• Align company and individual goals

• Enhance awareness of targets/tasks /responsibility.

• Facilitate objective assessment of performance

• Identify high performers and high potential employees.

• Ensure performance feedback

• Input for Career Growth

• TNA and HRD

• Rewards and Recognition

• KRA based PMS

• Workshops conducted across the Organisation

• Model KRAs updated and revised in the Workshops.

• PMS guidelines, important dates, IOMs, Model KRAs and Appraisal formats on PMS portal.

• Review Performance based on targets achieved.• Add/ Modify

KRAs if required.• Document Mid-

Year Review Discussions

• Assessment of KRAs, Competencies, Values & Potential• Performance

feedback• Review by

reviewing officer• Countersigned by

countersigning authority

Step-2Mid-year

Review

Step-2Mid-year

Review

Step-1Performance

Planning

Step-1Performance

Planning

Step-3Annual

Assessment

Step-3Annual

Assessment

Step-4Moderation

Process

Step-4Moderation

Process

PMS Process

• Finalise KRAs, Measures/Indicators Marks & Targets after mutual discussion• Document in

Performance Plan

Performance score used for • Career Growth• Rewards &

Recognitions

Appraisal ParametersAppraisal Parameters E1 - E5E1 - E5 E6 - E7E6 - E7 E8 -E9E8 -E9

PerformancePerformance 7575 6565 5050

CompetenciesCompetencies 1515 1515 2020

ValuesValues 55 1010 1515

Potential AppraisalPotential Appraisal 55 1010 1515

TotalTotal 100100 100100 100100

• Key Result Areas (KRA) Aligned with MOU targets

• Finalized after mutual discussions

• Mid-Term Review

• Final Assessment

• Discussion and Performance Feedback

E1 - E5 E6 - E7 E8 - E9

1. Business Knowledge: 1. Business Environment 1. Business Environment

2. Profession Specific knowledge

2. Profession Specific knowledge

2. Profession Specific knowledge

3. Decision Making 3. Decision Making 3. Decision Making

4. Planning & Coordination

4. Planning & Coordination

4. Vision

5. Problem Solving 5. Systematic Thinking 5. Systematic Thinking

6. Collaboration & Networking

6. Learning Orientation 6. Networking

7. Accountability 7. Result Orientation 7. Organizing Resources

8. Drive & Initiative 8. Leadership 8. Inspire People

9. Team Player 9. Team Player 9. Team Player

• Assessed on 10 attributes

• Same for all the level clusters

• Attributes include – Fairness, Transparency, Trust, Candour,

Collaboration, Involvement, Flexibility, Willingness to accept

challenge, Discipline and Ethical Behaviour

E1 - E5 E6 - E7 E8 -E9

1. Leadership Abilities 1. Inspire People 1. Leadership Abilities

2 Business Sense 2. Team Building 2. Team Building

3. Foresight 3. Ability to build a Strategic Vision

3. Ability to build a Strategic Vision

4. Innovation 4. Business Sense 4. Business Sense

5. Trust and Respect 5. Coaching 5. Coaching

Attributes on Competencies, Values and Potential Appraisal assessed at the end of appraisal year.

Moderation Percentages are as follows:-

Outstanding (80 – 100) 15-20%

Very Good (60 – 79) 35-40%

Good (50 - 59) 40-45%

Average (40 – 49) 15-20%

Not Satisfactory (< 40) 00-05%

• Target setting at all Executive levelsTarget setting at all Executive levels

• Cascading of MOU to the lower levelsCascading of MOU to the lower levels

• Providing for Objective AssessmentProviding for Objective Assessment

• Performance feedbackPerformance feedback

• Competency Assessment and DevelopmentCompetency Assessment and Development

• Clarifying ValuesClarifying Values

• Assessing PotentialAssessing Potential

• Facilitating overall achievement of Organization GoalFacilitating overall achievement of Organization Goal

• Training and DevelopmentTraining and Development

From the FY 2010 – 2011, Revised Procedure and Guidelines including Formats for writing Performance Appraisal Reports of Chief Executives, Functional Directors, Executive Directors, (E9), and General Managers (E8) issued on 5th April, 2010 is being followed.

Till last year Procedure and formats prescribed by DPE vide their OM dated 18th October, 2005 for Top Management Incumbents of Public Enterprises was being followed.

Sh. Ashok Khanna (Independent Director ) - Chairman

Dr. A.S Narag* (Independent Director ) - Member

Sh. F A Vandrevala* (Independent Director) - Member

Sh. Rakesh Jain (Govt. Nominee Director) - Member

Sh. S.K Chaturvedi# (CMD – POWERGRID) - Member

Sh. J. Sridharan# (Director –Finance) - Member

Sh. V. M Kaul# ( Director - Personnel) - Member

*Term completed and renewal under process# Abstain from participating in matters of Directors and CMD

• Established in 1989 by transfer of Assets and Personnel from CPSUs like NTPC,

NHPC,NLC etc

• Commercial Operations from 1992

• Notified as Central Transmission Utility (CTU) on 31st Dec,1998 by the GOI

• Declared Navratna Public Sector Enterprise on 1st May’2008

• Listed PSU with Govt. of India holding of 86.36% which will reduce to 69% after FPO

• Market Capital of around Rupees 50000 Cr

• Earning profit since inception

• One of the largest and best managed transmission utility in the World

• Carrying about 50% of Country’s total electric power• Maintaining network availability over 99%• Owns and operates a network of about 77,790 ckt kms inter-State

transmission lines, 131 nos. of EHV & HVDC substations with transformation capacity of about 88,0665 MVA

• One of the first in the world to design and transmit 6,000 MW of power over a distance of 2,000 kms through +800kV HVDC bi-pole line

• Developing major transmission highways using 1200 kV UHV AC

• Among the world’s largest synchronous grids• No major grid disturbance during the last seven years.• Facilitated 52,000 MUs of inter-regional energy transfer.• Under open access, more than 18,244 transactions approved

during the year involving about 39,500 MUs of energy.• Around 10,000 MUs exchanged through power exchanges in a

short-span of less than 2 years • Established M/s Power System Operation Corporation

Limited (POSOCO), a 100% subsidiary, for Grid Management

• Strong in-house technical expertise in the area of Transmission, Distribution, LD&C, Telecommunication, etc

• Contributing in GOI’s Nation Building Schemes of APDRP & RGGVY• Realized revenue of about Rupees 269 Crore during FY 2009-10.• International projects in Dubai, Nigeria, Bangladesh, Bhutan,

Srilanka, Afganistan and Nepal• Participated in bids for jobs in Kenya, Ethiopia, Myanmar, Nigeria

etc.• Domestic clients include State Utilities, Reliance, GMR, Adani,

Lanco, Areva, Jindal Power, Jaypee etc.

• 21,652 km optic fiber network riding on high voltage power transmission line criss-crossing across the length and breadth of India.

• India’s only overhead optic fiber network, PowerTel connects 110 cities across India and the only one to reach Srinagar and North- Eastern states

• Earned revenue of about Rupees 158 Crore in telecom business during FY 2009-10.

• Availability of the Telecom Network consistently maintained at 99.9%.

• Investment of Rupees 55,000 Crore planned for the XI plan period & Rupees 1,00,000 Crore in XII plan.

• Major projects - developing transmission system for capacity addition under Central Sector, Ultra Mega Power Projects and IIP’s .

• Development of National Transmission Management Center

• Aerial Patrolling of Transmission lines

• Mobile Sub-Stations

• Expansion of Telecom and Consultancy both domestic and international.

Total - 9627