It has been our aim to build our core competence around service differentiation
and build a competitive organization on the strength of cost and productive efficiency
to ensure long term sustenance in an environment that places a premium on both service
quality and cost accountability.
Unleashing innovation and imagination is the key to business success in the competitive
marketplace. A first-time measure has been to introduce social intermediation in
villages to promote the concept of energy conservation and commercialisation and
facilitate metering of domestic supplies against the promise of reliable and affordable
electricity supply. Consumers have responded by demonstrating commercial behaviour,
resulting in avoidance of energy thefts and improving the collection of user charges.
Currently, 66% of the domestic consumer population in villages is covered under
metered supply. A unique intervention has been to organize basic literacy classes
for village women to reinforce the role of electricity in improving lives and enhancing
gender development. Success of the measures is seen from the comments made by the
U.S. Secretary of the Treasury, who visited one such site and stated that “seeing
first-hand the tangible quality of life improvements brought by reliable electricity
Innovations in network and demand side engineering have paid rich dividends in curtailing
energy losses. A novel concept has been to introducee LT-less distribution or agricultural connections and facilitate
energy-efficient pumping so as to conserve both energy and water and avoid environmental
degradation. In addition, introduction of LT-insulated wires for supply to households in villages has
reduced the propensity of energy thefts while optimising network performance.
Process interventions in the areas of metering and billing have ensured that the
loopholes for revenue leakages are effectively plugged. The Company follows a fail-safe
system of electronic data transfer of meter readings to the bill processing module,
thereby dispensing with manual entries. Daily collections are monitored on-line
via the WAN and LAN infrastructure. Currently, the energy losses stand at 8%, the
lowest in the country, while the gross collection rate is 99%.
IT is relied upon to handle the growing size of the business, while retaining the
focus on improving productivity, cycle times and customer relationships. Major initiatives
include integrating network, customer and asset management by leveraging geo-spatial
information, undertaking remote network sensing and operation in real time and improving
daily work management by automating the business processes of billing, collection
and human resource management on SAP platform.
Of particular significance is the GIS-based system, which allows users to
undertake complex engineering analyses, create network designs, generate Bill-of-Materials
and manage Trouble Calls at the Dispatching Centre. All new Sub-stations are presently
left unmanned, with the SCADA software providing the vehicle for remote network
management in real time and dispensing with the need for additional manpower.
Due consideration is necessary to develop the power infrastructure and meet the
demand escalation commensurate with the business growth. New avenues are being explored
to procure power from alternative sources and supplement the current intake arrangement
so as to meet the increase in load demand in the short and medium terms.