Noida Power Company Limited distributes power in Greater Noida, near Delhi in Uttar Pradesh, which is being developed as an industrial hub and urban settlements. The Company reaches out to a population of about 7 lac spread across hamlets, villages and a new township spanning an area of 335 sq. km.
The Company is a joint venture between the RP-Sajiv Goenka Group, a leading business house in India and Greater Noida Industrial Development Authority, an autonomous body of U.P. Government responsible for town planning and infrastructure development. The venture marks the strategic entry of the Group into privatized distribution of electricity in North India.
The Company started its operations in December 1993 under
a 30-year license from U.P. Government.
Operations
The Company executed an Agreement with the erstwhile U.P. State Electricity Board (now U.P. Power Corporation Limited) in November 1993 for transfer of the supply arrangements and sourcing of bulk power. Currently, the peak load served is 180 MVA as against 18 MVA in 1994-95, reflecting a steady increase in consumer demand.
The customer base has expanded from 4677 in 1993 to 52080 in March 2011. The rural population provided with subsidized electricity consumes 12% of the energy demand and has agriculture as the main source of income. Otherwise, the load profile is dominated by large and heavy industries that constitute 63% of energy sale and contribute as much as 70% of the Company’s income. Urban, institutional and smaller industrial consumers account for the balance business.
The customer profile is as
follows:
Category
of Consumers
No.
of Connections as on
15.12.93
31.03.2011
Large
& Heavy Industry
38
372
Small
& Medium Industry
201
1221
Domestic
Light, Fan & Power Supply
3224
45372
Institutions
-
337
Private
Tubewell Connections
1188
1253
Commercial
Establishments
-
1661
State
Tube well Connections
25
49
Public Lighting
1
365
Public
Water Works
-
95
Temporary
Supplies
-
1355
Total
4677
52080
Current sales turnover for FY 2010-11 is 476 cr., having moved up from Rs.19 cr. in 1994-95. Year-on-year, the revenue growth in 2010-11 is around 21%, accompanied by a volume surge of 20%. As business expands, the growing need is to redefine the strategies and meet the demand for service with in-built people and process capabilities.
The cutting edge is provided by a lean organization with an employee headcount of 145. Employee costs account for less than 1.5% of revenue. In terms of productivity rates, the number of consumers serviced per employee stands at 358 as of FY 2010-11 and the turnover per employee at Rs.3.28 cr.
Services
The principal role of Noida Power
is that of a service provider to support economic and lifestyle
activity. Building an efficient and reliable delivery system
thus assumes top priority to provide supply dependability. That
Greater Noida is witness to the setting up of world-class manufacturing
by multinationals like Honda Cars, Yamaha Motors, New Holland
Tractors, LG Electronics, ST Microelectronics, India Exposition
Mart, GSC Toughened Glass etc., and is also home to an upwardly
mobile residential population, underscores this point further.
The Company maintains and operates round-the-clock emergency
services to deal with supply-related complaints and undertake
rectification works. The facilities have been reinforced by
establishing a Call Centre that provides 24-hour messaging
services to consumers and improves trouble call monitoring.
Complaint management is computerised, enabling call tracking
from start to finish and generation of ‘exception’
reports.
Streamlined administrative procedures, on-time delivery of
new supply and billing consistency are the other facets of
service that define the Company's inter-relationships with
customers. Organisational processes and hierarchical responsibilities
are designed to meet the demand for service in every aspect,
including settlement of customer claims.
In addition to internal measurements, the Company relies
on independent surveys as an annual feature to assess the
customers’ feedback on their perception of service quality.
Based on the findings, process and systemic deficiencies are
addressed to bridge the gap between expected and actual performance
levels.
Career
