive: To accelerate addition of power generation capacity by extending existing projects

and installing new plants to make available reliable and quality power, using state-of-the art technologies. Adopt a broad based capacity portfolio including Hydro Power, LNG and non-

conventional and eco-friendly facts. To enhance the power generation through increasing efficiency of operations

above the national level by periodic refurbishment and renovation & modernizationof plants, and maximizing the availability of units.

To reduce the cost of generation through efficient management practices includingimplementation of Commercial Accounting system and Enterprise ResourcePlanning.

Ensure timely realization of revenues. To focus our efforts to meet all environmental norms and standards in order to

become a socially responsible corporate entity with thrust on environmentprotection, ash utilization, community development and energy conservation.

To become the preferred employer by incorporating total quality philosophy in allhuman resource policies and norms to continuously attract and develop competentand human resources to match national standard.

To explore opportunities for vertical integration in areas such as power trading,distribution, transmission, coal mining etc.

1.3 OBJECTIVES

To realize the vision and mission, seven key corporate objectives have been identified.These objectives would provide the link between the defined mission and the functionalstrategies:

1.3.1 BUSINESS PORTFOLIO GROWTH

To consolidate UPRVUNL position as the leading state thermal power generationcompany in India and establish a presence in hydropower segment.

To broad base the generation mix by evaluating conventional and non-conventionalsource of energy to ensure long run competitiveness and mitigate fuel risks.

To diversify across the power value chain in the State by considering backwardand forward integration into areas such as power trading, transmission, distribution,coal mining, coal beneficiation etc.

To develop a portfolio of generation assets in domestic markets

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To ensure rapid commercial decision making, using customer specific informationwith adequate concern for the interests of the customer.

1.3.3 AGILE CORPORATION

To ensure effectiveness in business decisions and responsiveness to changes in

the business environment by:- Adopting a portfolio approach to new business development.- Continuous and coordinated assessment of the business environment to

identify and respond to opportunities and threats. To develop a learning Organisation having knowledge-based competitive edge in

current and future businesses. To effectively leverage Information Technology to ensure speedy decision-making

across the Organisation.

1.3.4 PERFORMANCE LEADERSHIP

To continuously improve on project execution time and cost in order to sustain longrun competitiveness in generation.

To operate & maintain UPRVUNL stations at par with the best-run state utilities inthe country with respect to availability, reliability, efficiency, productivity and costs.

To effectively leverage Information Technology to drive process efficiencies. To aim for performance excellence in the diversification businesses. To embed quality in all systems and processes.

1.3.5 HUMAN RESOURCE DEVELOPMENT

To enhance organisational performance by institutionalising an objective and openperformance management system.

To align individual and organisational needs and develop business leaders byimplementing a career development system.

To enhance commitment of employees by recognizing and rewarding highperformance.

To build and sustain learning Organisation of competent class professionals.

To institutionalise core values and create a culture of team building, empowerment,equity, innovation and openness which would motivate employees and enableachievement of strategic objectives.

To install and implement state of the art systems in conformity with similar functionsuccessful Organisations.

To effectively leverage Information Technology in promoting completetransparency.

1.3.6 FINANCIAL SOUNDNESS

To maintain and improve the financial soundness of UPRVUNL by prudentmanagement of the financial resources.

To continuously strive to reduce the cost of capital through prudent management ofdeployed funds, leveraging opportunities in domestic markets.

To develop appropriate commercial policies and processes which would ensureremunerative tariffs and minimize receivables.

To continuously strive for reduction in cost of power generation by Improving

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1.3.8 CORE VALUES

This Corporate Plan provides details of the overall agenda for UPRVUNL. Thesuccessful delivery of the agenda would require a risk taking dynamic leadership along

with committed workforce that identifies with and supports the vision. To ensuerealization of this corporate agenda, a set of core values should be central to, andgovern each activity of the Organisation:

Customer focus Organisational pride Mutual respect and trust Initiative and speed Total quality

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Chapter-2 - Review of the past performance

"Ships are safest in the harbor, but they are not meant to be there. They have to sail longand hard and face stormy seas to reach the comfort of a desirable destination. Hence,progress requires us to take calculated risks and make bold moves."

- N.R. NarayanmurthyChairman & Chief Mentor, Infosys Technologies

2.1 GENESIS OF UPRVUNL

UP Rajya Vidyut Utpadan Nigam Ltd. was constituted on 25 Aug., 1980 for construction of

new Generation Projects in the State Sector. The first Thermal Power Station constructedby UPRVUNL was Unchahar TPS of 2x210 MW capacity. It was being operated byUPRVUNL, when it was transferred to NTPC on 13.2.92 against the energy dues of thethen UP State Electricity Board. On 14.1.2000, with the enactment of UP State ElectricityReforms Act 1999 and operation of UP Electricity Reforms transfer Scheme 2000,operations of following projects were transferred to UPRVUNL on unbundling of UPSEB -

Anpara 1630 MWObra 1442 MWHarduaganj 375 MWPanki 242 MW

Parichha 220 MW

2.2 SHARE IN THE STATE SECTOR

Out of a total Restricted Peak Demand of 7500 MW in the state of Uttar Pradesh, demandof only about 5400-5600 MW is being met. UPRVUNL contributes about 2000-2400 MWout of this demand. It thus contributes about 40-44% of the power available in UttarPradesh.

2.3 CHALLENGES AHEAD

The position of Operational Efficiency at the time of handing over of the TPS (mentionedabove at para 2.1) to UPRVUNL could be estimated from the fact that the - overall PLF ofthese plants then stood low at about 50%, the oil consumption high at about 3 KL/MU, theNigam was heavily over-staffed at the non-executive level and most of the Executives andSupervisory personnel working in the Nigam were working here on deputation. Thoseworking on deputation today are building pressure for their repatriation to the parent body.On unbundling of UP State Electricity Board, there was an atmosphere of skepticism,

mixed with anxiety, prevailing amongst the Nigam personnel.

During the decades of 90s all over the country and in UP too, the period was marked by acomplete thrust towards privatization of Power Sector. This led to anxiety andapprehension in mind of personnel working in this sector regarding their future. It was notrealized at that time that there was such a vast potential for expansion in this sector andprivate public and joint sector all three actually would have to go all out to gear up in

ti th t l i d d ithi th St t A d i it f th ff t th

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2.4 PERFORMANCE OVERVIEW:

2.4.1 POWER GENERATION:The graphs and tables showing the Availability Factor for the period Apr.2001 -Feb.2006, PLF and the Oil Consumptions for the period April 2000 - Feb. 2006 forvarious Thermal Power Stations and overall UPRVUNL are attached as table 2.1, 2.2

and 2.3 and as chart-1 to chart-18. These charts clearly under the improvement inperformance, for short durations, in those areas where some R&M works were takenup, and then again steady decline thereafter. In other areas, due to aging and non-adherence of annual overhauling schedules, it is a case of consistent decline.

2.4.2 FINANCIAL PERFORMANCE:The financial performance data of the Nigam for the period 2000 - 2005 is placed attables 2.4, 2.5 and 2.6. This data indicates that at the Macro level, the Nigam is runningin loss from day one, but the Net Losses/year are showing a downward trend, which is

definitely a positive sign. Micro Analysis with the help of various Financial Leveragesand Ratios show that - the Expenditure to Income, Cost of Generation to Income,Administrative Expenditure to Income, Debt - Equity Ratio and Debtor's Turnover areshowing a rising trend and Operational Profit to Income & Net Fixed Assets to NetWorth are showing a declining trend over all this picture does not augur well for thefuture and underlines the need for strong financial discipline. Some other leverage -Current Assets to Current Liabilities, Revenue to Net Fixed Assets are rising andEmployee Cost to Income is declining which shows there is a hope and scope forimprovement. The Repair and Maintenance Cost to Income were declining in theperiod 2000 - 04, but have shown a rising trend in 2005. This might either be becauseof increase in maintenance and overhauling activities in 2005, but substantiation by animprovement in Plant Performance is not visible. Or with the waning of effect of R&Mtaken up in the past, the plant performance is going down; thus the plant breakdownsare more frequent resulting in increase in the maintenance cost. In either case, movingahead with utmost caution with proper monitoring based on real time data isrecommended.

With large new capacity additions that shall have to be taken up to meet the demand,the Debt - Equity Ratio of the Nigam is bound to rise steeply gradually tending to reach

about 4:1 levels from existing level of 1.92:1, which shall be dangerously high. Thisindicates that a rigorous monitoring of the expenditures, technical performance andrevenue realization has to be continuously carried out in order to ensure the requiredCash Flow for debt servicing, meeting the routine fuel and establishment expendituresand to keep the payables within manageable limits.

2.4.3 COMMERCIAL PERFORMANCE:

Table - 2.7 shows the year wise position of energy sales, billing, realization and thereceivables. This table shows a declining trend in units sold, a rising trend in billing(due to increase in tariff), no trend in realization since there is no fixed relationship inbilling and realization, and a steep increase in receivables. The trend can be very wellvisualized at chart 19. This again issues a note of caution to ensure required cash flowfor the organization in future.

2.5 ORGANIZATIONAL STRUCTURE ANDBUSINESS PROCESSES:

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structure; backed with efficient and informed business processes; which are moreconducive to competitive environment promote efficiency and ensure better managementof available capacity and other resources in order to achieve optimal generation at lowcost. These coupled with ABT and MBMS environment, as visible in future after enactmentof Indian Electricity Act 2003, requires wide availability of true and online data to meet thechallenges for ensuring optimal utilization of opportunities and resources and hence

provide optimal ROI to the stakeholders. Restructuring of the organization, carrying outSWOT analysis followed by re-engineering of the business processes in line with the bestavailable, having the capacity to sustain future competition within the periphery of thepublic sector requirements, is an immediate need. Following areas are very important andneed to be looked upon at priority-

2.5.1 HUMAN RESOURCE MANAGEMENT:

The HR policies inherited from UPSEB were suitable to the then predominant function

of Transmission and Distribution, which were geographically spread out servicefunctions. The requirement of a service delivery organization differs vastly from aproduction oriented centralized organization. Nigam basically being a productionorganization, clustered at few projects and the Corporate Office in an industrialenvironment, it is required to review these policies in this light and re-engineer them inline with the best available in like function/business successful organizations.

2.5.2 COMPUTERIZATION, DATA BASE AND DECISION MAKING:

In the 80s and 90s, emphasis was more on the generation figures with less wightage to

their economics. In the present competitive regulatory ABT, MBMS multi year tariffenvironment, production has to be optimum, cost effective and transparent with datacapable of predicting the expenditures and tariffs for the future. This requiresavailability of real time and true data of the operations to the regulator and decisionmakers. In brief, the efficiency of future decision-making, in future, shall depend a loton the speed of availability and trueness of the data. Complete computerization andinterconnectivity of all the business processes is, therefore, required.

2.5.3 CONTRACT, MATERIAL AND INVENTORY MANAGEMENT:

The existing systems were adopted to suit the Transmission and Distribution, majorfunctionalities in the UPSEB period which were geographically distributed all over theState and where less number and value of inventories were handled at a singlelocation. As on date, in the Nigam, these functions are being carried out differently atdifferent TPS. They now need to be streamlined with a common procedure with an ideato minimize the inventory turnaround time ensuring the quality. The inventory requiresstandardized coding and physical placement procedure. The contract system alsoneeds to be standardized to ensure the speed, smoothness and transparency in theirdelivery systems.

2.5.4 FUEL MANAGEMENT SYSTEM:

About 60-65% of the total cost of generation of thermal electricity is attributed to thefuel - Coal and Furnace Oil/HSD, major cost out of these too being to coal. Properrecording of quantity, quality, receipt and consumption of coal is, therefore, very vitalfor the Nigam. Transportation costs are also very vital component for fuel management

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2.6 The above shall require:

A dynamic enterprising innovative risk taking leadership willing to take deepHR initiatives, along with a committed and skilled workforce is required toinstall confidence amongst NIGAM personnel and establish a healthyperforming environment and culture. Induction of young and new blood is an

essence and could contribute vitally in this direction.

Nigam to develop a 4 pronged strategy for the future -i) Manage optimal operations of the existing capacity. Carry out timely

R&M and annual overhauling activities to ensure its health and safety.ii) Refurbishment of the existing plants to ensure their extended life.iii) Make new capacity additions for meeting the future demands.iv) Act as facilitator for Private and Joint Sectors in installation of new

plants in the state.

Carrying out SWOT analysis of the existing business processes in vogue; re-engineering and computerize them, retaining the strengths, to suit the presentday progressive and competitive environment and meet the futuristic ABT andMBMS needs.

In order to ease and contain the existing skepticism amongst the Nigampersonnel, a direct communication strategy be adopted. Motivate them withimproved incentive and reward mechanism (not necessarily monetary in

nature), promote performance innovation and entrepreneurial skills.

Performance evaluation should lay emphasis on functional targets to promoteindividual contribution to the plant performance.

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Chapter- 3: Business Portfolio

" Vision without action is a day dream, Action without vision is a nightmare, Vision withaction can change the world" - A Japanese Proverb" You raise me up, so I can stand on mountains. You raise me up, to walk on stormy seas, I

am so strong, when I am on your shoulder. You raise me up more than what I can be."- Russel Watson

The Indian Power sector has witnessed and can anticipate several further changes in thebusiness and regulatory environment. UPRVUNL faces significant uncertainty in theavailability and economic viability of Thermal Fuels. The challenged health of StateDiscoms presents a threat to the cash flow of GENCOs. However, on-going changes in thecustomer environment also provide opportunities for improving customer mix with theenactment of Electricity Act, 2003. The Power Sector offers a mix bag of opportunities andthreats needing to review the business strategy and portfolio in the light of these changes.

3.1 GROWTH OF GENERATION BUSINESS

(A)NATIONAL PER CAPITA CONSUMPTION AVERAGE BASIS:

The population of UP as per census 2001 was 16.605

crore with a decadal populationgrowth of 25.8%. As per projections, it is expected that by 2011 the population of theState is expected to be around 20.62 crore, if the Total Fertility Rate (TFR) continues atthe same level of 3.99 as in 2001, and shall be 19.86 crore if it is contained to 2.1 by

2016. Presently, the National Average of per capita consumption is 6066

units in 2004-05, which is targeted at 1000

7units by 2012. Taking a population of about 20 crore by

2012; the peak demand at national per capita consumption level, shall be of the orderof -

20,00,00,000 x 1000 MU = 2,00,000 MU1000,000

The maximum power demand corresponding to this energy shall be as follows -

2,00,000X1000 = 38,052 MW, where 0.60 is the assumed load factor.0.60X24X365

Presently, the per capita consumption of power in Uttar Pradesh stands at about 372units and the installed capacity in the State Sector is 3877 MW as Thermal and 522MW as Hydro generating about 2400-2600 MW. By importing about 3200 MW fromCGS, we are able to meet a peak restricted demand of about 5600 MW, leaving a widegap between the demand met and expected unrestricted demand.

As apparent from the above, there is a huge gap between the expected demand and

available supply comparing the demand calculated on the basis of National Averageper capita consumption basis for 2012 with the existing capacity. The planning has,therefore, to be carried out on Restricted Demand basis. In view of this gap every efforthas to be made for construction of new generating projects, in any sector whetherpublic private or joint, in order to aim for meeting the unrestricted demand at some laterstage, filling up this gap by extra efforts and capacity gradually.

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(B) RESTRICTED DEMAND SCENARIO:

Keeping apart the national average, if per capita consumption of even 700 units isestimated by 2012, the State shall require -

700x38,052= 26,636 MW

1000

On the other hand, a comparative position of demand from 2007-12, as estimated byUPPCL, is placed at table-3.1 below, which shows a maximum demand of about 12550MW by 2012 with Energy requirement of 70613 MU. This shall mean a per capitaconsumption of 353 units. All further calculations have been carried out on theseUPPCL estimations.

Table 3.1: Reference Forecast For Period FY 07 To FY 12 As Per UPPCL

Annual Energy Required Annual Peak DemandFinancialYear (In MU) (In MW)2007 48518 8249

2008 51436 85172009 53999 8930

2010 64023 115142011 67235 120072012 70613 12550

As on date, UP expects to get towards its share from various Central GeneratingStations and Independent Power Producers (IPPs) 4850 MW upto 2012.Table-3.2shows that out of this 4850 MW from the CGS and IPPs- 3289 MW is Thermal (3100MW from IPP and 189 MW from CGS) and 1561 MW is Hydro (691 MW from IPP and871 MW from CGS). In the State 89 MW additional capacity is expected through Co-Gen in Thermal and 30 MW from Hydro as 2x15 MW at Dhukawa by 2012, apart fromcapacity additions through UPRVUNL, which are being discussed later.

Table 3.2: UP Share from Various CGS, IPP And Other Projects (Other Than UPRVUNL) As PerUPPCL

UP ShareYear Name ofPlant

InstalledCapacity CGS IPP State

SectorTotal

KahalgaonSt. II Ph. I

2x500 124 0 0

KahalgaonSt. II Ph. II

1x500 65 0 0

Thermal

Co Gen 0 0 44.5 233.5

Hydro Sewa St. II 3x40 24 0 0 24

2007-08

Total 213 0 44.5 257.5

Thermal Co Gen 0 0 44.5 44.5Uri 4x60 48 0 0

Hydro Koldam 4x200 189 0 0 237

2008-09

Total 237 0 44.5 281.5

Thermal RelianceDadri

9x420 0 1500 0 1500

ChameraS

3x77 46 0 0

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KotlibhelSt. IA

3x80 100 0 0

ParbatiSt. II

4x200 160 0 0

Pakaldul 5x200 200 0 0

Hydro

SrinagarHydel

3x110 0 290 0780

2010-11

Total 460 1890 30 2380

Thermal 189 3100 89 3378

Hydro 871 690 30 1591GrandTotal 1060 3790 119 4969

Since a lot of the projects in the IPPs and CGS are Hydro in nature and work on Thermal projectsfrom IPP (most of them being gas based, timely availability of which is still under question) have not

yet commenced, there are possibilities that due to such slippages, Uttar Pradesh may not get thedesired quota in time as expected.

3.2 ADDING NEW CAPACITIES

As shown above Anpara C and Rosa Thermal Power Plants by IPPs are proposed withfacilitation by the Nigam. UPRVUNL also has in various stages proposals to construct andcommission following Thermal Power Stations on its own by 2012, which will givecapacities in different year as shown in table-3.3 given below

- Parichha 2X210 MW- Parichha 2x250 MW- Harduaganj 2X250 MW- Obra Extn. 2X500 MW- Panki 3x100 MW- Anpara D 2X500 MW- Dopaha 4X500 MW a green field project in Distt. Sonebhadra

Table 3.3: Year wise Capacity addition (in MW) and expected Available Energy (inMU) during 2007-12

Year Name of PowerStation and Expected

Date ofCommissioning

CapacityAddition(in MW)

AdditionalCapacity Available

on Bus Bar(in MW)

GeneratedEnergy(in MU)

AvailableEnergy forSale (in MU)

2006-07 Parichha 1x210(30th June 2006)Parichha 1x210(30th Sep 2006)

210

210420

355.49

1132.39

752.17

1041.80

692.001733.80

2007-08 Parichha 2x210(Continued)

710.98 3016.94 2775.59

2008-09 Parichha 2x210(Continued)

710.98 3016.94 2775.59

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2010-11 Parichha 2x210(Continued)

Parichha 2x250(Continued)

Harduaganj 2x250(Continued)

Panki 3x100 MW

(U# 5 - 31.07.2010)(U# 6 - 30.11.2010)(U# 7 - 31.03.2011)

Anpara D 2x500(U# 6 - 31.08.2010)(U# 7 - 31.12.2010)

300

10001300

2679.80

3016.94

3591.60

3591.60

873.60

2988.90

2775.59

3304.27

3304.27

803.72

2749.7912937.64

2011-12 Parichha 2x210(Continued)

Parichha 2x250

(Continued)Harduaganj 2x250

(Continued)Obra Extension 2x500

(Continued)Panki 3x100 MW

(Continued)Obra Extension 2x500(U# 14 - 31.05.2011)(U# 15 - 31.10.2011)

Dopaha 4x500(Construction to startin XI plan but

commissioningproposed in starting

of XII plan)

1000

3504.12

3016.94

3591.60

3591.60

7183.20

2154.96

4495.10

2775.59

3304.27

3304.27

6608.54

1982.56

4135.4922110.72

3.3 RENOVATION AND REFURBISHMENT

In order to increase efficiency of operation above the national level UPRVUNL proposes to

undertake: Refurbishment of units completing 20 years or more life. Renovation and modernization of units completing more than 10 years of life. Formulation and implementation of capital and annual overhauling schedules strictly.

3.3.1The Nigam should also maximize the availability of units by adhering to standard/bestpractices of operation and maintenance.

In line with above, the planned schedule of Refurbishment is as follows:

2006-07 - 2 units of Obra 5 x50 MW 2007-08 - 1.5 units of Obra 5x200 MW ( 1 nos. to be taken up on

1.7.07 to be ready by 31.12.07 and other to be taken upon 1.1.08 to be ready by 1.7.08)

2008-09 - 3 units of Obra 5x50 MW2 5 i f Ob 5 200 MW ( 1 b i d f

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- Panki 2x110 MW- Parichha TPS (2x110 MW)

2007-08 - Obra unit No. 6 (100 MW)- Anpara A - units 1-3 (3x210 MW)

2008 - 09 - Harduaganj Unit 7 2009-10 - Anpara B TPS (1 unit) - 500 MW

2010-11 - Anpara B TPS 1 unit 500 MW

The projected Availability Factor, PLF, Auxiliary Consumption, Oil Consumption, CoalConsumption for the period 2005 - 2012 are given in Table - 3.4 attached. This shows theprojected improvement in existing units of UPRVUNL after carrying Renovation &Modernization and Refurbishment Works. The position of 2x210 MW units at Parichha,Parichha TPS (2x110 MW + 2x 210 MW) and over all UPRVUNL with the new 2x210 MWunits is also shown in this table.

3.3.3 To ensure that the long-term sustainable levels of performance and to meet thedemand for power, it is important to adhere to periodic maintenance schedules. Theefficiency and availability of equipment is dependent on the strict adherence to annualand capital overhauling schedules. In the absence of such a systematic adherence tothese schedules, there is a risk of the equipment consuming more coal, fuel oil, and ahigher risk of forced outages, both increasing the cost of power generation andreducing the availability of equipment, and therefore having a cascading effect on thetotal power generated. The proposed overhauling schedules are given in Table -3.5attached.

3.3.4 The projected year wise installed capacity of UPRVUNL and the energy available forsale are shown in table 3.6 below-

Table 3.6: Year Wise Details Of Existing Generating Capacity AndProposed Capacity Addition In UPRVUNL During 2007-12

year 2007 2008 2009 2010 2011 2012

Existing Units3937 3937 3967 3967 3967 3967

1. Installed Capacity(in MW)

New Projects420 420 420 1420 2720 3720TOTAL 4357 4357 4387 5387 6687 7687

Existing Units20022 20151 20609 21965 22892 22925

2. Available Energyfor Sale (in MU)

New Projects 1734 2776 2776 6631 12938 22111

TOTAL 21756 22927 23385 28596 35830 45036

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the decision to adopt the JV route would be influenced by the value that the JV partnercould add to the relationship e.g. tying with fuel suppliers could lead to fuel supplysecurity. It would also be the endeavor of UPRVUNL to have a minimum equity stakeof 26% in the JV.

Subsidiaries can also be an effective vehicle for mitigating risks that are associated

with working investments in new business areas. The subsidiaries could also provide aroute to invest in alliances and joint venture for the new business without sacrificingbenefits from the main/core business.

3.5 HUMAN RESOURCE MANAGEMENT:

3.5.1 ORGANISATION STRUCTURE:The organization restructuring of the Nigam is required to be carried out on scientificlines, keeping functionalities in view and considering the structure prevailing in like

functional successful organization, making space for professionalism andaccountability. Suitable job profiling and delegation of powers shall be considered.3.5.2 PROCESS STANDARDIZATION & SETTING-UP OF IT CELL:

In order to meet the challenges in power sector, it has become imperative tostandardize the processes across the plans and integrate data acrossfunctions/departments at TPS and corporate levels. Setting up of a specialized IT cellto oversee installation of maintenance of hardware and software shall be considered.Implementation of ERP systems shall also be considered to have a an integrated pointof view during decision making process.

3.5.3 SELECTION & RECRUITMENT: In order to bring the manpower megawatt ratio within the limits specified in the 11th

National Power Plan, gradual shift to recruitment of skilled manpower shall have totake place. Details of manpower requirement as per above plan are given at table3.7 and an example for phased regular recruitment is given in table 3.8.

As explained in chapter-2, to check the long-term effects of the skepticism amongstthe Nigam personnel, resulting in manpower planning crisis both at executives andsupervisory levels regular induction of talented young blood at basic entry level isessential. Induction as lateral entry at Intermediate levels is also required to makespace for new and experienced blood.

3.5.4 PERFORMANCE APPRAISAL:Making it more objective, related to the job profile and targets fixed against the sameshall be considered. To promote group working 180

0system may be considered.

3.5.5 TRAINING & DEVELOPMENT:Training & Development of employee to provide them exposure to recentdevelopments in technology and management is felt as essential to meet thechallenges in the present competitive environment.

3.5.6 INCENTIVE & REWARD SCHEME:The existing incentive scheme shall be re-engineered to account for functional

contribution of the employee and new non-cash reward scheme shall be considered forimplementation in order to promote innovation and entrepreneurship. Job of designingthese rewards scheme could be considered through experts in this field, in order tobring a change in the culture of the Nigam.

3.5.7 PROMOTION & PLACEMENT:Promotion of efficient performing personnel and development of multidimensional skillsshall be the objective.

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Proper quality assurance procedures shall be evolved and adhered to.

Space shall be built in new procedures for long-term contract with OEM for sparesupply and centralized procurement of critical equipment/spares.

Codification of inventory shall be carried out for better inventory management.

Procedures shall be considered for streamlining for reducing scrap and out ofservice spares to reduce the inventory levels and unlock the finances locked.

3.5. FUEL MANAGEMENT:This is a very important input to the plant and its quality, quantity, cost effectivenessand consumption has a very vital impact on the health of the organization. All care onthese points need to be taken. Steps for arranging security of coal during transit,commissioning and regular calibration of weighing bridges, on line computerization offuel data, proper analysis of coal and ash chemistry etc. shall have to be taken care of.Proposals for installation of de-shaling plants and coal washeries at the mining endshall be considered or the reducing the ash and rock content from the sending end,reduce the cost of transportation and improve the plant performance

3.10 ENVIRONMENT AND SAFETYTo meet the environment standards following steps shall be taken -

- Up gradation, installation, commissioning of EST/EP at all units within a stipulatedtime frame.

- Achieve the pollution standards of GOUP/GOI where-ever possible.- Ensuring disposal of ash to cement plants, highways, earth filling etc.

3.11 ENERGY CONSERVATIONEnergy conserved is extra energy generated, hence, money saved. It is, therefore,of utmost importance to work in this field. Suitable steps shall be taken for-

- Minimizing auxiliary consumption through optimal operation of auxiliaries andimproved maintenance.

- Establish the concept of Station Heat Rate in the organization and work towards it'soptimization.

- Make Energy Audit a regular feature and establish the required surveillance,monitoring and consulting systems for it.

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CHAPTER-4: Communication Strategy

With the vision to become the best state power utility in the country it is imperative to host astate of the art web site that contains details about the corporation, its facilities, plantperformance and its people. For this we shall :

develop a web site for the corporate as well as the plant.

shall maintain constant communication with all the stake holders.

Shall develop an intranet for facilitating date/information sharing and knowledgemanagement.

Shall have continuous media interaction for creating images of a positive, dynamic,lively and forward looking organization.

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Chapter 5: The Way Ahead

In sum, the UPRVUNL will grow in two phases from now on:

Phase 1: Efficiency Improvement

In this Phase (from now onwards till 2008), the Organisation will get ready forimpending changes in the environment. One significant change that will affectUPRVUNL significantly is the implementation of Availability Based Tariff (ABT).Therefore, UPRVUNL should begin with a thorough diagnosis of the factors impendingtheir desired levels of performance on all technical parameters. The priority areas are-improving the availability of plants through periodic maintenance, enhancing theefficiency of plants through improving their Plant Load Factor, and controlling the costand quality of inputs (Coal, equipment and spares). These improvements are possibleby stream lining their critical business process - procurement of equipment and spares,

inventory management, maintenance scheduling and human resources planning.

The various steps that need to be taken to improve the efficiency with immediate effect are:

Implementation of Enterprise Resource Planning (ERP) Systems-o Process standardization across plants.o Data integration across functions/departments, across plants and

corporate.

Developing and strict adherence to maintenance schedules-

o Refurbishment of life extension projects for equipment older than 20 years.o Renovation and modernization of equipment older than 10 years.o Periodic capital overhauling.o Strict adherence to annual maintenance schedules.

Adoption of commercial accounting system.

Streamlining of procurement processes-o Reducing the time and cost of procurement through-

- Pre-qualification of vendors.- Financial delegation at the plant level for spares.- Long term contracts with equipment suppliers for spares supply.- Centralization of procurement for critical equipment/spare.

Streamlining inventory management processes-o Codification of all inventory and spares.

Setting up of a specialized IT department in the Reforms Cell to oversee installationand maintenance of hardware and software and as a coordination for Re-engineeringof systems.

Human Resources Management-o Manpower planning- function and expertise wise.o Defining service conditions and norms.o Competence building- exposure to recent technology developments.o Developing a culture of high performance.o Developing employee incentive schemes.

Phase : 2 : Capacity Addition

I thi h (2006 12) th f f th Ni ld b t h it t t th

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Nigam shall also be taking up the role of a facilitator, in line with the role taken up in the caseof Anpara C, for installation of new plants by IPPs in the state.

For any progressive organization, positive communication and image building is essential.Nigam should also focus its efforts on disseminating information to all its stakeholdersthrough the effective use of Information Technology. With the intent of becoming a forward

looking organization, Nigam should effectively use the internet and related technologies toproject a positive image to all its stake holders.

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TABLE 2.1 - AVAILABLILTY FACTOR (2001-2006)

AVALABILITY FACTOR ANPARA TPS

MONTH 2001-2002 2002-2003 2003-2004 2004-20005 2005-2006

April 96.95 82.5 88.9 92.07 95.05

May 95.81 93.33 99.2 86.51 91.29

June 88.49 73.15 93.16 94.63 89.89

July 84.57 94.75 82.02 86.55 86.67

August 74.55 94.65 70.89 75.08 86.08

September 90.13 86.06 85.21 95.15 91.66

October 88.39 92.09 97.52 87.04 90.6

November 97.14 80.44 88.8 84.5 77.01

December 92.62 85.29 90.34 79.7 85.89

January 92.67 98.6 99.87 91.93 89.85

February 94.85 82.71 93.52 92.37 85.89March 85.13 78.59 92.44 94.64 82.16

AVALABILITY FACTOR OBRA TPS

MONTH 2001-2002 2002-2003 2003-2004 2004-20005 2005-2006

April 44.55 67.29 77.76 59.05 68.44

May 49.46 74.06 76.68 62.09 68.58

June 48.81 71.65 74.72 60.7 66.86

July 39.13 75.87 76.13 63.36 66.96

August 50.82 76.25 68.77 38.06 59.97September 51.31 63.38 70.57 61.84 63.87

October 48.04 57.36 68.21 65.11 61.75

November 55.3 65.39 74.44 68.64 70.58

December 55.04 71.74 64.2 64.73 70.52

January 62.74 78.05 66.22 57.27 70.61

February 56.65 77.23 67.2 66.07 72.28

March 57.38 74.86 58.75 70.47 62.34

AVALABILITY FACTOR PANKI TPS

MONTH 2001-2002 2002-2003 2003-2004 2004-20005 2005-2006

April 62.36 79.58 61.4 76.89 51.04

May 73.47 41.06 49.92 83.51 71.58

June 61.09 35.98 33.57 83.16 81.11

July 52.87 53.83 42.16 80.19 80.65

August 58.56 80.65 74.82 48.66 80.31

September 56.03 71.59 79.61 74.81 90

October 56.9 64.15 72.72 39.07 89.31

November 60.52 78.04 80.67 33.69 80.76December 60.02 73.25 81.88 60.59 81.79

January 25.84 79.35 82.17 75 65.46

February 16.86 76.7 73.81 72.57 85.89

March 94.09 79.25 72.02 75.93 58.6

AVALABILITY FACTOR PARICHHA TPS

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December 80.47 49.33 54.7 79.95 41.06

January 89.28 85.89 62.37 65.39 38.44

February 75.86 79.39 67.1 75.22 82.22

March 81.19 69.02 79.7 40 69.15

AVALABILITY FACTOR HARDUAGANJ TPS

MONTH 2001-2002 2002-2003 2003-2004 2004-20005 2005-2006

April 31.36 30.02 17.15 41.3 34.67

May 30.01 37.82 19.12 37.24 32.53

June 30.04 27.51 24.63 42.35 30.05

July 18.56 33.12 20.44 36.24 17.21

August 16.73 35.42 35.33 22.94 13.96

September 24.06 46.43 41.87 26.81 18.44

October 28.43 29.22 46.54 30.05 19.54November 34.06 35.29 45.94 35.48 21.25

December 37.49 39.62 47.81 34.86 21.25

January 39.45 21.82 41.27 30.54 19.61

February 41 23.42 43.82 29.53 40.79

March 43.3 24.9 42.97 14.68 48.55

AVALABILITY FACTOR OF UNL

MONTH 2001-20022002-2003 2003-2004 2004-20005 2005-2006

April 65.59 71.47 75.31 73.78 75.13May 69.76 76.62 76.6 72.36 75.28

June 64.72 66.81 72.99 74.92 73.4

July 58.46 78.77 69.28 72.63 70.92

August 59.64 80.46 64.94 55.31 68.51

September 67.43 72.6 72.78 74.48 71.54

October 65.05 71.27 77.26 70.17 69.44

November 71.98 69.29 75.96 70.5 67.1

December 70.77 73.14 74.09 68.71 70.57January 72.2 81.75 78.63 70.71 71.08

February 69.7 74.44 76.34 74.45 75.63

March 71.21 71.57 73.29 73.82 68.95

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TABLE2.2 : PLF OF EXISTING UNITS (2000-06)

Plant Load Factor

YEAR Anpara Obra Panki ParichhaHarduaganj

(375)Total

UPRVUNL

2000 Apr 82.61 49.51 67.7 25.76 25.11 60.21

2000 May 77.1 44.16 62.07 43.54 19.86 56.13

2000 June 90.39 44.81 57.08 41.41 24.18 61.94

2000 July 55.89 50.76 56.61 41.43 21.53 49.47

2000 Aug 88.32 51.8 57.05 29.68 13.86 62

2000 Sep 70.12 44.47 47.46 27.89 20.74 51.75

2000 Oct 81.55 46.06 31.19 32.58 22.86 56.7

2000 Nov 90.59 47.03 29.48 25.8 17.88 60.06

2000 Dec 93.87 39.23 26.97 26.26 22.93 58.74

2001 Jan 78.05 42.65 29.65 24.13 20.06 53.15

2001 Feb 68.86 46.93 44.15 30.13 28.89 52.87

2001 March 88.64 53.65 52.2 25.77 20.49 62.97

2001 Apr 91.74 37.97 66.86 22.67 20.47 59.09

2001 May 88.26 46.6 51.29 50.48 19.45 61.46

2001 June 87.83 40.79 64.87 39.92 18.05 59.13

2001 July 78.96 29.77 59.07 44.58 10.22 50.58

2001 Aug 65.3 39.63 63.05 60.61 9.56 49.57

2001 Sep 85.4 46 58.28 64.95 13.95 60.7

2001 Oct 86.6 41.97 58.69 53.34 16.39 59.32

2001 Nov 91.02 47.5 60.88 54.67 23.43 64.07

2001 Dec 85.76 47.58 61.11 61.5 28.51 62.79

2002 Jan 86.3 58.72 24.21 68.08 28.37 65.5

2002 Feb 92.1 54.24 14.09 58.56 29.11 65.26

2002 March 80.61 50.21 32.98 59.87 13.66 60.31

2002 Apr 74.99 60.59 27.81 57.18 31.25 61.33

2002 May 89.17 57.02 33.76 51.56 23.62 65.2

2002 June 70.09 54.15 27.08 56.83 19.52 55.73

2002 July 89.13 56.18 36.88 55.48 24.64 65.36

2002 Aug 88.84 48.94 70.02 54.71 24.23 64.26

2002 Sep 77.87 43.94 63.88 49.19 33.4 58.08

2002 Oct 90.07 40.22 56.79 53.47 21.86 60.55

2002 Nov 77.23 47.85 72.85 34.91 25.59 58.19

2002 Dec 78.41 50.3 66.48 28.94 27.73 59.11

2003 Jan 93.09 54.22 71.82 56.92 14.28 67.25

2003 Feb 75.47 54.01 68.71 52.63 16.52 59.63

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2003 Nov 85.55 54.24 72.17 23.11 28.46 63.59

2003 Dec 86.55 48.74 72.05 33.39 31.55 62.85

2004 Jan 96.6 50.27 72.79 45.18 27.12 67.88

2004 Feb 88.76 50.63 63.61 50.26 29.02 64.72

2004 March 86.8 40.36 62.2 58.28 28.1 60.4

2004 Apr 84.37 38.58 64.69 57.05 25.6 58.552004 May 74.92 41.48 64.31 56.67 22.48 55.35

2004 June 83.53 39.41 64.31 48.17 23.13 57.75

2004 July 75.17 41.94 60.47 56.02 20.16 55.15

2004 Aug 75.08 38.06 56.08 54.84 22.94 53.65

2004 Sep 79.97 41.06 56.47 51.81 14.68 55.85

2004 Oct 81.31 46.27 33.61 57.25 16.56 57.59

2004 Nov 76.61 48.81 31.6 50.25 20.27 56.42

2004 Dec 72.86 45.7 53.72 50.46 21.48 55.032005 Jan 87 42.21 69.09 42.01 17.76 59.63

2005 Feb 88.89 49.59 62.28 48.31 15.35 62.9

2005 March 88.39 54.69 64.05 29.43 10.01 63.09

2005 Apr 89.14 51.06 42.84 46.21 23.38 63.15

2005 May 87.19 48.34 58.98 51.91 19.81 62.18

2005 June 82.61 44.54 56.51 34.14 16.75 57.78

2005 July 71.2 39.49 50.96 40.03 9.23 50.55

2005 Aug 76.88 34.5 53.82 49.4 7.94 51.642005 Sep 79.73 37.68 57.95 36.28 10.1 53.71

2005 Oct 83.81 38.26 59.55 27.92 10.63 55.31

2005 Nov 71 44.95 49.21 33.3 11.93 52.28

2005 Dec 82 47.23 49.43 26.49 12.46 57.43

2006 Jan 87.04 48.32 44.61 23.82 11.66 59.46

2006 Feb 82.68 50.21 57.7 56.92 23.26 62.04

2006 March 78.36 45.47 41.29 50.18 33.28 58.16

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TABLE2.3 : OIL CONSUMPTIOM OF EXISTING UNITS (2000-06)

Oil Consumption (KL/MU)

Year Anpara Obra Panki ParichhaHarduaganj

(375)TotalUPRVUNL

2000 Apr 0.98 5.01 2.08 19.7 7.94 3

2000 May 1.06 7.39 3.58 7.27 8.9 3.57

2000 June 0.68 6.1 6.58 6.52 8.23 2.92

2000 July 1.44 4.75 10.29 15.81 8.96 4.23

2000 Aug 0.76 4.45 8.41 7.16 10.42 2.66

2000 Sep 0.71 6.88 8.15 11.23 11.29 3.76

2000 Oct 1.06 3.49 5.48 5.18 6.11 2.25

2000 Nov 0.71 2.66 5 8.49 8.55 1.81

2000 Dec 0.42 4.75 6.03 6.49 5.35 1.96

2001 Jan 0.94 2.97 19.06 4.68 5.27 2.34

2001 Feb 0.97 3.48 12.02 3.08 4.09 2.52

2001 March 0.42 2.67 5.97 4.36 8.15 1.71

2001 Apr 0.5 5.77 1.38 24.62 9.27 2.62

2001 May 0.4 4.71 3.48 8.59 8.92 2.38

2001 June 0.41 5.2 1.2 11.04 14.47 2.49

2001 July 0.85 7.87 2.24 11.66 5.75 3.1

2001 Aug 1.34 5.07 2.59 6.99 6.93 3.01

2001 Sep 0.5 2.57 3.8 6.97 3.45 1.71

2001 Oct 0.77 4.61 3.2 7.95 8.64 2.47

2001 Nov 0.35 3.54 4.69 5.14 9.64 2

2001 Dec 0.62 5.14 6.81 5.38 3.66 2.6

2002 Jan 0.44 2.89 14.41 3.83 4.48 1.89

2002 Feb 0.26 2 30.78 5.46 4.88 1.61

2002 March 0.39 3.97 5.18 4.17 3.51 2

2002 Apr 0.97 2.84 5.18 5.28 4.92 2.17

2002 May 0.6 3.66 3.39 15.24 10 2.64

2002 June 0.58 2.87 12.53 9.69 6.93 2.45

2002 July 0.37 2.03 10.91 13.75 3.38 1.97

2002 Aug 0.25 2.27 1.14 9.91 7 2.14

2002 Sep 0.98 4.04 3.07 10 5.27 2.62

2002 Oct 0.51 4.9 3.09 15.8 3.9 2.59

2002 Nov 0.45 4.1 0.92 23.06 8.18 2.68

2002 Dec 0.65 3.49 2.44 20.08 5.65 2.41

2003 Jan 0.33 2.17 1.72 9.35 4.67 1.47

2003 Feb 0.89 2.81 1.97 7.6 2.02 1.96

2003 March 0.69 2.86 2.33 9.81 3.22 1.95

2003 Apr 0.92 2.39 3.73 10.83 2.71 1.97

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2004 Jan 0.14 2.94 1.13 7.65 4.97 1.43

2004 Feb 0.25 1.75 2.52 6.58 4.36 1.26

2004 March 0.47 2.97 2.27 4.21 6.23 1.64

2004 Apr 0.52 6.17 1.71 3.97 9.38 2.53

2004 May 0.85 5.26 3.01 3.28 7.84 2.62

2004 June 0.53 7 1.98 4.56 13.61 2.942004 July 0.76 3.89 2.8 4.61 7.13 2.2

2004 Aug 1.62 5.47 4.33 4.36 9.09 3.24

2004 Sep 1.14 4.94 4.76 4.53 11.07 2.79

2004 Oct 0.2 2.98 4.84 2.01 13.12 1.63

2004 Nov 0.71 3.5 2.39 3.61 9.28 2.09

2004 Dec 1.16 3.9 7.89 4.41 10.83 2.88

2005 Jan 0.35 2.74 1.95 3.74 13.97 1.6

2005 Feb 0.45 3.7 4.94 3.67 19.03 2.212005 March 0.5 1.99 3.38 5.02 21.45 1.57

2005 Apr 0.45 2.58 4.96 7.76 7.02 1.79

2005 May 0.43 2.59 3.97 6.67 7.71 1.75

2005 June 0.65 3.57 6.37 19.01 19.52 2.93

2005 July 0.84 6.73 6.68 16.38 30.57 4.09

2005 Aug 1.01 10.5 3.25 6.39 22.88 4.11

2005 Sep 0.54 4.6 3.93 6.73 15.3 2.3

2005 Oct 0.73 6.28 2.73 9.36 11.6 2.722005 Nov 0.3 3.66 8.94 3.05 9.01 2.11

2005 Dec 0.69 3.2 9.04 14.25 13.12 2.46

2006 Jan 0.15 2.34 3.34 7.39 17.46 1.43

2006 Feb 0.28 3.53 4.48 5.31 10.52 2.11

2006 March 0.76 2.95 1.8 5.88 4.51 1.9

T bl 2 4 UPRVUNL INCOME EXPENDITURE PROFIT AND LOSS DATA

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Table 2.4: UPRVUNL - INCOME, EXPENDITURE, PROFIT AND LOSS DATARs. in Crores

Particulars 2004-05Audited

2003-04 2002-03 2001-02 2000-01

INCOMERevenue from Sale of Power 2809.40 2874.66 2826.04 2666.59 2353.44

Revenue from Subsidies & Grants 1.13 1.28 0.42 0.57 2.18Amortisation of Capital Grant 0.79 1.93 7.95 0.64

Govt.Grant towards GPF 30.09 30.08 0.00 0.00 0.00Other Income 15.14 9.43 5.22 4.06 4.55

Total Income (A) 2856.54 2917.38 2839.63 2671.86 2360.17

EXPENDITURECost of Generation of Power 2011.32 1812.49 1664.19 1625.16 1393.67Repairs & Maintenance 172.22 158.22 167.50 166.08 164.45

Employees Cost 245.57 254.89 248.77 242.16 232.70Administration & General Expenses 39.05 34.66 35.96 34.05 27.25

Provisions 4.38Other Expenditure 0.00 0.00 81.94 0.00 0.01

Operating Expenditure 2472.54 2260.26 2198.36 2067.45 1818.08Operational Profit (C), (A-B) 384.01 657.12 641.27 604.41 542.09Depreciation 197.32 503.79 500.52 496.68 496.65

Interest 377.16 342.94 343.78 323.29 303.92Total Depreciation & Interest (D) 574.49 846.73 844.30 819.97 800.57Net Profit/Net Loss) (C-D) (190.48) (189.61) (203.03) (215.56) (258.48)Less prior period Expenditure -8.05 -4.74 -1.39 16.42 10.52

Total Net Profit/(Total Net Loss) (F) (182.43) (184.87) (201.64) (231.98) (269.00)Less Accumulated loss upto previous year 1057.87 873.00 671.36 439.38 170.38

Total Accumulated loss (1,240.30) (1,057.87) (873.00) (671.36) (439.38)

Table 2.5: UPRVUNL - FINANCIAL STRUCTURE (Rs. in Crores)

Share Capital 2132.92 1797.07 1764.24 1764.24 1764.24Share Application Money 1.00 335.85 0.00 32.82 0.01Reserve and Surplus 19.82 23.33 16.00 23.95 0.00

Net Worth 2153.73 2156.25 1813.07 1821.01 1764.25Secured Loan (LIC) 2316.84 1996.45 1761.78 1557.80 1382.92

Unsecured Loan 1790.77 1181.50 957.66 958.84 1127.14

DEBT 4107.61 3177.95 2719.44 2516.64 2510.06Total (A) 6261.35 5334.20 4532.51 4337.65 4274.31

Gross Fixed Assets 6706.48 6686.77 6661.71 6616.84 6546.35

Less Depreciation 4366.94 4169.61 3665.82 31.65.30 2668.65Net Fixed Assets Block (B) 2339.54 2517.16 2995.89 3451.54 3877.70

Capital Work-in-Progress (C) 1262.84 613.47 231.14 70.31 78.12CURRENT ASSETSInventories 669.63 646.46 621.89 597.90 561.20

Sundry Debtors 2028.62 1736.99 1242.9 803.88 468.63

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TABLE 2.6: UPRVUNL - VARIOUS FINANCIAL LEVERAGES ANDRATIOS

Rs. in CroresParticulars 2004-05

Audited

2003-04 2002-04 2001-02 2000-01

RATIOExpenditure to Income 86.56% 77.48% 77.42% 77.38% 77.03%Operational Profit to Income 13.44% 22.52% 22.58% 22.62% 22.97%

Employees Cost to Income 8.60% 8.74% 8.76% 9.07% 9.85%Repair & Maintenance to Income 6.03% 5.42% 5.90% 6.21% 6.97%Cost of Generation of Power to Income 70.41% 62.13% 58.61% 60.83% 59.05%

Administrative Expenditure to Income 1.37% 1.19% 1.27% 1.27% 1.15%Current Assets to Current Liabilities 178.28% 166.89% 122.54% 108.33% 92.49%

Debt Equity Ratio 1.92 1.49 1.51 1.40 1.42Debtor's turnover Ratio 264 days 221 days 162 days 110 days 73 days

Net Fixed Assets to Net Worth 108.63% 116.74% 166.71% 192.07% 219.79%Revenue to Net Fixed Assets 120.08% 114.20% 94.33% 77.26% 60.69%

Table 2.7: UPRVUNL - COMMERCIAL DATA

ReceivablesYear Units Sold

in MUTotal Annual

Bill(Rs in Crores)

AmountReceived

(Rs in Crores)

During theYear

(Rs inCrores)

Cumulative(Rs in

Crores)

As %ofAnnual Bill

2000-01 18030.50 2655.67 2316.01 339.66 769.25 28.97

2002-03 18470.04 2822.54 2369.92 452.62 1221.87 43.29

2003-04 18229.31 2886.52 2357.95 528.57 1750.43 60.64

2004-05 17272.78 2818.99 2499.79 313.20 2063.63 73.36

2005-06 17017.12 3060.96 2596.41 464.55 2528.18 82.59

TABLE 3 4: UPRVUNL EXISTING PLANT DATA PROJECTION FOR 2005 20012

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TABLE 3.4: UPRVUNL - EXISTING PLANT DATA PROJECTION FOR 2005-20012

ANPARA OBRA

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

GEN(MU) 11890 12000 12135 12140 12145 12150 12155 5712.05 7147.157 6686 7553 8691 9483 9565

AF(%) 93.91 91.04 93.43 91.93 92.48 91.88 93.19 84.05 75.24 77.85 71.15 83.86 92.28 91.75

PLF(%) 83.27 84.04 84.98 85.02 85.06 85.09 85.13 45.22 56.58 49.82 56.28 64.76 70.66 71.27COAL CONS(KG/UNIT)) 0.72 0.71 0.7 0.69 0.69 0.68 0.68 0.867 0.85 0.84 0.83 0.8 0.8 0.8

FUEL OIL CONS(KL/MU) 0.65 0.6 0.6 0.55 0.5 0.53 0.52 3.74 3.29 2.8 2.71 2.18 1.93 1.79

AUX CONS(%) 8.5 8.5 8.5 8.4 8.3 8.2 8.1 11.98 11.56 11.79 10.86 10.51 9.83 9.95

SHR

MANPOWER/MW 1.15 3.02

PANKI HARDUAGANJ

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

GEN(MU) 947 1012 1104 1104 1104 1140 1196 542 915 1160 1187 1078 1160 1040AF(%) 95.75 91.64 91.5 87.39 87.39 92.05 91.5 62.87 67.42 65.93 68.27 62.53 67.14 65.93

PLF(%) 51.47 55 60 60 60 62 65 16.5 27.85 35.31 36.13 32.82 35.31 31.66

COAL CONS(KG/UNIT)) 0.89 0.88 0.88 0.88 0.88 0.88 0.88 1 0.98 0.97 0.97 0.96 0.96 0.95

FUEL OIL CONS(KL/MU) 5 4.8 4.5 4.5 4 4 4 13 10.5 10 9.5 9 8.5 9

AUX CONS(%) 13.5 13.25 13 13 13 13 12.5 17 13 12.5 12 12 11.5 11

SHR

MANPOWER/MW 5.77 4.61

PARICHHA (2x110 MW) PARICHHA (2X210MW) 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

GEN(MU) 803 1200 1350 864 1344 1344 1344 NA 1884.56 3016.9 3016.94 3016.94 3016.94 3016.94

AF(%) 82.46 92.05 91.5 66.71 87.53 91.78 91.78 NA 96.37 92 92 92 92 92

PLF(%) 41.66 62.26 70.04 44.83 69.73 69.73 69.73 NA 82 82 82 82 82 82

COAL CONS(KG/UNIT)) 0.93 0.85 0.85 0.85 0.85 0.85 0.85 NA 0.8 0.8 0.8 0.8 0.8 0.8

FUEL OIL CONS(KL/MU) 7.78 5 5 5 5 5 5 NA 3 3 3 3 3 3

AUX CONS(%) 15.78 13 13 13 13 13 13 NA 9 9 9 9 9 9

SHRMANPOWER/MW 2.59

UNL(WITH 2X110 MW PARICHHA ONLY )

PARICHHA ( 2x110+2X210 MW)

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PARICHHA ( 2x110+2X210 MW)

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

GEN(MU) 803 3084.5 4366.94 3880.94 4360.94 4360.9 4360.94 19894.1 22274.54 22435 22848 24362 25277 25304

AF(%) 82.46 96.37 91.5 83.07 90.23 91.69 91.69 86.69 85.98 84.66 80.03 85.77 89.7 89.88

PLF(%) 41.66 73 77.89 69.22 77.79 77.79 77.79 58.58 64.58 65.05 65.74 70.1 72.73 72.81

COAL CONS(KG/UNIT)) 0.93 0.82 0.82 0.81 0.82 0.82 0.82 0.787 0.781 0.774 0.766 0.759 0.756 0.755FUEL OIL CONS(KL/MU) 7.78 3.778 3.618 3.445 3.616 3.616 3.616 2.368 2.337 2.198 2.088 1.882 1.804 1.751

AUX CONS(%) 15.78 10.55 10.24 9.89 10.23 10.23 10.23 10.26 10.12 10.18 9.79 10.13 9.43 9.38

SHR

MANPOWER/MW 2.64

UNL(WITH 2X210 MW PARICHHA)

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

GEN(MU) 19894.05 24159.1 25451.9 25864.9 27378.94 28294 28320.9AF(%) 86.69 86.85 85.32 81.14 86.24 89.82 89.98

PLF(%) 58.58 65.66 66.68 67.3 71.24 73.62 73.69

COAL CONS(KG/UNIT)) 0.787 0.782 0.777 0.766 0.763 0.76 0.76

FUEL OIL CONS(KL/MU) 2.368 2.45 2.29 2.19 2 1.94 1.88

AUX CONS(%) 10.26 10.03 10.04 9.7 9.64 9.37 9.34

SHR

MANPOWER/MW 2.64

TABLE 3.7A: MANPOWER TO MW RATIO AS PER 10th PLAN

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DETAILS MAN/MWNATIONALNORMS

ANPARA

1630 MW

OBRA

1532 MW

PARICHHA

640 MW

PANKI

221 MW

HARDUAGANJ

275 MW

TOTAL

4287 MW

MAPOWERTO MWRATIO

FOR THENIGAM

Below 500

MWTechnical 1.15 725 1762 736 242 316 3781Non-Technical

0.61 343 935 390 128 168 1964

Total 1068 2697 1126 370 484 5745Below 500MW

Technical 0.82 820 0 0 0 0 820Non-Technical

0.30 300 0 0 0 0 300

Total 1120 0 0 0 0 1120

Grand Total 2188 2697 1126 370 484 Tech - 4601Non-Tech - 2264Total - 6865

1.60

TABLE 3.7 B: MANPOWER TO MW RATIO AS PER 11th PLANDETAILS MAN/MW

NATIONAL

NORMS

ANPARA

1630 MW

OBRA

1532 MW

PARICHHA

640 MW

PANKI

221 MW

HARDUAGANJ

275 MW

TOTAL

4287 MW

MAPOWERTO MW

RATIOFOR THENIGAM

Below 500MW

Technical 1.02 643 1163 736 520 791 4680Non-Technical

0.55 347 627 390 281 426 2524

Total 990 1790 1126 801 1217 7204Below 500

MWTechnical 0.78 1560 0 0 0 0 2340Non-Technical

0.29 580 0 0 0 0 870

Total 2140 1070 0 0 0 3210

Grand Total 3130 3476 1790 801 1217 Tech - 7020Non-Tech - 3394Total - 10414

1.60

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Table 3.8: Projected Estimated Yearly In take And Retirement of Personal vs. Installed Capacity

AssumedRetirement

Recruitment in Various Cadres at Induction LevelYear InstalledCapacity

ExistingStrength

in%

innos.

AE JE Technician Ministerial Acctts. HR

Total No.ofPeronnel

at theend ofthe year

Manpower/ Megawattratio

2006 3877 10225 5 510 0 200 0 0 0 0 9915 2.56

2007 4357 6 595 150 100 200 0 0 0 9770 2.24

2008 4357 7 680 150 100 200 150 30 30 9750 2.24

2009 4387 8 780 150 100 250 150 40 40 9700 2.21

2010 5387 9 870 150 100 300 150 50 50 9630 1.79

2011 6687 10 960 150 150 400 200 70 70 9710 1.45

2012 7687 11 1070 200 100 400 200 80 80 9700 1.265465 950 850 1750 850 270 270 A total of

4940recruited

duringthe

period