North Delhi Power Limited New Technologies & IT Interface

1. North Delhi Power LimitedNew Technologies & IT Interface Anil Kr Sardana Managing Director North Delhi Power Limited

2. Challenges in Power Distribution- Critical role of Technology • Highest Standards of Network Reliability • Enforcing Commercial Discipline to rein in Losses • Enhancing Consumer Services • Capacity Building through HR interventions The Challenges are interrelated with each other - Sound investment plan calls for establishing the linkages.

3. Challenges in Power Distribution- Critical role of Technology Highest Standards of Network Reliability

4. Investment Planning Rs 278 Cr Lighted so far Rs 337 Cr Lighted so far Rs 335 Cr Lighted so far Rs 66 Cr Lighted so far Infrastructure focus needs Focused investment on Facilities& Amenities High Loss Areas Focused investment on AT&C Reduction Reliability Focus Areas Focused investment on Reliability Improvement High Growth Areas Focused investment on Network Expansion

5. IT Interventions - as part of a Structured Plan

6. Implementation Roadmap - IT Initiatives E X T E N T O F A D O P T I O N Prerequisites Medium Term High Return Outage Management system Short-term / Quick wins Dist SCADA Distribution Automation Energy Accounting Integrated billing for C&I CRM Advanced Applications Consumer Database Asset Inventory Networking Meter installation CIS & Billing E- Business solutions Call Centre MIS Mobile workforce Support Function Solutions EAI Beyond 2005 2002-3 2003-4 2004-5 Timeline Source : Government of India I T Task Force Report

7. NDPL Strategic Automation Roadmap Prepared in partnership with: Network Improvement Interventions • Interventions part of a comprehensive plan with the following key elements- • Roadmap for Network Reliability & N-1 Redundancy drawn. • Automation Roadmap developed.

8. Cleaning up the mess - HVDS…towards a Theft free n’ safe Network • Packaged substation facilitates: • Theft Reduction • Aesthetics • Safety and • Optimization of Space Before Revamp After Revamp

9. K.R. Kalra 32B Rohini No Current 15mins Call Received at Call Centre SMS Sent to concerned crew Complaint attended & Call Centre informed Consumer informed & Call closed Innovative n’ Breakthrough Technologies • Fault Management System. • GSM based Remote operated Street Light switches • Unmanned Automated 66 kV, 33 kV Grid Stations • Special SF6 Ring Main Units NDPL has commissioned Capital works of more than Rs 1000 crores - Gainfully utilized for the above initiatives.

10. GENNEXTTECHNOLOGIES- Geographical Information System • GIS used primarily for the following 3 purposes: • New Connection Management and other consumer services. • Immediate Redressal of No Supply Complaints • Network Planning & Management

11. K.R. Kalra 32B Rohini No Current 15mins Call Received at Call Centre SMS Sent to concerned crew Complaint attended & Call Centre informed Consumer informed & Call closed Consumer Details such as Addresses mapped on GIS Location of Fault & Breakdown Vans Identified on GIS map Lineman contacted through FMS Integration with SAKSHAT for consumer details Access to Field realities with data back up on Desktops

12. SCADA Building : CENNET Distribution Automation through SCADA: Remote Monitoring of the Distribution Network Automated Fault Identification & Isolation , Service restoration Load forecasting & Load Management

13. Challenges in Power Distribution- Critical role of Technology Enforcing Commercial Discipline to rein in Losses

14. New Age Consumer Deliverables - in sync with IT applications The SUGAM Experience… NDPL is the First Power Utility in the country to provide On-line Information on Consumption, Billing & Payment to 100% consumers Now through Website 100% Consumers can: • View Bill • View Consumption Graph • Print Duplicate Bill • Make payment Downloaded data of Consumption pattern as per Automated Meter Reading (AMR) being shared with consumers.

15. SECURITY NOTE :NDPL website is certified by ‘Verisign’ as a secure website for online payments Consumer Ease- facilitated by Technology NDPL allows its consumers to pay bills by credit card and get receipts for these payments.

16. Redefined Bill Payment Avenues 24x7 Cash Collection Kiosk at Model Town

17. Challenges in Power Distribution- Critical role of Technology Enhancing Consumer Services

18. Home Delivery New Connections Service- Reaching consumers like never before.. • Field Service Executive (FSE)visits the consumers’ premises and completes all formalities for new connections. • 24x7 Operational Call Centers for No Supply Complaints. New Connection at Door step

19. Tracking of Consumer Complaints- SAMPARK • Consumer complaints are logged inSAMPARK, a complaint tracking application. • Each complaint given a unique number. • Complaint status provided on phone to the consumer. End to long queues at the consumer care centers

20. Institutional check on Manipulation – Central Stores & Meter Repository System • Each material issued imprest till capitalized • Each Meter is issued against a specific K No. based on a random selection. • These eliminates the probability of misuse & installation of an item at misdirected place. • Helps in Reconciliation of stores and meters issued and installed.

21. Challenges in Power Distribution- Critical role of Technology Capacity Building through HR interventions

22. Catch Ball Theory- Organizational Performance Alignment Corporate Balanced Scorecard O P M S Mapping the Objectives thru Funct. Scorecards Comm. HR Ops. TS&P Finance Admin. IT D P M S Mapping the Initiatives thro Perf. Scorecards 9 Grps. 3 Grps. Dst.,Zn TS&P 5 Grps. 6 Grps. 5 Grp. I P M S JD/KRA JD/KRA. JD/KRA. JD/KRA. JD/KRA. JD/KRA. JD/KRA.

23. NDPL Corporate BSC (OPMS) F1 – Achieve prescribed rate of return - Be EVA Positive 5% F4 – Enhance sales thru partnerships e.g. time of day tariffs etc. F2 – Grow revenue in non-regulated business F8 – Reduce cost to serve 10% F7 – Reduce unit cost of power purchased 15% Financial 20% 10% F6 –Reduce fixed cost of network per input unit F5 – Reliability of supply F3 – Reduce commercial AT&C losses 40% 30% 35% 20% C3 –Low Revenue Base 10% C1 -High Revenue Base C2 -Government C4 -Franchisees • High reliability • Accurate metering/billing • Timely connection • Convenient payment modes • Timely information • Flexibility • Prompt redress Customer • 24 x 7 • Premium service quality • Promptness • Reducing cost • Communication • 24 x 7 • Premium service quality • Promptness • Reducing cost • Communication • Flexibility • Fair margin return • Fair terms • Hand holding 20% 15% 30% 15% 20% Cost Leadership Customer Relationship Management Advocacy Loss Reduction Service Delivery P1-Ensure effective enforcement P22-Identify lower cost finance P18-Right size organisation to improve productivity P7- Ensure adequate supply to meet load 40% 15% P11- Ensure meter replacement P15- Convenience P4-Brand building 20% 20% 15% P23-Improve treasury management P2- Achieve opinion/environment shaping P26-Identify cheaper/ alternate power sources P8- Ensure network availability P12- Effective billing & recovery P16- Transparency 40% 10% P19-Optimise procurement process 25% 30% P5-Policy advocacy Internal Process P24-Improve capital efficiency 25% P9- Timely connection P13- Effective enforcement P17- Effective/timely grievance handling P3-Consumer communication P20-Identify savings from outsourcing 15% 20% 20% 30% 10% 20% 100% P25-Improve project management processes P10- Reliable billing P6-Advocacy for enhancing consumer base P21-Identify process cost improvements 10% 25% 10% L2- Infrastructure L1- Staff competency L3- Culture -Upgrade the workforce -Communicate expectations -Change attitudes (ownership /commitment/customer focus -Recruit/retain the best people -Identify & develop key people -Enhance employee engagement -Achieve 100% automated processes -Drive business excellence -Improve decision making thru KM - Capture & disseminate external knowledge -Encourage innovation & creativity -Make work environment productive, & conducive to performance -Imbibe the value system Learning & Growth

24. Performance Scorecards- Department (DPMS) Sharing of best practices among Zones through Knowledge Sharing sessions Zonal Performance Scorecard Not Complete, for Illustration purpose only.

25. Institutionalizing Knowledge ManagementSANCHAY- KM portal • Facilitates exchange of information, ideas among the employees. • Forum for logging ideas and suggestions for improvement in processes. • Databank of Sectoral & other information. • Facilitates opinion polling on various issues among the employees within the organization. An organizational initiative towards Capacity Building!

26. Structured Approach of further Loss Reduction and Reliability Improvement

27. Energy Accounting - Basis for Calculation of Segmented Losses Power Plant 100 units DTL 97 units LIP 10 units NDPL G/Stn. 83 units NDPL DT 80 units m1 m1 40 Units remain unaccounted Consumer 10 units Consumer 15 units Consumer 10 units Consumer 5 units

28. Strategy Matrix 519 414 518 515 502 511 1304 1302 RED 509 DEVASTATORS 513 402 505 517 522 510 422 551 514 BLEEDERS RevenueLoss ORANGE 417 516 504 507 1301 1303 416 520 506 521 531 421 425 530 418 415 DESTROYERS 412 YELLOW 503 561 508 501 413 512 GREEN 411 STARS 423 581 571 424 PROFUSE HIGH LOW MODERATE Equipment Failure

29. Glimpses of NDPL’s achievements …powered by Technology & Team spirit.

30. Transformers Capacity Addition vs. failure rate Transformer failure rate (%) Transformer Capacity Addition (MVA) Transformer failures reduced to insignificant levels 40% Capacity added since takeover

31. International Benchmarks -Reliability Indices- System Average Interruptions Duration & Frequency Index- (SAIDI, SAIFI & CAIDI) CAIDI SAIDI SAIFI Year on Year Sustained Improvements

32. Cumulative Since Privatization Committed Reduction -12.75% Effective Reduction – 24.6% Record Reduction in AT&C Losses 28.4% Mar-06 AT&C Losses Reduced from 53% to 28.4% in less than 4 years

33. Young NDPL….. MatureAchievements CIO Award for breakthrough IT interventions AESIEAP CEO’s Award for Business Excellence IT Intelligent Enterprise Award for Best Billing Software Proud recipient of the CII EXIM AWARD for Strong Commitment to Excel

34. Thank You