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Profile |
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| 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 2 lac spread
across hamlets, villages and a new township spanning an area
of 335 sq. km.
The Company is a joint venture between the RPG 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. |
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| 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 88MVA as against
18 MVA in 1994-95, reflecting a steady increase in consumer
demand.
The customer base has expanded from 4677 in 1993 to 41215
in March 2008. 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. |
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| The customer profile is as
follows: |
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| Category
of Consumers |
No.
of Connections as on |
| 15.12.93
|
31.03.08 |
| Large
& Heavy Industry |
38
|
249 |
| Small
& Medium Industry |
201
|
865 |
| Domestic
Light, Fan & Power Supply |
3224
|
35162 |
| Institutions
|
- |
143 |
| Private
Tubewell Connections |
1188
|
1234 |
| Commercial
Establishments |
- |
1260 |
| State
Tube well Connections |
25
|
19 |
| Street
Lighting Supply |
1 |
3 |
| Public
Water Works |
- |
32 |
| Temporary
Supplies |
- |
2248 |
| Total
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4677
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41215 |
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Current sales turnover is Rs.169.86
cr., having moved up from Rs.19 cr. in 1994-95. Year-on-year,
the revenue growth in 2007-08 is 17%, accompanied by a volume
surge of 18%. 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 Company has been posting steady profits as permissible under
the regulatory and legal framework. Accumulated losses associated
with initial operations have been wiped out and the net worth
at the end of 2007-08 stands at Rs.122.58 cr.
The cutting edge is provided by a lean organization with an
employee headcount of 103. Employee costs account for less than
2.5% of revenue. In terms of productivity rates, the number
of consumers serviced per employee stands at 400 and the revenue
per employee at Rs.1.65 cr. |
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| Services |
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| 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. |
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Career
