JAMSHEDPUR - Tata Power · Mr. P N Jana (HR) Ms. Neelam Toppo (HR) Mr. Debajit Acharya (Operations...

Disha2012-13

JAMSHEDPUR

Safety Targets FY 2013

The following safety targets are set for FY'13. Let us strive to attain these targets positively:

1. Pro-active Targets (Lead indicators)

a) 5 Star SMS rating

All Operating Divisions shall attain Annual British Safety Council (BSC) 5 star Safety Management System (SMS) rating of 4.0 out of 5.0

b) PTW Audits

Audit at least three (03) PTWs issued for medium & high risk jobs on a weekly basis

c) Safety Inspections*

Achieve at least 80% adherence to safety inspection schedule

d) STOP Observations (SO)

Employees doing an average of four (04) STOP observations per month meeting overall divisional target of 80%

e) Near-Miss

30% of permanent employees reporting near-misses per annum per division for events those are critical for learning and avoidance of unsafe events, both at work and home or away

f) Safety Training Hours

Attain minimum of four (04) hours of Job-specific Safety Training per employee per annum ensuring insignificant recurrence (Excluding Tool box talks & Induction)

g) Sharing of best safety practice

Each Operating and Project division shall share at least one best safety practice per annum

2. Reactive Targets (Lag indicators)

a) Fatality: NIL

b) Lost Time Injury Freguencv Rate (LTIFR): ZERO

c) Incident Investigation

100% completion of Root Cause Analysis (RCA) of all incidents including investigation of Hi-Potential incidents using Why-Why Analysis within 30 days of occurrence.

d) Sharing of lessons learned

Issue Lessons Learned for all High Potential (Hippo) incidents and LTIs within 30 days of occurrence.

Anil SardanaManaging Director

*Office safety inspection is applicable for all offices

Leadership System

DISHA

Lighting up Lives!

Safety, Agility, Care, Respect, Ethics, Diligence

Live the Values and traits of a

Tata Power Leader

DISHA

Lighting up Lives!

Acknowledgements

Team DISHA would like to acknowledge the significant contribution of following personnel towards publishing

of Jojobera Annual Business Plan FY 2012-13:

Mr. Dinesh S Kudalkar (GM)

Mr. Ashok Lodh (AGM)

Mr. Supratik Mukherji (Chief Manager - Contracts)

Mr. Rajesh Dayal (Head- PH6)

Mr. Rajesh P. Sharma (Safety & Ash Management)

Mr. S S Chatterjee (MMD- Jojobera)

Mr. Shekhar Mukherjee (Operations-Jojobera)

Mr. G P Sastry (EMD- Jojobera)

Mr. Surodh Dey (IMD- Jojobera)

Mr. U N Jha (Materials - Jojobera)

Mr. Satish Kumar (Finance & Accounts)

Mr. Aveek Chatterjee (Regulations)

Mr. Sujit Sengupta (BE & CR)

Mr. Binay Khalkho (HR)

Mr. Raja Biswas (GMO)

Mr. S D Bhattacharjee (Chemical & Environment- Jojobera)

Mr. Rajesh Prasad (Security)

Mr. N K Modak (Civil)

Mr. Barun Kumar (BE & CR)

Mr. Rajesh Kumar Sinha (BE & CR)

Mr. P N Jana (HR)

Ms. Neelam Toppo (HR)

Mr. Debajit Acharya (Operations – PH6)

Mr. D K Singh (Chemical & Environment- PH 6)

Mr. Sandeep Karnavat (IT)

Mr. O P Gupta (Ash Management)

Mr. Kaushik Ganguly

Mr. Babu Shyam

Mr. Manoj Behera

Mr. Amara Balakrishna

TEAM DISHA

Mr. Sujit Sengupta Mr. Raja Biswas

Ms. Sony Jha Mr. Bimal Kumar

Mr. Barun Kumar Ms. Archana Sharma

Mr. Arun Prakash Mr. Shubhayu Sanyal

Ms. Neelam Toppo

DISHA

Lighting up Lives!

Section 1 Foundation

1.1 Vision Mission & Values

Section 2 Safety

2.1 Safety Vision & Principles

2.2 Health and Safety Policy

2.3 Ten Commandments

Section 3 Business Overview

3.13.2

An Introduction to the Indian Power Sector National Power Scenario

3.3 Eastern Region Power Scenario 8

3.4 Indian Coal Industry

3.5 Regulatory Scenario

Section 4 Strategic Planning

4.14.2

4.3

4.4

Jojobera SWOT Analysis Strategic Intent

Critical Success Factors

Strategic Advantages

4.5 Strategic Challenges

4.6 Challenges

4.6.1 Operational Challenges

4.6.2 Challenges in Community Relations

4.6.3 Human Resource Challenges

Section 5 Initiatives

5.1

5.25.3

Reduction of SPM in Flue Gas by injecting Anhydrous Ammonia

Construction of Coal Shed & procurement of a New Dozer & LocoStorm Analyser

5.4 Ash - A Resource Material

5.5 Sankalp Wave 2

5.6 Effluent Treatment Plant

5.7 Greenolution

5.8 E-Waste

Section 6 Score Cards & Operating Plans

6.1 Jojobera ABP FY 13 Operational

6.2 Jojobera ABP FY 13 Fuel & Heat Rate

6.3 Power House 6 ABP FY 13 Operational

6.4 Unit 5 ABP FY 13 Operational

6.5 Unit 5 ABP FY 13 Fuel & Heat Rate

6.6 GM’s Calendar for FY’12-’13

6.7 Event Calender

Section 7 Environment & Legal

7.1 Environment Statutory Compliance Plan

7.2 Legal Compliance Plan

Section 8 Projects

8.1 Major Capex Project

8.2 Key SDM Projects

Section 9 Risk

9.1 Risks Registers

Section 10 Quality

10.1 Structured Problem Solving Method (SPS)

Section 11 Community Relations

11.1 Community Relations at Jojobera

11.2 CR Annual Action Plan

Section 12 Human Resources

12.1 HR Plan

12.2 IDP

Repo Rate & Reverse Repo Rate

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From the Desk of GM

Dear Friends,

I feel honoured to be part of Team Jojobera and Power House # 6 where Quality is in the DNA of

every member of the team. In fact it is this DNA and engagement of individual for Excellence

that has resulted in recognitions of Jojobera and Power House # 6 at Annual Award Functions.

Congratulations to the entire team for excellent efforts in 2011-12. Although we have

marginally suffered due to lower PLF than projected in 2011-12, it is very heartening to see our

units running on higher loads, sometime 100% PLF at the beginning of the current financial

year. We need to prepare ourselves to meet Customer requirements of load growth in the years

to come. Looking back, Unit 5 was inaugurated on 13th May, 2011 by ED(O).Power House # 6

has achieved IMS Certification in February, 2012 as a foot-step towards continual

improvement. In order to boost up employees' morale in the days to come, we have celebrated

Exceleve-2011 and Quality Nite-2011 where employees have been rewarded and recognized for outstanding

performances in presence of their familiy members.

We have revised our Vision, Mission and Values recently with our strategic intent “To be a 26,000 MW power company

with 50 million tonnes per annum of energy resources by 2020”. Our Strategic Pillars will be Operational excellence,

Execution excellence and Growth driven by Organizational Transformation and focus on Sustainability.

We will focus on improving our Operational Performance to Benchmark level through initiatives like Sankalp, SPS, Quality

Circles and LASER. Projects under Sankalp Wave 1 for improvement of Efficiency, are deployed and reinforced through

regular reviews. Sankalp wave 2 on “Optimization of raw materials” & “Improving availability of Unit 2 and Unit 3” is in

progress. On deployment of Sankalp Wave 2, we will move on to wave 3 this year. SPS, Quality Circle and LASER will be used

for deployment of Sankalp projects across Jojobera and Power House # 6 with involvement of all employees. Successful

deployment of these projects will help in our journey of continual improvement for operating our Assets at Benchmark

Level. We will adapt to Predictive Maintenance practices, use ORT platform and Samiksha to achieve milestones for

Benchmark levels.

With our key customer Tata Steel Capacity enhancement, our PLF will be on higher side in the years to come. This will be

posing us challenges on Ash Management and Coal Management. With rising cost of wet ash disposal and limitation of our

existing ash pond, we will focus on Fly Ash Disposal to various consumers. For coal management, we are in discussion with

coal suppliers for additional coal and will construct coal shed to ensure continuous coal firing during wet season to

support our key customer requirements. For handling additional coal, we have procured a new dozer and Loco

procurement is in progress. We will use Tata Innoverse platform and learning from others to address the Challenges

associated with Ash & Coal Management.

Higher volume of coal and ash handling at our end will be stressed on Sustainability Intent of “Leadership with Care” due

to impact of byproducts of fuel on environment. We will commission Anhydrous Ammonia Dosing system to control SPM

levels below the norms. With Effluent Treatment Plant in service, we will focus on zero discharge, recycling of water and

optimizing specific raw water Consumption. We will promote fly ash utilization in infrastructure development in and

around Jamshedpur.

Safety is our Core value and apart from driving corporate initiatives, we will focus on Felt Leadership with zero tolerance

for violations. We will use Learning from Safety Observations, Near Miss Analysis, Incident investigations, Mock drills, for

Training and Improvements. Involvement of Leadership at all levels will enhance the culture of SAFETY across the Division.

I take this opportunity to thank DISHA team for their extra efforts in bringing out this Issue.

Let us thrive throughout FY13 for Clean, Green and Safe place where every Individual enjoys his / her work.

Dinesh S Kudalkar

(GM - Jojobera)

DISHA

Lighting up Lives!

VISIONTo be the most admired and responsible integrated Power Company with a

global footprint, delivering sustainable value to all stakeholders.

MISSIONWe will become the most admired and responsible Power Company delivering sustainable value by:• Operating our assets at benchmark levels• Executing projects safely, within benchmark cost and time• Growing the Tata Power business, be it across the value chain or

across geographies, and also in allied or new businesses• Driving Organisational Transformation that will make us have the

mindsets and capabilities to deliver on our strategic intent• Achieving our sustainability intent of ‘Leadership with Care’, by

having leading and best practices on Care for the Environment, Care for the Community, Care for our Customers and Shareholders, and Care for our People

VALUES

1.1 Vision, Mission & Values

Our Values are SACRED to us

• Safety – Safety is a core value over which no business objective can have a higher priority

• Agility - Speed, responsiveness and being proactive, achieved through collaboration and empowering employees

• Care – Care for our environment, care for our customers and shareholders – both existing and potential, care for our community and care for our people (our employees and partners)

• Respect – Treat all stakeholders with respect and dignity

• Ethics – Achieve the most admired standards of ethics, through Integrity and mutual trust

• Diligence -Do everything (set direction, deploy actions, analyse, review, plan and mitigate risks etc) with a thoroughness that delivers quality and excellence – in all areas, and especially in Operations, Execution and Growth

DISHA

Lighting up Lives! 1

Tata Power believes that good safety is good business which helps sustain world-class business

performance. Safety principles provide direction and focus to our Occupational Health and Safety

program for achieving and sustaining safety excellence.

Our values and beliefs lead us to conduct regular workplace safety appraisals, identify and report

hazards, investigate all incidents, conduct safety observations, follow rules and procedures and take all

necessary action to manage risks.

• All injuries and occupational illnesses are preventable

• All operating exposures can be safeguarded

• Management is accountable for providing a safe working environment and preventing injuries

• Working safely is everybody's responsibility and a condition of employment

• Workforce commitment to Safety is essential

• We will get the level of safety we demonstrate we want

• We will promote off-the-job safety for our employees

• Safety is a core value

• A job is successful only if it is done safely

• Everybody is empowered to stop unsafe work

Rev. 02Date : 16.05.2011

TATA POWER SAFETY PRINCIPLES


2.1 Safety Vison and Principles

To be a leader in Safety Excellence in the global power and energy business

Global Leader

l Aspiration to be world class

Safety Excellence

lFeel safe to work

lTaking Safety to all stakeholders

lBring Safety into the DNA of the organization

o Live and breathe safety as managers and workmen

o Climate of 'care' for the workforce (including contract workers)

Safety Performance Standards

lNo harm / No injuries

lBenchmarked approaches

Rev. 02

Date : 16.05.2011

TATA POWER SAFETY VISION


DISHA


We, at Tata Power, reaffirm our belief that the health and safety of our stakeholders is of the utmost importance and takes precedence in all our business decisions. In pursuit of this belief and commitment, we strive to:

lMaintain and proactively improve our management systems to minimize health and safety hazards to our stakeholders and all others influenced by our activities

lEnsure total compliance with all applicable occupational health and safety regulations and other legal requirements

lIntegrate health and safety procedures and best practices into every operational activity with assigned line-functional responsibilities at all levels for improving and sustaining Health & Safety performance

lInvolve our employees in maintaining a safe and healthy workplace through periodic reviews of operational procedures, safe methods of work and a safe work environment

lDevelop a culture of safety through active leadership and provide appropriate training at all levels to enable employees to fulfill their Health & Safety obligations

lIncorporate appropriate health and safety criteria into business decisions for selection of plant and technology, performance appraisals of individuals and appointments in key positions.

lEnsure availability at all times of appropriate resources to fully implement the Health & Safety policy of the Company

lActively communicate this policy to all stakeholders by suitable means and periodically review its relevance in a continuously changing business environment

Rev.02Date: 16.05.2011


2.2 Health and Safety Policy

DISHA


Rev.02Date: 16.05.2011


It is the responsibility of all employees to adhere to the 10 Commandments on Safety. These are inviolable Safety rules that must be complied with at all times within the Company's premises or anywhere in relation to the Company's work.

Willful violation of any of these rules shall attract strict disciplinary action as per the Consequence management policy of the Company.

1. Obtain a valid Permit-to-Work (PTW) before commencing any activity that is listed in Appendix 2 of PTW procedure.

2. Comply with all the requirements of the Lock out Tag out (LOTO) procedure.

3. Verify isolation before beginning work on all rotating and electrical equipment or any system that may have and use the specified life-protection equipment.

4. Do not defeat or override safety-critical trips or interlocks without obtaining proper authorization.

5. Do Not Smoke in the notified 'No Smoking' areas.

6. Use the specified fall-prevention equipment when working at height.

7. Do not operate any machinery/ powered equipment without formal training and registered authorization to operate.

8. Wear seat belts in a moving vehicle, including rear where fitted.

9. Never use a mobile phone while driving a motor vehicle or working with mechanized equipment.

10. Do not drive or work under the effect of drugs or alcohol.

2.3 Ten Commandments

DISHA


3. 1 An Introduction to the Indian Power Sector

During the period 2013-17 average economic growth rate has been projected at 9% per annum. To sustain this economic

growth power sector has also to grow by 9%. 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. 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. 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.

Presently the Indian power Sector is facing three evident challenges: availability, accessibility and sustainability. India’s

Energy Architecture is straining under the weight of the 95% increase in the energy demand over the past two decades.

Fluctuations in the delivery price of the energy have cascading effect on the growth process itself. Despite around 58000

MW Capacity Addition over the past five years, peak demand deficits are likely to remain worryingly high during 2012,

ranging from 5.9% in the North-Eastern Region to 14.5% in the southern region. In some states, these deficits run at over

40%. Put simply, India lacks the capacity to deliver sufficient supply due to shortfall in fuel supply.

With the biggest rural population in the World, India faces a huge accessibility challenge. A quarter of the population does

not currently have access to electricity.

The country has a responsibility to achieve its growth trajectory in an environmentally sustainable manner. The challenge

is significant. Crisis in the conventional energy sector is building up and there is increased awareness about potential risks

of current technologies. Coal prices have gone up manifold and now there is a question mark over the availability of coal.

The risks involved in nuclear energy have become evident thanks to the catastrophe in Japan. So focus of the Indian Power

Sector is shifting to the Renewable Sources which are clean, safe and are available in abundance. As a matter of fact, during

the last 10 years, while nuclear power has contributed only about 5000 MW, wind energy alone has contributed more than

10,000 MW. Despite having made such significant progress in renewables, India still remains the fourth largest emitter of

Greenhouse gases.

3.2 National Power Scenario

The electricity generation during the financial year 2011-12 has been 876.43 BU with a growth rate of 8.05 % over same period last year. Last year, the corresponding growth rate was 5.56 %. The thermal generation during the financial year has been 708.45 BU with a growth rate of 6.53% over same period last year. Last year, the corresponding growth rate was 3.82 %. The electricity generation during the year from coal based thermal power stations has been 584.58 BU with a growth rate of 9.20% over same period last year. Last year, the corresponding growth rate was 4.0 %. Availability and quality of coal & availability of gas for power sector continued to be critical input for thermal generation growth. The coal stock of 32 TPS remained critical (less than 7days) on the last day of March’2012. In view of improved generation by coal based TPS, Nuclear and Hydro power stations, the requirement for costly power from gas, liquid fuel and DG sets reduced.

The PLF of coal based thermal generation reduced to 73.46% during April’11-March’12 from PLF of 75.25% achieved during April’10 - March’11. Many of the newly commissioned units could not maintain the PLF on account of various problems which include Coal shortages, transmission constraints etc. Some new units of IPPs, although commissioned, were unable to achieve the current year national average PLF of 73.29% on account of inherent stabilization problems.

Fuel-Mix

Coal based capacity, 112022 MW, dominates the total installed capacity with a share of about 56%, followed by Hydro and Gas with 20% and 9% respectively. The contribution of Renewable energy (Solar, Wind, Small Hydro, and Biomass) in the present mix is about 12%.

DISHA


Region-wise Capacity Break-up

The capacity tied-up for Western Region is around 64394 MW, which is highest in all the regions. The Eastern Region capacity is about 26286 MW, which is mainly comprised of coal and hydel as the fuel-mix. The Region-wise and Category-wise break-up of installed capacity is given below:

TABLE 1: INSTALLED CAPACITY (FUEL-WISE AND SECTOR-WISE) TILL 31ST MARCH, 2012

% Share

Thermal 65.80

Coal 56.12

Gas 9.08

Diesel 0.60

Hydro 19.53

Nuclear 2.39

Renewables 12.27

100

Installed Capacity (MW) as on 31st March, 2012

112,022.38


Fuel Wise Break-up MW

131,353.18

18,131.05

Total Installed Capacity

18,131.05

1,199.75

38,990.40

4,780.00

24,503.45

199,627.03

MW % Share

State 85,668.65 42.91

Private 59,682.63 29.90

Central 54,275.75 27.19

199,627.03 100


Sector-wise Break up

Total Installed Capacity

*Captive Capacity Connected to Grid is 19,509.49

CHART 2: FUEL-MIX IN INSTALLED CAPACITY

56%9%

1%

20%

2% 12%

Coal

Gas

Diesel

Nuclear

Hydro

Renewable

TABLE 2: REGION-WISE & CATEGORY-WISE BREAK-UP OF INSTALLED CAPACITY MW

Hydro R.E.S.@

Coal Gas Diesel Total (Renewable) (MNRE)

1 Northern 28357.5 4171.26 12.99 32541.8 1620 15122.75 4391.4 53675.9

2 Western 38924.5 8254.81 17.48 47196.8 1840 7447.5 7909.95 64394.2

3 Southern 22882.5 4690.78 939.32 28512.6 1320 11338.03 11569.3 52739.9

4 Eastern 21797.9 190 17.2 22005.1 0 3882.12 398.71 26285.9

5 N. Eastern 60 824.2 142.74 1026.94 0 1200 228 2454.94

6 Islands 0 0 70.02 70.02 0 0 6.1 76.12

7 All India 112022.4 18131.1 1199.75 131353 4780 38990.4 24503.5 199627

ThermalTOTAL Nuclear SL. NO. REGION

Captive Generating capacity connected to the Grid (MW) = 19509

@ = Renewable Energy Sources (RES) includes Small Hydro Project (SHP), Biomass Gas (BG), Biomass Power (BP), Urban & Industrial waste Power (U&l) and Wind Energy

DISHA


All India Demand-Supply Scenario

Against the energy requirement of around 933 BUs only about 837 BUs were supplied during the year, leading to an energy deficit of around 10.3%. Also, against the against the peak demand of 136,193 MW only 118,676 MW could be met, leading to an average peak deficit to 12.9%. The peak and energy deficit during last two decades has averaged about 11450 MW and 8~9% respectively. The peak and energy deficit trend has been elaborated in the chart below.

CHART 3: PEAK & ENERGY DEFICIT TREND

0

2

4

6

8

10

12

14

02000400060008000

100001200014000160001800020000

Peak Deficit Energy Deficit(%)

TABLE 3: PEAK DEMAND VS PEAK SUPPLY

Period

Peak Demand (MW)

Peak Met (MW) Surplus/Deficit

MW %

FY 02-03

81492

71547

-9945

-12.2 FY 03-04

84574

75066

-9508

-11.2

FY 04-05

87906

77652

-10254

-11.7 FY 05-06

93255

81792

-11463

-12.3

FY 06-07

100715

86818

-13897

-13.8 FY 07-08

108866

90793

-18073

-16.6

FY 08-09

109809

96785

-13024

-11.9 FY 09-10

119166

104009

-15157

-12.7

FY 10-11 126951 111533 -15418 -12.1 FY 11-12

136193

118676

-17517

-12.9

TABLE 4: ENERGY REQUIREMENT VS ENERGY AVAILABILITY

Period Energy Requirement

(MUs)

Energy Availability

(MUs)

Surplus/Deficit

MUs %

FY 02-03

545983

497890

-48093

-8.8 FY 03-04

559264

519398

-39866

-7.1 FY 04-05

591373

548115

-43258

-7.3 FY 05-06

631757

578819

-52938

-8.4 FY 06-07

690587

624495

-66092

-9.6 FY 07-08

739345

666007

-73338

-9.9 FY 08-09

645789

574562

-71227

-11.0 FY 09-10

830594

746645

-83949

-10.1 FY 10-11 876856 784006 -92850 -10.6 FY 11-12

933741

837374

-96367

-10.3

DISHA


3.3 Eastern Region Power Scenario

The present tied-up installed capacity of Eastern Region is about 25594 MW of which about 82% is coal based. The power

availability in the region was 97294 MU against the requirement of 105461 MU during 2011-12, leading to an energy

supply deficit of 7.7%. Although there has been an increase in the Energy Availability by 8% the Energy Deficit has

increased from 4.3% to 7.7%. However, considering the All India energy deficit of about 8-9%, the Eastern region has

performed fairly at 4.3% energy deficit.

TABLE 5: EASTERN REGION POWER SUPPLY STATUS -2011-12

Requirement Availability

MU MU MU %

Bihar 13,706 11,210 -2,496 -18.2

DVC 18,054 16,668 -1,386 -7.7

Jharkhand 7,346 6,540 -806 -11.0

Orissa 25,430 21,511 -3,919 -15.4

West Bengal 40,429 40,421 -8 0.0

Sikkim 496 944 448 90.3

Total 105,461 97,294 -8,167 -7.7

Surplus/DeficitEastern Region

Jharkhand have registered higher deficit than the average for the entire Eastern Region which is a matter of concern for

the State. Tata Power contributes largely to the Generation Capacity of the State being the major Private Player in the

State. As per Jharkhand’s Electricity Generation Plan for FY 2013, Tata Power would contribute around 44.5 % of the State’s

generation, the highest among any other player. The details of Jharkhand State Electricity Generation Plan for FY 2013 is

produced in the Table below

TABLE 6: JHARKHAND STATE ELECTRICITY GENERATION PLAN FY 2013

Utilities UoM Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 FY 13

Patratu TPS MW 68 68 68 70 70 73 72 73 74 71 68 75 850

Tenughat TPS MW 240 240 230 155 155 230 240 240 250 250 230 240 2700

Total MW 308 308 298 225 225 303 312 313 324 321 298 315 3550

Tata Power, Jojobera MW 268 272 265 260 260 252 266 262 216 275 250 231 3078

Usha Martin MW - - - - - - - 59 59 59 56 59 292

Total MW 268 272 265 260 260 252 266 321 275 334 306 290 3370

Jharkhand Total MW 576 580 563 485 485 555 578 634 599 655 604 605 6920

Jharkhand State Electricity Generation Plan FY 2012-13

State

Private Utilities

DISHA


3.4 Indian Coal Industry

The Union Coal Ministry had advocated the change of pricing mechanism of Coal India Ltd in October 2011. Earlier the

prices were decided based on the seven useful heat value (UHV) -based grades, an Indian nomenclature developed in

1970’s. CIL had been planning a changeover to GCV-based sales since 1998. An earlier attempt was made in 2008 which

received severe opposition by the power sector.

Coal India Limited (CIL) has migrated to a new system for pricing its non-coking (NC) coal on the basis of Gross Calorific

Value (GCV) w.e.f. from January 01, 2012. Till December 2011, the company used to follow the Useful Heat Value (UHV)

based method to price its NC coal. The revised mechanism is more in line with the international system as against the

previous mechanism, which was an old method and depended on moisture and ash content through the application of an

empirical formula. Prices of coking coal would not change under the new mechanism.

The revised pricing system has divided the entire spectrum of GCVs into 17 bands, from 2200 kilo calorie per Kg (Kcal/Kg) to

7000 Kcal/Kg and above, in intervals of 300 Kcal/Kg, as against 7 grades (A to G, from 3200 Kcal/Kg to 6400 Kcal/Kg and

above) that had existed under the previous UHV based pricing system.

Table 1: Proposed GCV Based Coal Pricing

1 >7000 4900 4100 33% 26% 20% 4900 3690 to 4100 33% 26% 20%

2 6701-7000 4690 3690 to 4100 27% 20% 14% 4690 3690 to 4100 27% 20% 14%

3 6401-6700 4460 3690 to 4100 21% 15% 9% 4460 3690 to 4100 21% 15% 9%

4 6101-6400 4130 3590 to 3990 15% 9% 4% 4130 3590 to 3990 15% 9% 4%

5 5801-6100 3990 3590 to 3990 11% 5% 0% 3990 3590 to 3990 11% 5% 0%

6 5501-5800 2940 1050 to 1860 180% 102% 58% 3430 1370 to 2420 150% 81% 42%

7a 5401-5500 2060 1050 to 1860 96% 42% 11% 2750 1370 to 2420 101% 45% 14%

7b 5201-5400 2060 880 to 1610 134% 65% 28% 2750 1140 to 2090 141% 70% 32%

8 4901-5200 1890 880 to 1610 115% 52% 17% 2520 1140 to 2090 121% 56% 21%

9a 4801-4900 1680 880 to 1610 91% 35% 4% 2230 1140 to 2090 96% 38% 7%

9b 4601-4800 1680 730 to 1090 130% 85% 54% 2230 950 to 1420 135% 88% 57%

10 4301-4600 970 730 to 1090 33% 7% -11% 1460 950 to 1420 54% 23% 3%

11a 4201-4300 880 730 to 1090 21% -3% -19% 1320 950 to 1420 39% 11% -7%

11b 4001-4200 880 570 to 870 54% 22% 1% 1320 740 to 1130 78% 41% 17%

12 3701-4000 630 570 to 870 11% -13% -28% 1010 740 to 1130 36% 8% -11%

13a 3601-3700 630 570 to 870 11% -13% -28% 1000 740 to 1130 35% 7% -12%

13b 3401-3600 630 430 to 700 47% 12% -10% 1000 560 to 910 79% 36% 10%

14a 3201-3400 620 430 to 700 44% 10% -11% 990 560 to 910 77% 35% 9%

14b 3101-3200 - 620 - - - 990 - - -

15 2801-3100 - 620 - - - 870 - - -

16 2501-2800 - 550 - - - 780 - - -

17 2201-2500 - 480 - - - 680 - - -

D

E

F

Non-Graded

Non-Core Sector

New (GCV Based) Rs/

tonne^

Previous (UHV

Based) Rs/ tonne^

A

Sl. No.

Core Sector (Power/ Fertilizer/ Defence)

New (GCV Based)

Rs/ tonne^

Previous (UHV Based)

Rs/ tonne^

From

lowest

price

From

middle

price**

Coal GradeGCV Band*

(kcal/ kg)

% Change

From

highest

price

From

lowest

price

From

middle

price**

From

highest

price

% Change

Non-Graded

G

C

B

Source: CIL Price Chart dt. 26.02.2011 and 31.12.2011^indicates mine-head prices, excluding various duties and other charges*at 5% moisture level; **average of the highest and lowest price

DISHA


Since CIL has a near monopoly position in the domestic coal market, with a market share of around 80%, the new prices

would be applicable to almost all Non Coking coal consumers in the country. It is noted that the migration to the GCV based

system would lead to different price increases for different grades of coal, and therefore the impact on various companies'

coal costs would also be different. In the absence of adequate data at this stage on CIL's product mix across the new GCV

bands, it is difficult to arrive at the exact impact on various coal consumers. However, a study of the revised price bands

enables one to make a few critical inferences as listed below.

lPrice of erstwhile A, C and D grades of coal are likely to be impacted significantly. Cumulatively, these grades

contributed around 19%-23% of the total NC coal dispatch volumes between 2006-07 and 2009-10. Additionally,

within each of the grades between A and D, the price would increase the most in the highest GCV band for that

particular grade, and would decrease progressively along lower GCV bands within that particular grade. Prices of

the medium grades (C and D) are likely to increase quite steeply. A significant proportion of this coal is used by non-

core industries including sponge iron and cement. As per quick calculations, coal costs account for around 25% of

the total operating costs of a sponge iron manufacturer having 100% coal linkage from CIL (this would however

vary, depending upon factors like the distance of the plant from the coal mine). Similarly, the share of coal costs in

the total operating cost of a cement player would be around 30% (cost of power could be another 15% or so from a

coal based captive power plant, if the cement plant has any). Consequently, a sharp increase likely for these two

grades would impact the cost structure of sponge iron and cement players significantly, more so since prices are

higher for the non-core sectors. Nevertheless, given the coal shortage scenario that has been prevailing in the

country in recent years, many non-core players were dependent anyway on costlier coal procured from e-auction

and/or imports, and the overall impact of the revised coal price on their cost of operations would be limited to that

extent.

lThe power sector is the largest consumer of NC coal, accounting for around 73% of CIL's volumes in 2010-11. The

impact on the power sector, which is the primary consumer of E and F grade coal, is expected to be mixed. The price

rise could be quite sharp for the highest GCV bands within the E and F grades. However, moving towards lower GCV

bands within E and F grades, the effect would be mixed across various collieries. Consumers which were procuring E

grade from Western Coalfields Limited (WCL) and F grade from Eastern Coalfields Limited (ECL) at higher prices

earlier would now stand to benefit if they get to procure coal from the lower GCV band within the respective

grades. For other consumers, the impact would be adverse. However, many power producers buy higher grade coal

for blending with the inferior E and F grades, and the overall impact on their fuel costs would be impacted because

of the rise in the prices of coal in the grades A to D.

lCaptive power plants would not be eligible for being classified under the core sector. Consequently, power costs of

companies in energy intensive industries including primary aluminium, cement and steel, many of which have coal

based captive power plants, primarily using E and F grade coal, would witness some pressure on their production

costs going forward, especially considering the fact that the premium for the non-core sector consumers have been

increased under the revised system. For instance, power cost would typically account for around one third of the

total smelting cost of a primary aluminium producer, and an increase in coal costs would exert pressures on its

profitability of operations.

lCore sector consumers of Mahanadi Coalfields Limited (MCL), South Eastern Coalfields Limited (SECL) and

Northern Coalfields Limited procuring C, D and E grade coal would be impacted to a greater extent, since in the

previous regime, prices of coal for the above grades charged by these three mining companies were lower than the

same charged by the other four subsidiaries of CIL. The revised pricing mechanism being uniform across coal mining

companies, the extent of price increase for these consumers would be relatively higher.

CIL is currently in the process of ascertaining the GCVs of its coal produced from different collieries, and it is expected the

revised prices to be implemented once this process is concluded. Despite the possibilities of substantial price hikes for

various coal consumers as explained above, the possibility of grade slippages remains following the completion of the GCV

estimation process, in which case the extent of price rise for a particular coal mine would be moderated to an extent. A

clearer picture would only emerge once CIL comes out with the results of the calibration exercise.

DISHA


3.5 Regulatory Scenario

Scenario till FY 2010-11

The installed capacity of Jojobera Plant is 427.5 MW, comprising of one unit of 67.5 MW and three units of 120 MW. Unit 1

at Jojobera was commissioned in 1997 and Unit 2, 3 and 4 were subsequently commissioned in the year 2001, 2002 and

2005 respectively. The Generation Business Model for the Plant till FY 2010-11 is as follows.

TABLE : GENERATION BUSINESS MODEL TILL FY 2010-11

Unit Capacity Beneficiary Type Commercial Arrangement

Returns Value Drivers

1 67.5 MW Tata Steel Works CPP PPA driven Saving on agreed terms

+

PLF Incentive

PLF, Operational Efficiency

2 120 MW Tata Steel Distribution

IPP PPA driven (Tariff

Determined by JSERC)

3 120 MW

4 120 MW Tata Steel Works CPP PPA driven

Till 2010 the Tata Power, Jojobera was selling power to Tata Steel Works and Tata Steel Distribution at a Tariff determined

through the Power Purchase Agreements (PPA).

Present Scenario

Under the present scenario, the Regulations stipulates an assured return of 15.5% through ROE (Return on Equity), but

significant revenue losses are expected when compared to the PPA norms.

TABLE 2: GENERATION BUSINESS MODEL FY 11-12 ONWARDS

Unit Capacity Type Beneficiary Commercial

Arrangement

Returns Value Drivers

1

67.5 MW CPP Tata Steel

Works PPA driven Saving on

agreed terms + PLF Incentive

PLF, Operational

Efficiency

2

120 MW

IPP

Tata Steel Distribution

JSERC Tariff

Regulations + Firm Sale Offer

Saving on Norms +

Availability-Based Incentive

Operational Efficiency

3

120 MW

IPP

4

120 MW

CPP

Tata Steel Works

PPA driven

Saving on agreed terms + PLF Incentive

PLF, Operational

Efficiency

However, under the Regulated regime, very high level of Operational Efficiency is required to maintain the Station Heat

Rate (SHR) at 2567 and 2577 Kcal/Kwh. Any loss in SHR would cause a tangible loss in the form of unrecovered Energy

Charges.

Key Features of JSERC Tariff Regulations 2010 (Applicable for Jojobera Units 2 & 3)

Overview

• These Regulations will be valid during the Control Period FY 12-13 to FY 15-16 with FY 11-12 as the Base Year & FY 10-11

as Previous Year.

• ARR for FY 11-12 would be based on Annual Tariff Structure Framework & ARR for FY 12-13 to FY 15-16 would be based

on MYT Framework.

• Business Plan is to be submitted prior to the commencement of the Control Period.

DISHA


• Annual Performance Review (APR) Petition with Provisional Truing-up is to be submitted during each year of the

Control Period.

• Final Truing-up would be done by Hon'ble JSERC at the end of the Control Period.

• No sharing of loss or gains on Controllable items. Genco is to retain the financial gains or bear the financial losses.

• Additional Capitalization after COD to Cut-off Date and that after Cut-off Date is allowed.

• RoE (Post-Tax) at 15.5% is admissible on flat basis. RoE is to be grossed-up by applicable Tax Rate.

• Favourable norms on Interest on Working Capital for Jojobera Unit 2 & 3 compared to the norms in existing PPA (valid

till FY 10-11).

• O&M Expenses for Transition Year (FY 12) would be as per JSERC Tariff Regulations 2004 & that for Control Period

would be as per Audited Accounts & estimates submitted for the Control Period.

• New rates for Depreciation of Assets defined.

• LDO is a part of fixed cost and is recoverable only upto Normative Availability.

• Stricter Operational norms imposed on Jojobera Units 2 & 3.

• Recovery of full Capacity Charges is allowed upon achievement on Normative Plant Availability.

• Incentive would be a circular function of Annual Fixed Charges and would be admissible upon achievement Plant

Availability beyond the Normative Plant Availability.

• Fuel Price Adjustment (FPA) Mechanism firmed up.

• Variation in scheduled Generation would be adjusted through UI Mechanism.

• Annual Fixed Charges

Jharkhand State Electricity Regulatory Commission through the Tariff Order for FY 2011-12 directed Tata Power to file the

next Petition along with Business Plan for FY 2012-13 to FY 2015-16 based on the MYT Tariff Framework specified in JSERC

Generation Tariff Regulations 2010, Truing-up for FY 2010-11 and Annual Performance Review (APR) for FY 2011-12.

Regulation 6.3 of Generation Tariff Regulations, 2010 stipulates the following:

“ 6.3 The Multi Year Tariff framework shall be based on the following:

(a) Business Plan of the Generating Company (plant wise separately) for the entire Control Period to be

submitted to the Commission for approval, prior to the start of the Control Period;

(b) Applicant's forecast of expected tariff for sale of power for each year of the Control Period, based on

reasonable assumptions of the underlying financial and operational parameters, as submitted in the

Business Plan;

(c) Trajectory for specific parameters stipulated by the Commission, where the performance of the Applicant is

sought to be improved through incentives and disincentives;

(d) Annual review of performance which shall be conducted vis-à-vis the approved forecast;”

The MYT Business Plan for Units 2 & 3 for the Control Period FY 2012-13 to FY 2015-16, duly approved by the Board of

Directors of Tata Power, has been submitted to the Jharkhand State Electricity Regulatory Commission on 2nd December,

2011. The MYT Business Plan consists of the following:

o Capital Investment Plan

o Financing structure of Capital Schemes

o Operational Performance Targets,

o Fuel Procurement Plan,

o Ash Management Plan

o Outage Scheduling and Shutdown Plan

The MYT Petition as submitted by Tata Power to the Hon'ble Commission for Units 2 & 3 for the Control Period FY 2012-13

to FY 2015-16 reflects the impact of the Business Plan through computation of Generation Tariff. Thus the MYT Petition

computes the projected tariff of the four years of the Control Period FY 2012-13 to FY 2015-16 based on the above Plan

pertaining to Capex, O&M, Fuel Procurement, Ash Management, Generation and Outage Scheduling. The Control Period

DISHA


will commence from 1st April, 2012 and extend till 31st March 2016. The Commission would review the performance of

the Units annually vis-à-vis the approved forecast. Such MYT Business Plan and Tariff Petition approval would be based on

the guiding principles as specified in the Generation Tariff Regulations, 2010.

Annual Fixed Charges

Elements JSERC Tariff Regulations 2010 Remarks

Depreciation 5.28% (On Plant & Machinery) Balance depreciable value (after Cumulative Depreciation reaches 70%) after 12 Years from COD shall be spread over the balance Useful life of the assets.

Interest on Loan

Weighted average Rate of Interest on average outstanding loan -

Depreciation

being the deemed repayment.

2/3rd gain on re-financing the loan to be retained by Genco.

Interest on Working Capital

Coal Stock for 2 months, LDO stock for 2 months, Receivables for 2 months (upto Normative Availability), O&M Expenses for 1 month, Maintenance Spares @20% of O&M Expenses

Working Capital is to be computed at Normative Availability.

Interest Rate would be SBI PLR prevailing at the start of the Control Period.

O&M Expenses

-2.5% of Capital Cost with 6% escalation YoY –

for FY 12

-Staff expenses, R&M and A&G Expenses based on audited accounts –

for MYT

For the Control Period FY 13-16, O&M Expenses would be approved based on submitted audited accounts & Business Plan.

Return on Equity

15.5% (Post-Tax).

Post-Tax RoE to be grossed by applicable Taxes to arrive at the Pre -Tax RoE. No separate Income Tax recovery.

Incentive

AFC*((Actual Availability/Normative Availability)-1)

Incentive for actual availability >85% and disincentive for actual availability<85%.

LDO Cost

@1 ml/Kwh upto Normative Availability

Sharing of Gain/Loss out of LDO Consumption @50:50.

Energy Charges

Energy Charges consist of Coal Cost and would be computed based on:

• Normative Heat Rate, Auxiliary Power Consumption, Estimated Gross Calorific Value and Landed Cost of Fuel.

• Recovery of Energy Charges would be based on scheduled ex-bus energy for the month & approved Energy

Charges per unit with Fuel Price Adjustment (FPA).

• No recovery of Energy Charges beyond specified Operational Norms.

• Efficiency (Heat Rate) & Aux Power Gains are to be retained by Genco.

• Fuel Cost is no more pass-through for Jojobera Units 2 & 3. Recovery of Energy Charges would depend on

Operational Efficiency

DISHA


Performance Targets

The Commission shall set targets for each year of the Control Period for the items or parameters that are deemed to be

“controllable” and which include:

(a) Gross Station Heat Rate;

(b) Normative Annual Plant Availability Factor;

(c) Auxiliary Energy Consumption;

(d) Secondary Fuel Oil Consumption;

(e) Operation and Maintenance Expenses;

(f) Financing Cost which includes cost of debt (interest), cost of equity (return);

(g) Depreciation.

Norms of operation

The values for operational norms for the existing generating stations have been decided, based on the past operational

data of these plants. The norms of operation for Jojobera Units 2 & 3 are as provided below.

Unit 2

Parameters 2011-12 2012-13 2013-14 2014-15 2015-16

Normative Annual Plant Availability

Factor (%) 85% 85% 85% 85% 85%

Gross Station Heat Rate (kCal/kWh))

2567

2567

2567

2567

2567

Auxiliary Consumption (%)

10.00%

10.00%

10.00%

10.00%

10.00%

Secondary Fuel Oil Consumption

(ml/kWh)

1.00

1.00

1.00

1.00

1.00

Unit 3

Parameters 2011-12 2012-13 2013-14 2014-15 2015-16

Normative Annual Plant Availability Factor (%) 85% 85% 85% 85% 85%

Gross Station Heat Rate (kCal/kWh)) 2577 2577 2577 2577 2577

Auxiliary Consumption (%) 10.00% 10.00% 10.00% 10.00% 10.00%

Secondary Fuel Oil Consumption (ml/kWh) 1.00 1.00 1.00 1.00 1.00

DISHA


4.1 - Jojobera SWOT Analysis

Strengths

Opportunities

Threats

lO&M Excellence.

lYoung & Dynamic Workforce.

lEmployees are accustomed with all types of Businesses (CPP, IPP & MPP).

lExperience in Blast Furnace Gas fired Plants

lSecured Supply of Fuel

lLong Term PPA with Customer

lAdvantage of location of Plant (inside Tata Steel Works)

lSafety norms are in place

lCapability of Ash Management

lGreen Plant, relation with OEM for machineries, flexibility of present operations, continuous supply of fuel, prototype equipment, high plant availability, ISO 9001, 14001 & OHSAS 18001-Certified, high employee engagement and satisfaction.

lLower generation cost, lower variable cost, higher preference in MOD due to green plant, minimum working capital

lLocational advantage (road, rail, port, vicinity to metro city, industrial hub).

l

Technology

lAsh disposal and stringent environmental norms.

lOpen access may lead to access of other players.

lSingle location for ash pond

lDelay in supply of Critical Spares by OEM

lStringent Regulatory Norms.

lCoal Cost and Quality.

lCommunity activism due to undesirable political intervention

lIncreased O&M cost due to Wage Revision and high Spares Cost.

Obsolescence of

l

lLegacy of TATA Group, Collaboration with other TATA Companies, Strong PRI and hence fund mobilization, Creation of sustainable livelihood and strong AA program.

lIncreased Demand due to Expansion of Tata Steel (Customer)

lBusiness opportunity due to availability of Surplus gas from Tata Steel (Supplier)

lEnhancing profitability due to ageing of existing power generating units of Tata Steel

lAvailability of competent Vendors in nearby location

lAvailability of land for ash disposal & utilization

lUtilization of new technology for monitoring & improving Plant performance

Partnering with Customers

Weakness

l

lGeneration independent connectivity with grid

lLand lease issue

lAsh pond holding capacity

lDependancy on single fly ash user

lFluctuation of Pressure in BFG and COG Line, choking due to deposition, restricting generation

lLow average exposure & experience

lLow average exposure & experience

lOpen coal yard affecting coal utilisation in monsoon season

lDemurrage charges

Transit loss of coal

DISHA


4.3 Critical Success Factors

Sl. No.

Leadership in renewables play

Advocacy for regulatory reforms

Securing land and water for various projects

Success of investments in new technology

Identifying and closing early global opportunities in appropriate geographies

Improving competencies of current businesses

Delivery capabilities at benchmark rates

Speedy new business development with improved bid success rate and comprehensive risk management

Securing and retaining new customers

CSF-1

CSF-2 CSF-3

CSF-4 CSF-5

CSF-6

CSF-7

CSF-8

CSF-9

CSF-10

CSF-11

CSF-12

CSF-13

CSF-14

Financial restructuring to unlock value for faster growth

Securing fuel for long term for various projects

Organizational transformation

Developing a strong leadership bench and select capabilities

Ensuring renewal of the distribution license in Mumbai region.

2012 - 13

4.5 Strategic Challenges

Sl. No. 2012 - 13

SC-1

SC-2

SC-3

SC-4

SC-5

Impact of climate change on regulatory environment

Slow pace and inconsistent regulatory reforms in distribution and coal

Securing fuel / Fuel security

Increasing community activism leading to issues of land acquisition and smooth running of our operations and project sites

Poor financial health of DISCOMs due to politicisation of the distribution sector

4.4 Strategic Advantages

Sl. No.

Operational expertise in delivering quality power with high degree of consistency

Secured coal mines for operational sustainability

Adaptability to absorb and willingness to invest in new technologies

Expertise in Project Management

Synergies through JVs and partnerships

SA-1

SA-2

SA-3

SA-4 SA-5

SA-6

SA-7

Large diversified Tata group with immense potential for synergy

Financial strength, together with a strong Tata brand, makes Tata Power a preferred potential partner and supplier

2012 - 13

4. 2 Strategic Intent

To be a 26,000 MW power company with 50 million tonnes per annum of energy resources by 2020

DISHA


4.6.1 Operational Challenges

Looking back to 2011-12, it certainly was a tough year economically for our business. In spite of many downslides, Tata Power Jojobera operation maintained its focus on Operational Excellence and which is proved through many milestone achievements and the few of those are the lowest ever forced outage rate ( .61 %) and maximum million units generation ( 3572.8 ) .

The year FY’13 is expected to be a year of operational challenges for Tata Power Jamshedpur Division. With the commissioning of Tata Steel 10 MTPA expansion project, all the units of the Division are geared up for operating at full capacity. This brings in higher responsibility on the shoulders of the Operation and Maintenance team in order to maintain higher reliability with minimum outages.

Additional Coal Requirement

The trend of increasing PLF is indicating the requirement of additional coal in FY’13. The existing MoU with Tata Steel WB colliery is for 20 Lacs tons/year. However, 6 lacs Tons of additional coal requirement has been estimated in the year 2012- 2013. It is planned to increase the quantity of supply from Tata Steel WB colliery to the tune of 24 Lakhs tons/year and the remaining quantity of the coal will be imported.

100% Ash Utilization

With the increased PLF of the station, the ash generation will also increase. Though the location of M/s Lafarge India Ltd. provides an opportunity of disposing fly ash at lower cost, during the monsoon period the less off-take of ash by M/s Lafarge and other infrastructure industries poses increased challenges of disposing ash to remote locations.

The division has planned to explore and implement the options of disposing ash to Ready-Mix Concrete (RMC) players.

Net Heat Rate of the Station

Government has notified Station Net Heat Rate for various Power Plants. The Station Net Heat Rate target for Jojobera has been fixed at 2908 Kcal/kwh which is in itself a challenge as the actual Net Heat Rate of the station is running at around 2964 Kcal/kwh.

To meet the challenge imposed by the Government in terms of Station Net Heat Rate, the division has planned out following action plans

lStorm Analyser to be assembled and commissioned.

l HP Cylinder efficiency of unit 4 is found to be on the lower side. It is planned to be attended in December 2012 during Annual Shut Down.

l Soot Blowing to be optimised in all units

Jojobera plant strives for an amiable relation with the surrounding communities by emerging as neighbor of choice. However there are several challenges in achieving this objective. Located in semi-urban settings, surrounding population of Jojobera plant is highly segmented and scattered which poses problem in identifying intended beneficiaries. The community in the vicinity is heterogeneous comprising lower middle class and marginalized population with large expectations from the Jojobera Power Plant and other neighboring industries.

Over the years, many settlements have sprouted very close to power plant and Fly Ash pond in JEMCO. These population group often have complaints related to operation of plant like noises, coal dusts, fly ash and waste water and expects plant to provide them civic amenities like free drinking water, roads & drainages, electricity, health camps , street lights , construction of school building and other such innumerable demands. Local governance has yet to take responsibilities in this regard.

Panchayat election has been conducted last year and panchayats are without government funds. After panchayat election, there has emerged a new set of leaders - the elected PRI members – who look at Tata Power and other companies for resources to cater to their constituency. There is also tendency of public representatives (PRI members) to take mileage out of our CR program. Further major demands from community is for infrastructure which requires large budget and long gestations.

4.6.2 Challenges in community relations:

4. 6 Challenges

DISHA


To address these challenges different CR plan catering to different population segments have been designed. For example, while homeo camp is organized in relatively well- off Govindpur, Mobile allopathic camp is organized in other pockets like Gadra & Krishna nagar where people are relatively poor. Similarly in electrified pockets electrical light are being given and for non-electrified pockets solar lights are planned. Though direct partnership with NGO has not been planned this year, CR activities are being carried out in partnership with other corporates and panchayat's representatives and civic society organization. There is also plan to achieve synergy and work with other corporates to jointly address the problem of infrastructures like roads etc. Other issues are addressed by initiating continuous dialogues with community leaders.

In today's scenario, all organisations – non profit, government, or private organizations Telephones and computers are no longer the only devices on employees’ desks. Blackberries, iPads, Android phones, owned not by the company but by the employees, are just as prevalent and frankly, as necessary for work as the devices have been authorized and distributed. Fifty percent of world population is under-30-years old age group. Generation Y is the first generation to grow up with technology; they experience technology even before romance enters their lives. They are digital natives – their whole social lives are on social networks. And that impacts their behaviors, attitudes and

expectations… especially their expectations toward future employers.

Jojobera has existing strength of 286 employees for Unit 1-5 & PH #6, out of which 49% of employees are of the age below 30 yrs, 44% between 30 and 45 yrs and 7% are more than 45 yrs of age. The biggest HR challenge for Jojobera is intersection of Organisational Goal with expectations of Generation Y.

Four strategic pillars of Tata Power are Operational Excellence, Execution Excellence, and Organisational Transformation & Focus on Sustainability. Human Resource is the key driver for the four pillars out of which 49% is driven by Gen Y. This has led to various other challenges faced by all departments.

Capability and Capacity building:

With the addition of Unit 5 and Power house # 6, there has been a substantial increase in the number of employees. Most of the new joinees are GETs recruited from various institutes. Their journey from Campus to Corporate is a challenge for division followed by on job training. Mismatch between desired state and actual happening is a major reason for attrition. Various training programs at IIT Kharagpur, NPTI, on-the-job training & system tours have been designed for capability building along with counselling sessions- MITRA and informal get-together of the departments through “Coffee with Manager”. Jojobera has been a place of people development for taking future responsibilities at Maithon, CGPL, Kalinganagar, Nellore etc.

Hygiene Factor:

Since inception, accommodation has been a major concern for Jojobera. Family accommodation has been managed by Tata Steel and Tata Motors quarters allotted to Tata Power on lease. Bachelor accommodation still remains unresolved although GET hostel has been started last year. Canteen and mess service for bachelors is another area of concern at workplace and hostel. Various options are explored for setting up of colony for employees along with facility of company-leased accommodations.

Engagement at workplace:

Fun at workplace is the mantra for retention of Gen Y. Role clarity, more responsibility, challenging task, world class office infrastructure, career road map is the aspiration of every Gen Y. At Jojobera, all these aspirations are met through involvement in Sankalp, SPS, LASER, QC and preparations of Q-12 action plans. Involvement in volunteering various CR activities has also helped them to be engaged. Various team-building programs, get-togethers, sports are organised from time to time.

Future Leaders:

Fast track career growth is the dream of Gen Y. Individual responsibility, power, multitasking and ownership is looked upon in every assignment. ACE, Succession planning and high pot identification caters to Gen Y expectation. Career map based on the findings is prepared and accordingly training is imparted for leadership development.

4.6.3 Human Resources Challenges

DISHA


5.1 Reduction of SPM in Flue Gas by injecting Anhydrous Ammonia

Need for Improvement of ESP Performance:lCoal Quality varies widelylOutage of ESP fieldslHigh Flue Gas Exit Temperature due to change of design coallFlow Rate and Distribution of Flue Gas.lConcentration & Size of Dust Particles.lTemperature & Moisture content in Flue Gas. lSO3 (Sulfur Trioxide) content in Flue gas.lAir Leakage in ESP.lUnburnt carbon percentage.lResistivity of Dust Particles.

Above reasons caused higher SPM than statute, 125 mg/Nm3, at times.Unit # 1, 2 & 3 SPM limit was 150 mg/Nm3 and Unit # 4 was 100 mg/Nm3. Unit # 5 has got conditional clearance to synchronise on bringing down the SPM level in Unit-1,2 & 3 to 75 mg/Nm3 and Unit-4&5 to 50 mg/NM3, to achieve a target of 65 mg/Nm3 for the station.

Prevailing Scenario for Upgrading ESP:lNo space / spare-able structural load for increase the size of ESP.lHigh cost involvement / outage time for increasing size of ESP.

Principle for Improvement of Collection Efficiency by AMMONIA DOSING.lNH3 with flue gas help to agglomerate and increase ash particle size. lReduce Resistivity of Dust Particles.

Aqueous Ammonia dosing system:We have started this system since 2001. Concentration of ammonia in this system is very low i.e. 20%. Dosing rate is also too high i.e. 16 litre/min which is a costly measure for reduction of SPM. With this system, it is not possible to reduce SPM level below 75 mg/Nm3. It is planned to carry out anhydrous ammonia dosing system trial.

Anhydrous Ammonia Dosing System: Experiments carried outlVarying the Ammonia dosing rate(1 ppm to 3 ppm)lWith different ash content of coallChange of distribution of flue GaslVarious Moisture content in flue GaslDifferent Temperature of Flue GaslDifferent Sulphur content of coallVarying Resistivity of flue Gas

Observation:lThere is an optimum flow rate of Ammonia for a range

of inlet dust burden. Hence it is very inexpensive i.e. 1 to 3 ppm (4 to 12 kg/hr) depending on coal quality & condition of ESP.

lThere is a maximum flow rate of Ammonia beyond which no effect observed.

lBetter the distribution of Ammonia in Flue Gas–better is the effect.

lAfter effect of Ammonia dosing, observed i.e. also within very limit of CPCB guideline.

Ammonia dosing system is being standardized Based on above observations.

DISHA


Air Purging Line

2 to 3 mm dia. nozzle

Bypass Valve

Ammonia Regulating

Valve

Ammonia Block Valve

Solenoid Valve

S

Flow Meter

Ammonia Injector

One Pass Duct Cross-Sectional View

15 NB Pipe

Other Pass

DISHA


Water Sprinkler

Ammonia Cylinder

Boiler

Pass-A

Pass-B

InjectorInjector

ID FanID Fan

DISHA


5.2 Construction of Coal Shed & Procurement of a new dozer and Loco

1. Scheme No: Description of Scheme

G.0121154 Construction of coal shed at CHP

NECESSITY OF THE PROJECT

The prime reason for commissioning the Coal Shed at Jojobera Station is to enhance the reliability and efficiency of

operation by containing the surface moisture of the Coal lying in the Coal Yard.

The coal lying in open Yard is prone to get moisture and other impurities. The situation gets aggravated during monsoon,

with the coal getting wet and sticky due to huge ash and mud content. The power generation can be maintained if the

supply of coal to the units is regular. The wet and sticky coal hampers the power generation as may not be supplied

consistently to the units.

BENEFITS OF THE PROJECT

a) Erection and commissioning of the coal shed in Jojobera will help in the reduction of moisture of middling coal

which will reduce our further stress upon operational and maintenance activities.

b) Reduction in the moisture content of middling coal would lead to operational efficiency of the boiler eliminating

flame failure , arching of coal in coal mills and coal pipes and chocking due to coal spillage (during monsoon).

c) Reduction in moisture would reduce the down time of machines hence would save the further loss of capital.

d) Reliable Operation of Units would result in saving of start-up oil.

e) Reduction in moisture would reduce the down time of Bulldozers which feed almost 7000MT of coal everyday

into the bunker under normal conditions. Due to heavy moisture content of the coal, loading of the dozer

increases which leads to building up of stress above the designed value inside the shafts and bearings of dozer

which leads to its breakdown.

2. Scheme No: Description of Scheme

G.0121146 Shunting Diesel Locomotive

NECESSITY OF THE PROJECT

Since the supply of Coal is sourced from different locations, at times there is simultaneous arrival of Coal rakes from

different Coal sources for unloading which creates bunching of rakes.

During such situations, Coal unloading is delayed and the Demurrage Cost increases. Technically, three no. of Shunting

Locos are required to carry a Rake of 58-59 wagons. Considering one no. of Loco for standby/backup requirement during

preventive maintenance or forced outage, as such, total requirement shall be of four Locomotives. It has been estimated

that, approximately 30% of Demurrage Cost accounts only due of non-availability of Shunting Locomotive.

BENEFITS OF THE PROJECT

a) Procurement of a new Locomotive will provide for the timely Preventive Maintenance of the Locos and hence the

maintenance cost is expected to be within control.

b) An additional Locomotive will also help in optimizing the unloading time thereby reducing the Demurrage Costs.

5.3 Storm Analyser

With increased concern on heat rate and aux power consumption, the need for better combustion inside the furnace increases. After various calculations, it is found that the loss in ignition and flue gas exit temperature loss are the two main losses which is attributing to lower boiler efficiency (higher heat rate). In the absence of instruments that could measure and indicate the combustion chemistry inside the furnace accurately, gets difficult to control the temperature inside the furnace.

The distribution of coal in all elevation, coal velocity and turbulence also play very important role in combustion process. Both actual combustion air and coal particle quality inside the furnace increases the loss in ignition. At present, only the coal particle sizes at various coal pipes are being measured.

The basic objective for installing the storm analyser is to know the air quality and temperature at various places in the furnace and flue gas path. It would give fuel-air velocity at various points in the coal pipes.

Measurements that Storm analyser can support

vLoss in ignition in fly ash and bottom ash

vFlue Gas Exit Temperature

vBoiler and Duct air leakage

vAir Pre heater Leakage

vMore Precise Primary Air flow measurement & control

vMore precise SA flow measurement & control and maintain Furnace Stoichiometric.

vReduction in spray water

vSuper heater and Re heater temperature

vBurner Tuning for better combustion

vAuxiliary Power Optimization

The Storm analyser kit consists of Forward Reverse Pitot tube

The Forward Reverse Pitot Tube can be used to determine the amount of airflow and velocities in a duct. This probe can be used for many applications; some typical tests are as follows:

- Measuring and balancing secondary airflow to wind box and burners

- Measuring primary airflow to each pulveriser

- Calibrating airflow measuring devices (airfoils, venturies, flow nozzles, etc.)

Standard Pitot tube

The Standard Pitot Tube is used for clean air, primary air, or particulate free airflow tests. It is the most reliable probe for velocity pressure measurement and uses a "K" factor of 1.

Furnace Temperature and Gas Measurement Equipment

High Velocity Thermocouple (HVT) Probe

High Velocity Thermocouple (HVT) probes are capable of measuring the flue gas and temperature levels in furnaces with access ports as small as 1-3/4". Each probe is fabricated from 304 and 316 Stainless Steel to resist corrosion.

Probes have an integrated sampling tube allowing for an analyzer to draw gas samples from the furnace for analysis (O2, CO, NOx - depending on the analyzer). A water-cooled jacket protects and cools the probe, while "Chicago" style fittings allow for fast and easy attachment of air and water to standard industrial connections.

High Velocity Thermocouple (HVT) Probe

High Velocity Thermocouple Kit

DISHA


The High Velocity Thermocouple (HVT); once a complete traverse of the furnace has been completed, plots of the data can be generated to determine if and where there is a problem with air in-leakage, secondary airflow or side-to side fuel in-balance in the furnace.

Probes have an integrated sampling tube that allows for an analyzer to draw a gas sample from the furnace (O2, CO, NOx - depending on the analyzer). A water-cooled jacket protects and cools the probe, while quick "Chicago" style fittings allow for fast and easy attachment of air and water to standard industrial connections.

High Velocity Isokinetic Coal Sampling Kit

Each coal sampling kit we sell comes with everything you need to draw a proper Iso kinetic sample from a fuel line and conduct a comprehensive pulveriser test for Optimum performance. With this kit, you will be able to perform clean air tests on each pulveriser as well as determine the static pressure and temperature, dirty air velocity, and fuel flow, airflow, & fineness in each coal pipe.

Boiler Exit Probe

The Boiler Exit Probe can be used further downstream in the rear convection pass from HVT testing. Since it does not require water or air supply lines, the Boiler Exit Probe is less cumbersome than the HVT probe, and it can be used in an environment up to 1,000°F. When used in conjunction with the HVT probe, the Boiler Exit Probe can be used to determine boiler air in-leakage, temperature stratification from the furnace to the stack or air heater leakage.

Gas Sampling Conditioner Kit

The gas conditioner is designed to provide for a clean, low moisture content gas sample to an appropriate analyzer such as the ECOM-AC. Cooling, filtration, and metering are accomplished with various components of the conditioner.

The STORM™ designed gas sample conditioner cools and dries gas samples to be analyzed. The pump installed in this gas sampler significantly reduces normal sample times, and also has been proven to extend the life of portable gas analyzers such as the ECOM and Teledyne models. The cost of this durable, effective gas sample conditioner has proven to pay for itself by reducing the cost of repairs to analyzers due to overworked pumps, fuel cells, and extended sampling times.

DISHA


5.4 Ash - A Resource Material

Fly Ash which was treated as a waste in past is now becoming a resource material. Power plants situated in coastal areas of

West Bengal, Maharashtra, Gujarat and Rajasthan, are selling Fly ash to cement plants in India and exporting to gulf

countries and Bangladesh.

Fly ash is a Pozzolana i.e. an inert siliceous material which, in the presence of moisture, will combine with calcium

hydroxide to produce a cementitious material with excellent Structural properties. At present, ash of Jojobera Power plant

is utilized in following areas:

1. Cement (Pozzolana Portland Cement) Production

2. Low lying area filling and Road Construction

3. Waste Land Development and Agriculture

4. Cenosphere Harvesting

5. Paints and Colour manufacturing

6. Bricks and Blocks manufacturing

7. Ready Mix Concrete

8. Mine Stowing

9. Abrasive Wheel manufacturing

10. Foundry mould

Some of the new areas where our ash will be utilized in future are:

1. Wood Substitute products

2. Artificial Granite and Pavers

3. Concrete Strength Enhance

4. Ready Mx Plaster

Central Electricity Authority has recognized us as one of the Thermal Power plant in India, achieved more than 90% ash

utilization target in the year 2011-12. Our plan for the financial year 2013 ash utilization in different areas is given below:

Cement

RMC & Bricks

& Paint

Road &

Low

lying

area

filling

Mine

Stowing

DISHA


5.5 SANKALP WAVE -2

Sankalp is an organizational initiative that was introduced in the year 2011 as Sankalp Wave I and has been cascaded down to various divisions. Group of people, known as Cross-functional Team, work in close association towards achieving the results of identified projects in a phase-wise manner.

thOn 19 March 2012, Wave II has been launched at Jojobera

Following 2 Projects have been under taken under Sankalp Wave II

lOptimization of Raw materials

lImprove Availability of Unit#2&3

Team Members:

lMr.S.S.Chatterjee

lMr.Atif Eqbal

lMr.Anant Behera

l Mr.Sarthak Pattanayak

l Mr.J.Soni

lMs.Usha Agrawal

Duration of Project

3-4 Months

Phase 0

Brainstorming

Phase 1

Database development and target setting

The duration of this phase is 1-2 weeks. During this phase team gathers facts and understands economics behind the subject. The basic objective of this phase is to understand of the project concept and opportunities therein thoroughly. Team set targets to achieve the goal.

Phase 2

Idea generation and evaluation.

The duration of this phase is 3-9 weeks. It deals with idea generation and evaluation. The basic objective of idea generation is to capture thoughts of bulk cross-section of the Jojobera team regarding the solution of the projects. Many communications & brainstorming session with different departments are being conducted to collect ideas and suggestions.

Phase 3: Decision Making

During this phase, team prepare presentation for steering committee and put forward all the ideas.

Phase 4: Implementation planning

In this phase, detailed planning for the implementation of ideas is being done.

Phase 5: Implementation of and track improvement.

The basic objective is implementation of approved ideas according to the schedule.

Project-1

Optimization of Raw materials

This project deals with optimizing fuel (LDO), water, lube oil & ammonia consumption. The project shall be worked upon in

DISHA


5.6 Effluent Treatment Plant

following ways :

lStudy the key benefits of optimizing these resources.

lPlant visit to Titagarh, CESC to be organised to gain knowledge regarding various methods followed towards optimization of optimization of oil.

lConduct brainstorming and communication sessions with different departments for idea generation.

lSet target against each of the raw materials based on the previous record and possibilities of optimization.

lDiscussion with various vendors like M/s.L&T, M/s.Kilburn Engineering, M/s.Duraweld Engineering etc to be conducted regarding feasibility and implementation of approved ideas.

lVarious pilot projects to be done.

Project-2: Improve Availability of Unit#2 & 3

The basic objective of this project is “Reduction of Unit#2&3 forced outages and improvement in Unit availability”. The same process of idea generation and target setting as stated above to be carried out. Sankalp team members along with maintenance department would then formulate various processes to increase the availability of different critical equipment to enhance Unit availability.

Objective

a) No discharge in the inland surfaces.

b) The Ash water which was being sent to drain after settling in the three ponds is now recovered for purification.

c) The system has been designed for generating treated water quality at par with Clarified water

Features

1. Inlet Water characteristics:

i. Total suspended solids (TSS) : 1000 ppm max.

ii. pH : 6.0 - 8.5O Oiii. Temperature : 18 C - 30 C

2. The normal design flow is 100 M³/Hr.

3. The plant is designed to work on gravity flow and treated water will be collected in a sump. This collected water is

pumped through a Dual media filter for its use in cooling towers.34. The scheme of stream of 100 M /Hr consists of :-

a. Stilling chamber to receive water from the existing Ash Pond – 1 no. (1.4m x 1.4m x 1.5m)

b. Parshall flume to measure the flow – 1no.

c. Flash mixer to mix water with added chemicals - 1 no. (1.4m x 1.4m x 1.4m)

d. Flocculator for forming Flock - 1no. (3.65m x 3.65m x 2.5m)

e. Tube settler type static clarifiers to settle out all settlable matter – 2 nos (Each Capacity 50 M³/Hr

(4.3m x 4.3m x 3.6m)

f. Chemical dosing system:

i. Alum dosing pumps – 2 no 3 (Solution Tank: Dia: 2 m, Cap: 5.78 M MSEP tank)

ii. Poly Electrolyte dosing pumps - 2nos.3 (Solution Tank: Dia: 1 m, Cap: 3.37 M MSEP tank)

iii. Lime for pH correction pumps - 2nos. 3 (Solution Tank: Dia 2.5 m, Cap: 6.38 M MSEP tank)

Each system is provided with agitators.

g. Clarified water collection sump (Filter water tank): 5.8m x 5.8m x 3m LD3h. Filter feed pump: 2 no, 120 M /Hr each (2W + 1S)

i. Pressure type dual media filter as per enclosed specification - 2nos. to filter clarified water to make

it suitable to use in cooling towers.

DISHA


With 2500 m, 250 mm dia pipe up to cooling tower (IS3589)3j. Blower: 2 no are provided to Backwash filters and also to agitate tube settler 400 M /Hr at 0.3

Kg/cm² each system to clean the clogged tube.

k. Flow totalizer is provided at the outlet of filter: 01 No

l. One common sludge thickener to receive the blow down from various units and to recover water

and return the same to ash pond or any other point: 1 no 6.1 m Dia x 3 MLD

m. Sludge pumps to deliver thickened sludge to designated area.

n. 6 nos. sludge pumps to transfer sludge from tube settlers and sludge thickener.

Process Layout of Effluent Treatment Plant System:

The Treatment System:

The Effluent Treatment Plant has been designed, supplied and commissioned at M/s. TATA POWER Ltd., Jojobera, for the

treatment of ash laden water generated from the plant. The wastewater flow rate considered for design from Ash Pond is 3100 M /Hr (with 10 to 15% excess non-steady load – not on regular basis) and the treated water to be used as make-up

water for Cooling Tower No. 2 and 3.

Considered below are the inlet effluent characteristics, with a process guarantee to obtain treated water having the below

mentioned specifications:

Sl.NO. DETAILS UNITS INLET EFFLUENT TREATED EFFLUENT

1. Flow M3/Hr 100 97

2. pH --- 6.8 - 7.5 7.0 - 7.5

3. Suspended Solids mg/lit < 1000 < 5

4. Type of Ash --- Bottom Ash + Fly Ash NA

DISHA


The treatment philosophy for “Effluent water treatment” in order to meet the guaranteed treated effluent,

water specifications should be as follows:

Treated water quality:

a) At the out let of tube settlers TSS – 50 ppm (max).

b) At outlet of Dual media filter TSS – 5 ppm(max)

thPlant commissioned on 15 Oct'2011

The plant designed by

VISHUDDHA ENVIROTECH

C-Wing, R.N.2,

Gr. Floor,

Tadeshwar CHS,

Bhagoji Keer Marg,

Behind paradise Cinema,

Mahim,

Mumbai – 400 016.

NOTE:

1. For the convenience of operation and ease of maintenance the tube settlers in each streams is split in to

two units of 50 M³/Hr each.

2. The bulk of system as envisaged are in RCC construction.

Month

Raw water

consumption

Unit 1-5(M3)

Unit 5 Raw

water

consumption

Generation Unit

1-4 ( MU)

Generatio

n Unit 5 (

MU)

Total

Generatio

n (MU)

Specific water

consumption Uni 1-5

(Ltr/KWHr)

Specific water

consumption Uni 1-4

(Ltr/KWHr)

April,11 1007963.85 329411 200.16 71.96 272.11 3.70 3.39

May'11 1039408 260387 225.67 63.75 289.43 3.59 3.45

June'11 1096100 270173 236.68 59.94 296.62 3.70 3.49

July'11 1054976 252873 256.39 64.33 320.72 3.29 3.13

Aug'11 1163120 295993 254.05 68.38 322.43 3.61 3.41

Sept'11 1025618 261323 224.88 56.93 281.81 3.64 3.40

Oct'11 1093726 278186 240.80 61.33 302.13 3.62 3.39

Nov'11 872380 150823 235.08 41.61 276.69 3.15 3.07

Dec'11 887865 197899 235.12 58.47 293.59 3.02 2.93

Jan'12 961722 201710 249.98 57.82 307.80 3.12 3.04

Feb'12 960729 174732 238.16 52.94 291.10 3.30 3.30

Mar'12 968845 184240 257.85 60.55 318.39 3.04 3.04

FY 11-12 12132452.85 2857750 2854.81 718.01 3572.82 3.40 3.25

0.00

1.00

2.00

3.00

4.00

April,11 May'11 June'11 July'11 Aug'11 Sept'11 Oct'11 Nov'11 Dec'11 Jan'12 Feb'12 Mar'12

Specific water consumption FY 12 Unit 1-5

Specific water consumption Unit 1 -5

DISHA


5.7 Greenolution

As per Greenolution initiative of TATA Power, Jojobera has planned to initiate several activities. Greenolution signifies the process and initiatives that TATA POWER would undertake towards ensuring a greener and sustainable planet.

As a part of this initiative, Jojobera has identified volunteers from divisional employees as Green heroes who will be owner of different programs enunciated under Greenolution.

The key programs that will run under Greenolution centrally as well at location/division level are:lCarbon Footprint Mapping and MonitoringlImplementation of 100% recycled paper usage lTree plantation at all our plants and site locationslSaving water at all our locationslSaving fuel through carpooling and other initiativeslWaste Management at our officeslEnergy conservation and efficiency initiatives at all our locations and outsidelReducing air travel and using web cast/video conferencing facilitieslParticipation in 'Clean your city' drives and campaign

The unit has planned to go about Greenolution initiative for different themes. Some of the plans are as:

Carbon Footprint Mapping and Monitoring: There is plan for encouraging every individual to estimate his/her carbon footprint. This will be done by tracking number of individuals from each department who are entering their carbon footprints. Departmental head will ensure that each one is mapping his/her carbon foot print on calculator on sangam.

This calculator is a quick, simple and accurate way of estimating your individual carbon footprint. This is to make all employees of Tata Power aware of their contribution towards the global problem of Climate Change and help them take measures to reduce their carbon footprint by adopting low carbon lifestyle .

Implementation of 100% recycled paper usage Jojobera division has initiated recycling of used papers as a part of Greenolution initiative. Used papers from all users are collected in Green bins and recycled outside thru management-approved contract to make writing pads which are very cheap. Our aim is to ensure 100% recycled paper usage so as to reduce wastages of papers and minimizing the cost of purchasing writing pads. The awareness for this initiative on using recycled papers is being populated amongst employees so that the target is achieved.

Tree plantation at all our plants and site locations: Tree Plantation is an integral activity under the “Green Manufacturing Index (GMI)”. Jojobera has plan for plantation of trees both inside plant and outside in the neighboring areas. A record of the number of saplings planted and survived (year-on-year) will be maintained by the location/Divisional Head with the assistance of the local Green Heroes.

Saving water at our location: To reduce water consumption and optimize it jojobera will continue with it efforts on both service water and water use for operational purposes. Wastes due to Leakages will be prevented and plant has also taken up the task of Water foot print mapping.

Saving fuel through carpooling and other initiatives: Those employees who are living in the same residential locations will be encouraged to pull cars and journey together.

Energy conservation and efficiency initiatives at our locations and outside: In sync with our organization wide initiative to Promote Energy conservation and efficiency amongst school children and surrounding communities -Jojobera has launched several activities.

Tata Power club Enerji Jojobera division has gone to schools and sensitized school students about the importance of saving energy. Some of these students have in turn gone to the society and explained their friends, relatives and neighbors about the need to curb the wasteful usage of power. As the demand for power in the country is steadily increasing and energy resources are being rapidly depleted, it is vital to involve our youth, as decision-makers of tomorrow, and join them in an initiative to avert a crippling power crisis.

DISHA


Like previous years, Jojobera division will continue to arrange sensitization sessions with students & will organize several behavior change communication in the form of rallies, pamphlets, street plays etc. along with the school children in order to emphasize on the judicious use of energy.

These students in turn will propagate efficient usage of energy to society at large and educate the society on climate change issues. Hence the students and the persons sensitized by them are spreading the messages to larger society and are becoming agent of behavior change.

Last Year our employees from Operation department went to many societies in the energy conservation initiative and made the residents aware about energy conservation and energy efficiency.

Reducing air travel and using web cast/video conferencing facilities: People will be encouraged to attend meetings through videoconferencing and air travel will be discouraged. Quality of Videoconferencing facilities will be maintained for this purpose.

Participation in 'Clean your city' drives and campaign: Jojobera would organize cleaning drive in which senior management staff would participate to encourage all employees to take part in such events which is being organized in city from time to time by various stakeholders like municipal corporation, NGOs and other civic society groups. School students from neighborhood and community members will be sensitized on cleanliness drive and responsible behavior.

5.8 E-Waste

In line with Corporate E-Waste Management Policy, Jojobera took an initiative to dispose E-waste. In the month of

February'2012 Jojobera division disposed 1 mt of E-waste to MOEF authorized vendor and also planning to dispose

another 1.5 mt in the next financial year.

SAFE DESTRUCTION CERTIFICATE

DISHA


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Uni

t 3

(DC-

Gen

Term

inal

)96

.00

96.1

396

.67

96.2

693

.55

93.5

595

.00

94.0

295

.14

93.5

595

.00

99.3

595

.98

97.4

297

.14

99.3

598

.00

96.9

896

.05

Au

x P

ow

er (

%)

Ap

ril

May

Jun

eQ

1Ju

lyA

ug

ust

Sep

tem

ber

Q2

H1

Oct

ob

erN

ove

mb

erD

ecem

ber

Q3

Jan

uar

yFe

bru

ary

Mar

chQ

4H

2FY

12

Uni

t 1

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

012

.50

12.5

0

Uni

t 2

9.75

9.75

9.75

9.75

9.75

9.75

9.75

9.75

9.75

9.75

9.75

9.50

9.67

9.50

9.75

10.0

09.

689.

679.

71

Uni

t 3

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

9.50

Uni

t 4

10.8

010

.80

10.8

010

.80

11.5

011

.50

11.5

011

.50

11.1

411

.50

10.8

011

.70

11.2

010

.80

10.8

010

.80

10.8

010

.97

11.0

6

Sta

tio

n1

0.3

51

0.3

61

0.3

61

0.3

61

0.5

51

0.5

51

0.5

41

0.5

51

0.4

51

0.5

51

0.3

61

0.2

21

0.3

91

0.2

91

0.3

81

0.5

51

0.4

01

0.3

91

0.4

2

DISHA


Net

Gen

erat

ion

(MU

s)A

pril

May

June

Q1

July

Aug

ust

Sept

embe

rQ

2H

1O

ctob

erN

ovem

ber

Dec

embe

rQ

3Ja

nuar

yFe

brua

ryM

arch

Q4

H2

FY 1

2

Uni

t 132

.333

.232

.798

.231

.231

.230

.292

.619

0.8

31.2

32.3

35.8

99.3

33.7

31.2

35.8

100.

720

0.0

390.

8

Uni

t 270

.571

.269

.021

0.7

67.5

68.2

65.9

201.

641

2.4

71.0

69.0

72.2

212.

273

.966

.524

.516

4.9

377.

178

9.5

Uni

t 369

.869

.969

.520

9.3

68.8

68.0

67.6

204.

441

3.7

68.8

67.6

73.1

209.

469

.362

.473

.920

5.5

414.

982

8.6

Uni

t 467

.469

.666

.720

3.7

65.4

65.4

61.7

192.

639

6.3

66.9

65.8

13.0

145.

769

.664

.372

.820

6.7

352.

474

8.6

Stat

ion

239.

924

4.0

237.

972

1.8

232.

923

2.9

225.

469

1.3

1413

.123

7.8

234.

719

4.1

666.

624

6.5

224.

320

7.0

677.

813

44.4

2757

.5

27.7

28.2

27.5

83.4

27.5

27.5

26.6

81.5

164.

928

.027

.122

.177

.328

.326

.024

.478

.615

5.9

320.

8

Apr

ilM

ayJu

neQ

1Ju

lyA

ugus

tSe

ptem

ber

Q2

H1

Oct

ober

Nov

embe

rD

ecem

ber

Q3

Janu

ary

Febr

uary

Mar

chQ

4H

2FY

12

196.

720

0.8

194.

759

2.2

232.

923

2.9

225.

469

1.3

1283

.519

6.9

195.

119

4.1

586.

120

1.8

179.

020

7.0

587.

811

73.9

2457

.4

Apr

ilM

ayJu

neQ

1Ju

lyA

ugus

tSe

ptem

ber

Q2

H1

Oct

ober

Nov

embe

rD

ecem

ber

Q3

Janu

ary

Febr

uary

Mar

chQ

4H

2FY

12

4343

4313

00

00

013

041

400

8145

450

9017

130

0

Uni

t 2

20 d

ays

Ann

ual S

hutd

own

in M

arch

Tata

Ste

el

Con

sum

ptio

n

(MU

s)

Expo

rt S

ales

(MU

s)

Uni

t 4

25 d

ays

Ann

ual S

hutd

own

in D

ecem

ber

DISHA


6.2

Jo

job

era

AB

P F

Y 1

3 -

Fu

el &

He

at R

ate

Un

it 1

Uo

MA

pri

lM

ay

Jun

eQ

1Ju

lyA

ug

ust

Se

pte

mb

er

Q2

H1

Oct

ob

er

No

ve

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

12

Gen

erat

ion

MU

s37

38

37

11

236

36

34

10

62

18

36

37

41

11

439

36

41

11

52

29

44

7

Hea

t Rat

eKca

l/Kw

h2860

2860

2865

28

62

2865

2865

2865

28

65

28

63

2860

2860

2850

28

56

2850

2860

2860

28

57

28

57

28

60

LDO

Consu

mption

KL

30

50

100

18

0100

100

100

30

04

80

100

30

20

15

020

20

30

70

22

07

00

WB C

onsu

mption

Ton

17407

16684

16405

50

49

614525

14525

14020

43

07

09

35

66

15640

16266

17992

49

89

816946

15724

18041

50

71

11

00

60

91

94

17

4

MCL

Consu

mption

Ton

8703

8494

8352

25

54

97262

8134

7851

23

24

74

87

96

8531

8872

9814

27

21

76162

5718

6560

18

44

04

56

57

94

45

4

RJC

Consu

mption

Ton

2901

5157

5071

13

12

97262

6391

6169

19

82

23

29

51

4265

4436

4907

13

60

87703

7147

8201

23

05

13

66

59

69

61

0

Un

it 2

Uo

MA

pri

lM

ay

Jun

eQ

1Ju

lyA

ug

ust

Se

pte

mb

er

Q2

H1

Oct

ob

er

No

ve

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

12

Gen

erat

ion

MU

s78

79

76

23

475

76

73

22

34

57

79

76

80

23

582

74

27

18

34

17

87

4

Hea

t Rat

eKca

l/Kw

h2610

2610

2630

26

17

2635

2635

2635

26

35

26

26

2625

2610

2610

26

15

2610

2610

2630

26

13

26

14

26

20

LDO

Consu

mption

KL

30

30

115

17

5120

115

115

35

05

25

115

20

10

14

510

15

200

22

53

70

89

5

WB C

onsu

mption

Ton

37838

38249

37185

11

32

71

36415

36840

35584

10

88

39

22

21

10

38168

37061

38713

11

39

41

39573

35709

12980

88

26

22

02

20

44

24

31

4

MCL

Consu

mption

Ton

16216

16392

15936

48

54

515606

15788

15250

46

64

59

51

90

16358

15883

16591

48

83

216960

15304

5563

37

82

78

66

59

18

18

49

RJC

Consu

mption

Ton

00

00

00

00

00

00

00

00

00

0

Un

it 3

Uo

MA

pri

lM

ay

Jun

eQ

1Ju

lyA

ug

ust

Se

pte

mb

er

Q2

H1

Oct

ob

er

No

ve

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

12

Gen

erat

ion

MU

s77

77

77

23

176

75

75

22

64

57

76

75

81

23

177

69

82

22

74

58

91

6

Hea

t Rat

eKca

l/Kw

h2620

2620

2640

26

27

2640

2640

2640

26

40

26

33

2615

2610

2600

26

08

2600

2610

2610

26

07

26

07

26

20

LDO

Consu

mption

KL

40

40

130

21

0130

130

130

39

06

00

130

35

30

19

530

35

35

10

02

95

89

5

WB C

onsu

mption

Ton

37498

37548

37485

11

25

31

37075

36666

36432

11

01

73

22

27

04

36722

36177

38959

11

18

58

36938

33384

39531

10

98

53

22

17

11

44

44

15

MCL

Consu

mption

Ton

16070

16092

16065

48

22

815889

15714

15614

47

21

79

54

45

15738

15504

16697

47

93

915831

14307

16942

47

08

09

50

19

19

04

64

RJC

Consu

mption

Ton

00

00

00

00

00

00

00

00

00

0

Un

it 4

Uo

MA

pri

lM

ay

Jun

eQ

1Ju

lyA

ug

ust

Se

pte

mb

er

Q2

H1

Oct

ob

er

No

ve

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

12

Gen

erat

ion

MU

s76

78

75

22

874

74

70

21

84

46

76

74

15

16

478

72

82

23

23

96

84

2

Hea

t Rat

eKca

l/Kw

h2649

2649

2649

26

49

2649

2649

2649

26

49

26

49

2649

2649

2675

26

51

2649

2649

2649

26

49

26

50

26

49

LDO

Consu

mption

KL

30

50

100

18

0100

100

100

30

04

80

100

20

200

32

020

20

30

70

39

08

70

WB C

onsu

mption

Ton

33042

31885

30466

95

39

327921

27921

26347

82

19

01

77

58

330784

30187

5791

66

76

231927

29470

33366

94

76

31

61

52

53

39

10

8

MCL

Consu

mption

Ton

16521

16232

15510

48

26

313961

15636

14755

44

35

19

26

14

16791

16466

3159

36

41

611610

10716

12133

34

45

97

08

75

16

34

89

RJC

Consu

mption

Ton

5507

9855

9417

24

77

913961

12285

11593

37

83

96

26

18

8396

8233

1579

18

20

814512

13396

15166

43

07

46

12

82

12

39

00

Sta

tio

nU

oM

Ap

ril

Ma

yJu

ne

Q1

July

Au

gu

stS

ep

tem

be

rQ

2H

1O

cto

be

rN

ove

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

12

Gen

erat

ion

MU

s268

272

265

80

5260

260

252

77

31

57

8266

262

216

74

4275

250

231

75

61

50

03

07

8

Hea

t Rat

eKca

l/Kw

h2658

2659

2671

26

63

2672

2672

2672

26

72

26

67

2661

2656

2656

26

58

2652

2657

2670

26

59

26

58

26

63

LDO

Consu

mption

KL

130

170

445

74

5450

445

445

13

40

20

85

445

105

260

81

080

90

295

46

51

27

53

36

0

WB C

onsu

mption

Ton

125784

124366

121541

37

16

91

115937

115952

112384

34

42

72

71

59

63

121314

119690

101455

34

24

59

125385

114286

103918

34

35

90

68

60

49

14

02

01

1

MCL

Consu

mption

Ton

57511

57210

55863

17

05

84

52719

55272

53470

16

14

61

33

20

45

57418

56725

46260

16

04

04

50563

46045

41198

13

78

06

29

82

10

63

02

55

RJC

Consu

mption

Ton

8408

15012

14487

37

90

821223

18676

17762

57

66

19

55

69

12661

12669

6486

31

81

622215

20543

23367

66

12

59

79

41

19

35

10

DISHA


6.3

PH

# 6

AB

P F

Y 1

3 -

Op

era

tio

nal

Ap

ril

May

Jun

eQ

1Ju

lyA

ug

ust

Sep

tem

ber

Q2

H1

Oct

ob

erN

ove

mb

erD

ecem

ber

Q3

Jan

uar

yFe

bru

ary

Mar

chQ

4H

2FY

13

78.9

81.5

78.9

23

9.3

80.8

80.8

78.9

24

0.5

47

9.8

81.5

78.9

64.0

22

4.4

81.5

73.6

34.4

18

9.6

41

4.0

89

4

Ap

ril

May

Jun

eQ

1Ju

lyA

ug

ust

Sep

tem

ber

Q2

H1

Oct

ob

erN

ove

mb

erD

ecem

ber

Q3

Jan

uar

yFe

bru

ary

Mar

chQ

4H

2FY

13

91.3

91.3

91.3

91

.390

.590

.591

.39

0.8

91

.091

.391

.371

.78

4.7

91.3

91.3

38.6

73

.17

9.0

85

.0

Ava

ilab

ility

Ap

ril

May

Jun

eQ

1Ju

lyA

ug

ust

Sep

tem

ber

Q2

H1

Oct

ob

erN

ove

mb

erD

ecem

ber

Q3

Jan

uar

yFe

bru

ary

Mar

chQ

4H

2FY

13

Boile

r 1

29.5

031

.00

29.5

090

.00

30.5

030

.50

30.0

091

.00

181.

0030

.50

30.0

016

.00

76.5

030

.50

28.0

013

.00

7214

832

9.00

Boile

r 2

30.0

030

.50

30.0

090

.50

30.5

030

.50

29.5

090

.50

181.

0031

.00

29.5

031

.00

91.5

031

.00

27.5

013

.00

7216

334

4.00

Uni

t ru

nnin

g da

ys30

.00

31.0

030

.00

90.5

031

3130

9118

131

3031

9231

2813

7216

334

4.00

Onl

ine

Av. of

Blr

198

.33

100.

0098

.33

98.9

098

.39

98.3

910

0.00

98.9

198

.91

98.3

910

0.00

51.6

183

.15

98.3

910

0.00

41.9

479

.44

81.3

290

.14

Onl

ine

Av. of

Blr

210

0.00

98.3

910

0.00

99.4

598

.39

98.3

998

.33

98.3

798

.91

100.

0098

.33

100.

0099

.46

100.

0098

.21

41.9

479

.44

89.5

694

.25

Un

it O

nlin

e

Ava

ilab

ility

10

0.0

01

00

.00

10

0.0

01

00

.00

98

.39

98

.39

10

0.0

09

8.9

29

9.4

61

00

.00

10

0.0

01

00

.00

10

0.0

01

00

.00

10

0.0

04

1.9

48

0.6

59

0.3

29

4.8

9

Un

it G

en A

vaila

bili

ty9

9.1

79

9.1

99

9.1

79

9.1

89

8.3

99

8.3

99

9.1

79

8.6

49

8.9

19

9.1

99

9.1

77

5.8

19

1.3

09

9.1

99

9.1

14

1.9

47

9.4

48

5.4

49

2.1

9

Au

x P

ow

er (

%)

Ap

ril

May

Jun

eQ

1Ju

lyA

ug

ust

Sep

tem

ber

Q2

H1

Oct

ob

erN

ove

mb

erD

ecem

ber

Q3

Jan

uar

yFe

bru

ary

Mar

chQ

4H

2FY

13

PH

68

.00

8.0

08

.00

8.0

08

.00

8.0

08

.00

8.0

08

.00

7.5

07

.50

8.0

07

.64

7.5

07

.50

8.0

07

.59

7.6

27

.82

Au

x P

ow

er (

MU

s)A

pri

lM

ayJu

ne

Q1

July

Au

gu

stS

epte

mb

erQ

2H

1O

cto

ber

No

vem

ber

Dec

emb

erQ

3Ja

nu

ary

Feb

ruar

yM

arch

Q4

H2

FY1

3

PH

66

.31

6.5

26

.31

19

.14

6.4

76

.47

6.3

11

9.2

43

8.3

86

.11

5.9

25

.12

17

.15

6.1

15

.52

2.7

61

4.3

93

1.5

46

9.9

2

Net

Gen

erat

ion

(MU

s)A

pri

lM

ayJu

ne

Q1

July

Au

gu

stS

epte

mb

erQ

2H

1O

cto

ber

No

vem

ber

Dec

emb

erQ

3Ja

nu

ary

Feb

ruar

yM

arch

Q4

H2

FY1

3

PH

67

2.6

75

.07

2.6

22

0.2

74

.35

74

.37

2.6

22

1.3

44

1.4

75

.47

3.0

58

.87

20

7.3

75

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68

.13

1.7

17

5.2

38

2.4

82

3.9

Gro

ss G

ener

atio

n

(MU

s)

PLF

of

the

Un

it

DISHA


6.4

Un

it 5

AB

P F

Y 1

3 -

Op

era

tio

nal

Gro

ss G

en

era

tio

n

(MU

s)A

pri

lM

ay

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eQ

1Ju

lyA

ug

ust

Se

pte

mb

er

Q2

H1

Oct

ob

er

No

ve

mb

er

De

cem

be

rQ

3Ja

nu

ary

Fe

bru

ary

Ma

rch

Q4

H2

FY

13

Uni

t 5

69.1

69.8

66.3

205.

263

.765

.464

.019

3.2

398.

468

.568

.071

.420

7.9

43.8

46.1

82.1

172.

037

9.9

778

PLF (

%)

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ril

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yJu

ne

Q1

July

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gu

stS

ep

tem

be

rQ

2H

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rN

ove

mb

er

De

cem

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ary

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bru

ary

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rch

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H2

FY

13

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t 5

80.0

078

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76.7

078

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71.3

773

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75.5

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780

.00

78.4

749

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492

.00

66.3

672

.48

74.0

4

Ava

ila

bil

ity (

%)

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ril

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ne

Q1

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gu

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tem

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13

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t 5

100.

0098

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.90

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96.9

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310

0.00

98.9

161

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310

0.00

77.7

888

.46

92.7

4

Au

x P

ow

er

(%)

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ril

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yJu

ne

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gu

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ep

tem

be

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be

rN

ove

mb

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cem

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bru

ary

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13

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t 5

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011

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11.0

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11.0

011

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11.0

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11.0

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311

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t G

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t 5

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4

20

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ys

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nu

al

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utd

ow

n

6.5

Un

it 5

AB

P F

Y 1

3 -

Fu

el &

He

at R

ate

Uni

t 5

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lM

ayJu

neQ

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gust

Sept

embe

rQ

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1O

ctob

erN

ovem

ber

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embe

rQ

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yFe

brua

ryM

arch

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Gene

ratio

nM

Us69

.169

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563

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339

868

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843

.846

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238

077

8

Heat

Rat

eKc

al/K

wh

2590

2590

2610

2596

2610

2610

2610

2610

2603

2580

2580

2580

2580

2580

2610

2580

2588

2584

2594

LDO

Con

sum

ptio

nKL

3050

100

180

100

100

100

300

480

100

2020

140

2020

030

250

390

870

WB

Cons

umpt

ion

Ton

4276

343

161

4116

112

7084

3956

940

630

3975

811

9957

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4142

072

4190

844

041

1280

2126

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2833

750

632

1059

4523

3966

4810

07

DISHA


6.6

GM

's C

ale

nd

er

for

FY

12

- 1

3

Act

ivit

ies

Freq

uenc

y

Mee

ting

wit

h al

l H

ead

(Mai

nt)

& H

ead

(Saf

ety)

of

Jojo

bera

Wee

kly

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

Mee

ting

wit

h al

l HO

Ds

of

Pow

er H

ous

e 6

&

empl

oyee

sW

eekl

yP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

P

OR

C r

evie

w /

BSC

(H

yper

ion)

Mo

nthl

yP

PP

PP

PP

PP

PP

P

MIS

Rev

iew

(M

ont

hly

Rev

iew

mee

ting

)M

ont

hly

PP

PP

PP

PP

PP

PP

Co

st &

Cap

ex R

evie

wM

ont

hly

PP

PP

PP

PP

PP

PP

Mee

ting

wit

h Le

gal A

dvis

or

Mo

nthl

yP

PP

PP

PP

PP

PP

P

AB

P +

SDM

Rev

iew

Mo

nthl

y

O R

TM

ont

hly

P

P

P

P

P

P

P

P

P

P

P

P

Rev

iew

of

Tri

p R

epo

rtM

ont

hly

Ash

Uti

lisat

ion

Mo

nthl

y

Safe

ty R

evie

w b

y C

entr

al S

afet

y C

om

mit

tee

(SSE

PS)

Mo

nthl

y

Co

rpo

rate

Saf

ety

Co

mm

itte

e R

evie

wM

ont

hly

Div

isio

nal Q

ualit

y C

oun

cil

Mo

nthl

y

Co

mm

unic

atio

n M

eeti

ng w

ith

em

ploy

ees

of

JPP

Bim

ont

hly

Ris

k M

gmt

+ TC

oC

+ In

tern

al A

udit

Rev

iew

. B

imo

nthl

y

Voic

es/Q

12B

imo

nthl

y

Lase

r B

imo

nthl

y

BE

revi

ew (

EPM

/ T

BEM

)B

imo

nthl

y

Sust

aina

bilit

yB

imo

nthl

y

Mee

ting

wit

h U

nio

n O

ffic

e B

eare

r Q

uart

erly

QC

Pro

ject

s R

evie

wQ

uart

erly

IMS

Inte

rnal

Aud

itTh

rice

a y

ear

IMS

MR

Rev

iew

Thri

ce a

yea

r

PP

P

P

P

PP

P

PP

PP

Feb'

13M

ar'1

3

PP

PP

Jan'

13D

ec'1

2

P

Nov

'12

July

'12

Aug

'12

Sep'

12O

ct'1

2

PP

P

P

P

P

P

P

Apr

'12

May

'12

Jun'

12

P

P

P

P

P

PP

P

P

PP

P

P

PP

P

PP

P

P

PP

P

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

PP

P

PP P

PP

PP

PP

PP

PP

P

PP

P PP

PP

PP

P

PP

P

DISHA


6.7

Eve

nt

Cal

en

de

r

Activ

ities

Wel

com

ing

Fin

anci

al Y

ear –

Cak

e

cutt

ing

func

tion

1st

Fire

Ser

vice

Wee

k9t

h - 1

4th.

Qua

lity

Nite

1st

Wor

ld E

nviro

nmen

t Day

5th

TBEM

Site

Vis

it

Elec

tric

al S

afet

y W

eek

1st -

7th

JRD

Tat

a Bi

rthd

ay29

th

Inde

pend

ence

Day

15

th

Visw

akar

ma

Puja

17th

Surv

eilla

nce

Audi

t / R

e-ce

rtifi

catio

n -

IMS

Wal

k fo

r Hea

lth o

n th

e ev

ent o

f

Gan

dhi J

ayan

ti2n

d

Annu

al S

port

s

Nat

iona

l Ene

rgy

Cons

erva

tion

Day

14th

Exce

leve

Wel

com

ing

New

Yea

r – C

ake

cutt

ing

func

tion

1st

Traf

fic S

afet

y W

eek

1st -

7th

Repu

blic

Day

26th

Hou

seke

epin

g M

onth

Foun

ders

Day

3rd

Nat

iona

l Saf

ety

Day

4th

Ethi

cs W

eek

Apr'1

2M

ay'1

2Ju

n'12

3rd

- 9th

Feb'

13M

ar'1

3Ja

n'13

Dec

'12

Nov

'12

July

'12

Aug'

12Se

p'12

Oct

'12

DISHA


7.1 Environment Statutory Compliance Plan

Target

FY 13

SPM 75 Mg/Nm3 Monthly 75

SO2 in MT/Day Monthly 8.54

NO2 in PPM Monthly 360

CO2 emission gm/KWH Monthly 1064















NO2 in PPM Monthly


SO2 50 µg/m3 Twice weekly 50

NO2 40 µg/m3 Twice weekly 40

PM10 60 µg/m3 Twice weekly 60

PM2.5 40 µg/m3 Twice weekly 40

Ozone 100 µg/m3 Twice weekly 100

Lead 0.5 µg/m3 Twice weekly 0.50

CO 02 mg/m3 Twice weekly 2

NH3 100 µg/m3 Twice weekly 100

C6H6 5 µg/m3 Twice weekly 5.00

Benzo(á)Pyrene (BaP) -

particulate phase only1 ng/m3 Twice weekly 1

Arsenic (As) 6 ng/m3 Twice weekly 6

Nickel (Ni) 20 ng/m3 Twice weekly 20

2

Overall Targets YOY have been identified for going beyond statutory requirements for Environment. Targets for the following parameters are given below:

RemarksFrequency of

Measurement

AAQ Station (3

locations)

Annual arithmetic mean of minimum 104 measurements in a year. Solvent

extraction followed by HPLC/GC analysis

Annual arithmetic mean of minimum 104 measurements in a year. Analysis

by AAS/ICP after sampling on EPM 2000 or equivalent filter paper




by gravimetry

Overall Targets YOY have been identified for going beyond statutory requirements for Environment. Environment Plan would be detailing of

1. Technologies available for voluntary reduction in emission of Carbon, Sulphur Dioxide, NOX, SPM, CW Outlet temperature, Efflent Discharge.

Tata Power, Jojobera

Environment Plan

Parameters Standard

Depends on Heat Rate, GCV of coal, coal consumption and LOI in ash.

As per MoEF clearance


by Chemiluminescence

Environmental

Aspects

STACK (U # 4)

Station

Only Thermal NOx production is controllable



Depends on S% and coal consumption

8 hour measurement. Analysis by non dispersive infra red (NDIR)

spectroscopy





by gas chromatograph (adsorption and desorption followed by GC)

8 hour measurement. Analysis by UV Photometry





by Improved West and Gaeke




by gravimetry



STACK (U # 1)

STACK (U # 2)



Sl. No.

1Only Thermal NOx production is controllable


STACK (U # 3)





by modified Jacob & Hochheiser (Na-arsenite)

DISHA


Effluent Treatment plant installed to reuse the waste water of the plant and no discharge into inland surfaces after installation of ETP.

Target

FY 12Remarks

Frequency of

MeasurementParameters Standard

Environmental

AspectsSl. No.

SO2 50 µg/m3 MONTHLY 50

NO2 40 µg/m3 MONTHLY 40

PM10 60 µg/m3 MONTHLY 60

PM2.5 40 µg/m3 MONTHLY 40

Ozone 100 µg/m3 MONTHLY 100

Lead 0.5 µg/m3 MONTHLY 0.50

CO 02 mg/m3 MONTHLY 2

NH3 100 µg/m3 MONTHLY 100

C6H6 5 µg/m3 MONTHLY 5.00

Benzo(á)Pyrene (BaP) -

particulate phase only1 ng/m

3 MONTHLY 1

Arsenic (As) 6 ng/m3 MONTHLY 6

Nickel (Ni) 20 ng/m3 MONTHLY 20


by Improved West and Gaeke


by modified Jacob & Hochheiser (Na-arsenite)


by gravimetryAnnual arithmetic mean of minimum 104 measurements in a year. Analysis

by gravimetry

2

Annual arithmetic mean of minimum 104 measurements in a year. Solvent

extraction followed by HPLC/GC analysis





AAQ Adjacent

villages (4 locations)

8 hour measurement. Analysis by UV Photometry



8 hour measurement. Analysis by non dispersive infra red (NDIR) spectroscopy


by Chemiluminescence


by gas chromatograph (adsorption and desorption followed by GC)

DISHA


1

Return regarding consumption of water for

Assessment of CESS under Water (Prevention &

Control of Pollution) Cess Act 1977

MonthlyBefore 5

th of every month for the

previous monthENV

2To pay cess amount calculated on the basis of

water consumed.Monthly

Within 10 days of receiving Cess

assessment order from JSPCBENV

3

Section-30 of Water Act compliance report

against consent conditions including monitoring

results to JSPCB

MonthlyBefore 15th of every month for the

previous monthENV

4

Section-21 of Air Act compliance report against

consent conditions including monitoring results

to JSPCB.

MonthlyBefore 15th of every month for the

previous monthENV

5

Half yearly compliance to MOEF, Bhubaneshwar

for Unit # 1,2 & 3 with a copy to JSPCB, Ranchi

and Jamshedpur.

Half yearly

Before 1st June (for the period of

October to March) & Before 1st

December (for the period of April

to Sept)

ENV & Fly AshManagement

6

Half yearly compliance to MOEF, Jharkhand for

Unit # 4 with a copy to JSPCB, Ranchi &

Jamshedpur.

Half yearly




to Sept)


7

Half yearly compliance to MOEF, Jharkhand for

Unit # 5 with a copy to JSPCB, Ranchi &

Jamshedpur.

Half yearly




to Sept)


8 Renewal of Consent (Air + Water) for Unit # 1,2,3 Annually Every August ENV

9 Renewal of Consent (Air + Water) for Unit # 5. Annually Every November ENV

10 Environment Statement Rule 14 EP Act. Annually September Every Year for previous

financial yearENV

11Submit annual report on fly ash utilization as per

SO.763 (E)Annually

April of every year for the last

Financial Year.

Fly AshManagement

12

Submit annual return for disposal of hazardous

waste (management, handling and

transboundary movement) Rules 2008.

Annually Before 30th June every year for

Previous financial yearENV

13Half yearly Return as per Battery Management &

Handling Rules.Half Yearly

June Every year (for Oct to March)

and December every year (for April

to September)

ENV

14Compliance to CREP Charter (On line monitoring

of Stack)Quarterly In the first month of every quarter ENV

15

Authorization under Hazardous Wastes

(Management Handling & Transboundary

Movement) Rules 2008.

Once in 5 Years

April’ 14. ENV

16 Fly ash report for the financial year to CEA Half-yearly October & April Fly AshManagement


Statutory Compliance Plan

Identified major action items that need to be executed based on

statutory requirements as relevant to the Jojobera. Proactive projects

needs to be identified in areas where changes in Statutory

requirements are likely to happen

Sl. No. Particulars Frequency Schedule of compliance Responsibility

DISHA


7.2 Legal compliance plan

Sl. No. Particulars Schedule of compliance Responsibility

1

Factory licence under Rule 4 to 10 of the Jharkhand Factories Rules, 1950 and Section 6(1) (d) of the Factories Act, 1948.

Every November HR

2 Certificate of Stability for Unit # 1, 2 & 3. January’14 HR

3 Certificate of Stability for Unit # 4. November’16 HR

4 Certificate of Stability for Unit # 5. April’14 HR

5

Service Station (Dispensing Unit) – 20 KL HSD.

Every November CHP

6

Licence for LDO Tank # 1, 2 & 3 Every November Operation

7 Wireless licence for using Walky Talky . Every November C & I

DISHA


8.1 Major Capex Project

Mechanical Maintenance Department

APH tubes

Average life of Air Pre heater Tubes is 8-10 years. . On the basis of last shutdown report, Units # 2 & 3 Primary & Secondary

outlet bank reported highest leakage amounting to approximately 20-25% of the total tube. Hence replacement of these

tubes in phased manner has been taken up from FY'13.

The implementation of the project will reduce leakage of Primary or Secondary air across Air Pre heater Tubes. Improve

Control over operational parameters like flue gas exit temperature and total air flow.

Axial fan critical components

PA Fans & FD Fans are the vital part of steam generator and one of its critical components is its blade bearing assembly.

Outage of any of these fans is directly linked with partial or complete outage of the Unit. In order to avoid any such

occurrences, spare set of blade bearing assembly is planned to be procured in FY13.

In case of forced outage of the PA / FD fans, revival time would be minimized resulting into minimal loss of generation

potential.

Burner panel bends

Burner Panel bends is one of the erosion prone areas in the Boiler. In last shutdown of Units # 2 & 3, considerable thickness

reduction has been observed in these tubes and bends. As a result of the finding, replacement of these tubes and bends in

phase-wise manner from FY'13 onwards has been planned.

Systematic replacement will ensure reduction in forced outage.

Economizer Coil Assembly (Upper Bank & Lower Bank)

LTSH tubes and bends 50%

Units # 2 & 3 have completed more than 11 years of continuous operation and as per OEM recommendation, economizer

coils becomes obsolete and prone to leakage after 10 Years of operation. As a result, replacement of the economizer coils

assembly would be taken up from FY'13 to FY'15.

Units 2 & 3 are under regulation where the availability based incentive is given to the generator. The execution of the

project is aimed at achieving higher incentive.

Reheater Coils

Reheater Coils fall under very high heat area and are prone to failure. Steam passing through these coils is at comparatively

low pressure associated with high temperature. As both units # 2 & 3 have completed nearly 12 years of continuous

running, thus replacement of re-heater coils is necessary from FY'13 to ensure reliable operation and also to avoid

uncertain forced outages.

Reduction in forced outage through systematic replacement of re-heater coils.

Fly Ash Line Pipes

Slurry line pipes

The wear rates in the pipelines conveying ash is high. Ash mixed with air, flows through the pipes at a very high velocity and

causes rapid erosion of these pipe lines resulting into frequent breakdowns and higher maintenance. Weld over pipes

(also known as wear resist pipes) is available in the market which is capable of running for longer duration as compared to

the MS Pipes. As per the guarantee given by the vendor, average life of these pipes is 7-8 times that of the MS pipes.

As a result, the replacement of the existing pipes with the wear resist pipes have been planned in FY13 leading to higher

reliability and lower maintenance.

Steam cooled wall bottom header

During last annual shutdown of the Units 2 & 3, Steam cooled header were found to be damaged by heavy ash erosion.

Wall thickness of these headers was reduced to 24mm from 32mm which is more than 30% reductions in thickness. As per

DISHA


IBR rule only up to 20% reduction in wall thickness is allowable. Hence replacement of this steam cooled header has been

taken-up in FY'13.

Turbine Parting Plane Bolts & Coupling Bolts

Turbine parting plane bolts and coupling bolts undergo repeated stress during each start-up and shutdown.

Additionally, during Turbine Overhauls all parting plane bolts are removed and reassembled through heat tightening

method inducing high stress in the system. In order to avoid failure of these bolts, BHEL recommends renewal of the

complete set in 10-12 years time span.

In FY13, procurement of one set of Turbine Parting Plane Bolts and Coupling Bolts have been planned so as to

eliminate any unforeseen outages.

Turning Gear Assembly

Turning gear assembly is a vital part of turbine and is required during barring operation. In-house overhauling of this

equipment is not possible because of its assembly complications and non-availability of spare parts. In case of

malfunctioning of this equipment stalling of turbine and maintaining barring speed will be difficult leading to direct

generation loss. Standby turning gear assembly will enable quick restoration of Unit in case of such occurrence.

Electrical Maintainenace Department

Up gradation of ESP controller

Unit # 2 & 3 ESP controllers were installed at the time of commissioning and are running continuously since then. With the

years passing by, the efficiency of the controllers has degraded significantly leading to higher ash emission. Also, ESP

controllers with modern technology are now available in the market which can bring down the emission level of these

units within desirable limits.

This project is aimed at increasing the performance and efficiency of ESP thereby reducing the emission level of the units.

Controls & Instrumentation Department

Up gradation of Honeywell DCS system

In the year 1996, Unit # 1 DCS for Balance of Plant was commissioned by TATA Honeywell with DCS model TDC 3000. TDC

3000 was the second generation of DCS that had come to the market in 1985 and has gone through lot of up gradation with

new features. Honeywell has stopped manufacturing electronics card required for the HMI of TDC 3000 and has come up

with new generation of HMI called EXPERION with new technology and new features.

E-Security Project Implementation

Keeping the current security situation in mind, it is recommended that all Tata Power Divisions to install CCTV Camera at all

entry /exit gates. This would help the divisions to have protection and safeguard against loss from theft and other

undesirable situations.

Safety & Ash Management Department:

Construction of Dust control System at Ash Silo no 2 and 3:

Construction of Dust control System at Ash Silo no 2 and 3 would arrest the fly ash emitting out from pipelines, silo vents

and ash bagging machines.

With the implementation of this project, employees as well as community residing near plant will get benefitted in terms

of improved ambient air quality.

Chemical & Environment

Renovation of DM Plant

Unit -1 DM Plant at Jojobera was commissioned in 1995 and Unit -2 DM Plant was commissioned in the year 2000 with the

commissioning of 1 X 120 MW unit. These two units are catering to the need of DM water requirement of all five units for

the steam generation.

DISHA


The various components of the DM Plant are in damaged condition due to ageing. Post renovation will ensure the reliability

of operation, enhanced regeneration cycle time and reduced maintenance cost.

Civil Maintenance Dept

Construction of Railway Platform

Presently, the ash bag loading process is executed without any proper railway platform.

The proposed railway platform would cover the length of 500 meter in sections of 250 meter length along one track; and

150 meters and 100 meters of length along both sides of another track.

This platform will improve working conditions for the workmen engaged in rake unloading activities by improving the

safety standards of the workplace. It would also reduce the rake unloading time in monsoon season by improving the

facility for safer and faster movement around the work area.

Construction of Road & Boundary Wall

The roads and boundary wall of the plant were constructed around 15 years back. After the initial construction, no vital

renovations have been carried out for the roads till date. Due to heavy vehicular movement, the conditions of the roads

have deteriorated over the years and are exacerbated during the monsoons. It has been proposed to undertake renovation

work for the roads & Boundary walls in phased manner for enhanced safety of the traffic. It will also reduce the trespassing

and improve the security of the Plant.

Construction of Training Center

The infrastructure available at Jojobera is insufficient to cater the inhouse training requirement. Presently, we approach

other Tata Group companies for their infrastructure to facilitate specialized training programs by external faculty at

Jamshedpur.

Construction of new training centre equipped with all modern facilities will help us not only to maximize the number of

employees getting benefitted at a time at reduced cost but will also help in improving the environment with reduced travel.

8.2 Key SDM Projects

lSecurity –To increase the Height of Boundary wall

lHR – To commission Canteen at PH#6

lCHP - Underground tunnel fire protection system; Renovation of Sprinklers system at coal Yard; Coal Shed

construction; Demurrage reduction

lSafety & Ash - Strengthening of Ash Pond Wall; Development of More Fly Ash Users ; Utilisation of Pond Ash for

Infrastructure

lMMD- Anhydrous Ammonia Dosing System; Reduction of Specific Oil Consumption; To Enhance Plant Availability

lEMD - Unit-2 GRP replacement; Retrofit of ESP controller;

lIMD- Automation of BSC Parameters and 50% of Plant Process data in PI System

lMaterials - Performance Based Contract Finalization; Closing of land lease issue

lOperations - Erection and commissioning of STORM analyzer

lPH 6 IMD- Improvement in BFG Header Pressure Control

DISHA


9.1

Ris

k R

egi

ste

rs

DISHA


Ris

k Im

pact

:

Low

Leve

l of P

repa

redn

ess

3

Ris

k Li

kelih

ood:

Lo

wCr

itic

alit

y

Fin.

Impa

ct (R

s. C

r.)8.

2Fi

n. Im

pact

(Rs.

Cr.)

8.2

Like

lihoo

d 10

%Li

kelih

ood

5%

Valu

e (R

s. C

r.)

0.82

Valu

e (R

s. C

r.)

0.41

3.12

: Jo

jobe

ra

1. Im

ple

mente

d. P

TW

audit

is c

arr

ied o

ut on

month

ly b

asi

s.2. O

ngoin

g b

y O

pera

tions

staff.

3. T

rain

ing to c

om

pany

em

plo

yees

on m

onth

ly

basi

s as

per

train

ing c

ale

nder

(0.5

Mandays

/

em

plo

yee / a

nnum

) T

rain

ing to C

ontr

act

or

em

plo

yees

on w

eekl

y basi

s.

4. LO

TO

imple

mente

d.

5. P

ort

able

fire e

xtin

guis

hers

pro

vided a

t id

entif

ied

loca

tions

and r

evi

ew

ed o

n a

nnual b

asi

s.6. F

ire e

xtin

guis

hers

& m

anual c

all

poin

ts a

re

bein

g c

heck

ed b

y fir

e fig

htin

g team

on r

egula

r basi

s.7. D

MP

is r

evi

ew

ed o

n a

nnual b

asi

s.8. C

om

ple

ted.

9. O

ngoin

g o

n m

onth

ly b

asi

s.

Des

crip

tion

of R

isk

M

itig

atio

n Pl

an D

evis

ed

Stat

us

Wat

er s

prin

kler

sys

tem

s is

to b

e in

stal

led

on u

nder

gro

und

conv

eyer

s in

for

supp

resi

ng fi

re.

Wat

er s

prin

kler

sys

pro

vide

d in

2 t

unne

ls o

ut 6

tun

nels

.

Rest

will

be

com

plte

d by

Apr

201

2.

Fire

- re

sist

ant

pain

t ne

eds

to b

e pr

ocur

ed fo

r el

ectr

ical

cab

le

vaul

ts.

Bein

g im

plem

ente

d in

3 p

hase

s. 2

pha

ses

com

plet

ed.

3rd

phas

e sh

all b

e ta

ken

up in

Cap

ex o

f FY1

3. (D

ec

2013

)

Ris

k : A

ccid

ents

due

to

acti

vity

in o

pera

tion

al a

reas

Inhe

rent

Val

ue

Det

ails

of C

alcu

lati

on :

The

esti

mat

e in

clud

es: 1

) Maj

or (i

nclu

ding

dea

th) &

min

or a

ccid

ents

, nea

r

mis

ses,

firs

t ai

d ca

ses,

ass

ocia

ted

com

pens

atio

n an

d lo

ss in

rev

enue

due

to

plan

t sh

utdo

wn

are

cons

ider

ed &

the

pro

babi

lity

of o

ccur

renc

e is

in t

he h

igh

band

. 2) P

erce

ntag

e lik

lihoo

d : L

ow

Resi

dual

Val

ue

1. S

trin

gent w

ork

perm

it sy

stem

2. M

onito

ring o

f haza

rdous

are

as.

3. S

afe

ty tra

inin

g to a

ll offi

cers

& w

ork

men.

4. Im

pro

vem

ent in

Safe

ty taggin

g s

yste

m

5. P

ort

able

fire e

xtin

guis

hin

g s

yste

ms

to b

e p

rovi

ded a

t st

rate

gic

loca

tions.

6. F

ire fig

ting s

yste

m to b

e m

ade a

vaila

ble

round the

clock

. 7. R

evi

ew

of S

afe

ty m

anual,

DM

P to b

e e

nsu

red in

all

dpets

. 8. S

moke

dete

ctio

n s

yste

m to b

e c

om

mis

sioned in

contr

ol

room

s.

9. R

eco

rdin

g o

f all

Near

mis

ses

& a

ccid

ents

(all

inci

dents

) , analy

sis

& im

ple

menta

tion o

f r

eco

mm

endatio

ns

An

acci

dent

/ n

ear

mis

s cl

ose

to o

pera

tion

al a

reas

may

caus

e in

jury

/ fa

talit

y to

one

or

mor

e pe

rson

s. L

egal

auth

orit

ies

may

take

ste

ps to

shu

tdow

n th

e pl

ant

in c

ase

of

an a

ccid

ent

invo

lvin

g m

ass.

The

occ

upie

r &

man

ager

may

be h

eld

resp

onsi

ble

& le

gal a

ctio

n m

ay b

e ta

ken

agai

nst

them

. It

may

cau

se lo

ss in

rev

enue

due

to p

lant

shu

tdow

n /

inte

rrup

tion

of p

roce

ss (i

n ca

se o

f a s

truc

tura

l col

laps

e or

fire)

. Th

e ri

sk is

bei

ng m

onit

ored

thr

ough

IMS

and

vari

ous

Safe

ty R

epor

ting

sys

tem

s.

DISHA


Ris

k Im

pac

t:

Low

3

Ris

k Li

kelih

oo

d:

M

ediu

m

Fin

. Im

pac

t (R

s. C

r.)8

Fin

. Im

pac

t (R

s.

Cr.)

8

Like

liho

od

25

%Li

kelih

oo

d

10%

Valu

e (R

s. C

r.)

2Va

lue

(Rs.

Cr.)

0.

8

Inh

eren

t V

alu

e D

etai

ls o

f ca

lcu

lati

on

:

Poss

ible

loss

of

gen

erat

ion

for

15 d

ays

of

on

e u

nit

is

con

sid

ered

in t

his

cas

e re

sult

ing

in t

o a

n

imp

act

of

Rs

8 cr

s .

Res

idu

al V

alu

e

Leve

l of

Pre

par

edn

ess

Cri

tica

lity

Des

crip

tio

n o

f R

isk

M

itig

atio

n P

lan

Dev

ised

St

atu

s

Ris

k o

f ex

ceed

ing

fro

m e

nvir

on

men

tal n

orm

es

laid

dow

en fo

r em

issi

on

an

d d

isch

arge

is

dep

end

s o

n c

oal

qu

alit

y , p

erfo

rmac

e o

f Po

lluti

on

Co

ntro

l Eq

uip

men

t, p

lant

mai

nten

ance

an

d

op

erat

ion

,

Co

ntin

uo

us

op

erat

ion

of

Effl

uen

t tr

eatm

ent

pla

nt t

o t

reat

th

e ef

flu

ent

and

reu

se t

he

trea

ted

wat

er .

In p

lace

SPM

, SO

x , N

ox a

nd

CO

is m

on

ito

red

co

ntin

uo

usl

y o

nlin

e fr

om

co

ntro

l

roo

m a

t D

CS

bet

ter

cont

rol a

nd

imm

edia

te a

ctio

n in

cas

e ex

ceed

s

fro

m t

he

no

rms

.

In p

lace

DM

Pla

nt e

fflu

ents

are

tre

ated

in a

neu

tral

izin

g p

it a

nd

aft

er

trea

tmen

t w

ater

is

use

d fo

r d

isp

osa

l of

ash

.

In p

lace

3.21

: Jo

job

era

An

hyd

rou

s A

mm

on

ia d

osi

ng

syst

em in

stal

led

to

en

sure

sta

ck e

mis

sio

n

wit

hin

no

rms.

In p

lace

Stak

e em

issi

on

an

d a

mb

ient

air

qu

alit

y is

reg

ula

rly

mea

sure

d b

y M

oEF

app

rove

d a

gen

cy .

In p

lace

Perf

orm

ance

of

ESP

/ O

nlin

e an

alyz

ers

is m

on

ito

red

reg

ula

rly.

In

pla

ce

Reg

ula

r m

eeti

ng

wit

h c

oal

su

pp

liers

for

imp

rovi

ng

and

mai

ntai

n t

he

des

ired

co

al q

ual

ity.

In p

lace

Ris

k d

ue

to e

xcee

din

g fr

om

env

iro

nm

enta

l no

rms

laid

do

wn

fo

r em

issi

on

an

d d

isch

arge

.

DISHA


Ris

k Im

pac

t:

Low

3

Ris

k Li

kelih

oo

d:

LO

W

Fin

. Im

pac

t (R

s. C

r.)0.

5Fi

n. I

mp

act

(Rs.

Cr.)

0.5

Like

liho

od

10

%Li

kelih

oo

d

1%

Valu

e (R

s. C

r.)

0.05

Valu

e (R

s. C

r.)

0.00

5

Engi

nee

rin

g C

ont

rol t

o r

edu

ce t

he

risk

of

haz

ard

s ar

e ad

op

ted

like

Dry

Fog

Syst

em, D

ust

ext

ract

ion

Sys

tem

, Bag

Filt

ers

, ESP

s , W

ater

Spri

nkl

ers,

aco

ust

ic e

ncl

osu

res

, In

sula

tio

n o

f H

ot

surf

aces

, W

ash

ed

and

Co

ol A

ir S

up

ply

Sys

tem

an

d P

lant

atio

n in

sid

e th

e p

rem

ises

.

In P

lace

Pers

on

al P

rote

ctiv

e Eq

uip

men

t lik

e D

ust

Mas

k, E

ar M

uff

/ P

lugs

,Saf

ety

Sho

es ,

Han

d G

love

s an

d H

elm

ets

are

pro

vid

ed t

o t

he

per

son

s

wo

rkin

g in

dif

fere

nt a

reas

Ris

k d

ue

to O

ccu

pat

ion

al H

ealt

h H

azar

ds

Inh

eren

t V

alu

e D

etai

ls o

f ca

lcu

lati

on

:

1) P

oss

ible

loss

of

gen

erat

ion

: N

il

2) F

inac

ial I

mp

act

is d

ue

to p

aym

ent

of

com

pen

sata

tio

n

3)P

rob

abili

ty o

f o

ccu

rren

ce is

co

nsi

der

ed :

Low

Res

idu

al V

alu

e

Leve

l of

Pre

par

edn

ess

Cri

tica

lity

3.23

: Jo

job

era

Des

crip

tio

n o

f R

isk

M

itig

atio

n P

lan

Dev

ised

In P

lace

Stat

us

Pr

e em

plo

ymen

t an

d p

erio

dic

Med

ical

ch

eck

up

is in

pla

ce t

o m

on

ito

r

the

hea

lth

of

emp

loye

es. L

un

g Fu

nct

ion

Tes

t an

d X

-Ray

tes

t o

n

emp

loye

es in

Co

al H

and

ling

syst

em.

In P

lace

Haz

ard

s p

roce

ss /

mat

erie

l are

elim

inat

ed o

r su

bst

itu

ted

wit

h le

ss

haz

ard

s o

ne

e.g.

ch

lori

ne

is r

epla

ced

wit

h H

ypo

.

In P

lace

Du

e to

wo

rkin

g in

Co

al D

ust

,No

ise,

Hea

t

etc.

are

as, e

mp

loye

es m

ay a

ffec

ted

by

occ

up

atio

n h

ealt

h p

rob

lom

s .

10.1 Structured Problem Solving Method

What is SPS?

SPS (Structured Problem Solving) methods are systematic approaches for:

1. Identifying a problem

2. Identifying the situations where & why you needed an improvement?

3. Finding the root cause of a problem,

4. Identifying and evaluating solutions,

5. Implementing the solution,

6. Measuring the improvement, and

7. Ensuring permanent integration of the solution so the problem will not arise again.

Why SPS?

It provides step-by-step procedure that can be repeatedly applied to most problems or process improvements.

It reduces the amount of time to make an improvement or solve a problem.

It provides a structure to follow that helps ensure positive solutions.

It helps to standardize the mechanism for improvement and problem solution.

It aids in communication and finally it facilitates in learning & Knowledge management.

When do we choose SPS? When Improvements are needed in products or processes.

When problems surface in all or

• multiple areas of design,

• manufacturing, and business processes,

• location,

• geography,

• zone etc. .

Finally when the solution is not apparently visible.

Divisional Head / Depts.would review

Sr.Leaderswould review

Projects at Dept. level

Projects at Divisional level Sankalp Projects

SPS Projects

QC/LASERProjects

Our Improvement Initiatives

SANKALP

SPS

LASER & QC

SDM : What ?EPM : How ?

DISHA


FMEA: FMEA is a proactive technique that enables the identification and prevention of process or product errors before

they occur.

• If RPN is high, the Action Plans are made & they need to be prioritized. As Actions need resources, the FMEA RPN

rating helps in prioritizing.

• RPN of 75 or less is fine (to begin with).

• Low RPN ratings indicate the robustness of a Process (through a series of Actions).

• Process revisions often result in lower Occurrence & Detection ratings.

• Identified Process Controls must be strictly enforced to prevent Failures (this is key to Process Management)

• If no action is recommended, the decision not to act should also be noted. Effective follow-up programs are also

necessary, as the purpose of the FMEA is defeated if any recommended actions are left unaddressed.

• FMEA is a Risk Management Tool. To achieve the greatest value, FMEA should be done at the Process Design stage.

Regular reviews help in further improvement of the Process.

Process Steps for conducting the FMEA

HOW? Improvement Process Steps and Quality Tools

DISHA


Brainstorming Session: When & Where?

Data Sheet & Check sheet: When & Where?

Pareto Charts: When & Where?

DISHA


Cause-effect diagram 5 Standard stratification

Standard Forms / Formats / Templates

1. Project Establishment Matrix

2. Project Charter

3. Standard Excel Format for 7 Steps for data capturing (Mundra report)

4. Standard Presentation format for review by DQC

5. Summary report of the Division (DQC Secretary Report)

6. Other MIS report (For reference)

7. Meeting attendance sheet

8. Minutes of Meeting form

9. Meeting effectiveness Index

SPS Projects in cycle 2 (FY '12- '13):

PROJECT TITLE DIVISION KPI TEAM

Low reliability of oil guns in boiler JOJOBERA Boiler Availability

Supratik Mukherji, J Soni, R N Panda, Vijay Kumar, Kanchan Ganguly

Stopping of one CEP in UNIT #3 at full load JOJOBERA

Auxiliary power consumption

Sujit Sengupta, Maddipati V Phanindra, A Das, N K Yadav, Shanti Paul

High pr heater performance monitoring and availability improvement JOJOBERA

HP Heater efficiency & availability

Mohit Gupta, Abhishek Kumar, Debasish Das, Mukesh Kumar, Soumitra Mandal

High m/u water consumption in unit #1 JOJOBERA

Specific m/u water consumption

R K Sinha, Vivek Tiwari, Mukul Singh, Nitin Jain, Deepu Minz

Fuel oil loss due to passing problem of LONV JOJOBERA

Save resource; equipment availability

Soumendra Mandal, Ashish Roy, Sachhidananda Chowdhury, Himanshu Tyagi, Amresh Nayak

Frequent failure of support insulator in ESP. JOJOBERA ESP Availability, SPM

Pravin Kumar ,S K Mallick, A Eqbal, Biswajit Mohanty, Ravikumar Sharma

Problem in Coal flow measurement JOJOBERA

Specific coal consumption

S Pattanayak, D R Sharma , O P Gupta, Binod Lakra, Omprakash Arya, Gourav Kumar

Frequent tripping of oil centrifuge at PH6 PH # 6 Equipment Availability

D Acharyya, Himanshu Ranjan , Shailesh Dubey, Harshal R Desai, Sugata Debnath,

DISHA


11.1 Community Relation at Jojobera

As outlined by the founding fathers of TATA Group - Jojobera units believes in integrating its business values and

operations to meet the expectations of its stakeholders. Communities - ranging from population pocket around its plants

to those employed by its contractors and suppliers, are a key stakeholder and Tata Power Jojobera is committed to

ensuring that they benefit from the company's presence. Accordingly company has taken several initiatives in the area of

health, infrastructure, education, energy & livelihood with the focus on the community in the vicinity to improve their

living standard.

A structured system for understanding issues and problems related to CR activities and a regular system of review have

been put in place to help this process. A detailed annual business plan of activities along with budgetary allocation for FY

13 has been prepared. CR activities encompassed in the Annual Business plan are based on the need of the communities.

A need assessment and baseline survey has been carried out for this purpose. The major needs that have arisen out of

these exercises are drinking water, employment, access to health care and access to computer education.

The implementation of project is done in participatory manner with active consent of community leaders and

beneficiaries. As most of the projects have been designed to address the needs of the community their inputs are taken in

the planning phase and their participation is ensured during implementation. Participation from community results not

only in the ownership by them but also in leveraging resources from other sources resulting in scaling up and greater

impact.

There are monitoring mechanisms in place to measure the progress and effectiveness of these activities. Tools like

outcome index & performance metrics (OIPM) and CR effectiveness matrices will be deployed for this purpose. CR

effectiveness matrices measures program's outcome on three effectiveness parameter on the dimensions of a.

Recognition outside community b. Happiness in community c. Visibility of Project/Site in Community by assigning scores

and hence quantifying results. These parameters also give direction on which intervention should focus.

The activities selected for CR interventions has been also given a priority ranking based on (a) Materiality of issues and (2)

whether these activities are sustainable or not; and accordingly budgetary allocation has been done. Similarly a social risk

materiality matrix has been drawn which maps the issues arising out of impact of business operation on community. A

mitigation plan has been chalked out on this basis.

In a free enterprise, the community is not just another stakeholder in business but is in fact the very purpose of its existence

Mr. Jamsetji N. Tata (Founder, Tata Group)

DISHA


11

.2 C

R A

nn

ual

Act

ion

pla

n

Mo

nth

Ap

ril

May

Jun

eJu

lyA

ugu

stSe

pO

ctN

ov

Dec

Jan

--

13Fe

bM

arch

Des

crip

tio

n o

f A

ctiv

ity

Act

ivit

y Pl

ann

edA

ctiv

ity

Plan

ned

Act

ivit

y Pl

ann

edA

ctiv

ity

Plan

ned

Act

ivit

y

Plan

ned

Act

ivit

y

Plan

ned

Act

ivit

y

Plan

ned

Act

ivit

y

Plan

ned

Act

ivit

y Pl

ann

edA

ctiv

ity

Plan

ned

Act

ivit

y

Plan

ned

Act

ivit

y Pl

ann

ed

Flag

ship

- D

ecen

tral

ised

En

ergy

Ru

ral E

lect

rifi

cati

on

-fl

agsh

ip p

rogr

am

Inco

me

Gen

erat

ion

/ Li

velih

oo

d

Self

- H

elp

Gro

up

s

Emp

loya

bili

ty in

itia

tive

th

ru J

V w

ith

gro

up

Co

mp

any

TBSS

Trai

nin

g fo

r N

urs

ing

cou

rse

to 2

tri

bal

wo

men

Tie

up

wit

h IS

TD fo

r M

ES (

Mo

du

lar

Emp

loya

bili

ty s

chem

e tr

ain

ing)

Exp

lori

ng

po

ssib

ility

of

scal

ing

up

Fly

Ash

Bri

ck m

akin

g

Envi

ron

men

t

Aff

ore

stat

ion

Wo

rld

Env

iro

nm

ent

Day

Cel

ebra

tio

n

Sup

po

rt t

o b

ird

avi

ary

Ener

gy

Ener

gy c

on

serv

atio

n p

rogr

am

Flag

ship

-Ed

uca

tio

n

Edu

cati

on

al s

up

po

rt li

ke c

oac

hin

g &

Tu

tio

n t

o t

rib

al s

tud

ents

Du

mka

goar

a

Sen

siti

zati

on

pro

gram

s at

sch

oo

ls o

n C

limat

e ch

ange

, glo

bal

war

min

g an

d w

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DISHA


12.1 HR Plan

HR VisionStrategic

HR Pillar

HR Value

CreationHR Goal Action Plan Measures Target Resp Target Dates

DCRI / HCRI

Prepare ICRI & DCRI for all employees of

the division for HCRI at the organistional

level % Compliance 100%

Exec HR /

HODs

Apr-12

Training need Identification

Officer: PMS /High Pots / ICRI

Technicians: IDP Forms % Coverage 100% Exec HR

Apr-12

Training Calendar on quarterly basisIDP

Compliance 90% Exec HR

Apr/June/Sept/Dec'

12

Training EffectivenessTEI(Half

Yearly) 80% Exec HRSept'12 / Mar'13

Plant Induction of GET / DET

No. of new

employee

covered 100% Exec -HR

as & when

Reward &

Recognition

Co-ordinate and execute reward &

Recognition, like:

- Appreciate your colleague.

- Spot Awards.

- Thank you note.

- Tata Power Excellance award.

- Awards for extraordinary work.

No. of

employee per

month

45AM-HR/

HODs

end of every

month.

Performance

Management

System

Co-ordinate goal setting, PRD & annual

appraisal with all departments.Timely

completion 100%

DH -HR,

HODs, Corp

HR

March'13

Succession

Planning

Succession planning for critical position &

Successor Development.% Compliance 70%

DH -HR,

HODs, Corp

HR

March'13

Job Rotation

Manpower plan vis-à-vis job rotation and

its implementation.% Compliance 20%

DH -HR,

HODs, Corp

HR

March'13

Identifiaction &

development of

talents.

Preparing development plan of identified

talents and executing it.% Compliance 20% DH -HR, HODs

March'13

Co-ordinating induction programs for new

joinee. % Compliance 100% Exec - HRas & when

Equipping all new joinee to acclimatise

Divisional / Departmental / HR system &

processes & understand his / her goals /

KRAs % of employee

covered 100% DH - HR

as & when

Coaching &

Mentoring

Co-ordinating Mentor - Mentee program

for new joinee & GETs/ DOTs. % of employee

covered 100% DH - HR

June'12

PMS & Goal Sheet for all GETs / DETs % of new

joinee covered 100% Exec - HR

May'12

ISLA Implementation of ISLA as agreed ICSI 85% DH - HR March'13

Timely processing of emplyees joining,

confirmation, separation and salary input

formalities.% Compliance 100% Exec - HR

Monthly

Preparation of periodic HRIS/ HE

dashboard for data analysis and kowledge

sharing. % Compliance 100% Exec - HR

Monthly

Travel & other logistics arrangements for

employee & guests, including event

management.% Compliance 100%

Manager

Admin

March'13

Manpower planning focusing more on

internal Job Posting & Talent Sharing% Strength 10% DH -HR

March'13

Improving recruitment cycle time through

robust follow up with division. ER office &

Corp. HR.Recruitment

Cycle time 50 Days DH - HR

March'13

Cap

acit

y B

uild

ing

Manpower

Planning

Tale

nt

Acq

uis

itio

n

Training &

Development

Co

mp

eten

cy D

evel

op

men

t

Cap

abili

ty D

evel

op

men

t

Cap

able

Em

plo

yees

Per

form

ance

Cu

ltu

reTa

len

t M

anag

emen

t

Socialisation

Process

Soci

alis

atio

nC

ust

om

er F

ocu

s

HR Services

DISHA


HR VISIONStrategic HR

Pillar

HR Value Creation

HR GOAL ACTION PLAN MEASURES Target RESP TARGET DATES

Meeting with all other

Departments

% age of agreed

issues closed(HR

related)

80% HR Team Mar-13

Special events celebration,

including families of

employees and contract

labour

No of events

organised4 HR Team Mar-13

Working of

Joint Working

Committees

Co-ordinating activities of

JWCs

Number of meetings

held2 per committee

DH-HR/Manager

admn.Mar-13

Facilitate annual health check

up% employee coverage 100% Mar'13

Pre employment health check

upAs and when

Invite guest

speakers/specialists.

Number of lectures

held4 1 per quarter

Strive to get more houses for

family as well as bachelor

accomodation from Tata steel

& Tata Motors

No.of New

AllotmentsNos Manager Admin Mar-13

Bachelor accommodation for

employees

No of accomodation

allotedJune'12

DH HR & Manager

AdminJun-12

Company

lease

Accomodation

Promotion of CLAs amongst

officers.

No. of Company lease

DoneNos Manager Admin Mar-13

Guest House

management

Improve the level of services

at guest house

Feedback of guest on

5 point scale5 Manager Admin Mar-13

Statutory

Compliance

Ensure 100% Statutory

compliance under various

labour laws

% Compliance 100% AM (IR) Mar-13

CSR ActivitiesCo-ordinate & Volunteer for

CSR activities

No.of activities

participated10hrs each/ Yr HR team Mar-13

Sponsor

programs/events(education/s

ports) for skill upgradation of

SCs/STs

No.of programs 4 DH HR & CSR Mar-13

Facilitate

vocational

training

Co-ordinate

industrial/vocational tranings

& apprentices.

Number of stutents

trained

25 + 13

apprenticesAM (IR) & Exe(HR) Mar-13

Management Dialogues(2

nos.) with officers (External by

MD / ED / VP(HR) & Internal

by local management).

Number of Dialogues 2 DH (HR) Mar-13

Voices workshop &

communication% Compliance 90% Exec(HR) Mar-13

Union MeetingLocal Management Meeting

with Union in every quarter

Number of meetings

held4 DH(HR) Mar-13

Bu

dg

et

Budget

Tracking

Implementation of Admin

Budget tracking mechanism &

monthly presentation to

management

% Compliance 100% Manager Admn. Mar-13

Bu

sin

ess

Exc

ell

en

ce

EPM Process &

SDM Review

Revisiting the EPM Processes

and updating & Monthly

Review of Departmental SDM

% Compliance 100%DH(HR &

Admn.)/Exec.HRMar-13

Manager Admin./

Doctor

Company

accomodation

SYS

TE

MS

Cu

ltu

re o

f S

ust

ain

ab

ilit

y

DE

LIG

HT

ED

EM

PLO

YE

ES

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RE

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re o

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nga

ge

mn

t C

on

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ye

es'

He

art

sEmployee

Contact Plan

Cu

ltu

re o

f In

terg

rati

on

- Im

pro

vin

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he

qu

ali

ty o

f Li

fe

Healthy

Employee

DISHA


12.2 IDP

S.No Emp No Name Position

Funtional-1 Behavioural-1

1 187313 Mr P K Choudhury EMD

Analyses and

integration of

CBM results

Team Building

2 187321 Mr N K Singh EMD Protection relays Team Building

3 187330 Mr S K Srivastava Administration

4 187364 Mr B C Maji EMDCondition Based

Maintenance

Presentation &

Communication

5 187372 Mr R Biswas AdministrationManagerial

effectiveness

6 187445 Mr K Ganguly OperationsLubrication

SystemTime Mgt

7 187461 Mr M Deshmukh OperationsBoiler

Performance Problem Solving

8 187496 Mr N K Yadav OperationsTraining on

Energy Audit-IIPMProblem Solving

9 187551 Mr R K Sinha BE & CSR Traning on Etiquettes

10 187569 Mr M K Singh ChemicalEnvironment

management

Presentation &

Communication

skills

11 187607 Mr J Prakash Operations Max DNAStress

Management

12 187631 Mr O P Gupta Ash Management

Energy

Management &

Conservation-

Leadership Skill

13 187801 Mr B R Kumar Purchase

Training on

expediting

management

Negotiation Skill

14 187810 Mr S Kundu Stores

Training of

Procurement and

contract

Negotiation Skill

15 187887 Mr S Mustafi OperationsBoiler water

Chemistry

Communication

& presentaion

Competency

Customer Relations Personal Grooming

16 188018 Mr A K Srivastava StoresTraining on

Inventory control

Communication

Skill

17 188204 Mr K Roy OperationsEnergy

Optimization-

Presentation &

Communication

18 188221 Mr S K Paul Operations Simulator Traning Presentaion Skill

19 200048 Mr Bimal Kumar Operations

Residual Life assesment

Problem SolvingAsset

DISHA


11.2 HR PlanS.No Emp No Name Position


20 200049 Mr Pravin Kumar MMDMaintenance

21 200209 Mr S Mandal OperationsEnergy

Consrvation

Presentaion &

Communication

22 200234 Mr V N Kumar EMD ESP Stress

23 200241 Mr Vijay Kumar OperationsGap Analysis

Technique-in

Communication

& Presentation

24 200258 Mr C Singh EMD

Best practices and

new advancement

in electrical power

industry

Leadeship Skills

25 200260 Mr V Singh OperationsEnery

OptimisationStress Mgt

26 200271 Mr A Bose OperationsFuel Sourcing and

Logistics

Managerial

effectivness

27 200272 Ms J Choudhury PurchaseTraining on

Inventory Managerial Skills

28 200276 Mr S Mandal EMDProtection of

generators

Wthstadning

pressure(stress

29 200310 Mr S Chatterjee EMDEffective CBM

techniquesManagerial Skills

30 200318 Mr R Kumar MMDTraining Boiler

Feed Pump

31 200335 Mr P Kumar MMD

Inhouse Training

Coal Mill

Construction &

32 200352 Ms S Jha MIS

33 200357 Mr A Prakash Accounts

34 200423 Mr D R Sharma CHP

35 200533 Mr J Soni IMD

Honeywell

TPS/EPKS &

C200/LIOM/ML20

Team Building

Competency

Internal Customer Satisfaction

Emotional Intelligence

Time Management

Team Building

Managerial Effectiveness

Advance Action

Programme on Taxation

Stacker reclaimer

36 200557 Mr A Kumar MMDInhouse training

on Boiler

37 200559 Mr B Dey MMD

38 200567 Mr A Roy OperationsIMS Power Plant

Audit

Problem Solving

Technique

39 200578 Mr Ujjal Kumar Naskar Operations

Power Plant

Emergency-In

House (Operation

Stress

Management

Function of Management

Function of Management

Pump O & M & overhaul

DISHA




41 200614 Mr R K Sharma Stores

training on

procurement &

contract

Negotiation skill

42 200644 Mr S Nag Operations

Power Plant

Emergency-In

House (Operation

Stress

management

43 200648 Mr J S Saroya EMD VFD drive training Negotiation Skills

44 200708 Mr S Chowdhury IMD

Training on

Turbine Vibration

system -GE

Leadership

Development

Program

45 200709 Mr M K Gupta OperationsEnergy

Optimization in

Managerial

effectivness

46 200712 Mr M Pandey EMD ESP Stress

47 200717 Mr K Dey OperationsPower Plant

Economics

Managerial

effectiveness

48 200726 Mr M Phanindra IMD

Enhancement of

Knowledge in PID(propotional Integration

People

Management

49 200913 Mr S Ghosh EMDElectrical

protection system

Communication

Skills

50 200951 Mr J Prasad Stores

training on

procurement &

contract

Communication

Skill

51 200993 Ms Hemlata Purchase Contract Negotiation Skill

52 200998 Mr G K Ojha Operations

Evnvironmental

Related Issues in

Power Plant

Communication

& presentation

53 200999 Mr S Kumar Operations

Training on Power

Plant Impact on

Environment

Motivation &

team Building

54 201001 Mr R K Verma IMDTraining Power

Plant

Decision Making

skills

Competency

40 200598 Mr T Himanshu Operationsboiler failure

analysis

managerial

effectivness

55 201068 Mr A K Srivastava Security TBEM AwarnessPresentation &

Communication

56 201084 Mr A Eqbal MMDOEM /External trg on High pressure pumps

Teamwork

57 201095 Mr A Kumar EMD GRP relay testing Stress

58 201114 Mr Niraj Kumar EMDCHP electrical

systemNegotiation Skill

DISHA




62 201209 Mr S Pattanayak OperationsPower Plant

Economics

Communication

& Presentaion

63 201212 Mr P K Dehury EMD DVR Team Building

64 201213 Mr B Mohanty EMD Protection systemPresentation and

communication

65 201214 Mr R R Behera MMDOEM/External Training High Pressure Pumps

Team Work

66 201215 Mr A A Ansari EMDDC battery and

battery charges

Communication

Skills

67 201216 Mr S Dey OperationsEnvironment

Impact of Power Team Building

68 201218 Mr R Panda Operations

Resedual Life

Assessment Study

of Boiler

Mangerial

Effectivness

69 201221 Mr B Lakra Operations

Cooling Tower

Operation

Maintenance

Presenation &

Communication

70 201245 Mr S Patnaik OperationsEnergy

Management

Managerial

Effectivness

71 201258 Mr S P Kurmi EMDOverall protection

philosaphy

Managerial

effectiveness

72 201302 Mr N K Modak Civil

73 201403 Mr N Khan IMD

Turbine

Governing System-

By A.K.L& M.V.P

Stress

Management

Competency

59 201190 Mr Md Imran Ali EMD ESP Controller Time

60 201191 Mr S K Mallick Operations

Power Plant

Emergency -In

House (Operation

Managerial

Effectiveness

61 201208 Mr A Behera OperationsPower Plant

Performance

Presentation and

communication

Staging &Framework Method

Managerial

effectiveness

77 201597 Mr T Datta EMDOverall Electrical

protection Team Building

74 201474 Ms A Sharma EMD

Enenegy

management and

metering system

Mangerial skills

75 201516 Mr S Yadav OperationsFuel Optimization

Technique

Stress

management

76 201576 Mr R Prasad Manager - Security Effective Store Keeping

Communication & Presentations

DISHA




79 201653 Mr R C Sekhar IMDTraining Power

Plant Operations

Decision Making

skills

80 201756 Mr C S Goswami MMDTraining on Coal

Mill

81 201776 Mr S Singh OperationsTurbine & Its

auxillary Boiler Team Building

82 201777 Mr A Shamsi OperationsLubrication

SystemTeam Building

83 201780 Mr N K Jain IMD

Training on

BMS(boiler Mgt

System)-

BHEL/NPTI &

FSSS(Furnace safe

Guard Supervisory

Stress

Management

84 201781 Mr O P Arya CHP CHP O&M Negotiation skill

85 201784 Mr S Nand OperationsBoiler & Aux

Equip

Stress

management

86 201785 Mr G Kumar IMD

Training on BMS

& FSSS by

NPTI/BHEL

Leadership

Program

87 201788 Mr V K Tiwari OperationsCombustion

Control System

Stress

management

88 201789 Mr S K Sahu MMD

Inhouse Training

Understanding of

Construction &

Maintenance of

Coal Mill

89 201790 Mr G Pani MMDInhouse trg in Ash

plant

90 201793 Mr S H V Ganesh MMDInhouse training

on PumpsPresentation Skill

91 201798 Mr S Benjamin OperationsPower Plant

Economics

Stress

Management

Competency

Internal CustomerSatisfaction

Communication Skills

Communication Skills

Auditor Course78 201652 Mr A Talukdar MMD

IMS Internal

92 201820 Mr A Verma OperationsCompressed Air

SystemTeam Buildning

93 201826 Mr A K Bhoi Operations

Power Plant Visit

for Caputing best

Practices-In

House(Trg Dept)

Mangerial

Effectivness

94 201827 Mr M Ali OperationsBoiler Aux

Training

Communication & Presentation Skill

DISHA




95 201829 Mr P Agrawal OperationsBoiler Emergency

Handling

Problem Solving

technique

96 201849 Mr A K Gorai Accounts

97 201873 Mr P Kumar ChemicalBoiler water

treatment

98 201884 Mr D K Sakar OperationsEmergency

Training-In

Communication

& presntaion

99 201898 Mr M Kumar IMDTraining on BMS

& FSSS by

Leadership

Training

100 201911 Mr S Paul EMD SCADA Stress

101 201935 Mr A K Nayak EMD ESPCommunication

& Presenation

102 201944 Mr S Khan OperationsPower Plant

Performance

Stress

Management

103 202008 Mr A K Jena OperationsGoverning Control

System

Communication

& Presenation

104 202041 Mr A K Ray IMD MaxDNA Training Team Building

105 202045 Mr D Das MMD

OEM/External

Tranining High

Pressure Pump

Teamwork

106 202054 Ms U Agrawal EMD ESPCommunication

& Presenation

107 202125 Mr S Chakraborty Operations Simulator Time Management

108 202126 Mr S P Shah Operations Simulator Traning Stess management

109 202148 Mr Arun M Operations Switchyard Communication

110 202160 Mr R K Sah MMDInhouse trg in Construction & Maintenance of

111 202177 Mr A S Khilwani MMDSingle Stage

Pumps in house

112 202178 Mr S K Jha IMDHoneywell TPS

system

Stress

Management

113 202196 Mr A R Ghodake EMD Electrical Time

Competency

SAP

Communication& Presentations

Communication & Presentations

Strategic Decision Making

Strategic Decision Making

114 202232 Ms G Baral MMD

Inhouse Trg Single

Stage Pump

construction &

Maintenance

115 202239 Mr R Saha EMD GRP relay testingPresentation and

communication

Motivation & Team Building

DISHA




116 202334 Mr M S Ahmed Operations

Turbine & its

auxillary

Operations-

Negotiation Skill

117 202335 Mr M Sahu Operations

Boiler Tube

Failure Analysis-

BHEL Trichy/NPTI

Negotiation Skill

118 202336 Mr B K Chawarguwal Operations

Turbine & its

auxillary

Operations-

Time

Management

119 202337 Mr A Singh Operations Simulator Traning

Communication

& presentaion

skill

120 202338 Mr S Kumar Operations Simulator Traning Stress Management

121 202340 Mr Ranjan Singh IMD

Training on Flue

Gas Analysers-

Forb marshal

Presentation &

communication

skills

122 202516 Mr S Chattopadhyay MMDHigh Pressure

Centrifugal Pumps

123 202545 Mr D Minz HR & Admin HR for line Stress

124 202604 Mr T N Sahu PurchaseTotal Quality in

purchase processNegotiation Skill

125 202621 Mr Malla Ramu Naidu ChemicalAwareness of PPEs and their usage

126 202700 Mr Sandeep Karnavat ITInformation

Security &

Customer

Handling

127 202367 Mr V Dewangan Operations

Energy

Management &

Conservation-

Communication

& Presentaion

128 202391 Mr S K Ghoshal Operations Simulator TraningConflict

management

129 202402 Mr U Soni IMDTraining on ABB

ProcontrolTeam Building

130 202416 Ms R Chattopadhyay EMD GRP relay testingCommunication

Skills

Competency

Internal Customer Satisfaction

Communication & presentaion skill

131 202423 Mr S Saru Operations

Faliure Analysis

applying problem

solving tool-TATA

Steel(SNTI),NPTI-

Durgapur

Communication

& presentaion

DISHA


S.No Emp No Name Position


149 202438 Mr P Mohanty IMD

Training on

Control Valves-

NPTI/MIL

Strategic

Decision Making

and Problem

150 203131 Mr B Kumar CSR CR Strategyleadership

Development

151 203170 Mr. Dinesh Dubey Security TBEM AwarnessPresenation &

Communication

152 201272 Mr B Khalkho HR & Admin

153 201864 Ms. Neelam Toppo HR & Admin Labor LawsManagerial

effectivness

154 200679 Mr A Das Operations ABT Team Building

155 202271 Mr A Sasmal CHP

TRG OEM-Ability

to Read and

undersatnd the

SOPs for CHP.

156 202279 Mr B K Mallik CHP

PMI-Noida trg in

understanding of

Coal

163 202499 Mr K P Rajak OperationsEnvironmenttal

Impact

Time

Management

164 202501 Mr M K Ray Operations Simulator Traning

Communication

& Presentation

Skill-Inhouse

165 202502 Mr T K Behera EMD/Operation

Field Supervision

Technique to be

Improved-In

House( by

Stress

Managemnt

Competency

190 201019 Mr A K Ram Chemical

Knowledge of

internal water

treatment (boiler

and feed water

treatment)

191 201168 Mr G Ramaswamy Accounts

193 200647 Mr S Goel CHP

Workshop on Coal Handling Plant-PMI

Stress

Management

Communication & Presentation

SAP Managerial Effectiveness

DISHA


DISHA


Repo and Reverse Repo Rate

A repo or repurchase Agreement is an instrument of money market. Usually reserve bank (federal bank in U.S) and

commercial banks involve in repo transactions but not restricted to these two. Individuals, banks, financial institutes can

also participate in repurchase agreement.

Repo is a collateralized lending i.e. the banks which borrow money from Reserve Bank to meet short term needs have to

sell securities, usually bonds to Reserve Bank with an agreement to repurchase the same at a predetermined rate and

date. In this way for the lender of the cash (usually Reserve Bank) the securities sold by the borrower are the collateral

against default risk and for the borrower of cash (usually commercial banks) cash received from the lender is the collateral.

Reserve bank charges some interest rate on the cash borrowed by banks. This rate is usually less than the interest rate on

bonds as the borrowing is collateral. This interest rate is called ‘repo rate’. The lender of securities is said to be doing repo

whereas the lender of cash is said to be doing ‘reverse repo’.

In a reverse repo Reserve Bank borrows money from banks by lending securities. The interest paid by Reserve Bank in this

case is called reverse repo rate.

Borrower of funds is called as seller of repo and lender of funds is called as buyer of repo. When the term of the loan is for

one day it is known as an overnight repo and if it is for more than one day it is called a term repo.

DISHA


GREEN HEROMr. Pradeep Biswas will tell us how plastic bottles are lighting up Ph6 in Jamshedpur

Sustainability at Tata Power forms the core of its vision to make a difference and

remain committed to the issues of resource conservation, energy efficiency,

environment protection and enrichment of its communities. As part of its endeavours

of powering a greener world, Tata Power, India’s largest Integrated Power Company

launched a unique initiative called ‘Greenolution’ to help its employees and other

key stakeholders traverse the journey and make green living their ‘way of living’.

This green movement has gained significant momentum with its employees, leading

to the birth of a unique Green innovation called by its employees of

Power House 6 plant, thus providing free lighting by using plastic bottles. This green

idea of utilization of solar energy will now be proliferated in other locations of the

Company.

“This idea has been tried in our Power House-6 plant and found worth adopting. Solar Light bottle is fitted in

Alum store of Effluent Treatment plant. We found it is efficiently illuminating the pitch dark store room without

use of any electricity. The Luminance produced by solar bottle is good for comfortable visibility. The light is cool

in nature.” said Pradip Biswas, Lead Innovator from Power House 6 Plant, Jamshedpur.

“Solar bottle lamps" or "Solar Bottle Bulbs" were first developed in Brazil and has quickly become popular in

other countries. This is a grass root level innovative idea to light up houses during the day using plastic bottles

(waste soft drink bottles) filled with water and a bit of bleach. The bottles concentrate and transport sunlight

generating light equivalent to a 40 to 60 watt light bulb. Light bottles fit into custom-cut holes in a roof. Plastic

bottles refract the sun's rays, scattering about 55 watts of light across a dark room. The bleach is to avoid any

microbial growth in the water bottle. This lighting source can be installed with less effort, and lasts for almost

five years. This initiative has zero maintenance and cost and also supports the ‘best out of waste’ philosophy.

The team behind the successful implementation of this idea comprises of

‘Solar Bottle bulb’

Mr. P.L. Manjrekar, Mr. Sydney Lobo, Mr. Pradip Biswas, Mr. Ajit Bilolikar,

Mr. D.K.Singh and Chemical & Environment Dept. of PH6

Innovation is not the product of logical thoughts, although the result is tied to logical structure

- Anonymous

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