INTERNSHIP REPORT
SUBMITTED TO
INTERNSHIP INCHARGE
SIR TAYMOOR-UL-HASSAN
SUBMITTED BY
RAASHID JAVED
ROLL # 32
MBA (M1) 4TH...
(Genco-III) Northern Power Generation Company Limit
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Internship report of genco 3 Wapda Muzafar garh

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internship report of GENCO III "Internship report as an academic project in summer vacation in 2013"
The Islamia University of Bahawalpur "department of management sciences"

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Internship report of genco 3 Wapda Muzafar garh

  1. 1. INTERNSHIP REPORT SUBMITTED TO INTERNSHIP INCHARGE SIR TAYMOOR-UL-HASSAN SUBMITTED BY RAASHID JAVED ROLL # 32 MBA (M1) 4TH SESSIOON (2011-2015) DEPARTMENT OF MANAGEMENTSCIENCES
  2. 2. (Genco-III) Northern Power Generation Company Limit 2 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  3. 3. (Genco-III) Northern Power Generation Company Limit 3 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  4. 4. (Genco-III) Northern Power Generation Company Limit 4 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  5. 5. (Genco-III) Northern Power Generation Company Limit 5 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed PREFACE Practice makes a man perfect and practical knowledge is essential in order to introducing with the practical life. Theoretical knowledge is not such important without with combination of practical knowledge. It is the part of its academic curriculum to do internship of MBA student to various business concerns with view to allowing students to get opportunity to acquire practical and professional knowledge. As the partial fulfillment of MBA in marketing the writer of this report was also assigned the task of preparing the term paper, the topic was “(Genco-III) Northern Power Generation Company Limited”. To adjust myself in such a large organization was not an easy task, but by the grace of Almighty Allah aids my internship in a befitting manner and I learned a lot about the overall generation company. The report has been prepared after careful observation of the all component of organization.This report is a thorough essence of my rigorous studies which I undergone through in a period of two months in a generation company. I have exclusively studied and observed the operations/ functioning of the company and tried my best to abreast myself with all the dimensions of the generation company.It was a great experience to work there and contribute handsomely in the process of appraising its pros and cons and feeling to be a significant part of the company. I am thankful to all those who helped me in one-way or the other and guided me in the preparation and compilation of this report in a presentable fashion.
  6. 6. (Genco-III) Northern Power Generation Company Limit 6 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed ACKNOWLEDGEMENT Success and achievement is possible only through hard work, determination and strong will. We are grateful to ALLMIGHTY ALLAH who gave me the strength to think, plan and act accordingly which makeus possible to complete my internship. Though it is a literary tradition to acknowledge the contribution and help by different people andorganization in the completion of an internship, but as a matter of fact some words cannot express ourgratitude to the various helping hands. It is very difficult to appreciate each and every person for hiscontribution, but there is a standing contribution of our advisor Sir Munir Abbasi, who was there with usat the time we needed him and without his guidelines it would be difficult for us to complete this internship successfully. Thanks to all
  7. 7. (Genco-III) Northern Power Generation Company Limit 7 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DEDICATION At first dedicating this work to Almighty ALLAH, without his mercy and sympathy I was not able to accomplish this work, Almighty ALLAH gave me power and confidence to done my internship and also HOLY PROPHET HAZARAT MUHAMMAD (Peace Be upon Him) who is a light for humanity. I also dedicate this work to my lovely parents with deepest gratitude whose love and prayers have always been a source of strength for me.
  8. 8. (Genco-III) Northern Power Generation Company Limit 8 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Contents Numbers EXECUTIVE SUMMERY 10 INTRODUCTION OF WAPDA 11 PAKISTAN ELECTRIC POWER COMPANY 14 THERMAL GENERATION 18 VISION AND MISSION 22 NORTHERN POWER GENERATION COMPANY LIMITED 24 Background 24 Introduction 25 Objectives 27 Goals 28 Hierarchy 29 Ownership 30 Authority fund 31 Capacity 32 Policy 35 Profile of bod and sr. Management 37 DEPARTMENTS 38 Material management 39 Human resource management 43
  9. 9. (Genco-III) Northern Power Generation Company Limit 9 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Management information system 47 Finance/ coordination wing 48 Business strategy unit 51 Marketing department 53 Monitoring and surveillance 56 Distribution department 57 Customer services department 59 Training center 59 Complain center 60 FINANCIAL ANALYSIS 61 SWOT ANALYSIS 77 Strength 78 Weaknesses 79 Opportunities 80 Threats 81 RECOMMENDATIONS 82 CONCLUSION 84 ANNEXURE 87
  10. 10. (Genco-III) Northern Power Generation Company Limit 10 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed EXECUTIVE SUMMARY According to internship requirement, I passed six weeks in Genco from 15-7-2013 to 29- 08-2013. This was so much learning period for me. This internship report is about Thermal Power Station Muzaffargarh also named as GENCO_III. In GENCO_III ,there are total 6 units in which Phase-I consists of 3 units of 210MW each and Phase-II consists of 2 units of 210MW each and a separate unit namely unit-IV having a capacity of 320MW.So a total of 1,370MW capacity of GENCO-III. The generators installed are all furnace oil generators consisting of a steam turbine and having water tube Boiler. In this report, different protections of generator and transformers are discussed. The circuit Breakers and their types and relays and the role of instrument transformer are briefly discussed. The importance of switchyard is given in detail. Later on, all types of motors are put into light. In this report I give introduction history of the Genco. I passed so many days in different department’s Human resource, marketing, customer service cell, finance department and management department. I describe working and functions of those departments in this report. In this report I did SWOT analyses, financial analyses, projects of Genco and projects which I did in Genco. This project gives to me as assignment which is also helpful for the organization. So I give some recommendations andconclusion at the end. INTRODUCTION OF WAPDA
  11. 11. (Genco-III) Northern Power Generation Company Limit 11 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed WAPDA, the Pakistan Water and Power Development Authority, was created in 1958 as a Semi-Autonomous Body for the purpose of coordinating and giving a unified direction to the development of schemes in Water and Power Sectors, which were previously being dealt with, by the respective Electricity and Irrigation Department of the Provinces. Since October 2007, WAPDA has been bifurcated into two distinct entities i.e. WAPDA and Pakistan Electric Power Company (PEPCO). WAPDA is responsible for water and hydropower development whereas PEPCO is vested with the responsibility of thermal power generation, transmission, distribution and billing. There is an independent Chairman and MD (PEPCO) replacing Chairman WAPDA and Member (Power) who was previously holding the additional charges of these posts. WAPDA is now fully responsible for the development of Hydel Power and Water Sector Projects. PEPCO has been fully empowered and is responsible for the management of all the affairs of corporatized nine Distribution Companies (DISCOs), four Generation Companies (GENCOs) and a National Transmission Dispatch Company (NTDC). These companies are working under independent Board of Directors (Chairman and some Directors are from Private Sectors). The Companies are administratively autonomous and leading to financial autonomy by restructuring their balance sheets by bringing their equity position to at least 20 percent, required to meet the prudential regulations and to facilitate financing from commercial sector (approved by ECC). The Loan Liability Transfer Agreements (LLTA) has been signed with Corporate Entities and execution of loan transfer is complete. All Entities have the physical possessions of all their operational assets. On 24th Feb. 2007 Ministry of Water & Power notified NEPRAapproved Tariff for all Distribution Companies replacing unified WAPDA Tariff.
  12. 12. (Genco-III) Northern Power Generation Company Limit 12 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Legal Agreements such as Business Transfer Agreements, Operation Development Agreement, Energy Supply Agreement, Business Supplementary Agreement and Fuel Supply Agreement etc. were executed between WAPDA and Corporate Entities to facilitate commercial operations. Regulatory instruments like Grid Code, Distribution Codes, Performance Standard for Distribution Companies and Transmission Companies were drafted and got approved from in 2007. All major lenders gave their consent for transfer of their loan from WAPDA to Corporate Entities, thus 326 loan assumption agreements were signed amongst respective Companies, WAPDA and EAD (Economic Affairs Division) GOP. CPPA is established under the coverage of NTDC for payments from DISCOs to IPPs, GENCOs and NTDC. Ultimately, it will function independently under Federal Govt. and all forthcoming IPPs will be under CPPA. The Charter of Duties of WAPDA is to investigate, plan and execute schemes for the following fields: Generation, Transmission and Distribution of Power. Irrigation, Water Supply and Drainage. Prevention of Water logging and Reclamation of Waterlogged and Saline Lands. Flood Management. Inland Navigation. The Authority comprises of a Chairman and three (3) Members working through a Secretary. WAPDA is one of the largest employers of human resources in Pakistan. It has 150,000 employees, which make it 2nd largest organization of Pakistan, after Pakistan army. Over the years WAPDA has built-up a reservoir of Technical know-how and expertise which has made it a modern and progressive organization.
  13. 13. (Genco-III) Northern Power Generation Company Limit 13 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed WATER WING In 1959, WAPDA was created to undertake the task of investigating, planning and executing schemes for irrigation, drainage, prevention of water logging and reclamation of saline land as an autonomous body responsible for integrated development of water and power resources in Pakistan. The organization was also entrusted with the work of implementing Indus Basin Settlement Plan signed between India and Pakistan in 1960 to develop replacement works for management of river water and irrigation system. Since then it has been engaged in building water development projects which include extensive research and investigation to augment country's water resources. POWER WING Power Wing is currently headed by Member (Power) PEPCO. PAKISTAN ELECTRIC POWER COMPANY
  14. 14. (Genco-III) Northern Power Generation Company Limit 14 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed The Pakistan Electric Power Company (Private) Limited (PEPCO) has been entrusted the task of managing the transition of WAPDA from a bureaucratic structure to a corporate, commercially viable and productive entity. It is a mammoth task and progress in the initial months was rather slow, but one should keep in mind that responsibility is enormous and transition is a long drawn process. Before going into further details of the restructuring program, it is necessary to understand the shift in the GoP policy. The GoP, in line with its Strategic Plan of 1992 approved by the cabinet committee, had decided to restructure the entire power sector in the country De-regulation of power sector Promotion of IPPs Restructuring of WAPDA Privatization of select corporate entities The factors responsible for the shift in policies were: generation capacity could not be increased to meet demand; WAPDA's growth caused inefficiencies, 'demand suppression' and high tariff policy, proliferated theft. All these factors, over the years, adversely affected WAPDA's financial condition. As part of this program WAPDA's functions under its Water Wing and Power Wing were to be segregated. It was previously envisaged that all power generation, hydel as well as thermal, would be corporatized. However, later on it was decided that the hydel generation should remain part of the Water Wing or the remaining WAPDA. PEPCO has prepared the conceptual framework and is following a comprehensive strategy whereby WAPDA's vertical-monolithic Power Wing has been restructured into twelve (12) distinct autonomous entities under Companies Ordinance 1984. These are: three generation, one transmission and eight distribution corporate entities
  15. 15. (Genco-III) Northern Power Generation Company Limit 15 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed The restructuring program of WAPDA's Power Wing is based on the new strategic policies of the GOP and endorsed and supported by the donor institutions. The aim of this transition is to install corporate and business culture through: adopting of good business practices, enhancing productivity and efficiency, including customer orientation and service culture, improving quality of services setting performance targets, reducing costs, theft and wastage. This will be based on extensive use of information technology, management information systems, monitoring and prudent decision making. It has been decided that some of the functions currently being performed by WAPDA will continue to remain with WAPDA/GoP in the largest interest of the country. These are: Hydel development Hydel operation It was also decided that some of the common facilities, being previously shared by the two wings and by various departments within the power wing, should be segregated. These would initially remain with WAPDA unless transferred to any other particular corporatized entity. These facilities include hospitals, schools, training facilities etc.
  16. 16. (Genco-III) Northern Power Generation Company Limit 16 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed ACCOMPLISHMENTS Major accomplishments to-date is as follows: Operationalized Pakistan Electric Power Company (PEPCO) as a Private limited management company owned by Government of Pakistan (GOP) to steer, manage and oversee the corporatization/commercialization reforms program. Formed fourteen (14) Corporate Entities as following: Four (4) Thermal Power Generation Companies (GENCOs) One (1) National Transmission & Power Dispatch Company (NTDC) Nine (9) Distribution Companies (DISCOs) Constituted Board of Directors of the corporate entities with the induction of Directors from the private sector and PEPCO to utilize their experience for formulation of effective corporate policies. Executed Legal agreements such as Business Transfer Agreements (BTA), Operation and Development Agreement (ODA), Electricity Supply Agreements (ESA), Bulk Supply Agreements (BSA) and Fuel Supply Agreements (FSA) between WAPDA and corporate entities for autonomous commercial operation. Transfer of WAPDA staff to the respective corporate entities (Manpower Transition Program Phase-I completed). Phase II is scheduled for completion by June, 2000. Obtained Federal Tax Exemptions for the corporate entities for Capital Value Tax, Income tax and Wealth Tax. Obtained consent of most of the creditors. Prepared, reviewed, approved and adopted opening Balance Sheets of the corporate entities as of 30-06-1998.
  17. 17. (Genco-III) Northern Power Generation Company Limit 17 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Privatization schedule for Faisalabad Electric Supply Company (FESCO) finalized & sent to the Privatization Commission of Pakistan Investment Plans for Distribution Power System Rehabilitation prepared and finalized by the Distribution companies Financial Restructuring of WAPDA approved by GOP Filed applications by all Power Distribution Companies (DISCOs) for obtaining License from National Electric Power Regulatory Authority (NEPRA). Public hearing by NEPRA for processing of applications of Lahore Electric Power Supply Company (LESCO) and Gujranwala Electric Power Company (GEPCO) completed Submitted proposal to GOP for Price consideration to be paid or settled by GOP with WAPDA so that share of the corporate entities owned by WAPDA can be transferred in the name of GOP. THERMAL GENERATION
  18. 18. (Genco-III) Northern Power Generation Company Limit 18 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed PEPCO's Thermal Power Generation is mainly based on generation of power from its Steam Turbo-Generators, Gas Turbines (simple as well as Combined Cycle Units) installed at different Power Stations located in Sindh, Punjab and Baluchistan provinces. Indigenous Gas & Coal is the main fuel whereas Furnace oil and HSD are also used as alternative fuel. . As per Government of Pakistan policy all thermal power generation has been restructured and four corporatized companies namely Jamshoro Power Generation Company Limited (GENCO-1) head quarter at Jamshoro district Dadu near Hyderabad Sindh, Central Power Generation Company Limited (GENCO-2) head quarter at Guddu district Jacobabad Sindh and Northern Power Generation Company Limited (GENCO-3) headquarters at Muzaffargarh and Lakhra Power Generation Company Limited (GENCO- IV) at Khanote (Sindh) have been formed and registered. Functioning of GENCOs has commenced. Structural formation of all four GENCOs is as under: JPCL (GENCO-1) CPGCL (GENCO-2) NPGCL (GENCO-3) LPGCL (GENCO-4) TPS Jamshoro TPS Guddu TPS Muzaffargarh FBC Lakhra GTPS Kotri TPS Quetta NGPS Multan TPS GUDDU
  19. 19. (Genco-III) Northern Power Generation Company Limit 19 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed a. Location Thermal Power Station Guddu is situated on the right bank of River Indus near Guddu barrage, 10 Km from Kashmore in district Jacobabad (Sindh). It is about 60 Km away from Sadiqabad and about 160 Km from Sukkur. It is a confluence of three provinces, i.e. Sindh, Punjab and Baluchistan. b. Fuel (Gas & F. Oil) Supplies The existing daily gas allocation is 285 MMCFD, (from Kandhkot = 115 MMCFD, Sui = 40 MMCFD Mari=90 MMCFD &Tullow= 40 MMCFD). Daily requirement of gas is about 310 MMCFD and in this way there is short fall of about 25 MMCFD. Furnace Oil is also used to meet-with short fall of Gas quota. Furnace oil is received through Railway Wagons and Tank Lorries from Karachi. TPS QUETTA a. Location This Power Station is situated at Quetta. b. Fuel (Gas) Supplies Natural gas is the main fuel being used for combustion as and when available basis. Company under the new management (PEPCO) is trying to make an agreement with the gas company regarding firm gas supply. TPS MUZAFFARGARH a. Location TPS Muzaffargarh is located in the middle of the country between the River Indus and River Chenab, 2.5 Km to North-West of Muzaffargarh Town in District Muzaffargarh. The nearest Airport facility is at Multan at a distance of 45 Km North-East of Muzaffargarh. b. Fuel
  20. 20. (Genco-III) Northern Power Generation Company Limit 20 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines. Furnace oil is transported through Railway Wagons and tank Lorries. NGPS MULTAN a. Location Power Station is located at Piranghaib about one Km towards North from Piranghaib Railway station and at a distance of 10 Km from Multan city towards East. b. Fuel Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines. 15 MMCFD gas is allocated and the short fall is met with by furnace oil firing. SPS FAISALABAD a. Location This Power Station is situated at about 10 Km from Faisalabad city on Faisalabad- Sheikhupura road. Nishatabad railway station is 04 Km in the West and Rakh branch canal flows close to the power station in the East. b. Fuel Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines. Requirement of Gas on 70% load factor is about 22 MMCFD. GTPS FAISALABAD a. Location This Power Station is situated (adjoining SPS) at about 10 Km from Faisalabad city on Faisalabad-Sheikhupura road. Nishatabad railway station is 04 Km in the West and Rakh branch canal flows close to the power station in the East. b. Fuel
  21. 21. (Genco-III) Northern Power Generation Company Limit 21 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Dual fuel combustion provision (Gas & HSD Oil) has been made for all the machines. GTPS SHAHDARA a.Location This Power Station is situated at Shahdara on right bank of river Ravi Lahore. b. Fuel (Gas) Supplies Natural gas is the main fuel being used for combustion as and when available basis. Company under the new management (PEPCO) is trying to make an agreement with the gas company regarding firm gas supply. FBC LAKHRA a. Location The Lakhra Power Station is located near Manzoor-abad/Khanote in the District of Dadu (Sindh) on the right bank of mighty Indus River. Hyderabad city is about 46 Km in North- East and Karachi is about 200 Km South-West of the Power Plant. The Power Station can be readily approached from North and South by the connecting highways. b. Fuel All the three units are based on Coal, which is being recovered by primitive underground mining method from Lakhra coal mines, 25 Km from Lakhra Power Station. The detail of three GENCOs showing Power stations, number of units installed, capacity, make, year of commissioning and fuel used is given below in table-1, 2, 3&4.
  22. 22. (Genco-III) Northern Power Generation Company Limit 22 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed To make Pakistan Power Sector customer friendly, efficient, able and responsive in meeting tee electric energy requirements of industry, business and domestic customers, and move to an energy sufficient model from the current energy deficient scenario, on commercially viable and sustainable basis, in order to support the high growth economy and to meet the government's objective of "Power for All". • VISION To fully enable the reform and restructuring of the Pakistan Power Sector and to transform the fourteen (14) Corporate entities (CE's) into autonomous and commercially viable enterprises, thru induction of effective corporate management, best business and utility practices, and well-engineered systems, and bridge the ever growing supply-demand gap, so as to meet customers electric energy requirement on a sustainable and environmentally friendly basis, thru best utilization of resources, in an efficient, ethical and customer friendly manner, with responsibility to the community and the Nation. • MISSION
  23. 23. (Genco-III) Northern Power Generation Company Limit 23 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed GENERATION COMPANIES Jamshoro Power Company Limited (JPCL) GENCO I Central Power Generation Company Limited (CPGCL) GENCO II Northern Power Generation Company Limited (NPGCL) GENCO III Lakhra Power Generation Company Limited (LPGCL) GENCO IV ONE TRANSMISSION COMPANY National transmission & power dispatch company (NTDC) EIGHT DISTRIBUTION CORPORATE ENTITIES 1. LAHORE ELECTRIC SUPPLY COMPANY LIMITED (LESCO) 2. GUJRANWALA ELECTRIC POWER COMPANY (GEPCO) 3. FAISALABAD ELECTRIC SUPPLY COMPANY (FESCO) 4. ISLAMABAD ELECTRIC SUPPLY COMPANY (IESCO) 5. MULTAN ELECTRIC POWER COMPANY (MEPCO) 6. PESHAWAR ELECTRIC SUPPLY COMPANY (PESCO) 7. HYDERABAD ELECTRIC SUPPLY COMPANY LIMITED (HESCO) 8. QUETTA ELECTRIC SUPPLY COMPANY (QESCO)
  24. 24. (Genco-III) Northern Power Generation Company Limit 24 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed (GENCO-III) NORTHERN POWER GENERATION COMPANY LIMITED MISSIONSTATEMENT Ourmissionistobringtheassuranceofenergytoourcustomer,with worldclassqualityandcommitmentforsatisfactionasweinourquest forexcellence BACKGROUND Northern Power Generation Company Limited owns and operates thermal power generation facilities located at Muzaffargarh, Multan and Faisalabad. Installed capacity of the generating assets is 1,921 MW, which has declined over the years to dependable capacity of 1,169 MW. Complex pattern of internal and external factors constrain operating and financial performance of the company. The company has been operating with a negative bottom line, which has jeopardized sustainability. Government of Pakistan aims to address the country’s power sector issues by implementing Power Sector Reform Program. As part of the program the public sector thermal power generation companies (GENCOs), including NPGCL were required to develop and implement Business Plans to effectively respond to constraints and obstacles to satisfactory performance.
  25. 25. (Genco-III) Northern Power Generation Company Limit 25 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed INTRODUCTION This thermal power station is situated in Multan division’s district Muzaffargarh. In 1985 GulamIshaq Khan make an agreement with Russia for the establishment of the power station. Initially this Project was documented for Multan. But due to certain reasons like availability of land, cost etc. This project shifted to Muzaffargarh by the name of Multan II.Initially three units were established in Muzaffargarh, called phase 1. These are also known as Russian units. These units are operated with Oil & Gas. The each unit is of 210 M.W. capacities. China establishes their units to meet the need/demand of electricity. These units are also 210 M.Watt. China has also established a unit called unit #4 witches has the capacity of 320 M.watt. The unit #4 is fully computerized. All its functionality is handled through computerized programs. About 1500 people are working in this organization including both technical & non-technical. To make this project Economic District Muzaffargarh was select. Other Reasons for this location is that there is no thermal house in this Area at that time the Area like Multan Division and D.G Khan lies at center of Pakistan approximately. The selection of this location may be due to safety reason in war conditions. Pakistan Water and Power Development Authority (WAPDA) is an integrated utility in Pakistan. WAPDA is responsible for the development of Hydel Power and Water Sector Projects in Pakistan. WAPDA operates through- Power wing and Water wing, it is engaged in the generation, transmission and distribution of power. In addition, it also manages irrigation, water supply and drainage system in the country. Further, it is also responsible for prevention of water logging and reclamation of waterlogged and saline lands.
  26. 26. (Genco-III) Northern Power Generation Company Limit 26 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed The Pakistan Water and Power Development Authority (WAPDA) was established throughan act of parliament in February 1958 for integrated and rapid development and maintenanceof water and power resources of the Country. This includes controlling soil salinity and water logging to rehabilitate the affected land in order to strengthen the predominantly agriculturaleconomy of the country. As per the charter, amended in March 1959 to transfer the existingelectricity departments from the federating units to it, WAPDA has been assigned the duties of investigation, planning and execution of projects and schemes for: Generation, Transmission and distribution of power, Irrigation, water supply and drainage, Prevention of water logging and reclamation of saline land, Flood control andInland navigation. Under the later on developments, vis-à-vis the “energy policy 1994”, setting up of thermal power generation projects was shifted to the private sector. Similarly, as a resul t of restructuring of the power wing, the utility part was corporatized into independent companies. This shift from convergence to divergence gave birth to 13 entities to operate in different zones. These are national transmission and Dispatch Company (ntdc), four thermal power generation companies (gencos) and eight distribution companies (discos). The presentstatus of these companies is of corporate public limited entities under the Umbrella of EPCO,ultimately to go privatized as planned. The residual Power Wing is therefore now responsiblefor major hydro-electric power projects and schemes in operation.
  27. 27. (Genco-III) Northern Power Generation Company Limit 27 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed OBJECTIVES Pakistan Electric Power Company (PEPCO) unveiled new face of Pakistan's power sector with the crisis management objectives to improve the efficiency of the power sector and to meet customers' electric energy requirements on a sustainable and environment friendly basis. The specific objectives of PEPCO are: • Stop load shedding, • Revamping of generation units and to improve customer services and Objectives • Constructing new grid stations, • Reducing line losses; minimizing tripping and theft control, Objectives • Development of an integrated automated power planning system for generation, transmission and distribution to ensure system stability, fault isolation and upgrade relying, metering and tripping system at NTDC as well as Discos level. Objectives
  28. 28. (Genco-III) Northern Power Generation Company Limit 28 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed GOALS The following powerprojects are in pipeline andwill be included in GENCOIII after theircommissioning. G O A L S * 425MW combine cycle dual fuel (furnace + HSD) at Nandipur. (3x 95MW gas turbine + 138MW steam unit) * 320MW UAE gifted power plant at GTPS Faisalabad. (5x16MW Fr5 gas turbines + 8x30MW Fr‐6 gas turbines) * 525MW CCPP at Chichokimalian. (3x117MW gas turbines + 175MW steam turbine * Morale building and to create sense of belonging amongst company employees.) * Smooth and consistent flow/supply of electricity. * Prompt restoration of disrupt electricity supply. * Accurate and timely meter reading and billing. * Provision of electricity connection in minimum time. * Open door policy to facilitate our customers. * Energy saving message dissemination. * Creating positive image of Genco. * Special concessions for quick and timely payment of bill. * Availability of stores to deal with emergencies. * Feedback through customer services center. * Create awareness amongst employees for adopting * safety measures while working on lines. * Take steps for welfare of company employees.
  29. 29. (Genco-III) Northern Power Generation Company Limit 29 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed HIERARCHY OF GENCO III
  30. 30. (Genco-III) Northern Power Generation Company Limit 30 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed OWNERSHIP The company is wholly owned by the Government. Since the incorporation of the company in 1998 after unbundling of WAPDA, PEPCO has been managing financial, human resource and procurement matters of the company. PEPCO is likely to be wound up by the 3rd quarter of 2011 that may lead to full corporate autonomy of the company within public sector. EXTERNAL ENVIRONMENT Present market composition, size and structure as well as the regulatory regime have been assessed with an assessment of likely market trends in short and medium term to map strategic positioning of the company. Pakistan power sector is under severe demand pressure and is likely to remain so until a foreseeable future. Thermal power is more expensive as compared to hydro power. Gas is a cheaper fuel for power generation in Pakistan but gas reserves are depleting and new discoveries are not on the horizon. Furnace oil is more expensive and exposed to price volatility. Increased dependence of power sector on furnace oil in the recent years has impacted electricity price in the country. However, until power mix shifts back in favor of hydro power and new gas discoveries are made, oil fired plants are expected to remain in full possible production, constrained only by affordability factors. Any expansion in oil fired capacity is therefore not likely to be a right direction. LOCATION: This thermal power station was established in Muzaffargarh District Multan. Initially agreement for this project is for Multan. But due to costly land in Multan this Projected shifted to Muzaffargarh. If this project is establish in Multan. A lot of money spent on land which increases its fixed cost.
  31. 31. (Genco-III) Northern Power Generation Company Limit 31 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed AUTHORITY FUND The Authority Fund consists of the following: Loans and grants obtained from the federal and provincial governments Sale proceeds of WAPDA Bonds Loans obtained by the Authority with general sanctions of the government Foreign aids and loans obtained from the IBRD, ADB and other international loangiving agencies on such terms and conditions as may be approved by the government Sale of power All other sums received by the Authority
  32. 32. (Genco-III) Northern Power Generation Company Limit 32 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed CAPACITY “Capacity is the maximum rate of output for a facility.” The facility can be a workstation or an entire organization. There are two phases working at thermal power station Muzaffargarh. 1: Phase I 2: Phase II PHASE 1: In phase 1 there are three units of capacity 210 M.watts. This phase was established by Russiaalso called Russia phase. PHASE 11: In phase II there are two units of capacity 210 M.watts and one unit of capacity 320 M.watts. The phase 1 can produce 15120000 units/24 Hours. So the total capacity of both the two phases is 48000,000 units/24 Hours. But this is situation when all the units are working with full capacity. But there are little situation when this type of occurrence. But they utilize their capacity according to the requirements. All the decisions about the utilization are done at higher level. NPCC Islamabad gives all the instructions about the utilization. The reason is that all the thermal houses in Pakistan are connected just like a ring topology (the term used in networking). When sufficient amount of water are available the more concentration are given to produce Hydroelectricity because this source of electricity are much cheaper than thermal electricity.
  33. 33. (Genco-III) Northern Power Generation Company Limit 33 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Even there are situation, when the thermal house need electricity for their staff colony and for the power station from other station. They use no such type of methods like - Causal Method - Judgment Method lant Detail Muzaffargarh Multan Faisalabad (SPS) Faisalabad (GTPS) Rental Power Plant 3 x 210 MW S.T. + 2 x 200 MW S.T. 1x320 MW S.T. 3 x 65 MW S.T. 2 x 66 MW S.T. 8 x 25 MW G.T. + 1 x 44 MW S.T. 150.5 MW G.T + 136.5MW G.T + 210 MW R.E Plant Type Steam Turbine (S.T. ) & C.C. (Combined Cycle) Gross Capacity 1921 MW Fuel Type Natural Gas/ Residual Furnace Oil (RFO) License No. GL/03/2002
  34. 34. (Genco-III) Northern Power Generation Company Limit 34 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Key Stats as of June 30, 2013 Installed Capacity, MW 1921 Dependable Capacity, MW 1400 Maximum Power Dispatch, MW 1169 Units Generated, MkWh 564.705 Units Sent Out, MkWh 507.048 Auxiliaries, % 10.21 Load Factor, % 56.60 Plant Factor, % 50.57 FSA, quantity & period 180,000/month for 15 years GSA, quantity & period Under negotiation Active Rental Power Plant • 62MW Gulf Power Plant COD dated 29.04.2013. • 150MW Techno‐ EmpowerSumandri road FaisalabadPartially commissioned on dated: 11.06.2013 at60MW • 201MW Reshma Power PlantCOD yet not achieved. • 200MW Yougen Power PlantCOD 31.12.2013 • 150 MW Sahuwal Power PlantCOD yet not declared.
  35. 35. (Genco-III) Northern Power Generation Company Limit 35 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed POLICIES POWER POLICY 1995 A. GENERAL The Government of Pakistan in March 1994 announced the Policy Framework and Package of Incentives for private sector power development in the country. It received a tremendous response albeit for all Thermal Plants. GOP now intends to encourage proposals for power generation based on indigenous resources namely its hydel resources. Hydel power being cheaper, will provide tariff relief to the consumers, utilize indigenous resources, involve Pakistani entrepreneurs and provide benefits of economic growth to the relatively backward parts of Pakistan. B. THE NEED FOR A SEPARATE HYDEL POWER POLICY In Pakistan nearly all hydro potential results from discharges into the Indus River basin. Discharges result primarily from precipitation and snow-melt in the northern mountainous ranges of the country. Discharges take place in small rivulets coming further down to the bigger tributaries of River Indus and then to Indus River itself. The development of hydropower projects however, is characterized by remote locations and seasonal variations. Pakistan's climatic factors including rainfall and snowmelt make it relatively easy to develop hydel generation during the months of July to December while the period January to June is extremely dry in terms of stream flow. In order, therefore, to arrest the risk of over development in summer months that would create an unbridgeable gap in winter months, the total requirement of hydel plants in private sector may be limited to 2,000 MW up to the end of the 9th Five Year Plan. However, the limit of 2,000 MW will be reviewed at a later stage and can be enhanced to suit the national priorities and power demand growth. Realizing that these peculiarities of hydropower development necessitate special consideration the Government has devised an attractive policy package to evoke response of private sector similar to that
  36. 36. (Genco-III) Northern Power Generation Company Limit 36 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed of thermal power. The salient features of the policy framework and package of incentives devised for development of hydropower through private sector. CORPORATIZATION POLICY In 1992, the Strategic Plan for restructuring the Pakistan Power Sector (PPS) was approved by the GOP/CCI. As a part of the restructuring process, WAPDA's functions under Water Wing and Power Wing were to be segregated in the following manner: Unified Power wing of WAPDA comprising of Generation, Transmission and Distribution to be restructured into fourteen (14) public limited companies under the corporate law. Restructure power sector assets to form autonomous commercial entities through the adoption of prudent business practices, enhanced efficiency levels, cost reduction and profit orientation Promote competition to eventually offer affordable electricity to customers. Through corporatization / commercialization process, promote commercial viability and enhance business value of the assets block of each corporate entity. Enhance privatization initiatives
  37. 37. (Genco-III) Northern Power Generation Company Limit 37 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Profile of BOD and Sr. Management Prof. Abdul Hameed: Dean, Faculty of Electrical Engg. University of Engineering andTechnology Lahore, Director, BOD, TEVTA (2002‐04) Chairman, Bismillah Education Trust Regional Director, National Institute of Power (1992‐98) Council Member, IEE (UK) Council Member, IEEE (Pak) Mr. Abdul Rasheed Mir: 14 years as CEO/Director Gray’s Leasing Ltd. 13‐years as Chairman/Director Friend swear(Pvt) Ltd. Khawaja Muhammad Younis 30 Years as Director, Mahmood Group of Industries, Member Executive Committee (FPCCI), Member Central Executive Committee (APTMA), Director Punjab Social Security Health Management Company, President, D.G.Khan& Bahawalpur Chamber of Commerce & Industry Mr. Muhammad Rafiq Butt: 35 Years as power plant engineer, presently working as GM (D&D) Mr. Muhammad NaeemAkhtar: 33½ Years as power plant engineer, presently working as CE(MMS) Mr. Ghulam Mustafa Tunio: 34 years as power plant engineer, presently working as CEO (GENCO‐III)
  38. 38. (Genco-III) Northern Power Generation Company Limit 38 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DEPARTMENTS MATERIAL MANAGEMENT HUMAN RESOURCE MANAGEMENT MANAGEMENT INFORMATION SYSTEM FINANCE/ COORDINATION WING BUSINESS STRATEGY UNIT MARKETING DEPARTMENT MONITORING AND SURVEILLANCE DISTRIBUTION CUSTOMER SERVICES TRAINING CENTER COMPLAIN T CENTER
  39. 39. (Genco-III) Northern Power Generation Company Limit 39 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed MATERIAL MANAGEMENT “Material management is concerned about short range decisions about suppliers, inventories, productions level, staffing patterns, schedules and distribution”. Decisions are these areas that affect the whole organization directly or indirectly. Material management is important because whole of the organization depends upon the material, so it is very important. FUNCTIONS OF MATERIAL MANAGEMENT: The functions generally performed in material management are purchase there are generally two type of purchase. . Foreign purchase . Local purchase FOREGIN PURCHASE The organization foreign purchaseprocess is centralized. They give tender to that foreign who promise to full filltheir demand within the time. Generally G.M order for foreign purchase. In thermal organization there are specific companies who can full filltheir demands. They get there required material from the parent company who have established the units. Reason is that they know the requirement better than any other. Foreign purchases are generally for 3-5 years. The foreign in entry are. LOCAL BUYING: Organization also makes local purchase according to the requirement. For local purchase they use causal method. For local purchase first of all they purchase informally, if the order is small.
  40. 40. (Genco-III) Northern Power Generation Company Limit 40 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed For big order they advertise in newspaper and call tender. For local buying they give order to they give order to successful tender holder and take 10% security from that company. For example, they select company for chemical purchases. They inform that company that they may need this much quantity of chemical during the whole year. They inform one week before the need of that chemical during the year. The local purchases are for one year. VENDORS: Vendors are generally those suppliers that are I so good certified. Mostly the foreign purchases are done from certified companies but they may purchase which are not ISO certified. The reason is that they make foreign purchase from parent company of the plant establisher. STORE MANAGEMENT: Any purchase local or foreign is first of all checked before sending to store. In case of local purchase they do not so much checking. But in foreign purchase they check the inventory before sending to store through the related department experts. These experts check the inventory and recommend the inventory. It they reject the material then it is send back. All the purchases are entered first by store department. It any department need anything, they first of all contact with store department. Every section has its own stock book entry of incoming inventory are done on five page. - Two pages for evaluation section. - Three pages for measurement section.
  41. 41. (Genco-III) Northern Power Generation Company Limit 41 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed INVENTORY MANAGEMENT “Inventory is stock of anything held to meet the future demands of organization”. Inventories are very sensitive part of any organization. Inventory of local purchase are for one year and for foreign purchase it is 3 years to 5years. ASSESSMENT OF INVERTORY: For the assessment they are using the different method. FOR OIL: Assessments of oil requirement are usually depending upon the usage of oil when the power houses are working at full capacity. Then they need oil very much. Generally the unit can operate with oil & Gas as well. When the gas is available then in those days their demand for oil is less. The reason is that electricity through gas is cheaper than through oil. STORAGE OF OIL: There are at least ten oil tanks for the storage of oil. These tanks are use full for one week when the production of electricity are at peak the consumption of oil is 3200-3500 metric ton for 12 Hours on full load. STORAGE FOR PARTS OF MACHINORY: Parts of machinery are purchase through foreign contracts. It is generally for 3-5 years. The cost on such type of inventory is high and ordering cost transportation cost is also high. All the power houses inPakistan keep the information about such type of inventory. It they need such type of parts I emergency they contact with other thermal houses.
  42. 42. (Genco-III) Northern Power Generation Company Limit 42 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Storage for Chemical: Chemical in the case of local purchase are stored for one year’s only. But the chemical which are original purchased are stored for 3-5 years chemical is used for the treatment of the water. This treated water is used for making steam to run turbine. Reorder Point for inventory “The fixed amount of quantity that remains with the stock to meet uncertain need” REORDER POINT FOR OIL Main inventory of thermal Houses is oil. The thermal house can be operated by oil and by gas as well. The organization tries to operate with gas because of its low cost. When the shortage of gas occurs then the more consecration is given to generation through oil. The four Tanks out of ten are kept to meet the uncertainty of supply. The total storage of capacity of oil is 16,000 MT to 22,000 MT Reorder point for oil are measured through the information obtain from ‘E form’ used by ITR (Operation) section. In E-Form the unit operators put information about the use of oil. According to that information re order point for oil is measured. The Organization also used Causal Method to measure the reorder point of oil. REORDER POINTS FOR PARTS OF UNITS The other inventory are parts of machinery, these parts are usually imported so thy are ordered in so much quantity to meet need of next 3 to 5 years in thermal house there is another method check the reorder point for parts of machinery. Usually all thermal houses provided information to each other about the parts available in the store. If any thermal house need any part in emergency and that part are not available in there store then they can contact to another thermal house to meet the need.
  43. 43. (Genco-III) Northern Power Generation Company Limit 43 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed HUMAN RESOURCE MANAGEMENT Human Resource Management function is rudimentary and needsto bring in modern HRM practices. HR managers need to be trained to lead technical work on corporate reorganization and support inclusive process to develop and agree with stakeholders on HRM related initiatives.
  44. 44. (Genco-III) Northern Power Generation Company Limit 44 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed RECRUITMENT AND SELECTION POLICY  Give adof vacant seats in the newspaper like Dawn, Jang, and Express etc.  Some seats are reserved on Quota like Baluchistan, Sindh and FATA.  75% seats are reserved for District Muzaffargarh on scales below 14 BPS.  Retired and during service death servants have applied child quota about 5% in vacant seats.  Higher grades jobs above 14 BPS are open for all Pakistan but give District Muzaffargarh residence n or near. SELECTION PROCEDURE  Take written test s consists of MCQs and some subjective questions of related fields like junior engineer etc.  Finally Successful candidate have taken interview by Panel.  Panel seated by CEO and members who selected by CEO. ORIENTATION AND TRAINING  Below 16 BPS training center is in Faisalabad (GAS TURBINE POWER STATION FAISALABAD) and duration is 3 months.  During this training give basic pay without allowances and hostel and mess is totally free.  Above 17 BPS candidate training center is in Islamabad ( WAPDA Academy Islamabad)  During Training give brief orientation of GENCO-III and give basic pay and fee accommodation and mess.
  45. 45. (Genco-III) Northern Power Generation Company Limit 45 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed SERVICE AND PAY ROLL SYSTEM  Servant starts his services maintain service book for each candidate who joined company. Basic pay is according to federal government pay but allowances are 50% of Pay and 25% Muzaffargarh allowance.  Pay increase with Federal Government policies a fix increment according to pay scale.  Annual Record is written by clerk and signed and verified by Residential Engineer (R.E.)  After 2 years departmental exams will be taken and sent to training to training stations. DUTY TIMING AND FACILITIES  Two type of duty schedule is running in GENCO-III (a) General (8-2pm) (b) Shift (8 hour)  All facilities are given to employees like  Free medical (whole family)  Transportation to other city  House  Electricity APPRAISAL AND PROMOTION  There are no such appraisal system present in the organization  Seniority is major parameter.  There is no such standard s set for appraisal in the government organization.  Promotion based on seat availability ondifferent Thermalsseats.  Below and equal 17 grade post filled with in GENCO but above grade seats are filled on overall seniority based in four GENCO.
  46. 46. (Genco-III) Northern Power Generation Company Limit 46 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed SUCCESSION POLICY  Top seats are filled by board which established by Chairman WAPADA under supervision of Sectary WAPDA.  The board consists of three members who selected by Chairman WAPDA  Member of Power  Member of Finance  Member of Water. PROFILEOFBODANDSR.MANAGEMENT
  47. 47. (Genco-III) Northern Power Generation Company Limit 47 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed MANAGEMENT INFORMATION SYSTEM The company operates with paper-based information and reporting systems, which has become a cause of sub-optimal results by affecting quality and timeliness of information leading to slow or lack of timely action.
  48. 48. (Genco-III) Northern Power Generation Company Limit 48 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed FINANCE/ COORDINATION WING Member (Finance) is responsible for the functioning of the departments of Finance,Internal Audit and Budget and Accounts headed by Chief Auditor (Internal Audit) and Director General Finance (B&C). He also exercises administrative cont rol over General Manager (Central Contracts Cell), Director General (Taxes) and Director Public Relations. ManagingDirector (Admin) is vested with the responsibility for overall administration and services.Secretary WAPDA in addition to looking after day-to-day affairs of the Secretariat, preparesminutes of the Authority’s meetings, maintains records of its decisions and issues its directivesand coordinates among the three Wings besides monitoring and implementation of Authority’s decisions. General Finance (B&C). He also exercises administrative control ove r General Manager (Central Contracts Cell), Director General (Taxes) and Director Public Relations. ManagingDirector (Admin) is vested with the responsibility for overall administration and services.Secretary WAPDA in addition to looking after day-to-day affairs of the Secretariat, preparesminutes of the Authority’s meetings, maintains records of its decisions and issues its directivesand coordinates among the three Wings besides monitoring and implementation of Authority’sdecisions. Financial Management function needs to be strengthened in a relatively short time, necessitated by performance pressure but made possible because of the window of opportunity after exit of PEPCO.
  49. 49. (Genco-III) Northern Power Generation Company Limit 49 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed It has five sections B.T.B & C.P.C Section BANKING Section THERMAL POWER ACCOUNT Section ADMIN &TAXES Section General Accounting
  50. 50. (Genco-III) Northern Power Generation Company Limit 50 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed BANKING SECTION Assistant Manager Accounts; Zahaid Nawaz Dasti Account Assistants ; Mr. Imtiaz Account Assistants ; Mr. Hoshyar Account Assistants ; Mr. Ammar Main Functions: General Account, Imprest& Pension Account, Letter Of Credit (LC) TPS MuzaffargarhUnit-wise Detail Unit Name Type COD/Age Installed Capacity Dependable Capacity Fuel FSA Unit No.1 Steam Turbine 09.09.1993 210 185 RFO/Gas F.O. Unit No.2 Steam Turbine 23.03.1994 210 200 RFO/Gas F.O. Unit No.3 Steam Turbine 20.02.1995 210 160 RFO/Gas F.O. Unit No.4 Steam Turbine 23.12.1997 320 245 RFO/Gas F.O. Unit No.5 Steam Turbine 14.02.1995 200 110 RFO/Gas F.O. Unit No.6 Steam Turbine 14.08.1995 200 100 RFO/Gas F.O.
  51. 51. (Genco-III) Northern Power Generation Company Limit 51 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed BUSINESS STRATEGY UNIT A Business Strategy Unit is proposed to be set up to take up the task of implementation and later lead corporate strategy function. CEO and functional heads will organize themselves to work as a committee to create and lead the Business Strategy Unit. The unit shall be staffed with one middle management level officer from each of the functions. The Business Strategy Committee shall meet at least once in a fortnight to make decisions and oversee progress on implementation. A virtual project management unit with support of USAID/Energy Support Program shall be set up to support implementation activities by organizing short term technical assistance. Exit of the short term outfit will be gradual and least problematic as it will be created only in a virtual sense by allocating part time role of short term experts. This arrangement is likely to create strong motivations for the company’s Business Strategy Unit to acquire skills by working closely with short term experts and expeditiously take over lead role in implementation. Internal leadership of the company shall take the center-stage role for coordination of implementation activities. They shall themselves receive orientation and technical advice to lead a process of positive change that implementation activities aim to initiate and sustain. Organization and processes provide management hardware for people to transform inputs into outputs. Outcomes emerge from appropriate inputs put through a right institutional and organizational apparatus. Management improvements are a main thrust area of the Strategic Plan. The focus is on creating a vibrant organization that can handle challenges of business performance and results and become fully capable to
  52. 52. (Genco-III) Northern Power Generation Company Limit 52 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed solve their problems and target and achieve any results that their strategic decisions target. Change management & communication strategies Implementation of business transformation activities critically depends on acceptance and support of stakeholders. Involvement of stakeholders leads to ownership, minimizes resistance to change and creates positive attitudes toward change. Leadership competencies are vital to process of cultural change in corporate transformations. Leaders at all levels of management influence behaviors and hence need to be enlisted as “agents of change”. Communication strategies are used to ensure stakeholders’ involvement, ownership and enthusiasm. Top leadership needs to take up central role in communication strategies to promote a sense of association in the people and enlist support of their team members. Vision, Mission and Shared Values must be evolved to guide decisions, actions and attitudes. An organization-wide inclusive process needs to be designed and implemented to support the people to articulate their vision and mission statements and a set of shared values.
  53. 53. (Genco-III) Northern Power Generation Company Limit 53 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed MARKETING DEPARTMENT Generation, transmission and distribution are supply side segments of the power market. For thermal power companies, oil and gas markets are critically important. Under present market regime, apart from bulk consumers, CPPA within the only transmission company, NTDC, acts as the single buyer in the market. There has been a perpetual shortage in production and supply of electric power which complicates computation of total demand (or un-served needs backed by capacity to pay). NPGCL plants accounted for 6.48% of national installed capacity and 9.6% of total thermal installed capacity as on June 2010. NPGCL production accounted for 7.23% of national production and 10.58% of total thermal production in the country for the fiscal year 2009-2010.Levels of demand and supply of electric power experienced in last 4 years and anticipated by NTDC during next 5 years are as in following table:
  54. 54. (Genco-III) Northern Power Generation Company Limit 54 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed MARKET STRUCTURE AND MECHANISMS Power market in Pakistan is composed of generation companies in public and private sectors, a state owned transmission company– NTDC and nine distribution companies. KESC as a privatized integrated utility is responsible for generation, transmission and distribution in its territory viz. Karachi. Power generation sub-sector consists of WAPDA Hydro; state owned thermal generation companies (GENCOs) and private sector producers- IPPs. CPPA, which is under NTDC, is the single-buyer for GENCOs and IPPs in the market currently. NTDC purchases electric power from the power producers and sells it to the distribution companies. Gas and FO being the main fuels for thermal power generation, the two gas companies and OMCs form an important part of the power market. Fuel consumption is the linking point between power and other energy markets and is an important driver of the power market in Pakistan. Institutional mechanisms and legal instruments to provide strong market discipline are likely to emerge from increased reliance on contractual mechanisms within a legal framework at the next step of market evolution. PEPCO dissolution is likely to necessitate reliance of public sector companies on contractual mechanisms such as PPA, GSA and FSA to cover credit and counter party performance risks. MARKET & TARIFF REGULATION NEPRA is the power sector regulator in the country. Efficient powermarket, investor and consumer protection, performance standards and pricing are important parts of the regulator’s mandate. Generation license and tariff determinations of new entrants to the market give NEPRA “gate-keeper’s” control over the future cost and capacity trends in the market. NEPRA controls market entry and exit through licensing; prescribes and enforces performance standards; determines tariff rates and provides advisory to government on power sector.
  55. 55. (Genco-III) Northern Power Generation Company Limit 55 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Tariff model for generation stage pricing is based on cost plus fixed return on equity, in principle. In practice, NEPRA determines reference tariff on the basis of fixed one time thermal efficiency at average load. Fuel costs are billed as part of Energy Purchase Price (EPP), which is adjusted for fuel price variation but no gain or loss due to subsequent variation in thermal efficiencies is included. The other component is variable O&M expense, which is adjusted with inflation index but was originally based on 3-year average cost. All other costs are meant to be recovered through Capacity Purchase Price (CPP). Adjustments subsequent to original determination are periodically made on the basis of inflation index. Financial costs and taxation are pass-through items, which are in effect reimbursed in exact amount as part of CPP.
  56. 56. (Genco-III) Northern Power Generation Company Limit 56 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed MONITORING AND SURVEILLANCE (M&S) It is the most important department of (Genco-III) Northern Power Generation Company .Limited. Information technology deals all the enquiries of employees. Monitoring and surveillance department works under the section of chief executive officers. So all complains first come in the chief executive officers office then it come to the monitoring and surveillance department. In the organization structure one manager of Monitoring and surveillance which has three deputy managers. It divide different circle of Genco-III) Northern Power Generation Company Limited among the deputy managers. Monitoring and surveillance take full document about the complained after full enquiry also listed views of people who directly or indirectly involved in the case. It give recommendation of all kinds of complain. Monitoring and surveillance taken recommendation according to the nature of complains. All the complains come from chief executive officers office and after its recommendation it depend on chief executive officers either he accept or reject its recommendation. In Monitoring and surveillance the first manager review complains then it given to deputy according to their respective circles and division. It takes all the data in three days and after listening views of people which involved in the case gives decision. It deals all the cases which come from chief executive officers office or FBI given to him for review. CHIEF EXECUTIVE OFFICERS MANAGER DEPUTY MANAGER DEPUTY MANAGER DEPUTY MANAGER
  57. 57. (Genco-III) Northern Power Generation Company Limit 57 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DISTRIBUTION DEPARTMENT All power houses in Punjab are interconnected through lines with each other in Pakistan two types of electricity can be produced hydral electricity thermal electricity When there is shortage of water then more concentration are given to thermal electricity. After producing the electricity through units then they are distributed through mail lines. All mail lines are looked after by NTDC (National Transmission and Distribution Company, Firstly named as GSO (Grid station operation). Their main function is maintaining the main lines from thermal house to General consummation. The thermal power station Muzaffargarh generally provide electricity to these main lines KAPCO New Multan -I New Multan -II New Multan -III New Multan –IV They provide two lines of 220 Kv to “LALPEER” two lines to “PARCO” All power Generation Companies are divided into three main Categories Genco I Genco II Genco III
  58. 58. (Genco-III) Northern Power Generation Company Limit 58 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Genco I In Genco I thermal houses are Jamshoro&Lakhra Genco II In Genco II thermal house are Guddu Genco III In Genco II thermal house are Multan (MEPCO), Fasil Abad (FASCO), Muzaffargarh. When the electricity produced through units first of all there is PAKGEN 220kv Switch yard. This switch yard is used to step up the electricity and then send to the grids of the cities. There is lot of loss of electricity through 220kv switch yard. To avoid this problem WAPDA established in March 2000 with the help of APP Company, 500Kv switch yard to avoid these line losses. Approximately 30% of electricity is lost in main lines. The purpose of 500kv switch yard is to minimize these losses.
  59. 59. (Genco-III) Northern Power Generation Company Limit 59 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed CUSTOMER SERVICES DEPARTMENT Contact concerned distribution company for customer services. Respective distribution companies under PEPCO are responsible to deal with all matters of their electricity consumers as per their procedures. Please explore the website of your distribution companies for further details. The links of distribution companies (DISCOs) are given below for facilitation. 1. LAHORE ELECTRIC SUPPLY COMPANY LIMITED 2. GUJRANWALA ELECTRIC POWER COMPANY 3. FAISALABAD ELECTRIC SUPPLY COMPANY 4. ISLAMABAD ELECTRIC SUPPLY COMPANY 5. MULTAN ELECTRIC POWER COMPANY 6. PESHAWAR ELECTRIC SUPPLY COMPANY 7. HYDERABAD ELECTRIC SUPPLY COMPANY LIMITED 8. QUETTA ELECTRIC SUPPLY COMPANY TRAINING CENTER General Manager (Training) office is functioning at WAPDA House, Lahore and controls various training centers detailed below: - a. WAPDA Staff College, Islamabad. b. WAPDA Engineering Academy (Water & Power), Faisalabad c. Thermal Generation Training Center, Guddu d. Hydel Training Center, Mangla e. Technical Services Group, Lahore f. 8 Regional Training Centers (RTCs), one at each DISCO Address: 734 WAPDA House, LahorePhone:(042)-9202003Fax: (042)-9202608
  60. 60. (Genco-III) Northern Power Generation Company Limit 60 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed COMPLAIN CENTER POWER THEFT Steeling of Power is crime against every Pakistani and who ever does it, is our enemy. Please help PEPCO in its effort to stop power theft by reporting at its toll free number 0800-84338. This is a free number for all calls including NTC, PTCL, Mobiles or wireless phones. Instructions for theft reporting: Call the Toll free number 0800- 84338 Listen the instructions carefully After pressing 1, Record your message about event of theft (Please give maximum detail of location) After completing the message disconnect the call
  61. 61. (Genco-III) Northern Power Generation Company Limit 61 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed FINANCIAL ANALYSIS
  62. 62. (Genco-III) Northern Power Generation Company Limit 62 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  63. 63. (Genco-III) Northern Power Generation Company Limit 63 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  64. 64. (Genco-III) Northern Power Generation Company Limit 64 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  65. 65. (Genco-III) Northern Power Generation Company Limit 65 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  66. 66. (Genco-III) Northern Power Generation Company Limit 66 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  67. 67. (Genco-III) Northern Power Generation Company Limit 67 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed
  68. 68. (Genco-III) Northern Power Generation Company Limit 68 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DEBT/EQUITY RATIO Debt to equity ratio shows the extent to which debt financing is used relative to debt to Equity ratio= total debt/ shareholders equity. Debt equity ratio of 2011 82762177725/8517568031= 9.717 Debt equity ratio of 2012 83343604779/4750202521 = 17.545 Equity ratio of 2011 is higher than 2012 0 2 4 6 8 10 12 2011 2012 Equity ratio Equity ratio
  69. 69. (Genco-III) Northern Power Generation Company Limit 69 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed ACID TEST RATIO It is the ratio of liquid assets to current liabilities Quick ratio = current asset-inventories/current liabilities For 2011 35992974684/49173251637=0.732 For 2012 34983724572/56482697788=0.619 2011s is the better after the 2012 0.56 0.58 0.6 0.62 0.64 0.66 0.68 0.7 0.72 0.74 0.76 2011 2012 Acid test ratio Acid test ratio
  70. 70. (Genco-III) Northern Power Generation Company Limit 70 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed EARNINGS PER SHARE This ratio determines the amount of income that has been earned on each share outstanding. Earnings per share = net profit after tax/total no of shares For 2011 0/50000=0 For 2012 0/50000=0 Earnings per share is not satisfied because Genco III gone into loss NET PROFIT MARGIN It is the ratio of net profit (after taxes) to net sales. It is expressed as percentage. Net profit margin = N.P.A.T/total income*100 For 2011 0/85286568=0 For 2012 0/720414698=0 Genco III net profit margin nil so it’s very bad sign.
  71. 71. (Genco-III) Northern Power Generation Company Limit 71 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DIVIDEND PER SHARE Dividend per share = total dividend/no. of share For 2011 2635748766/50000=52714.97 For 2012 0/50000=0 Analysis In 2011 the dividend per share is high. In 2012 it reaches at zero. 0 10000 20000 30000 40000 50000 60000 2011 2012 dividend per share dividend per share
  72. 72. (Genco-III) Northern Power Generation Company Limit 72 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed CURRENT RATIO Current ratio = current asset / current liabilities For 2011 35992974684/49173251637=0.732 For 2012 34983724572/56482697788=0.619 Current ratio value is less than 1 means that the firm is unable to pay its current liabilities completely by it current assets. It is because the difference between assets and liabilities decreased. 0 0.5 1 1.5 2 2.5 3 2011 2012 Current ratio Current ratio
  73. 73. (Genco-III) Northern Power Generation Company Limit 73 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed FIXED ASSET TURN OVER This ratio measures the efficiency and profit earning capacity of the concern. Fixed asset turnover ratio = sales/ net fixed asset For 2011 66213840693/46369044856=1.428 For 2012 75796292095/47955717886=1.580 The higher the ratio the better because a high ratio indicate the business has less money invested in fixed asset for each rupee of sales revenue. In 2012 fixed asset turnover ratio is high as compare to other. This is better sign. 0 0.5 1 1.5 2 2.5 3 2011 2012 fixed asset turnover ratio fixed asset turnover ratio
  74. 74. (Genco-III) Northern Power Generation Company Limit 74 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed RETURN ON ASSET RATIO Return on asset ratio = net income/ average total assets For 2011 =0 For 2012 =0 Both the year company bears loss because there is no profit in both years. RETURN ON EQUITY RATIO Return on equity = Net profit/Equity For 2011 = 0 For 2012 =0 This ratio shows what company earns at each rupee of investment but the company bears loss.
  75. 75. (Genco-III) Northern Power Generation Company Limit 75 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed DEBT RATIO Debt ratio = Total liabilities/total assets For 2011 74244609694/82762177725 = 0.897 For 2012 78593402258/83343604779 = 0.943 0.87 0.88 0.89 0.9 0.91 0.92 0.93 0.94 0.95 2011 2012 Debt ratio Debt ratio
  76. 76. (Genco-III) Northern Power Generation Company Limit 76 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed In 2011 company finance is based on 89% of liabilities and 11% of assets. In 2012 company finance based on 94% on liabilities an only 6% of assets. In debt ratio high the ratios then leverage and financial indebtedness will be high. EQUITY TO ASSET RATIO Equity to assetratio = Total equity/total asset For 2011 8517568031/82762177725 = 0.103 For 2012 4750202521/83343604779 = 0.057 Equity to asset ratio of 2011 is higher than 2012. 0 0.02 0.04 0.06 0.08 0.1 0.12 2011 2012 Equity to asset ratio Equity to asset ratio
  77. 77. (Genco-III) Northern Power Generation Company Limit 77 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed SWOT ANALYSES
  78. 78. (Genco-III) Northern Power Generation Company Limit 78 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed STRENGTHS  The largest Generation Company in Public Sector.  Provision of Dual Fuel Firing  Power Plants are located in the load centers.  Availability of land for capital expansion.  Road and Rail facilities for furnace oil supply.  Highly qualified skilled labor available.  Established infrastructure.  Experienced & dedicated engineers available.  Correction of the bills  Co-location of XEN & RO offices  Good relation with different departments  Restructure of stores to ensure prompt availability  Printing a last 12 month history on bill  Provide full facility to customer for paying bill  Central chief executive customer service center  Provide a computerized service center to each circle  Mobile customer service facility  Establish a marketing cell  Provide high technology for development and maintenance
  79. 79. (Genco-III) Northern Power Generation Company Limit 79 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed WEAKNESSES  Heat rate is high as compared with the design value due to deterioration of the plant.  Lack of capital investment.  Drain out of skilled manpower to IPPs/abroad and Rental Power Plants due to low salaries as compared to private sectors.  Ineffective preventive maintenance due to non-availability of spare parts and delay approvals of shutdown of the units.  Ineffective performance appraisal system.  Delayed decision making.  Ineffective material management system.  Non availability of GAS.  They take so much time for processing any project.  Lack of communication level between employees.  Most of department based on manual system.  Lack of loyalty in front of customer.  Administrative cost of the company isvery high due to which the profitability of the company decreases.  There is still improvement of technology in the genco computers.  There is no objective / target for employees  Performance of service center is not too great for satisfaction to customer  People has less trust over company  Dealing to customer not too much efficient
  80. 80. (Genco-III) Northern Power Generation Company Limit 80 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed OPPORTUNITIES  Use of land for expansion.  Vicinity of Furnace Oil Refinery.  Modification / Rehabilitation of Plant in process.  Expansion in installed capacity.  Goals of corporation and commercialization plan at one time.  Provide a facility of mobile customer services center at each circle.  For reduction in energy loses used the distribution system rehabilitation under system augmentation program (SAP).  It should be on time development works an LT/HT proposals under SAP.  Establish a new grid station.  Extension of existing grid station.  Transmission lines.  Conversion of our all transportation to CNG.  Provide a facility of new vehicles for field and operation sector employees.  No competitor in local market so it can increase shares  Services easily in market
  81. 81. (Genco-III) Northern Power Generation Company Limit 81 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed THREATS  Influence of Oil Mafia.  Lack of Fuel/Gas Supply.  Security lapses.  Dishonesty of officials.  Low government budget.  Not a good support for supplier.  Heavy taxes by government.  Daily differ fluctuation of supply is the permanent treat.  Day by day technology change.  Overall performance is decreasing.  Some government project spoilage the GENCO image.  Politic in employees  Labor unions are very awful for company.  In future market value will be decreases.  Political environment are decreasing the efficiency of the company.
  82. 82. (Genco-III) Northern Power Generation Company Limit 82 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed RECOMMENDATIONS  The trust of the customer must be retained.  The employees must be well trained for customer services issues.  Attendance system of the employees must be changed.  Give full safety to the employees.  Communication gap between upper level and lower level employees must be improved.  The procedure of new connection meter must be reduced staff.  The organization hierarchy must be reduced in the organization.  Give moreconcentration for the low level employees.  Must give the safety precaution to the employees.  Take some steps for create understanding between different departments.  To increase their productivity.  The top management should give authority to the managers to take decision according to the situation at any time and in the absence of top management.  Appoint skillful and talented people to increase the productivity and utility of company.  Arrange different seminars and conferences for employees.  All the duties and responsibilities of each employee should be clear.  Try to more use of latest technology in offices.  There should be decentralization of decision making.  Management should be recruit right person for right job.
  83. 83. (Genco-III) Northern Power Generation Company Limit 83 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed  Behavior with customer should be improved.  Make better plan for stop the line loses.  Offer new training course to the employees.  The management should have multi skilled so achieve at economy of scale.  Pay procedure should be clear and at a time.  Provide friendly working environment.  Make some specific plans for internees.  Reduce work load to the employees.  Regular reconciliation is made to keep the records streamline.  Manual accounts are replaced with latest accounting software.  Wapda employees may be encouraged for accepting challenging jobs by the Authority.  Efficient and motivated employees should be rewarded
  84. 84. (Genco-III) Northern Power Generation Company Limit 84 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed CONCLUSION I chose the (Genco-III) Northern Power Generation Company Limited for my internship training, which is necessary for my 31/2 year MBA degree. I worked in head office of (Genco-III) Northern Power Generation Company Limited for six weeks in different departments including HR, Project management, and marketing and especially in finance department. During my internship I worked in these departments under the supervisions of concerned different managers. The staff at (Genco-III) Northern Power Generation Company Limited is very corporative and supportive. I try to give best and careful analyzed all the department of the company. I take information of these departments. Although the six weeks training duration is very short period for study of an organization but I learned a lot due to the help of the managers. I worked in different departments of the company during my internship training. The working hours for duty are 8am to 4pm with tow holidays in a week. I started my training from HR and admin department during first week of my training under the supervision of HR admin manager. Director HR of heads this department. During my internship in this department I leaned bout different function of HR. I also learned about all the activities regarding selection, recruitment, etc….. I passed some days in admin section which is necessary for management to know about training and development, needs for the stationary, measurementfor now the performance,. I also learned about inquiry process because it functions of legal department which control or under the HR department. HR department is also responsible for the analysis of the performance of employees.The HR department deals with recruitment, job placement, test and interview of new employees. HR department also performs training, promotion and retirement. I also learned about the HR policies of the companies that are concerned
  85. 85. (Genco-III) Northern Power Generation Company Limit 85 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed with the problems of providing and handling or create the motivational environment that is required for the business. Next week I join administration department. Administration department consist on administration managers, deputy manager administration, assistant manager, HR executive and clerical staff. I worked under the manager. During my training in this department I learned that how the appointment record, employee record is maintained. How the performance of the employee is measured. This department also deals with issuance of show cause notice, charge sheet and termination. Staff of this department is very cooperative. This section is also prepares the promotion cases of the employees and also maintain the leaves records, increment record, security issues and maintenance of vehicles. The director HR and admin advise management concerning various relations and represent management in the handling the complaints of employees. I also learned that how billing of overtime, TA/DA, contract bankers record of workers for annual increments prepare also preparation of government returns. This department also controls the wages system and HRIS. The duties of assistant manager administration are recommendation, telephone, transport, security, audit, procurement, compensation/ benefits and labor management. After completing my two weeks in HR and admin department I attached with marketing cell. Due to monopoly in market there is no such marketing in Genco. It deals with the customers who went new connection of electricity. The entire tariffs are made in marketing cell. This is also so cooperative unit. Marketing cell consist of one manager and two assistant managers. I worked with the assistant manager. She helps me very well in explaining tariff. Marketing cell also has frontline which deals with the customer. I also worked two days with frontline employees.
  86. 86. (Genco-III) Northern Power Generation Company Limit 86 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed After marketing cell I do one week internship in customer and service directorate. The director of customer and service is the head of this department. This is so much busy department it totally concern with the customers. Customer and service department do work under the chief executive office. Customer service department has frontline which deal directly customer and note down their problems. It all deal with billing system. Basically customer come for correction in bill, exceed of units, amendments, etc. this is only for the favor of customers. It plans all the policies for the welfare of customers. Genco provide different benefit like segregation, amendment, installation, and increase in date of bill. Main work I perform is in finance department. PMU finance is totally based on finance department. All the employees take from main finance department. It only makes for the calculation of all the funding of ADB or World Bank. Procurement deals with the bid of tender. Inspection of the project creates a safety environment for workers. The main achievement for me in finance department is to complete a project that deputy manager assign to me as a task. This is CFI distribution monitoring and tracking. I deputy manager give this project as my assignment learned so much in this project. It is the national level project. I make a plan for its distribution and monitoring. After this I attach with the monitoring and surveillance department. It’s under the section of CEO. It’s basically enquiry section. IT is enquiry the employees of Genco. The M&S note all the complaints against their employees. It hearing both the parties and give suggestion to CEO which reject and accept the decision.it collect all the date and then recommend it on decision. At last I put SWOT analysis of Genco Company that I realizedthere and put recommendation that will be beneficially for company.
  87. 87. (Genco-III) Northern Power Generation Company Limit 87 |Internship Report The Islamia University Of Bahawalpur Internee: Raashid Javed Annexure

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