Добірка наукової літератури з теми "DELHI DISTRIBUTION SECTOR"

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.

The electricity sectors in India have been undergoing significant reforms since nineties. The initial status of the electricity sector when reform of the industry was initiated was very similar across all states in India. The state electricity boards prior to reform were vertically integrated public utilities, the distribution companies had significant technical and commercial losses and the state utilities were in poor financial health. Most states in India shared similar stories; however, when these states reformed their electricity sector in the nineties, we see differences in the current market structure despite all states having started with similar industry organization. In this paper, we carry out case studies of electricity sector reforms in Orissa, Delhi and Karnataka. These three cases have been selected for their diversity in approaches to electricity reform. What motivated these states to reform? What types of market designs are currently in place and why market designs differed in these states? We analyse these cases and aim to explain the differences in sector performances and extract some lessons in the context of Nepal’s electricity sector.DOI: http://dx.doi.org/10.3126/hn.v11i0.7158 Hydro Nepal Vol.11 2011 pp.29-36

Purpose Distribution and retail supply of electricity is the most important cog in the power sector value chain. Despite several reforms, most of the Discoms are facing huge financial losses and resorting to a tariff hike which may not be a viable solution. The purpose of this paper is to analyze a case study of Tata Power Delhi Distribution Ltd (Tata Power-DDL) which inoculated itself against the financial ills, and demonstrates how a utility can nurture itself and manage the key stakeholder expectation with innovation, ethics, safety, transparency and agility being its cornerstone. Design/methodology/approach The study analyses the situation for Tata Power-DDL which needs to realign its strategy to meet emerging sustainability challenges. The case covers the aspect of strategic management, strategy formulation and change management system deployment using tools such as strength, weakness, opportunities, threat (SWOT), political economical social technological legal environment (PESTLE), critical success factor and key performance indicator cascade. It touches upon the emerging need for distribution utilities to look beyond economic signals and take social and environmental impacts into the strategy planning process. Findings It viewed the distribution business beyond its conventional responsibility of making power available to consumers and to provide quality service. A well thought out adaption and adoption of upgraded technology can be a game changer even for a market which is highly regulated and dominated by players in their respective defined territories. Research limitations/implications Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Practical implications Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Originality/value India as a market is evolving in energy space and utilities are still struggling to have a fundamental structure to meet the agenda of “power to all.” The paper provides the valuable insights into the process of environmental scanning and formulation of organizational strategy to meet the needs of existing and future energy markets.

The economic reform process began in India in 1991. However, the reform agenda is still far from its goals as is evident from low per capita income. Thus, this reform effort has not produced the desired outcome of a faster rate of economic and social development in a meaningful way. It is the premise of this volume that to transform the social and economic landscape, the proposed reforms should be broadbased and multi-pronged which take into account incentives for the stockholders in both the private and public sectors. The institutions are the rules that govern economy and include the fundamental legal, political, and social rules that establish the basis for production, exchange, and distribution. The two editors of this volume have received contributions from a number of authors and the wide range of papers are grouped under five main headings: political economy of reforms, reforming public goods delivery, reform issues in agriculture and rural governance, and reforming the district and financial sector.

This article aims to present an analysis to develop a deep understanding of the concept of balanced scorecard (BSC) as a tool for strategy mapping, alignment and measurement of performance in a leading firm in power distribution sector. The BSC model was developed to address the problems and limitations of relying only on financial measures for creation of strategy and measuring organizational performance in companies whose intangible assets played a pivotal role in creating value for stakeholders. This article provides an understanding into the development of globally competitive firms from emerging economies that have successfully adapted contemporary performance measurement and management tools in strategy implementation. The theory of the article has been substantiated with inputs of the target firm based on information collected from interviews and access to the firm’s internal procedures, articles from journal and other publicly available sources. The article provides an understanding into the process of development and implementation of strategy, and subsequent advantages drawn from the use of BSC at Tata Power-Delhi Distribution Limited, winner of the international Palladium Balanced Scorecard Hall of Fame award-2008.

India today has an in depth network of underground pipelines used for the transportation and distribution of gas. Large factories, fertilizer factories and other industrial enterprises are the most consumers in PNG and today, however, with the rise in its popularity, it's currently utilized in the domestic sector similarly as a fuel within the automotive sector in large metropolitan cities. To bring gas to those end users within the boundaries of a significant city, it's necessary to create city gas distribution pipeline networks. India today has an intensive network of underground pipelines used for the transportation and distribution of fossil fuel. Large factories, fertilizer factories and other industrial enterprises are the most consumers in PNG and today, however, with the rise in its popularity, it's currently employed in the domestic sector additionally as a fuel within the automotive sector in large metropolitan cities. To bring gas to those end users within the boundaries of a significant city, it's necessary to create city gas distribution pipeline networks, these networks have already been founded within the cities of Delhi, Mumbai, Vadodara, Firozabad, Kanpur and plenty of more such networks are planned within the near future. Given the infrastructure and layout available in typical Indian cities, it becomes difficult to make such gas distribution networks without separate corridors for competing utilities. Reckoning on pressures, flow rates and economic criteria, these networks may be constructed with steel pipes, polyethylene (PE) pipes or a hybrid PE-steel pipe system. In contrast to borehole pipelines, which stretch for miles directly through open fields, the CGD network is more complex. These are located in densely populated areas, and an oversized number of network branches meet the wants of users in several locations in an exceedingly city. Although they're much smaller long and size than background pipelines, a city's network is far more dispersed and diverse. The rise within the number of branches means over the amount of sleeves, bends, reducers, fittings, etc. within the network, with the exception of the quantity of delivery points for the availability of fossil fuel. Due to the assorted activities of third parties other city agencies, the chance of injury and accidents is even on top of the substantial pipelines. of these factors require better security systems integrated into the network and therefore the need for special preparation to manage any emergency situation.

Water is the world’s most critical natural resource. Rapid population growth and economic development have led to higher demand for water worldwide whereas on the supply side, natural sources of water have become less reliable. This demand-supply imbalance in the water sector calls for more innovative water management practices and suitable technologies. Utilities cannot afford the water loss because of poor operation and maintenance of water distribution infrastructure facilities. The terms theft, smuggling and leakages are most common sources of generation of Non- revenue water (NRW). Newspaper articles around the world, particularly in countries experiencing intense drought and water shortages, are highlighting water theft as a growing problem. Analysis of various city development plans in India shows that water leakages, theft and unauthorized water connections gives rise to a high level of unaccounted water. A recent study on Water Governance (2013) reveals that unaccounted water in Delhi amounts to around 50% of the total water pumped into the system, whereas it is 35-40% in Hyderabad and Bengaluru. The World Bank in its report, ‘The Challenge of Reducing Non-Revenue Water in Developing Countries’, reveals that 48 million cubic meters of drinkable water escape daily from official supply networks, which is enough to provide water for 200 million people. The same report on India had clearly highlighted that 40-60% of water in Mumbai is lost through illegal diversion. In This paper we have made an attempt to analyze the current methods, their drawbacks and we have provided solution in the form of software-based approach (using Bentley Watergems) which is more relevant as compared to the current field method.

AbstractMegasthenes was an eyewitness to the reign of Chandragupta Maurya, maker of the first India-wide empire (from ca. 321 BCE). The army with which he made that empire depended largely upon the supply of men, horses, elephants, and oxen, a sector which may be called military livestock. Megasthenes’ account of this large sector of government expense and the policies under which it operated gives important testimony about the causes of Chandragupta's success, namely the maintenance of a royal monopoly of horses, elephants, and arms, payment of the soldiers in peacetime and war, the demilitarization of the farmers, and the separation of the soldiers from the land. Over the long run of Indian history, from the Mauryan Empire to the present, the environmental roots of the political order lay in the complementary distribution of horse and elephant country, to the dry west and humid east of a line running down the middle of the Subcontinent; that is, respectively, the valleys of the Indus and the Ganga. The dominating power of India has always had its capital in elephant country, the valley of the Ganga, in cities from Pataliputra (Patna) to Kanauj to Delhi, in a position from which to control the eastward flow of horses and the westward flow of elephants to other states.

In this paper we are examines the structure change and population growth trend in Uttar Pradesh. Uttar Pradesh is the most populous state in the country, accounting for 16.4 percent of the country’s population. The structure of state income shows that the contribution of primary sector has declined to 41 percent of the state income, though the sector still sustain 73 percent of the total working force. Availability of land & natural resource and environment play an important role in the development of any country or states. But utilization of these resources and best use of economic development is possible only by people. People are searching and best utilize these natural resources according to their needs. The demographics population of Uttar Pradesh is a multifarious subject, which is undergoing dynamic change. To understand the population it is very important to understand its all charterstic in which age composition has an important role. The working population and work participation rate highlights the occupational distribution of a states. The information is essential for calculating state domestic product at factor cost popularly known as “State Income” for important tertiary sectors by adopting statistical methods of interpolation/extrapolation. The generally well performing states are Kerala, Delhi, Himachal Pradesh, Goa, and Punjab, which occupy the first five places in the years. On the other hand, Bihar, Jharkhand, Madhya Pradesh, Uttar Pradesh, Orissa, Rajasthan, and Chhattisgarh appear at the bottom of the list in the years. Thus, despite some catching-up witnessed in the states with low human development, the progress has not been rapid enough to change the inter se ranking radically.Int. J. Soc. Sc. Manage. Vol. 3, Issue-4: 228-238

Stress is defined as the pattern of emotional states and physiological reaction occurring in response to demand from within or outside on organization. A stressor, on the other hand, is considered to be a condition or situation that elicits a negative response such as anger, frustration, anxiety or tension. Bharat Sanchar Nigam Limited (known as BSNL, India Communications Corporation Limited) Is a public sector communications company in India. It is the largest telecommunication company in India and the sixth largest in the world. Its headquarters are at Bharat Sanchar Bhawan, Harish Chandra Mathur Lane, Janpath, New Delhi. It has the status of Mini-ratana a status assigned to reputed Public Sector companies in India. The Government of India corporatizedthe operations wing of Dot on October 01, 2000 and named it as Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public sector. The present study was conducted at BSNL Madurai. The aim was to find the stress levels, personality type of the employees. This was done using a detailed questionnaire. The study reveled that fall under low stress category only a small percentage is highly stressed & needed prevailing in the organization to some extent. Chi-square is statistics to list the goodness of fit the theoretical distribution. It is developed within an initial hypothesis. The study tries to reveal the about the stress of employees with some suggestion which will be of immense aid for the employees as well the organization to reduce the stress level.

An electrical utility, whether public or private, functions in dynamic environment of the society. In social, financial, technical and governmental forces can’t be meticulous by the discom. The discom has control only its internal atmosphere as system and process only. To maintain the equilibrium condition b/t the internal and external environment through regular improvement in process and reforms. For a utilityi in electricity tariff finalization is complicated process and its remain the survival strategy of utility to maintain the actual requirement of tariff hike with the help of regulator approval. The identification of actual cost of supply for electricity services, is a complicatedi and not easily possible in current scenario, which also create a serious impact on Power industry. The electricity service sector is intangible in nature, it can’t be easily measure characteristic or satisfaction of customer demands. Fori a utility identification of output is critical in terms of cost parameters. The electricity is service industry, ipricing is a main part of decision making in power sector. The mostly customers avail the services but as per mind set of customers it is free of cost. So that the AT & C losses in power industry increased day by day. The ieconomic theories undertake that commercial organization main objective of imaximizing their profitsi. The organization management also bother about which quality of services be served to consumer in whatever amount. A municipal and private segment organization is predicted to pursue for profits with enhancement of consumer growth, reliability, customer satisfaction, advance technology implementation and social resourcesi growth. As per the multiple objective of discomsi is to be harmonizedi with one another with also improvement of commercial and financial viability of the discoms. The availability of resources are limited and customer and technical problems both are compiled in strict regal regime which are also create a i problem for discoms. In Indian states mostly discoms are not provide reliable supply because loss component is huge and it is not fulfill the customer demand as per EA’2003. v Apart from this, the planet is facing severe challenges in energy sector. The worldwide economy is about to develop fourfold within the next 40 years, which potentials economic benefits and big enlargements in people’s standard of living. But it also indicates a far greater consumption of electricity. A worldwide revolution is critical within the ways in which electricity is generate, distribute and used. This report is a shot to know the Business Model of an influence Distribution Company (DISCOM) by studying the “Annual Revenue Requirement (ARR)” of Tata Power-DDL and analyze the financial constraints of the Poweri Sector in terms of privatizationi model and studying the Delhi distribution sector to look at the method of tariff finalization and gaps. In Delhi various steps are re taken by the GoNCTD and was to ibring out a reforms strategyi on Power Sector in Feb. 1999. They had published a unique reforms and model which help the Delhi customer base and improved the reliability of power. The new reforms act that iultimately resulted within the iunbundling of DVB and privatization of electricity distribution segment, generation segments and transmission with effect from 1st July 2002. As a results of CERCi reforms act, all SEBs are idirected to unbundle in three segments viz. Generation, Transmission & Distribution. Due to high AT&C Losses in Distribution Sectors, reforms activities are being focused for Distribution Sector by adopting privatization and franchising model of Distribution Sector. The wattage sector is consists of three main segment named as, 1.Generation, 2.Transmission 3.Distribution For Generation of electricity in many Public Utilities are exist as i.e. NTPC, NHPC, SJVN, SECI, Torrent, and DVC, NPCIL. The generating sector are contain partnership of public sector or private sector. The fuel allocation are depend the generating station governed by private or public. In India transmission segment is governed by Central govt. utilities i.e. PGCIL. To Govt. utility vi transmit the electricity supply from the generators to iDistribution Company’s entire India is divide India into five zones/regions i.e. 1.Northern 2.Southern 3.Eastern 4.Western 5.Northeastern Further additionally within every state, there's SLDC (State Load Dispatch Center) to manage the transmission of electricity in states. The distribution network is principally disbursed by DISCOMS and SEBs. With Delhi privatization model, many nations have followed et al. are within the process of privatization with the most aim to serve the consumers in an exceedingly better way and reduction of AT&C losses. State Regulator targets are set to decrease AT&C losses for a specific period of your time while maintaining the performance standards regarding Power Quality and consumer related services. In abovementioned scenario and constraints, it's of major importance to create efficient, effective and optimum forecast or an estimate of the particular revenue requirement by the DISCOMs which is employed by the SERCs to spot the tariff to be paid by the retail consumers of Power. once a year DISCOMs need to submit ARR to SERC within which total cost, capital Therefore, the components of the ARR should be precisely calculated and logically formulated and therefore the plans identified should be implemented with ultimate control so on achieve the inducement as visualized in ARR & avoid the dis-incentives and gaps related to the identical as laid out in the orders of SERC regarding tariff or others. Scope of study contains the Tariff component of Tata Power-DDL & its financial components & the Delhi Power Sector Reforms & related Financial Model. All the references are drawn from the Delhi Power Sector Model & TPDDL because the data for the identical is accessible. Delhi Model is taken into account to be a successful implemented Power Sector Privatization Model in India & across the planet which happened through the vii route of venture (JV) between the govt. of city Territory of Delhi (GoNCTD) & the private players under the aegis of Delhi Electricity Regulatory Commission (DERC). The supportive Financial structure just after privatization that helped in sustaining the arrangements by the private parties & taking it further to cut back losses & setting the instance of efficient management of Power Distribution has been studied. Studies have flagged several issues - Recovery less than the actual cost of supply through fixed charges in tariffs and the fact that the tariff does not reflect the costs of supply - Cross-subsidy charges levels for mostly discoms still not within the boundaries as per the EA and therefore the NPT. - While iun-electrified area idomestic consumers are ibeing ielectrified, iUSO and iDBT are main strategically concern area and improve the reliability of system