1. PROFILE
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ANIRUDH TEWARI
Office: Home:
Principal Secretary
Department of New & Renewable Energy, Industries &
Commerce
Chief Executive Officer, INVEST PUNJAB
Government of Punjab
Chandigarh -1600017 India
3020, Sector 19-D
Chandigarh-160019
India
Cell: +919646200052
anirudhtewari@gmail.com
Summary
Development professional and administrator, with more than 25 years in the Indian
Administrative Service (IAS).
Core skills in framing public policy and operational strategies, building organizations, public
finance management, project implementation and developing public infrastructure especially
with private participation.
Multilevel experience of, about 11 years in the Power & Renewable Energy sector.
Led a campaign to promote private sector investment in the state through innovative and
path breaking governance reforms.
Multifarious exposure to, working at grassroots, in the State Government, in Government of
India and in an agency of the United Nations.
Unique experience of handling policy formulation and implementation issues related to
multilateral financing for development both from the perspective of lender (in my role as
Country Coordinator of IFAD- an agency of the United Nations) and as a recipient (while
working in the Department of Economic Affairs in the Government of India) including
negotiating investment and financial assistance agreements for poverty alleviation, social sector
development and infrastructure.

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PROFESSIONAL EXPERIENCE
With Government of Punjab
May 2015 - till date Principal Secretary, Department of Industries & Commerce
 As Head of the Department of Industries & Commerce my responsibilities include
framing of policies that facilitate the promotion of industries and trade in the state.
These policies create and ambient ecosystem for the industry and trade to thrive. A
special focus of the state is on the sustenance and blossoming of the MSME sector,
which is seen as a key provider of jobs and a booster for the state’s economy.
December 2013- till date CEO, Punjab Bureau of Investment Promotion (INVEST
PUNJAB)
 As the first CEO of this pioneering organization which is the first and the only unified
regulator at the state level in the country, successfully anchored the organization, built
a team comprising staff with diverse background and skills, set up innovative business
processes to give regulatory clearances and approvals for fiscal incentives by this
office itself to all new private investment.
 Set up a transparent system for online application and clearances.
 In its first year of its operation, INVEST PUNJAB set a record by attracting 170
proposals with proposed investment of INR 120 billion, granting clearances in under
40 days from the hitherto time frame of months/years.
 This Innovative model of ‘Ease of doing Business’ is now being used as a benchmark
for other states to emulate by the Government of India.
December 2012 – till date Principal Secretary, Department of New & Renewable
Energy
 As head of the Department of New & Renewable Energy, led the transformation of the
state with a miniscule installed capacity of 9MW in solar power in Dec 2012 to more
than 200 MW in March 2015. Projects for 229 MW are under execution, and are likely
to be grid connected by March 2016. The state received the Prime Minister’s award for
the best emerging state in Solar Power in 2015.
 Led the strategy formulation of the state that tunes in with the Prime Minster’s target of
100 GW of solar power by 2022. With just 2% of the country’s surface area Punjab’s
strategy aims to provide 5% of the target through innovative projects on canal tops,
canal banks, water reservoirs and Agro PV.
 Formulated the Net Metering Policy to encourage spread of solar power to individual
households, and helped conceptualize and implement the country’s largest single roof
top solar project of 7.5 MW in a record time of 9 months.
 Put in place the road map that will see the state improve its share of renewable power
from a mere 7% in 2015 to 25% in the next 5 years.

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July 2011 till May 2015 Principal Secretary, Department of Power
 As the head of the department of power in the state, I have led the planning, formulation
and implementation of the vision and strategy of the Power sector that fits into the
overall development goals of the state of Punjab, and has made the state Energy Surplus
for the first time in three decades.
 From an Installed capacity of 6200 MW in 2011 the total installed capacity of the state is
now around 11,600 MW. This has been achieved through private participation to the
tune of around 3920 MW. I have provided support supervision and direction to the two
power utilities that deal with Transmission and with Generation & Distribution of Power
in the state serving about 8.2 million consumers with annual revenues of around INR
250 billion to help them achieve the desired outcomes based on a results framework.
One of the key tasks has been to lead the reforms agenda of the state and coordinate the
efforts of these two multidisciplinary teams.
 The World Bank has rated Punjab alongside Gujarat as the state with the best sector
outcomes.
 Have led the Corporatization of the Power Sector and through leadership, strategy
formulation and implementation ensured a financial turnaround of the two power
utilities with both the utilities making cash profits of around INR 4.5 billion and INR
8.25 billion in 2012-13 and 2013-14. The T&D losses have been reduced to around
16.5% making them the second best in the country through innovative steps that are now
being replicated across the country. Have received recognition and awards from the
Govt. of India for this effort at various forums.
April 2009 - August 2010 Secretary, Department of Finance
 Successfully, led the team that was responsible for managing the entire public
expenditure of around INR 300 billion of the state government. The task was all the
more challenging since the state was passing through a phase of fiscal stress. Ensured
compliance of the statutory provisions related to revenue and fiscal deficit.
 As Director of Financial Resources and Economic Intelligence, formulated and
implemented the strategy for mobilizing resources and managing the state’s debt to keep
it within sustainable limits in line with the Fiscal Responsibility and Budget
Management Act.
 Head of the team that prepared the state’s annual budget keeping in view the state’s
resources and the development priorities especially for agriculture, rural development,
health, education, infrastructure and poverty reduction. Coordinated with all the
departments of the state while preparing the annual budget to ensure that there was no
increase in the non-development expenditure of these departments.
 Held concurrent responsibilities as Director Disinvestment, for overseeing the
disinvestment process of the state level public enterprises to unlock resources for the
state’s development plan and cut down the state’s loss making enterprises.
 Effective management of the state’s finances led to a reduction in the revenue deficit and
an increase in the development expenditure in the state.
 Prudent debt management implied that the state went into an overdraft situation with the
Central Bank for the least number of times as compared to the position in the preceding
three years, with no occasion of default on account of debt servicing. This was in a

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situation when the Finance Commission had listed Punjab as one the three most debt
stressed states’ in the country.
With IFAD (an agency of the United Nations)
October 2006 – April 2009 Country Coordinator, IFAD India
 Supported and assisted the Country Program Manager in the development of strategies for
IFAD’s collaboration with the Government of India, and designing programs that lead to
poverty reduction and bring out IFAD’s value-addition in this context. Provided
implementation support to the country program by leading review missions that ensured
effectiveness and sustainable development results, while facilitating replication and up
scaling of effective innovations. Through systematic and evidence-based knowledge
management and learning, initiated a sustained, dialogue with the Government of India and
the State Governments on issues relating to Governance, service delivery and maximizing
efficiency in public expenditure so that it led to policy change and Institutional reform in
favour of the poor.
 Contributed and provided assistance in the evaluation of the Country Program and in the
preparation of the Results Based Country Strategic Opportunities Program, in consonance
with India’s poverty reduction strategy. Leveraged the impact of IFAD supported rural
poverty reduction programmes by building effective partnerships with other stakeholders in
rural poverty reduction, especially bilateral and multilateral financing institutions, civil
society, research organizations and the private sector.
 Effective Supervision and Implementation support to the 10 Projects in IFAD India portfolio
to achieve their goals and objectives resulted in the highest ever disbursement of $26 million
for the IFAD portfolio in 2007 as compared to $ 16 million in 2006.
 For the first time in the IFAD country programme a pipeline of projects was developed.
 Greater horizontal collaboration and learning between projects was stimulated that led to
demand from the projects for greater Implementation support, which resulted in a decision
by the headquarters to expand IFAD presence in India.
 Opportunities for partnership with other donors and getting IFAD’s voice heard were greatly
enhanced after IFAD’s inclusion as a regular member of the United Nations Country Team
(UNCT) in India.
 Dialogue with the Government has led to the state Government of Meghalaya issuing an
order directing the recognition of the IFAD assisted project-implementing agency as the
vehicle for convergence for its other programmes.
With the Government of India
October 2004 – October 2006 Director (Fund Bank), Department of Economic Affairs,
Ministry of Finance
 Led the overall policy dialogue and financing support relating to World Bank (WB)
assistance to India covering lending and non-lending services. In the quest to reach the

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Millennium Development Goals (MDGs) and boost infrastructure in India, coordinated the
efforts to negotiate the highest ever WB lending programme for US $ 3 billion during FY
06 and further projects of about US$ 14 billion were lined up for the next three years. The
development of the pipeline was looked beyond the Country strategy period (2005-08) as it
was felt that sufficient lead-time was required for some of the sectors especially those
involving Community mobilization and resource availability for Infrastructure development.
Emphasis was laid during the development of this pipeline on issues involving Clean Energy
and sustainable development.
 Provided management partnership to the then WB portfolio of around US$ 11 billion and
closely monitored the implementation and progress of 16 projects in Energy, Economic
Reforms, Financial sector, Health, Education and Women & Child development sectors
valued at US$ 3.8 billion through close interaction with the Bank, Line Ministries, Utilities,
State Governments and PSUs throughout the country. Took timely proactive actions to
effectively address implementation performance problems, which resulted in the highest
disbursement ratio of 25.3% ever for the bank portfolio in India as compared to the Bank
average of 24% in FY 06. Successfully led the Indian delegation for negotiations of seven
projects involving external assistance of US$ 1.64 billion.
 Worked with the World Bank on issues relating to Governance in the World Bank funded
projects in the Health Sector. Led the Government of India delegation that negotiated three
Health sector Projects that included the Governance and Accountability Action Plan (GAAP)
developed in the wake of discovery of evidence of corruption in the health projects in India.
Interacted with Officers of the Anti corruption unit (INT) in the World Bank on the initiation
of a review process and the procurement arrangements to ensure that in the interim the
projects have adequate safeguards against collusion and corruption.
 Involvement with the World Bank group also extended to IFC and MIGA, with whom there
was a constant dialogue for enhanced support to private participation in the energy sector and
strengthening of the energy portfolio of IFC.
 Led the Govt. team for channelizing technical assistance from the World Bank administered
Public-Private Infrastructure Advisory Facility (PPIAF) to utilities/ states for carrying out
reforms in the energy sector.
 Nodal Officer for all matters relating to India-World Bank relationship including analysis and
preparation of Govt. of India’s response on all issues that were discussed by the World Bank
board. Some of the key areas on which analysis was carried out and inputs provided on
India’s position include, the Multilateral Debt Relief Initiative (G 8 proposal for debt relief to
HIPC), the replenishment negotiations for the IDA 14 cycle, Innovative sources of financing
for development, Aid harmonization and Trade and development.
 Part of the core team that was responsible for providing policy inputs on issues that were
discussed at the global forums relating to the attainment of the MDGs.
 As nodal officer for the Govt. of India for its UNDP portfolio, ensured that new programmes
are designed to deliver concrete outputs, and demonstrate new measurable approaches that
can be successfully up scaled. Extensive interaction was carried out to ensure that new
projects in Governance, Institutional reforms, gender issues, rural decentralization, rural and
non-farm employment etc. meet the benchmarks of the Country Cooperation Framework.
The major on going programmes which essentially aimed at capacity building, providing
strategic interventions on key policy initiatives, empowerment of vulnerable groups and
livelihoods were reviewed regularly to ensure effective implementation of the projects as

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defined in their objectives.
June 2003 – October 2004 Director (Foreign Trade), Department of Economic Affairs, Ministry of
Finance
 Led the Indian delegation for negotiating the Bilateral Investment Protection
Agreements (BIPA) to enhance regional cooperation and improve investment flows in
the neighborhood and South Asia region with Nepal, Bangladesh, China and the
SAARC countries. Also led the Indian delegation for negotiating similar Investment
agreements with Mozambique, Seychelles, Canada, Latvia, Brunei, Tunisia, and
Uruguay.
 Part of the Indian team that negotiated issues relating to improving bilateral
Investments and Trade in Financial Services for a Comprehensive Economic
Cooperation Agreement (CECA) between India and Singapore. This was the first FTA
plus agreement that India had with a country in the region as part of its initiative to
forge stronger trade links with ASEAN countries
 Contributed to the development of agreements relating to enhancing Investment and
Trade in Financial Services for India’s FTA framework with Thailand, ASEAN,
BIMST-EC, South African Customs Union (SACU) and SAFTA (South Asian Free
Trade Agreement).
 Member of the team for the India-China and India-Mauritius Joint Study Groups
constituted to assess possible Comprehensive Economic Agreements’ covering FTA in
goods and services and promoting bilateral Investments.
 Part of the team responsible for defining India’s stand in WTO for the Cancun
Ministerial Conference 2003. Member of the group that analyzed ‘Requests and
Offers’ on/from other countries and formulated India’s own ‘Requests and Offers’ on
Trade in Financial Services in WTO.
 Recast the decade old text of India’s model Bilateral Investment Protection Agreement
to align it with the new global trends on protecting and promoting investment flows.
November 2001 – June 2003 Deputy Secretary, Department of Revenue, Ministry of
Finance
 Part of the team that made appointments to the Central Board of Excise and Customs, Central
Board of Direct Taxes, the Settlement Commissions (for both Direct taxes and Indirect
Taxes), Authority for Advance Rulings (for both Direct taxes and Indirect Taxes), Central
Economic Intelligence Bureau, and the Enforcement Directorate.
 Assisted the CVO (Chief Vigilance Officer) in addressing issues relating to corruption and
transparency in the department.

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With the State Government of Punjab
April 2001 – November 2001 Member (Finance &Accounts), Punjab State Electricity
Board
 Member of the Executive Board responsible for running the integrated state power utility
with an installed capacity of around 6000 MW and annual revenue receipts of nearly US$
1.25 billion.
 Within the board, headed the Finance, Accounts & Audit wing. My responsibilities included
financial resource management, policy planning, execution & implementation at the highest
level of all matters relating to receipts of Revenue, Expenditure, and arrangements with
Banks & FIs for the purpose of receipts as well as for Borrowings, and Investments.
 Carried out a massive debt restructuring exercise of the board by implementing the pilot
initiative on deferred debt payments to the Central utilities through issue of long-term bonds.
This brought down the immediate interest liability and helped the board tide over serious
financial/power crises. The Govt. of India subsequently replicated the scheme.
 Despite no revision of Power Tariff by the Regulator, ensured a 10% increase in the revenues
of the utility. Commercial Losses were curtailed by initiating a mission approach through
effective enforcement checks and installation of electronic meters first for high end users and
then for all the consumers.
 Introduced an in house discussion with the employees over Power Sector Reforms and
effectively implemented the Reform operational and financial action plan by introducing the
concept of Energy Audit and Profit Centers within the Board.
 Conceived and piloted the idea of separation of feeders that supplied power to the agriculture
sector and the domestic sector in the rural areas. This helped in the improvement of the
quality of life in the rural areas as well as in an efficient use of power for agriculture.
April 1998 – April 2001 Deputy Commissioner, Sangrur
 As Head of the District Administration, effectively managed law and order, land
administration, development work and social security schemes for the poor in a
district of nearly 2.5 million people with an area of 5100 sq.kms.
 With regular field tours and action plans ensured successful delivery and working of
beneficiary oriented, Poverty alleviation, women & child development and Employment
generation schemes, including a holistic development of Agriculture and rural industry
through cooperative movement and formation of Self Help Groups.
 As head of the disaster management unit, geared up the administration to prevent natural and
man-made disasters. As a result there was minimal loss of crops and NO loss of life during
the floods that ravaged the district.
 Designed and implemented through mobilization of local resources an innovative
scheme to provide aid and ambulance services for accidents on Highways and in
rural areas. The scheme has since been up scaled and adopted by the state
government.

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 Piloted a mobile health care scheme involving NGOs and the local community,
which ensured a visit by a qualified doctor (with adequate medicines) to every
village at least once a week.
October1995 – April 1998 Secretary, Punjab State Electricity Board, Govt. of Punjab
 Part of the Senior Management responsible for policy planning, implementation and working
of the power utility with an installed capacity of more than 5600 MW and annual revenue
receipts of nearly US$ 1 billion.
 As Head of the Secretariat of the board, ensured smooth functioning and industrial peace in
the organization. Through effective liaison and negotiations with about 50 trade unions from
different pressure groups ensured that not even a single man-day was lost on account of
strike/agitation.
 To impart a new dynamism to the organization International consultants were hired to draw
up a Business Process Reengineering (BPR) plan and a supporting IT plan. HR initiatives
were also undertaken by reinventing the placement and the annual evaluation policy for the
Engineers. Basically, the effort was to reform the organization from within while striving to
improve its technical functioning.
April 1994 – October 1995 Additional Managing Director, Punjab Tourism
Development Corporation
 Part of the Management responsible for running state owned motels, restaurants and holiday
homes. As Director, Tourism, Government of Punjab, was intensely involved in the Policy
formulation and implementation for developing tourism related infrastructure in the state.
July 1993 – April 1994 Project Director, District Rural Development Agency, Ferozepore
 Ensured development and delivery of all public services including education, health,
sanitation, roads, industry, power, drinking water etc. in the Rural Areas of the border district
with an area of 5500 sq. kms and a population of 1.8 million.
 Designed and implemented employment projects, creating productive assets for rural
livelihood in fisheries, horticulture, poultry, dairy and cottage industry.
 Established relationships with banks, credit institutions and other developmental agencies
resulting in active support for projects.
August 1992 – July 1993 Sub-Divisional Magistrate, Sangrur& Abohar
 Maintained Law and order, and overall development in the sub division (a sub unit in the
district; typically a district would have about six sub divisions).
 Ensured delivery of all public services including education, health, sanitation, roads, power,
drinking water, and distribution of essential commodities as well as the overall welfare of the
people in the subdivision.
 Provided quick relief during the floods in March1993.

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August 1990 – August 1992 Assistant Commissioner (under Training) at the Lal
Bahadur Shastri National Academy of Administration, Mussorie, India
ACADEMIC/PROFESSIONAL QUALIFICATIONS
 Member of the Indian Administrative Service (IAS) since 1990.
 Education
o Master of International Development Policy in 2011 from Duke University, USA
with specialization in Development Management and Governance
o Master of Arts (Economics) in 2002 from Panjab University, Chandigarh, India
and
o Bachelor of Electronics & Electrical Communications Engineering in 1987 from
Thapar Institute of Engineering & Technology, Patiala, India
SCHOLARSHIPS & AWARDS
Professional
 Best run state utility in the country award in 2015
 Best managed Transmission Line project award in 2014
 Award for the best state in adding solar generating capacity 2012-15
 As Principal Census Officer of the district of Sangrur (Punjab) successfully led the largest
decadal census exercise for a population of 2.5 million. The President of India was pleased to
honor me with a Silver Medal in recognition of this effort.
 Received awards from the state Government for mobilizing higher than targeted small
savings in the district for three successive years.
 Received appreciation from the state Government for achieving higher than the targeted
employment generation in the industries sector in the district.
Academic
 Received a CGPA of 3.95 on a 4.0 scale in the MIDP program of Duke University, USA
 Distinction in the Bachelor’s degree in Engineering.
 Placed Second in the Merit List in the University in Pre-Engineering, 1983
 Placed First in the Merit List in the University in Pre-University (Science), 1982
 MM Modi merit Scholarship 1981-83
 Nalagarh Merit Scholarship in school from 1977-81
LANGUAGE SKILLS
 Fluent in English and three Indian languages- Hindi, Punjabi, and Urdu with elementary skills in
French.