A SUMMER INTERNSHIP PROGRAM REPORT

On

“GROWTH DEVELOPMENT OF POWER SECTOR IN INDIA”

SUBMITTED TO

MAEER’S

MIT SCHOOL OF TELECOM MANAGEMENT

BY

SUMIT BHATT
PRN : 092073
Batch : 2009-2011

IN PARTIAL FULFILLMENT OF

POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)

(Marketing)
2009-2011
 MAEER’S MIT SCHOOL OF TELECOM MANAGEMENT
STUDIES

(MITSOT), PUNE

DECLARATION

I, Mr. Sumit Bhatt hereby declare that this SIP report is the record of authentic
work carried out by me during the period from 12th May to 3rd July and has not
been submitted earlier to any University or Institute for the award of any
degree / diploma etc.

SUMITBHATT

Date :23-07-2010
 Institute Letter Head

Certificate

This is to certify that Mr. / Ms. _________________________ of MIT PUNE’s,

MIT SCHOOL OF TELECOM MANAGEMENT (MITSOT) has successfully
completed the SIP work titled ______________________ in partial fulfillment
of requirement for the completion of PGDM course as prescribed by the
MITSOT.

This SIP report is the record of authentic work carried out by him / her during
the period from ________ to ___________. He / She has worked under my
guidance.

Name : Dr. Milin Pande

SIP Guide (Institute) Director

(MITSOT)

Date :-
 PREFACE

As an integral part of the curriculum I, student of MBA, need to get exposed to the marketing
& finance to get a better understanding of current business scenario by way of undergoing
practical training.

I consider myself fortunate enough that I had an opportunity to join ANCHOR and undergo
training at ANCHOR electrical.

A progressive and forward-looking organization strives for the improvement of the system
and procedure so as to improve the organizational effectiveness. Anchor is one of the largest
manufacturer in the world for Electrical Switches and Accessories, making over 1 Million
switches and components everyday.
Anchor manufacturers over 3000 products under 20 major product groups and caters to core
section of the Indian economy viz. Electrical and Electronics Industry.

The manufacturing facilities spread over 1.5 million square feet at multiple locations across
India such as Daman, Kutch, Haridwar and have the most modern equipment procured from
leading manufacturers around the world.
 TABLE OF CONTENT

SR.NO NAME OF CHAPTER PAGE NO

1) ACKNOWLEDGENT
2) EXECUTIVE SUMMARY
3) INRODUCTION
4) ANCHOR ELECTRICALS
5) MISSION & VISION
6) PRODUCT PROFILE
7) GROWTH DEVELOPMENT OF POWER SECTOR IN INDIA.
8) REVIEW OF LITERATURE

9) RESEARCH METHODOLOGY

10) ANALYSIS & RESULT

11) RECOMMENDATIONS & CONCLUSION

12) BIBLIOGRAPHY
 Acknowledgement

I gratefully acknowledge the guidance & support provided by my project guide

MR.VAIBHAV,throughout the development of my project.i am also very thankful to
prof.jadhav for his guidance,support,feedback & timely response to any query.

I also wish to thank Dr.Milind Pande for his support.I am very thankful to the distributors of
the anchor electrical india ltd fortheir guidance & valuable suggestions.i am also very
thankful for the retailers for their support & cooperation.i am thankful to my batch mate for
providing constant encouragement,support & valuable suggestions during the development of
the project.

SUMIT BHATT

EXECUTIVE SUMMARY
Anchor is one of the largest manufacturer in the world for Electrical Switches and
Accessories, making over 1 Million switches and components everyday.
Anchor manufacturers over 3000 products under 20 major product groups and caters to core
section of the Indian economy viz. Electrical and Electronics Industry.

The manufacturing facilities spread over 1.5 million square feet at multiple locations across
India such as Daman, Kutch, Haridwar and have the most modern equipment procured from
leading manufacturers around the world.

My study focused on the potential of lighting productin the hardware store;identify the
hardware stores who are interested in selling the lightning products and also to find out the
electrical storesbnot selling the anchor switches.

The location for my study was limited to baroda.Ihave conducted various market of
barodha.the duration of my project was from 12 may to 3 july 2010.

During my project I surveyed various stores to know their views & objections in selling
lighting products in hardware stores.

The retailers not interested in selling lighting products have given some reasons for their
reply,like,different line,lack of spaces,risk of the breaking.

During the project I found the anchor is very well known in the market.brand awareness of
anchor is very high among the retailers & final customers.

The retailers should be educated that electrical product can also be sold on hardware
stores.anchor should design the layout of their shop in such a manner so that their problem of
lack of spaces & risk of breaking can be taken care of.

Introduction
  Established in 1963.

 Pioneer & Brand leader in Electrical Accessories.

 1st to get ISI certification.

 Widest range to suit every type of project economy, medium and state of the art
'ROMA' Modular range.

 Strong Nation-wide network of 15,000 dealers to ensure ready availability and render
after sales service.

 Diversification : MCBS, PVC insulated wires, Fans, Tube-lights & bulbs, Lighting
and Luminaries, Appliances, e.t.c..

 Innovative out-look, Solid R&D set up.

With over thirty years of tradition in the field. Anchor name is inextricably woven into the
fables of India. From a simple rural dweller in a newly electrified village to a modern urban
resistant in a blistering metro. Anchor offers a wide range of choice to them all: at affordable
price. In fact value-based products to suit diversed installation needs.

In diversed places like modern flats, villas, bungalows, offices, hotels, hospitals, airports,
laboratories, auditoria, sports complexes, commercial premises, cultural centres and industrial
factories. By fusing formidable engineering skills with innovative talents, harnessing men
and materials to build products of value. No wonder leading architects, interior decorators
and electrical contractors relay on the Anchor products for their diverse needs.

Situated at various places all over in India comprising of various manufacturing plants
sprawling over many acres of land. Anchor is humming with men, machines, methods and
materials to turn out high quality products. With value anchored in vision to improve quality
of life.

Manufacturer Exporters of Switchgears, Digital Panel Meters, Distribution Board, Industrial

Cables, Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable
Accessories, Industrial Lights, Ac Brake, Contactor, Cable Lugs, Analog Timer, Digital PID
Controller, Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.

Merchant Exporters of Switchgears, Digital Panel Meters, Distribution Board, Industrial

Cables, Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable
Accessories, Industrial Lights, Ac Brake, Contactor, Cable Lugs, Analog Timer, Digital PID
Controller, Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.

Suppliers of Switchgears, Digital Panel Meters, Distribution Board, Industrial Cables,

Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable Accessories,
Industrial Lights, AC Brake, Contactor, Cable Lugs, Analog Timer, Digital PID Controller,
Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.

Electronics & Electrical : Cables & Connectors » Cables & Connectors » Cables &
Connectors » Electrical Components » Power Distribution Equipment

Industrial Supplies : Measuring Instruments & Equipment » Measuring Instruments &

Equipment » Measuring Instruments & Equipment » Measuring Instruments & Equipment »
Measuring Instruments & Equipment » Gears » Measuring Instruments & Equipment

Industrial Supplies : Hand Tools

Switchgears

Limit Switch

Air Circuit Breaker

Aluminum Cables
 Mission &Vision

The world is changing all around us. To continue to thrive as a business

over the next ten years and beyond, we must look ahead, understand the
trends and forces that will shape our business in the future and move
swiftly to prepare for what's to come.

Our vision serves as the framework for our Roadmap and guides every
aspect of our business by describing what we need to accomplish in order
to continue achieving sustainable, quality growth.

Anchor Marketing is dedicated to providing the company with results-

oriented advertising, public relations, and total marketing support. We are
committed to providing products and services that benefit the company
 Product profile

Anchor is one of the largest manufacturer in the world for electrical switches and accessories,
making over 1 Million switches and components every day.

Our ma nufacturing facilities spread over 1.5 million square feet at multiple locations across
India such as Daman, Kutch and Haridwar.

In the Switches and Accessories market, Anchor produces numerous products and brands
which cover most of the houses across and around India.

Anchor electricals pvt. Ltd. offers Anchor switches.

Anchor ave is a joint venture between anchor electricals.This venture brings the exclusive
range of ave switches and wiring devices to india.

The range of accessories is designed by some of the world's leading designers and can be
seen in the finest mansions across the world.

From the use of engineering plastics to the first ax rated switch to wireless accessories to
home automation systems, ave has been in the forefront of technology since then
 “GROWTH DEVELOPMENT OF POWER SECTOR IN INDIA”

Capacity Building Key to Power Sector Reforms

The power sector is possibly the single biggest catalyst for inclusive growth whether it is in
urban India or rural India, with most people agreeing that it is a necessity not just for
economic growth but also for social development. There is a strong linkage between per
capita income and per capita power consumption and if a country’s power industry is weak,
its economy limps along. Reforms had so far eluded the country’s power sector and that there
was urgent need to address the issues plaguing the sector if the government was to achieve its
goal of inclusive growth for all. A common thread that emerged at the visioning roundtable,
organised in New Delhi recently by Skoch, was that there was a need for a paradigm shift in
how we look at electricity management in the country-in terms of both supply-side and
demand-side management. All stakeholders agreed that a major challenge the country’s
power sector faces was the need for capacity building-for the industry, it means
understanding what the government needs while for the government, it means putting in
place the right manpower base and technology.

Initiating the discussion, Sameer Kochhar, Chief Editor and CEO, Skoch, said that the
country’s power sector is undergoing a rapid change, with IT-enablement becoming key to
all reforms being implemented in the sector. He highlighted how the Rajiv Gandhi Grameen
Vidyukteekaran Yojana (RGGVY) was seeking to bridge the ‘power’ divide between urban
and rural India even as the restructured Accelerated Power Development and Reform
Programme (R-APDRP) scheme seeks to address core power distribution issues. “Issues of
concern, however, remain with respect to the manpower, both technical and contractual,
needed to implement such programmes as also the huge capital investment required to ensure
electricity for all,” he said.
Pointing out that power utilities would have to upscale capacity-building quickly if electricity
was to be made available in every nook and corner, former Power Secretary Anil Razdan
explained how the progress of the RGGVY scheme had been hindered by the shortage of
skilled contractors and technical personnel, especially in the interiors of the country. “There
is going to be a tremendous need for technically qualified personnel, the right advisers, and
we also have to build the capacities of the existing employees, and here the industry must be
prepared for a greater role. This is especially true because programmes like the R-APDRP
cannot be limited to the urban areas only. We cannot have two Indias-one India which is
technologically so highly advanced where the whole area is networked into an intelligent,
smart grid and one where the consumer is still dependent on the local linesman.”

Emphasising that like the telecom revolution in the country, reforms in the power sector too
are being led by technology, Razdan said that it was a positive opportunity for greater
investment in the sector, “but one that was of volumes and not single transactions. India’s
power sector is today ripe for investment, with our per capita consumption of power being
only about 120th of what the best of countries have. The R-APDRP project itself is multi-
billion rupee opportunity for the country’s IT industry.”

Taking up the issue from the perspective of the States, Kerala’s Principal Secretary (Power),
Lakshman Radhakrishnan, conceded that reforms were long overdue in the power sector, but
pointed out that these programmes were under-funded. Also, there was the need to include
the whole state in projects like the R-APDRP as this would ensure that the benefits percolate
to all at the same time. For this purpose, he urged the states to provide more resources for the
project so as to widen its impact.

Pointing out that unlike the rest of the country the rural-urban continuum in Kerala was very
different, with a village being spread over a much larger area than is the case elsewhere, P V
Unnikrishnan, Member, Kerala State Planning Board, said the reforms programme must
address this issue. He also raised the issue of a public utility working in synergy with the
industry, saying this called for a major change in mindsets and attitude.
Echoing similar concerns, M B Vashishta, Director (Operations), Dakshini Haryana Bijilee
Vitharan Nigam (DHBVN) , said states would have look afresh at building capacities in the
power utilities as no utility can be totally dependent on third-party service providers. “Even
the line staff, lineman-all key players in the reforms programme-need to be a little IT savvy.
But power utilities countrywide have not made any major recruitment in the last 10-15 years
and the government needs to reconsider its policy in this regard.” Vashishta also raised the
issue of non-payment of dues by certain category of consumers, both due to political and
social reasons.

On his part, A K Verma, Managing Director, North Gujarat Power Distribution Company,
said that power sector reforms in Gujarat have been received well by both the consumers and
the distribution companies, specially because the state power utilities have successfully
separated the domestic and agricultural feeders. “This has ensured that both sectors get a fair
share of power with a regularity that was not possible earlier.” As regards the R-APDRP,
Verma pointed out that keeping the project to towns and cities having a population of more
than 30,000 had its limitations. On the manpower front, he said that it was important that IT
training be an ongoing process, because the staff of the power utilities did not have an IT
background and could therefore take a longer time to get customised to the new technologies.
Verma also voiced the need for creating a separate fund to boost access to power along the
lines of the universal obligation fund that had been set up for telecom companies.

Seeking additional central support for improving the power sector infrastructure in Punjab, H
S Brar, Chairman, Punjab State Electricity Board (PSEB), said that this was necessary
because demand from the rural areas was especially high in a state like Punjab. He also
pointed out that while regularity in power supply was not an issue, ensuring stability in
voltage was a major problem. For this, it was must that the state steps up investments in
setting up more sub-stations and replaces ageing transmission lines.

Agreeing that capacity building was an issue that was common to all States, but had to be
tackled differently by them, Manish Agarwal, KPMG, said that what is essential is that there
was sufficient political will to implement the reforms projects. “It is this that will ultimately
differentiate between someone who is benefited from the reforms programme and someone
who has not.” He also said that while it was true that the power sector would offer extremely
attractive rate of returns due to the reforms, it was also true this would only be possible if the
reform projects are implemented and sustained. “Raising funds for project with such high
rates of return should not be a problem, but the past performance of the power sector has
shown that the resources have not always been judiciously used.”

Changing tack, R K Verma: CMD, Madhya Pradesh Power Transmission Company, said that
while substantial investment were being made in the generation and distribution legs of the
power sector, little attention was being paid to the transmission sector. “And, if as planned
we create additional generation capacity of 78,000 MW by the end of the current plan, we
would need substantial investment in the transmission sector to be able to deliver this power
to end user. This is even as substantial investment is required for the maintenance of the
existing infrastructure.” Here, he also pointed out that involving the private sector in
transmission of power was unviable because of the failure of the distribution companies to
recover their costs from the end-consumers.

Pointing out that power is a commodity, Guljeet Kapur, Director (Technical), REC, the
implementing agency for RGGVY, said that unless a check was not introduced on the
subsidy being given to consumers, reforms in the power sector would not yield the right
results. “When our villagers are buying everything else, like kerosene, diesel and fertilisers,
why can’t they buy power? Why make subsidy a habit, specially in areas where access to
power is taking place through projects like RGGVY.” According to him, as power is a
concurrent subject, investments from the states have to also take place.

Summing up the challenges that the country’s power sector faces, Kapil Mohan, Director
(Distribution), Ministry of Power, said that the first major challenge lay in the ownership of
the reforms project. “Unless project management is not handled by the utilities themselves,
there is a big challenge. The reforms project has to be owned by the utilities’ staff, its
engineers and linemen. If that does not happen, this project may not achieve its objectives.
The mindset change, a paradigm change, will be the key success factor for the reforms to
succeed.”

According to him, there was only one focus point of R-APDRP and that was reducing AT&C
losses. This was important that while power can be generated and transmitted, the recovery
of cost only takes place at the distribution end and which was where such losses were taking
place. In its previous avtaar, APDRP, the government had defined 14 objectives. So, utilities
achieved 6 or 7 of these, which were basically ‘soft objectives’, not tackling the hard
objectives of AT&C losses. “So, this time we have only one objective, i.e., AT&C loss
reduction.”

On whether the states ready to implement the R-APDRP project, Mohan felt that while
currently they were not ready, the Centre had appointed a consultant to help prepare them.
The consultant is drafting the national training policy and capacity building exercises for
both utilities as an organisation and individuals across the country under R-APDRP. Also, he
predicted that R-APDRP would lead to the emergence of a model where there would be
dedicated companies to run the IT systems that the utilities introduce under the project.

On RGGVY, Mohan said that it targets about 80 million households, covering about 400
million population, which do not have access to electricity. Citing a UNDP study which
highlights the positive linkage between electricity consumption and the human development
index, he said “it was important that this access is provided if we have to ensure inclusive
growth. Here, it does not matter, if we get delayed a little bit or cost overruns take place; the
benefits which come out of providing electricity far outweigh the cost of the scheme.”

On the way forward, Mohan said that the R-APDRP programme was just the foundation.
“Subsequently, SCADA and distribution management system projects would be
implemented. In fact, whoever takes SCADA would have to invest in the automation of the
grid also and this integration exercise could be across the electricity chain, right up to power
generation and even with sectors like communication, leading ultimately to a smart grid. “

With the coming of Electricity Act 2003, the power sector, which was
highly regulated with lot of licensing requirements, is in the throes of a
long awaited change. The licensing requirements have been reduced, as
the generation company will be free to enter distribution business and
vice-a-versa.

 The generating capacity in India stood at 143,061 MW (1,253 bn

units). Out of this, the total generation was only about 704 bn units, due
to lack of fuel sufficiency. As a result, it has become necessary to resort
to power cuts and other regulatory measures to ration power supply.

 Currently central institutions like National Thermal Power Corporation

(NTPC) and the State Electricity Boards (SEBs) dominate the power
scene in India. India has adopted a blend of thermal, hydel and nuclear
sources with a view to increasing the availability of electricity. Thermal
plants at present account for 64% (91,907 MW) of the total power
generation, hydro-electricity plants contribute 25% (35,909 MW) and
the rest comes from nuclear and wind.

 Average transmission and distribution losses (T&D) exceed 25% of

total power generation compared to less than 15% for developing
economies. The T&D losses are due to a variety of reasons, viz.,
substantial energy sold at low voltage, sparsely distributed loads over
large rural areas, inadequate investment in distribution system,
improper billing, and high pilferage.

 Key Points

Supply Many projects have been planned but due to slow

regulatory processes, especially in the distribution
segment, the supply is far lesser than demand.
Currently, India needs to double its generation capacity
in the next 7 to 10 years to meet the potential demand.

Demand The long-term average demand growth rate is 6% to 7%

per annum and is expected to grow at faster rate in the
future.

Barriers to Barriers to entry are high, especially in the transmission

entry and distribution segments, which are largely state
monopolies. Also, entering the power generation
business requires heavy investment initially. The other
barriers are fuel linkages, payment guarantees from state
governments that buy power and retail distribution
 license.

Bargaining Not very high as government controls tariff structure.

power of However, this may change in the future.
suppliers

Bargaining Bargaining power of retail customers is low, as power is

power of in short supply. However government is a big buyer and
customers payment by government can be erratic, as has been seen
in the past.

Competition Not high currently. The Electricity Act 2003 aims to

encourage investments, thereby increasing competition.

 Financial Year
'08

 In FY08, the total power

generation figure for the
country stood at 704 bn
units as compared to 663
bn units in FY07, thus
representing a growth of
6.3% YoY. This was
largely on the back of higher capacity addition and improved plant
load factor. However, owing to sustenance in strong demand for
electricity, the shortages remained high, with the month of February
2008 recording a shortage of as high as 14.5%.

 The average PLF in the Central Public Sector Undertakings in FY08

was much higher than that achieved by the SEBs as a whole. Wide
inter-state variations are noticed in the average PLF of thermal power
plants with southern and northern zones having better performances.

 As far as T&D segments of the sector are concerned, there was little
that actually happened in FY08. The country continues to reel under
the pressure of higher T&D losses and with the government running
very slow with the reforms in these segments, the long-term
sustainable growth of the sector seems doubtful.

 Prospects

 Recognising that electricity is one of the key drivers for rapid

economic growth and poverty alleviation, the industry has set itself the
 target of providing access to all households in next seven years. As per
Census 2001, about 44% of the households do not have access to
electricity. Hence, meeting the target of providing universal access is a
daunting task requiring significant addition to generation capacity and
expansion of the transmission and distribution network.

 Restoration of the financial health of SEBs and improvement in their

operating performance continue to remain a critical issue in the power
sector. The Electricity Act of 2003 contains provision for securitisation
of accumulated SEB dues.

 On overall basis, power distribution has been loss-making business in

India. But with the privatization coming in, the investment in
transmission and distribution networking is expected to improve.
Distribution business has already been privatized in Delhi and a five
years target has been set to bring down its T&D losses from 52% to
31%. Following Delhi's example, many states like Uttar Pradesh,
Gujarat and Maharashtra are looking at corporatising their distribution
circles.

 Trading in electricity has

brought a sea change in
the structure of the
industry because some
parts of country are
power surplus and some
are deficient. Power
trading company buys power from surplus area and sells it in deficit
area using and transfers power through transmission lines. While the
potential for power trading is huge, the regulator has to play a key role
in removing all discrepancies that occur in terms of electricity pricing
across trading regions.

Indian Power Sector

• Power in Concurrent List.
• Both Central and State can legislate - Central law prevails in the
event of conflicting provisions.
• Power Sector in States - vertically integrated State Electricity
Boards.
• Central Public Sector Undertakings - Own 25% of the capacity
GROWTH OF THE INDIAN POWER SECTOR
•Generating capacity has grown manifold from 1712 MW in 1950
to more than 1,04,000 MW today.
•The growth in the transmission lines has been from 2708 ckm in 1950
to more than 200,000 ckm today.
•About 80% of 5,80,000 villages have been electrified. Balance to
be electrified by 2007.
•60% household have access to Electricity. Balance to be
completed by 2012.

Strengths of the Indian Power Sector

•Well established and vast Transmission and Distribution
network.
•Private investment possible in Generation, Transmission and
Distribution.
•Highly qualified Engineering and Technical personnel.
•Availability of highly trained I.T., managerial and financial
personnel.
•Regulatory mechanism for tariff setting established.
•Independent judiciary with well established legal system

Major problems facing power sector

• Deteriorating financial health.
–Gap between unit cost of supply and revenue 92 paise
in 2000-01.
–SEB annual losses (without subsidy) up from Rs 45
billion in 1992-93 to Rs 205 billion in 2000-01.
• Persisting shortages
–Peak shortage –13%
–Energy shortage –7%
–Poor quality of supply- low voltage, grid instability

Reforms - so far
• Automatic approval for foreign equity : no upper limit.
• Relaxation of 40% cap for debt exposure to FIs.
• Power to approve schemes decentralised.
• Requirement of Techno-economic Clearance decentralised.
• Hydro Policy to augment addition of hydro capacity
• Revised norms with specific delegations to State Government
in environment clearance to power projects

CERC established and functional

• 9 States have passed reform law.

• 7 States have unbundled State Electricity Boards.

• 21 States have constituted State Electricity Regulatory
Commissions.
• 12 State Electricity Regulatory Commissions have issued
tariff orders.

Privatisation of distribution
• Private distribution stable and successful in Mumbai,
Kolkata, Ahmedabad and Surat.
• Distribution privatisation undertaken in Orissa in 1999.
– Problems due to under assessment of T&D losses in the absence of
metering and fall in industrial demand.
• Privatisation planned in Delhi, AP, Karnataka and
Rajasthan.
• Need to generate investors’ interest. More players needed
Strategy
• Power sector reforms – focus on distribution. Chief Ministers’
Conference resolution of 3rd March, 2001
– Commercially viable distribution necessary for sustainable
investment in
generation and transmission.
– Full metering of all consumers.
– Energy audit at 11 KV feeders.
– Effective MIS.
– Identification and elimination of theft.
– Viability through
• Privatisation
• Handing over local distribution to Panchayats, Users’ Association,
Franchisee.
• Local profit centers with full accountability.

Distribution –Six level intervention strategy

• National level
– Policy formulation, technical guidelines and standards, APDRP
assistance.
• State level
– Tariff fixation, corporatisation, subsidies and budgetary support.
• SEB level
– Restructuring, increased accountability, development of MIS, T&D
loss
reduction.
• Distribution circle level
– Reducing outages, improving reliability.
• Feeder level
– 11 KV feeders as business units
• Consumer level
Mandatory metering. Discipline of disconnection for non-payment.
Stringent penalties for theft.
Partnership with States MOUs on Reforms
• MOUs on reforms signed with 21 States
– MOUs milestones
•11 kv metering
•Consumer metering
•Energy audit, effective MIS and control of theft.
•Tariff determination by SERCs
•Timely payment of subsidies
• Early signs of turn around visible. Cash losses reduced –Maharashtra
from Rs 27 billion to Rs 7 billion, Haryana Rs 6.3 billion to Rs.1
billion, Rajasthan Rs.17 billion to Rs 12 billion, AP Rs 15 billion to 5
billion.

Accelerated Power Development and Reform

Programme (APDRP)
• Rs 35 billion provision this year. 50% grant and 50% Central
loan. FIs to provide additional Rs 35 billion.
• 63 Distribution Circles already taken up for development as
models of excellence.
– Full metering, energy audit and MIS, control of theft.
– Increase in transformation capacity.
– Increase in HT/LT ratio. Systems analysis and
reconfiguration.
– Reduction of technical losses.
• All distribution circles to be covered in 10th Plan. MOAs to be
signed with tight milestones
Capacity addition
• 100,000 MW capacity addition requirement by 2012.
• National grid to take electricity to all regions.
• Full development of hydro-generation in the Himalayas.
Pit-head thermal generation in coal belt.
• Investment to the tune of 120 to 160 billion US$ required

Ninth Plan – capacity addition only 21,000 MW against target of

40,000 MW.

• Tenth Plan – 47,000 MW planned. Effective monitoring

mechanism in position. Better performance expected.
• Energy conservation, technical loss reduction in transmission
and distribution and better performance through renovation
and modernisation of older plants to reduce need for capacity
addition by ten to twenty thousand MW over next ten years.
• Energy Conservation Act passed. Bureau of Energy
Efficiency being created.

Public awareness and all party consensus

• CMs conference resolution called for “urgent need to
depoliticise power sector reforms and speed up their
implementation.”
• Power theft estimated to cost over Rs 20,000 crore a year.
Failure of governance.
• All party declaration on power circulated.
• Political will for reforms to come through public
awareness and public opinion. 2200 road shows held
 
 

REVIEW OF LITERATURE
Anchor is one of the largest manufacturer in the world for electrical switches and accessories.
Anchor was established more than 40 years ago with one crystal clear vision in mind; to produce
quality, and not just products. Anchor has diversified its product base over the years and today
caters to the almost all the household electrical and electronics needs. With strategic alliances and
technological collaborations with world leaders for its products, Anchor's technological strength is
today on par with the best in the world. Anchor manufactures over 3000 products under 20 major
product groups and caters to core sectors of the Indian Economy viz., Electrical and Electronics
Industry. The wide network of Anchor's employees over 7000 people, 10000 dealers and more than
300000 retail outlets enables the Company to promptly serve its customers and provide them with
suitable products, systems and services -- efficiently and at competitive prices.
In our ongoing efforts to provide clients with timely, strategic market analysis, we have
recently created the Power Reliability Equipment and Services Markets subscription that
focuses on the issues and opportunities arising out of the historic blackout that impacted
millions on August 14, 2003. This event calls for technologies that help energy suppliers
facilitate the healthy functioning of the country's transmission network. It also heightens
focus on technologies and services that help energy consumers large and small respond to
power failures.

This new research service provides in-depth market analysis of the products and services
which have become the technologies of the day for the power industry. Subscribers to this
year-long service also receive a bloc of analyst hours, which can be used for focused
customized research on related market segments and issues not addressed in planned research
deliverables.

Decades of economic planning in India following independence placed significant emphasis

on the development of the power sector. Electricity generation capacity with utilities in India
had grown from 1713 MW in December 1950 to over 124,287 MW by March 2006 (CEA,
2006a). However, per capita electricity consumption remains much lower than the world
average and even lower than some of the developing Asian economies

Investment in the sector has not been able to improve access and keep pace with the country’s
growing demand for electricity (Singh, 2006). As on March 2005, the official statistics state
that 85% of India’s 587,000 villages have been electrified. However, the recent population
census (2001) reveals that 44.2% of the households do not have access to electricity.
Consumers, who are connected to the grid, also face severe power shortages. The energy
shortage was recorded to be 7.4% (7.1%) in 2004–05 (2003–04). The peak shortage was
estimated to be 10.5% (11.2%) in 2004–05 (2003–04). The last decade of the previous
century witnessed some of the worst power supply situations to date. Peaking shortages
reached 20.49% in 1992– 93 and energy shortages reached 11.7% in 1996–97 (CEA, 2005a,
2006a). Power shortages are real and are hurting the competitiveness of the economy. Due to
the lack of a reliable grid supply, industrial units are installing generators. While about 21%
of Chinese firms and 17% of Brazilian firms own electricity generators, 61% of the Indian
firms have generators installed to cope with power shortages. Real cost of power in India is
39% higher than that in the PRC (WB / IFC, 2004).

The Sixteenth Electric Power Survey projects a capacity requirement of about 100,000 MW
for the period 2002–12 (CEA, 2001). Apart from generation capacity addition and associated
network strengthening, additional investment is required to extend the transmission and
distribution network to meet the requirement of the unserved population. A new rural
electrification scheme, Rajiv Gandhi Grameen Vidyutikaran Yojana, was introduced in April
2005. It aims to electrify all villages and provide access to all households within five years.
The Indian power sector requires an investment of Rs.9000 billion (approximately USD200
billion) at 2002–03 prices to finance generation, transmission, sub-transmission, distribution
and rural electrification projects (GOI, 2005a). IEA (2003a) estimates the total investment
requirement in the Indian power sector (for the period 2000–30), including generation,
refurbishment, transmission and distribution, to be USD665 billion. Such requirements reflect
the foreseeable economic growth in the years to come.

The poor financial status and operational efficiency of SEBs/state utilities is imposing a
heavy burden on the economic resources of the respective state governments. On the financial
side, the lack of expenditure prudence and skewed tariff structure has led to a deterioration of
the financial health of state utilities5. The gap between the average cost of supply and average
tariff increased from 50 paise/kWh in 1996–97 to 110 paise/kWh in 2001–02. The number of
subsidized categories, assisted by the growing network and rural electrification drive,
increased. However, an increasing number of consumers, including industrial and
commercial consumers have acquired captive power generation capacities that provide better
economy, quality and reliability. Poor operational and technical efficiency, along with the
above factors, has resulted in ballooning financial losses in the sector. The commercial losses
of SEBs (before subsidy) during 2001–02 were estimated to be Rs.331.77 billion as
compared to Rs.113.05 billion during 1996–97. After including the subsidy payable by state
governments, the above figures are Rs.248.37 billion and Rs.46.74 billion, respectively.

The average consumer tariff for state utilities during 2004–05 (2003–04) is estimated to be
359.39 paise (361.00 paise). After including electricity departments in the Union Territories,
this is estimated to be 276.54 paise (274.29 paise). The gap between average cost of supply
and average tariff declined from 114.83 paise/kWh in 2000– 01 to 82.85 paise/kWh in 2004–
05 (RE) 86.71 (provisional). The loss on the sale of power is expected to remain over Rs.
277.29 billion (lower than the Rs. 304.27 billion registered in 2001–02)6.

The transmission and distribution losses remain abysmally high, being over 40% in some
states. A significant proportion of this loss is of a non-technical nature, primarily due to theft
of electricity. This is further worsened by the poor payment record of customers, a situation
which keeps collection efficiency low in many states. This leads to cash flow problems for
utilities resulting in delayed payments for purchased power, coal, and rail transportation. The
SEB dues reached Rs.25,727 Cr. in Feb. 2001 (GOI, 2001). The Ahluwalia committee
recommendations led to a one-time settlement of SEB dues through their securitisation as
state bonds in favour of the debtors. A tripartite agreement was signed to ensure that such a
precarious situation would not develop in the future. In the case of the failure of a state’s
utilities to pay dues, the creditors can have recourse to the state’s plan allocations and its
share of central taxes.

A natural-monopoly-public-utility argument was used to justify government ownership of the

sector, barring some exceptions. The sector retained a legal monopoly status leading to the
development of vertically integrated state electricity boards (SEBs). Historically, however,
there were islands of private licensees in a few urban regions. The lack of competition,
accompanied by political influence and operational inefficiency, has steered the sector
towards the abyss of financial distress. Persistent political interference, even in the era of
‘independent’ regulation, has reduced hopes for a speedy recovery. A lack of project
management expertise and accountability has led to inordinate delays in planned investments
and has exasperated misgivings regarding the sector. The task of bridging the capacity
shortages through large-scale investments cannot be completely entrusted to public planning,
which has often slipped over its targets. Policymakers recognized this in the early 1990s and
opened up the sector for greater private participation. Encouraged by favourable policy
developments and the advent of independent regulation, greater private participation is
becoming visible in the sector, though not to the extent desirable.

The existing ownership structure of the generating capacity is dominated by CPSUs. Only
13.4% of the generating capacity in the country is owned by the private sector. Nearly all of
the inter-state transmission capacity is owned by the Central Transmission Utility (CTU),
Power Grid Corporation of India Ltd. (PGCIL). All intra-state transmission capacity is owned
by the respective state transmission utilities. Under a recent initiative, a joint venture between
public (PGCIL) and private (a Tata group company) investor is constructing a transmission
line, which is nearing completion. Other private investors such as Reliance Energy Ltd. have
recently applied to the CERC for transmission licensees. Apart from the privatisation of
distribution utilities in Orissa and Delhi, private distribution licensees have been operating for
decades in the urban areas like Mumbai, Kolkata (Calcutta), Surat, Ahmedabad and Noida. A
number of policy developments, as discussed in the next section, in the sector have
emphasised the increasing role for private investors and reforms of the sector to improve its
financial performance.

RESEARCH METHODOLOGY

Research methodology
During the project i need to collect the primary data as well as secondary data. I have
chosen the exploratory research design for this project which I feel is most suitable here. My
sampling units for this units for this research were Electric shop retailers who are not selling
lighting products of Anchor.

My project work can be categorized in three steps. These steps

are as follows:
 1) Construction of Questionnaire.
2) Collection of primary data.
3) Collection of secondary data.

1) Construction of Questionnaire:
I have constructed the questionnaire to enter
the data collected from the retailers. It includes the details of the retailer like Name,
Address & Phone No. It has both open ended and close ended questions.

2) Collection of Primary Date:

For collection of primary data I have chosen the
survey method . I have filled up the Questionnaire from on the basis of information
provided by the retailers.

3) Collection of Secondary Data:

As far as collection of secondary data is concerned, I

Search in net

ANALYSIS & RESULT

The leading market research firm RNCOS has come up with its latest comprehensive report
"Indian Power Sector Analysis" that focuses on the growing marketplace for power sector in
India. It thoroughly investigates the current market trends, evolving markets, and growth
prospects for the Indian power industry. It will help the client to analyze the driving forces
and leading-edge opportunities critical to the success of the power industry.

The research study analyzes the prevailing scenario in the Indian power sector along with the
existing policy and regulatory framework. It tracks the growth and performance of the Indian
power sector, the ongoing reform initiatives and offers statistical updates on power
generation, transmission and distribution, along with a rational future forecast.
Key Findings

 More than 64% of India' s total installed capacity is contributed by thermal power.
Significant jump in unit size and steam parameters will result in higher efficiencies and better
economics for the Indian power sector.
 Western region accounts for largest share (30.09%) of the installed power in India followed
by Southern region with 27.76%.
 Unbalanced growth remains the cause of concern for the Indian power sector. Only about
56% of households have access to electricity, with the rural access being 44% and urban
access about 82%.
 Southern region remains the dominant region in renewable energy source accounting for
more than 57% of the total renewable energy installed capacity.

Key Issues & Facts Analyzed

 Where does the Indian power industry stands Vis-s vis developing countries?
 What is the outlook of the Indian power industry' s transmission and distribution?
 What is the scenario of the industry at state level?
 What are driving forces and challenges being faced by industry?
 What opportunities exist in the industry?

The inhibitors to growth in power sector were many—small and big but the main roadblock
in the growth path was Government Policy, which made it difficult or rather impossible for a
private player to enter. This further aggravated the problem that Indian entrepreneurs didn’t
have enough knowledge and experience in developing power projects. To worsen the
scenario, the SEBs and other Government Agencies became financially weak to propel any
future expansion or growth in the sector. Electricity Act, 2003 was a major step in solving the
above underlying problems of the power sector. A whole new system was evolved where
private players were invited to be an active participant. The system demanded financial,
political and other infrastructural growth—with major requirement in roads and
communication. Some of the bold steps taken in the Act were moving generation and
distribution out of ‘License Raj’ regime, opening access to national grid and demolishing the
‘Single Buyer’ model. The failure of the huge federal structure and the changing global
scenario have forced Government to think of ways to revive this fundamental infrastructure
sector. Two of the avenues that government can count on for future growth of this sector is
“Midgets or Small Power Plants” and “CDM—Clean Develop

RECOMENDATION & CONCLUSION

India power sector reforms update is a joint initiative of Prayas, an Indian NGO based in Pune,
working on power sector issues for a decade and Public Services International (PSI) which is an
international trade union federation, uniting public sector workers in more than 500 trade unions
in over 140 countries. Our aim is to monitor the power sector developments in three Indian states
of Orissa, Andhra Pradesh and Uttar Pradesh. This is the third issue of the update covering four
months period from February 2002 to May 2002. First issue was a detailed historical overview up
to October 2001, while the second update covered the period from October 2001 to January 2002.
For better understanding it would be desirable if readers also read the earlier updates. These
updates, tracking developments in these states will be published every quarter. Please direct your
suggestions and comments to PSI for specific projects, partly as grant and partly as loan.
Haryana and Rajasthan. India power sector reforms update is a joint initiative of Prayas, an
Indian NGO based in Pune, working on power sector issues for a decade and Public Services
International (PSI) which is an international trade union federation, uniting public sector
workers in more than 500 trade unions in over 140 countries. Our aim is to monitor the power
sector developments in three Indian states of Orissa, Andhra Pradesh and Uttar Pradesh. This
is the third issue of the update covering four months period from February 2002 to May
2002. First issue was a detailed historical overview up to October 2001, while the second
update covered the period from October 2001 to January 2002. For better understanding it
would be desirable if readers also read the earlier updates. These updates, tracking
developments in these states will be published every quarter. Please direct your suggestions
and comments to PSI In line with the efforts of Ministry of Power (MoP) to encourage states
to undertake reforms, MoP has renamed the Accelerated Power Development Program
(APDP) as Accelerated Power Development Reform Program (APDRP). Under this program,
the MoP will provide financial assistance to states mainly to strengthen distribution in
selected circles / districts. States that agree to specific reforms related milestones would be
eligible for drawing funds under this program. In the recent budget, the central government
has doubled the outlay under this program to Rs. 35billion.

Investment Opportunities in Indian Power Sector and Cooperation with

International Energy Agency
Outline of the Presentation:
I. Strengths of Indian Economy
Investment climate in India is buoyant and various macro-economic parameter are
reflecting that pace of growth of the economy has accelerated and macro- economic fundamentals
are sound and moving towards right direction.
__India has been able to achieve an economic growth rate of 8% per annum during last
few years and is poised to achieve double digit growth rate.
__Industrial growth rate has been recorded over 9% consistently in last few years.
__ Domestic saving rates have been rising a reached over 29%.
__Inflation rate has been moderate despite the sharp hike in International oil prices.
__ The current account deficit is around 1.3% of the GDP and reflects the revival of
investment and also the impact of oil prices, but a deficit of this order is very much
financeable.
__Foreign exchange reserves are at a very comfortable label of about $170 billion.

II. Key Energy indicators: Indicator India World

Sl.No
1. TPES (Mtoe) 572.85 11223
2. TPES Per Captia (Toe) 0.53 1.77
3. TPES /GDP (PPP) 0.18 0.21
4. Electricity 457 2516
Consumption Per
Capita (kWh)
5. CO2 / TPES (Tone 1.93 2.37
CO2 /Toe)
6. CO2 Per Capita 1.02 4.18

III. Strengths of Indian Power Sector

III.1 During the period 2007-12 average economic growth rate has been projected at 9% per
annum. To sustain this economic growth power sector has also to grow by 9%.
III.2 To cater to the needs of economy growing at the average rate of 9%, providing reliable,
affordable, secure and sustainable energy, possible options include maximizing domestic
production, diversifying the fuel mix and the source of supply and maintaining sufficient
reserves. This will ensure price stability as also security of supply in the energy sector.
Fluctuations in the delivery price of the energy have cascading effect on the growth process itself.
In the long term perspective for fueling the likely installed capacity of 800 MW by 2031-32, coal
is to remain mainstay in the overall fuel mix for power generation in the country.
III.3 To revamp the Power Sector, number of path breaking initiative have been taken in the
recent past, both in terms of policy pronouncements and programmes ranging from bringing
about efficiency in generation segment through introduction of super critical technology to
penetration of commercial energy in the rural areas and consolidation of electricity delivery
system.
IV. Energy Strategy

__Full development of hydro potential. Hydro power irrespective of size, renewable source
of energy.
__Domestic coal to remain primary source. Emphasis on Super Critical Plants and Clean
Coal Technologies.
__Import of coal on moderate scale for coastal locations.
__Use of gas dependent on availability and price.
__Import of gas – LNG terminals. Gas pipelines from Western and Central Asia

Tariff Policy
__Another very important policy initiative, which was needed to be put in place to give effect to
the Electricity Act, was the Tariff Policy which was notified in January, 2006.
__This policy aims at:
__Reducing the cost of power through competitive process of capacity development.
__Operationalising Open Access in Transmission and Distribution.
__A clear-cut policy on management of subsidy and cross-subsidy encouraging
renewable energy sources of generation.
__A clear-cut direction on optimum utilization of captive plant capacity.
__In nut-shell, Tariff Policy aims at ensuring that the consumers interests are protected in
the best possible manner.

V.4 Tariff Based Competitive Bidding

__The next policy instrument put in place, is comprehensive guidelines on competitive bidding
for power project development. This was notified in January, 2005.
__The main objective of the competitive bidding guidelines is to see that the distribution
companies get electricity at best possible price and thereby consumers get electricity at
optimal tariff. This also aims at a transparent process of selection of project development.
__Similar dispensation in Transmission segment was also extended and comprehensive
guidelines were issued in May 2006.

VI. POSITIVE RESPONSES

__Growth in electricity generation during Ninth Plan was 3% per annum. During last three years
growth in electricity generation has been consistently above 5%. During April to October,
2005 growth rate recorded was 5.2%, against this during the same period in 2006-07
growth in generation has been 7.3%.
__The Plant Load Factor (PLF) is an important measure of operational efficiency of thermal
power plants. The PLF of the overall system has improved significantly .
from 64.6% in 1998-99 to 75 % now. Thus, implying a secular improvement in efficiency in
generation.
__Inter regional connectivity has been planned with hybrid system consisting of HVDC, Ultra
high voltage AC (765KV) and Extra high voltage AC (400KV) lines. The present Inter
Regional capacity is 11,500 MW and projects in hand indicate that this capacity would be
enhanced to 30,000 MW by 2012.
__There has been a revival of interest in generation following the enactment of the Electricity
Act. Provisions for open access have effectively taken care of concern of developers
regarding payment security as it enable them to find alternative consumers across India
who would be prepared to pay for the electricity in case their tariffs were competitive.
__Payment by electricity utilities whether in public / private sector to generation or transmission
companies is no longer a concern any more. In last four years 100% payment of bills is
being ensured by district utilities all over the country.
__The distribution reforms have remained the key focus area for quite some time now. A number
of measures have been taken to improve financial health of State Utilities. These
measures have shown positive results. The losses of State Utilities have come down to US
$ 4.6 billion during 2003-04 from US$ 6.2 billion in 2001-02. The gap between cost of
supply and revenue is also showing a declining trend. State Utilities have liquidated all
their past dues and are regularly paying the current dues. The creditworthiness of Indian
power sector has considerably improved.
__Electricity market in the country is buoyant. There has been quantum increase in the
investment in the power sector. At present projects aggregating over 43,000 MW with
total committed investment of above $50 Billion are under execution. Majority of them
would be commissioned in next 3 years.
__As a positive consequence of Electricity Act, capacity addition through Captive route has
picked up significantly. Recently over 4000 MW has been added through this route.
__Over 7,000 MW of IPPs have achieved financial closure after the Electricity Act came into
force and another 9,000 MW is in the pipeline.
__Reorganizing the fact that economies of scale leading to cheaper power could be secured
through large size power projects and for introducing the efficient super
 APPENDIX

Appendix1:questionnaire form

Questionnaire form

Name & address:-

Phone:-

Contact person:-

Contact no:-

Q(1)Are you selling lighting products?

[] yes []no
Q(2)if no ,why?

Remarks:

Q(3)have any company approached you?

[]yes []no

Q(4)if yes,which cos?

Q(5)Are you interested in keeping lighting products?

a)very high

b)high

c)medium

d)low

e)very low

Q(6)IF selling,which brand are you selling?

 Margin Offered(in %)

Philips

Surya

Ge

Havels

bajaj
Appendix 2: Retailer’s information form

SURVEY FORM FOR RETAILERS

NAME OF RETAILER:

PHONE NO:

DO YOU HAVE ANY PROBLEM WITH ANCHOR?

Appendix 3: Detail of Retailers Interested in Selling Philips products

Details of interested retailers :

During my entire project only 13 out of 173

hardware stores were selling lighting products and 160 were not. This shows
that the concept of lighting in hardware stores is not much popular in Pune.

Our these 160 persons 20 were interested in selling

Philips lighting product. A detail of these 20 retailers is given below:
AREA-1

1)Name: Krishna ele

Address mayor nagar

Remarks: very high level of interest in selling anchor products. Presently

decision on selling is suspended due to threat of selling.

2)Name: Prakash ele

Address Kirti nagar

Remark: Medium level of interest in selling anchor products. Selling the anchor
products depend on the offer. May sale fancy lightings and also interested in
dealership.

3)Name: Vinayak ele.

Address: Sudarshan nagar

Remark: Very high level of interest in selling anchor products. Presently selling
is suspended due threat of selling.

4)Name: Dwarka ele.

 Address: Omkar hardware

Remark: High level of interest in selling anchor products. Currently not selling
Because of lack of space.

5)Name: Monika ele.

Address: Alkapuri

Remark: Medium level of interest in selling anchor products. Presently not

selling Because margin is less and risk of breaking.

6)Name: Vinayak ele.

Address: Fatehgunj

Remark: Medium level of interest in selling anchor products. Presently not

selling Because lack of space and risk of bearing.

7)Name: Chaitanya ele.

Address: M.G Road

Remark: High level of interest in selling anchor products. Currently not selling
Because it feels that it is not a related line.
8)Name: Praful ele.

Address: Begampura

Remark: Medium level of interest in selling anchor products. Interested in

selected items only.

9)Name shantanu ele

Address patel nagar

Remarks:medium level of interest in selling anchor product

10)Name atul trader

Address railway station

Remarks:high level of selling anchor product.not approached by anyone

QUESTIONNAIRE FOR ENVIRONMENTAL APPRAISAL
(THERMAL POWER SECTOR PROJECTS)
I. General Information
A. Name of the Project
1. Existing project/proposed project/
expansion project/modernization project :
2. If Existing/expansion/modernization project, whether environmental clearance
has been obtained :

B. Generation Capacity (MW)

C. Location
Village Tehsil District State

D. Geographical Information
1. Latitude
2. Longitude
3. Elevation above Mean
Sea Level (metres)
4. Total Area envisaged for setting up
of project (in ha.)

Note 1 : All information given in the form of annexures should be part of this file itself.
Annexures as separate files will not be accepted.
Note2 : Please enter x in appropriate box where answer is Yes/No Thermal Power Sector
Projects 2

5. Nature of terrain (hilly, valley,plains, Coastal plains etc.)

6. Nature of Soil (sandy, clayey, silty

loam etc. with permeability in cm/sec)

7. Permeability (cm/sec)

E. Alternate sites considered

1. ___________________________________________________
2. ___________________________________________________
3. ___________________________________________________
4. ____________________________________________________

F. Reasons for selecting the proposed site on comparative evaluation on

environmental consideration.

II. Current land usage of the proposed project site Area (in hectares) .
A. Notified Industrial Area/Estate
B. Agricultural
1. Irrigated
2. Unirrigated
C. Homestead
D. Forest
F. Fallow
G. Mangroves
H. Marshes
I. Others (Please specify)
Total
E. Grazing
Thermal Power Sector Projects 3

III. Is the proposed site located in a low-lying area ?

Yes No
If yes,
A. Level before filling (above MSL, in. metres) _____________________

B. Level after filling (above MSL in metres) _______________________

Quantity of Fill Material required(in cum.)Source

C. Does the project involve land preparation/reclamation ?

Yes No
If yes provide details

IV. Please indicate area earmarked for each of the following (in ha.)
A. Plant Facilities
B. Ash Disposal
C. Storage (Fuel)
D. Storage (Water)
E. Storage (Hazardous Waste)
Thermal Power Sector Projects 4
F. Storage (Hazardous Chemicals)
G. Storage (Others)
H. Approach Road(s)
I. Township
J. Green Belt
K. Others (Please specify)
Total

V. Proximity to sea/water bodies :

Sea
Other Water bodies like
River/creek/lake etc.
(Please specify)
Distance of site*
boundary (in m)
Distance of plant
facilities (in m)
* From highest flood line/high tide line

VI. Whether any of the following exist within 7 km. of the periphery of the project site.
If so, please indicate aerial distance and the name of the eco-system as given under
the Table.
1 Park/WildlifeSanctuary
2 Tiger Reserve/ElephantReserve/Turtle Nesting ground Thermal Power Sector Projects 5
3 Core Zone of Biosphere Reserve
4 Habitat for migratory birds
5 Lakes/Reservoir/Dams
6 Stream/Rivers
7 Estuary/Sea
8 Mangroves
9 Mountains/Hills
10 Notified Archaeological sites
11 Any other Archaeological sites
12 Industries/Thermal Power Plants
13 Defence Installation
14 Airports
If located within limits of municipal bodies, please confirm.
From National/ State Highways and railway lines, distance of 0.5 km should be
maintained.
If located in the landing funnel of the airport, clearance from Airports Authority of India
should be obtained.
VII. Description of the flora/vegetation within 7 km under following headings.
A. Agricultural crops : _________________________________________________
B. Commercial crops : ________________________________________________
C. Plantation : _________________________________________________
D. Natural Vegetation/Forest Type : ______________________________________
E. Grass Lands : ______________________________________________________
Thermal Power Sector Projects 6
F. Endangered species : ________________________________________________
G. Endemic species : _______________________________________________
H. Others (Please Specify) : _________________________________________
VIII. Description of fauna (non-domesticated) within 7 km under the following headings
A. Total listing of faunal elements
B. Endemic fauna species
C. Endangered species
D. Migratory species
E. Route of migratory species of birds and mammals
F. Details of aquatic fauna (if applicable)
IX. Meteorological Parameters
A. Seasonal – Monitoring Data (continuous monitoring for one full season except
monsoon should be carried out)
1. Temperature (in 0C)
(a) Maximum_______ (b) Minimum______ (c) Mean_____________
2. Rain fall (in mm) ______________________________________
(a) Maximum_______ (b) Minimum___________(c) Mean____
3. Mean value of humidity (in %)
4. Inversion occurrence
(a) in percentage (b) Height in meters
5. Seasonal Wind-rose pattern (16 points on compass scale)
Thermal Power Sector Projects 7
B. Hourly Mean Meteorological data (based on one full season data collected at site
required as input for air quality modelling)

X. Water Requirements (cum/day)

A. Project
1. Process
2. Cooling water
Thermal Power Sector Projects 9
3. DM water
4. Dust suppression
5. Drinking
6. Green Belt
7. Fire Service
8. Others (pl. specify)
B. Township
1. Green Belt
2. Drinking
3. Others (pl. specify)
C. Total

XI. Source of Raw Water Supply

S.No Source Cu.m./hr Cu.m./day
1 Sea
2 River
3 Groundwater
4 Other surface water bodies (Please
specify)

XII. Lean Season flow in case of surface water source (cusecs/cumecs)

XIII. Groundwater
A. Recharge Rate
B. Withdrawal rate
C. Ground water level (metres)
1. Premonsoon
2. Postmonsoon
Thermal Power Sector Projects 10

XIV. Competing Users of the Water Source :

1 Irrigation
2 Industry
3 Drinking
4 Others
(Please
specify)
Total

XV. Waste Water Management

A. Description of waste water treatment plan with flow chart
1. Coal storage
2. Other than coal storage
Thermal Power Sector Projects 11
B. Composition/characteristics of discharge stream(s) before and after treatment
S.No Item Characteristics

BIBLOGRAPHY

1. TERI Newswire: Fortnightly News abstracts on economy, energy and environment, TERI,
New Delhi, Volume 8, Numbers 1-7 (January to April 2002)
2. Power News: Weekly News updates on Power, Power Line, New Delhi, January to May
2002
3. Power Line: Magazine on Power, New Delhi, Vol. 6, Issue 4-7 (January to May 2002)
4. Several News Paper reports and Discussions with people working in the sector.
5. Web site of Ministry of Power: www.powermin.nic.in
6. Web site of Central Electricity Regulatory Commission:www.cercind.org
7. Web site of Central Electricity Authority: www.cea.nic.in
8. Website of OERC: www.orierc.org
9. Website of APGENCO: www.apgenco.com
10. Website of APTRANSCO: www.aptranscorp.com
11. Website of APERC: www.ercap.org
12. Website of UPERC: www.uperc.org
13. Website of World Bank: www.worldbank.org.in
14. India Power Sector Reforms Update, Issue I and II October 2001 & Jan 2002.
(Available at www.psiru.org and www.prayaspune.org )
15. Kanungo Committee Report, October 2002.