A Project Report On

Technical Analysis of Power Sector

Submitted by:

PREETI SHANKAR TALEKAR

Mumbai University

MBA (in Finance)

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 DECLARATION

I undersigned Preeti Shankar Talekar student of MMS 3rd semester declare that I have done the
project on “ EQUITY RESEARCH OF POWER SECTOR.” has been personally done by me
under the guidance of Prof. Bharat Veera fulfillment of MBA Program- during academic year-
2014-16. All the data represented in this project is true & correct to the best of my knowledge &
belief.

I also declare that this project report is my own preparation and not copied from anywhere else.

Date 10-7-2015

Signature

PREETI SHANKAR TALEKAR

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 ACKNOWLEDGEMENT

I take this opportunity to express my deep sense of gratitude, thanks and regards towards all of
those who have directly or indirectly helped me in the successful completion of this project.
I present my sincere thanks to Mr. Nikesh Ruparel (*****, Mumbai ) who allowed me to take
training at BIRLA SUNLIFE INSURANCE.

I would also like to thank bank Staff for their wonderfull support & inspirable guiding.
I thanks to Mr. Nikesh sir, Mumbai & Mr. Jitendra sir who has sincerely supported me with the
valuable insights into the completion of this project.
I am grateful to all faculty members of AMSIMR and my friends who have helped me in the
successful completion of this project.
Last but not the least I am indebted to my PARENTS who provided me their time, support and
inspiration needed to prepare this report.

Date: -10-7-2015

Place: -Mumbai

Signature

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PREETI SHANKAR TALEKAR

CONTENTS

CHAPTER PARTICULARS PAGE NO.

1. INTRODUCTION................................................................................

1.1 EXECUTIVE SUMMARY.....................................

1.2 …..
1.3 ......................
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1.7 …………………………….
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2 #########……………………………………….

1.1 ……………………..…
1.2 ……………………………………………..
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1.6 …………………………......
1.7 ………………………………

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1.1 ………..….
1.2 ……………………
1.3 …………………………

4 SWOT ANAYSIS………………………………………………….

4 BIBLIOGRAPHY……………………………………………

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 HISTORY OF POWER SECTOR

Introduction

The power sector in India has undergone significant progress after Independence. When India
became independent in 1947, the country had a power generating capacity of 1,362 MW. Hydro
power and coal based thermal power have been the main sources of generating electricity.
Generation and distribution of electrical power was carried out primarily by private utility
companies. Notable amongst them and still in existence is Calcutta Electric. Power was available
only in a few urban centers; rural areas and villages did not have electricity.After 1947, all new
power generation, transmission and distribution in the rural sector and the urban centers (which
was not served by private utilities) came under the purview of State and Central government
agencies. State Electricity Boards (SEBs) were formed in all the states. Nuclear power
development is at slower pace, which was introduced, in late sixties. The concept of operating
power systems on a regional basis crossing the political boundaries of states was introduced in
the early sixties. In spite of the overall development that has taken place, the power supply
industry has been under constant pressure to bridge the gap between supply and demand.

⇑ Growth Scenario Indian Power Sector

Development of Power Sector is the key to the economic development. The power Sector has
been receiving adequate priority ever since the process of planned development began in 1950.
The Power Sector has been getting 18-20% of the total Public Sector outlay in initial plan
periods. Remarkable growth and progress have led to extensive use of electricity in all the
sectors of economy in the successive five years plans. Over the years (since 1950) the installed
capacity of Power Plants (Utilities) has increased to 89090 MW (31.3.98) from meagre 1713
MW in 1950, registering a 52d fold increase in 48 years. Similarly, the electricity generation
increased from about 5.1 billion units to 420 Billion units – 82 fold increase. The per capita
consumption of electricity in the country also increased from 15 kWh in 1950 to about 338 kWh

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in 1997-98, which is about 23 times. In the field of Rural Electrification and pump set
energisation, country has made a tremendous progress. About 85% of the villages have been
electrified except far-flung areas in North Eastern states, where it is difficult to extend the grid
supply.

⇑ Structural Development of Power Sector

Till December 1950 about 37% of the installed capacity in the Utilities was in the public sector
and about 63% was in the private sector. The Industrial Policy Resolution of 1956 envisaged the
generation, transmission and distribution of power almost exclusively in the public sector. As a
result of this Resolution and facilitated by the Electricity (Supply) Act, 1948, the electricity
industry developed rapidly in the State Sector.

In the Constitution of India “Electricity” is a subject that falls within the concurrent jurisdiction
of the Centre and the States. The Electricity (Supply) Act, 1948, provides an elaborate
institutional frame work and financing norms of the performance of the electricity industry in the
country. The Act envisaged creation of State Electricity Boards (SEBs) for planning and
implementing the power development programmes in their respective States. The Act also
provided for creation of central generation companies for setting up and operating generating
facilities in the Central Sector. The Central Electricity Authority constituted under the Act is
responsible for power planning at the national level. In addition the Electricity (Supply) Act also
allowed from the beginning the private licensees to distribute and/or generate electricity in the
specified areas designated by the concerned State Government/SEB.

During the post independence period, the various States played a predominant role in the power
development. Most of the States have established State Electricity Boards. In some of these
States separate corporations have also been established to install and operate generation
facilities. In the rest of the smaller States and UTs the power systems are managed and operated
by the respective electricity departments. In a few States private licencees are also operating in
certain urban areas.

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From, the Fifth Plan onwards i.e. 1974-79, the Government of India got itself involved in a big
way in the generation and bulk transmission of power to supplement the efforts at the State level
and took upon itself the responsibility of setting up large power projects to develop the coal and
hydroelectric resources in the country as a supplementary effort in meeting the country’s power
requirements. The National thermal Power Corporation (NTPC) and National Hydro-electric
Power Corporation (NHPC) were set up for these purposes in 1975. North-Eastern Electric
Power Corporation (NEEPCO) was set up in 1976 to implement the regional power projects in
the North-East. Subsequently two more power generation corporations were set up in 1988 viz.
Tehri Hydro Development Corporation (THDC) and Nathpa Jhakri Power Corporation (NJPC).
To construct, operate and maintain the inter-State and interregional transmission systems the
National Power Transmission Corporation (NPTC) was set up in 1989. The corporation was
renamed as POWER GRID in 1992.

The policy of liberalisation the Government of India announced in 1991 and consequent
amendments in Electricity (Supply) Act have opened new vistas to involve private efforts and
investments in electricity industry. Considerable emphasis has been placed on attracting private
investment and the major policy changes have been announced by the Government in this regard
which are enumerated below:

The Electricity (Supply) Act, 1948 was amended in 1991 to provide for creation of private
generating companies for setting up power generating facilities and selling the power in bulk to
the grid or other persons.
Financial Environment for private sector units modified to allow liberal capital structuring and
an attractive return on investment. Up to hundred percent (100%) foreign equity participation can
be permitted for projects set up by foreign private investors in the Indian Electricity Sector.
Administrative & Legal environment modified to simplify the procedures for clearances of the
projects.
Policy guidelines for private sector participation in the renovation & modernisation of power
plants issued in 1995.
In 1995, the policy for Mega power projects of capacity 1000 MW or more and supplying power
to more than one state introduced. The Mega projects to be set up in the regions having coal and

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hydel potential or in the coastal regions based on imported fuel. The Mega policy has since been
refined and Power Trading Corporation (PTC) incorporated recently to promote and monitor the
Mega Power Projects. PTC would purchase power from the Mega Private Projects and sell it to
the identified SEBs.
In 1995 GOI came out with liquid fuel policy permitting liquid fuel based power plants to
achieve the quick capacity addition so as to avert a severe power crisis. Liquid fuel linkages
(Naphtha) were approved for about 12000 MW Power plant capacity. The non-traditional fuels
like condensate and orimulsion have also been permitted for power generation.
GOI has promulgated Electricity Regulatory Commission Act, 1998 for setting up of
Independent Regulatory bodies both at the Central level and at the State level viz. The Central
Electricity Regulatory Commission (CERC) and the State Electricity Regulatory Commission
(SERCs) at the Central and the State levels respectively. The main function of the CERC are to
regulate the tariff of generating companies owned or controlled by the Central Government, to
regulate the tariff of generating companies, other than those owned or controlled by the Central
Government, if such generating companies enter into or otherwise have a composite scheme for
generation and sale of electricity in more than one State to regulate the inter-state transmission of
energy including tariff of the transmission utilities, to regulate inter-state bulk sale of power and
to aid & advise the Central Government in formulation of tariff policy. The CERC has been
constituted on 24.7.1998.
The main functions of the SERC would be to determine the tariff for electricity wholesale bulk,
grid or retail, to determine the tariff payable for use by the transmission facilities to regulate
power purchase and procurement process of transmission utilities and distribution utilities, to
promote competition, efficiency and economy in the activities of the electricity industries etc.
Subsequently, as and when each State Government notifies, other regulatory functions would
also be assigned to SERCs.
The Electricity Laws (Amendment) Act, 1998 passed with a view to make transmission as a
separate activity for inviting greater participation in investment from public and private sectors.
The participation by private sector in the area of transmission is proposed to be limited to
construction and maintenance of transmission lines for operation under the supervision and
control of Central Transmission Utility (CTU)/State Transmission Utility (STU). On selection of

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the private company, the CTU/STU would recommend to the CERC/SERC for issue of
transmission licence to the private company.
The Electricity Laws (Amendment) Act, 1998 provides for creation of Central and State
Transmission utilities. The function of the Central Transmission Utility shall be to undertake
transmission of energy through inter-state transmission system and discharge all functions of
planning and coordination relating to inter-state transmission system with State Transmission
Utilities, Central Government, State Governments, generating companies etc. Power Grid
Corporation of India Limited will be Central Transmission Utility.
The function of the State Transmission Utility shall be to undertake transmission of energy
through intra-state transmission system and discharge all functions of planning and coordination
relating to intra-state transmission system with Central Transmission Utility, State Governments,
generating companies etc.

⇑ Electricity Generation Resource Share

The share of hydel generation in the total generating capacity of the country has declined from
34 per cent at the end of the Sixth Plan to 29 per cent at the end of the Seventh Plan and further
to 25.5 per cent at the end of Eighth Plan. The share is likely to decline even further unless
suitable corrective measures are initiated immediately. Hydel power projects, with storage
facilities, provide peak time support to the power system. Inadequate hydel support in some of
the regions is adversely affecting the performance of the thermal power plants. In Western and
Eastern regions, peaking power is being provided by thermal plants, some of which have to back
down during off peak hours.

⇑ Regional Power Systems Emergence

In order to optimally utilise the dispersed sources for power generation it was decided right at the
beginning of the 1960’s that the country would be divided into 5 regions and the planning
process would aim at achieving regional self sufficiency. The planning was so far based on a
Region as a unit for planning and accordingly the power systems have been developed and
operated on regional basis. Today, strong integrated grids exist in all the five regions of the

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country and the energy resources developed are widely utilised within the regional grids.
Presently, the Eastern & North-Eastern Regions are operating in parallel. With the proposed
inter-regional links being developed it is envisaged that it would be possible for power to flow
any where in the country with the concept of National Grid becoming a reality during 12th Plan
Period.

⇑ Installed Generating Capacity Utilization

The size of the generating unit that has been used in the country in coal based power stations has
progressively increased from about 15 MW prior to the era of planned development to 500 MW
at present. With the introduction of new design of generating units, certain difficulties arose in
their efficient operation and maintenance. The availability of coal in the country is such that the
higher grades of coal, which have higher calorific value, have been exhausted and progressively
lower grades of coal are being made available for electricity generation in the power stations.
This had resulted into operational problems with the boilers designed for higher grades of coal
and also put more pressure on coal handling plants etc. As a result of these technical and
managerial problems, the utilization level of coal based power stations in the country declined in
the late 1970s and early 1980s. The all India Thermal PLF which was as low as 27% at the
beginning of First Plan progressively increased to 47. % by the year 1963-64 and then declined
to around 42% by early seventies. During one year in the seventies i.e. during 1976-77, the PLF
touched 55.4% but this could not be sustained during subsequent years. Several factors such as
inadequate maintenance of generating units, the teething troubles faced in the operation of the
newly introduced 200/210 MW units and the deterioration in the quality of coal supplied to
power stations led to a gradual erosion in the PLF of the thermal power plants during 5th plan
period. During the 6th Plan, Department of Power and Central Electricity Authority undertook a
comprehensive programme to renovate and modernize old units located in different States. The
performance of 200/210 MW units also begin to stabilize. Concerted efforts were made by
Ministry of Coal to monitor quality of coal supplies to power plants. As a result of all these
measures the PLF of thermal plants registered a gradual improvement during the 7th plan period.
The plant load factor of thermal power stations in the country, which was only 44.2% in 1980-

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81, increased to 56.5% by the end of the 7th Plan. The all India Average PLF of the Thermal
Power Plants has further increased to 64.4% by the end of eighth plan.

⇑ Private sector Participation

The initial response of the domestic and foreign investors to the policy of private participation in
power sector has been extremely encouraging. However, many projects have encountered
unforeseen delays. There have been delays relating to finalization of power purchase agreements,
guarantees and counter-guarantees, environmental clearances, matching transmission networks
and legally enforceable contracts for fuel supplies. The shortfall in the private sector was due to
the emergence of a number of constraints, which were not anticipated at the time the policy was
formulated. The most important is that lenders are not willing to finance large independent power
projects, selling power to a monopoly buyer such as SEB, which is not financially sound because
of the payment risk involved if SEBs do not pay for electricity generated by the IPP.
Uncertainties about fuel supply arrangements and the difficulty in negotiating arrangements with
public sector fuel suppliers, which concern penalties for non-performance, is another area of
potential difficulty. It is important to resolve these difficulties and evolve a framework of policy
which can ensure a reasonable distribution of risks which make power sector projects financially
attractive.

The capacity addition programme for the 9th Plan envisaged around 17,588 MW to be added by
private generating companies. In order to achieve the targeted private sector capacity addition
during the Ninth Plan, the following additional facilitating measures have recently been
suggested by the promoters. Most of these have been accepted while some of them are under the
consideration of the Government.

Speedy environmental clearance

The Ministry of Environment and Forests has agreed to delegate the powers to States for
environmental clearance of:

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- all co-generation plants and captive plants up to 250 MW;
- Coal based plants up to 500 MW using fluidized technology subject to sensitive areas
restrictions;
- Power stations up to 250 MW on conventional technology.
- Gas/Naphtha based stations up to 500 MW.

Viability of SEBs

The financial health of the SEBs will be improved through rationalization of tariff, restructuring
and reforms to make them economically viable and their projects bankable to generate energy on
economic rate, to provide quality services to the consumers and to ensure a fair return to the
investors. This can be best achieved by unbunding single entity (SEBs) and corporatising the
same for the above activities. In this context, some of the States have taken initiative by
unbundling their respective SEBs into separate companies for Generation & Transmission &
Distribution.

Regulatory bodies

The Government of India has promulgated Electricity Regulatory Commission Act, 1998 for
setting up of Independent regulatory bodies both at the Central level and at the State level viz.
The Central Electricity Regulatory Commission (CERC) and the State Electricity Regulatory
Commissions (SERCs) at the Central and the State Levels respectively. These regulatory bodies
would primarily look into all aspects of tariff fixation and matters incidental thereto.

⇑ Current problem of power sector

The most important cause of the problems being faced in the power sector is the irrational and
unremunerative tariff structure. Although the tariff is fixed and realized by SEBs, the State
Governments have constantly interfered in tariff setting without subsidizing SEBs for the losses
arising out of State Governments desire to provide power at concessional rates to certain sectors,
especially agriculture. Power Supply to agriculture and domestic consumers is heavily

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subsidized. Only a part of this subsidy is recovered by SEBs through cross subsidization of tariff
from commercial and industrial consumers. The SEBs, in the process, have been incurring heavy
losses. If the SEBs were to continue to operate on the same lines, their internal resources
generation during the next ten years will be negative, being of the order of Rs.(-) 77,000 crore.
This raises serious doubts about the ability of the States to contribute their share to capacity
addition during the Ninth Plan and thereafter. This highlights the importance of initiating power
sector reforms at the earliest and the need for tariff rationalization.

⇑ Power sector reforms

The Orissa Government was the first to introduce major reforms in power sector through
enactment of Orissa Reforms Act, 1995. Under this Act, Orissa Generating Company, Orissa
Grid Company and Orissa Electricity Regulatory Commission have been formed. Similarly, the
Haryana Government has also initiated reform programme by unbundling the State Electricity
Board into separate companies and Haryana Electricity Regulatory Commission has already been
constituted.

With a view to improve the functioning of State Electricity Boards, the Government promulgated
the State Electricity Regulatory Commission Act for establishment of Central Electricity
Regulatory Commission at the national level and State Electricity Regulatory Commission in the
States for rationalisation of tariff and the matters related thereto. Subsequent to the enactment of
ERC Act, 1998 more and more States are coming up with an action plan to undertake the reform
programmes. In this respect, Governments of Uttar Pradesh, Rajasthan, Madhya Pradesh, Goa,
Karnataka and Maharashtra have referred their proposals for setting up independent regulatory
mechanism in their States.

The Electricity (Amendment) Act 1998 was passed with a view to make transmission as a
separate activity for inviting greater participation in investment from public and private sectors.
The participation by private sector in the area of transmission is proposed to be limited to
construction and maintenance of transmission lines for operation under the supervision and
control of Central Transmission Utility (CTU)/State Transmission Utility (STU). On selection of

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the private company, the CTU/STU would recommend to the CERC/SERC for issue of
transmission license to the private company. In this regard, the Government of Karnataka is the
first to invite private sector participation in transmission by setting up joint-venture company.
Other States are also in the process of introducing the reforms in the transmission sector.

In view of the urgent need to reduce transmission and distribution losses and to ensure
availability of reliable power supply to the consumers reforms in the distribution sectors are also
been considered by establishing distribution companies in different regions of the State. The
entry of private investors will be encouraged wherever feasible and it is proposed to carry out
these reforms in a phased manner. The Governments of Orissa and Haryana have already
initiated reforms in the distribution sector by setting up distribution companies for each zone
within their States.

With these efforts, it is expected that the performance of power sector will improve because of
rationalization of tariff structures of SEBs and adequate investment for transmission and
distribution sector.

⇑ Capacity addition during 9th plan

Power supply position at the beginning of 9th plan

The total installed capacity at the beginning of 9th Plan i.e. 1.4.97 was 85,795 MW comprising
21,658 MW Hydro, 61,012 MW Thermal including gas and diesel, 2,225 MW Nuclear and 900
MW Wind based power plants.

The actual power supply position at the beginning of the 9th Plan indicates peak shortage of
11,477 MW (18%) and energy shortage of 47,590 MU (11.5%) on All India basis. To meet the
growing demand and shortages encountered, sufficient capacity would need to be added in
subsequent plan periods.

Ninth plan capacity addition programme

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The Working Group on Power, constituted by Planning Commission, in its report of December
1996 had formulated, a need based capacity addition programme of 57,735 MW for the Ninth
Plan which would by and large meet the power requirements projected in 15th Electric Power
Survey Report. However, it was felt that this capacity addition of 57,735 MW is not feasible and
a target for capacity addition of 40245 MW was fixed for Ninth Five-year plan. The above target
was finalized after considering the status of Sanctioned/ongoing schemes, new projects in
pipeline, likely gestation period for completion of the projects and likely availability of funds.
The Sector-wise/type-wise details are given below:

Sector-wise / type-wise capacity addition programme during ninth plan (Figures in MW)
Sector Hydro Thermal Nuclear Total
Central 3455.0 7574.0 880 11909
State 5814.7 4933.0 — 10747.7
Private 550.0 17038.5 — 17588.5
TOTAL 9819.7 29545.5 880.0 40245.2

⇑ Environmental impact of thermal power stations

Thermal Power Stations in India, where poor quality of coal is used, add to environmental
degradation problems through gaseous emissions, particulate matter, fly ash and bottom ash.
Growth of manufacturing industries, in public sector as well as in private sector has further
aggravated the situation by deteriorating the ambient air quality. Ash content being in abundance
in Indian coal, problem of fly ash and bottom ash disposal increase day by day. The fly ash
generated in thermal power station causes many hazardous diseases like Asthma, Tuberculosis
etc.

Air pollution

Initially, perceptions of objectionable effects of air pollutants were limited to those easily
detected like odour, soiling of surfaces and smoke stacks. Later, it was the concern over long

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term/chronic effects that led to the identification of six criteria pollutants. These six criteria
pollutants are sulphur di-oxide (SO2), Carbon Mono-oxide (CO), Nitrogen oxide (NO2), Ozone
(O3), suspended particulates and non-methane hydrocarbons (NMHC) now referred to as volatile
organic compounds (VOC). There is substantial evidence linking them to health effects at high
concentrations. Three of them namely O3, SO2 and NO2 are also known phytotoxicants (toxic to
vegetation). In the later part Lead (Pb) was added to that list.

Nitrogen Oxide (NOx)

Most of the NOx is emitted as NO which is oxidised to NO2 in the atmosphere. All combustion
processes are sources of NOx at the high temperature generated in the combustion process.
Formation of NOX may be due to thermal NOx which is the result of oxidation of nitrogen in the
air due to fuel NOx which is due to nitrogen present in the fuel. Some of NO2 will be converted
to NO3 in the presence of 02. In general, higher the combustion temperature the higher NOx is
produced. Some of NOx is oxidised to NO3, an essential ingredient of acid precipitation and fog.
In addition, NO2 absorbs visible light and in high concentrations can contribute to a brownish
discoloration of the atmosphere.

Sulphur Oxide

The combustion of sulphur containing fossil fuels, especially coal is the primary source of SOx.
About 97 to 99% of SOx emitted from combustion sources is in the form of Sulphur Di-oxide
which is a criteria pollutant, the remainder is mostly SO3, which in the presence of atmospheric
water is transformed into Sulphuric Acid at higher concentrations, produce deleterious effects on
the respiratory system. In addition, SO2 is phytotoxicant.

Particulate matter

The terms particulate matter, particulate, particles are used interchangeably and all refer to finely
divided solids and liquids dispersed in the air.

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Water pollution

Water pollution refers to any change in natural waters that may impair further use of the water,
caused by the introduction of organic or inorganic substances or a change in temperature of the
water.

In thermal power stations the source of water is either river, lake, pond or sea where from water
is usually taken. There is possibility of water being contaminated from the source itself. Further
contamination or pollution could be added by the pollutants of thermal power plant waste as
inorganic or organic compounds.

Land degradation

The thermal power stations are generally located on the non-forest land and do not involve much
Resettlement and Rehabilitation problems. However it’s effects due to stack emission etc, on
flora and fauna, wild life sanctuaries and human life etc. have to be studied for any adverse
effects. One of the serious effects of thermal power stations is land requirement for ash disposal
and hazardous elements percolotation to ground water through ash disposal in ash ponds. Due to
enormous quantity of ash content in India coal, approximately 1 Acre per MW of installed
thermal capacity is required for ash disposal. According to the studies carried out by
International consultants if this trend continues, by the year 2014-2015, 1000 sq. km of land
should be required for ash disposal only.

Noise pollution

Some areas inside the plant will have noisy equipments such as crushers, belt conveyors, fans,
pumps, milling plant, compressors, boiler, turbine etc. Various measures taken to reduce the
noise generation and exposure of workers to high noise levels in the plant area will generally
include:

Silencers of fans, compressors, steam safety valves etc.

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Using noise absorbent materials
Providing noise barriers for various areas
Noise proof control rooms
Provision of green belt around the plant will further reduce noise levels

⇑ Technology upgradation

Clean coal technologies

Clean coal technologies offer the potential for significant reduction in the environmental
emissions when used for power generation. These technologies may be utilised in new as well as
existing plants and are therefore, an effective way of reducing emissions in the coal fired
generating units. Several of these systems are not only very effective in reducing SOx and NOx
emissions but, because of their higher efficiencies they also emit lower amount of CO2 per unit
of power produced. CCT’s can be used to reduce dependence on foreign oil and to make use of a
wide variety of coal available.

Blending of various grades of raw coal along with beneficiation shall ensure consistancy in
quality of coal to the utility boilers. This approach assumes greater relevance in case of multiple
grades of coals available in different parts of the country and also coals of different qualities
being imported by IPPs. Ministry of Environment and Forests vide their notification dated 30th
June 1998 had stipulated the use of raw or blended or beneficiated coal with an ash content not
more than 34% on an annual average basis w. e. f. 1st June 2001.

CPCB has constituted a Steering Committee consisting representative from some SEBs, CPCB,
Ministry of Coal, Ministry of Power, CEA and World Bank to carry out cost benefit analysis of
using clean coal technologies and assess and prioritize technically feasible and economically
viable measures to improve coal quality.

Refurbishment of existing thermal power stations

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Continuous deterioration in performance of thermal power stations had been observed during
early 80′s. Therefore, Renovation and Modernisation Schemes(R&M Schemes) were drawn and
executed for improving the performance of existing thermal power stations. Pollution control
measures in these power stations being a capital-intensive activity, it accounted for major
portion-around 40% of Rs. 12 Billion kept for R&M schemes under phase-I. During phase-I, 163
units of 34 thermal power stations were covered. As a result of R&M schemes these achieved
10,000 million units of additional generation per annum against the target of 7000 million units.
Encouraged by the results achieved, R&M phase-II programme is presently under progress. Total
estimated cost of these works is Rs. 24 Billion. Most of the Electricity Boards or other generating
agencies are facing financial constraints to carry out R&M activities. Therefore, this area has to
be taken on priority to arrange financial assistance.

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 GVK has set up India’s first Independent Power Plant (IPP), first six-lane road project
and first Brownfield airport under the Public Private Partnership (PPP) model.

 GVK’s 330 MW Alaknanda Hydropower Project synchronized with the Northern Grid;
commercial production to start soon.

 GVK BIO launches a new brand ‘CLINOGENT’ that merges its Clinical Pharmacology
and Clinical Research units in order to become a competitive force to be reckoned with in the
Contract Research Industry.

 GVK KIA successfully upgrades its Airport carbon accreditation certification to Level 3
Optimization, a major landmark in GVK’s sustainability initiatives.
GVK is a leading Indian conglomerate with diversified interests across various sectors including
energy, resources, airports, transportation, hospitality and life sciences. It has taken pioneering
initiatives across many sectors that it operates in and has overcome every challenge to provide
reliable infrastructure to contribute to the country's growth.
The firm has already invested over US$ 4.3 billion the company has projects worth over another
US$ 6.6 billion in the pipeline, in India. It has over 900 megawatt (MW) operational power
plants and around 5,000 MW projects under various sta`ges of construction and development.
GVK Biosciences is Asia’s leading Contract Research Organization (CRO) with over 2000
scientists, support and analytical staff. It provides a broad spectrum of stand-alone and integrated
services, across the R&D value chain to leading international pharma, agro, biotech and life
sciences companies.

GVK Power: Socially responsible and an environmentally conscious organization

2014 GVK BIO signs definitive agreement to acquire Vanta Bioscience. The acquisition
enables GVK BIO to offer GLP toxicology services for Pharmaceuticals,
Agrochemicals, Nutraceuticals, and Cosmetics.

2014 GVK CSIA's artsy infrastructure has helped the city of Mumbai rank as the 3rd best
"smart city"across the world by National Geographic Traveler Magazine. Mumbai is
the only city from India which has made it to the list.

2014 GVK's new iconic Terminal 2 inaugurated at CSIA to set new global benchmarks

20
2013 Bengaluru International Airport renamed as Kempegowda International Airport,
Bengaluru and New Terminal inaugurated.

2013 GVK CSIA awarded Airport Carbon Accreditation for Carbon Footprint
Management system and processes by ACI

21
 Has a generation capacity of 3,202 MW.

Distributes power to 2.87 million customers annually in various states across

India.

Has entered into the country’s first distribution franchisee agreement with
MSEDCL.
Torrent Power is one of the leading brands in the Indian power sector, promoted by
the Rs 131.16 billion (US$ 2.08 billion) Torrent Group – a group committed to its
mission of transforming life by serving two of the most critical needs - healthcare
and power.
With an all-round experience in generation, transmission and distribution of power,
and a proven track record of implementing large power projects, Torrent Power is
the most experienced private sector player in Gujarat.
Torrent has a generation capacity of 3,202 megawatt (MW) and distributes power to
2.87 million customers annually in various states across India. Recently the
company implemented a 1200 MW gas based power project at Dahej in South
Gujarat.
Distribution Franchise business is one area which Torrent Power has been
aggressively pursuing as part of its expansion plans. Torrent Power created history
by entering into the country’s first distribution franchisee agreement with
Maharashtra State Electricity Distribution Company Ltd (MSEDCL).
Source: http://www.torrentpower.com/about_us/ab_ataglance.php
Torrent Power: Most experienced private sector player.

2014 Amalgamation of Torrent Energy and Torrent Cables.

2012 Torrent Power got CRISIL AA/Stable credit rating.

2007 Won Ministry of Power (MoP) Gold Shield award for two years for
outstanding performance in power distribution.

2006 Created history by entering into the country’s first distribution

franchisee agreement with MSEDCL.

22
2005 Consolidated Torrent Power AEC Ltd, Torrent Power SEC Ltd and
Torrent Power Generation Ltd under a single, unified brand.

1990 The company forayed into power sector.

3.

Owns and operates hydroelectric power projects in Himachal Pradesh and

Uttarakhand

Net worth in fiscal year 2013-14 is reported to be Rs 6,345.05 crore (US$

1.02 billion)

Poised to be a 13,470 MW power producer by 2019

Jaiprakash Power Ventures Ltd (JPVL), a part of the Jaypee Group was incorporated
in 1994. The company owns and operates the 300 megawatt (MW) Baspa-II
Hydroelectric Project at District Kinnaur, Himachal Pradesh , 400 MW
Vishnuprayag Hydroelectric project, at District Chamoli, Uttarakhand and 1000 MW
Karcham-Wangtoo at District Kinnaur, Himachal Pradesh. All the plants are run-of-
the-river hydroelectric power projects.
The company is also implementing the 1320 MW (2X660 MW) super critical
technology boiler pit head based Nigrie Thermal Project at District Singrauli in the
state of Madhya Pradesh and has also subscribed 74 per cent of the equity capital of
Jaypee Powergrid Ltd (JPL), developing a 214 km long power transmission project
to evacuate power from the Karcham Wangtoo project.
The company through its subsidiary Jaypee Arunachal Power Ltd is implementing
two projects in Arunachal Pradesh, the 2700 MW Lower Siang & 500 MW Hirong.
JPVL has also extended into implementation Agreement with Government of
Meghalaya to set up 270 MW Umngot and 450 MW Kynshi Stage -II hydro power
projects.
Source: http://jppowerventures.com/
Jaiprakash Power Ventures Ltd: Operating the largest hydroelectric power plant in
the private sector in India

23
2015 Jaiprakash Power Ventures won Amelia North coal mine

2012 300 MW Baspa - II Hydropower project was been awarded the "Gold
Shield for 2009-10" and "Silver Shield for 2010-11" by the Ministry
of Power, Government of India in the category of "performance of
hydropower stations".

2010 Changed its name from Jaiprakash Hydro-Power Ltd (JPHYDRO) to

Jaiprakash Power Ventures Ltd (JPPOWER).

2005 The first ever public offer for buying stake in any private hydro-
power company was done by Jaiprakash Hydro Power Ltd at the
price of Rs. 33.45.

2003 Commencement of commercial production of the Power Plant (as

notified by HPSEB)

1994 The company was incorporated.

5,285 MW of operational power generation assets

Won three of the four ultra-mega power projects (UMPP)

Won Euromoney’s ‘Deal of the year – 2010’ for its Sasan UMPP

As of June 2014, total assets stood at Rs 19,323.72 crore (US$ 3.14 billion)
Reliance Power Ltd is a part of the Reliance Group, one of India’s largest business
houses. The group operates across multiple sectors, including telecommunications,
financial services, media and entertainment, infrastructure and energy. The energy
sector companies include Reliance Infrastructure and Reliance Power.
Reliance Power has been established to develop, construct and operate power
projects both in India as well as internationally. The Company on its own and

24
 through its subsidiaries has a large portfolio of power generation capacity, both in
operation as well as capacity under development.
The power projects are going to be diverse in terms of geographic location, fuel
type, fuel source and off-take, and each project is planned to be strategically located
near an available fuel supply or load centre. The company has 5,285 megawatt
(MW) of operational power generation assets. The projects under development
include three coal-fired projects to be fueled by reserves from captive mines and
supplies from India and elsewhere; one gas-fired projects; and twelve hydroelectric
projects, six of them in Arunachal Pradesh, five in Himachal Pradesh and one in
Uttarakhand.
Source: http://www.reliancepower.co.in
Reliance Power Ltd: Leading power generating company

2014 Reliance Power has commissioned a 100 MW concentrated solar

power (CSP) project at Rajasthan, which is also the biggest CSP in
the world.

2008 Reliance Power debuted on the stock markets.

2007 Finally the name changed to Reliance Power Ltd.

2004 Its name was changed to Reliance Energy Generation Ltd.

1995 The company was incorporated as Bawana Power Pvt Ltd.

 India’s largest integrated power company

 Installed generation capacity of 8,623 MW in India

 First to bring UMPP in India

 First company to have been awarded a power trading licence

Tata Power is India’s largest integrated power company with a significant international presence.
From fuel and logistics to generation and transmission to distribution and trading-exploring

25
 various renewable sources of energy in India and globally, Tata Power have a significant
presence in wind, solar, hydro and geothermal energy space.
Their technology leadership is legendary and they have demonstrated successful public-private
partnerships in generation, transmission and distribution – ‘Tata Power Delhi Distribution Ltd’
with Delhi Vidyut Board for distribution in North Delhi, 'Powerlinks Transmission Ltd.' with
Power Grid Corporation of India Ltd for evacuation of Power from Tala hydro plant in Bhutan to
Delhi and 'Maithon Power Ltd.' with Damodar Valley Corporation for a Mega Power Project at
Jharkhand.
They are one of the largest renewable energy players in India and have developed the country’s
first 4,000 megawatt (MW) Ultra Mega Power Project (UMPP) at Mundra (Gujarat) based on
super-critical technology.
Source: http://www.tatapower.com/
Tata Power: Lighting up lives

2014 Crowned as ‘Overall Champions’ in the prestigious 55th Mumbai Rose Show

2013 Winner of the MACCIA Awards 2013 in the power and energy category

2012 Commissioned India’s first UMPP at Mundra

1915 Commissioned India’s first large hydro-electric project in Khopoli

1911 Firm started as the Tata Hydroelectric Power Supply Company

 Number one private thermal power producer in India

 World's top 5 single location thermal power plant at Mundra

 Commissioned the first supercritical 660 megawatt (MW) unit in India

 It has approximately 5,500 circuit Kms of transmission lines

Adani, a global conglomerate with a presence in multiple businesses across the globe, has
entered the power sector to harbinger a 'power full' India. Their comprehension of the criticality
in meeting the power requirement and its crucial role in ensuring the energy security of India,

26
 spurred them to build India's largest and among the world's top 5 single location thermal power
plant at Mundra.
Along with thermal power generation, Adani power has made a paradigm shift by venturing into
solar power generation in Gujarat. It is Adani's endeavor to empower one and all with clean,
green power that is accessible and affordable for a faster and higher socio-economic
development.
Source: http://www.adanipower.com/
Adani Power: Empowering the nation

2012 Second Prize in Thermal Power Station Sector by Ministry of Power (Bureau of
Energy Efficiency)

2011 Infrastructure Excellence Award by CNBC TV18 and Essar Steel Award for
spearheading the infra power sector

2010 Commissioned country's 1st supercritical unit of 660 MW

2007 Converted into a public limited company

1996 Started as a power trading company

 Leading FMCG

 Present in over 50 countries

 Possesses seven world class manufacturing plants

 Amongst world's most prestigious brands

Havells India is a US$ 1.3 billion FMCG company with a strong global footprint. The company
has dominance across a wide spectrum of products, including industrial and domestic circuit
protection devices, cables and wires, motors, pumps, home appliances, etc.
The company's global network comprises 6,500 professionals across 91 branches and
representative offices in over 50 countries. Its 11 state-of-the-art manufacturing plants in India

27
 located at Haridwar, Baddi, Noida, Sahibabad, Faridabad, Alwar, Neemrana and seven world-
class manufacturing plants located in Europe, Latin America, Africa and China are
manufacturing globally acclaimed products, synonymous with excellence and precision in the
electrical industry.
Source: http://www.havells.com/
Havells India: Leading Global Electrical Company

2014 Introduces Fans Category under the Standard Brand

2010 Acquires 100 per cent interest in Standard Electricals

2005 Sets up manufacturing plant in Haridwar, Uttaranchal for manufacturing fans

2002 Attains IEC certification for Industrial switchgear and CSA certification

1998 Introduces high-end Ferraris meters in joint venture (JV) with DZG, Germany

1987 Starts manufacturing MCBs at Badli, Delhi in JV with Geyer, Germany

 Biggest developer of solar projects in India

 Leader in the EPC business

 Clean energy projects in around five states in India

Welspun Energy Ltd (WEL) is an independent power company based in New Delhi, India and is
a subsidiary of the Welspun Group. The company was founded in 2010 and in addition to the
coal-based power projects, WEL is also the biggest developer of solar projects in India.
The company has strong engineering, procurement & construction (EPC) capabilities in the
renewable projects space. Welspun Energy has successfully commissioned 328 megawatt (MW)
(DC) capacity of Solar PV projects on a turnkey basis well in advance of the stipulated timelines.
Currently, another 342 MW of solar and wind projects are collectively under construction in five
states in India. Welspun Energy has thus achieved a leadership position as a Solar EPC market in

28
 India. It aspires to be a truly global EPC company with a strong expansion plan in the
international markets of USA, Middle East and Southeast Asia.
Source: http://www.welspunenergy.com/
Welspun Energy: Setting Benchmarks for the Power Industry

2014 Receives Golden Peacock Innovative Service Award

2013 Wins 'Best Solar Power Producer' at IPPAI Power Awards

2012 Signs Memorandum of Understanding (MoU) to develop 500 MW wind power in

Andhra Pradesh

2010 Welspun Energy is established

 One of India's most efficient power generation companies

 Set industry benchmarks for the high plant load factor

 Produces 3,140 MW of power, with a capacity of another 8,630 MW under

implementation
JSW Energy is a subsidiary of the JSW Group of industries. JSW Energy was incorporated in
1994 but began commercial operations only in 2000, with the commissioning of its first 260
megawatt (MW) thermal power plant at Vijayanagar, Karnataka. Since then, the company has
grown rapidly in terms of both size and scope.
The Vijayanagar plant produces 860 MW of power. The company has set up a 1,200 MW
imported coal-based thermal plant in Ratnagiri, Maharashtra. Their subsidiary Raj WestPower
Ltd operates the 1,080 MW lignite-based thermal power plant in Barmer, Rajasthan. The
company has also identified projects which are under implementation and development phase in
Himachal Pradesh, Chhattisgarh, Jharkhand, West Bengal, Karnataka, Maharashtra and
Rajasthan.
JSW Energy is one of the most efficient power generation companies in India. Their plants are
the industry benchmark for the high plant load factor achieved, which is a measure of efficient
capacity utilisation.

29
 Source: http://www.jsw.in/groups
JSW Energy: A Top Ranked Indian Power Generation Company

2013 Commissions all eight units of Barmer Plant

2012 Vijaynagar Power Plant is awarded the Best Operating Power Plant by the Ministry
of Power

2011 Fully commissions Ratnagiri Plant

2009 Begins operations of two units of SBU-II

2007 Launches Ratnagiri Plant

2000 Commissions SBU-I of Vijaynagar Plant

 A 'Navaratna' Central Public Sector Enterprise

 Central Transmission Utility (CTU) of India

 India's largest electric power transmission utility

The Powergrid Corporation of India Ltd, also known as Powergrid or PGCIL, is a Central Public
Sector Enterprise with 'Navaratna' status and is also the Central Transmission Utility (CTU) of
India. It was initially set up in 1989 under the Companies Act, 1956 and was then known as the
National Power Transmission Corporation Ltd. In 1992 it was renamed as PGCIL.
The company was formed and assigned the responsibility of planning, executing, owning,
operating and maintaining the high voltage transmission systems in the country. Presently, it
operates over 108,307 km of transmission lines and owns 186 substations. It also provides
transmission related consultancy to more than 145 domestic clients and has global footprints in
18 countries catering to more than 20 clients.
Source: http://www.powergridindia.com/_layouts/PowerGrid/User/index.aspx?LangID=English
Powergrid: Powering India's Development

30
 2013 Successfully commissions 500 MW HVDC back-to-back asynchronous link
between Baharampur and Behramara of the prestigious Indo-Bangladesh
Interconnection

2012 Receives international credit rating from Standard & Poor's and Fitch ratings

2010 Ceritficate for Commencement of Business is issued to Power System Operation

Corporation Ltd, a subsidiary of Powergrid

2009 Establishes National Load Despatch Centre (NLDC) at New Delhi

1998 Receives notification as a Mini Ratna (Category I) company by the Government of

India

1991 Transmission assets of Nuclear Power Corporation Ltd are transferred to Powergrid

 Mini Ratna Category-I Enterprise of the Government of India

 Executed 17 projects with an installed capacity of 5,702 MW

 Executed five projects with an installed capacity of 89.35 MW on turnkey basis

 Authorised share capital of Rs 15,000 crore (US$ 2.49 billion)

NHPC Ltd (formerly known as National Hydroelectric Power Corporation Ltd), a Government
of India Enterprise, was incorporated in 1975 with an authorised capital of Rs 200 crore (US$
33.27 million) and with an objective to plan, promote and organise an integrated and efficient
development of hydroelectric power in all aspects. Later on, NHPC expanded its objectives to
include development of power in all its aspects through conventional and non-conventional
sources in India and abroad.
At present, NHPC is a Mini Ratna Category-I Enterprise of the Government of India with an
authorised share capital of Rs 15,000 crore (US$ 2.49 billion). With an investment base of over

31
 Rs 38,718 crore (US$ 6.44 billion) approx, NHPC is among the top 10 companies in the country
in terms of investment.
Initially, on incorporation, NHPC took over the execution of Salal Stage-I, Bairasiul and Loktak
Hydro-electric Projects from Central Hydroelectric Project Construction and Control Board.
Since then, it has executed 17 projects with an installed capacity of 5,702 megawatts (MW) on
ownership basis, including projects taken up in joint venture (JV). NHPC has also executed five
projects with an installed capacity of 89.35 MW on turnkey basis. Two of these projects have
been commissioned in neighbouring countries Nepal and Bhutan.
Source: http://www.nhpcindia.com/index.htm
NHPC: India’s Premier Hydro Power Utility

2013 Receives Indira Gandhi Rajbhasha Award

2012 Commissions 231 MW Chamera-III Hydroelectric Project in Himachal Pradesh

2009 Signs Memorandum of Understanding (MoU) for implementation of Integrity Pact

in NHPC with CMD and Transparency International India (TII)

1997 Sets up research and development (R&D) centre

1975 Starts operations

 Established in 1899

 Total income of Rs 5409.79 crore (US$ 924.86 million) in FY 13

 2.7 million customers

 4 thermal power plants

 Profit after taxation of Rs 554 crore (US$ 94.70 million) in FY 12

32
 Calcutta Electric Supply Corporation or CESC is India's first fully integrated electrical utility. It
has been generating and distributing electrical power in Kolkata and Howrah since 1899. CESC
Ltd is a flagship company of the RP-Sanjiv Goenka Group.
CESC is the sole distributor of electricity within an area of 567 sq km of Kolkata and Howrah
serving 2.5 million consumers, which includes domestic, industrial and commercial users.
The company owns and operates four thermal power plants generating 1225 megawatt (MW) of
power. These include Budge Budge Generating Station (750 MW), Southern Generating Station
(135 MW), Titagarh Generating Station (240 MW), and New Cossipore Generating Station (100
MW). More than 80 per cent of customers’ electricity requirement is met through the company’s
generating plants; the balance electricity is purchased from third parties. About 50 per cent of the
coal requirement is sourced from captive mines.
The company is in the process of setting up a number of power stations in the country.
Source: https://www.cesc.co.in
CESC: Energising Lives

2013 Titagarh Generating Station receives Greentech Safety Award in Thermal Power
Sector for outstanding achievements in safety management

2010 Announces its diversification into hydel power in Arunachal Pradesh

2009 Decides to set up 600 MW thermal power project in Maharashtra

2008 Ties up with Singapore to revamp its distribution system

2004 Wins RPG Quality Award

 13 companies in Siemens Group, India

 21 manufacturing plants across India

 11 research and development (R&D) centres in India

 56 sales offices in India

33
 Revenues of USD 2.1 billion in FY 13
Siemens in India is a leading powerhouse in electronics and electrical engineering with a
business volume aggregating about Rs 12,000 crore (US$ 2.01 billion).
The company’s heritage in India dates back to 1867 when it began laying the world’s first
undersea cable from London to Kolkata. The company set up branches in India as early as 1922,
in Mumbai and Kolkata. In 1957, Siemens was incorporated as a company under the Indian
Companies Act as Siemens Engineering & Manufacturing Co of India Pvt Ltd. In 1961, Siemens
became a public limited company with restricted external shareholding and was listed in the
Bombay Stock Exchange a decade later.
Siemens brings to India state-of-the-art technology that adds value to customers through a
combination of multiple high-end technologies for complete solutions. The Siemens Group in
India comprises 13 companies, providing employment to over 19,000 persons. The group has 21
manufacturing plants, a wide network of sales and service offices across the country, as well as
over 500 channel partners.
Source: http://www.siemens.co.in/en/about_us/overview.htm
Siemens India: The Future Moving In

2012 Begins operations at twin-factories in Goa – for energy automation and medium
voltage; announces amalgamation of Siemens Power Engineering Pvt Ltd

2009 Produces first 145kV gas insulated switchgear (GIS) from the GIS factory at
Aurangabad; starts gas-insulated switchgear unit in Aurangabad

2006 50th year of manufacturing in India

1994 Sets up facilities for manufacture of optical fibre cable and solar photovoltaic
systems at Aurangabad

1971 Lists on the stock exchanges

 Among the world’s top 10 transformer companies

34
 Made nine acquisitions after 2005

 Global leader in offshore wind transformers

 Revenue base of over US$ 2.4 billion

 Overseas market accounts for about 40 per cent of revenues

Crompton Greaves (CG) was established in 1937 in India. Since then, the company has been a
pioneer and has retained its leadership position in the management and application of electrical
energy.
CG manufactures transformers, switchgear, circuit breakers, network protection and control gear,
project engineering, HT and LT motors, drives, lighting, fans, pumps and consumer appliances.
Since 2005, the company has acquired many leading international companies such as Pauwels,
Ganz, Microsol, Sonomatra, MSE and PTS as a part of its globalisation strategy. Consequent to
this globalisation, CG has manufacturing bases in Belgium, Canada, Hungary, Indonesia, Ireland,
France, UK and US, in addition to more than 20 manufacturing locations in India, and employs
more than 8000 employees worldwide with diverse nationalities and cultures.
A worldwide marketing network of more than 150 representatives spans the globe, offering the
entire range of CG’s products, solutions and services.
The company has been investing in research and development (R&D), product certifications,
product quality, productivity enhancement and operational excellence. Its global R&D centre
located in India has been recognised for its innovation and received the prestigious ‘National
Award for the Best R&D Efforts’ for its outstanding achievements in the Electrical Engineering
Sector in 2008.
Source: http://www.cgglobal.com/
Crompton Greaves: Gaining Globally

2010–11 Bags annual IP Award for Design

2010 Receives CII National Award (Excellence in Innovative energy saving product)

2008 Receives Golden Peacock Award (Innovative product service)

2009 Bags India Power Award (1200 kV class capacitive voltage transformer)

2005 Establishes international manufacturing footprint by acquiring Belgium-based

Pauwels Group

35
 Global cumulative market share of 7.6 per cent

 Cumulative installed base of over 8 GW across 8 states in India

 Market leader for the last 14 years with over 43 per cent cumulative market share

 Revenue base of Rs 4,014 crore (US$ 643.31 million)

 Proven track record of powerful, multi-megawatt offshore turbines: more than 50 6XM
turbines installed since launch
The Suzlon Group was ranked as the world’s fifth largest wind turbine supplier, in terms of
cumulative installed capacity and market share, at the end of 2012. The company’s global spread
extends across Asia, Australia, Europe, Africa and North and South America with over 22,500
megawatt (MW) of wind energy capacity installed, operations across 30 countries and a
workforce of over 10,000.
The Group offers one of the most comprehensive product portfolios – ranging from sub-MW
onshore turbines at 600 kilowatts (KW) to the world’s largest commercially-available offshore
turbine at 6.15 MW – with a vertically integrated, low-cost, manufacturing base.
The Group, headquartered at Suzlon One Earth in Pune, India, comprises Suzlon Energy Ltd and
its subsidiaries, including REpower Systems SE.
Source: www.suzlon.com
Suzlon: Powering a greener tomorrow

2013 Suzlon Group wins First Uruguay Order for 65 MW Project

2013 Suzlon Group ranks as global 5th, India 1st for 2012

2012 Suzlon Group wins key international, domestic quality awards

2011 Suzlon adds 1160.85 MW in FY 2011–12 and also continues to maintain its leading
market share in India for the 14th consecutive year

2008 Suzlon Energy Ltd Blade Testing Centre, Vadodara, India conducts the first blade
static test

36
 Largest thermal power generating company

 16 coal based power stations

 Contributes 27.4 per cent of total power generation

 Total installed capacity of 41,184 megawatt (MW)

 Profit after tax stood at Rs 12,619 crore (US$ 2.02 billion) in FY13
NTPC

National Thermal Power Corp (NTPC), India's largest power company, was set up in 1975 to
accelerate power development in India. It is emerging as a diversified power major with presence
in the entire value chain of the power generation business. Apart from power generation, which
is the mainstay of the company, NTPC has already ventured into consultancy, power trading, ash
utilisation and coal mining. NTPC ranked 384th in the ‘2013, Forbes Global 2000’ ranking of the
World’s biggest companies. NTPC became a Maharatna company in May 2010, one of the only
four companies to be awarded this status.
The company has set a target to have an installed power generating capacity of 128,000
megawatt (MW) by the year 2032. The capacity will have a diversified fuel mix comprising 56
per cent coal, 16 per cent gas, 11 per cent nuclear and 17 per cent renewable energy sources
including hydro. By 2032, non-fossil fuel based generation capacity shall make up nearly 28 per
cent of NTPC’s portfolio.
Source: http://www.ntpc.co.in/
NTPC: A public sector success

1997 Identified by the Government of India (GOI) as one of the Navratna public sector
undertakings

2004 Became a listed company

2009 Signed a long term Fuel Supply Agreement with Coal India Ltd (CIL) for supply of
coal to NTPC power stations for 20 years

37
2010 Ranked no. 1 independent power producer in Asia

2013 Honored as the top performing thermal Generator in the Power line Awards

38
 Ratios
Profitability Ratios % March- 2012 March- 2013

Operating Profit Margin 19.87 30.78 33.15

Gross Profit Margin 18.05 28.58 30.50
Net Profit Margin 11.35 12.82 13.57
Turnover Ratios
Inventory Turnover Ratio 0.00 0.00 0.00
Debtor Turnover Ratio 0.00 0.00 0.00
Fixed Asset Turnover Ratio 5.00 5.18 4.33
Solvency Ratio
Current Ratio 0 .28 0 .27 0 .26
Debt Equity Ratio 9.49 8.76 10.62
Interest Covering Ratio 0 .44 0 .78 0 .87
Performance Ratio %
Return On Investment 2.48 3.38 3.68
Return On Networth 15.32 13.83 17.74
Dividend Yield 22.16 22.16 22.91

Profit & Loss Accounts (Rs. in millions)

March - 2009 % March - 2008 % March - 2007 %
(12 months) (12 months) (12 months)
Sales 197,707.18 +1.00 123,544.10 +1.00 83,033.40 +0.99
Other
0.00 430.40 +0.00 1,029.60 +0.01
Income
Total Income 197,707.18 - 123,974.50 - 84,063.00 -
Raw Material
0.00 0.00 0.00
Cost
Excise 0.00 0.00 0.00
Other
158,418.44 +0.80 85,506.80 +0.69 55,505.10 +0.66
Expenses
Operating
39,288.74 +0.20 38,037.30 +0.31 27,528.30 +0.33
Profit
Interest
89,111.04 +0.45 48,871.20 +0.39 31,794.50 +0.38
Name
Gross Profit -49,822.30 -0.25 -10,833.90 -0.09 -4,266.20 -0.05
Depreciation 3,599.09 +0.02 2,717.20 +0.02 2,196.00 +0.03
Profit Bef.
32,956.70 +0.17 22,803.80 +0.18 16,402.00 +0.20
Tax

39
Tax 10,549.20 +0.05 6,909.00 +0.06 4,977.00 +0.06
Net Profit 22,407.50 +0.11 15,894.80 +0.13 11,425.00 +0.14
Other Non-
Recurring 35.99 +.00 6.40 -14.00 .00
Income
Reported
22,443.49 +0.11 15,901.20 +0.13 11,411.00 +0.14
Profit
Equity
4,253.84 +0.02 3,012.70 +0.02 2,235.70 +0.03
Dividend

40
41
42
DEVIDEND PER SHARE
(Rs.)

EARNING PER SHARE

43
PROFIT AFTER TAX (Rs. Crores)

44
45
 SWOT ANALYSIS

SWOT Analysis is a powerful technique for understanding your Strengths and Weaknesses, and
for looking at the Opportunities and Threats you face. Used in a business context, it helps you
carve a sustainable niche in your market. Used in a personal context, it helps you develop your
career in a way that takes best advantage of your talents, abilities and opportunities.

46
SWOT ANALAYSIS OF BIRLA SUNLIFE INSURANCE

STRENGTH

 Right strategy for the right products.

 Superior customer service vs. competitors.
 Great Brand Image
 Products have required accreditations.
 High degree of customer satisfaction.
 Good place to work
 Lower response time with efficient and effective service.
 Dedicated workforce aiming at making a long-term career in the field.

WEAKNESSES

 Some gaps in range for certain sectors.

 Customer service staff need training.
 Processes and systems, etc
 Management cover insufficient.
 Sectoral growth is constrained by low unemployment levels and competition for
staff

OPPORTUNITIES

 Profit margins will be good.

 Could extend to overseas broadly.

47
  New specialist applications.
 Could seek better customer deals.
 Fast-track career development opportunities on an industry-wide basis.
 An applied research centre to create opportunities for developing techniques to provide
added-value services.

THREATS

 Legislation could impact.

 Great risk involved
 Very high competition prevailing in the industry.
 Vulnerable to reactive
 attack by major competitors
 Lack of infrastructure in rural areas could constrain investment.
 High volume/low cost market is intensely competitive.

KEY POINT

SWOT Analysis is a simple but powerful framework for analyzing company's Strengths and
Weaknesses, and the Opportunities and Threats you face. This helps you to focus on your
strengths, minimize threats, and take the greatest possible advantage of opportunities available to
you.

48
 BIBLIOGRAPHY

BOOKS REFFERED:

Philip Kotler (Eight Edition), “ Marketing Management

T.N Chhabra , Human Resource Management

WEBSITES REFFERED:

www.wikipedia.com
www.hdfcbank.com
www.google.co.in

REPORTS/ARTICLES REFFERED:
Annual report of BIRLA SUNLIFE INSURANCE 2009

49