a summer internship program report-sumit bhatt

8/8/2019 A Summer Internship Program Report-sumit Bhatt

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MAEERS MIT SCHOOL OF TELECOM MANAGEMENT

STUDIES

(MITSOT), PUNE

DECLARATION

I, Mr. Sumit Bhatt hereby declare that this SIP report is the record of authentic

work carried out by me during the period from 12 th May to 3rd July and has not

been submitted earlier to any University or Institute for the award of any degree

/ diploma etc.

SUMITBHATT

Date :23-07-2010


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Institute Letter Head

Certificate

This is to certify that Mr. / Ms. _________________________ of MIT PUNEs,MIT SCHOOL OF TELECOM MANAGEMENT (MITSOT) has successfully

completed the SIP work titled ______________________ in partial fulfillment

of requirement for the completion of PGDM course as prescribed by the

MITSOT.

This SIP report is the record of authentic work carried out by him / her during

the period from ________ to ___________. He / She has worked under my

guidance.

Name : Dr. Milin Pande

SIP Guide (Institute) Director

(MITSOT)

Date :-


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PREFACE

As an integral part of the curriculum I, student of MBA, need to get exposed to the marketing

& finance to get a better understanding of current business scenario by way of undergoing

practical training.

I consider myself fortunate enough that I had an opportunity to join ANCHOR and undergo

training at ANCHOR electrical.

A progressive and forward-looking organization strives for the improvement of the system

and procedure so as to improve the organizational effectiveness. Anchor is one of the largest

manufacturer in the world for Electrical Switches and Accessories, making over 1 Million

switches and components everyday.

Anchor manufacturers over 3000 products under 20 major product groups and caters to coresection of the Indian economy viz. Electrical and Electronics Industry.

The manufacturing facilities spread over 1.5 million square feet at multiple locations across

India such as Daman, Kutch, Haridwar and have the most modern equipment procured from

leading manufacturers around the world.


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TABLE OF CONTENT

SR.NO NAME OF CHAPTER PAGE NO

1) ACKNOWLEDGENT

2) EXECUTIVE SUMMARY

3) INRODUCTION

4) ANCHOR ELECTRICALS

5) MISSION & VISION

6) PRODUCT PROFILE

7) GROWTH DEVELOPMENT OF POWER SECTOR IN INDIA.

8) REVIEW OF LITERATURE

9) RESEARCH METHODOLOGY

10) ANALYSIS & RESULT

11) RECOMMENDATIONS & CONCLUSION

12) BIBLIOGRAPHY


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Acknowledgement

I gratefully acknowledge the guidance & support provided by my project guideMR.VAIBHAV,throughout the development of my project.i am also very thankful to

prof.jadhav for his guidance,support,feedback & timely response to any query.

I also wish to thank Dr.Milind Pande for his support.I am very thankful to the distributors of

the anchor electrical india ltd fortheir guidance & valuable suggestions.i am also very

thankful for the retailers for their support & cooperation.i am thankful to my batch mate for

providing constant encouragement,support & valuable suggestions during the development of

the project.

SUMIT BHATT


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EXECUTIVE SUMMARY

Anchor is one of the largest manufacturer in the world for Electrical Switches and

Accessories, making over 1 Million switches and components everyday.

Anchor manufacturers over 3000 products under 20 major product groups and caters to core

section of the Indian economy viz. Electrical and Electronics Industry.

The manufacturing facilities spread over 1.5 million square feet at multiple locations across

India such as Daman, Kutch, Haridwar and have the most modern equipment procured from

leading manufacturers around the world.

My study focused on the potential of lighting productin the hardware store;identify the

hardware stores who are interested in selling the lightning products and also to find out the

electrical storesbnot selling the anchor switches.

The location for my study was limited to baroda.Ihave conducted various market of

barodha.the duration of my project was from 12 may to 3 july 2010.

During my project I surveyed various stores to know their views & objections in selling

lighting products in hardware stores.

The retailers not interested in selling lighting products have given some reasons for their

reply,like,different line,lack of spaces,risk of the breaking.

During the project I found the anchor is very well known in the market.brand awareness of

anchor is very high among the retailers & final customers.

The retailers should be educated that electrical product can also be sold on hardware

stores.anchor should design the layout of their shop in such a manner so that their problem of

lack of spaces & risk of breaking can be taken care of.


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Introduction

y Established in 1963.y Pioneer & Brand leader in Electrical Accessories.y 1st to get ISI certification.y

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

y Strong Nation-wide network of 15,000 dealers to ensure ready availability and renderafter sales service.

y Diversification : MCBS, PVC insulated wires, Fans, Tube-lights & bulbs, Lightingand Luminaries, Appliances, e.t.c..

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

With over thirty years of tradition in the field. Anchor name is inextricably woven into the

fables of India. From a simple rural dweller in a newly electrified village to a modern urban

resistant in a blistering metro. Anchor offers a wide range of choice to them all: at affordableprice. In fact value-based products to suit diversed installation needs.

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

Situated at various places all over in India comprising of various manufacturing plants

sprawling over many acres of land. Anchor is humming with men, machines, methods andmaterials to turn out high quality products. With value anchored in vision to improve quality

of life.

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

Cables, Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable

Accessories, Industrial Lights, Ac Brake, Contactor, Cable Lugs, Analog Timer, Digital PID

Controller, Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.

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

Cables, Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable

Accessories, Industrial Lights, Ac Brake, Contactor, Cable Lugs, Analog Timer, Digital PID

Controller, Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.

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

Electric Switches, Crimping Tool, Industrial Wires, Protection Switches, Cable Accessories,

Industrial Lights, AC Brake, Contactor, Cable Lugs, Analog Timer, Digital PID Controller,

Digital Voltmeter, Earth Tester, Tachometer, Flameproof Light etc.


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Electronics & Electrical : Cables & ConnectorsCables & ConnectorsCables &

ConnectorsElectrical ComponentsPower Distribution Equipment

Industrial Supplies : Measuring Instruments & EquipmentMeasuring Instruments &

EquipmentMeasuring Instruments & EquipmentMeasuring Instruments & Equipment

Measuring Instruments & EquipmentGearsMeasuring Instruments & Equipment

Industrial Supplies : Hand Tools

Switchgears

Limit Switch

Air Circuit Breaker

Aluminum Cables


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Mission &Vision

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

over the next ten years and beyond, we must look ahead, understand the

trends and forces that will shape our business in the future and move

swiftly to prepare for what's to come.

Our vision serves as the framework for our Roadmap and guides every

aspect of our business by describing what we need to accomplish in order

to continue achieving sustainable, quality growth.

Anchor Marketing is dedicated to providing the company with results-

oriented advertising, public relations, and total marketing support. We are

committed to providing products and services that benefit the company


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GROWTH DEVELOPMENT OF POWER SECTOR IN INDIA

Capacity Building Key to Power Sector Reforms

The power sector is possibly the single biggest catalyst for inclusive growth whether it is inurban India or rural India, with most people agreeing that it is a necessity not just foreconomic growth but also for social development. There is a strong linkage between percapita income and per capita power consumption and if a countrys power industry is weak,its economy limps along. Reforms had so far eluded the countrys power sector and that

there was urgent need to address the issues plaguing the sector if the government was toachieve its goal of inclusive growth for all. A common thread that emerged at the visioningroundtable, organised in New Delhi recently by Skoch, was that there was a need for a

paradigm shift in how we look at electricity management in the country-in terms of bothsupply-side and demand-side management. All stakeholders agreed that a major challengethe countrys power sector faces was the need for capacity building-for the industry, itmeans understanding what the government needs while for the government, it means puttingin place the right manpower base and technology.

Initiating the discussion, Sameer Kochhar, Chief Editor and CEO, Skoch, said that the

countrys power sector is undergoing a rapid change, with IT-enablement becoming key toall reforms being implemented in the sector. He highlighted how the Rajiv Gandhi Grameen

Vidyukteekaran Yojana (RGGVY) was seeking to bridge the power divide between urbanand rural India even as the restructured Accelerated Power Development and Reform

Programme (R-APDRP) scheme seeks to address core power distribution issues. Issues ofconcern, however, remain with respect to the manpower, both technical and contractual,

needed to implement such programmes as also the huge capital investment required toensure electricity for all, he said.

Pointing out that power utilities would have to upscale capacity-building quickly ifelectricity was to be made available in every nook and corner, former Power Secretary Anil


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Razdan explained how the progress of the RGGVY scheme had been hindered by theshortage of skilled contractors and technical personnel, especially in the interiors of thecountry. There is going to be a tremendous need for technically qualified personnel, theright advisers, and we also have to build the capacities of the existing employees, and herethe industry must be prepared for a greater role. This is especially true because programmeslike the R-APDRP cannot be limited to the urban areas only. We cannot have two Indias-one

India which is technologically so highly advanced where the whole area is networked into anintelligent, smart grid and one where the consumer is still dependent on the local linesman.

Emphasising that like the telecom revolution in the country, reforms in the power sector tooare being led by technology, Razdan said that it was a positive opportunity for greaterinvestment in the sector, but one that was of volumes and not single transactions. Indias

power sector is today ripe for investment, with our per capita consumption of power beingonly about 120th of what the best of countries have. The R-APDRP project itself is multi-

billion rupee opportunity for the countrys IT industry.

Taking up the issue from the perspective of the States, Keralas Principal Secretary (Power),Lakshman Radhakrishnan, conceded that reforms were long overdue in the power sector, but

pointed out that these programmes were under-funded. Also, there was the need to includethe whole state in projects like the R-APDRP as this would ensure that the benefits percolateto all at the same time. For this purpose, he urged the states to provide more resources forthe project so as to widen its impact.

Pointing out that unlike the rest of the country the rural-urban continuum in Kerala was verydifferent, with a village being spread over a much larger area than is the case elsewhere, P VUnnikrishnan, Member, Kerala State Planning Board, said the reforms programme mustaddress this issue. He also raised the issue of a public utility working in synergy with theindustry, saying this called for a major change in mindsets and attitude.


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Echoing similar concerns, M B Vashishta, Director (Operations), Dakshini Haryana Bijilee


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Vitharan Nigam (DHBVN) , said states would have look afresh at building capacities in the

power utilities as no utility can be totally dependent on third-party service providers. Even

the line staff, lineman-all key players in the reforms programme-need to be a little IT savvy.

But power utilities countrywide have not made any major recruitment in the last 10-15 years

and the government needs to reconsider its policy in this regard. Vashishta also raised the

issue of non-payment of dues by certain category of consumers, both due to political andsocial reasons.

On his part, A K Verma, Managing Director, North Gujarat Power Distribution Company,

said that power sector reforms in Gujarat have been received well by both the consumers

and the distribution companies, specially because the state power utilities have successfully

separated the domestic and agricultural feeders. This has ensured that both sectors get a fair

share of power with a regularity that was not possible earlier. As regards the R-APDRP,

Verma pointed out that keeping the project to towns and cities having a population of more

than 30,000 had its limitations. On the manpower front, he said that it was important that IT

training be an ongoing process, because the staff of the power utilities did not have an ITbackground and could therefore take a longer time to get customised to the new

technologies. Verma also voiced the need for creating a separate fund to boost access to

power along the lines of the universal obligation fund that had been set up for telecom

companies.

Seeking additional central support for improving the power sector infrastructure in Punjab,

H S Brar, Chairman, Punjab State Electricity Board (PSEB), said that this was necessary

because demand from the rural areas was especially high in a state like Punjab. He also

pointed out that while regularity in power supply was not an issue, ensuring stability in

voltage was a major problem. For this, it was must that the state steps up investments in

setting up more sub-stations and replaces ageing transmission lines.

Agreeing that capacity building was an issue that was common to all States, but had to be

tackled differently by them, Manish Agarwal, KPMG, said that what is essential is that there

was sufficient political will to implement the reforms projects. It is this that will ultimately

differentiate between someone who is benefited from the reforms programme and someone

who has not. He also said that while it was true that the power sector would offer extremely

attractive rate of returns due to the reforms, it was also true this would only be possible if the

reform projects are implemented and sustained. Raising funds for project with such high

rates of return should not be a problem, but the past performance of the power sector has

shown that the resources have not always been judiciously used.

Changing tack, R K Verma: CMD, Madhya Pradesh Power Transmission Company, said

that while substantial investment were being made in the generation and distribution legs of

the power sector, little attention was being paid to the transmission sector. And, if as

planned we create additional generation capacity of 78,000 MW by the end of the current

plan, we would need substantial investment in the transmission sector to be able to deliver


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this power to end user. This is even as substantial investment is required for the maintenance

of the existing infrastructure. Here, he also pointed out that involving the private sector in

transmission of power was unviable because of the failure of the distribution companies to

recover their costs from the end-consumers.

Pointing out that power is a commodity, Guljeet Kapur, Director (Technical), REC, theimplementing agency for RGGVY, said that unless a check was not introduced on the

subsidy being given to consumers, reforms in the power sector would not yield the right

results. When our villagers are buying everything else, like kerosene, diesel and fertilisers,

why cant they buy power? Why make subsidy a habit, specially in areas where access to

power is taking place through projects like RGGVY. According to him, as power is a

concurrent subject, investments from the states have to also take place.

Summing up the challenges that the countrys power sector faces, Kapil Mohan, Director

(Distribution), Ministry of Power, said that the first major challenge lay in the ownership of

the reforms project. Unless project management is not handled by the utilities themselves,there is a big challenge. The reforms project has to be owned by the utilities staff, its

engineers and linemen. If that does not happen, this project may not achieve its objectives.

The mindset change, a paradigm change, will be the key success factor for the reforms to

succeed.

According to him, there was only one focus point of R-APDRP and that was reducing

AT&C losses. This was important that while power can be generated and transmitted, the

recovery of cost only takes place at the distribution end and which was where such losses

were taking place. In its previous avtaar, APDRP, the government had defined 14 objectives.

So, utilities achieved 6 or 7 of these, which were basically soft objectives, not tackling the

hard objectives of AT&C losses. So, this time we have only one objective, i.e., AT&C loss

reduction.

On whether the states ready to implement the R-APDRP project, Mohan felt that while

currently they were not ready, the Centre had appointed a consultant to help prepare them.

The consultant is drafting the national training policy and capacity building exercises for

both utilities as an organisation and individuals across the country under R-APDRP. Also,

he predicted that R-APDRP would lead to the emergence of a model where there would be

dedicated companies to run the IT systems that the utilities introduce under the project.

On RGGVY, Mohan said that it targets about 80 million households, covering about 400

million population, which do not have access to electricity. Citing a UNDP study which

highlights the positive linkage between electricity consumption and the human development

index, he said it was important that this access is provided if we have to ensure inclusive

growth. Here, it does not matter, if we get delayed a little bit or cost overruns take place; the

benefits which come out of providing electricity far outweigh the cost of the scheme.


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On the way forward, Mohan said that the R-APDRP programme was just the foundation.

Subsequently, SCADA and distribution management system projects would be

implemented. In fact, whoever takes SCADA would have to invest in the automation of the

grid also and this integration exercise could be across the electricity chain, right up to power

generation and even with sectors like communication, leading ultimately to a smart grid.

With the coming of Electricity Act 2003, the power sector, which was

highly regulated with lot of licensing requirements, is in the throes of

a long awaited change. The licensing requirements have been reduced,

as the generation company will be free to enter distribution business

and vice-a-versa.

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

units). Out of this, the total generation was only about 704 bn units,

due to lack of fuel sufficiency. As a result, it has become necessary to

resort to power cuts and other regulatory measures to ration power

supply.

Currently central institutions like National Thermal Power

Corporation (NTPC) and the State Electricity Boards (SEBs) dominate

the power scene in India. India has adopted a blend of thermal, hydel

and nuclear sources with a view to increasing the availability of

electricity. Thermal plants at present account for 64% (91,907 MW) of

the total power generation, hydro-electricity plants contribute 25%

(35,909 MW) and the rest comes from nuclear and wind.

Average transmission and distribution losses (T&D) exceed 25% oftotal power generation compared to less than 15% for developing

economies. The T&D losses are due to a variety of reasons, viz.,

substantial energy sold at low voltage, sparsely distributed loads over

large rural areas, inadequate investment in distribution system,

improper billing, and high pilferage.

Key Points

Supply Many projects have been planned but due to slowregulatory processes, especially in the distributionsegment, the supply is far lesser than demand.Currently, India needs to double its generation capacityin the next 7 to 10 years to meet the potential demand.

Demand The long-term average demand growth rate is 6% to7% per annum and is expected to grow at faster rate inthe future.


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Barriers to

entry

Barriers to entry are high, especially in the transmissionand distribution segments, which are largely statemonopolies. Also, entering the power generation

business requires heavy investment initially. The otherbarriers are fuel linkages, payment guarantees fromstate governments that buy power and retail distributionlicense.

Bargaining

power of

suppliers

Not very high as government controls tariff structure.However, this may change in the future.

Bargaining

power of

customers

Bargaining power of retail customers is low, as poweris in short supply. However government is a big buyerand payment by government can be erratic, as has beenseen in the past.

Competition Not high currently. The Electricity Act 2003 aims toencourage investments, thereby increasing competition.

Financial Year

'08

In FY08, the total

power generation figure

for the country stood at

704 bn units ascompared to 663 bn

units in FY07, thus

representing a growth of

6.3% YoY. This was largely on the back of higher capacity addition

and improved plant load factor. However, owing to sustenance in

strong demand for electricity, the shortages remained high, with the

month of February 2008 recording a shortage of as high as 14.5%.

The average PLF in the Central Public Sector Undertakings in FY08

was much higher than that achieved by the SEBs as a whole. Wide

inter-state variations are noticed in the average PLF of thermal power

plants with southern and northern zones having better performances.

As far as T&D segments of the sector are concerned, there was little

that actually happened in FY08. The country continues to reel under

the pressure of higher T&D losses and with the government running

very slow with the reforms in these segments, the long-term


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sustainable growth of the sector seems doubtful.

Prospects

Recognising that electricity is one of the key drivers for rapid

economic growth and poverty alleviation, the industry has set itself

the target of providing access to all households in next seven years.

As per Census 2001, about 44% of the households do not have access

to electricity. Hence, meeting the target of providing universal access

is a daunting task requiring significant addition to generation capacity

and expansion of the transmission and distribution network.

Restoration of the financial health of SEBs and improvement in their

operating performance continue to remain a critical issue in the power

sector. The Electricity Act of 2003 contains provision for

securitisation of accumulated SEB dues.

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

India. But with the privatization coming in, the investment in

transmission and distribution networking is expected to improve.

Distribution business has already been privatized in Delhi and a five

years target has been set to bring down its T&D losses from 52% to

31%. Following Delhi's example, many states like Uttar Pradesh,

Gujarat and Maharashtra are looking at corporatising their

distribution circles.

Trading in electricity

has brought a sea

change in the structure

of the industry because

some parts of country

are power surplus and

some are deficient.

Power trading company buys power from surplus area and sells it in

deficit area using and transfers power through transmission lines.While the potential for power trading is huge, the regulator has to

play a key role in removing all discrepancies that occur in terms of

electricity pricing across trading regions.


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Indian Power Sector Power in Concurrent List. Both Central and State can legislate - Central law prevails in theevent of conflicting provisions. Power Sector in States - vertically integrated State Electricity

Boards. Central Public Sector Undertakings - Own 25% of the capacity

GROWTH OF THE INDIAN POWER SECTORGenerating capacity has grown manifold from 1712 MW in 1950to more than 1,04,000 MW today.The growth in the transmission lines has been from 2708 ckm in1950 to more than 200,000 ckm today.About 80% of 5,80,000 villages have been electrified. Balance to

be electrified by 2007.60% household have access to Electricity. Balance to becompleted by 2012.

Strengths of the Indian Power SectorWell established and vast Transmission and Distributionnetwork.Private investment possible in Generation, Transmission andDistribution.Highly qualified Engineering and Technical personnel.Availability of highly trained I.T., managerial and financial

personnel.Regulatory mechanism for tariff setting established.Independent judiciary with well established legal system


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Major problems facing power sector Deteriorating financial health.

Gap between unit cost of supply and revenue 92 paise

in 2000-01.SEB annual losses (without subsidy) up from Rs 45billion in 1992-93 to Rs 205 billion in 2000-01. Persisting shortages

Peak shortage 13%Energy shortage 7%Poor quality of supply- low voltage, grid instability

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

CERC established and functional

9 States have passed reform law.

7 States have unbundled State Electricity Boards.

21 States have constituted State Electricity RegulatoryCommissions.

12 State Electricity Regulatory Commissions have issuedtariff orders.


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Privatisation of distribution

Private distribution stable and successful in Mumbai,Kolkata, Ahmedabad and Surat. Distribution privatisation undertaken in Orissa in 1999.

Problems due to under assessment of T&D losses in the absence ofmetering and fall in industrial demand.

Privatisation planned in Delhi, AP, Karnataka andRajasthan. Need to generate investors interest. More players needed

Strategy Power sector reforms focus on distribution. Chief Ministers

Conference resolution of 3rd March, 2001 Commercially viable distribution necessary for sustainable

investment ingeneration and transmission.

Full metering of all consumers. Energy audit at 11 KV feeders.

Effective MIS. Identification and elimination of theft. Viability through Privatisation Handing over local distribution to Panchayats, Users Association,Franchisee. Local profit centers with full accountability.

Distribution Six level intervention strategy National level

Policy formulation, technical guidelines and standards, APDRPassistance. State level

Tariff fixation, corporatisation, subsidies and budgetary support. SEB level

Restructuring, increased accountability, development of MIS, T&D


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lossreduction.

Distribution circle level Reducing outages, improving reliability.

Feeder level 11 KV feeders as business units

Consumer levelMandatory metering. Discipline of disconnection for non-payment.Stringent penalties for theft.

Partnership with States MOUs on Reforms MOUs on reforms signed with 21 States

MOUs milestones11 kv meteringConsumer meteringEnergy audit, effective MIS and control of theft.Tariff determination by SERCs

Timely payment of subsidies Early signs of turn around visible. Cash losses reduced

Maharashtrafrom Rs 27 billion to Rs 7 billion, Haryana Rs 6.3 billion to Rs.1

billion, Rajasthan Rs.17 billion to Rs 12 billion, AP Rs 15 billion to 5

billion.

Accelerated Power Development and Reform

Programme (APDRP) Rs 35 billion provision this year. 50% grant and 50% Centralloan. FIs to provide additional Rs 35 billion.

63 Distribution Circles already taken up for development asmodels of excellence.

Full metering, energy audit and MIS, control of theft. Increase in transformation capacity. Increase in HT/LT ratio. Systems analysis and


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reconfiguration. Reduction of technical losses.

All distribution circles to be covered in 10th Plan. MOAs to besigned with tight milestones

Capacity addition 100,000 MW capacity addition requirement by 2012. National grid to take electricity to all regions. Full development of hydro-generation in the Himalayas.Pit-head thermal generation in coal belt. Investment to the tune of 120 to 160 billion US$ required

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

40,000 MW.

Tenth Plan 47,000 MW planned. Effective monitoringmechanism in position. Better performance expected. Energy conservation, technical loss reduction in transmissionand distribution and better performance through renovationand modernisation of older plants to reduce need for capacityaddition by ten to twenty thousand MW over next ten years. Energy Conservation Act passed. Bureau of EnergyEfficiency being created.

Public awareness and all party consensus CMs conference resolution called for urgent need todepoliticise power sector reforms and speed up theirimplementation.


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Power theft estimated to cost over Rs 20,000 crore a year.Failure of governance.

All party declaration on power circulated. Political will for reforms to come through publicawareness and public opinion. 2200 road shows held


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REVIEW OF LITERATURE

Anchor is one of the largest manufacturer in the world for electrical switches and accessories.

Anchor was established more than 40 years ago with one crystal clear vision in mind; to produce

quality, and not just products. Anchor has diversified its product base over the years and today

caters to the almost all the household electrical and electronics needs. With strategic alliances and

technological collaborations with world leaders for its products, Anchor's technological strength istoday on par with the best in the world. Anchor manufactures over 3000 products under 20 major

product groups and caters to core sectors of the Indian Economy viz., Electrical and Electronics

Industry. The wide network of Anchor's employees over 7000 people, 10000 dealers and more than

300000 retail outlets enables the Company to promptly serve its customers and provide them with

suitable products, systems and services -- efficiently and at competitive prices.

In our ongoing efforts to provide clients with timely, strategic market analysis, we haverecently created the Power Reliability Equipment and Services Markets subscription thatfocuses on the issues and opportunities arising out of the historic blackout that impactedmillions on August 14, 2003. This event calls for technologies that help energy suppliersfacilitate the healthy functioning of the country's transmission network. It also heightens

focus on technologies and services that help energy consumers large and small respond topower failures.

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

Decades of economic planning in India following independence placed significant emphasison the development of the power sector. Electricity generation capacity with utilities in India

had grown from 1713 MW in December 1950 to over 124,287 MW by March 2006 (CEA,2006a). However, per capita electricity consumption remains much lower than the world

average and even lower than some of the developing Asian economies

Investment in the sector has not been able to improve access and keep pace with the countrysgrowing demand for electricity (Singh, 2006). As on March 2005, the official statistics statethat 85% of Indias 587,000 villages have been electrified. However, the recent populationcensus (2001) reveals that 44.2% of the households do not have access to electricity.Consumers, who are connected to the grid, also face severe power shortages. The energyshortage was recorded to be 7.4% (7.1%) in 200405 (200304). The peak shortage wasestimated to be 10.5% (11.2%) in 200405 (200304). The last decade of the previouscentury witnessed some of the worst power supply situations to date. Peaking shortages

reached 20.49% in 1992 93 and energy shortages reached 11.7% in 199697 (CEA, 2005a,2006a). Power shortages are real and are hurting the competitiveness of the economy. Due tothe lack of a reliable grid supply, industrial units are installing generators. While about 21%of Chinese firms and 17% of Brazilian firms own electricity generators, 61% of the Indianfirms have generators installed to cope with power shortages. Real cost of power in India is39% higher than that in the PRC (WB / IFC, 2004).

The Sixteenth Electric Power Survey projects a capacity requirement of about 100,000 MWfor the period 200212 (CEA, 2001). Apart from generation capacity addition and associated


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network strengthening, additional investment is required to extend the transmission anddistribution network to meet the requirement of the unserved population. A new rural

electrification scheme, Rajiv Gandhi Grameen Vidyutikaran Yojana, was introduced in April2005. It aims to electrify all villages and provide access to all households within five years.

The Indian power sector requires an investment of Rs.9000 billion (approximately USD200billion) at 200203 prices to finance generation, transmission, sub-transmission, distribution

and rural electrification projects (GOI, 2005a). IEA (2003a) estimates the total investmentrequirement in the Indian power sector (for the period 200030), including generation,refurbishment, transmission and distribution, to be USD665 billion. Such requirements reflectthe foreseeable economic growth in the years to come.

The poor financial status and operational efficiency of SEBs/state utilities is imposing aheavy burden on the economic resources of the respective state governments. On the financialside, the lack of expenditure prudence and skewed tariff structure has led to a deterioration ofthe financial health of state utilities5. The gap between the average cost of supply and averagetariff increased from 50 paise/kWh in 199697 to 110 paise/kWh in 200102. The number ofsubsidized categories, assisted by the growing network and rural electrification drive,increased. However, an increasing number of consumers, including industrial and

commercial consumers have acquired captive power generation capacities that provide bettereconomy, quality and reliability. Poor operational and technical efficiency, along with theabove factors, has resulted in ballooning financial losses in the sector. The commercial lossesof SEBs (before subsidy) during 200102 were estimated to be Rs.331.77 billion ascompared to Rs.113.05 billion during 199697. After including the subsidy payable by stategovernments, the above figures are Rs.248.37 billion and Rs.46.74 billion, respectively.

The average consumer tariff for state utilities during 200405 (200304) is estimated to be359.39 paise (361.00 paise). After including electricity departments in the Union Territories,this is estimated to be 276.54 paise (274.29 paise). The gap between average cost of supplyand average tariff declined from 114.83 paise/kWh in 2000 01 to 82.85 paise/kWh in 200405 (RE) 86.71 (provisional). The loss on the sale of power is expected to remain over Rs.277.29 billion (lower than the Rs. 304.27 billion registered in 200102)6.

The transmission and distribution losses remain abysmally high, being over 40% in somestates. A significant proportion of this loss is of a non-technical nature, primarily due to theftof electricity. This is further worsened by the poor payment record of customers, a situationwhich keeps collection efficiency low in many states. This leads to cash flow problems forutilities resulting in delayed payments for purchased power, coal, and rail transportation. The

SEB dues reached Rs.25,727 Cr. in Feb. 2001 (GOI, 2001). The Ahluwalia committeerecommendations led to a one-time settlement of SEB dues through their securitisation asstate bonds in favour of the debtors. A tripartite agreement was signed to ensure that such a

precarious situation would not develop in the future. In the case of the failure of a states

utilities to pay dues, the creditors can have recourse to the states plan allocations and itsshare of central taxes.

A natural-monopoly-public-utility argument was used to justify government ownership of thesector, barring some exceptions. The sector retained a legal monopoly status leading to thedevelopment of vertically integrated state electricity boards (SEBs). Historically, however,there were islands of private licensees in a few urban regions. The lack of competition,accompanied by political influence and operational inefficiency, has steered the sectortowards the abyss of financial distress. Persistent political interference, even in the era of


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independent regulation, has reduced hopes for a speedy recovery. A lack of projectmanagement expertise and accountability has led to inordinate delays in planned investments

and has exasperated misgivings regarding the sector. The task of bridging the capacityshortages through large-scale investments cannot be completely entrusted to public planning,

which has often slipped over its targets. Policymakers recognized this in the early 1990s andopened up the sector for greater private participation. Encouraged by favourable policy

developments and the advent of independent regulation, greater private participation isbecoming visible in the sector, though not to the extent desirable.

The existing ownership structure of the generating capacity is dominated by CPSUs. Only13.4% of the generating capacity in the country is owned by the private sector. Nearly all ofthe inter-state transmission capacity is owned by the Central Transmission Utility (CTU),Power Grid Corporation of India Ltd. (PGCIL). All intra-state transmission capacity is owned

by the respective state transmission utilities. Under a recent initiative, a joint venture betweenpublic (PGCIL) and private (a Tata group company) investor is constructing a transmissionline, which is nearing completion. Other private investors such as Reliance Energy Ltd. haverecently applied to the CERC for transmission licensees. Apart from the privatisation ofdistribution utilities in Orissa and Delhi, private distribution licensees have been operating for

decades in the urban areas like Mumbai, Kolkata (Calcutta), Surat, Ahmedabad and Noida. Anumber of policy developments, as discussed in the next section, in the sector haveemphasised the increasing role for private investors and reforms of the sector to improve itsfinancial performance.


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RESEARCH METHODOLOGY

Research methodology

During the project i need to collect the primary data as well as secondary data. I have

chosen the exploratory research design for this project which I feel is most suitable here. Mysampling units for this units for this research were Electric shop retail ers who are not selling

lighting products of Anchor.

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

are as follows:

1) Construction of Questionnaire.

2) Collection of primary data.

3) Collection of secondary data.

1) Construction of Questionnaire:

I have constructed the questionnaire to enter

the data collected from the retailers. It includes the details of the retailer like Nam e,

Address & Phone No. It has both open ended and close ended questions.

2) Collection of Primary Date:

For collection of primary data I have chosen the

survey method . I have filled up the Questionnaire from on the basis of information

provided by th e retailers.

3) Collection of Secondary Data:

As far as collection of secondary data is concerned, I

Search in net


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ANALYSIS & RESULT

The leading market research firm RNCOS has come up with its latest comprehensive report"Indian Power Sector Analysis" that focuses on the growing marketplace for power sector inIndia. It thoroughly investigates the current market trends, evolving markets, and growth

prospects for the Indian power industry. It will help the client to analyze the driving forces

and leading-edge opportunities critical to the success of the power industry.

The research study analyzes the prevailing scenario in the Indian power sector along with theexisting policy and regulatory framework. It tracks the growth and performance of the Indian

power sector, the ongoing reform initiatives and offers statistical updates on powergeneration, transmission and distribution, along with a rational future forecast.

Key Findingsy More than 64% of India' s total installed capacity is contributed by thermal power.

Significant jump in unit size and steam parameters will result in higher efficiencies and

better economics for the Indian power sector.

y Western region accounts for largest share (30.09%) of the installed power in India followed

by Southern region with 27.76%.

y Unbalanced growth remains the cause of concern for the Indian power sector. Only about

56% of households have access to electricity, with the rural access being 44% and urban

access about 82%.

y Southern region remains the dominant region in renewable energy source accounting for

more than 57% of the total renewable energy installed capacity.

Key Issues & Facts Analyzed

y Where does the Indian power industry stands Vis-s vis developing countries?

y What is the outlook of the Indian power industry' s transmission and distribution?

y What is the scenario of the industry at state level?

y What are driving forces and challenges being faced by industry?

y What opportunities exist in the industry?

The inhibitors to growth in power sector were manysmall and big but the main roadblockin the growth path was Government Policy, which made it difficult or rather impossible for a

private player to enter. This further aggravated the problem that Indian entrepreneurs didnthave enough knowledge and experience in developing power projects. To worsen thescenario, the SEBs and other Government Agencies became financially weak to propel anyfuture expansion or growth in the sector. Electricity Act, 2003 was a major step in solving theabove underlying problems of the power sector. A whole new system was evolved where

private players were invited to be an active participant. The system demanded financial,political and other infrastructural growthwith major requirement in roads andcommunication. Some of the bold steps taken in the Act were moving generation anddistribution out of License Raj regime, opening access to national grid and demolishing theSingle Buyer model. The failure of the huge federal structure and the changing globalscenario have forced Government to think of ways to revive this fundamental infrastructuresector. Two of the avenues that government can count on for future growth of this sector isMidgets or Small Power Plants and CDMClean Develop


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RECOMENDATION & CONCLUSION

India power sector reforms update is a joint initiative of Prayas, an Indian NGO based in Pune,working on power sector issues for a decade and Public Services International (PSI) which is aninternational trade union federation, uniting public sector workers in more than 500 trade unionsin over 140 countries. Our aim is to monitor the power sector developments in three Indian states

of Orissa, Andhra Pradesh and Uttar Pradesh. This is the third issue of the update covering fourmonths period from February 2002 to May 2002. First issue was a detailed historical overview upto October 2001, while the second update covered the period from October 2001 to January 2002.For better understanding it would be desirable if readers also read the earlier updates. Theseupdates, tracking developments in these states will be published every quarter. Please direct your

suggestions and comments to PSI for specific projects, partly as grant and partly as loan.Haryana and Rajasthan. India power sector reforms update is a joint initiative of Prayas, anIndian NGO based in Pune, working on power sector issues for a decade and Public ServicesInternational (PSI) which is an international trade union federation, uniting public sectorworkers in more than 500 trade unions in over 140 countries. Our aim is to monitor the powersector developments in three Indian states of Orissa, Andhra Pradesh and Uttar Pradesh. Thisis the third issue of the update covering four months period from February 2002 to May

2002. First issue was a detailed historical overview up to October 2001, while the secondupdate covered the period from October 2001 to January 2002. For better understanding itwould be desirable if readers also read the earlier updates. These updates, trackingdevelopments in these states will be published every quarter. Please direct your suggestionsand comments to PSI In line with the efforts of Ministry of Power (MoP) to encourage statesto undertake reforms, MoP has renamed the Accelerated Power Development Program(APDP) as Accelerated Power Development Reform Program (APDRP). Under this program,the MoP will provide financial assistance to states mainly to strengthen distribution inselected circles / districts. States that agree to specific reforms related milestones would beeligible for drawing funds under this program. In the recent budget, the central governmenthas doubled the outlay under this program to Rs. 35billion.

Investment Opportunities in Indian Power Sector and Cooperationwith International Energy Agency

Outline of the Presentation:I. Strengths of Indian Economy

Investment climate in India is buoyant and various macro-economic parameterare reflecting that pace of growth of the economy has accelerated and macro - economicfundamentals are sound and moving towards right direction.

__India has been able to achieve an economic growth rate of 8% per annumduring last few years and is poised to achieve double digit growth rate.

__Industrial growth rate has been recorded over 9% consistently in last fewyears.

__ Domestic saving rates have been rising a reached over 29%. __Inflation rate has been moderate despite the sharp hike in Intern ational oil

prices.__ The current account deficit is around 1.3% of the GDP and reflects the revival

of investment and also the impact of oil prices, but a deficit of this order isvery much financeable.

__Foreign exchange reserves are at a very comfortable label of about $170billion.


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II. Key Energy indicators:Sl.No

Indicator India World

1. TPES (Mtoe) 572.85 112232. TPES Per Captia

(Toe)0.53 1.77

3. TPES /GDP (PPP) 0.18 0.21

4. ElectricityConsumption PerCapita (kWh)

457 2516

5. CO2/ TPES (Tone

CO2/Toe)

1.93 2.37

6. CO2Per Capita 1.02 4.18

III. Strengths of Indian Power Sector

III.1 During the period 2007 -12 average economic growth rate has been projected at 9%per annum. To sustain this economic growth power sector has also to grow by 9%.

III.2 To cater to the needs of economy growing at the average rate of 9%, providingreliable, affordable, secure and sustainable energy, possible options include maximizingdomestic production, diversifying the fuel mix and the source of supply and maintainingsufficient reserves. This will ensure price stability as also security of supply in the energysector. Fluctuations in the delivery price of the energy have cascading effect on thegrowth process itself. In the long term perspective for fueling the likely installed capacityof 800 MW by 2031-32, coal is to remain mainstay in the overall fuel mix for powergeneration in the country.III.3 To revamp the Power Sector, number of path breaking initiative have been taken inthe recent past, both in terms of policy pronouncements and programmes ranging frombringing about efficiency in generation segment through introduction of super criticaltechnology to penetration of commercial energy in the rural areas and consolidation of

electricity delivery system.IV. Energy Strategy

__Full development of hydro potential. Hydro power irrespective of size, renewablesource of energy.

__Domestic coal to remain primary source. Emphasis on Super Critical Plants andClean Coal Technologies.

__Import of coal on moderate scale for coastal locations.__Use of gas dependent on availability and price.__Import of gas LNG terminals. Gas pipelines from Western and Central Asia

Tariff Policy

__Another very important policy initiative, which was needed to be put in place to giveeffect to the Electricity Act, was the Tariff Policy which was notified in January,2006.

__This policy aims at: __Reducing the cost of power through competitive process of capacity

development.__Operationalising Open Access in Transmission and Distribution.__A clear-cut policy on management of subsidy and cross-subsidy encouraging

renewable energy sources of generation.__A clear-cut direction on optimum utilization of captive plant capacity.


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__In nut-shell, Tariff Policy aims at ensuring that the consumers interests areprotected in the best possible manner.

V.4 Tariff Based Competitive Bidding

__The next policy instrument put in place, is comprehens ive guidelines on competitivebidding for power project development. This was notified in January, 2005.

__The main objective of the competitive bidding guidelines is to see that the distributioncompanies get electricity at best possible price and there by consumers getelectricity at optimal tariff. This also aims at a transparent process of selection ofproject development.

__Similar dispensation in Transmission segment was also extended andcomprehensive guidelines were issued in May 2006.

VI. POSITIVE RESPONSES

__Growth in electricity generation during Ninth Plan was 3% per annum. During lastthree years growth in electricity generation has been consistently above 5%.During April to October, 2005 growth rate recorded was 5.2%, against this duringthe same period in 2006-07 growth in generation has been 7.3%.

__The Plant Load Factor (PLF) is an important measure of operational efficiency ofthermal power plants. The PLF of the overall system has improved significantly .from 64.6% in 1998-99 to 75 % now. Thus, implying a secular improvement in efficiency

in generation.__Inter regional connectivity has been planned with hybrid system consisting of HVDC,

Ultra high voltage AC (765KV) and Extra high voltage AC (400KV) lines. T hepresent Inter Regional capacity is 11,500 MW and projects in hand indicate thatthis capacity would be enhanced to 30,000 MW by 2012.

__There has been a revival of interest in generation following the enactment of theElectricity Act. Provisions for open access have effectively taken care of concernof developers regarding payment security as it enable them to find alternativeconsumers across India who would be prepared to pay for the electricity in casetheir tariffs were competitive.

__Payment by electricity utilities whether in public / private sector to generation ortransmission companies is no longer a concern any more. In last four years 100%payment of bills is being ensured by district utilities all over the country.

__The distribution reforms have remained the key focus area for quite some time now. A number of measures have been taken to improve financial health of StateUtilities. These measures have shown positive results. The losses of StateUtilities have come down to US $ 4.6 billion during 2003-04 from US$ 6.2 billionin 2001-02. The gap between cost of supply and revenue is also showing adeclining trend. State Utilities have liquidated all their past dues and are regularlypaying the current dues. The creditworthiness of Indian pow er sector hasconsiderably improved.

__Electricity market in the country is buoyant. There has been quantum increase in the

investment in the power sector. At present projects aggregating over 43,000 MWwith total committed investment of above $50 Billion are under execution.Majority of them would be commissioned in next 3 years.

__As a positive consequence of Electricity Act, capacity addition through Captive routehas picked up significantly. Recently over 4000 MW has been added through thisroute.

__Over 7,000 MW of IPPs have achieved financial closure after the Electricity Act cameinto force and another 9,000 MW is in the pipeline.


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__Reorganizing the fact that economies of scale leading to cheaper power could besecured through large size power projects and for introducing the efficie nt super

APPENDIX

Appendix1:questionnaire form

Questionnaire form

Name & address:-


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Phone:-

Contact person:-

Contact no:-

Q(1)Are you selling lighting products?

[] yes []no

Q(2)if no ,why?

Remarks:

Q(3)have any company approached you?

[]yes []no

Q(4)if yes,which cos?


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

a)very high

b)high

c)medium

d)low

e)very low

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

Margin Offered(in %)

Philips

Surya

Ge

Havels

bajaj


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Appendix 2: Retailers information form

SURVEY FORM FOR RETAILERS

NAME OF

RETAILER:


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PHONE NO:

DO YOU HAVE ANY PROBLEM WITH ANCHOR?

Appendix 3: Detail of Retailers Interested in Selling Philips products

Details of interested retailers :

During my entire project only 13 out of 173

hardware stores were selling lighting products and 160 were not. This shows

that the concept of lighting in hardware stores is not much popular in Pune.

Our these 160 persons 20 were interested in selling

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


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AREA-1

1)Name: Krishna ele

Address mayor nagar

Remarks: very high level of interest in selling anchor products. Presentlydecision on selling is suspended due to threat of selling.

2)Name: Prakash ele

Address Kirti nagar


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Remark: Medium level of interest in selling anchor products. Selling the anchor

products depend on the offer. May sale fancy lightings and also interested in

dealership.

3)Name: Vinayak ele.

Address: Sudarshan nagar

Remark: Very high level of interest in selling anchor products. Presently selling

is suspended due threat of selling.

4)Name: Dwarka ele.

Address: Omkar hardware

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

Because of lack of space.

5)Name: Monika ele.

Address: Alkapuri

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

selling Because margin is less and risk of breaking.


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6)Name: Vinayak ele.

Address: Fatehgunj

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

selling Because lack of space and risk of bearing.

7)Name: Chaitanya ele.

Address: M.G Road

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

Because it feels that it is not a related line.

8)Name: Praful ele.

Address: Begampura

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

selected items only.

9)Name shantanu ele

Address patel nagar


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Remarks:medium level of interest in selling anchor product

10)Name atul trader

Address railway station

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

QUESTIONNAIRE FOR ENVIRONMENTAL APPRAISAL

(THERMAL POWER SECTOR PROJECTS)I. General Information

A. Name of the Project1. Existing project/proposed project/

expansion project/modernization project :2. If Existing/expansion/modernization project, whether environmental clearance

has been obtained :

B. Generation Capacity (MW)

C. LocationVillage Tehsil District State

D. Geographical Information1. Latitude2. Longitude3. Elevation above MeanSea Level (metres)4. Total Area envisaged for setting upof project (in ha.)


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Note 1 : All information given in the form of annexures should be part of this file itself.Annexures as separate files will not be accepted.

Note2 : Please enter x in appropriate box where answer is Yes/No Thermal Power SectorProjects 2

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

6. Nature of Soil (sandy, clayey, siltyloam etc. with permeability in cm/sec)

7. Permeability (cm/sec)

E. Alternate sites considered1. ___________________________________________________2. ___________________________________________________3. ___________________________________________________

4. ____________________________________________________

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

II. Current land usage of the proposed project site Area (in hectares) .

A. Notified Industrial Area/EstateB. Agricultural

1. Irrigated2. UnirrigatedC. HomesteadD. ForestF. FallowG. MangrovesH. MarshesI. Others (Please specify)TotalE. GrazingThermal Power Sector Projects 3

III. Is the proposed site located in a low-lying area ?Yes No

If yes,A. Level before filling (above MSL, in. metres) _____________________

B. Level after filling (above MSL in metres) _______________________Quantity of Fill Material required(in cum.)Source

C. Does the project involve land preparation/reclamation ?Yes NoIf yes provide details

IV. Please indicate area earmarked for each of the following (in ha.)A. Plant Facilities


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B. Ash DisposalC. Storage (Fuel)

D. Storage (Water)E. Storage (Hazardous Waste)

Thermal Power Sector Projects 4F. Storage (Hazardous Chemicals)

G. Storage (Others)H. Approach Road(s)I. TownshipJ. Green BeltK. Others (Please specify)Total

V. Proximity to sea/water bodies :

SeaOther Water bodies like

River/creek/lake etc.(Please specify)

Distance of site*boundary (in m)

Distance of plantfacilities (in m)

*From highest flood line/high tide line

VI. Whether any of the following exist within 7 km. of the periphery of the project site.

If so, please indicate aerial distance and the name of the eco-system as given under

the Table.1 Park/WildlifeSanctuary2 Tiger Reserve/ElephantReserve/Turtle Nesting ground Thermal Power Sector Projects 53 Core Zone of Biosphere Reserve4 Habitat for migratory birds5 Lakes/Reservoir/Dams6 Stream/Rivers7 Estuary/Sea8 Mangroves9 Mountains/Hills10 Notified Archaeological sites11 Any other Archaeological sites12 Industries/Thermal Power Plants13 Defence Installation

14 Airports

If located within limits of municipal bodies, please confirm.From National/ State Highways and railway lines, distance of 0.5 km should bemaintained.

If located in the landing funnel of the airport, clearance from Airports Authority of Indiashould be obtained.

VII. Description of the flora/vegetation within 7 km under following headings.A. Agricultural crops : _______________________________________ __________B. Commercial crops : ________________________________________________C. Plantation : _________________________________________________


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D. Natural Vegetation/Forest Type : ______________________________________E. Grass Lands : ________________ ______________________________________

Thermal Power Sector Projects 6F. Endangered species : ________________________________________________

G. Endemic species : _______________________________________________H. Others (Please Specify) : _________________________________________

VIII. Description of fauna (non-domesticated) within 7 km under the following headingsA. Total listing of faunal elementsB. Endemic fauna speciesC. Endangered speciesD. Migratory speciesE. Route of migratory species of birds and mammalsF. Details of aquatic fauna (if applicable)IX. Meteorological Parameters

A. Seasonal Monitoring Data (continuous monitoring for one full season exceptmonsoon should be carried out)

1. Temperature (in 0C)(a) Maximum_______ (b) Minimum______ (c) Mean_____________

2. Rain fall (in mm) ______________________________________(a) Maximum_______ (b) Minimum___________(c) Mean____

3. Mean value of humidity (in %)4. Inversion occurrence

(a) in percentage (b) Height in meters5. Seasonal Wind-rose pattern (16 points on compass scale)

Thermal Power Sector Projects 7B. Hourly Mean Meteorological data (based on one full season data collected at siterequired as input for air quality modelling)

X. Water Requirements (cum/day)A. Project1. Process2. Cooling waterThermal Power Sector Projects 93. DM water4. Dust suppression5. Drinking6. Green Belt7. Fire Service8. Others (pl. specify)B. Township

1. Green Belt2. Drinking3. Others (pl. specify)C. Total

XI. Source of Raw Water SupplyS.No Source Cu.m./hr Cu.m./day1 Sea2 River


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3 Groundwater4 Other surface water bodies (Please

specify)

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

XIII. GroundwaterA. Recharge RateB. Withdrawal rateC. Ground water level (metres)1. Premonsoon2. PostmonsoonThermal Power Sector Projects 10

XIV. Competing Users of the Water Source :1 Irrigation

2 Industry3 Drinking

4 Others(Please

specify)Total

XV. Waste Water Management

A. Description of waste water treatment plan with flow chart1. Coal storage2. Other than coal storage

Thermal Power Sector Projects 11B. Composition/characteristics of discharge stream(s) before and after treatmentS.No Item Characteristics


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BIBLOGRAPHY

1. TERI Newswire: Fortnightly News abstracts on economy, energy and environment, TERI,New Delhi, Volume 8, Numbers 1-7 (January to April 2002)2. Power News: Weekly News updates on Power, Power Line, New Delhi, January to May20023. Power Line: Magazine on Power, New Delhi, Vol. 6, Issue 4-7 (January to May 2002)4. Several News Paper reports and Discussions with people working in the sector.5. Web site of Ministry of Power: www.powermin.nic.in6. Web site of Central Electricity Regulatory Commission:www.cercind.org7. Web site of Central Electricity Authority: www.cea.nic.in8. Website of OERC: www.orierc.org9. Website of APGENCO: www.apgenco.com10. Website of APTRANSCO: www.aptranscorp.com11. Website of APERC: www.ercap.org12. Website of UPERC: www.uperc.org13. Website of World Bank: www.worldbank.org.in

14. India Power Sector Reforms Update, Issue I and II October 2001 & Jan 2002.(Available at www.psiru.org and www.prayaspune.org )15. Kanungo Committee Report, October 2002.

a summer internship program report-sumit bhatt

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