INTERNSHIP REPORT SUBMITTED TO INTERNSHIP INCHARGE SIR TAYMOOR-UL-HASSAN
SUBMITTED BY RAASHID JAVED ROLL # 32 MBA (M1) 4TH SESSIOON SES SIOON (2011-2015)
DEPARTMENT DEP ARTMENT O MANAGEMENT
SCIENCES
L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
PREACE
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T'! I/+*
L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
Practice makes makes a man perfect and practical knowledge is essential in order to intr introdu oduci cing ng with with the the prac practi tica call life life..
Theo Theore reti tica call know knowle ledg dge e is not not such such
important without with combination combination of practical knowledge. It is the part of its academic curriculum to do internship of MB student to various business conc concer erns ns with with view view to allo allowi wing ng stud studen ents ts to get get oppo opport rtun unit it! ! to ac"u ac"uir ire e practical and professional knowledge. s the partial ful#llment of MB in marketing the writer of this report was also assigned the task of preparing the the term term pape paper$ r$ the the topi topic c was was %&'en %&'enco co(II (III) I) *ort *orthe hern rn Power ower 'ene 'enerat ratio ion n +ompan! ,imited-. To adust m!self in such a large organi/ation was not an eas! task$ but b! the grace of lmight! llah aids m! internship in a be#tting manner and I learned a lot about the overall generation compan!. The report has has been been prep prepar ared ed afte afterr car careful eful obse observ rvat atio ion n of the the all all comp compon onen entt of organi/ation. This report is is a thorough essence of m! rigorous studies which which I undergone through in a period of two months in a generation compan!. I have e0clusivel! studied and observed the operations1 functioning of the compan! and tried m! best to abreast m!self with all the dimensions of the generation compan!. It was a great e0perience to work there and contribute handsomel! in the process of appraising its pros and cons and feeling to be a signi#cant part of the compan!. I am thankful to all those who helped me in one(wa! or the other and guided me in the preparation and compilation of this report in a presentable p resentable fashion.
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T'! I/+*
L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ACNOLEDGEMENT 2uccess and achievement is possible onl! through hard work$ determination and strong will. 3e are grateful to ,,MI'4T5 ,,4 who gave me the stre streng ngth th to thin think$ k$ plan plan and act act acco accord rdin ingl gl! ! wh whic ich h mak make us poss possib ible le to complete m! internship. Though it is a literar! tradition to acknowledge the contribution and help b! di6erent people and organi/ation in the completion of an internship$ but as a matt matter er of fact fact some some word words s cann cannot ot e0pre 0press ss our our grat gratit itude ude to the the vari various ous helping hands. It is ver! di7cult to appreciate each and ever! person for his contributi contribution$ on$ but there there is a standing contribution contribution of our advisor S*% M"*% A66/* $ who was there with us at the time we needed him and without his
guidelines it would be di7cult for us to complete this internship successfull!. successfull!.
T'"7/ &$
4 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
DEDICATIO N t #rst dedicating this work to lmight! ,,4$ without his merc! and s!mpath! I was not able to accomplish this work$ lmight! ,,4 gave me power and con#dence to done m! internship and also 48,5 PR8P49T 4RT M;4MM< &Peace Be upon 4im) who is a light for humanit!. I also dedicate this work to m! lovel! parents
C$"&!"&/ 5 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
N+6!%/ T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
E8ECUTIVE SUMMERY
10
INTRODUCTION O APDA
11
PAISTAN ELECTRIC POER COMPANY 14 THERMAL GENERATION 19 VISION AND MISSION
22
NORTHERN POER GENERATION COMPANY LIMITED 24 Background
=>
Introduction 8bectives
=? =@
'oals
=A
4ierarch!
=
8wnership
CD
uthorit! fund +apacit!
CE C=
Polic!
C?
Pro#le of bod and sr. Management
C@
DEPARTMENTS Material management
39 C
4uman resource management
>C
Management information s!stem
>@
Finance1 coordination wing
>A
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
Business strateg! unit Marketing department
?E ?C
Monitoring and surveillance
?G
?@
+ustomer services department
?
Training center +omplain center
? GD
INANCIAL ANALYSIS
:1
SOT ANALYSIS
;;
2trength
@A
3eaknesses
@
8pportunities
AD
Threats
AE
RECOMMENDATIONS
92
CONCLUSION
94
ANNE8URE
9;
E8ECUTIVE SUMMARY
; . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ccording to internship re"uirement$ I passed si0 weeks in 'enco from E?(@( =DEC to =(DA(=DEC. This was so much learning period for me. This internship report is about Thermal Power 2tation Mu/a6argarh also named as '9*+8HIII. In '9*+8HIII $there are total G units in which Phase(I consists of C units of =EDM3 each and Phase(II consists of
= units of =EDM3 each and a
separate unit namel! unit(I having a capacit! of C=DM3.2o a total of E$C@DM3 capacit! of '9*+8(III. The generators installed are all furnace oil generators consisting of a steam turbine and having water tube Boiler. In this report$ di6erent protections of generator and transformers are discussed. The circuit Breakers and their t!pes and rela!s and the role of instrument transformer are brie! discussed. The importance of switch!ard is given in detail. ,ater on$ all t!pes of motors are put into light. In this report I give introduction histor! of the 'enco. I passed so man! da!s in di6erent departmentKs 4uman resource$ marketing$ customer service cell$ #nance department and management department. I describe working and functions of those departments in this report. In this report I did 238T anal!ses$ #nancial anal!ses$ proects of 'enco and proects which I did in 'enco. This proect gives to me as assignment which is also helpful for the organi/ation. 2o I give some recommendations and conclusion at the end.
INTRODUCTION O APDA 3P<$ the Pakistan 3ater and Power
9 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
2ectors$ which were previousl! being dealt with$ b! the respective 9lectricit! and Irrigation
•
3P< is now full! responsible for the development of 4!del Power
•
and 3ater 2ector Proects. P9P+8 has been full! empowered and is responsible for the management of all the a6airs of corporati/ed nine
•
•
sector &approved b! 9++). The ,oan ,iabilit! Transfer greements &,,T) has been signed with
•
+orporate 9ntities and e0ecution of loan transfer is complete. ll 9ntities have the ph!sical possessions of all their operational
•
assets. 8n =>th Feb. =DD@ Ministr! of 3ater L Power noti#ed *9PR approved
•
Tari6 for all
greement$
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9nerg!
2uppl!
greement$
T'! I/+*
Business
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
2upplementar! greement and Fuel 2uppl! greement etc. were e0ecuted between •
3P< and
+orporate
9ntities to facilitate
commercial operations. Regulator! instruments like 'rid +ode$
•
were drafted and got approved from in =DD@. ll maor lenders gave their consent for transfer of their loan from 3P< to +orporate 9ntities$ thus C=G loan assumption agreements were signed amongst respective +ompanies$ 3P< and 9<
•
&9conomic 6airs
The +harter of
• •
'eneration$ Transmission and
The uthorit! comprises of a +hairman and three &C) Members working through a 2ecretar!. 3P< is one of the largest emplo!ers of human resources in Pakistan. It has E?D$DDD emplo!ees$ which make it = nd largest organi/ation of Pakistan$ after Pakistan arm!. 8ver the !ears 3P< has built(up a reservoir of Technical know(how and e0pertise which has made it a modern and progressive organi/ation.
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ATER ING
In E?$ 3P< was created to undertake the task of investigating$ planning and e0ecuting schemes for irrigation$ drainage$ prevention of water logging and reclamation of saline land as an autonomous bod! responsible for integrated development of water and power resources in Pakistan. The organi/ation was also entrusted with the work of implementing Indus Basin 2ettlement Plan signed between India and Pakistan in EGD to develop replacement works for management of river water and irrigation s!stem. 2ince then it has been engaged in building water development proects which include e0tensive research
and
investigation
to
augment
countr!s
water
resources.
POER ING
Power 3ing is currentl! headed b! Member &Power) P9P+8.
PAISTAN ELECTRIC POER COMPANY 11 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The Pakistan 9lectric Power +ompan! &Private) ,imited &P9P+8) has been entrusted the task of managing the transition of 3P< from a bureaucratic structure to a corporate$ commerciall! viable and productive entit!. It is a mammoth task and progress in the initial months was rather slow$ but one should keep in mind that responsibilit! is enormous and transition is a long drawn process. Before going into further details of the restructuring program$ it is necessar! to understand the shift in the 'oP polic!. The 'oP$ in line with its 2trategic Plan of E= approved b! the cabinet committee$ had decided to restructure the entire power sector in the countr!
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
+ompanies 8rdinance EA>. These are: three generation$ one transmission and eight distribution corporate entities The restructuring program of 3P<s Power 3ing is based on the new strategic policies of the '8P and endorsed and supported b! the donor institutions. The aim of this transition is to install corporate and business culture through: adopting of good business practices$ enhancing productivit! and e7cienc!$ including customer orientation and service culture$ improving "ualit! of services setting performance targets$ reducing costs$ theft and wastage. This will be based on e0tensive use of information technolog!$ management information s!stems$ monitoring and prudent decision making. It has been decided that some of the functions currentl! being performed b! 3P< will continue to remain with 3P<1'oP in the largest interest of the countr!. These are: •
4!del development
•
4!del operation It was also decided that some of the common facilities$ being previousl! shared b! the two wings and b! various departments within the power wing$ should be segregated. These would initiall! remain with 3P< unless transferred to an! other particular corporati/ed entit!. These facilities include hospitals$ schools$ training facilities etc.
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ACCOMPLISHMENTS Maor accomplishments to(date is as follows: 8perationali/ed Pakistan 9lectric Power +ompan! &P9P+8) as a Private limited management compan! owned b! 'overnment of Pakistan &'8P) to steer$ manage and oversee the corporati/ation1commerciali/ation reforms program. Formed fourteen &E>) +orporate 9ntities as following: • • • •
Four &>) Thermal Power 'eneration +ompanies &'9*+8s) 8ne &E) *ational Transmission L Power
•
e0perience for formulation of e6ective corporate policies. 90ecuted ,egal agreements such as Business Transfer greements &BT)$ 8peration and
•
autonomous commercial operation. Transfer of 3P< sta6 to the respective corporate entities &Manpower Transition Program Phase(I completed). Phase II is scheduled for
•
• •
completion b! June$ =DDD. 8btained Federal Ta0 90emptions for the corporate entities for +apital alue Ta0$ Income ta0 and 3ealth Ta0. 8btained consent of most of the creditors. Prepared$ reviewed$ approved and adopted opening Balance 2heets of the corporate entities as of CD(DG(EA.
•
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
•
Privati/ation schedule for Faisalabad 9lectric 2uppl! +ompan! &F92+8)
•
#nali/ed L sent to the Privati/ation +ommission of Pakistan Investment Plans for
• •
and #nali/ed b! the
•
9lectric Power +ompan! &'9P+8) completed 2ubmitted proposal to '8P for Price consideration to be paid or settled b! '8P with 3P< so that share of the corporate entities owned b! 3P< can be transferred in the name of '8P.
THERMAL GENERATION
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T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
P9P+8s Thermal Power 'eneration is mainl! based on generation of power from its 2team Turbo('enerators$ 'as Turbines &simple as well as +ombined +!cle ;nits) installed at di6erent Power 2tations located in 2indh$ Punab and Baluchistan provinces. Indigenous 'as L +oal is the main fuel whereas Furnace oil and 42< are also used as alternative fuel. .
s per 'overnment of Pakistan polic! all thermal power generation has been restructured and four corporati/ed companies namel! Jamshoro Power 'eneration +ompan! ,imited &'9*+8(E) head "uarter at Jamshoro district
'eneration
+ompan!
,imited
&'9*+8(C)
head"uarters
at
Mu/a6argarh and ,akhra Power 'eneration +ompan! ,imited &'9*+8(I) at Ohanote &2indh) have been formed and registered. Functioning of '9*+8s has commenced. 2tructural formation of all four '9*+8s is as under: JPCL (GENCO-1)
CPGCL
NPGCL
LPGCL
(GENCO-
(GENCO-3)
(GENCO-4)
1: . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed 2)
TP2 Jamshoro TP2 'uddu TP2 Mu/a6argarh 'TP2 Ootri TP2 uetta *'P2 Multan
FB+ ,akhra
TPS GUDDU = L$&*$"
Thermal Power 2tation 'uddu is situated on the right bank of River Indus near 'uddu barrage$ ED Om from Oashmore in district Jacobabad &2indh). It is about GD Om awa! from 2adi"abad and about EGD Om from 2ukkur. It is a conuence of three provinces$ i.e. 2indh$ Punab and Baluchistan. 6= ! (G/ > = O*) S,,*!/
The e0isting dail! gas allocation is =A? MM+F<$ &from Oandhkot Q EE? MM+F<$ 2ui Q >D MM+F< MariQD MM+F< L TullowQ >D MM+F<).
This Power 2tation is situated at uetta. 6= ! (G/) S,,*!/
*atural gas is the main fuel being used for combustion as and when available basis. +ompan! under the new management &P9P+8) is tr!ing to make an agreement with the gas compan! regarding #rm gas suppl!. TPS MU@AARGARH = L$&*$"
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L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
TP2 Mu/a6argarh is located in the middle of the countr! between the River Indus and River +henab$ =.? Om to *orth(3est of Mu/a6argarh Town in ? Om *orth(9ast of Mu/a6argarh. 6= !
Power 2tation is located at Piranghaib about one Om towards *orth from Piranghaib Railwa! station and at a distance of ED Om from Multan cit! towards 9ast. 6= !
This Power 2tation is situated at about ED Om from Faisalabad cit! on Faisalabad(2heikhupura road. *ishatabad railwa! station is D> Om in the 3est and Rakh branch canal ows close to the power station in the 9ast. 6= !
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
GTPS AISALABAD = L$&*$"
This Power 2tation is situated &adoining 2P2) at about ED Om from Faisalabad cit! on Faisalabad(2heikhupura road. *ishatabad railwa! station is D> Om in the 3est and Rakh branch canal ows close to the power station in the 9ast. 6= !
This Power 2tation is situated at 2hahdara on right bank of river Ravi ,ahore. 6= ! (G/) S,,*!/
*atural gas is the main fuel being used for combustion as and when available basis. +ompan! under the new management &P9P+8) is tr!ing to make an agreement with the gas compan! regarding #rm gas suppl!. BC LAHRA = L$&*$"
The ,akhra Power 2tation is located near Man/oor(abad1Ohanote in the G Om in *orth(9ast and Oarachi is about =DD Om 2outh(3est of the Power Plant. The Power 2tation can be readil! approached from *orth and 2outh b! the connecting highwa!s. 6= !
ll the three units are based on +oal$ which is being recovered b! primitive underground mining method from ,akhra coal mines$ =? Om from ,akhra Power 2tation. 1< . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The detail of three '9*+8s showing Power stations$ number of units installed$ capacit!$ make$ !ear of commissioning and fuel used is given below in table(E$ =$ CL>.
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
T$ +7! P7*/&" P$!% S!#&$% #3/&$+!% 2%*!"0B !#*!"&B 60! " %!/,$"/*! *" +!!&*"D &!! !0!#&%*# !"!%D %!3*%!+!"&/ $2 *"3/&%B 63/*"!// " $+!/&*# #3/&$+!%/B " +$! &$ " !"!%D /3#*!"& +$!0 2%$+ &'! #3%%!"& !"!%D !F#*!"& /#!"%*$B $" #$++!%#*00 *60! " /3/&*"60! 6/*/B *" $%!% &$ /3,,$%& &'! '*D' D%$&' !#$"$+ " &$ +!!& &'! D$!%"+!"&G/ $6H!#&*! $2 IP$!% 2$% A00I=
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
S MI22I8*
GENERATION COMPANIES 21 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
J+/'$%$ P$!% C$+," L*+*&! (JPCL) GENCO I C!"&% P$!% G!"!%&*$" C$+," L*+*&! (CPGCL) GENCO II N$%&'!%" P$!% G!"!%&*$" C$+," L*+*&! (NPGCL) GENCO III L7'% P$!% G!"!%&*$" C$+," L*+*&! (LPGCL) GENCO IV
ONE TRANSMISSION COMPANY •
*ational transmission L power dispatch compan! &*T<+)
EIGHT DISTRIBUTION CORPORATE ENTITIES E. =. C. >. ?. G. @. A.
,48R9
9,9+TRI+
2;PP,5
+8MP*5
&,92+8)
,IMIT9< ';JR*3,
9,9+TRI+
P839R
+8MP*5 FI2,B<
9,9+TRI+
+8MP*5 I2,MB<
2;PP,5 &F92+8)
9,9+TRI+
2;PP,5
+8MP*5 M;,T* +8MP*5 P9243R +8MP*5 45<9RB< ,IMIT9< ;9TT
9,9+TRI+ 9,9+TRI+ 9,9+TRI+
2;PP,5
9,9+TRI+
+8MP*5
22 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
&'9P+8)
&I92+8)
P839R &M9P+8) 2;PP,5 +8MP*5
&P92+8) &492+8)
2;PP,5 &92+8)
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
(GENCO-III) NORTHERN POER GENERATION COMPANY LIMITED MISSION STATEMENT O% +*//*$" */ &$ 6%*" &'! //%"! $ !"!% &$ $% /&$+!% *&' $% // *& " $++*&+!"& $% /&*/&*$" / ! *" $% !/& $% !!!"!
BACGROUND *orthern Power 'eneration +ompan! ,imited owns and operates thermal power generation facilities located at Mu/a6argarh$ Multan and Faisalabad. Installed capacit! of the generating assets is E$=E M3$ which has declined over the !ears to dependable capacit! of E$EG M3.
+omple0 pattern of
internal and e0ternal factors constrain operating and #nancial performance of the compan!. The compan! has been operating with a negative bottom line$ which has eopardi/ed sustainabilit!. 'overnment of Pakistan aims to address the countr!Ks power sector issues b! implementing Power 2ector Reform Program. s part of the program the public sector thermal power generation companies &'9*+8s)$ including *P'+, were re"uired to develop and implement Business Plans to e6ectivel! respond to constraints and obstacles to satisfactor! performance.
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T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
INTRODUCTION This
thermal
power
station
is
situated
in Multan divisionKs
district
Mu/a6argarh. In EA? 'ulam Isha" Ohan make an agreement with Russia for the establishment of the power station. Initiall! this Proect was documented for Multan. But due to certain reasons like availabilit! of land$ cost etc. This proect shifted to Mu/a6argarh b! the name of Multan II. Initiall! three units were established in Mu/a6argarh$ called phase E. These are also known as Russian units. These units are operated with 8il L 'as. The each unit is of =ED M.3. capacities. +hina establishes their units to meet the need1demand of electricit!. These units are also =ED M. 3att. +hina has also established a unit called unit > witches has the capacit! of C=D M. watt. The unit > is full! computeri/ed. ll its functionalit! is handled through computeri/ed programs. bout E?DD people are working in this organi/ation including both technical L non(technical. To make this proect 9conomic
Pakistan 3ater and Power
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L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The Pakistan 3ater and Power
of parli parliam ament ent in Februar ebruar! !
E?A E?A for
integrated and rapid development and maintenance of water and power resources of the +ountr!. This includes controlling soil salinit! and and wate waterr logg loggin ing g to reha rehabi bili lita tate te the the a6ect a6e cted ed land land in orde orderr to strengthen the predominantl! agricultural econom! of the countr!. s per the charter$ amended in March E? to transfer the e0isting electr electrici icit! t! departm department ents s from from the federa federatin ting g units units to it$ 3P< P< has been been assigned the duties of investigation$ planning and e0ecution of proects and schemes for:
• • • •
'eneration$ Transmission Transmission and distribution of power$ Irrigation$ water suppl! and drainage$ Prevention Prevention of water logging and reclamation of saline land$ Flood control and Inland navigation.
;nder the later on developments$ vis(U(vis the %energ! polic! E>-$ setting up
of
thermal power generation proects was shifted to the private pr ivate sector. sector. 2imilarl! $ as a resul esultt of restr estruc uctu turi ring ng
of the the
powe powerr
wing wing$$ the the
util utilit it! !
part part was
corporati/ed into independent companies. This shift from convergence to divergence gave birth to EC entities to operate in di6erent /ones. These are are nati nation onal al tran transm smis issi sion on
and and
+omp +ompan an! !
&ntd &ntdc) c)$$
four four ther therma mall
power power genera generatio tion n compani companies es &genco &gencos) s) and eight eight distri distribut bution ion compan companie ies s &discos). Th e p rese re se nt s ta tu s of th es e co mp a n ie s is of co r p o ra te pu b lic li c lim li m ite it e d entities under the ;mbrella of 9P+8$ ultimatel! to go privati/ed as
25 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
planned. planned. The residu residual al Power Power 3ing 3ing is therefor therefore e now respon responsibl sible e for maor h!dro(electric power proects and schemes in operation.
OBJECTIVES Pakistan 9lectric Power +ompan! &P9P+8) unveiled new face of Pakistans powe powerr sect sector or with with the the cris crisis is manag anagem emen entt obe obect ctiv ive es to impr improv ove e the the e7ci e7cien enc! c! of the the powe powerr sect sector or and to meet meet cust custom omer ers s elec electr tric ic ener energ! g! re"uirements on a sustainable and environment friendl! basis. The speci#c obectives of P9P+8 are:
8b.ectiv es
d n a s e c i v r e s r e m o t s u c e v o r p m i o t d n a s t i n u n o i t a r e n e g f o g n i p m a v e R S $ g n i d d e h s d a o l p o t 2 S
8b.ectiv es
$ l o r t n o c t f e h t d n a g n i p p i r t g n i / i m i n i m N s e s s o l e n i l g n i c u d e R S $ s n o i t a t s d i r g w e n g n i t c u r t s n o + S
8b.ective s
. l e v e l s o c s i < s a l l e w s a + < T * t a m e t s ! s g n i p p i r t d n a g n i r e t e m $ g n i ! l e r e d a r g p u d n a n o i t a l o s i t l u a f $ ! t i l i b a t s m e t s ! s e r u s n e o t n o i t u b i r t s i d d n a n o i s s i m s n a r t $ n o i t a r e n e g r o f m e t s ! s g n i n n a l p r e w o p d e t a m o t u a d e t a r g e t n i n a f o t n e m p o l e v e < S
2: . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
GOALS The following power proects p roects are in pipeline and will be included in '9*+8 III after their commissioning.
2; . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
' 8 , 2
(G!"$-III) (G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed W >=?M3 combine c!cle dual fuel &furnace X 42<) at *andipur. &C0 B?M3 gas turbine X ECAM3 steam unit) W C=DM3 ;9 gifted power plant at 'TP2 Faisalabad. &?0EGM3 Fr? gas turbines X A0CDM3 FrYG gas turbines) W ?=?M3 ++PP at +hichokimalian. &C0EE@M3 gas turbines X E@?M3 steam turbine W Morale building and to create sense of belonging amongst compan! emp lo!ees.) W 2mooth and consistent Jow1suppl! of electricit!. W Prompt restoration of disrupt electricit! suppl!. W ccurate and timel! meter reading and billing. W Provision of electricit! connection in minimum time. W 8pen door polic! to facilitate our customers. WW 9nerg! message dissemination. 2pecial saving concessions for "uick and timel! W +reatingofpositive image of 'enco. pa!ment bill. W vailabilit! vailabilit! of stores to deal with emergencies. W Feedback through customer services center. W +reate awareness amongst em plo!ees for adopting W safet! measures while working on lines. W Take steps for welfare of compan! emplo!ees.
4I9RR+45 8F '9*+8 III
29 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ONERSHIP 2< . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The compan! is wholl! owned b! the 'overnment. 2ince the incorporation of the compan! in EA after unbundling of 3P<$ P9P+8 has been managing #nancial$ human resource and procurement matters of the compan!. P9P+8 is likel! to be wound up b! the Crd "uarter of =DEE that ma! lead to full corporate autonom! of the compan! within public sector.
E8TERNAL ENVIRONMENT Present market composition$ si/e and structure as well as the regulator! regime have been assessed with an assessment of likel! market trends in short and medium term to map strategic positioning of the compan!. Pakistan power sector is under severe demand pressure and is likel! to remain so until a foreseeable future. Thermal power is more e0pensive as compared to h!dro power. 'as is a cheaper fuel for power generation in Pakistan but gas reserves are depleting and new discoveries are not on the hori/on. Furnace oil is more e0pensive and e0posed to price volatilit!. Increased dependence of power sector on furnace oil in the recent !ears has impacted electricit! price in the countr!. 4owever$ until power mi0 shifts back in favor of h!dro power and new gas discoveries are made$ oil #red plants are e0pected to remain in full possible production$ constrained onl! b! a6ordabilit! factors. n! e0pansion in oil #red capacit! is therefore not likel! to be a right direction.
LOCATION This thermal power station was established in Mu/a6argarh
AUTHORITY UND 30 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The uthorit! Fund consists of the following:
•
,oans
• •
governments 2ale proceeds of 3P< Bonds ,oans obtained b! the uthorit! with general sanctions of the
•
government F o re i g n a i d s a n d l o a n s o b t a i n ed f r o m t h e I B R < $ < B a n d ot he r
• •
and
grants
obtained
from
the
federal
and
provincial
in te rn at io na l lo an giving agencies on such terms and
conditions as ma! be approved b! the government 2ale of power ll other sums received b! the uthorit!
CAPACITY
31 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
%+apacit! is the ma0imum rate of output for a facilit!.- The facilit! can be a workstation or an entire organi/ation. There are two phases working at thermal power station Mu/a6argarh. E: Phase I =: Phase II PHASE 1
In phase E there are three units of capacit! =ED M. watts. This phase was established b! Russia also called Russia phase. PHASE 11
In phase II there are two units of capacit! =ED M. watts and one unit of capacit! C=D M. watts. The phase E can produce E?E=DDDD units1=> 4ours. 2o the total capacit! of both the two phases is >ADDD$DDD units1=> 4ours. But this is situation when all the units are working with full capacit!. But there are little situation when this t!pe of occurrence. But the! utili/e their capacit! according to the re"uirements. ll the decisions about the utili/ation are done at higher level. *P++ Islamabad gives all the instructions about the utili/ation. The reason is that all the thermal houses in Pakistan are connected ust like a ring topolog! &the term used in networking). 3hen su7cient amount of water are available the more concentration are given to produce 4!droelectricit! because this source of electricit! are much cheaper than thermal electricit!.
9ven there are situation$ when the thermal house need electricit! for their sta6 colon! and for the power station from other station. 32 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
The! use no such t!pe of methods like (
+ausal Method
(
Judgment Method
Muzaffargarh
lant Detail
3
x
2!
S#T# 2
x
Multan
Faisalabad (GTPS)
Rental Power Plant
M" $
2!!
Faisalabad (SPS)
M"
S#T# x32! M"
3 x %& M" S#T#
' x 2& M" G#T# $ &!#& 2 x %% M" S#T#
x M" S#T#
Stea, Turbine (S#T# ) - .#.# (.o,bined .*/le)
Gross .a+a/it*
02 M"
Fuel T*+e
1atural Gas Residual Furna/e il (RF)
4i/ense 1o#
G4!32!!2
M" R#
! S&&/ / $ J"! 30 2013
33 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
G#T
$
3%#&M" G#T $ 2!
S#T#
Plant T*+e
M"
T'! I/+*
L*+*& • • • • • • • • • •
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
Installed +apacit!$ M3 E=E DD Ma0imum Power .@D? ;nits 2ent 8ut$ Mk 3h [email protected]>A u0iliaries$ ED.=E ,oad Factor$ ?G.GD Plant Factor$ ?D.?@ F2$ "uantit! L period EAD$DDD1month for E? !ears '2$ "uantit! L period ;nder negotiation
A&*! R!"& P$!% P"& S G=M3 'ulf Power Plant +8< dated =.D>.=DEC. S E?DM3 TechnoY 9mpower 2umandri road Faisalabad Partiall! commissioned on dated: EE.DG.=DEC at GDM3 S =DEM3 Reshma Power Plant +8< !et not achieved. S =DDM3 5ougen Power Plant +8< CE.E=.=DEC S E?D M3 2ahuwal Power Plant +8< !et not declared.
POLICIES POER POLICY 1<<5 A= GENERAL
The 'overnment of Pakistan in March E> announced the Polic! Framework and Package of Incentives for private sector power development in the countr!. It received a tremendous response albeit for all Thermal Plants. '8P 34 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
now intends to encourage proposals for power generation based on indigenous resources namel! its h!del resources. 4!del power being cheaper$ will provide tari6 relief to the consumers$ utili/e indigenous resources$ involve Pakistani entrepreneurs and provide bene#ts of economic growth
to
B=
NEED
THE
the
relativel! OR
A
backward
SEPARATE
parts
HYDEL
of
Pakistan.
POER
POLICY
In Pakistan nearl! all h!dro potential results from discharges into the Indus River basin.
of thermal power. The salient features of the polic! framework and package of incentives devised for development of h!dropower through private sector.
35 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
CORPORATI@ATION POLICY In E=$ the 2trategic Plan for restructuring the Pakistan Power 2ector &PP2) was approved b! the '8P1++I. s a part of the restructuring process$ 3P<s functions under 3ater 3ing and Power 3ing were to be segregated in the following manner:
•
;ni#ed Power wing of 3P< comprising of 'eneration$ Transmission and
•
to be restructured into fourteen &E>) public limited
companies under the corporate law. Restructure power sector assets to form autonomous commercial entities through the adoption of prudent business practices$ enhanced
•
•
e7cienc! levels$ cost reduction and pro#t orientation Promote competition to eventuall! o6er a6ordable electricit! to customers. Through corporati/ation
1
commerciali/ation
process$
promote
commercial viabilit! and enhance business value of the assets block of •
each corporate entit!. 9nhance privati/ation initiatives
P%$F! $ BOD " S%= M"!+!"& Prof. Abdul Hameed:
3: . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
) +hairman$ Bismillah 9ducation Trust Regional
E> !ears as +981
CD 5ears as
C? 5ears as power plant engineer$ presentl! working as 'M &
CCZ 5ears as power plant engineer$ presentl! working as +9 &MM2) Mr. !hulam Mustafa "unio:
C> !ears as power plant engineer$ presentl! working as +98 &'9*+8YIII)
DEPARTMENTS 3; . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
MATERIAL MANAGEME NT
HUMAN RESOURCE MANAGEM ENT
MANAGEMEN T INORMATIO N SYSTEM
INANCE COORDINAT ION 5ING
BUSINESS STRATEGY UNIT
MAR4ETIN G DEPARTME NT
MONITORIN G AND DISTRIBUTI CUSTOMER ON SERVICES SURVEILLA TRAININ COMPLA NCE INT G CENTER
CENTER
MATERIAL MANAGEMENT %Material management is concerned about short range decisions about suppliers$ inventories$ productions level$ sta7ng patterns$ schedules and distribution-.
39 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
Material management is important because whole of the organi/ation depends upon the material$ so it is ver! important.
UNCTIONS O MATERIAL MANAGEMENT The functions generall! performed in material management are purchase there are generall! two t!pe of purchase. = $%!*" ,%'/! = L$ ,%'/! OREGIN PURCHASE
The organi/ation foreign purchase process is centrali/ed. The! give tender to that foreign who promise to full #ll their demand within the time. 'enerall! '.M order for foreign purchase. In thermal organi/ation there are speci#c companies who can full #ll their demands. The! get there re"uired material from the parent compan! who have established the units. Reason is that the! know the re"uirement better than an! other. Foreign purchases are generall! for C(? !ears. The foreign in entr! are. LOCAL BUYING
8rgani/ation also makes local purchase according to the re"uirement. For local purchase the! use causal method. For local purchase #rst of all the! purchase informall!$ if the order is small.
For big order the! advertise in newspaper and call tender. For local bu!ing the! give order to the! give order to successful tender holder and take ED securit! from that compan!. For e0ample$ the! select compan! for chemical purchases. The! inform that compan! that the! ma! need this much "uantit! of chemical during the
3< . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
whole !ear. The! inform one week before the need of that chemical during the !ear. The local purchases are for one !ear.
VENDORS
endors are generall! those suppliers that are I so good certi#ed. Mostl! the foreign purchases are done from certi#ed companies but the! ma! purchase which are not I28 certi#ed. The reason is that the! make foreign purchase from parent compan! of the plant establisher.
STORE MANAGEMENT n! purchase local or foreign is #rst of all checked before sending to store. In case of local purchase the! do not so much checking. But in foreign purchase the!
check
the
inventor!
before
sending
to
store
through
the
related department e0perts. These e0perts check the inventor! and recommend the inventor!. It the! reect the material then it is send back. ll the purchases are entered #rst b! store department. It an! department need an!thing$ the! #rst of all contact with store department. 9ver! section has its own stock book entr! of incoming inventor! are done on #ve page. (
Two pages for evaluation section.
(
Three pages for measurement section.
INVENTORY MANAGEMENT %Inventor! is stock of an!thing held to meet the future demands of organi/ation-.
Inventories
are
ver!
sensitive
part
of
an!
organi/ation. Inventor! of local purchase are for one !ear and for foreign purchase it is C !ears to ?!ears.
40 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
ASSESSMENT O INVERTORY
For the assessment the! are using the di6erent method.
OR OIL
ssessments of oil re"uirement are usuall! depending upon the usage of oil when the power houses are working at full capacit!. Then the! need oil ver! much. 'enerall! the unit can operate with oil L 'as as well. 3hen the gas is available then in those da!s their demand for oil is less. The reason is that electricit! through gas is cheaper than through oil. STORAGE O OIL
There are at least ten oil tanks for the storage of oil. These tanks are use full for one week when the production of electricit! are at peak the consumption of oil is C=DD(C?DD metric ton for E= 4ours on full load. STORAGE OR PARTS O MACHINORY
Parts of machiner! are purchase through foreign contracts. It is generall! for C(? !ears. The cost on such t!pe of inventor! is high and ordering cost transportation cost is also high. ll the power houses in Pakistan keep the information about such t!pe of inventor!. It the! need such t!pe of parts I emergenc! the! contact with other thermal houses.
S&$%! $% C'!+*
+hemical in the case of local purchase are stored for one !earKs onl!. But the chemical which are original purchased are stored for C(? !ears chemical is used for the treatment of the water. This treated water is used for making steam to run turbine.
41 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
Reorder Point for inventor! %The #0ed amount of "uantit! that remains with the stock to meet uncertain needREORDER POINT OR OIL
Main inventor! of thermal 4ouses is oil. The thermal house can be operated b! oil and b! gas as well. The organi/ation tries to operate with gas because of its low cost. 3hen the shortage of gas occurs then the more consecration is given to generation through oil. The four Tanks out of ten are kept to meet the uncertaint! of suppl!. The total storage of capacit! of oil is EG$DDD MT to ==$DDD MT R!$%!% ,$*"& $% $* %! +!/%! &'%$' &'! *"$%+&*$" $6&*" %$+ E $%+ /! 6 ITR (O,!%&*$") /!&*$" . In 9(Form the unit
operators put information about the use of oil. ccording to that information re order point for oil is measured. The 8rgani/ation also used +ausal Method to measure the reorder point of oil. REORDER POINTS OR PARTS O UNITS
The other inventor! are parts of machiner!$ these parts are usuall! imported so th! are ordered in so much "uantit! to meet need of ne0t C to ? !ears in thermal house there is another method check the reorder point for parts of machiner!. ;suall! all thermal houses provided information to each other about the parts available in the store. If an! thermal house need an! part in emergenc! and that part are not available in there store then the! can contact to another thermal house to meet the need.
HUMAN RESOURCE MANAGEMENT 4uman Resource Management function is rudimentar! and needs to bring in modern 4RM practices. 4R managers need to be trained to lead technical
42 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
work on corporate reorgani/ation and support inclusive process to develop and agree with stakeholders on 4RM related initiatives.
RECRUITMENT AND SELECTION POLICY
'ive ad of vacant seats in the newspaper like
etc. 2ome seats are reserved on uota like Baluchistan$ 2indh and FT.
43 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
@? seats are reserved for
BP2. Retired and during service death servants have applied child "uota
about ? in vacant seats. 4igher grades obs above E> BP2 are open for all Pakistan but give
SELECTION PROCEDURE Take
written test s consists of M+s and some subective "uestions of
related #elds like unior engineer etc.
Finall! 2uccessful candidate have taken interview b! Panel.
Panel seated b! +98 and members who selected b! +98.
ORIENTATION AND TRAINING
Below EG BP2 training center is in Faisalabad &'2 T;RBI*9 P839R 2TTI8* FI2,B<) and duration is C months.
bove E@ BP2 candidate
training
center is in Islamabad & 3P<
cadem! Islamabad)
SERVICE AND PAY ROLL SYSTEM
2ervant starts his services maintain service book for each candidate who oined compan!. Basic pa! is according to federal government pa! but allowances are ?D of Pa! and =? Mu/a6argarh allowance.
44 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
L*+*&
Pa! increase with Federal 'overnment policies a #0 increment according to pa! scale.
nnual Record is written b! clerk and signed and veri#ed b! Residential 9ngineer &R.9.)
fter = !ears departmental e0ams will be taken and sent to training to training stations.
DUTY TIMING AND ACILITIES Two
t!pe of dut! schedule is running in '9*+8(III
&a)'eneral &A(=pm) &b) 2hift &A hour)
ll facilities are given to emplo!ees like
Free medical &whole famil!)
Transportation
4ouse
9lectricit!
to other cit!
APPRAISAL AND PROMOTION There
are no such appraisal s!stem present in the organi/ation
2eniorit! is maor parameter. There is no such standard s set for appraisal in the government organi/ation.
Promotion based on seat availabilit! on di6erent Thermals seats.
Below and e"ual E@ grade post #lled with in '9*+8 but above grade seats are #lled on overall seniorit! based in four '9*+8.
SUCCESSION POLICY Top
seats are #lled b! board which established b! +hairman 3P<
under supervision of 2ectar! 3P<.
45 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*& The
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed board consists of three members who selected b! +hairman
3P<
Member of Power
Member of Finance
Member of 3ater.
PROILE O BOD AND SR= MANAGEMENT
MANAGEMENT INORMATION SYSTEM
4: . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
The compan! operates with paper(based information and reporting s!stems$ which has become a cause of sub(optimal results b! a6ecting "ualit! and timeliness of information leading to slow or lack of timel! action.
INANCE COORDINATION ING
4; . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
T'! I/+*
L*+*&
(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
M e mb e r & Fi n an c e) i s r es p on s ib l e f o r t h e f u nc t io n in g o f t h e de pa rt me nt s of headed
b!
Fina nc e$
Internal udit and Budget and ccounts
+hief
uditor
&Internal
udit)
and
is
v e s te d
administration and
with
the
services.
re s p o n s i b i l i t !
for
o v e r a ll
2e creta r! 3 P< in a ddition t o
looking after da!(to(da! a6airs of the 2ecretariat$ prepares minutes of the uthorit!Ks meetings$ maintains records of its decisions and issues its directives and coordinates among the th ree 3ings besides monitorin g and implementation of uthorit!Ks decisions. ' e n e r a l F i n a n c e & B L + ) . 4 e a l s o e 0 e r c i s es a d m i n i s t r a t i v e c o n t r ol over 'eneral Manager &+entral +ontracts +ell)$
the three
3ings
besides monitoring
and implementation
of uthorit!Ks decisions. Financial Management function needs to be strengthened in a relativel! short time$ necessitated b! performance pressure but made possible because of the window of opportunit! after e0it of P9P+8.
49 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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I& '/ F! /!&*$"/ • • • • •
B.T.B L +.P.+ 2ection B*OI*' 2ection T49RM, P839R ++8;*T 2ection
BANING SECTION ssistant Manager ccountsN ccount ssistants N
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ahaid *awa/
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ccount ssistants N
Mr. 4osh!ar
ccount ssistants N
Mr. mmar
M*" "&*$"/
'eneral ccount$ Imprest L Pension ccount$ ,etter 8f +redit &,+) TPS MK%%' U"*&-*/! D!&* U"*& N+! T,!
;nit *o.E
2team
CODA!
I"/&!
D!,!"6 !
C,*&
! C,*&
SA
D.D.EC =ED
EA?
RF81'as F.8.
=C.DC.E> =ED
=DD
RF81'as F.8.
=D.D=.E? =ED
EGD
RF81'as F.8.
=C.E=.E@ C=D
=>?
RF81'as F.8.
E>.D=.E? =DD
EED
RF81'as F.8.
E>.DA.E? =DD
EDD
RF81'as F.8.
Turbine ;nit *o.=
2team Turbine
;nit *o.C
2team Turbine
;nit *o.>
2team Turbine
;nit *o.?
2team Turbine
;nit *o.G
2team Turbine
BUSINESS STRATEGY UNIT Business 2trateg! ;nit is proposed to be set up to take up the task of implementation and later lead corporate strateg! function. +98 and functional heads will organi/e themselves to work as a committee to create and lead the Business 2trateg! ;nit. The unit shall be sta6ed with one
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middle management level o7cer from each of the functions. The Business 2trateg! +ommittee shall meet at least once in a fortnight to make decisions and oversee progress on implementation. virtual proect management unit with support of ;2I<19nerg! 2upport Program shall be set up to support implementation activities b! organi/ing short term technical assistance. 90it of the short term out#t will be gradual and least problematic as it will be created onl! in a virtual sense b! allocating part time role of short term e0perts. This arrangement is likel! to create strong motivations for the compan!Ks Business 2trateg! ;nit to ac"uire skills b! working closel! with short term e0perts and e0peditiousl! take over lead role in implementation. Internal leadership of the compan! shall take the center(stage role for coordination of implementation activities. The! shall themselves receive orientation and technical advice to lead a process of positive change that implementation activities aim to initiate and sustain. 8rgani/ation and processes provide management hardware for people to transform inputs into outputs. 8utcomes emerge from appropriate inputs put through a right institutional and organi/ational apparatus. Management improvements are a main thrust area of the 2trategic Plan. The focus is on creating a vibrant organi/ation that can handle challenges of business performance and results and become full! capable to solve their problems and target and achieve an! results that their strategic decisions target.
C'"! +"!+!"& > $++"*&*$" /&%&!*!/
Implementation of business transformation activities criticall! depends on acceptance and support of stakeholders. Involvement of stakeholders leads 51 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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to ownership$ minimi/es resistance to change and creates positive attitudes toward change. ,eadership competencies are vital to process of cultural change in corporate transformations. ,eaders at all levels of management inuence behaviors and hence need to be enlisted as %agents of change-. +ommunication strategies are used to ensure stakeholdersK involvement$ ownership and enthusiasm. Top leadership needs to take up central role in communication strategies to promote a sense of association in the people and enlist support of their team members. ision$ Mission and 2hared alues must be evolved to guide decisions$ actions and attitudes. n organi/ation( wide inclusive process needs to be designed and implemented to support the people to articulate their vision and mission statements and a set of shared values.
MARETING DEPARTMENT 'eneration$ transmission and distribution are suppl! side segments of the power market. For thermal power companies$ oil and gas markets are criticall! important. ;nder present market regime$ apart from bulk consumers$ +PP within the onl! transmission compan!$ *T<+$ acts as the single bu!er in the market.
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There has been a perpetual shortage in production and suppl! of electric power which complicates computation of total demand &or un(served needs backed b! capacit! to pa!). *P'+, plants accounted for G.>A of national installed capacit! and .G of total thermal installed capacit! as on June =DED. *P'+, production accounted for @.=C of national production and ED.?A of total thermal production in the countr! for the #scal !ear =DD( =DED.,evels of demand and suppl! of electric power e0perienced in last > !ears and anticipated b! *T<+ during ne0t ? !ears are as in following table:
MARET STRUCTURE AND MECHANISMS
Power market in Pakistan is composed of generation companies in public and private sectors$ a state owned transmission compan!\ *T<+ and nine distribution companies. O92+ as a privati/ed integrated utilit! is responsible for generation$ transmission and distribution in its territor! vi/. Oarachi. Power generation sub(sector consists of 3P< 4!droN state owned thermal 53 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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generation companies &'9*+8s) and private sector producers( IPPs. +PP$ which is under *T<+$ is the single(bu!er for '9*+8s and IPPs in the market currentl!. *T<+ purchases electric power from the power producers and sells it to the distribution companies. 'as and F8 being the main fuels for thermal power generation$ the two gas companies and 8M+s form an important part of the power market. Fuel consumption is the linking point between power and other energ! markets and is an important driver of the power market in Pakistan. Institutional mechanisms and legal instruments to provide strong market discipline are likel! to emerge from increased reliance on contractual mechanisms within a legal framework at the ne0t step of market evolution. P9P+8 dissolution is likel! to necessitate reliance of public sector companies on contractual mechanisms such as PP$ '2 and F2 to cover credit and counter part! performance risks. MARET > TARI REGULATION
*9PR is the power sector regulator in the countr!. 97cient power market$ investor and consumer protection$ performance standards and pricing are important parts of the regulatorKs mandate. 'eneration license and tari6 determinations of new entrants to the market give *9PR %gate(keeperKscontrol over the future cost and capacit! trends in the market. *9PR controls market entr! and e0it through licensingN prescribes and enforces performance standardsN determines tari6 rates and provides advisor! to government on power sector. Tari6 model for generation stage pricing is based on cost plus #0ed return on e"uit!$ in principle. In practice$ *9PR determines reference tari6 on the basis of #0ed one time thermal e7cienc! at average load.
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Fuel costs are billed as part of 9nerg! Purchase Price &9PP)$ which is adusted for fuel price variation but no gain or loss due to subse"uent variation in thermal e7ciencies is included. The other component is variable 8LM e0pense$ which is adusted with ination inde0 but was originall! based on C( !ear average cost. ll other costs are meant to be recovered through +apacit! Purchase Price &+PP). dustments subse"uent to original determination are periodicall! made on the basis of ination inde0. Financial costs and ta0ation are pass( through items$ which are in e6ect reimbursed in e0act amount as part of +PP.
MONITORING AND SURVEILLANCE (M>S) It is the most important department of &'enco(III) *orthern Power 'eneration +ompan! .,imited. Information technolog! deals all the en"uiries of emplo!ees. Monitoring and surveillance department works under the section
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of chief e0ecutive o7cers. 2o all complains #rst come in the chief e0ecutive o7cers o7ce then it come to the monitoring and surveillance department. In the organi/ation structure one manager of Monitoring and surveillance which has three deput! managers. It divide di6erent circle of 'enco(III) *orthern Power 'eneration +ompan! ,imited among the deput! managers. Monitoring and surveillance take full document about the complained after full en"uir! also listed views of people who directl! or indirectl! involved in the case. It give recommendation of all kinds of complain. Monitoring and surveillance taken recommendation according to the nature of complains. ll the complains come from chief e0ecutive o7cers o7ce and after its recommendation it depend on chief e0ecutive o7cers either he accept or reect its recommendation. In Monitoring and surveillance the #rst manager review complains then it given to deput! according to their respective circles and division. It takes all the data in three da!s and after listening views of people which involved in the case gives decision. It deals all the cases which come from chief e0ecutive o7cers o7ce or FBI given to him for review.
CHIE E8ECUTIVE
MANAGER
DEPUTY MANAGE
DEPUTY MANAGE
DEPUTY MANAGE
DISTRIBUTION DEPARTMENT ll power houses in Punab are interconnected through lines with each other in Pakistan two t!pes of electricit! can be produced
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h!dral electricit! thermal electricit!
3hen there is shortage of water then more concentration are given to thermal electricit!. fter producing the electricit! through units then the! are distributed through mail lines. ll mail lines are looked after b! *T<+ &*ational Transmission and
G!"$ I
In 'enco I thermal houses are Jamshoro L ,akhra G!"$ II
In 'enco II thermal house are 'uddu
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G!"$ III
In 'enco II thermal house are Multan &M9P+8)$ Fasil bad &F2+8)$ Mu/a6argarh. 3hen the electricit! produced through units #rst of all there is PO'9* ==Dkv 2witch !ard. This switch !ard is used to step up the electricit! and then send to the grids of the cities. There is lot of loss of electricit! through ==Dkv switch !ard. To avoid this problem 3P< established in March =DDD with the help of PP +ompan!$ ?DD Ov switch !ard to avoid these line losses. ppro0imatel! CD of electricit! is lost in main lines. The purpose of ?DDkv switch !ard is to minimi/e these losses.
CUSTOMER SERVICES DEPARTMENT +ontact concerned distribution compan! for customer services. Respective distribution companies under P9P+8 are responsible to deal with all matters 59 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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of their electricit! consumers as per their procedures. Please e0plore the website of !our distribution companies for further details. The links of distribution companies &. ?. G. @. A.
,48R9 9,9+TRI+ 2;PP,5 +8MP*5 ,IMIT9< ';JR*3, 9,9+TRI+ P839R +8MP*5 FI2,B< 9,9+TRI+ 2;PP,5 +8MP*5 I2,MB< 9,9+TRI+ 2;PP,5 +8MP*5 M;,T* 9,9+TRI+ P839R +8MP*5 P9243R 9,9+TRI+ 2;PP,5 +8MP*5 45<9RB< 9,9+TRI+ 2;PP,5 +8MP*5 ,IMIT9< ;9TT 9,9+TRI+ 2;PP,5 +8MP*5
TRAINING CENTER 'eneral Manager &Training) o7ce is functioning at 3P< 4ouse$ ,ahore and controls various training centers detailed below: ( a. 3P< 2ta6 +ollege$ Islamabad. b. 3P< 9ngineering cadem! &3ater L Power)$ Faisalabad c. Thermal 'eneration Training +enter$ 'uddu d. 4!del Training +enter$ Mangla e. Technical 2ervices 'roup$ ,ahore f. A Regional Training +enters &RT+s)$ one at each
@C> 3P< 4ouse$ ,ahore
Phone:&D>=)(=D=DDC
Fa0: &D>=)(
=D=GDA
COMPLAIN CENTER POER THET
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2teeling of Power is crime against ever! Pakistani and who ever does it$ is our enem!. Please help P9P+8 in its e6ort to stop power theft b! reporting at its toll free number 0900-94339. This is a free number for all calls including *T+$ PT+,$ Mobiles or wireless phones. I"/&%&*$"/ $% &'!& %!,$%&*" •
• • •
+all the Toll free number DADD( A>CCA ,isten the instructions carefull! fter pressing E$ Record !our message about event
•
of
theft
&Please
give
ma0imum detail of location) fter completing the message disconnect the call
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INANCIAL ANALYSIS
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DEBTE?UITY RATIO
A=@G=E@@@=?1A?E@?GADCEQ .@E@
ACC>CGD>@@1>@?D=D=?=E Q E@.?>?
E*& %&*$ E= ED A 9"uit! ratio G > = D =DEE
=DE=
9"uit! ratio of =DEE is higher than =DE=
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ACID TEST RATIO It is the ratio of li"uid assets to current liabilities uick ratio Q current asset(inventories1current liabilities For =DEE
C?=@>GA>1>E@C=?EGC@QD.@C=
For =DE=
C>AC@=>?@=1?G>A=G@@AAQD.GE
A* &!/& %&*$ D.@G D.@> D.@= D.@ D.GA
cid test ratio
D.GG D.G> D.G= D.G D.?A D.?G =DEE
=DE=
=DEEs is the better after the =DE=
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EARNINGS PER SHARE This ratio determines the amount of income that has been earned on each share outstanding. 9arnings per share Q net pro#t after ta01total no of shares For =DEE
D1?DDDDQD
For =DE=
D1?DDDDQD
9arnings per share is not satis#ed because 'enco III gone into loss
NET PROIT MARGIN It is the ratio of net pro#t &after ta0es) to net sales. It is e0pressed as percentage. *et pro#t margin Q *.P..T1total incomeWEDD For =DEE
D1A?=AG?GAQD
For =DE=
D1@=D>E>GAQD
'enco III net pro#t margin nil so itKs ver! bad sign.
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DIVIDEND PER SHARE
=GC?@>A@GG1?DDDDQ?=@E>.@
For =DE=
D1?DDDDQD
**!" ,!% /'%! GDDDD ?DDDD >DDDD dividend per share CDDDD =DDDD EDDDD D =DEE
=DE=
A"/*/
In =DEE the dividend per share is high. In =DE= it reaches at /ero.
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CURRENT RATIO +urrent ratio Q current asset 1 current liabilities For =DEE
C?=@>GA>1>E@C=?EGC@QD.@C=
For =DE=
C>AC@=>?@=1?G>A=G@@AAQD.GE
C%%!"& %&*$ C =.? = +urrent ratio E.? E D.? D =DEE
=DE=
+urrent ratio value is less than E means that the #rm is unable to pa! its current liabilities completel! b! it current assets. It is because the di6erence between assets and liabilities decreased.
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I8ED ASSET TURN OVER This ratio measures the e7cienc! and pro#t earning capacit! of the concern. Fi0ed asset turnover ratio Q sales1 net #0ed asset For =DEE
GG=ECA>DGC1>GCGD>>A?GQE.>=A
For =DE=
@?@G==D?1>@??@E@AAGQE.?AD
F! //!& &%"$!% %&*$ C =.? = #0ed asset turnover ratio E.? E D.? D =DEE
=DE=
The higher the ratio the better because a high ratio indicate the business has less mone! invested in #0ed asset for each rupee of sales revenue. In =DE= #0ed asset turnover ratio is high as compare to other. This is better sign.
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RETURN ON ASSET RATIO Return on asset ratio Q net income1 average total assets For =DEE
QD
For =DE=
QD
Both the !ear compan! bears loss because there is no pro#t in both !ears.
RETURN ON E?UITY RATIO Return on e"uit! Q *et pro#t19"uit! For =DEE
QD
For =DE=
QD
This ratio shows what compan! earns at each rupee of investment but the compan! bears loss.
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DEBT RATIO
For =DEE
@>=>>GDG>1A=@G=E@@@=? Q D.A@
For =DE=
@A?C>D==?A1ACC>CGD>@@ Q D.>C
D!6& %&*$ D.? D.> D.C D.=
D.E D. D.A D.AA D.A@ =DEE
=DE=
In =DEE compan! #nance is based on A of liabilities and EE of assets. In =DE= compan! #nance based on > on liabilities an onl! G of assets. In debt ratio high the ratios then leverage and #nancial indebtedness will be high.
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9;IT5 T8 229T RTI8 9"uit! to asset ratio Q Total e"uit!1total asset For =DEE
A?E@?GADCE1A=@G=E@@@=? Q D.EDC
For =DE=
>@?D=D=?=E1ACC>CGD>@@ Q D.D?@
E*& &$ //!& %&*$ D.E= D.E D.DA 9"uit! to asset ratio D.DG D.D> D.D= D =DEE
=DE=
9"uit! to asset ratio of =DEE is higher than =DE=.
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SOT ANALYSES
STRENGTHS ;: . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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The largest 'eneration +ompan! in Public 2ector. Provision of
EANESSES
4eat rate is high as compared with the design value due to
deterioration of the plant. ,ack of capital investment.
due to low salaries as compared to private sectors. Ine6ective preventive maintenance due to non(availabilit! of spare
parts and dela! approvals of shutdown of the units. Ine6ective performance appraisal s!stem.
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The! take so much time for processing an! proect. ,ack of communication level between emplo!ees. Most of department based on manual s!stem. ,ack of lo!alt! in front of customer. dministrative cost of the compan! is ver! high due to which the pro#tabilit! of the compan! decreases. There is still improvement of technolog! in the genco computers. There is no obective 1 target for emplo!ees Performance of service center is not too great for satisfaction to customer People has less trust over compan!
OPPORTUNITIES
;se of land for e0pansion. icinit! of Furnace 8il Re#ner!. Modi#cation 1 Rehabilitation of Plant in process. 90pansion in installed capacit!. 'oals of corporation and commerciali/ation plan at one time. Provide a facilit! of mobile customer services center at each circle. For reduction in energ! loses used the distribution s!stem rehabilitation under s!stem augmentation program &2P). It should be on time development works an ,T14T proposals under 2P. 9stablish a new grid station. 90tension of e0isting grid station. Transmission lines. +onversion of our all transportation to +*'. Provide a facilit! of new vehicles for #eld and operation sector emplo!ees. *o competitor in local market so it can increase shares 2ervices easil! in market
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THREATS
Inuence of 8il Ma#a. ,ack of Fuel1'as 2uppl!. 2ecurit! lapses.
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R9+8MM9*<TI8*2
The trust of the customer must be retained. The emplo!ees must be well trained for customer services issues. ttendance s!stem of the emplo!ees must be changed. 'ive full safet! to the emplo!ees. +ommunication gap between upper level and lower level emplo!ees must be improved. The procedure of new connection meter must be reduced sta6. The organi/ation hierarch! must be reduced in the organi/ation. 'ive more concentration for the low level emplo!ees. Must give the safet! precaution to the emplo!ees. Take some steps for create understanding between di6erent departments. To increase their productivit!. The top management should give authorit! to the managers to take decision according to the situation at an! time and in the absence of top management. ppoint skillful and talented people to increase the productivit! and utilit! of compan!. rrange di6erent seminars and conferences for emplo!ees. ll the duties and responsibilities of each emplo!ee should be clear. Tr! to more use of latest technolog! in o7ces. There should be decentrali/ation of decision making. Management should be recruit right person for right ob.
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Behavior with customer should be improved. Make better plan for stop the line loses. 86er new training course to the emplo!ees. The management should have multi skilled so achieve at econom! of scale. Pa! procedure should be clear and at a time. Provide friendl! working environment. Make some speci#c plans for internees. Reduce work load to the emplo!ees. Regular reconciliation is made to keep the records streamline. Manual accounts are replaced with latest accounting software. 3apda emplo!ees ma! be encouraged for accepting challenging obs b! the uthorit!. 97cient and motivated emplo!ees should be rewarded
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(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
+8*+,;2I8 * I chose the &'enco(III) *orthern Power 'eneration +ompan! ,imited
for
m!
internship training$ which is necessar! for m! CE1= !ear MB degree. I worked in head o7ce of &'enco(III) *orthern Power 'eneration +ompan! ,imited for si0 weeks in di6erent departments including 4R$ Proect management$ and marketing and especiall! in #nance department. pm with tow holida!s in a week. I started m! training from 4R and admin department during #rst week of m! training under the supervision of 4R admin manager.
recruitment$ etc].. I passed some da!s in admin section which is necessar! for management to know about training and development$ needs for the stationar!$ measurement for now the performance$. I also learned about in"uir! process because it functions of legal department which control or 92 . I"&!%"/'*, R!,$%& U"*!%/*& O B',%
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(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
under the 4R department. 4R department is also responsible for the anal!sis of the performance of emplo!ees. The 4R department deals with recruitment$ ob placement$ test and interview of new emplo!ees. 4R department also performs training$ promotion and retirement. I also learned about the 4R policies of the companies that are concerned with the problems of providing and handling or create the motivational environment that is re"uired for the business. *e0t week I oin administration department. dministration department consist on administration managers$ deput! manager administration$ assistant manager$ 4R e0ecutive and clerical sta6. I worked under the manager.
compensation1
bene#ts
and
labor
management.
fter
completing m! two weeks in 4R and admin department I attached with marketing cell.
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(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
Marketing cell consist of one manager and two assistant managers. I worked with the assistant manager. 2he helps me ver! well in e0plaining tari6. Marketing cell also has frontline which deals with the customer. I also worked two da!s with frontline emplo!ees. fter marketing cell I do one week internship in customer and service directorate. The director of customer and service is the head of this department. This is so much bus! department it totall! concern with the customers. +ustomer and service department do work under the chief e0ecutive o7ce. +ustomer service department has frontline which deal directl! customer and note down their problems. It all deal with billing s!stem. Basicall! customer come for correction in bill$ e0ceed of units$ amendments$ etc. this is onl! for the favor of customers. It plans all the policies for the welfare of customers. 'enco provide di6erent bene#t like segregation$ amendment$ installation$ and increase in date of bill. Main work I perform is in #nance department. PM; #nance is totall! based on #nance department. ll the emplo!ees take from main #nance department. It onl! makes for the calculation of all the funding of
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(G!"$-III) N$%&'!%" P$!% G!"!%&*$" C$+," Internee: Raashid Javed
reect and accept the decision.it collect all the date and then recommend it on decision. t last I put 238T anal!sis of 'enco +ompan! that I reali/ed there and put recommendation that will be bene#ciall! for compan!.
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