1. DESIGN AND SIMULATION OF A REDUNDENT SECURE NETWORK FOR
FINANCIAL INSTITUTION
BY
TOFAYEL AHMED
ID: 111-25-188
This Project Presented in Partial Fulfillment of the Requirements for the
Degree of Master of Science in Computer Science and Engineering
Supervised By
Anisur Rahman
Assistant Professor
Department of CSE
Daffodil International University
DAFFODIL INTERNATIONAL UNIVERSITY
DHAKA, BANGLADESH
3. DECLARATION
We, hereby, declare that, this project has been done by me under the supervision of
Pinky Akter, Lecturer, School of Business Presidency University of Bangladesh. We
also declare that neither this project nor any part of this project has been submitted
elsewhere for award of any degree or diploma.
Supervised by:
Pinky Akter
Lecturer
School of Business
Presidency University
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Submitted by:
Mohammad Arifur Rahman
ID:171128 067
Tofayel Ahmmed
ID:171131 067
Md. Shamim Al Mamun
ID:171129 067
Md. Tarikul Islam
ID:171164 067
5. ACKNOWLEDGEMENTS
The authors feel extremely privileged to work under Pinky Akter, lecturer, School of
Business Presidency University of Bangladesh. They are delighted to have the
opportunity to express his gratitude & ardent encouragement in every aspect of this
work. Pinky Akter her keen interest and encouragement and he helped the authors to
understand the subjected.
Finally, the authors would like to convey their thanks to honorable teacher and staff of
the School of Business
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6. ABSTRACT
Purpose: The purpose of this assignment is to check the effectiveness of the
performance management and appraisal system in a government organization Dhaka
Electric Supply Company Ltd (DESCO)
Design/methodology/approach: Data were collected by survey and HR dept of
DESCO
Finding: The results are in first section, checking the status of performance appraisal
system, overall 70% respondent which are employees all of them agreed with
performance appraisal system status, in other words they perceived that performance
system works effectively. In the second section, checking the impact of performance
management and appraisal system on employees.
Practical implications: The findings useful for management who are reviewing the
operational effectiveness of performance management within own organizations that
are considering the introduction of performance management into their organization
system.
Originality/Value: This assignment might be of particular value to government or
private organization management that wish to consider how to evaluate the
effectiveness of various options before introducing a system of performance
management and appraisal system.
Keywords: Performance appraisal system, Employees perception, government
organization of DESCO.
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7. Table of Contents
CONTENT PAGE
......................................................................................................................................iv
ACKNOWLEDGEMENTS ..........................................................................................v
ABSTRACT..................................................................................................................vi
1.0 Introduction............................................................................................................10
Dhaka Electric Supply Company Limited, commonly known as DESCO, is a Public
Limited Company which distributes electricity at the Northern parts of Dhaka City
and Tongi Town of Gazipur District. The company was created on November 1996
under the Companies Act 1994 as a Public Limited Company. The company is now
under the Power Division of the Bangladesh Ministry of Power, Energy and Mineral
Resources and serving a total number of 8,18,156 consumers as of 30 December
2017..............................................................................................................................16
3.0 Job Part...................................................................................................................29
6.0 Conclusion..............................................................................................................39
References....................................................................................................................40
Table of Figures
FIGURES PAGE
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10. 1.0 Introduction
The organization achievement rest on the quality and employees
characteristics. The employees become an important factor in any organization
because it is core of the organization. The DESCO management cannot simply
attain its goals and objectives without it. Though, the fact is that any employee
in this regard needs to be something to make him or to look forward to be the
motivation for the work is in the interest of the company. This is in fact
indicates a more strategic approach to management (HRM) human resources
management policies that sought to link the goals of the organization in the
performance of the individual . The main objectives of the organization, and
the goals and objectives become an integral part of the performance
management process and send through the performance appraisal process.
Performance appraisal system is more limited approach that involves
managers make evaluation from top to bottom and rates the performance of
their subordinates at an annual meeting to assess performance and ensure
training need as well.
Present paper is an attempt to check the effectiveness of performance appraisal
system for electricity distribution system. Researchers have attempted to
explore various problematic issues or challenges which are being faced by
authority regarding performance management. In order to achieve possible
data reliability qualitative and quantitative research methodology has been
adopted. Distribute the Questionnaires among staff to check the employee
performance, error in performance management system and check the
employee perception related with effectiveness of performance management
system.
The paper is organized into five sections. The next section is the literature
review. The third section presents the methodology; fourth section is result
and discussion. The final section presents the conclusions and
recommendations.
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11. 1.2 Objectives of the Study
Mean of the study to assess the performance appraisal system and its effect on
the performance of employees of the city school Bahawalpur branch.
Specifically, the study attempted to check the following:
1. Check the effectiveness of performance appraisal system.
2. Check the impact of performance appraisal system on employee’s
performance.
3. Check the employee’s perception regarding performance appraisal system
working.
4. Identify the strengths and weaknesses of performance appraisal system in
term of employee’s perception.
1.3. Literature Review
The author says that employee’s performance appraisal is a HRM tool. There
are the following methods which used to measured or checked the employees
performance and managed the employees performance as well .Methods are ,
appraisal interview, free essay, appraisal based on rating and ranking and the
360-degree feedback. These methods are simply measureable and not too time
wasting, with the exemption of the 360-degree method. The 360 degree
method is the smallest normally practical employee appraisal method
The author says that performance appraisal errors disturbing the work
performances of the employees in these managements negatively will assist
new strategies to improve their work performance. Therefore, work
performances of employees rise, they will also contribute to rise
organizational performance (Erbasi, Arat, & Buyukipekci).
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12. The author says that the performance appraisal system impacts on other HR
functions like ensure the success of selection, training and motivation
practices. The performance appraisal systems specifically; performance based
pay and employee training has change the employee performance result as
well. The factor; competence, assessment and development also change the
employee performance (Messah).
The author says that an appraisal system has a clear sense of path, honest and
meaningful feedback. There should be instant and honest strengthening and
give a chance to employees to contribute in set the goals and standards for
performance management. The purpose of appraisal system to allow for non-
stop communication between management and teachers about job performance
and as well as increased the organizational performance. Appraisal system
must be assessed, analyzed and reviewed the result and present the need of
training and employees competencies as well (Daoanis, 2012).
Author suggests the following key principles:
1. Performance management represents the people and its motivation.
2. Performance management enhanced the employee’s performance.
3. Performance management should be a goal-driven process.
4. Performance management gives the rewards to the achievement of
objectives.
5. Performance management is a management process. It is the relationship
between a manager and employees (Hendry, Woodward, & Bradley).
The performance management system contribute in organizational climate and
culture, aimed at bringing about the alliance between individual values, group
values and common values(Paauwe & Boselie, 2005).
Justice is the main element in performance appraisal system experts may use
our results to support their efforts to train managers in fair treatment during
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13. appraisals, as well as how to increase levels of apparent support, rather than
just focusing on the reality of a fair appraisal (procedure(Byrne, Pitts, Wilson,
& Steiner, 2012).
Employee’s performance increased than they perceived and feel their work
performance results are fair and accurate. Performance evaluator must be
cooperative in performance appraisal give feedback to employee that will
obviously increase the work performance and finally organizational
performance will increase and the profitability and perception of fairness will
be created in the employees of organization (Kaleem, Jabeen, & Twana).
Meanness of all the efforts made by the organizations, the effectiveness of
performance management system remains older area. The critical success
factors of PMS are concerned, and then cannot be general (R.G.Ratnawat &
Jha, 2013).
The effects of certain personal background variables like job category, gender,
type of departments and educational backgrounds on the apparent
effectiveness. The job category and level of education, the employees meaning
fully mixed in their observations about their performance appraisal system.
These variables used to check the effectiveness of performance appraisal
system (Sekhar, 2007).
Constant review of system and positive feedback along the way will enhance
the employee performance. The school administration takes initiative in
developing a strong performance appraisal process, defining the employee as
well as top management effectiveness will naturally be confirmed (Anderson
& Kleiner, 2003).
Performance management measures the overall performance of the exam
system and improved the examination system and take improvement action as
well. Sometime agreement with external evaluation of school has promoted
and developed the self-evaluation system (Sarrico, Rosa, & Manatos, 2012).
The author says that chooses the right employee for right compensation; avoid
the non-performer employee for reward. Made the clear policies for
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14. compensation and work performance achievement (Shah & Nair, 2012Author
says that made the model , in which performance management is important for
employees attitude and behavior development, Employees motivation,
Organizational aims, relationship between management and staff as
well(Ahmed, Sultana, Paul, & Azeem, 2013). The author says that
performance management provide the information in schools about: the
purpose of performance appraisal in school is that provide education training
for performance management, formulate the performance management
objectives, measuring the employees performance, professional development
and managed the reward system on the basis of performance results(Brown,
2005).
Chapter 2 discusses network security and network security component,
cryptography, TCP/IP security, OSI layer security. This chapter also includes
layer 2 security attacks, Denial of Service (DoS) attacks and their detection
and prevention. Chapter 3 begins with various security threats and then
discusses discuss how Layer 2 security attack execute and Denial of service
(DoS) attack and its types. Chapter 4 is based on Attack Prevention
Techniques. Here I discussed Firewall and its importance, advantages, and
disadvantages. This section also shows Zone Based Firewall (ZBF), its
structure and how it detects and prevents DoS attack and port redirection
attack. On the basis of the previous chapters and analysis of the network
security attacks and prevention chapter 5 summarizes Network Design &
Implementation including Layer 2&3 configuration. Overall conclusion is
presented in chapter 6.
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16. 2.0 Organizational Overview
Dhaka Electric Supply Company Limited, commonly known as DESCO, is a
Public Limited Company which distributes electricity at the Northern
parts of Dhaka City and Tongi Town of Gazipur District. The
company was created on November 1996 under the Companies Act 1994
as a Public Limited Company. The company is now under the Power
Division of the Bangladesh Ministry of Power, Energy and Mineral
Resources and serving a total number of 8,18,156 consumers as of 30
December 2017.
The electricity supply industry in South Asia started with the commissioning
of the first power station in the 1890s. Although a number on small stations
were constructed over the next 20 years, these stations were isolated, catering
to small distribution networks serving the major urban centers.
The first effort to structure a legal framework for the industry came in 1910
with the enactment of the Indian Electricity Act, 1910. This Act sought to
regulate the business of industry still based on the old concept of isolated
privately owned distribution networks fed by small generation stations &
essentially defined the rights & obligations of the supplier and the consumer.
Shortly after the creation of an independent Bangladesh, in 1972, the first
Government of Bangladesh, in an effort to speed up the investment in the
sector issued an Ordinance creating the Bangladesh Power Development
Board (BPDB) as the successor organization of the power side of EWAPDA.
The Ordinance recognized the divergence of energy related issues in
development. During 1972 to 1995, BPDB has increased the generating
capacity in the country to 2818 MW, and the length of its 230 and 132 KV
transmission networks to 419 KM and 2469 KM. For the first time in
December 1982, the eastern and western halves of the country were
electrically connected through the commissioning of double circuit 230 KV
transmission line across the Jamuna riever energized at 132 KV between
Ishurdi and Tongi called the first East-West Interconnector. Generation
sources were diversified to include a 230 MW hydropower station at Kaptai on
the Karnaphuli river and natural gas and imported fuel based, open and
combined cycle power plants at different locations of Eastern and Western
part of the country. The distribution networks of all major towns and cities had
been linked through 230 KV and 132 KV inter-ties.
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17. In order to intensify the pace of rural electrification, the Government issued as
ordinance in 1977 establishing the Rural Electrification Board (REB), a semi-
autonomous agency charged with the responsibility of planning, developing,
financing and construction of rural distribution networks, promoting the
establishment of Rural Electric Cooperatives (Palli Bidyut Samities), handing
over the constructed rural networks to them, assisting the PBSs to operate and
maintain the rural networks and monitoring their financial performance. The
REB has so far constructed over 46,000 Km of distribution lines and provided
over 950,000 consumers connections in the rural areas (As on June, 95).
In 1990, another ordinance was issued, which was subsequently enacted as an
Act transferring the 132 kv, 33 kv Transmission and distribution system in the
Greater Dhaka Area including the Metropolitan City to a newly created
Government agency called the Dhaka Electric supply Authority (DESA). This
was done to lessen the administrative burden on BPDB,s management by
relieving it of the burden of managing about 50 percent of the energy
distribution in the entire country.
The Reform Process
Although several ordinances amending the Electricity Act, 1910 had been
promulgated, none of them addressed issues involving the commercial nature
of the sector, which continued to be treated as an extension of the Government
providing social goods for the people. From 1986 onwards, the commercial
performance of the BPDB deteriorated and during 1991, BPDB,s average
gross systems loss was about 42 percent and accounts receivables in excess of
6.5 months of billing. This performance was not found reasonable to the
covenants agreed by the Government and BPDB with the Asian Development
Bank and the World Bank. These two institutions along with the Overseas
Economic Co-operation Fund, Japan, Overseas Development Administration,
U. K., Kredltanstalt fur Wlederaufbau, Germany and the United States Agency
for International Development, decided not to provide any financial assistance
to the sector until BPDB and DESA improved their performance to agreed
levels. Consequently it considered restructuring the Power sector as a
sustainable long-term solution to its problems.
With the economy performing very well during 1992-95, the demand for
electricity grew substantially. Constrained by the paucity of its resources, the
Government decided to allow private sector participation in the power sector.
However, it was quickly realized that private capital, whether domestic or
foreign, would not come into a sector, which was not financially viable and
was not technically, organizationally and legally structured in a way
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18. conducive to attract it. Faced with a grim possibility of serious electricity
shortages during the next few years and to enable the sector to be financially
self-sustaining and also attract private capital, the cabinet approved in
principle, the inter-ministerial committee report named "Power Sector
Reforms in Bangladesh (PSRB)" , in September 1994.
In the meanwhile, the performance of BPDB and DESA have slowly but
steadily improved, although they are by no means near international levels of
performance. In view of this Improvement and the restructuring effort
announced by the Government, the development partners have agreed to
resume funding to the sector based on the principle of "Reforms Fundina
Linkaaes" i.e. every project funded by these partners would have components
addressing the reforms decided upon by the Government. The first such
project was the Rural Electrification Project of the ADB which was approved
by the ADB,s Board on 30 May, 1995. This project resulted in the creation of
the first independent generating company, incorporated under the companies
Act 1994 in the power sector, with private sector capital from five Palli Biddut
Samities. The project also developed model commercial transactions between
the generator and the purchaser and the generator and the fuel supplier. This
project is being followed up by likely financing of projects by the OECF
(Haripur Extension) and kfw (Comilla-Chittagong Transmission Line).
The next candidate project of the reform process is the proposed Ninth Power
Project financed by the ADB. This project comprises of four components.
Transmission lines and substation capacity associated with the first 600
MW development stage of the Meghnaghat combined Cycle Power
Project.
Construction of National Control Centre and associated
communication network.
Construction of new and reinforcement of 132 kv, 33 kv, 11 kv and 0.4
kv distribution lines and transformation capacity in Dhaka City.
Engineering of the West Zone Combined Cycle Power Project and the
East Zone Open Cycle peaking Power Project.
As part of the "Reforms-Funding" linkage agreed between the development
partners and the Government, the implementation of Part (C) of the Project
has been linked to redefining the franchise area of DESA and handing over of
distribution networks outside Metropolitan Dhaka City to PBS,s under REB,
and formation of a corporatized Dhaka Electric Supply company (DESCO)
which will initially take over part of the distribution network of DESA and
ultimately take over all its assets. The formation of this company is seen as an
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19. essential step towards " corporatization and commercialization" of the sector
and to reduce the excessive inefficiently in the distribution network in the
capital. This Proiect Proforma seeks the Government's approval for (i)
part (b) of the ADB's proposed Ninth Power and Tenth Power Projects as
detailed herein: ii The creation of the Dhaka Electric Su I Com an and iii
Rationalization of the boundaries between DESA/DESCO and the PBSs.
THE PROJECT
DESCORIPTION OF THE PROJECT (FOR OVERALL DESA)
A. Description of the Project (for DESA area only)
Land Development
Civil works
132 kv overhead line
132 kv U/G cable
33 kv O/H line
33 kv U/G line
Construction of 132/33/11 KV S/S Construction of 32/11 KV S/S
11 KV O/H line
11/0.4 KV O/H line
400 V O/H line
11 KV UIG cable
Pole Mounted S/S
L T Meters (Single Phase)
L T Meters (Three Phase)
HT Meters (Three Phase) TransportNehicle (Different type)
10.85 Acres 17253.00 m2
31.00 Ckt. km. 15.00 Ckt. km. 43.00 Ckt. km. 71.50 Ckt. km. 8.00
Nos.
16.00 Nos.
150.00 Ckt. km. 500.00 Ckt. km. 600.00 Ckt. km. 400.00 Ckt. km.
3,000 Nos.
2,00,000 Nos. 34,000 Nos. 1 ,000 Nos. 48 Nos.
B. Description of the Project Under DESCO (Including Gulshan)
Construction of 33/11 KV new S/S
R & R of existing 33/11 KV S/S 33 KV U/G Cable
11 KV Circuit Breaker
11 KV O/H line
11/0.4 KV O/H line
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20. 400 Volts O/H line
2 Nos. 4 Nos.
44 Ckt. km. 46 Nos.
120 Ckt. km. 100 Ckt. km. 100 Ckt. km.
11 KV UIG Cable
11 KV Aerial Cable 100 Volts UIG Cable 400 Volts Aerial Cables
Single Phase Meter
L T Meter (Three Phase) HT Meter
20 Ckt. km.
5 Ckt. km. 5 Ckt. km. 5 Ckt. km.
20,000 Nos. 5,000 Nos. 100 Nos.
Note: Description of the project and overall cost has been included in the
project concept paper of Greater Dhaka Power Distribution Project, Phase IV.
Project Implementation Schedule
Implementation schedule for part of the project planned to be finance by the
ADB and ODA is as follows:
Project Schedule Activities GOB,s approval of PCP Approval of PP for
Greater Dhaka Power Distribution Project, Phase-IV by ECNEC
Establishment of DESCO Appointment of DESCO Board of Directors
Appointment of DESCO's first MD And full time Directors Approval of loan
by ADB (9th Power Project) Approval of loan by ADB (10th Power Project)
Completion of construction Key Dates June 1996 October 1996 December
1996 December 1996 June 1997 January 1997 January 2000 June 2006
The project schedule, in the form of a bar chart is given at annexure, It can be
seen that the project will be completed in June 2006. However, this is subject
to the key dates being kept and timely securing of donors assistance for the
entire project.
PROJECT JUSTIFICATION
The power demand within Greater Dhaka has been met by supply &
installation of equipment procured under GDPDP in different phases. Greater
Dhaka Power Distribution Project, Phase-1 commenced in 1976 on a total
project cost of Tk. 158.86 core of which all Foreign Exchange was funded by
ODA as grand.
Facilities developed under Phase -1 became overloaded and a system study
was undertaken in 1981-82 on the future load growth of Greater Dhaka area
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21. up to 1990, which identified the further reinforcement/expansion of the
system. On the basis of this study, Greater Dhaka Power Distribution Project
Phase-II was designed and implemented. This phase of the project work was
completed by 1990-91 on joint financing by overseas Development
Administration (ODA) & Asian Development Bank (ADB) for a sum of Tk.
376.42 core.
To cater the demand due to incremental load of the above areas up to 1993, a
further study was imperative and prepared in July 1987 for taking up the
Phase-III of Project. The project started in 1990-91, and is under
implementation. This was completed by December 1997. This project was
financed jointly by ODA for a sum of 63.20 million Pound Sterling and ADB
for a sum of 101.73 million US$. The total cost of the project Phase III is Tk.
1018.44 crore.
The cater the incremental demand of Electricity which may be of 1297.63
MW up to 2000 AD, continuation of the Greater Dhaka Power Distribution
Project is essential. Therefore, concept paper of Greater Dhaka Power
Distribution Project, Phase IV with an estimated cost of US$ 350 million has
been prepared. This was approved in October 1996 by the ECNEC.
NEED FOR UTILIZING POWER GENERATED BY THE MEGHNAGHAT
POWER PROJECT
BPDB has undertaken a 300 Mw Combined Cycle Power Generation Project
under Meghnaghat Power Company at Sonargaon, Narayanganj. The Power to
be Generated by the proposed Meghnaghat Power Project will be transmitted
either at Haripur or at Rampura 230 kV S/S through new transmission line(s)
and will accordingly feed into the DESA electrical network. (Refer to recently
concluded Power System Master Plan, funded by an ADB Technical
Assistance grant).
Although distribution planning was not in the scope of the PSMP report, the
proposed lines and substations had been mentioned in phases as part of the
least cost expansion option.
The Executing Agency Need For Creating DESCO
Creation of Dhaka Electric Supply Company is a part of the reforms being
initiated by the Government.
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22. Due to paucity of financial resources with the Government, there is an urgent
need to induct private sector participation in the power sector. This
participation will not be forthcoming unless the financial inflow to the sector
enables the sector to earn a positive return. Since cash inflows to the sector
come only from distribution agencies. There is an urgent need to improve their
efficiencies, if private sector investments are to be attracted in any part of the
power system. The Dhaka area is the largest single distribution territory
consuming about 50 percent of the total electricity sold in Bangladesh. DESA,
which is the distribution agency for the Dhaka area has a poor performance
record with respect to system losses and accounts receivables. Although the
performance has improved considerable since 1992 on account of intensive
monitoring, there is a limit to the gains that can be made and it is felt that
further progress can be achieved on a sustainable basis only if there is a
change in the business environment, both external and internal to the
organization, which will enable introduction of more sophisticated control and
management systems, and also organizational accountability.
The new company (DESCO) is being created as a public sector company,
incorporated under the Companies Act 1994 as a subsidiary of DESA.
However, in the future, shares of the company will be offered to the private
sector, other power sector entities and the general public to make the DESCO's
management more responsive to its consumers.
Structure Of The DESCO
DESCO incorporated under the Companies Act 1994 with its own
Memorandum and Articles of Association. The company as a whole owned by
Government of Bangladesh and DESA representing government by acquiring
100% shares. DESCO managed by a part time Board of Directors appointed
by its shareholders, they are responsible for policy decisions. The Board of
Directors appointed managing Director and two full time Directors and they
were also members of the Board Directors after appointment. The
organizational of the company is as follows:
The Chairman DESA being the Board of Directors on his nominee till
such time DESA owns the majority of the shares in DESCO.
The Managing Director acts as the Chief Executive Officer of the
company and responsible for overall management of the company.
The Director (Technical) responsible for development planning supply
demand management and operation and maintenance of the system.
The Director (Finance) responsible for all financial matters and
commercial operations of the company.
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23. Start Up to The DESCO
DESCO was constituted to provide uninterrupted & stable power supply,
better consumer service, improve system loss & C.!. ratio and accordingly
DESCO starting its operational activity since September 24, 1998 by taking
over of Mirpur area from DESA. Following are the initial activity of DESCO
which includes:
(1) Operation & Maintenance of Sub-Stations & Lines;
(2) Commercial functions i.e. billing, consumer accounting, disconnection &
re-connection of consumers, testing & installation of consumer meters etc.;
and
(3) Planning, Design and installation of Sub-stations & lines etc.
The service territory of DESCO is as follows where the above services
provided:
1st Phase:
Mirpur area bounded by Rokeya Sarani and low lying area in between Mirpur
and Cantonment in the East, Agargaon road in the South, Mirpur Road and
Turag river in the West and low lying areas in the North. The proposed area is
shown in the enclosed map. The area covered under the 151 phase was taken
over by DESCO on September 24, 1998 from DESA.
2nd Phase:
Gulshan Circle including Mirpur Area bounded by Balu River in the east,
Turag River in the west and Turag and Balu River in the Nort and Mirpur
Road, Agargaon Road, Rokeya Sarani, Progoti Sarani, New Airport Road,
Maymenshing Road, Mohakhali Jeel, Rampura Jheel connected with Balu
River in the South (Map enclosed). The additional area covered under the 2nd
phase was taken over by DESCO on April 09, 2003 from DESA.
DESCO recruited its employees through open advertisement. The qualification
and experience requirement were fix up according to the requirement for
performing their duties and responsibilities against the respective post. Mainly
those who have sufficient experience in the field of utility organization are
selected on a merit basis. They were employed on long-term contracted basis
under the DESCO's service rules approved by its Board of Directors.
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24. Project Financing
It is suggested that DESCO initially be financed on a debt equity ratio of
50:50. This conservative leveraging has been suggested since DESCO being a
new organization handling a fairly complex project in a not-so-successful area
in the power sector. Hence investor confidence is likely to be low. However,
as DESCO demonstrates its capabilities in project execution and operations,
this confidence level will increase and then the leveraging of capital may be
made less conservative. The Government provided the first infusion of equity
of DESA in DESCO from its Annual Development Budget 1996-97.
Out of the total Project cost of Taka 126.06 crores, the foreign exchange
portion amounts to Taka 80.60 crores (65%) and the local cost portion Taka
45.45 crores (35%). The Asian Development Bank financed under the Loan
No. 1505-BAN (SF): Ninth Power Project (DESCO Component for Mirpur
area) in first phase and under the Loan No. 1731-BAN (OCR) they were again
financed for Dhaka Power System Upgrade Project: Tenth Power Project Loan
for Gulshan area. Local costs, which would constitute about 30% (thirty
percent) of the total project cost will be met from the equity part of DESCQ's
finances. Arrangement will be made for arranging funding for remaining part
of the project from other donors.
Principle Of Tariff Setting
Being a commercial organization, DESCO will have to charge for electricity it
distributes on a "cost plus performance based return" principle to cover its
capital costs, operation costs as well as to target a post tax return of 15 percent
on its equity. It is therefore proposed that, till the recommendations of the
tariff study to be conducted with world Bank financing are available, DESCO
charge a " cost - plus-fixed- return" tariff from its consumers.
Calculation of DESCO's tariff during 1997-2001 will be based on the
estimated costs of the assets initially to be transferred to it by DESA, the Ninth
Power Project cost and any other doners share However, these calculations,
will be for illustrative purposes only and the actual tariffs will be based on the
costs actually incurred and the foreign exchange value of the Taka as
computed each year.
RATIONALIZATION OF DESA &DESCO'S BOUNDARIES
The present boundary of DESA were defined vide Gazette Notification,
Saturday June 23, 1990 (Act No. 36, 1990) as " Act for creation of Dhaka
Electric Supply Authority". DESA's service boundaries are "Greater Dhaka
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25. Area" which means all the municipal areas and industrial areas and any
adjacent areas declared by the Government through gazette notification of the
districts of Dhaka, Narayanganj, Munshiganj, Manikgonj, Gazipur and
Narshindi.
Thus DESA areas also include the rural areas of Greater Dhaka Districts and
the pockets within the distribution areas of the PBSs such as Savar, Narsingdi,
Manikgonj, Gazipur, Kaliganj etc. The servicing of the rural areas and isolated
urban pockets is considerably affecting the performance of DESA both from a
system loss point of view and from the view of operational expenses and
service quality. Servicing areas which are separated from the city by natural
barriers such as the Burigonga, Turag, Balu, Sitalakhya and Dhaleshawari
river also increases the cost and decreases service quality.
Apart form affecting the performance of DESA, the present boundaries also
prevent adjacent PBS's to plan and develop their systems in an integrated
manner, thereby taking advantage of better load mix, consumption density etc.
The isolated pockets are forcing DESA and the PBS's to duplicate supply
arrangements that could otherwise have been unified and economized, thereby
leading to avoidable loss to the country.
In order to overcome the above problems, it is proposed that DESA/DESCO's
boundaries to be rationalized to include only the contiguous metropolitan area
bounded by Buriganga, Dhaleswari, Turag, Balu and Sitalakhya rivers (See
attached map). The rationalization plan and the implications thereof and have
been discussed with the Asian Development Bank (ADB), the possibility of
funding the rehabilitation of the distribution network handed over the PBS's.
ADB has supported rationalization of the service area of DESA and limited
expansion shall be submitted as a separate Project, Proforma by the REB. The
assets in the areas to be handed over by DESA shall be valued as has been
done in the past for such assets transferred by DESA and BPDB to the PBS's.
1. The East Pakistan Water and Power Development Authority Ordinance,
1959.
2. Presidential Ordinance of 1972 creating the Bangladesh Power
Development Board
2.1 Vision: To be an enabler of economic development and social progress by
providing safe, reliable and sustainable electricity.
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26. 2.2 Mission: Bringing comfort to customers, supporting business and
commerce and building strong communities. Achieving and maintaining the
highest degree of efficiency, reliability and responsiveness for variety of
customers.
2.3 Corporate principle: We will achieve our vision through our core
Safety: Placing the safety of our communities, customers and employees first;
Customer Focus: Providing superior service to help customers more
effectively manage their use of electricity;
Operational Excellence: Incorporating continuous improvement to deliver
safe and dependable electricity at affordable prices;
Performance Driven Culture: Fostering a strong values and performance
based culture designed to attract, develop and retain best talents.
Name of divisional control centers
Name of zone Name of control center
Mirpur Mirpur Control (Kafrul)
Agargaon Control
Uttara Uttara Control
Tongi Control
Gulshan Gulshan Control
Baridhara Control
Name of zone Name of S&D division(16 nos)
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27. Gulshan Badda, Baridhara, Joarshahara, Gulshan
Mirpur Agargaon, Kafrul, Monipur, Pallabi, Rupnagar, Shah Ali
Uttara Dakshinkhan, Tongi (East), Tongi (West), Uttara (East),
Uttara (West), Uttarkhan
2.4 Organogram of DESCO:
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29. 3.0 Job Part
Performance management is an ongoing process that provides feedback,
accountability, and documentation for performance outcomes to ensure that
employees, teams, and departments are meeting strategic organizational goals.
Performance management is that step further from a simple annual review. It
requires both employee and manager buy in to be effective. An effective
performance management practice ensures that an employee receives regular,
valuable feedback to assist in the pursuit of furthering career goals and
supporting the organization.
3.1 Purposes of performance management system.
Performance management systems(PMS) have three main purposes:
1. Two-way feedback – performance measures mutually set between
employee and employer.
2. Development – identify areas in which employees have deficiencies or
weaknesses.
3. Documentation - to meet legal requirements.
3.2 Performance Management Systems (PMS) of DESCO
In Dhaka Electric Supply Company (DESCO) has Performance Management
Systems to evaluate its employee. But actually it is not Performance
management rather than it is Performance Appraisal. But this Performance
Appraisal also has not done as per modern HRM guidelines. In DESCO the
system of Performance Appraisal is called ACR(annual Confidential Reports).
However in ACR Employee have not marked as per his/her performance.
During given ACR marking previous years marks are consider to given marks.
ACR marking also influence by nepotism, Central tendency error, Halo error,
Horn error etc.
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30. In DESCO for Performance Appraisal of Employee and Officer following
ACR forms have been used:
DHAKA ELECTRIC SUPPLY COMPANY LIMITED (DESCO)
OFFICERS’ PERFORMANCE EVALUATION REPORT
Period: ..................................... to ..........................................
Name of Employee & ID :
Designation :
Date of First Joining :
Division/Office :
Date of appointment in the current position :
Sl.
No.
Particulars
EVALUATION
SignatureExcellent
Very
good
Good Average Below Average
Mark
Distribution
5 4 3.5 3 2.5
1 Discipline
2 Intelligence
3 Enthusiasm &
Initiatives
4 Personality
5 Punctuality
6 Dependability
7 Sense of
Responsibility
8 Promptness in
taking Action
& carry out
orders
9 Security
Consciousness
Sl.
No.
Particulars EVALUATION
Signature
Sl.
No.
Particulars EVALUATION
Signature
10 Public
relations skill
11 Conceptual
skill
12 Quality of
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31. work
13 Quantity of
work done
14 Supervising &
Leadership
ability
15 Interpersonal
skill
16 Ability to
make
decisions
17 Ability to
execute orders
18 Eagerness &
Competence
to train
subordinate
19 Expression
ability
(written)
20 Expression
ability
(verbal)
Total Marks
Overall Evaluation :
(Fill up the appropriate row with signature and cross the rest).
Evaluation Signature
A) Excellent (95-100)
B) Very good (80-94)
C) Good (70-79)
D) Average (60-69)
E) Below Average (50-59)
DHAKA ELECTRIC SUPPLY COMPANY LIMITED (DESCO)
STAFF PERFORMANCE EVALUATION REPORT
Period: .................................. to .......................................
Name of Employee & ID :
Designation :
Date of First Joining :
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32. Division/Office :
Date of appointment in the current position :
Sl.
No.
Particulars
EVALUATION
Signature
Excellent
Ver
y
good
Good
Averag
e
Below
Averag
e
Mark Distribution 10 8 7 6 5
1 Discipline
2 Trade skill
3 Cooperation &
Intelligence
4 Expression ability
(both written &
verbal )
5 Punctuality
6 Enthusiasm &
Diligence
7 Sense of
Responsibility
8 Promptness in taking
Action & carry out
orders
9 Health/Physique
10 Quality & Quantity of
work
Total Marks
Overall Evaluation :
(Fill up the appropriate row with signature and cross the rest).
Evaluation Signature
A) Excellent (95-100)
B) Very good (80-94)
C) Good (70-79)
D) Average (60-69)
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33. E) Below Average (50-59)
Comments (including evaluation grading and marks):
………………………………………………………
Signature of the Controlling Officer with seal
Comments (including evaluation grading and marks):
…………………………………………………………………..
Signature of the Recommending Officer with seal
Comments (including evaluation grading and marks):
……………………………….............
Signature of the Approving Authority with seal
Note:
1. Controlling Officer will put signature marking ( √ ) sign on the
specified evaluation column.
2. Annual increment will not be payable if the total marks fall below 60.
In case of promotion, average marks for the past 3 (three) years must
be 80 or above.
3. Employment Contract can not be renewed if the total marks attained in
Performance Evaluation fall below 60 during major part of the
incumbent’s contractual periods’.
4. Performance evaluation report must be prepared & submitted for
every Calendar Year. Performance Evaluation Report for a period of
less than 3 (three) months in a Calendar Year is not required.
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35. Chapter-05
Recommendation/Suggestion for DESCO:
1. Link performance management to projects and goals that support
the strategic plan and KPI of DESCO. Too often, mundane issues
such as timeliness, attendance, and attire appear on reviews. Instead,
the reviews should focus on outcomes (actual project results) or
competencies (skills and behaviors such as internal and external
customer service, strategic thinking, resilience in the face of change,
etc.). Anything less truly is a waste of time.
2. Define the rating scale or scoring system. If performance is rated on
a scale (e.g., 1 to 5) without a specific definition of each level,
disagreements will never end. On the other hand, if the review form
defines level 3 as “Meets Expectations,” where the “employee displays
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36. solid performance that consistently meets expectations and position
requirements,” it offers more clarity.
3. Develop a performance evaluation form that makes sense for the
position reviewed. An administrative professional has completely
different requirements on the job than a sales representative or an
executive. Most organizations have separate evaluation forms for
administrative staff, non-management staff, management staff, sales
staff, and executive staff. For these organizations, the outcome is an
easier, more targeted review process.
4. Make self-review part of the process for everyone. Employees may
provide vital project or competency achievement examples unknown to
the manager, and this insight can be helpful as the manager prepares
for the review. A self-review also provides discussion content for new
expectations and definitions of quality, timeliness, etc.
5. Require both employees and managers to provide examples that
support their ratings: When employees self-rate, they need to provide
metrics or reasoning to support the rating. Similarly, the manager
needs to offer examples of the behaviors and achievements that
warrant a specific rating.
6. Consider a multi-rater process. Sometimes the manager providing
the reviews has the least amount of contact with, and is the least
affected by, the employee’s day-to-day performance. In these cases,
the manager should solicit input from customers (internal and
external), peers, and any direct reports that the employee has.
7. Provide training for managers and employees. Both employees and
managers need to understand the performance management process
(e.g., the schedule, scoring system, technology used, and connection to
compensation and career advancement). Managers also need to be
trained on how to conduct effective reviews (e.g., how to give
meaningful feedback and have difficult conversations)
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37. 8. Include a development plan. Every employee needs continual
learning, and the performance review is a good place to spell out the
details. Managers should focus on a few skills (no more than three)
that the employee needs to develop and then discuss and document
these during the review meeting.
9. 9.Have draft reviews approved by the next level of management
and/or human resources. Some managers are easy graders (often with
“favorites” who inconsistently deliver results but consistently get a
raise every year). Other managers are hard graders (believing that they
hired superstars who should provide superhuman performance in order
to get a “Meets Expectations” rating). These differences in approach
can contribute to low engagement and high turnover. To level things
out, another party should review the managers’ work and ensure
consistency across the board.
10. 10.Set review dates in advance. No manager or employee wants to
find out December 1 that reviews are due December 24. HR should
provide the performance review process schedule early in the year (and
send regular reminders for key steps) so that both employees and
managers can prepare and keep performance management top of mind.
REFERENCES--------------------
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39. 6.0 Conclusion
Electricity is a constantly developing technology and to be consistent with this
development DESCO has two separate division for Development & Project
and Planning & Design. A project is typically managed by the project division
in the five following steps:
i. Identification of need and development of the concept.
ii. Analysis of the options and approval.
iii. Implementation.
iv. Evaluation.
v. Future plans.
DESCO has completed a study to ascertain load demand and consumer growth
in the area up to the year 2030 with 5 years phasing. The report shows that the
load demand of DESCO will increase to 1,129 MVA by the year 2015, to
1,910 MVA by the year 2020, to 3,489 MVA by the year 2025 and to
6,288 MVA by the year 2030. Accordingly, DESCO has prepared a plan to
cater this increasing load demand. For this purpose, 117 new 33/11 kV
substations and 28 new 132/33 kV grid substations will be required along with
upgrades of some existing substations. Presently a number of projects are in an
implementation stage under the "Sustainable Power Sector Development
Program" (SPSDP) and on turnkey basis by DESCO's own fund.[1]
In
partnership with others, the Planning & Design division supports to plan and
implement these projects in a disciplined way. Also introducing-
Prepaid card/Smart pre-payment metering system
Implement the GIS
SIP for system interruption notification
Implement SCADA
Under Ground Grid/Feeder
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