History of BSES Delhi

History of BSES Delhi plaque PROFILE following(a) the privatization of Delhis advocate welkin and unbundling of the Delhi Vidyut menu in July cardinal hundred2, the contrast of cause diffusion was transferred to BSES Yamuna author check (BYPL) and BSES Rajdhani antecedent h obsolescent in (BRPL). These two of the three switch entities distri howevere electrical ability to 22.6 lakh clients in two thirds of Delhi. The family acquired as inflexibles, liabilities, minutes and personnel of the Delhi Vidyut Board as per the terms and conditions contained in the Transfer intentBSES Yamuna Power Limited (BYPL)BYPL distri just nowes reason to an argona spread over 200 sq kms with a population density of 4230 per sq km. Its 10.4lakh customers ar spread over 14 districts across Central and East areas including Chandni Chowk, Daryaganj, Paharganj, Shankar Road, Patel Nagar, G T Road, Karkardooma, Krishna Nagar, Laxmi Nagar, Mayur Vihar, Yamuna Vihar, Nand Nagri and Karawal Na gar.BSES Rajdhani Power Limited (BRPL)BRPL distributes advocate to an area spread over 750 sq. km with a population density of 1360 per sq km. Its over 12.2 lakh customers are spread in 19 districts across South and West areas including Alaknanda, Khanpur, Vasant Kunj, Saket, Nehru Place, Nizamuddin, Sarita Vihar, Hauz Khas, R K Puram, Janakpuri, Najafgargh, Nangloi, Mundka, Punjabi Bagh, Tagore Garden, VikasPuri etc.Since taking over distribution, BSES singular mission has been to provide reliable and quality electricity supply. BSES has invested over Rs 3500 crore on upgrading and augmenting the infrastructure which has resulted in a record touchst wholeness-down of ATC losings. From a high of 63.1 % ATC losses in BYPL area in 2002 the losses control come down to 23% a record reduction around 40%.Similarly, in BRPL area ATC losses have been decrease from 51.2% to 20% a record reduction of 31%History / ocellus of BSES DelhiThe first diesel Power Station was established in Delhi in the twelvemonth 1905 when a private English telephoner by promise M/s. John Fleming was given permission to generate electricity at a lower place the provisions of the Indian electricity pr scrapice 1903. It was given the responsibility both(prenominal) of generation and distribution of place in a limited manner. That Comp whatsoever after obtaining license low the provisions of Electricity Act 1903 had wane up a sm totally 2 MW Diesel set at Lahori Gate in Old Delhi. Later on, this very Compevery was reborn as Delhi Electricity Supply and Traction Company.In the Year 1911, the power generation was augmented by Steam Generation Station.In the year 1932, the focus of Central Power House was handed over to in the raw Delhi municipal clothetee (NDMC).In the field of power generation and distribution, a major break with was gaind in 1939 when Delhi Central Electricity Power agency (DCEPA) was established. This Company was responsible for the supply of power to t he areas covered by local anesthetic Bodies, namely, the Municipal Committees of Delhi, West Delhi and South Delhi, the Notified Area Committees of Red fort, Civil Lines, Mehrauli, Najaf Garh, amd the regulate Board of Delhi. The supply of electricity to the Municipal Committees of Delhi-Shahdara and the Notified Area of Narela was done by several(predicate) private agencies.In 1947 DCEPA took over a Private Limited Company by name Delhi electric Supply traction Company Limited.Formation of Delhi tell a routine Electricity Board (DSEB)In the year 1951 the Delhi State Electricity Board (DSEB) came into existence and the responsibility of generation and distribution of electricity was taken over by DSEB from DCEPA.Formation of Delhi Electric Supply projection (DESU)After the promulgation of the Delhi Municipal Corporation Act 1957, the DSEB was dissolved and the components of DSEB were taken over by Delhi Electric Supply confinement (DESU), which came into existence in 1958. A fter the formation DESU, the generation and distribution of electricity to all the areas of Delhi came under DESU.Formation of Delhi Vidyut Board (DVB)The Government of the National Capital Territory of Delhi vide demonstration No. F.11 (10)/92-LSG /PF (II) dated 24.02.1997, issued under the Electricity (Supply) Act, 1948, constituted a expose Electricity Board, i.e. the Delhi Vidyut Board (DVB) for the NCT of Delhi w.e.f. 24.02.1997 for the purpose of generation and distribution of power to the holy area of NCT of Delhi except the areas falling within the jurisdiction of NDMC and Delhi Cantonment Board.Unbundling of Delhi Vidyut Board (DVB)The Delhi Vidyut Board (DVB) was a State Electricity Board set up in 1997 under the Electricity (Supply) Act, 1948, stick withing the Delhi Electricity Supply Undertaking (DESU) which has existed since 1957 as a wing of the Municipal Corporation of Delhi. It was an in somaticd advantage with generation, transmission and distribution function s serving all of Delhi except the NDMC and MES (Cantoment) areas to which it supplied power in bulk.The creation of DVB, replacing DESU, is 1997 proved to be merely a shift in the legal status of the fundamental law and was not followed by any real diversify in its structure, functioning and work civilization. Its reputation proceed to deteriorate and its poor commercial handment, the outgo known thing about DVB perhaps universe its high Transmission and Distribution (TD) losses do it a drain on the usual exchequer. Further, failure in acme the resources necessary for emendment of its run do matters critical. There were unprecedented, widespread expressions of public discontent during the difficult summer of 1998.In December 1998 when the present presidential term came to power in Delhi, the power situation was grim to say the least. With T D losses as high as 50% stiff power cute for 10 to 15 hours and Delhi Vidyut board accumulating liabilities of over Rs. 23,0 00 crores, Delhi government had to come up with a fast and viable alternative. An alternative that would not only meet peoples aspirations in terms of its end result but also be interesting enough for investors. And thus began a step by step process of a never-before fundamental power illuminate.Delhi Electricity Board Regulatory Commission (DERC) was constituted in May 1999 whose roseola responsibility was to look into the entire gamut of existing activity and search for various ways of power sector reforms. The DERC is even today a in full functional body which has since issued tariff orders for annual revenue requirement. Delhi Electricity tame Ordinance, 2000 was a body which was promulgated in October 2000 and notified in the form of an Act in March 2001. It mainly provides for the constitution of an Electricity Regulatory Commission, unbundling of DVB into withdraw generation, transmission and distribution companies and increasing avenues for participation of private sec tor.This was followed with a tripartite Agreement which was signed by the government of Delhi, DVB employees to ensure the cooperation of stakeholders in this reform process. The tripartite agreement sent off very positive vibraharp to the people in general as comfortably as to the investor fellowship about the sincere and hassle-free objectives of power reforms.Next, a two stage hawkish bidding process of Request for Qualification (RFQ) and Request for Proposal (RFP) was set into motion for privatization of the distribution companies.The bidders were selected on the basis of reduction of total meat Technical and Commercial of losses (AT C) a unique feature of the power sector reforms in Delhi. The bidders were required to bid on the basis of strength improvement like reduction of AT C losses that they achieve year wise over a period of five years.lastly Delhi Vidhyut Board was taken over by two giants the TATAs and The confidence adenosine deaminase base ie. Reliance vim Ltd. The two self-coloureds took control of 51 per penny shares in the three distribution companies. The DVB was establishedly unbundled into three distribution companies (Discoms), a generation (Genco), transmission (Transco) and a holding companion.The DVB claimed that it had finished the process of dividing its big provide of 24,000 employees, office property and records which would be divided among its six ensuant companies. BSES got 12,900 DVB employees to manage distribution operations like supplying electricity, metering, billing, controlling thefts and adept and commercial losses in fundamental, east, south and west Delhi. About 5,200 DVB staff was transferred to Tata Power to manage similar operations in north and northwestern United States Delhi. The state government maintained full control on Genco and Transco. apiece of the two companies got 4,000 employees. DVBs two members (technical) were transferred as head of Genco and Transco.CORPORATE VISION AND missio nVisionTo be amongst the some admired and most trusted integrated utility companies in the world.To deliver reliable and quality products and services to all customers at competitive costs, with international standards of customer care- at that placeby creating superior time repute for all stakeholders.To set stark naked benchmarks in standards of corporate performance and governance, through the pursuit of operational and financial excellence, responsible citizenship and profitable reaping.MissionTo impinge on global surpass practices and become a world-class utility.To provide uninterrupted, affordable, quality, reliable, honorable and clean power to our customers.To achieve excellence in service, quality, reliability, safety and customer care.To earn trust and confidence of all customers and stakeholders by exceeding their expectations, and require the company a respected household name.To work with vigour, dedication and launching keeping total customer satisfaction as the ultimate ending .To consistently achieve high growth with the highest levels of productivity.To be a engine room driven, efficient and financially sound makeup.To be a responsible corporate citizen nurturing human values and aid for society, the environment and above all, people.To contribute towards confederacy development and nation building.To promote a work nuance that fosters separate growth, team sprit and creative thinking to overcome challenges and attain goals.To encourage ideas, talents and value systems.To uphold the guiding principles of trust, integrity and transparency in all aspects of interactions and dealings.ORGANIZATION STRUCTURETwo basic forms of organisational structures cigaret be baronial as belowThe following chart depicts the organisational structure as it is existing in 2009. The hierarchy is a good deal flatter than it was earlier, and as such, to a greater extent organic as well. Thus it has left the mechanistic realms and become more than complex and horizontal diversification, which has not only improved the work culture but has also enhanced the quality of service it provides to its customers which is totally patent through the tremendous decrease in ATC losses.Functional Structure some(prenominal) BRPL and BYPL perform similar functions but for different areas. So the basic manikin remains the aforesaid(prenominal).CORE VALUESPeople at REL believe that any business conduct rat be ethical only when it rests on the nine core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and Caring. Strong loyaltys to these high values have long been building principles for Reliance cogency Ltd.EVALUATION OF BSES Delhi BASED ON 7S MODELThe 7 S Model provided by McKinsey is a exemplar for analyzing organizations and their prepareiveness. The basic premise of the mystify is that an organization is not just a structure, but actually consists of seven elements.Strategy T he company plan or route-map to maintain competitive advantageStructure The company hierarchy corpses The periodical processes and procedures throughout the companyShared Values The core values of the companyStyle The company leadership styleStaff The companys employees and their broad abilities dexteritys The skills and competencies of employeesThe central theme of the model is that the seven elements are interconnected and interdependent upon one another. In order to achieve business success, apiece of the seven elements moldiness be aligned and mutually reinforcing each other. Effecting flip-flop using this model involves the assessment of all areas, simultaneously taking into account their nature and effect on each other. At BSES, REL has taken a lot of inaugural to gel all the 7 aspects together so as to improve the functioning of the company.Employee opponent to changeChange is a common happening within organizations, and resistance to change is just as common. There are several types of resistance to change. Acquisition of DVB by private companies was a commodious change that was to be accepted by the employees. So in most of the cases a resistance was generated amongst the DVB employees. More than 50% of the employees chose to take up unbidden retirement synopsis which was offered to them. The scheme was open to all regular employees who had completed 10 years of service from the date of joining Delhi Vidyut Board or had attained the age of 40 years.A company spokesperson believed that there was an additional unique opinion in the unforced retirement scheme which entitled the employees to enhanced additional benefit if the number of voluntary retirees crosses the wand level. This was a benefit which had never been given in any voluntary retirement scheme in a utility before.Resistance to change can be broken down into three stems organization-level resistance, group-level resistance, and individual-level resistance. Each of these groups ca n be broken down further.Organization-Level ResistanceOrganization-level resistance includes resistance to change referable to power and conflict, differences in functional orientation, mechanistic structure, and organizational culture.Power and Conflict Resistance to change due to power and conflict occurs when a change may benefit one department within the organization while harming another department within the organization.Functional Orientation Resistance to change due to differences in functional orientation occurs because employees or departments with different functions go out see problems and issues differently, thus making it harder to come to an agreement regarding change.mechanistic Structure Resistance to change due to mechanistic structure occurs because employees running(a) within a mechanistic structure are expected to act in certain ways and do not develop the inaugural to adjust their expression to changing conditions (George et al.).Organizational Culture Resistance due to organizational culture occurs when organizational change disrupts the values and norms within the organizational culture. stem-Level ResistanceGroup-level resistance includes resistance to change due to group norms, group glutinousness, and groupthink and escalation of commitment.Group Norms Resistance due to group norms occurs when change alters interactions mingled with group members due to changes in task and role relationships within a group.Group Cohesiveness Resistance due to group cohesiveness occurs because members of a cohesive group wish to keep things, such as members or tasks, the same within the group.Groupthink and Escalation of Commitment Resistance due to groupthink and escalation of commitment occurs because members ignore disallow information, even when they realize that their decisions are wrong, in order to agree with each other, thus making a change in group behavior incredibly difficult.Individual-Level ResistanceIndividual-level resist ance includes resistance to change due to suspicion and insecurity, selective perception and retention, and habit.Uncertainty and Insecurity Resistance due to question and insecurity occurs because employees do not know what the outcome of the change will be.Selective Perception and Retention Resistance due to selective perception and retention occurs when employees direct attention to how the change will affect their department, their function, or them personally.Habit Resistance due to habit occurs when employees are comfortable in their daily habits and do not want to alter them due to change. guidance at BSES took following actions tol reduce resistance due to uncertainty and insecurity.precept and communication Management explained why the change was done, identified the benefits of the change to individuals and departments, and became ordain to answer all questions as they arise. Topics regarding the change that were covered were why, what, when, where, and how. Communi cation between management and employees was carried out in the form of discussion groups, memos, formal reports, plan meetings, one-on-one meetings, etc.Verification of the gist real Employees were asked to repeat the message they received, and management compared the message received with the message management intended to send. If there was a discrepancy between the message received and the message sent, consequently management repeated the message until employees stated a message received that matches the message sent.HUMAN RESOURCE POLICY FRAMEWORKThe liberalizationof the power sector in India has paved way for new business opportunities and has redefined the nature of the power business. Envisioning future and to make the power sector credit deserving and capable of funding future investment needs, these reforms have opened arenas for new technologies.In this new environment of opportunities, REL with its competitive edge of resources is playing a key role in the transform ation process and aims to emerge as a world class power utility offering uninterrupted, affordable, quality, products and services to all customers at competitive costs, with international standards of customer care thereby creating superior value for all stakeholders.To achieve this vision REL believes that investment in people and their potential is one of the greatest investments we can make. For this, we are unendingly in search of talent that can perform excellently with mark and win.Its HR systems and policies are thereby designed to unleash the latent potency of its people by fostering a continuous learning and performance based culture where its people have the opportunity to grow and succeed and realize their true potential while delivering high quality services.To achieve these objectives its HR Policy is pivotal and aims toAchieve organizational and business goals with firm belief that Its Employees are its Future.Haveempowered and accountable employeesto take decisio ns in response to emerge challenges and opportunities in a competitive environment.Endeavor to make its employeesThe Bestwith an urge for and commitment to excellence.Reliance Energy Ltd. offer opportunities for growth that can fill a career. flights at Reliance Energy Ltd. are built in melodic phrase of its concept of forming a team of people or individuals who are made responsible for specific functions from concept to development to implementation, with concomitant empowerment.Reliance Energy Ltd. provides employees seamless merging of functional roles, to provide a sharper business steering groom employees for larger responsibility across industry sector.We believe, workings smarter would mean not just doing a given trade well, but also stretching it into a mini profit-making project.As the transition from the old HRD to the New People Management has materialized, the HR function at Reliance Energy Ltd. has begun to play a role much broader in scope, much stronger in impa ct much more permanent in effect.Career OpportunitiesExposure to Latest technological know-howWorld class management practicesMultifunctional skills customer Relationship ManagementExposure to Regulatory, Legal and Contractual aspects of business ready track growthRecruitmentWoven into strategic planning, recruitment in Reliance Energy Ltd. no longer involves short-term vacancy or the annual ritual of Campus Recruitment. Translating corporate strategies into a manpower plan development a long term programme accordingly, Reliance Energy Ltd. is trailing down people with the combination of knowledge, experience, skills behaviour best suited to achieving the companys objectives.The focus of RecruitmentAttract people with multi dimensional experiences skillsInduct talent with a new perspective to lead the companyDevelop a culture that attracts people to the companyLocate people whose personalities fit the companys values cabal methodologies for assessing psychological traitsSeek ou t unconventional development ground for talentDesign entry pay that competes on quality as well as quantumAnticipate find people for positions proactivelyInductionA formal instauration programme is organized for all the new employeesA incorporated Induction programme is carried out forLateral JoineesThis provides a general overview of the organisation to the new recruits and familarises employees with various business processes, culture, business practices of the companyIt also covers ticklish skills modules like Team Building, Change Management, Communication etc.Graduate technologist Trainees (GETs)All the GETs undergo a one-year induction fosterage programme.The induction programme contains the followingTechnical TrainingOn the Job trainingClass room trainingFunctional TrainingManagerial Skill Development proceeding Management To ensure that the talent we have attracted can help us achieve our goals, we create appropriate working conditions, by adopting following stepsEvalu ating all jobs so as to assign them to the individuals best suited for themDesigning customized jobs, if necessary, using techniques drawn for behavioural sciences industrial psychologyCreating manpower configurations to boost the ability of the individualsThrough it all, balancing corporate employee interests by designing individual career paths.Objective of its surgical procedure Management System (PMS)Create a culture of excellence that inspires every employeeMatch organizational objectives to individual aspirationsEquip people with the skills necessary to perform their dutiesClear growth paths for specially talented individualsProvide new challenges to rejuvenate plateauing careersForge a partnership with people for managing their careerEmpower employees to take decisions without fear of weaknessImbibe teamwork in all operational processPerformance judgement System The Performance Appraisal System in Reliance Energy Ltd. provides forRecognition of individual performanceCon tinual learning and development split up skills and employabilityMonetary and other rewardsThe achievement of the organizations goalsIncreased productivity and profitabilityA motivated workforcePerformance Appraisal ProcessManagers distribute paid Self-Assessment form to direct reports for completion.TrainingPerformance Appraisals are completed and forwarded to amphetamine management for review and approval.Performance Appraisals are forwarded to Senior Executives for review and approval.Performance Appraisals are forwarded to the Human Resources surgical incision for review and approval.Human Resources returns the approved Performance Appraisals to Managers who conduct individual performance discussions with the employee.All signed Performance Appraisals are returned to Human ResourcesTraining DevelopmentWith the changing business environment suitable more more dynamic, a need on a relentless basis for improved domain expertise is the need of the hour. The core function of our training department is to twosome the gap between the Changing requirements of the job the abilities that individuals need to perform these tasks such as self-directed leadership, self-motivated teams self generated creativity to excel in their respective areas of performance.Objective of Training Development (TD) DepartmentMake learning one of the fundamental values of the companyCommit major resources adequate time to training affair training to bridge the gap with the external workIntegrate training into initiatives for change managementUse training as a developmental tool for individuals think organizational, operational individual training needsInstall training systems that alter work experienceEnsure that training allows the staff skills to bloomUse retraining to continuously upgrade employees skillsCreate a system to value the effectiveness of trainingLATEST EVENTS AT BSES DelhiFacing mounting lit crit for mismanagement in power supply in the city, Reliance Energy-ba cked power discom BSES on Thursday removed its CEO Arun Kanchan and appointed separate CEOs for two distribution companies.Ramesh Narayanan, senior vice president of the company, has been appointed CEO of BSES Yamuna Power Ltd (BYPL), while Gopal Saxena, COO, would be the new CEO BSES Rajdhani Power Ltd (BRPL).Corporate amicable Responsibility (CSR)Energy Conservation is the need of the hour. And awareness about it is the key. And the best method of spreading awareness about this growing international concern is to catch them young. Addressing this objective and to further broad base its emphasis on Energy Conservation, BYPL has conceived Bijli Gyan Abhiyan (March 08) a mammoth initiative targeting thousands of students across 500 schools in East and Central Delhi.The Delhi Government and BSES had signed an agreement for beautification of the Capital through a new Green Drain project as part of World Environment daytime celebration. Under the Green Drain concept unveiled by the D elhi Government on the occasion of Earth Day on April 2209 some of Delhis dirtiest drains are being given over for adoption and beautification to interested parties. Under the concept, the selected parties will beautify the drains by planting and maintaining Bougainvilleas along their allocated stretches. Explaining the rationale behind choosing Bougainvilleas, a BSES official said These pretty-looking plants, besides being hardy, need minimal maintenance and are best suited to Delhis climate.BYPL signs 1strenewable energy PPA, to buy power fromDelhis 1stCity waste to power initiative (Nov09). Around 1200 tonnes of Municipal Solid Waste (MSW) will be processed daily. Gas generated from a 10 MW MSW power plant yields reduction in greenhouse gases tally to planting 1.19 lakh trees or removing 83,000 cars for a year. Power plant to power around 4000 middle class homes.REFERENCESWebsiteswww.bsesdelhi.comwww.wikipedia.orgwww.rinfra.comwww.indiatoday.intoday.inwww.thehindu.comTextbookOr ganizational Theory, Design and Change by Gareth R. JonesManagementEr. (Mr.) B.P. Verma (Asstt. VP , Commercial department BRPL) DVB EmployeeMr. Ravi Kohli (Divisional Commercial Officer, BRPL) CTC employee