Inside Pages9Final.indd - Ministry of Power

c) IT consultancy for Implementation of IT Policy at Delhi
Transco
d) POWERGRID implemented Video conferencing facility
in the capacity of technical expert cum co-ordinator for
MOP.and CPSUs under MOP.
CONTRIBUTING TO DISTRIBUTION REFORMS UNDER
APDRP
Under Accelerated Power Development & Reform
Programme (APDRP) of Ministry of Power, POWERGRID
has been assigned the role of Advisor-cum-Consultant
(AcC) to lend its managerial and technical expertise for
developing 182 distribution circles /towns/schemes
spread over 18 states and involving projects worth about
Rs. 8000 Crore.
In addition to the role of AcC, POWERGRID is executing
APDRP schemes of about Rs. 1000 Crore on deposit work
basis under bilateral arrangement in the states of Bihar, Goa,
Meghalaya, Uttar Pradesh and Mizoram on turnkey basis.
Further to APDRP works, POWERGRID is executing Rural
Electrification works of 2400 villages in Bihar on behalf of
BSEB, on turnkey basis. POWERGRID entered into MoU
with Rural Electrification Corporation for undertaking
rural electrification works under Rajeev Gandhi Grameen
Vidhyutikaran Yojana (RGGVY). Under this, POWERGRID
has been assigned the job for execution of rural
electrification schemes for electrifying 40,000 villages in
Bihar, Orissa, West Bengal, U.P, Rajasthan, Gujarat, Assam,
Tripura at an estimated cost of Rs. 3500 Crore.
These are very challenging assignments for POWERGRID,
it being a transmission company. However, POWERGRID
has taken up the challenge in right earnest and innovative
measures for the same have been adopted. Its construction
being a short term activity, to avoid permanent liability
of additional manpower, POWERGRID has decided to
deploy existing manpower & recruited retired experienced
personnel from SEBs.
ENCOURAGING GRID DISCIPLINE
POWERGRID, in its efforts to ensure delivery of quality
power and to maintain grid discipline, implemented
“Availability Based Tariff (ABT)” in all the five regions. This
has stabilized the frequency to the prescribed band as per
IEGC i.e. 49.0 Hz to 50.5 Hz for large percentage of time
in all the five regions.
MINISTRY OF POWER
ABT has also encouraged inter-State and inter regional
bilateral trading resulting in meeting higher demand from
the existing sources. Merit order operation of generating
units is gaining importance and many States are utilizing
this facility to utilize the system commercially. There is
overall improvement in Grid stability and partial blackouts
have been drastically reduced, while it has been possible
to save the grid from total blackouts.
Western, Eastern & North-Eastern Regions continue to
operate successfully in synchronous mode. In fact, Raipur
– Rourkela 400 kV D/c line rescued Western Regional Grid
in Sept’03 by importing power from Eastern Region when
there was a generation loss in Western Region.
Efforts made by POWERGRID in modernizing the Regional
Load Despatch Centers (RLDCs), implementation of
Availability Based Tariff (ABT), power transfer through
inter-regional links and effective Operation & Maintenance
measures using State-of-the-Art technologies have led to
overall improvement in power supply position in all parts
of the country. It is demonstrated by the fact that there has
been no major grid disturbance in any part of the country
in the last 3 years. The trippings per line were lowest ever
& the system availability in FY 2004-05 was as high as
99.75%.
With the development of vital inter-regional transmission
links, surplus power of Eastern Region is being gainfully
utilized by the power deficit regions. POWERGRID was
able to facilitate transfer of 31,000 MU of energy across
the regions during the year 2004-05, an increase of about
40% compared to previous year (i.e. 22,000 MU during
2003-04), which is likely to be exceeded in current financial
year. Thus, inter-regional power transfer of worth Rs. 6,200
Crore was facilitated, most of which would have remained
bottled up but for the facilities created by POWERGRID.
LEVERAGING HUMAN CAPITAL TO ACHIEVE
EXCELLENCE
POWERGRID believes that its human resource consisting
of about 7000 employees is the most important asset
and accordingly, its policies are focused on development
of human potential through skill upgradation, career
enhancement and job rotation to achieve organizational
objectives. An effective work culture has been established
in the organization through empowerment, transparency,
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