1. Background
Indian electricity act 1910
Goi anacted the electric supply act1948
1956 policy resolution
Central electricity authority formed
2. Progress
Installed capacity 1363 in1947 to 85919mw in 1997
On 2001 its was 99000 mw
No. of consumer increased by 59 times
Consumption of power increased by 29times
3. Reasons behind the failure
Lack of commercial oriented and conflicting
objective
High transmission and distribution loss
Unmanagerial size and monolithic structure
Unrealistic pricing policy
Poor billing and collection process
Bad quality of service and lack of spare
Overstaff, low skill labor and lack of training
4. Reform process
In Dec. 1991
Reduce reliance on government and rise recourse
from private source for generation, distribution and
transmission.
Make power available at reasonable cost.
Ensure stable and good quality power supply.
5. Orissa state electricity board
1961
Responsible for power sector development
Distribute from its own station or purchased from
other station.
6. Performance of OSBE
Large transmission and distribution losses was made
in annual administrative report of GRIDCO which
listed such as 49%.
considerable Power deficit.
Most of the area billing was done based on the
average consumption or on load factor resulted low
collection.
Lack of appropriate controls and poor accounting of
sale revenue.
7. Cont..
Theft of power.
HRM was much below to expected.
Service benefits and service condition were regulated
and guided as per principles and policies of the GOO.
HR department run by engineers.
Training considered as a cost rather than investment
8. Orissa power sector reform programmed
The OSBE was restructured by separating
generation, transmission and distribution into
service to be provided by different companies.
Thermal generation and distribution was privatized,
and private sector participation invited in hydro
generation and in the grid corporation of orissa.
New power generation was procured through
competitive bidding.
9. Cont..
An autonomous power sector regulatory commission
was developed.
Electricity tariffs at the bulk power, transmission,
and retail levels were reformed.
10. Grid corporation of orissa
Restructuring started in 1995.
OSBE was vests separate entity called orissa hydro
power corporation and transmission and distribution
assets were vested in GRIDCO
In 1996 GRIDCO started functioning.
To facilitate orissa was divided into four geographic
distribution zones.
11. Effect of the reform process on HR
OSEB had 35450 staff of whom about 5000 went to
OHPC and rest 30450 to GRIDCO.
IN 1997 report indicate that about 2800 excess staff.
Immediate reduction in staff would de disruptive to
restructuring process
12. Cont..
It was also pointed out to them that manpower could
be rationalised
o Norma attrition
o Retraining and redeployment
o Introduction an early voluntary retirement scheme
o Retiring employees over 50 yr
13. Main problem occur
The office who were working with the OSEB before
restructured were mostly government employee.
