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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
privatised distribution of electricity in North India.
The Company started its operations in December 1993 under
a 30-year licence 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 75 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 31363
in March 2006. The rural population provided with subsidised
electricity consumes 15% 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 65% of energy sale and contribute as much
as 76% 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
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31.03.06 |
| Large
& Heavy Industry |
38
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144
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| Small &
Medium Industry |
201
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527
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| Domestic Light,
Fan & Power Supply |
3224 |
27086
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| Institutions
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- |
91
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| Private Tubewell
Connections |
1188 |
1144
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| Commercial
Establishments |
- |
903
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| State Tube
well Connections |
25 |
46
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| Street Lighting
Supply |
1 |
5
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| Temporary
Supplies |
- |
1417
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| Total |
4677
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31363
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Current sales turnover is Rs.116.41
cr., having moved up from Rs.19 cr. in 1994-95. Year-on-year,
the revenue growth in 2003-04 is 29%, accompanied by a volume
surge of 23%. 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 2003-04 stands at Rs.20.39 cr.
The cutting edge is provided by a lean organization with an
employee headcount of 78. Employee costs account for less than
1.5% of revenue. In terms of productivity rates, the number
of consumers serviced per employee stands at 402 and the revenue
per employee at Rs.1.5 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
