uttar pradesh power corporation limited...
TRANSCRIPT
1 | U T T A R P R A D E S H P O W E R C O R P O R A T I O N L I M I T E D
REQUEST FOR PROPOSAL (RFP)
For selection of ‘Consultant to assist UPPCL in implementing end to end business solution for (1)
Analyzing various parameters emanating from R-APDRP system and providing actionable inputs for
different levels of management hierarchy in order to achieve prescribed loss levels and (2) Providing
decision support system for optimizing performance of both R-APDRP and non- R-APDRP areas with
respect to parameters outlined in Financial restructuring plan (FRP) and formulate enabling
technologies.
RFP Identification No: 01/UPPCL/RAPDRP/Power Utility/2013-14
For further details, please visit the website: www.uppcl.org
Purchaser
For
S.
No. Particular Details
1
1 Start date of issuance / sale of RFP document 17th April 2014 at 1200 Hours
2 Pre-Bid Conference 06th May 2014 at 1100 Hours
3 Last date for issuance / sale of RFP Document 21th May 2014 at 1700 Hours
4 Last date and time for Proposal Submission 22th May 2014 at 1400 Hours
5 Date and time of opening 22th May 2014 at 1600 Hours
(This document is meant for the exclusive purpose of RFP and shall not be transferred, reproduced or
otherwise used for purposes other than that for which it is specifically issued.)
1 In case of date is declared holiday assigned date will change to next working day
Madhyanchal Vidyut Vitran Nigam Limited, (MVVNL), Lucknow
Purvanchal Vidyut Vitran Nigam Limited, (PuVVNL), Varanasi
Paschimanchal Vidyut Vitran Nigam Limited, (PVVNL), Meerut
UTTAR PRADESH POWER CORPORATION LIMITED
(UPPCL)
Dakshinanchal Vidyut Vitran Nigam Limited, (DVVNL), Agra
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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Table of Content
1. FACT SHEET ............................................................................................................................................. 3
2. BACKGROUND INFORMATION ................................................................................................................. 3
3. OBJECTIVES OF THE CONSULTANCY ......................................................................................................... 7
4. INSTRUCTION TO THE BIDDERS ............................................................................................................. 26
5. PRE-BID MEETING & CLARIFICATIONS ................................................................................................... 27
6. KEY REQUIREMENTS OF THE BID ........................................................................................................... 28
7. AUTHENTICATION OF BIDS .................................................................................................................... 28
8. PREPARATION AND SUBMISSION OF PROPOSAL ................................................................................... 30
9. LANGUAGE ............................................................................................................................................ 30
10. VENUE & DEADLINE FOR SUBMISSION OF PROPOSALS ..................................................................... 31
11. LATE BIDS .......................................................................................................................................... 31
12. DEVIATIONS ...................................................................................................................................... 31
13. EVALUATION PROCESS ...................................................................................................................... 31
14. TENDER OPENING ............................................................................................................................. 32
15. TENDER VALIDITY .............................................................................................................................. 32
16. TENDER EVALUATION ........................................................................................................................ 32
17. QUALIFICATION TO BID ..................................................................................................................... 32
18. PROCEDURE FOR EVALUATION OF BIDS ............................................................................................ 35
19. EVALUATION TABLES ......................................................................................................................... 37
20. DETAILS OF QUALIFICATIONS OF EACH PERSONNEL .......................................................................... 43
21. NEGOTIATION ................................................................................................................................... 49
22. APPOINTMENT OF CONSULTANT ...................................................................................................... 49
23. FRAUD AND CORRUPT PRACTICES ..................................................................................................... 50
24. CONFLICT OF INTEREST ...................................................................................................................... 51
25. PAYMENT SCHEDULE ......................................................................................................................... 52
26. PRICE SCHEDULE................................................................................................................................ 57
27. CHANGE REQUEST ............................................................................................................................. 62
28. RESPONSIBILITIES OF UPPCL .............................................................................................................. 62
29. TERMS AND CONDITIONS .................................................................................................................. 62
30. APPENDIX I: PRE-QUALIFICATION & TECHNICAL BID TEMPLATES ...................................................... 75
31. APPENDIX II : COMMERCIAL PROPOSAL TEMPLATES ......................................................................... 89
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
3 | U T T A R P R A D E S H P O W E R C O R P O R A T I O N L I M I T E D
1. Fact Sheet Clause
reference Topic
Section Two stage (Technical and Commercial) selection procedure using Quality-Cost
Based Selection Criteria (QCBS)
Tender Cost Rs. 20000/- (Twenty Thousand only including applicable taxes) by
Demand Draft payable to EE ESPC III Uttar Pradesh Power Corporation Ltd
Lucknow Payable at Lucknow. RFP can be downloaded from the website:
www.uppcl.org
Earnest Money Deposit of amount “INR 5000000/- (INR FIFTY LACS ONLY)” in
the form of Bank Guarantee on non judicial stamp of INR 250/-drawn on any
nationalized Scheduled commercial Bank in favour of “EE ESPC III Uttar Pradesh
Power Corporation Ltd Lucknow”
A pre-Bid meeting will be held on 6th May 2014 at 1100 Hours
Venue: 15th Floor Shakti Bhawan Extension 14, Ashok Marg Lucknow (U.P.)
The name, address, and telephone numbers of the Nodal Officer is:
A P SINGH
Executive Engineer
Information Technology Division
Mobile No 9650066788
Fax Nos. 0522-2287503
[email protected]; [email protected]
All the queries should be received on or before 05th May 2014 1500 Hrs, either
through post, fax or email.
Proposals should be submitted in the following language(s): English
Proposals must remain valid 90 days after the submission date, i.e., until: 31
st
August 2014
Bidders must submit
An original (Marked Original) and Four additional (Marked Copy 1,2,3,4)
copies of each proposal along with <Four> copy of non-editable CD for
Prequalification & Technical Proposal
An original (Marked Original) and Four additional (Marked Copy 1,2,3,4)
of the Commercial Proposal
The proposal submission address is:
Chief Engineer RAPDRP PART A
15th Floor Shakti Bhawan Extension
14, Ashok Marg Lucknow (U.P.)
Telefax: 0522 2287503
Proposals must be submitted no later than the following date and time:
22nd
May 2014 at 1400 Hours
2. Background Information Basic Information
a. UPPCL invites responses (“Proposals”) to this Request for Proposals (“RFP”) from Consulting
agencies (“Bidders”) for the provision of the e-Governance consulting services. UPPCL is the
Nodal Agency for this public procurement.
b. Any contract that may result from this public procurement competition will be issued for a term
of Three Years (“the Term”).
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c. The UPPCL reserves the right to extend the Term for a period or periods of up to One Year
with a maximum of Two such extension or extensions on the same terms and conditions.
Proposals must be received not later than time, date and venue mentioned in the Fact Sheet.
Proposals that are received after the deadline WILL NOT be considered in this procurement
Project Background
Introduction:
Uttar Pradesh, with 240928 square Kms area and population of 19,95,81,477 (Year 2011), is the
largest state in India. Uttar Pradesh Power Corporation Ltd. (UPPCL), created on January 14, 2000
as a result of power sector reforms and restructuring in the state of Uttar Pradesh, is responsible for
planning and managing distribution and supply of electricity across state. Further following distribution
companies as mentioned below, were created after GoUP notified transfer of distribution companies
undertakings scheme 2003, on 12/08/2003
Pashchimanchal Vidyut Vitaran Nigam Limited (PVVNL),
Poorvanchal Vidyut Vitaran Nigamd Limited (PuVVNL),
Dakshinanchal Vidyut Vitaran Nigam Limited (DVVNL),
Madhyanchal Vidyut Vitaran Nigam Limited (MVVNL)
Kanpur Electric Supply Co (Kesco), a company registered under companies act 1956, was created
w.e.f. 15/01/2000. These distribution companies will be collectively called Discoms here after.
Government of Uttar Pradesh (GoUP) declared energy policy in 2009 and envisaged increase in
power capita consumption (Gross Electrical Energy Availability/Population) from 411 Units to 1000
Units, by the year 2017. New distribution licenses have been issued on 12.01.2010 to distribution
companies established on 12.08.2003 which replaces distribution, retail and bulk supply license 2000
issued to U P Power Corporation Limited.
The details of consumers and connected load of aforesaid distribution companies, ending March
2013, are given here below
S.
No. DISCOM
NUMBER OF
CONSUMERS
CONNECTED
LOAD (KW)
PROGRESSIVE
UNIT SOLD
(MUs)
SINCE APRIL,
2012 to March
2013
1 2 3 4 7
1 Dakshinanchal Vidyut Vitaran
Nigam Ltd (DVVNL) 2426261 7521778 12577
2 Kanpur Electric Supply Co
(Kesco) 596585 1834331 2363
3 Madhyanchal Vidyut Vitaran
Nigam Ltd (MVVNL) 3157661 6484250 9880
4 Paschimanchal Vidyut Vitaran
Nigam Ltd (PVVNL) 3851327 13336900 17332
5 Poorvanchal Vidyut Vitaran
Nigam Ltd (PuVVNL) 3574661 8293900 11919
DISCOM TOTAL 13606495 37471159 54074
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U P Power transmission Corporation Limited has been declared “State Transmission Utility” by
Government of Uttar Pradesh from 18/07/2007 and assets and liabilities of UPPCL related to
transmission function have transferred to U P Power Transmission Corporation Limited w.e.f.
01/04/2007.
Restructured Accelerated Power Development and Reforms Programme (R-APDRP)
Substantial progress has been achieved by Discoms in implementation of the Restructured
Accelerated Power Development and Reforms Programme (R-APDRP) which focuses on reduction of
AT&C losses upto 15% level through strengthening & up-gradation of Sub Transmission and
Distribution network and adoption of Information Technology. Programme is divided in two parts. Part-
A includes the projects for establishment of baseline data and IT applications for energy
accounting/auditing & IT based consumer service centres. Part-B includes regular distribution
strengthening projects and will cover system improvement, strengthening and augmentation etc.
A brief description of work under R-APDRP scheme, sanctioned by Ministry of Power, Govt. of India
for 168 towns having population above 30,000 in various districts of Uttar Pradesh (Annexure –III), is
given below,
S.
No. Discom Details Districts
Total
Nos. of
Towns
Nos. of
Towns
full
GoLive
1
Paschimanchal Vidyut Vitaran
Nigam Limited(PVVNL) head
quartered at Meerut distributing
power in the western part of Uttar
Pradesh
Saharanpur, Muzzafarnagar,
Meerut, Baghpat, Ghaziabad,
Rampur, Bijnore,
Gautambudhnagar,
Bulandshahar, Moradabad and
J.P Nagar
56
38
2
Dakshinanchal Vidyut Vitaran
Nigam Limited (DVVNL) head
quartered at
Agra distributing power in the
Southern part of Uttar Pradesh
Aligarh, Hathras, Mathura,
Firozabad, Mainpuri, Etah,
Jhansi, Lalitpur, Jaonpur,
Hamipur, Mohaba, Banda,
Chitrakoot, Farrukhabad,
Kannauj, Etawah, Auraiya and
Kanpur Nagar
39
16
3
Purvanchal Vidyut Vitaran Nigam
Limited (PuVVNL) head
quartered at Varanasi distributing
power in the
Eastern part of Uttar Pradesh
Allahabad, Kaushambi,
Pratapgarh, Mirzapur, Sant
Ravidas Nagar, Gorakhpur,
Deoria, Kushi Nagar, Basti, Sant
Kabir Nagar, Siddharth Nagar,
Azamgarh, Mau, Balia, Varanasi,
Chandauli, Jaunpur and
Ghazipur
29
13
4
Madhyanchal Vidyut Vitaran
Nigam Limited (MVVNL) head
quartered
at Lucknow distributing power in
the Central part of Uttar Pradesh
Bareilly, Badaun, Shahjahanpur,
Pilibhit, Lucknow, Raebareili,
Unnao, Hardoi, Sitapur,
Lakhimpur Kheri, Faizabad,
Ambedkar Nagar, Sultanpur,
Bahraich, Barabanki, Gonda and
Balrampur
44
37
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The highlights of the R-APDRP Part A scheme implemented in Uttar Pradesh for the Discoms of Uttar
Pradesh are as follows.
1. Data Center at Lucknow is Operational
2. Following modules are Functional :
a. Meter Data Acquisition
b. Energy Audit
c. New Connection
d. Disconnection & Dismantling
e. GIS based customer Indexing and asset mapping
f. GIS based integrated network analysis module
g. Centralized Customer Care Services
h. Management Information System (MIS)
i. Web Self Service
j. Identity and Access Management system
k. System Security Requirement
l. Development of Commercial Database of Consumers
m. Metering
n. Billing
o. Collections
p. Asset management
q. Maintenance management
3. Disaster Recovery Center at Noida has been established
4. Customer Care Centres at Meerut, Agra, Varanasi and Lucknow are in operation
5. DGPS based GIS survey in the identified towns is at various stages of completion
6. LAN, MPLS VPN and other Networking are in operation
Salient features of functional application modules are given here below:
1. Customer Care & Billing system:
This is one of the core systems that manage the Customer related data, Billing, metering and
Collection business processes. This module keeps track of meter data and contact of every
customer for billing purpose. Meter Reading, billing and payment history are available in
database.
2. GIS (geographic information system):
Geographical information system (GIS) is used to facilitate UPPCL to perform several types of
analysis on its electrical network for calculation of technical and commercial losses and to do
load flow analysis, voltage drop analysis, fault analysis etc.
3. MDAS (Meter Data Acquisition System):
The Meter Data Acquisition System (MDAS) collects energy and events data from various
energy meters installed at feeders, distribution transformers and consumers.
4. Energy Audit and Network Analysis:
The Energy Audit and Network Analysis system provides accountability for energy in each
administrative boundary like zones, circles, divisions & sub divisions as well as Network
assets of power distribution system.
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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5. Management Information System (MIS)- Reports/Dashboard:
The MIS module covers the consolidation of the information that is generated through various
day to day transactions, and preparation of meaningful reports as required by top
management, middle management, lower management and officer‘s level and presented in
the form of reports.
6. Customer Care Services:
This system is responsible for receipt and resolution of customer requests, queries and
complaints and will subsequently ensure closure of complaints and intimation to the customer.
The system is well equipped to receive and attend complaints, requests and queries received
through telephone, SMS and IVR system.
3. Objectives of the Consultancy To Design, Develop and Implement an end to end solution for:
1. Analyzing various parameters emanating from R-APDRP system and providing actionable
inputs for different levels of management hierarchy in order to achieve prescribed loss levels
2. Providing decision support system for optimizing performance of both R-APDRP and non- R-
APDRP areas with respect to parameters outlined in Financial Restructuring Plan (FRP) and
formulate enabling technologies.
To ensure, that the above objectives are met, project is being divided in 3 parts:
Part A: Providing Consultancy for Loss reduction, efficiency improvement and Advance
Metering Infrastructure
Part B: Providing Implementation and Support on Technology for Load Forecasting and
Project Management
Part C: Establishment of a Power Resource Center
Part A: Providing Consultancy to UPPCL on the following areas:
Part A1. Structural Gap Analysis of RAPDRP system Part A2: Operational gap analysis and establishment of monitoring and support system for A T & C
loss reduction. Part A3. Designing solution for optimizing performance of Distribution Divisions in RAPDRP and Non
RAPDRP areas with respect to parameters outlined in Financial Restructuring Plan (FRP) Part A4. Preparing Strategic Roadmap for creating advance metering infrastructure in suitable areas
Part A1: Structural Gap Analysis of current RAPDRP
Consultant will identify the structural gaps in the system and business processes that exist after
implementation of R-APDRP initiatives and restrict improvement in operational and financial
efficiencies.
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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The consultant will develop suitable methodology to study performance of current system, identify
gaps beginning with, “see through of log of issues” referred to ITIA by utility officers from time to time.
This will be collated with high level and low level system design documents, subsequent changes and
other information as available, in consultation with IT consultant of utility. Respective IT Domain
experts such as GIS, Meter Data Management, Network Analysis, Asset Management Data base
management, System analysis, Network analysis, data center technologies and cyber security
provided by consultant will study deficiencies and consultant will submit Report on R APDRP Gap
Analysis. The report will necessarily suggest measures required to address observed deficiencies,
improve performance and fulfill projected requirements for next 5 years. The consultant will provide
details of members of team which may be required for a period of 2-5 months. UP PCL, with prior
agreement, will have option to retain this team for a period as deem fit, to carry out modification,
expansion and modernization.
Section A2: Operational gap analysis and establishment of a comprehensive monitoring
system
The consultant will do the following activities in order to identify the operational gaps in the
ongoing system integrated with business processes.
1. Consultant will develop suitable methodology with utility officers to analyze the parameters
relevant in the context of utility business and objectives specified for program, available data,
and operational reports for different levels of management, at regular intervals. A brief
description of requirements and reports is given here below:-
Financial:
• Revenue Sales, Collection and reconciliation of Arrears etc.
• Improvement in Metering and collection efficiency
• Revenue per unit (Rs/Kwh)
• List of top defaulters
• No. of disconnections made
Operational Efficiency:
• AT&C losses and town /Sub division wise
• AT&C Loss at different Sub-station, Feeder and DTs and order of severity
• DT failure rate and analysis
• Reliability indices of power supply, Area wise outages, consumers affected
and restoration time
• Cycle time of M-B-C after IT implementation vis~a~vis past cases
• Maintenance planning and costing
Customer satisfaction:
• No. of faults (area wise) reported and restoration time
• No. of billing errors/complaints (area wise) lodged and resolution time
• No of pending connections
Planning & Investment:
• Status of new connection and time taken for New connection after IT
Implementation vis~a~vis past cases
• Future planning of any new requirement
Vigilance & Theft Detection:
Energy irregularity:
• DT loading vis~a~vis its Consumers’ consumption (theft)
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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• Sudden changes in Consumers’ consumption profile vis~a~vis past history
(meter tampering/ bypassing)
2. Consultants will also assist UPPCL in developing a sustainable reporting system for different
reporting levels as given below:
a. Reporting Level: Junior Engineer /Assistant Engineer
1) Feeder Wise / DT wise performance report
2) Data Missing Report for System and Consumer Meters
3) GPRS/CDMA Down Time Report
4) System meter Instantaneous Electrical Parameter Report
5) Meter Not Read Report (due to communication link failure: meter to modem &
modem to DC)
6) Supply Hours Availability Report
7) Tamper Summary Report
b. Reporting Level: Executive Engineer /Superintending Engineer
1) Bus-Bar & Transformation Loss Report
2) Consumer complaints redressal Status
3) Consumer Profile Report
4) DT Peak Load Report
5) Executive Summary on Town Performance
6) Feeder Peak Load Report
7) GIS Based Consumer Indexing Updation Report
8) Consumer New Connection Release Status
9) Power Transformer Peak Load Report
c. Reporting Level: Chief Engineer /Managing Director
1) AMR Data Availability Status Report
2) Consumer complaint redressal Status
3) DT with exceptional profile Status Report
4) Feeder & DT with high AT&C losses
5) Consumer New Connection Release Status
6) Less Power Supply Availability Report
7) System overload Report
d. Reporting Level: Nodal Agency, RAPDRP
1) Town wise AT&C loss report
2) New Connection provision time status
3) Customer Grievance redressal status
e. Reporting Level: Ministry of Power
1) Town wise AT&C loss report
2) New Connection provision time status
3) Customer Grievance redressal status
3. Consultant, on the basis of findings of the above study, shall plan suitable interventions, at
management and field level to support operations by deploying filed executives of required
capacity who will hand hold utility engineers in appropriate manner to design and develop
local strategy related to meter reading, bill delivery and collection systems, to improve
revenues.
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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4. Consultant will analyze inputs that create inconsistencies in aforesaid reports. A few of
expected cases are mentioned here below.
a. Remote meter reading of meters installed at feeders, Distribution transformers and
consumers are not available through GPRS, for reasons attributed to malfunctioning
of Modems, Meters and others
b. Electrical assets are not mapped properly.
c. Consumers, in GIS database, are not linked to assets correctly.
5. Consultant will deploy human resources to identify and rectify the defects as the consultant
deems fit. The consultant’s role is limited to identification of the inconsistencies. The
deployment of these inconsistencies is not in the scope of the consultant.
6. Consultant will recommend suitable application/s, interventions to generate error free reports
and provide actionable inputs to achieve objective of reduction in losses. The appointment of
the agency will be done by UPPCL. As a deliverable give DPR for budgeting purpose.
7. Consultant will deploy 117 number field executives and other executives as given in section
26, rate card, for all 168 (Annexure III) towns at places as decided by UP PCL for an
appropriate period but not less than two years for support, training and capacity Building of
the utility officials during the currency of project to work for energy loss reduction and take
care of other aspects of project. The number of personnel deployed may change as per
UPPCL’s requirements..
Part A3: Preparing strategic roadmap, designing solution for efficiency improvement and
optimizing performance of both R-APDRP and non- R-APDRP areas with respect to parameters
outlined in Financial restructuring plan (FRP)
The Electricity Distribution Division is functional unit in Discoms and primarily responsible for
distribution planning and operations. This unit is assisted by test division for testing of meters and
other electric equipment at sub-stations. Material management is taken care of by store division and
works division looks after construction of sub-stations and lines.
The performance of Discoms is function of sum of performance of distribution divisions, therefore it is
important to consider factors associated with performance of distribution divisions in structured
manner and determine parameters for measurement, control and comparison of relative performance.
The performance of electric distribution division is dependent on consumer mix, quality of assets,
demographic profile, climatic conditions and socio-economic development of geographical area.
The purpose of this exercise is to identify, observe and determine such factors affecting operational
and financial performance of distribution divisions. Efforts shall be made to prepare list of
interventions, scenario analysis and project trajectory of improvement in view of applied corrective
measures. Primary objective will be to prepare the least cost plans at unit level leading to aggregate
plan at Discom level for forecasting of performance on short, medium and long term basis.
Consultant will analyze the existing system of supply and revenue structure including metering, billing
and collection of consumers present in both RAPDRP and areas not covered by R-APDRP, which is
predominantly rural in characteristic. Consultant will outline the scope and structure of the proposal
for improvement and define methodology along with UPPCL.
Consultant will analyze the Financial Restructuring Plan FRP (Annexure IV) and identify the
parameters that are required for performance improvement and FRP reporting. It is expected that the
consultant will deploy a suitable team of experts of relevant domains to perform micro level analysis of
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all functional units, (Divisions) and identify related constraints for designing optimal solution in order to
achieve FRP targets.
FRP specifies that Discoms should ensure fiscal discipline and operational performance by the following steps: a) Tight control of finances, computerization of financial control by implementing an ERP system is recommended. b) Optimal power procurement by proper planning. c) Periodic update of power procurement plan. The power procurement plan should be reviewed at updated periodically. If any of the planned capacities are expected to be delayed, the Discoms should take necessary action to identify alternate capacities. For example, if any of the State’s own generation projects are getting delayed due to reasons such as environmental clearances; long term procurement bids may be initiated. d) Assess baseline level of losses based on a scientific study as directed by GoI framework and by UPERC. e) Establish an effective energy audit mechanism f) Develop loss reduction strategy focusing on high loss areas identified by energy audit mechanism
Consultant is expected to perform due diligence on Financial Restructuring Plan of Discoms to
contrive the optimal solution. Some of the parameters are mentioned here below:
a. Actual performance of Divisions vs targets fixed on the bass of FRP assumptions
i. Average Tariff Increases
ii. Power Purchase Cost
iii. Revenue Subsidy
b. Operation review reports
i. Demand Supply Position in State
ii. Transmission, Distribution and Commercial losses
iii. Installed Capacities and Generation Portfolio
c. Financial review reports
i. Power Purchase Cost
ii. Growth in Expenses
iii. Subsidy support over the years
iv. Trends in average tariff and average cost of supply
v. Accumulated Loss
d. Energy Sales Forecast Report
e. Energy Availability and Power Procurement Plan
f. Energy Balance
g. Investment Plan and its financing
h. Regulatory Measures and Tariff Increases
i. Collection Efficiency
j. Loan Restructuring reports
k. Financing and Loan Recast Report
l. Summary of Projections
On the basis of the analysis, consultant will suggest strategic roadmap, appropriate
methodology and interventions required, design appropriate solution on least lifecycle cost
basis and detailed project plan to achieve or outperform FRP targets.
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
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For the recommended specific solution required to execute the plan, through outsourced
implementing agency (including IT Implementation), then consultant will prepare cost
estimates and technical specifications for the recommended system design in the form of a
Detailed Project Report (DPR). The Consultant will also include the preparation of Notice
Inviting Tenders (NIT), bidding documents, bid evaluation reports and finalization of contract
award recommendations for consideration of UPPCL.
The consultant will recommend and finalize a DPR format in consultation with UPPCL. The
DPR will be prepared only after the proposed solution is accepted and decision is taken to
implement the same by the management.
This assignment also involves the supervision of awarded contracts on behalf of UPPCL and
shall include among other contract management activities, review of the vendor drawings
including Quality Assurance Plans, Project Plan, and Methodology for Implementation,
resource deployment schedules, test certificates, inspection plans, site supervision,
inspections etc. The Consultant shall carry out all project monitoring activities such as
finalization of Project Plan and measurement of physical and financial progress against the
Project Plan through regular reviews at various levels and prepare regular progress reports.
The Consultant shall also hand hold during execution of the project.
Part A4: Preparing strategic roadmap, designing solution for efficiency improvement and
assisting in selection of Implementing Agency for creating Advance Metering Infrastructure in
suitable areas
Consultant will conduct extensive survey of meter reading technologies, like automated meter reading
based on RF mesh networks, PLC based or others, their characteristics and main features. This may
require extensive literature survey and study of field reports and comparative studies available with
reputed organizations and joint site visits at places of successful implementation in India or abroad,
subsequently creating an inventory of technologies for UPPCL project area with possibility of scaling
up in other areas. Simultaneously consultant will prepare identify candidate areas for relevant
technologies and prepare techno-economic feasibility reports after having an understanding of the
existing IT systems and business processes of UPPCL in the identified areas.
Subject to acceptance of techno-economic reports consultant shall design a suitable system in
consultation with UPPCL, based on the Diagnostics Report, capable of meeting the overall objective
of setting up efficient service delivery systems and sustainable business processes. The Consultant
shall also prepare cost estimates and technical specifications for the recommended system design
and present the findings in the form of a Detailed Project Report (DPR). The Consultant would assist
in preparation of Notice Inviting Tenders (NIT), bidding documents, bid evaluation reports and
finalization of contract award recommendations for consideration of UPPCL.
This assignment also involves the supervision of awarded contracts on behalf of UPPCL and shall
include among other contract management activities, review of the vendor drawings including Quality
Assurance Plans, Project Plan, and Methodology for Implementation, resource deployment
schedules, test certificates, inspection plans, site supervision, inspections etc. The Consultant shall
carry out all project monitoring activities such as finalization of Project Plan and measurement of
physical and financial progress against the Project Plan through regular reviews at various levels and
prepare regular progress reports. The Consultant shall also hand hold during execution of the project.
Consultant to include best practice sharing trips, one in India and one out of India, to ensure exposure
to the UPPCL to the global best practices of running a utility. The travel and boarding lodging for
UPPCL personnel will be arranged by UPPCL
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Part B: Design Implementation and Support of Decision Support System for Load Forecasting,Theft Analysis and Integrated Project Management
Consultant will develop suitable methodology of data analytics using business intelligence tools to
transform data into actionable insights and create a decision support system of data analytics on the
basis of available inputs in the form of periodic reports related to revenue, energy import and others
for designing. This would involve, the following actions-
1. Collecting related data from diverse sources including billing systems and on-going
projects
2. Cleaning, storing and managing data
3. Extracting in appropriate formats and analyzing data
4. Preparing association rules relevant to context
5. Reporting analysis results
6. Making decisions and taking action
7. Taking feedback and identifying gaps.
8. Creating feedback system
Activities can be sub-divided as follows
B1: Implementation of Decision support system for:
a. Load Forecasting
b. Power Portfolio Optimization
c. Theft Analytics
B2: Project Management System: Implementation and Operations
B3: Implementation of Outage Management System
Part B1.a. Load Forecasting:
Scope of Work for Load Forecasting.
In a significant development, Central Electricity Regulatory Commission of India (CERC) has enacted
regulations (Deviation Settlement Mechanism and related matters) Regulations, 2014, vide No.L-
1/132/2013/CERC w.e.f. from 17.2.2014 to maintain grid discipline and grid security as envisaged
under the Grid Code through the commercial mechanism for Deviation Settlement through drawal and
injection of electricity by the users of the grid. This requires Discoms to have an efficient load
forecasting mechanism to abide drawal of power from grid within declared schedule.
Decision support system for load forecasting
Decision support system for load forecasting, is vitally important for the electric utility in
existing regulatory structure of India. Accurate models for electric power load forecasting are
essential to the operation and planning of Discoms. Load forecasting helps Discoms to make
important decisions including decisions on purchasing electric power, load shedding, and
other infrastructure development. At present U P Power Corporation limited does not have a
structured load forecasting model for procurement of power and load shedding.
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Consultant will review and submit analysis of statistical and artificial intelligence techniques
that can be used for electric load forecasting for Divisions. Appropriate analysis of factors that
affect the accuracy of the forecasts such as weather data, time factors, consumer categories,
as well as economic and end use factors, will be done. The model developed will be suitable
for forecasting load for different time horizons short, medium and long term and varying
weather conditions to estimate load flows and to make decisions that can prevent
overloading.
The accuracy of load forecasting which depends on load forecasting techniques and on the
accuracy of forecasted weather scenarios should be equal to the best available anywhere in
similar conditions. Following are the functionalities expected from Load forecasting system
i. Load forecasting accuracy measurement across the network hierarchy considering the
system level, feeder level, DT level and meter level.
ii. Various Monthly/Hourly Load profiles across various customer class depicting
forecasted load models
iii. Time of day patterns of load consumptions across customer segments and load
characteristics on transformers with ability to filter data dynamically.
iv. To support operations planning and analysis, half-hourly area loads shall be forecast
for up to eight days in the future. The user shall be able to save forecasts in any of four
save cases, one of which shall contain the active forecast that shall be available for
study functions such as Distribution Power Flow.
v. Distribution Load Forecast shall make adjustments to future half-hourly forecasts
automatically. This shall be based on the amount of mismatch between the forecasted
loads and the actual loads of previous half-hours as they become known.
vi. The user shall be able to enter up to seven user-defined weather conditions for up to
three predefined times of the forecast day. These conditions can include: temperature,
barometric pressure, relative humidity, precipitation level, wind speed, wind direction,
and luminosity.
vii. A similar day forecast shall be used that is based on the normalized half-hourly load
values stored for each of seven-day types. Provision shall be made for storing day
types for the last 25 months. The storage shall be updated each day by replacing the
oldest of the same day type with the most current actual load curve.
viii. The similar day forecast shall search the 25-month file for the same day type whose
weather conditions best match those entered by the user. It shall then present the
user-entered and best-matched conditions, for user comparison, together with the
chosen day's loads as the suggested forecast. The user shall be able to modify any of
the forecast's loads manually. In addition, the user shall be able to scale the entire
forecast by simply specifying an appropriate peak load value.
ix. Multi-day forecasts shall be constructed by permitting the user to define the input data
for each forecast day.
The load forecasting will be deemed to be successful, if it forecasts loads with an accuracy of
95% over a period of 3 months. The 95% accuracy will be calculated as follows:
A: Number of slots in which the forecast is met against the forecasted demanded.
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B: Total number of slots in a month. Total slots in a day are 48 (one slot is of 30 mins) x 30
(Days).
Actual achieved forecast: (A/B) x100
The measurement of the accuracy will be based on Mean Absolute Errors in half hourly,
hourly, and weekly load forecasts
Mean Absolute Errors daily Peak, Monthly Peak, and Annual Peak loads
Consultant would be expected to carry out extensive literature survey, seek experts’ opinion if
required from individuals and institutions and formulate a methodology to create an effective analytics
solution with least difference in projected and actual demand. This will be followed by installation and
commissioning of such system including arrangement of hardware, software, reporting and data
collection mechanism.
B1.b. Decision Support system for Power portfolio optimization (Peak Load
Management, Demand Response & ToU Modelling)
Peak demand normalization assists the electric utility in planning for future supply needs and
capital expenditures. The operating efficiency of the electric provider is primarily determined
by capacity to meet the cyclical demands of various customer segments. During periods of
very high electricity demand (peak), capacity becomes limited. In short, the resource problem
of the industry is having enough capacity to meet the annual peak demand which typically
occurs in the summer or winter. Decision support system will recommend a power portfolio
optimization system, at aggregate level, to procure power in the most cost effective manner.
The recommended system should have the capability of doing all of the work given below:
i. Load research produces simple models to be used in applications where only
available data is monthly / bi-monthly energy consumption and customer class from
the billing data. Using the load models the application can estimate the load for one
year on hourly basis.
ii. Build / Configure / Customize the analytics platform to anticipate which part of the day
(hours) the future load may be high in the near future (may range from a few days
ahead / week ahead to month ahead) taking into consideration weather uncertainties
and extreme occurrences. The peak load prediction is expected to be very high and
should be based on advanced mathematical algorithm without the subjective bias.
iii. Establish correlation matrix charts for understanding the relationships of consumption
versus parameters such as temperature, minimum temperature, maximum
temperature and other influence parameters
iv. Build processes to Compare load profiles of different consumers within or across the
same industry segment. It should be able to bring out pattern out of variations in the
load profiles that is not visible in a spreadsheet environment. The analysis should be
capable of executing in multiple levels of distribution chains: like Distribution
Transformer, Feeder etc.
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v. Create the hierarchical load profiles for time of day, day of week (weekday,
Saturday/Sunday, holidays, festivals), monthly, annually across consumer meter,
distribution transformer, feeder and system level.
vi. Create baseline multi-variate regression models of the peak profiles taking into
consideration weather parameters such as Temperature, Humidity, Feels Like factors
and time of day, day of week, month and year.
vii. Identify consumers having individual consumption pattern similar to aggregate
Consumption pattern. Prepare the load profiles in a visual and easy to understand
manner and should provide good insight of consumption patterns of consumers.
Configure the analytics engine to identify consumers with -
a. Similar load patterns to the Aggregate load curve
b. Non-similar load pattern to Aggregate load curve.
viii. Configure the time-series hierarchical forecasting load forecasting system to forecast
system level peak loads, daily / weekly / monthly based on hourly consumption data.
It should include configuration of the diagnostic process for baseline forecasting and
adding effects such as Recency Effect, Calendar (Weekend Effect), Holiday/Festival
Effect.
ix. Configure the load forecasting system for scenario modelling for changes in
explanatory variables and studying the impact on peak loads.
x. Configure the error analysis and outlier detection.
xi. Create a repository of load models for customer class, day and time duration with
confidence level
xii. Support the functionality for medium term and long term average load / peak load
forecasting taking into consideration macro-economic data, weather data. SI to
source, collect and build a repository of data from third party service provider if
applicable.
Consultant would be expected to carry out extensive literature survey, seek experts’ opinion if
required from individuals and institutions and formulate a methodology to create an effective analytics
solution with sustainable least cost rate. This will be followed by installation and commissioning of
such system including arrangement of hardware, software, reporting and data collection mechanism.
B1.c. Loss/Theft / Leakage metrics system
Non-technical losses are caused by actions external to the power system and consist
primarily of electricity theft, non-payment by customers (or not billed), and errors in
accounting and record-keeping. Identification of sources of non-technical losses requires
ingenuity in analysis and processing large amount of billing data to understand pattern and
find outliers. The activities that cause non-technical loss are the following:
Tampering with meters to ensure the meter recorded a lower consumption
reading
Tapping (hooking) on LT lines
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Stealing by bypassing the meter or otherwise making illegal connections
Faulty energy meters or un-metered supply
Errors in technical losses computation
Errors and delay in meter reading
The loss/theft analytics system should be able to undertake the following:
i. Alert potential fraudulent energy use: Build Alerts to identify occurrence of
diverting, by-passing, or tampering with power connections or meters results in
higher rates and potentially unsafe conditions. Such mal-practices are wide
spread that costs an average utility companies and valid customers millions
annually. The need is to access the customer level usage and demographic data
by leveraging data mining to stay one step ahead of the perpetrators by:-
a. Analyzing data to identify new patterns of transmission versus
usage.
b. Set fraud alert engines based on voltage correlation and topology
imbalance using advanced analytics/data mining and operation
research techniques.
c. Manage potential fraud cases efficiently, from detection through
notification of the authorities
ii. Visualization capability: For proactive or early intervention to reduce technical
and commercial losses, the utilities need have capability of generating different
kinds of reports like:
a. Loss analysis for different groups and categories of consumers
b. Given the voltage and energy information for already deployed or
planned deployment of smart meters, the software solution
should be able to identify the meters with stolen energy
c. Given the GIS map of a secondary distribution network, the
solution should overlay the identified meter ids of the accounts
(stealing power). It should also be able to estimate many
indicative figures like: average hourly power stolen etc.
iii. The system use should be able to compare consumption recorded at distribution
transformer (DT) with the billed consumption of customer meters being fed by the
respective distribution transformer using consumer indexing data from GIS. GIS
maps should show calculated loss levels for each DT along with identified high
loss making area being fed by the DT
iv. Perform error management like : Missed reads and Intermittent meter reads
v. Measure off-peak, mid-peak, min-max and average voltage and also use the
advance statistical process control like Shewhart analysis, to identify mechanical
diversion.
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vi. Consumption Segmentation and profiling of segments: Build the Clusters for the
customer population into smaller meaningful sub-sets with data mining based
clusters based on past consumption behavior and pattern.
vii. Risk Maps with tile charts on the feeder/DT having higher losses
viii. Implement a proper energy accounting gap analysis framework. It should enable
quantification of losses in different segments of the system and would provide the
means to identify the areas of leakage, wastage or inefficient use.
ix. Build and troubleshoot energy problems and billing errors process by consistently
tracking energy use. It should identify an unexplained increase in consumption,
triggering for an investigation for the cause. For example, a correlation plot
should be revealing the strength of relationship between consumption and other
factors like area, weather, income etc.
x. Configure smart meter data combined with enhanced line sensors enable tighter
tracking of power delivery – from the point of distribution all the way to the home
or business. To detect fraud or collusion, utilities must have a comprehensive
understanding of a customer’s behavior and associated drivers (weather, special
events, seasonal use of property, etc.).
xi. Alert potential fraudulent energy use: Build Alerts to identify occurrence of
diverting, bypassing, or tampering with power connections or meters results in
higher rates and potentially unsafe conditions. Such mal-practices are wide
spread that costs an average utility companies and valid customers millions
annually. The need is to access the customer level usage and demographic data
by leveraging data mining to stay one step ahead of the perpetrators by:-
xii. Analyzing data to identify new patterns of usage, Setting fraud alert / transformer
overload alerts / demand – supply gap alert engines.
xiii. Managing the workflow from detection to alert generation to resolution through
notification of the appropriate authorities and the correction / preventive action
with ability to have an auditable process with facility to capture any
reports/documents/pictures generated/taken during the resolution / investigation
process.
Consultant would be expected to carry out extensive literature survey, seek experts’ opinion if
required from individuals and institutions and formulate a methodology to create an effective
analytics solution with high strike rate. This will be followed by installation and commissioning
of such system including arrangement of hardware, software, reporting and data collection
mechanism.
Part B2. Implementation and Operations of Project Management System
Distribution Divisions in Discoms execute several projects related to system improvement,
capacity enhancement, new area development, renovation and modernization and new
initiatives. Supervising officials have to prepare estimates benefit analysis, bill of quantity and
submit progress reports regularly. Discoms take decisions to procure materials and make
schedules on such inputs provided by divisions.
The Consultant will recommend and implement a comprehensive IT based web enabled
project management system that facilitates project development and management on
common platform with hierarchical report generation for different management levels, with the
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existing IT infrastructure which is on Oracle. For understanding the project management
systems, the system integrator needs to study the current project management systems
before submitting response to this RFP.
UPPCL has multiple projects going on across the state at the same time. While these projects
are progressing there is minimal real time reporting of the progress of these projects. In order
to have a real time monitoring of these projects, the system integrator is required to
implement an appropriate project management system.
Part B3: Outage Management System:
The objective is to improve availability and reliability, customer satisfaction, proactive
maintenance to avoid failures. Outage Management is extremely important for the Utilities
and the customers they serve. The Utilities will leverage existing OMS (if exists) and utilize
the capabilities of AMI and grid automation to improve grid reliability by self-healing and more
quickly and accurately identifying the location and magnitude of an outage, resulting in faster
restoration.
The automation components provide the network status there by aiding the OMS in resolving
the faulty network section. Subsequently through the process of, isolation of faulty section and
identifying the alternate network path, the appropriate line components are activated to
restore power. This process is completed in the least possible time. Further, condition based
monitoring of critical assets like distribution transformers will help in taking proactive
corrective action based on alarms from remote sensors.
Decision Support System for Outage Information visualization and reporting
The system will include in-memory Visualization / Graphical User Interface for monitoring the
energy and asset health parameters from the master station with complex event stream
processing capability and all Outage Information monitoring capabilities. The system should
be built on single enterprise analytics platform that supports the implementation of complex
event stream processing technologies, in-memory analytics and visualization, application of
neural network and data mining techniques to builder rules for predicting the overload
condition and propensity of failure scores. The system should have natively integrated (direct
plug-ins) with MS Office tools such as MS Excel, MS Word, MS Power-point and MS Outlook.
The system should facilitate data exchange on XML & SOAP framework or native access to
databases/applications. SCADA/OMS Vendors shall provide CIM/XML Adapters for ICCP,
OPC or ODBC for their System and CIM/XML Model repository for data and model
exchange with IT Systems.
i. Create Visualization of changes in outage information available real-time, alarms and
events by integrating AMI data, GIS data, Asset Management Data and Historian Data.
a. Time stamped events / alarms for:
b. Power or communication failure
c. Low oil level
d. Tampering indication
e. Loading level
f. Unbalance
g. GUI for monitoring energy & asset parameters
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ii. Create Correlation matrix between different types of transformer (3-phase/1-phase etc)
with parameters such as meter counts, load consumption, circuit load, weather
parameters.
iii. Create and configure the system to give the following additional visualization
a. Time of day segmentation analysis of events & alarms
b. Event Frequency Trend analysis
c. Multi-variate correlation analysis of events/trends with weather,
network, feeder
d. Statistical Process Control charts on events/alarms/outages
iv. Create classification, segmentation and predictive models for the following:-
a. Network / Feeder / Distribution Transformer Mix of Alarms/Events
b. Data Driven Event Correlation Analysis of alarms for alarm suppression and
fault development early warnings and root cause analysis with decision trees.
c. Predictive models for accurate prediction of outages with variables having
significant impact on the outages.
d. GIS integrated output to understand the impact of outages.
e. Distribution analysis of fault restoration.
v. Integrate operational data such as Workforce data, maintenance planning data, real time
fault event/alarms prioritization data, asset location data, spares data, route data for
optimization of the workforce allocation. Build a workforce optimization model using linear
programming, mixed integer linear programming or non-linear programming.
vi. Proactively real time monitoring of the distribution network to assess the load and voltage
condition to identify problem areas and recommend corrective action.
vii. Combine geospatial visualization with predictive analytics, the predictive enterprise utility
can shorten outages from weather events and identify weak points in the electrical
distribution system thus preventing future outages in transformers / cable.
viii. Create transformer segments/clusters across the network based on transformer attributes
such as type, rating, age, failure history, failure type, consumption history, meter’s -
growth history, inspection history.
ix. Create transformer overload models for early warnings using transformer voltage, current,
power factors, number of meters connected, consumption data, transformer attributes,
and surges at the primary and secondary sides of a single-phase / 3-phase distribution
transformer.
x. The transformer overload early warning models should be built on integrated analytics
approach using statistical process controls, statistical analysis, data mining techniques
and advanced visualization techniques.
xi. The data driven predictive models should be applicable to diagnostics of cable failures
Number of failures in the past Size of cable (cross section), Nature of size: Yes and NO ,
Type of the insulation – XLPE, PILC,XLPE+PILC, Nature of section: UG, composite,
Joint of cable: XLPE, PILC, Transition, Differential size etc, Loading: Max, Max-min
difference, average, Duration of the over load, Voltage surges: voltage violation from the
operation, External factors : Damage by agencies (Y or N), Weather: It contributes to
loading (temperature, humidity etc), Fault in the run: insulation wear-off (Y and N),
Vulnerability to water ingress: High, medium, low, None Termination failure: Y& N,
Vulnerability to chemical reaction: High, medium, low, None, Age of cable, Make /
manufacturer of the cable
xii. The summaries should provide the number and scope of outages e.g. XX unconfirmed
outages with potential of XXX customers affected.
xiii. The in-memory visualization should be deliver the asset reliability metrics across the
network and changing trend on rolling basis for last 3 months, 6 months, 12 months, 18
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months:
a. System Average Interruption Frequency Index (SAIFI)
b. System Average Interruption Duration Index (SAIDI)
c. Customer Average Interruption Duration Index (CAIDI)
xiv. The system should provide an incident summary screen which displays current outages
and associated information including Outage number, Outage Status, Device(s), number
of outage calls per outage, number of affected customers per outage scenario, start time,
assigned crew(s) and operating area.
xv. The user shall be able to sort his list of outage events associated with his area of control
by any combination of the displayed sets of fields such as outage type, planned or
unplanned etc.
xvi. The system should allow for the ability to update outage related information including
outage cause, restoration steps and restoration time and type of equipment affected. The
system should enforce the entry of certain fields such as restoration time, outage cause
code prior to allowing a user to close an outage.
xvii. The user shall be able to select any outage event and see the detailed customer called-in
comments entered by the customer service representative associated with the predicted
or confirmed event.
xviii. The user shall be able to manually enter the start time for an outage event. The system
shall save all outage events that had their start times manually overridden in a table,
identifying the user, time of override, current and overridden values.
xix. The user shall be able to create an event anywhere along a circuit segment or advice for
a hazardous / emergency call
xx. The user shall be able to generate a tabular list of all devices that are currently operating
in their abnormal state.
xxi. The system shall be able to track all the outages (planned and unplanned) associated
with a given consumer.
xxii. The user shall be able to generate a tabular list of work orders that were created for an
outage event and see their current status information or completion dates.
xxiii. The system shall be able to track all the maintenance activities done on a given network
element like distribution transformer, line segment etc.
xxiv. The ability to search for facilities by multiple search criteria like device type, abnormal
devices, planned outages, unplanned outages, consumers affected by outages etc.
xxv. Create dashboards for assessment of risks of each individual asset, feeders and the
overall system providing a top to bottom understanding of the power system and the
revenue required to optimally manage risk coupled with the transformer survival models.
xxvi. Create the workflow system for corrective and preventive action which would be auditable
and provides the flexibility to route the cases to different stakeholders through an
approval process. Also support the creation a repository of all corrective / preventive
action and investigation reports / videos / comments.
The OMS system will be implemented in two stages. The above work will be done as part of
stage 1. The data in stage one will come manually.
Consultant would be expected to carry out extensive literature survey, seek experts’ opinion if
required from individuals and institutions and formulate a methodology to create an effective
analytics solution that result in maximization of revenue to utility and customer satisfaction.
This will be followed by preparation of DPR, selection of System integrator and installation
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and commissioning of such systems along with hardware, software, reporting system and
data collection mechanism.
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Data sources for analytics initiatives
Data sources, as mentioned below, which are available with UPPCL data sources coupled
with data collected from other reliable sources will help in building an intelligent system which
have descriptive as well as predictive characteristics:
1. Census track data
2. System data such Energy Readings of Feeders, Transformers
3. Outage information
4. Short term load forecasting data from SCADA as and when available in 12 towns of
Uttar Pradesh
5. Transformer load flow data in R-APDRP towns
6. Consumers’ Data in form of energy meter readings and customer feedback
7. MIS reports related to commercial and Technical aspects of Distribution system
performance.
8. Historical demand data
9. Market data (Commodity Markets and other market intelligence inputs)
Any other data that will be required for the decision support system will be made available by
UPPCL.
Consultant will also submit a report regarding requirement of measurement points and
methodology at places where such inputs are not available (what is the RFP required for?)
Part C: Power Resource Centre:
UP PCL has conceptualized creation of Power Resource Centre (PRC) that will be set up under the
UPPCL to serve as an apex body for technical and program management assistance.
Power Resource Centre's mandate will be to assist in policy and strategy development in the
provision and mobilisation of technical assistance to the Government of UP. The goal of this institution
is to assist in reducing distribution loses, adoption of ICT in power sector and improve availability of
power to the citizens by facilitating governance reform, power systems innovations and improved
information sharing among all stake holders at the state, district and sub-district levels through
specific capacity development and convergence models. In the above process, PRC shall build
extensive partnerships and network with all those organizations and individuals who share the
common values of power sector reforms, availability and quality of power to achieve its goals
Consultant will analyse the various models existing in the world for setting up such a technical
assistance resource centre in power sector. Consultant will then draft the Mission, Vision statement of
the PRC and will work with Government of UP to set up such institution. Consultant will define the
scope, structure and its memorandum of articles. Consultant will become part of PRC and work as
Program Management Group to support all the initiatives.
To staff the PRC, the consultant will provide a team of domain experts on a standard rate card, as
part of the schedule of payment.
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Any Hardware and Software that is required for the implementation of all systems in Part A, B or C,
will be recommended by Consultant, which needs to be procured by UPPCL, and will remain out of
scope for Consultant unless a proper agreement is in place.
Project Deliverables.
Part A1:
Consultant Deliverable: A document clearly outlining the gaps observed in the R APDRP
implementation, as against the industry best practices and recommended actions to address the
gaps. This document will also address the issues, UPPCL personnel are facing with the system
implemented. These recommendations may or may not be part of the scope of work of RAPDRP.
Part A2:
Consultant’s Deliverable: A document outlining the Data flow, Report format and Responsibility
Matrix, which if executed by UPPCL and its R-APDRP vendor(s) as per the processes recommended
therein, will lead to effective reporting system.
Consultant’s Deliverable: A document outlining the recommended interventions in relating to
metering, billing & collection systems, which if implemented by UPPCL, would lead to improvement in
revenues.
Consultant’s Deliverable: A document outlining the recommended training plan and capacity
building roadmap of key functions and select entities within UPPCL, which are relevant and critical to
the success of the project.
Consultant’s Deliverable: A document outlining the Process flow and Responsibility Matrix, which if
executed by UPPCL and its R-APDRP vendor(s) as per the processes recommended therein, will
lead to generation of the said reports.
Consultant’s Deliverable: The consultant will provide required field support executives with suitable
qualification, skill, aptitude and experience as agreed with UP PCL, to provide support utility
personnel in analysis of available data and MIS reports and to assist in implementation of monitoring
system for energy loss reduction on standard rate card basis.
Part A3:
Consultant’s Deliverable: A document providing 3600
view of Distribution divisions and detailed
analysis of performance parameters along with outlining the recommendations for non-RAPDRP
towns and villages, which if implemented by UPPCL, shall lead to minimization of gap in per unit
revenue and cost of service
Consultant’s Deliverable: For each recommendation accepted by UPPCL, consultant shall prepare
and submit the following documents to UPPCL: 1. DPR, 2. Draft NIT, 3. Draft RFP, 4. Suggested
evaluation of technical bids, 5. Project Plan, 6. Regular status update reports at pre-defined
frequency, 7. Project Completion Certificate. Consultant shall not take the responsibility for the
following aspects: (i) legal terms and conditions anywhere in the above process or documents, (ii)
commercial evaluation of bids or legal compliance of bidders, (iii) invoice verification or payment
approval to bidder/ vendor, (iv) Contract to be executed by and between UPPCL and bidders/vendors.
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Part A4:
Consultant Deliverable: A document containing inventory of contemporary and relevant metering
technology along with strategic roadmap and solution for efficiency improvement by creating Advance
metering infrastructure in suitable areas.
Consultant’s Deliverable: For each AMI technology recommendation accepted by UPPCL at
specified site(s), consultant shall prepare and submit the following documents to UPPCL: 1. DPR, 2.
Draft NIT, 3. Draft RFP, 4. Suggested evaluation of technical bids, 5. Project Plan, 6. Regular status
update reports at pre-defined frequency, 7. Project Completion Certificate. Consultant shall not take
the responsibility for the following aspects: (i) legal terms and conditions anywhere in the above
process or documents, (ii) commercial evaluation of bids or legal compliance of bidders, (iii) invoice
verification or payment approval to bidder/ vendor, (iv) Contract to be executed by and between
UPPCL and bidders/vendors.
Part B1.a
Consultant’s Deliverable: A document containing elaborate comments on relevant portfolio
optimization techniques and set of IT-enabled system-generated reports that UPPCL will receive or
be given access to; the exact set of reports will be detailed out after due deliberations on
requirements.
Consultant’s Deliverable: A document containing elaborate comments on relevant load forecasting
techniques and appropriate load forecasting tool implemented and live; and load forecast reports at a
pre-defined frequency for each Discom.
Part B1.b
Consultant’s Deliverable: A document outlining the recommended process for data requirement and
collection methodology, which, if implemented by UPPCL or R-APDRP vendor(s), shall lead to
elimination of any gaps in data.
B1.c. Loss/theft / leakage metrics system
Consultant’s Deliverable: A document outlining contemporary loss detection techniques and
development of identification of Non-technical losses with robust reporting system primarily for
electricity theft.
Consultant’s Deliverable: Implementation and go-live of IT-enabled web-based loss analysis
system.
Part B2:
Consultant’s Deliverable: Implementation and go-live of IT-enabled web-based project management
system.
Part B3:
Consultant’s Deliverable: Implementation and go-live of outage management system based on a
leading industry-standard off-the-shelf software package.
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Part C:
Consultant’s Deliverable: A document outlining the objectives, structure and functional aspects of
power resource center, along with recommended verticals and their scope of work. An appropriate
preferably web enabled communication platform containing ubiquitous referral mechanism will be
delivered.
4. Instruction to the Bidders General
a. While every effort has been made to provide comprehensive and accurate background
information and requirements and specifications, Bidders must form their own conclusions
about the consultancy support required. Bidders and recipients of this RFP may wish to
consult their own legal advisers in relation to this RFP.
b. All information supplied by Bidders may be treated as contractually binding on the Bidders, on
successful award of the assignment by the UPPCL on the basis of this RFP
c. No commitment of any kind, contractual or otherwise shall exist unless and until a formal
written contract has been executed by or on behalf of the UPPCL Any notification of preferred
bidder status by the UPPCL shall not give rise to any enforceable rights by the Bidder. The
UPPCL may cancel this public procurement at any time prior to a formal written contract being
executed by or on behalf of the UPPCL.
d. This RFP supersedes and replaces any previous public documentation & communications,
and Bidders should place no reliance on such communications.
Compliant Proposals / Completeness of Response
a. Bidders are advised to study all instructions, forms, requirements, appendices and other
information in the RFP documents carefully. Submission of the bid / proposal shall be deemed
to have been done after careful study and examination of the RFP document with full
understanding of its implications.
b. Failure to comply with the requirements of this paragraph may render the Proposal non-
compliant and the Proposal may be rejected. Bidders must:
i. Comply with all requirements as set out within this RFP.
ii. Submit the forms as specified in this RFP and respond to each element in the order as
set out in this RFP
iii. Include all supporting documentations specified in this RFP
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5. Pre-Bid Meeting & Clarifications
Bidders’ Queries
a. UPPCL shall hold a pre-bid meeting with the prospective bidders on 06th MAy 2014 at 1100
Hours at
Venue: Chief Engineer RAPDRP Part A 15th Floor Shakti Bhawan Extension 14, Ashok Marg
Lucknow (U.P.)
The name, address, and telephone numbers of the Nodal Officer is:
A P SINGH
Executive Engineer
Information Technology Division
Mobile No 9650066788
Tele Fax Nos. 0522-2287503
CERAPDRPPARTA@GMAIL>COM; [email protected]
b. The Bidders will have to ensure that their queries for Pre-Bid meeting should reach to Chief
Engineer RAPDRP Part A 15th Floor Shakti Bhawan Extension 14, Ashok Marg Lucknow
(U.P.) by post or email on or before 05th May 2014 1500 Hrs
c. The queries should necessarily be submitted in the following format:
S. No. RFP Document
Reference(s) (Section
& Page Number(s))
Content of RFP
requiring
Clarification(s)
Points of Clarification
1
2
3
d. UPPCL shall not be responsible for ensuring that the bidders’ queries have been received by
them. Any requests for clarifications post the indicated date and time may not be entertained
by the Nodal Agency.
Responses to Pre-Bid Queries and Issue of Corrigendum
a. The Nodal Officer notified by the UPPCL will endeavor to provide timely response to all
queries. However, UPPCL makes no representation or warranty as to the completeness or
accuracy of any response made in good faith, nor does UPPCL undertake to answer all the
queries that have been posed by the bidders.
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b. At any time prior to the last date for receipt of bids, UPPCL may, for any reason, whether at
its own initiative or in response to a clarification requested by a prospective Bidder, modify the
RFP Document by a corrigendum.
c. The Corrigendum (if any) & clarifications to the queries from all bidders will be posted on the
www.uppcl.org and emailed to all participants of the pre-bid conference.
d. Any such corrigendum shall be deemed to be incorporated into this RFP.
e. In order to provide prospective Bidders reasonable time for taking the corrigendum into
account, UPPCL may, at its discretion, extend the last date for the receipt of Proposals.
6. Key Requirements of the Bid
Right to Terminate the Process
a. UPPCL may terminate the RFP process at any time and without assigning any reason.
UPPCL makes no commitments, express or implied, that this process will result in a business
transaction with anyone.
b. This RFP does not constitute an offer by UPPCL. The bidder's participation in this process
may result UPPCL selecting the bidder to engage towards execution of the contract.
RFP Document Fees
a. RFP document can be purchased at the address & dates provided in the Fact sheet by
submitting a non-refundable bank demand draft of Rs. 20000/-, drawn in favor of EE ESPC III
UP POWER CORP LTD , payable at LUCKNOW from any scheduled commercial banks
b. The bidder may also download the RFP documents from the website www.uppcl.org. In such
case, the demand draft of RFP document fees should be submitted along with Proposal.
Proposals received without or with inadequate RFP Document fees shall be rejected.
Earnest Money Deposit (EMD)
a. Bidders shall submit, along with their Bids, EMD of INR 5000000/- only in the form of a Bank
Guarantee (in the format specified in Appendix 1: Form 3) issued by any nationalized /
scheduled bank in favor of EE ESPC III UP PCL , payable at Lucknow, and should be valid
for 12 months from the due date of the tender / RFP.
b. EMD of all unsuccessful bidders would be refunded by UPPCL within 03 Months of the bidder
being notified as being unsuccessful. The EMD, for the amount mentioned above, of
successful bidder would be returned upon submission of Performance Bank Guarantee as per
the format provided in Appendix.
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c. The EMD amount is interest free and will be refundable to the unsuccessful bidders without
any accrued interest on it.
d. The bid / proposal submitted without EMD, mentioned above, will be summarily rejected.
e. The EMD may be forfeited:
i. If a bidder withdraws its bid during the period of bid validity.
ii. In case of a successful bidder, if the bidder fails to sign the contract in accordance
with this RFP.
Submission of Proposals
a. The bidders should submit their responses as per the format given in this RFP in the following
manner
Response to Pre-Qualification Criterion : (1 Original + 04 Copies +05 CDs) in first
envelope
Technical Proposal - (1 Original + 04 Copies + 05 CDs) in second envelope
Commercial Proposal - (1 Original+ 04 Copies + 05 CDs) in third envelope
The Response to Pre-Qualification criterion, Technical Proposal and Commercial
Proposal (As mentioned in previous paragraph) should be covered in separate sealed
envelopes super-scribing “Pre-Qualification Proposal”, "Technical Proposal" and
“Commercial Proposal” respectively. Each copy of each bid should also be marked as
"Original" OR "Copy" as the case may be.
Please Note that Prices should not be indicated in the Pre-Qualification Proposal or
Technical Proposal but should only be indicated in the Commercial Proposal.
The three envelopes containing copies of Pre-qualification Proposal, Technical Proposal
and Commercial Proposal should be put in another single sealed envelope clearly
marked “Response to RFP for Appointment of Consultant RFP Reference Number
01/UPPCL/RAPDRP/Power Utility/ 2013-14 and the wordings “DO NOT OPEN BEFORE
22nd
May 2014”.
The outer envelope thus prepared should also indicate clearly the name, address,
telephone number, E-mail ID and fax number of the bidder to enable the Bid to be
returned unopened in case it is declared "Late".
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All the pages of the proposal must be sequentially numbered and must contain the list of
contents with page numbers. Any deficiency in the documentation may result in the
rejection of the Bid.
The original proposal/bid shall be prepared in indelible ink. It shall contain no
interlineations or overwriting, except as necessary to correct errors made by the bidder
itself. Any such corrections must be initialed by the person (or persons) who sign(s) the
proposals.
All pages of the bid including the duplicate copies, shall be initialed and stamped by the
person or persons who sign the bid.
In case of any discrepancy observed by UPPCL in the contents of the submitted original
paper bid documents with respective copies, the information furnished on original paper
bid document will prevail over others.
Bidder must ensure that the information furnished by him in respective CDs is identical to
that submitted by him in the original paper bid document. In case of any discrepancy
observed by UPPCL in the contents of the CDs and original paper bid documents, the
information furnished on original paper bid document will prevail over the soft copy.
7. Authentication of Bids A Proposal should be accompanied by a power-of-attorney in the name of the signatory of the
Proposal.
8. Preparation and submission of Proposal Proposal Preparation Costs
The bidder shall be responsible for all costs incurred in connection with participation in the RFP
process, including, but not limited to, costs incurred in conduct of informative and other diligence
activities, participation in meetings/discussions/presentations, preparation of proposal, in providing
any additional information required by UPPCL to facilitate the evaluation process, and in negotiating a
definitive contract or all such activities related to the bid process.
UPPCL will in no case be responsible or liable for those costs, regardless of the conduct or outcome
of the bidding process.
9. Language The Proposal should be filled by the bidders in English language only. If any supporting documents
submitted are in any language other than English, translation of the same in English language is to be
duly attested by the Bidders. For purposes of interpretation of the documents, the English translation
shall govern.
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10. Venue & Deadline for Submission of proposals Proposals, in its complete form in all respects as specified in the RFP, must be submitted to UPPCL
at the address specified below:
Addressed To Chief Engineer RAPDRP Part A
Address Room No 1511 Shakti Bhawan Ext. 14 Ashok Marg Lucknow
UP PIN 226001
Telephone 0522-2287503
Fax Nos. 0522-2287503
Email IDs [email protected]
Last date and time of submission 22nd
May 2014 before 1400 Hrs
11. Late Bids a. Bids received after the due date and the specified time (including the extended period if any)
for any reason whatsoever, shall not be entertained and shall be returned unopened.
b. The bids submitted by telex/telegram/ fax/e-mail etc. shall not be considered. No
correspondence will be entertained on this matter.
c. UPPCL shall not be responsible for any postal delay or non-receipt/ non-delivery of the
documents. No further correspondence on the subject will be entertained.
d. UPPCL reserves the right to modify and amend any of the above-stipulated condition/criterion
depending upon project priorities vis-à-vis urgent commitments.
12. Deviations The bidder may provide deviation to the contents of the RFP document. It may be noted that once the
deviation are provided, the bidder would not be allowed that to withdraw the deviation submitted.
The Proposal evaluation committee would evaluate and classify them as “material deviation” or “non-
material deviation“. In case of any material deviations, the Committee would be entitled to reject the
bid.
13. Evaluation process a. UPPCL will constitute a Proposal Evaluation Committee to evaluate the responses of the
bidders
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b. The Proposal Evaluation Committee constituted by the UPPCL shall evaluate the responses
to the RFP and all supporting documents / documentary evidence. Inability to submit requisite
supporting documents / documentary evidence, may lead to rejection.
c. The decision of the Proposal Evaluation Committee in the evaluation of responses to the RFP
shall be final. No correspondence will be entertained outside the process of evaluation with
the Committee.
d. The Proposal Evaluation Committee may ask for meetings with the Bidders to seek
clarifications on their proposals4
e. The Proposal Evaluation Committee reserves the right to reject any or all proposals on the
basis of any deviations.
f. Each of the responses shall be evaluated as per the criterions and requirements specified in
this RFP.
14. Tender Opening The Proposals submitted up to 22
nd May 2014 at 1400 Hours will be opened at 22
nd May 2014 at
1600 Hours by Nodal officer, or any other officer authorized by UPPCL, in the presence of such of
those Bidders or their representatives who may be present at the time of opening.
The representatives of the bidders should be advised to carry the identity card or a letter of authority
from the tendering firms to identify their bonafide for attending the opening of the proposal.
15. Tender Validity The offer submitted by the Bidders should be valid for minimum period of 90 days from the date of
submission of Tender.
16. Tender Evaluation a. Initial Bid scrutiny will be held and incomplete details as given below will be treated as non-
responsive. If Proposals;
Are not submitted in as specified in the RFP document
Received without the Letter of Authorization (Power of Attorney)
Are found with suppression of details
With incomplete information, subjective, conditional offers and partial offers submitted
Submitted without the documents requested in the checklist
Have non-compliance of any of the clauses stipulated in the RFP
With lesser validity period
b. All responsive Bids will be considered for further processing as below.
UPPCL will prepare a list of responsive bidders, who comply with all the Terms and
Conditions of the Tender. All eligible bids will be considered for further evaluation by a
Committee according to the Evaluation process define in this RFP document. The decision of
the Committee will be final in this regard.
17. Qualification to Bid The bidding process will be open to any Authorized Implementation Partner, who shall be able to
supply, design, install and commission all of the components as described in the Broad Scope of work
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at Section- xx and Detail Scope of Work at Appendix-x and be able to provide Post implementation
support services.
The Sole Bidder must be a Software Implementation and System Integrator company with strong
domain experience in utility space and authorized Implementation Partner of the products offered and
authorized by OEM to bid in this tender. The Sole Bidder would be able to supply, design, install and
commission all of the components as described in the Broad Scope of work at Section- x and Detail
Scope of Work at Appendix-x and be able to provide Post implementation support services.
Mandatory Qualification Criteria as mentioned in Table A has to be met by the sole bidder.
Table A
S. No. Performance Variable Minimum Qualifying Requirements Documents to be
Provided
1 General
The Bidder / each of the partners should
be registered under the Companies Act,
1956, should have registered offices in
India and should be in existence for at
least the last 5 years, as on 31st March
2014, in the areas of Consultancy,
Software Development, Implementation,
Training, and Support Services.
Copy of Certificate
of Incorporation
issued by Registrar
of Companies
2 Company Profile
The bidder should have a turnover of at
least INR 500 Crore (in case the bidder is
a subsidiary, then the turnover of the
parent company also can be considered)
for each of the last three financial years,
from 31st March 2011 to 31
st March 2014
and should also have a positive net worth
in each of these 3 years.
Company balance
sheet / Self-
Certification/CA
Certificate
3 OEM Implementation
Partner Status
The Bidder should submit valid certificate
from all service providers / OEMs (whose
products are being quoted as part of the
solution).
Certification (MAF)
from Service
Providers / OEMs
should be provided
4 OEM Technology-
Globally
The proposed technology should be in
the leader’s quadrant for Gartner and
should have been implemented in atleast
5 organization of a similar nature.
Gartner Report
5 SI Implementation
Experience - Globally
The bidder should have implemented at
least three end-to-end implementations
as a System Integrator (including System
Integration Services, Software
Development Services, Hardware supply,
installation, commissioning, and facilities
management services) in any company
Self-certification
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S. No. Performance Variable Minimum Qualifying Requirements Documents to be
Provided
with multi-location operations.
The in-progress projects should have
reached the steady state of operations as
on the date of submission of bids.
Out of the above 3 projects, one project
should be mandatorily from the Power
Segment. The realized value of any one
project out of 3 should be rupees 500
crores (or equivalent in a foreign
currency) or higher in total contract value
and should be completed as on bid
submission date.
The experience for Government / Non-
Government (in India) / International
project will be considered All the project
experience should be demonstrated in
the last 5 years period from the date of
publishing of the RFP.
Note:
1. The work order for the projects should
be signed prior to date of submission of
bid
2. IT Projects relates to projects involving
IT Application including development,
configuration, customization & integration
of IT applications.
6 Resources
The bidder should have at least 5000
resources trained in data management,
business intelligence and predictive
analytics globally.
Self-Certification
from Authorized
Signatory
7
Bidder eligibility to
work in a government
organization
The Bidder/ Partner‟s shall not be
under a declaration of ineligibility /
banned / blacklisted for any
statutory and/or performance
reasons, by any Government entity
in India as on last date of
submission of the Bid
Affidavit by
authorized signatory
of the Bidder / Lead
Bidder on behalf of
all partners
8
Bidder Credentials for
Intellectual Property
Rights
The Bidder in case of should not
have violated/ infringement of any
Indian or Foreign trademark, patent,
registered design or other IPR
Affidavit from
authorized signatory
of the Bidder / Lead
Bidder on behalf of
all partners
9 Quality Certification Should have SEI CMMi Level 5. Copy of valid
certificates at the
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S. No. Performance Variable Minimum Qualifying Requirements Documents to be
Provided
time of bid
submission
10 SI Implementation -
India
The Bidder should have implemented
at least three end-to-end
implementations (including System
Integration Services, Software
Development Services, Hardware
supply, installation, commissioning,
and facilities management services) in
the last three financial years, from 31st
March 2011 to 31st March 2014. Out of
the 3 projects, the value of one project
should be more than 100 crores.
Documentary
evidence to be
provided
Notes: Instructions for filling up the qualification criteria:
1. All financial data should be as per latest financial year unless explicitly mentioned,
accompanied by the Balance Sheet duly certified by a Chartered Accountant practicing in
India. If the specific numbers for any one point are not reflected separately in the balance
sheets, then the system integrator may give a self-certification for that point.
2. All figures should be in currency as per the Balance Sheet. UPPCL shall do the conversion to
Indian Rupees.
3. Documentary evidence to be provided to support the claims.
18. Procedure for Evaluation of Bids
All responsive bids shall be subjected to a three stage detailed technical scrutiny by a Tender
Committee appointed by UPPCL with inter-stage eliminations as described below. Bidders whose
offers are eliminated during the process of evaluation shall not be informed. UPPCL will inform only
the short-listed bidders as considered necessary. The decision of UPPCL shall be final in this respect.
The bidding evaluation will be based on Quality-Cost Based Selection Criteria (QCBS)
Stage 1: Prequalification/Eligibility stage:
All bids found responsive as per bid submission format shall be subjected to detailed scrutiny in
respect of conformance to pre-qualification/eligibility criteria laid down in the Tender Document.
Documents furnished in the offer will form the sole basis of this evaluation. The bidders shall be solely
responsible for any errors of commission or omission which may result in their disqualification.
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Any bid which fails to meet the pre-qualification/ eligibility criteria (Section 1.1 Qualification to Bid) will
be summarily rejected and not considered for further scrutiny. The decision of UPPCL shall be final in
this respect.
Stage 2: Technical Examination
Credentials of all such Bidders who were found eligible in stage 1 shall be evaluated as per evaluation
criteria provided in Table 01 and Table 02 - Bidder Credentials (1.3) below. Detailed technical
examination of bids short-listed from Stage (1) will be undertaken to establish conformance to
technical specifications and other terms & conditions in respect of scope of the project. Technical
clarifications, if considered necessary, may be asked from the respective bidders at this stage.
Bids which are not considered to be in conformance to technical specifications and terms & conditions
of the Tender will be rejected at this stage and shall not be invited for the next stage.
Stage 3: Technical Presentation
A notice of one week will be given to the bidders whose bids are found in conformance to Technical
specifications and Terms & Conditions of the tender to make a technical presentation to the tender
committee. Presentation Evaluation will be done as per Table 03 Bidder Credentials (1.3) below. The
duration of the presentation will be around 2 Hours.
Evaluation of the Stage 2 & Stage 3 shall be based on the following parameters and associated
weightage as follows:
Minimum 70 Marks in each part, are required for the bidder to qualify to Stage 4 – Price Bid
Stage 4: Price Bid Evaluation
a) Bidders clearing the Stage 1, 2 & 3 of evaluation will have their Price Bids opened.
b) The Bid having the Lowest value shall be termed as the Lowest Evaluated Bid and will be
awarded 100 marks. Financial score of other bidders will be calculated on the basis of the
following formula:
o Financial score of bidder = Value of lowest bidder x 100 / Value of the bidder
o Total score of the bidding party will be determined based on the following formula:
o Total score = 0.75 * Technical score + 0.25 * Financial score
c) The bid price will include all taxes and levies and shall be in Indian Rupees.
d) Any conditional bid would be rejected
e) Errors & Rectification: Arithmetical errors will be rectified on the following basis: “If there is a
discrepancy between the unit price and the total price that is obtained by multiplying the unit
price and quantity, the unit price shall prevail and the total price shall be corrected. If there is
a discrepancy between words and figures, the amount in words will prevail”.
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19. Evaluation Tables Part A: System Integration Experience for Analytics.
Table 01: Bidder Credentials
Table 01 – Bidder Credentials
S.No Parameter Criteria Supporting Documents
Required
Max
Score
Scoring Logic
1. Bidder’s Product Implémentation Expérience 20
1.1 No. of organizations where
bidder has done end to end
software implementation
globally with 500 users or
more in the Government
space
The
experience
should be
that of the
bidder
Self-Certification 5 >10 5
8-10 4
5-7 3
3-4 2
1-2 1
1.2 Number of organization
having 20 or more users
with work done on any of the
following project
management modules
compatible with the existing
IT set up
The
experience
should be
that of
bidder
Self Certification 5 >10 5
8-10 4
5-7 3
3-4 2
1-2 1
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Table 02: Technical Presentation
S.No Parameter Criteria Response Supporting Documents Score Evaluation criteria
2. Technical Presentation
The bidder will have to make
a detailed presentation on
the proposed solution
including a Demo on
specified parameters (the
scope of the demo will be
shared with the bidders
later). Verification of claims
of bidders compliance of the
proposed solution, where
feasible, by the evaluation
team would also be
evaluated.
To be
presented
by the
bidder to the
Tender
Committee
of UPPCL
Technical presentation 20
Marks to be
awarded by the
Committee
Break up:
Domain
Expertise -5
Product /
Solution Demo -
15
1.3 No. of Organizations having
10 or more users with work
done on any of the following
modules by the Bidder or
OEM
- Load Forecasting
- Theft Analytics
The
experience
should be
that of
bidder
Self-Certification 10 >10 10
8-10 8
5-7 6
3-4 4
1-2 2
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S.No Parameter Criteria Response Supporting Documents Score Evaluation criteria
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Table 03: Other Bidder Credentials
S.No Parameter Criteria Supporting
Documents
Required
Max
Score
Scoring Logic
3 Past Track Record of the
bidder
The following aspects to be demonstrated in
any of the 5 projects cited as part of the
requirements for the purpose of pre-
qualification:
1. IT Infrastructure Planning & IT Services
2. Implementation Services and training
3. Business Continuity & SLA eco system
4.Analytics & MIS using the proposed
technology solution
5. Project Management IT system
implementation.
NOTE: Any situation in the preceding three
(3) years where a Government (including
central, state, local or an agency of the
Government) project or contract works has
been abandoned, discontinued, pre-closed or
pre-maturely terminated, resulting from the
bidder’s (including consortium partner) non-
performance, shall attract reduction of 2
marks.
Self Certification 20 4 marks for each
criteria.
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S.No Parameter Criteria Supporting
Documents
Required
Max
Score
Scoring Logic
4 Approach and Methodology 1. Week-wise work plan clearly indicating
tasks, dependencies and milestones/
deliverables through the completion, with
breakup of effort estimates and mapped to
key personnel.
2. Proposed Team structure, Responsibility
Matrix for operations and Maintenance
phases of the project; along with Resources
allocation as per project plan.
3. Approach and Methodology for each of the
Consulting and Implementation Tracks as
mentioned in the scope
As per technical
proposal submitted
30 Point 1 – 7 marks
Point 2 – 8 marks
Point 3 – 15 marks
5 Experience of Key
Personnel
1. Program Manager – 4 marks
2. Project Manager 4 marks
a. Experience in R APDRP
Project – 2 marks
b. Experience in AMI / Smart
Grid – 2 marks
c. Project Management
certification from PMP or
equivalent. – 1 mark
3. Domain Expert – 4 marks
Please refer to
section 20 for key
details.
10 2 marks for each
person
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S.No Parameter Criteria Supporting
Documents
Required
Max
Score
Scoring Logic
a. APDRP - Worked as team
member in R APDRP Project
– 2 marks
b. AMI – Should have an SGMM
Navigator certificate – 2
marks
c. Project Management –
Should have a PMP or similar
certification. – 1 mark
4. IT infrastructure operations and
Security Expert – 4 marks
5. Business Analysts – 4 marks
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20. Details of Qualifications of each personnel
Sr No Job Requirements and Experience
1 Program Manager
Qualification:
1. 20+ years of overall experience
2. Master’s degree
Job Requirements and Experience:
1. Minimum 12 years of Program / Project Management experience
2. Must have worked with the current company for a minimum period of two years
3. Must have experience in at least three large-scale systems integration projects of
which one of them should be in a similar size and capacity to that of the requirements
under this RFP
4. Experience of full scale integration project having all aspects of end-to-end service
delivery.
5. Experience in successful implementation of at least one IT services project for a
government department or a PSU
6. Experience in interacting with both business and technology teams
7. Have successfully managed timelines, on-budget delivery and quality of large scale
application development
8. Prior experience in Government project would be preferable
2.1 Project Manager – RAPDRP
Qualification:
1. 15+ years of overall experience
2. Masters / Post Graduate degree
Job Requirements and Experience:
1. Minimum 8 years of Project Management experience
2. Must have worked with the current company for a minimum period of two years
3. Must have experience in at least two large-scale software development and
implementation projects with multiple phases, multiple locations and multiple versions
of application
4. Experience in full life cycle implementation (SDLC) of at least three projects.
5. Experience in successful implementation of at least one IT services project for a
government department or a PSU
6. Adept in dealing with both business and technology requirements
7. Should have successfully managed timelines, on-budget delivery and quality of
large scale application development
8. Prior experience in power and solution deployed would be mandatory
9. Should have mandatorily managed one APDRP /part of APDRP project as part of a
lead bidder or a sub con.
Certifications:
1. PMP certified or equivalent
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Others:
1. Strong written and oral communications skills.
2.2 Project Manager – AMI
Qualification:
1. 15+ years of overall experience
2. Masters / Post Graduate degree
Job Requirements and Experience:
1. Minimum 8 years of Project Management experience
2. Must have worked with the current company for a minimum period of two years
3. Must have experience in at least two large-scale software development and
implementation projects with multiple phases, multiple locations and multiple versions
of application
4. Experience in full life cycle implementation (SDLC) of at least three projects.
5. Experience in successful implementation of at least one IT services project for a
government department or a PSU
6. Adept in dealing with both business and technology requirements
7. Should have successfully managed timelines, on-budget delivery and quality of
large scale application development
8. Prior experience in power and solution deployed would be mandatory
9. Should have mandatorily managed one AMI Implementation / Design project.
Certifications:
1. SGMM Certification
Others:
1. Strong written and oral communications skills.
2.3 Project Manager – Project Management
Qualification:
1. 15+ years of overall experience
2. Masters / Post Graduate degree
Job Requirements and Experience:
1. Minimum 8 years of Project Management experience
2. Must have worked with the current company for a minimum period of two years
3. Must have experience in at least two large-scale software development and
implementation projects with multiple phases, multiple locations and multiple versions
of application
4. Experience in full life cycle implementation (SDLC) of at least three projects.
5. Experience in successful implementation of at least one IT services project for a
government department or a PSU
6. Adept in dealing with both business and technology requirements
7. Should have successfully managed timelines, on-budget delivery and quality of
large scale application development
8. Prior experience in power and solution deployed would be mandatory
9. Should have been part of a large multi location PMO project.
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Certifications:
1. PMP certified or equivalent
Others:
1. Strong written and oral communications skills.
3.1 Domain Expert – RAPDRP
One of the important factors that would determine the success of this SME is the deep
involvement of people with business domain and product expertise (of the proposed
solution). While UPPCL would make available a group of their own experts to support
and facilitate the project implementation, it is required that the lead bidder should also
deploy business domain and product expert(s) who possess invaluable relevant
experience that will enhance the success of this initiative. These would be pivotal
roles that require to be committed over an extended period of time and on a dedicated
basis till the project reaches steady state. While there are no specific criteria being
specified for this purpose and the experts proposed would be evaluated on the merit
of experts proposed, it is mandatory that the personnel proposed have an experience
working in an RAPDRP project in India in the last 3 years from the date of release of
the RFP.
3.2 Domain Expert – AMI and Smart Metering
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA /
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of implementing 3 AMI project, out of which one of them
should be as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale AMI projects, one preferably using
RF based MESH networking.
Certification
Preference will be given to Certified SGMM navigator from SEI Carnegie Mellon USA.
3.3 Domain Expert – GIS and Asset management
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of implementing 3 GIS projects, out of which one of them
should be as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale GIS projects on ArcGis Platform.
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3.4 Domain Expert – Networking and IT Security
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of implementing 3 Netwroking projects, out of which one
of them should be as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale Networking projects involving
private MPLS and GPRS Clouds
4. Experience in designing and maintaining ISO 27001.
3.5 Domain Expert – IT infrastructure and Data Center Management
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA /
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of implementing 3 Data Center projects, out of which one
of them should be as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale Data Center projects.
3.6 Domain Expert – Metering and Meter Data Acquisition System
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of implementing 3 Metering projects, out of which one of
them should be as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least one large-scale Metering projects involving MDAS.
3.7 Domain Expert – Project Management System
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA / MBA / CA
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum experience of handling 3 projects, out of which two of them should be
as a project / module lead
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale projects as project manager.
Certification
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PMP certified from PMP institute, Philadelphia, USA.
3.8 Domain Expert – Energy Loss Reduction Field Executive
Qualification:
1. 2. B Tech in Electrical Engineering / M.Tech (Power Systems)/ MBA (Power)
2. Minimum 10+ years of experience working in a distribution utility.
Job Requirements and Experience:
1.Should have managed loss reduction projects
2. Should have functional knowledge of CYMDIST
3. Minimum 02 year experience in Network Analysis of electric network in power
distribution utility
3.9 Domain Expert – Database Administrator
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA /
2. Minimum 10+ years of experience in designing and implementing large database
projects, related utilities and tools, understanding of the underlying operating system,
physical database design, ability to perform both Oracle and operating system
performance tuning and monitoring, Oracle backup and recovery scenarios, Oracle
security management, Oracle data integrity, implemented CC& B and other
application systems, code migration, database change management and data
management through the various stages of the development cycle
Job Requirements and Experience:
1. Minimum of 03 years of experience primarily in Oracle 11g in an electric utility
2. Must have been working with the current company for a minimum period of 2 years
3.9 Domain Expert - Applications, Service oriented architecture (SOA) and Cloud
Computing
Qualification:
1. B.Tech / B.E (computer Science / IT) MCA /
2. Minimum 10+ years of experience in designing and implementing large projects.
with a minimum 4 year experience of implementing Oracle Applications, Service
oriented architecture (SOA) and Cloud Computing
Job Requirements and Experience:
1. Minimum of 03 years of experience primarily in RAPDRP recommended.
2. Must have been working with the current company for a minimum period of 2 years
4 IT infrastructure and Security Expert
Qualification:
1. B.Tech / B.E (computer Science / IT) or MCA
2. Minimum 10+ years of experience in designing and implementing large IT
infrastructure projects with data center and DR center, with atleast 7 years as an
administrator on large / medium sized infrastructure of servers, desktop systems and
communication devices using current and emerging technologies in high availability
environment
3.Interanational certification related to cyber security and experience ISO 27001
Job Requirements and Experience:
1. Minimum of 5 years of experience primarily in the technologies recommended.
2. Must have been working with the current company for a minimum period of 2 years
3. Must have experience in at least two large-scale IT Infrastructure projects with
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multiple phases, multiple locations and multiple versions of application
4. Must have experience in following areas:
a. Hardware and Networking components, configuration and management
b. Defining the form, type and structure of a Hardware and Networking components
for large IT set-up
c. Architecting and implementing a components that supports high demand services
and peak load
d. Design IT infrastructure to manage complex data access and storage needs
e. Design reviews, guiding development staff in the development and implementation
of the IT Infrastructure as per defined architecture
f. Developing and documenting strategies for security, administration, management,
backups, fault tolerance, and recovery of all infrastructure components
5 Business Analyst
Qualification:
1. Master‟s / Bachelor‟s degree in Engineering
2. MBA preferred
3. 10+ years of cumulative experience in software services; at least 4 years as a
Business Analyst
Job Requirements and Experience:
1. Minimum experience of 4 years in the field of business analysis
2. Must have been working with the current company for a minimum period
of one year.
3. Must have experience in at least two large-scale software development projects
with multiple phases, multiple locations and multiple versions of application
4. Must have led business analysis effort for at least one e-Governance project in
Government or a PSU
5. Experience in full life cycle implementation (SDLC) of at least three projects
6. Must have prior experience in leading Business Analysis teams
7. Must be well-versed with and be able to lead efforts in FRS documentation,
preparing process and information flow diagrams and coordinating with several
groups to drive the functionality of the application
8. Must have previous experience in prioritizing and phasing out functionality into
different phases and change request management
9. Previous experience in working closely with technical teams and interviewing of
senior people is necessary
10. Previous technical experience will be an added advantage
Certifications:
1. None
Others:
1. Strong written and oral communications skills
2. Well conversed in client interviews, group discussions and coordinating workshops
3. Be able to make presentations to clients, drive discussions and reviews and
facilitate decisions
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21. Negotiation The bidder whose bid has secured the highest “Total Score” as per 1.2.4 above will be considered as
successful bidder.
The successful bidder will be notified in writing by UPPCL inviting him for further Negotiations at the
discretion of UPPCL. Negotiations will be held only at UPPCL’s corporate office.
22. Appointment of Consultant Award Criteria
UPPCL will award the Contract to the successful bidder whose proposal has been determined to be
substantially responsive and has been determined as the most responsive bids as per the process
outlined above.
Right to Accept Any Proposal and To Reject Any or All Proposal(s)
UPPCL reserves the right to accept or reject any proposal, and to annul the tendering process / Public
procurement process and reject all proposals at any time prior to award of contract, without thereby
incurring any liability to the affected bidder or bidders or any obligation to inform the affected bidder or
bidders of the grounds for UPPCL action.
Notification of Award
Prior to the expiration of the validity period, UPPCL will notify the successful bidder in writing or by fax
or email, that its proposal has been accepted. In case the tendering process / public procurement
process has not been completed within the stipulated period, UPPCL, may like to request the bidders
to extend the validity period of the bid.
The notification of award will constitute the formation of the contract. Upon the successful bidder's
furnishing of Performance Bank Guarantee, UPPCL will notify each unsuccessful bidder and return
their EMD.
Performance Guarantee
The UPPCL will require the selected bidder to provide a Performance Bank Guarantee, within <15>
days from the Notification of award, for a value equivalent to <10%> of the total cost of ownership.
The Performance Guarantee should be valid for a period of <months>. The Performance Guarantee
shall be kept valid till completion of the project and Warranty period. The Performance Guarantee
shall contain a claim period of three months from the last date of validity. The selected bidder shall be
responsible for extending the validity date and claim period of the Performance Guarantee as and
when it is due on account of non-completion of the project and Warranty period. In case the selected
bidder fails to submit performance guarantee within the time stipulated, the UPPCL at its discretion
may cancel the order placed on the selected bidder without giving any notice. UPPCL shall invoke the
performance guarantee in case the selected Vendor fails to discharge their contractual obligations
during the period or UPPCL incurs any loss due to Vendor’s negligence in carrying out the project
implementation as per the agreed terms & conditions.
Signing of Contract
Post submission of Performance Guarantee by the successful bidder, UPPCL shall enter into a
contract, incorporating all clauses, pre-bid clarifications and the proposal of the bidder between
UPPCL and the successful bidder. The Draft Legal Agreement is provided as a separate document as
a template.
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Failure to Agree with the Terms and Conditions of the RFP
Failure of the successful bidder to agree with the Draft Legal Agreement and Terms & Conditions of
the RFP shall constitute sufficient grounds for the annulment of the award, in which event UPPCL
may award the contract to the next best value bidder or call for new proposals from the interested
bidders.
In such a case, the UPPCL shall invoke the PBG of the most responsive bidder.
23. Fraud and Corrupt Practices a. The Applicants/Bidders and their respective officers, employees, agents and advisers shall
observe the highest standard of ethics during the Selection Process. Notwithstanding
anything to the contrary contained in this RFP, the UPPCL shall reject a Proposal without
being liable in any manner whatsoever to the Applicant, if it determines that the Bidder has,
directly or indirectly or through an agent, engaged in corrupt practice, fraudulent practice,
coercive practice, undesirable practice or restrictive practice (collectively the “Prohibited
Practices”) in the Selection Process. In such an event, the UPPCL shall, without prejudice to
its any other rights or remedies, forfeit and appropriate the EMD or PBG, as the case may be,
as mutually agreed genuine pre-estimated compensation and damages payable to the
UPPCL for, inter alia, time, cost and effort of the UPPCL, in regard to the RFP, including
consideration and evaluation of such Applicant’s Proposal.
b. Without prejudice to the rights of the UPPCL under Clause above and the rights and remedies
which the UPPCL may have under the LOI or the Agreement, if an Applicant or Consultant, as
the case may be, is found by the UPPCL to have directly or indirectly or through an agent,
engaged or indulged in any corrupt practice, fraudulent practice, coercive practice,
undesirable practice or restrictive practice during the Selection Process, or after the issue of
the LOI or the execution of the Agreement, such Applicant or Consultant shall not be eligible
to participate in any tender or RFP issued by the UPPCL during a period of <period> from the
date such Applicant or Consultant, as the case may be, is found by the UPPCL to have
directly or through an agent, engaged or indulged in any corrupt practice, fraudulent practice,
coercive practice, undesirable practice or restrictive practice, as the case may be.
c. For the purposes of this Section, the following terms shall have the meaning hereinafter
respectively assigned to them:
i. “corrupt practice” means (i) the offering, giving, receiving, or soliciting, directly or
indirectly, of anything of value to influence the action of any person connected with the
Selection Process (for avoidance of doubt, offering of employment to or employing or
engaging in any manner whatsoever, directly or indirectly, any official of the UPPCL who
is or has been associated in any manner, directly or indirectly with the Selection Process
or the LOI or has dealt with matters concerning the Agreement or arising there from,
before or after the execution thereof, at any time prior to the expiry of one year from the
date such official resigns or retires from or otherwise ceases to be in the service of the
UPPCL, shall be deemed to constitute influencing the actions of a person connected with
the Selection Process); or (ii) save as provided herein, engaging in any manner
whatsoever, whether during the Selection Process or after the issue of the LOA or after
the execution of the Agreement, as the case may be, any person in respect of any matter
relating to the Project or the Award or the Agreement, who at any time has been or is a
legal, financial or technical consultant/ adviser of the UPPCL in relation to any matter
concerning the Project;
ii. “fraudulent practice” means a misrepresentation or omission of facts or disclosure of
incomplete facts, in order to influence the Selection Process;
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iii. “coercive practice” means impairing or harming or threatening to impair or harm, directly
or indirectly, any persons or property to influence any person’s participation or action in
the Selection Process;
iv. “undesirable practice” means (i) establishing contact with any person connected with or
employed or engaged by UPPCL with the objective of canvassing, lobbying or in any
manner influencing or attempting to influence the Selection Process; or (ii) having a
Conflict of Interest; and
v. “restrictive practice” means forming a cartel or arriving at any understanding or
arrangement among Applicants with the objective of restricting or manipulating a full and
fair competition in the Selection Process.
24. Conflict of Interest a. The UPPCL requires that the Consultant provides professional, objective, and impartial
advice and at all times hold the UPPCL’s interests paramount, avoid conflicts with other
assignments or its own interests, and act without any consideration for future work. The
Consultant shall not accept or engage in any assignment that would be in conflict with its prior
or current obligations to other clients, or that may place it in a position of not being able to
carry out the assignment in the best interests of the UPPCL.
b. Without limiting the generality of the above, an Applicant shall be deemed to have a Conflict
of Interest affecting the Selection Process, if:
i. the Bidder, or Associates (or any constituent thereof) and any other Bidder, or
Associate (or any constituent thereof) have common controlling shareholders or other
ownership interest;
ii. such Bidder or its Associate receives or has received any direct or indirect subsidy or
grant from any other Bidder or its Associate; or
iii. such Bidder has a relationship with another Bidder, directly or through common third
parties, that puts them in a position to have access to each other’s’ information about,
or to influence the Proposal of either or each of the other Bidder; or
iv. there is a conflict among this and other consulting assignments of the Bidder
(including its personnel and other members, if any) and any subsidiaries or entities
controlled by such Bidder or having common controlling shareholders. The duties of
the Consultant will depend on the circumstances of each case. While providing
consultancy services to the UPPCL for this particular assignment, the Consultant
shall not take up any assignment that by its nature will result in conflict with the
present assignment; or
c. An Bidder eventually appointed to provide Consultancy for this Project shall be disqualified
from subsequently providing goods or services related to the same Project and any breach of
this obligation shall be construed as Conflict of Interest; provided that the restriction herein
shall not apply after a period of 12 months from the completion of this assignment; provided
further that this restriction shall not apply to consultancy services performed for the UPPCL in
continuation of this Consultancy or to any subsequent consultancy/ advisory services
performed for the UPPCL where the conflict of interest situation does not arise.
d. An Bidder eventually appointed to provide Consultancy for this Project is permitted for
providing goods or services related to the same Project and UPPCL shall undertake full
control in selection and recommendation of the downstream vendor.
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25. Payment Schedule At the start of the project, a mobilization advance will be given for 10% of the overall contract value.
The project will be divided in 10 Tracks. The payment schedule for all nine tracks needs to be
independent of each other.
Assumptions for payment acceptance.
1. The UPPCL needs to clearly identify at the start of the project, personnel who need to give
sign offs for each milestone.
2. The deliverables of the milestone will be given only to the designated person.
3. Comments on the deliverables will be taken twice only.
4. In case no response on the submitted deliverable is received for 3 working days, the
deliverable will be deemed accepted.
(i) Track A1: Structural Gap Analysis of RAPDRP system
Sr No Milestone Acceptance Criteria Percentage Payment
1 Identification of gaps in the
Current RAPDRP project
Submission of report with all
gaps on a date decided by
UP PCL
50% of total fees given
in section 26.(i)
2 Recommendation of roadmap to
close the gaps
Submission of
recommendation for gaps
closure
40% of total fees given
in section 26.(i)
(ii) Track A2 : Operational gap analysis and establishment of monitoring and support
system for A T & C loss reduction
Sr No Milestone Acceptance Criteria Percentage Payment
1 Final report of operational gaps
identified analyzed and compiled
in prescribed format
Submission of report with all
gaps on a date decided by
UP PCL
20% of total fees given
in section 26.(ii)
2 Recommendation of roadmap to
close the gaps
Submission of
recommendation for gaps
closure
10% of total fees given in section 26.(ii)
3 Finalization of reports and access
levels of each report for each level
Each level to accept the
report for their level
10% of total fees given
in section 26.(ii)
4 Work plan of recommendation
accepted for implementations
Acceptance of the
recommendations for
suitable interventions
20% of total fees given
in section 26.(ii)
5 Training plan for capacity building Acceptance of training plan.
The training plan will be
downloaded once and
discussed with UPPCL. The
comments will be
incorporated. The training
plan submitted post that will
10% of total fees given
in section 26.(ii)
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be accepted by the
organization
6 Report of analysis for
inconsistencies in the reports
Submission and acceptance
of report with the analysis
with inconsistencies
20% of total fees given
in section 26.(ii)
(iii) Part A3: Designing solution for optimizing performance of Distribution Divisions in
RAPDRP and Non-RAPDRP areas with respect to parameters outlined in Financial
Restructuring Plan (FRP).
Sr No Milestone Acceptance Criteria Percentage Payment
1 Conduct workshops at all
Discom headquarters to gather
inputs for the revenue structure
including metering, billing and
collection for Non-RAPDRP areas
Completion of workshops 10% of total fees given
in section 26.(iii)
2 Report to suggest strategic
interventions required.
Submission of report post
discussion
15% of total fees given
in section 26.(iii)
3 Preparation of DPR for the
recommended solution.
Submission of DPR 20% of total fees given
in section 26.(iii)
4 Preparation of Notice Inviting
Tenders (NIT) and bidding
documents.
Submission of Notice
Inviting Tenders (NIT) and
bidding documents
10% of total fees given
in section 26.(iii)
5 Submission of all bids called for Submission of bids by the
bidders
5% of total fees given
in section 26.(iii)
6 Preparation of bid evaluation
report
Submission of bid evaluation
reports to UPPCL
15% of total fees given
in section 26.(iii)
7 Finalization of contract award
recommendations for
consideration of UPPCL
Submission of final report for
finalization of contract award
recommendations for
consideration of UPPCL
15% of total fees given
in section 26.(iii)
Sr No Milestone Amount
1
The consultant needs to give a monthly ongoing rate
for a period of 3 years for the following activities.
Review of the vendor drawings including Quality
Assurance Plans, Project Plan, and Methodology for
Implementation, resource deployment schedules, test
certificates, inspection plans, site supervision,
inspections etc. The Consultant shall carry out all project
monitoring activities such as finalization of Project Plan
and measurement of physical and financial progress
against the Project Plan through regular reviews at
various levels and prepare regular progress reports. The
Consultant shall also hand hold during execution of the
project.
The fixed monthly amount to be
given every month. This amount
will be increased by 7% every
year.
The prices will be given in
section 26
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(iv) Part A4: Preparing Strategic Roadmap for creating advance metering infrastructure in
suitable areas
Sr No Milestone Acceptance Criteria Percentage Payment
1 Conduct workshops at Discom
headquartrs to gather inputs for
understanding AMI structure
Completion of workshops 10% of total fees given
in section 26.(iv)
2 Report to suggest candidate areas
for the relevant technologies.
Submission of report post
discussion
10% of total fees given
in section 26.(iv)
3 Report with techno-economic
feasibility reports after having an
understanding of the existing IT
systems and business processes
of UPPCL in the identified areas
Submission of the report 10% of total fees given
in section 26.(iv)
4 Preparation of DPR for the
recommended solution.
Submission of DPR 15% of total fees given
in section 26.(iv)
5 Preparation of Notice Inviting
Tenders (NIT) and bidding
documents.
Submission of Notice
Inviting Tenders (NIT) and
bidding documents
10% of total fees given
in section 26.(iv)
6 Submission of all bids called for Submission of bids by the
bidders
5% of total fees given
in section 26.(iv)
7 Preparation of bid evaluation
report
Submission of bid evaluation
reports to UPPCL
15% of total fees given
in section 26.(iv)
8 Finalization of contract award
recommendations for
consideration of UPPCL
Submission of final report for
finalization of contract award
recommendations for
consideration of UPPCL
15% of total fees given
in section 26.(iv)
Sr No Milestone Amount
1 The consultant needs to give a monthly ongoing rate
for a period of 3 years for the following activities.
Supervision of awarded contracts on behalf of UPPCL
which will include among other contract management
activities, review of the vendor drawings including
Quality Assurance Plans, Project Plan, and Methodology
for Implementation, resource deployment schedules, test
certificates, inspection plans, site supervision,
inspections etc. The Consultant shall carry out all project
monitoring activities such as finalization of Project Plan
and measurement of physical and financial progress
against the Project Plan through regular reviews at
various levels and prepare regular progress reports. The
Consultant shall also hand hold during execution of the
project.
The fixed monthly amount to be
given every month. This amount
will be increased by 7% every
year.
The prices are given in section
26.
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(v) Track B1.a.: Implementation of Decision support system for load forecasting.
Sr No Milestone Acceptance Criteria Percentage Payment
1 Completion of blueprint for the
decision model of load forecasting
Submission and acceptance
of the decision model
10% of total fees given
in section 26.(v)
2 Collection of all data points for
load forecasting
All data points have been
analysed and finalized
5% of total fees given
in section 26.(v)
3 Delivery of workflow automation
reports
Final list of reports are
discussed and delivered
25% of total fees given
in section 26.(v)
4 First month of achieving 95% First month when 95%
accuracy in load forecasting
is achieved
5% of total fees given
in section 26.(v)
5 Six month of achieving 95% Six month when 95%
accuracy in load forecasting
is achieved
15% of total fees given
in section 26.(v)
6 Twelve month of achieving 95% Twelve month when 95%
accuracy in load forecasting
is achieved
30% of total fees given
in section 26.(v)
(vi) Track B1.b: Implementation of Decision support system for Power Portfolio
Optimisation.
Sr No Milestone Acceptance Criteria Percentage Payment
1 Completion of blueprint for the
decision model of power portfolio
optimization
Submission and acceptance
of the decision model
10% of total fees given
in section 26.(vi)
2 Functional Requirement
Document
Submission of functional
requirement document
10% of total fees given
in section 26.(vi)
3 Functional Design Document Submission of Functional Design Document
10% of total fees given in section 26.(vi)
4 Technical Design Document Submission of TDD which
covers all the desired
features as asked for in the
RFP
5% of total fees given
in section 26.(vi)
5 Completion of UAT Completion of User Acceptance Testing demonstrating with acceptance of all features in the RFP
5% of total fees given in section 26.(vi)
6 System Go Live System Gone Live 30% of total fees given
in section 26.(vi)
7 Completion of twelve month of
post go live support
twelve month after system
acceptance as gone live
20% of total fees given
in section 26.(vi)
(vii) Track B1.c: Implementation of Decision support system for Loss /theft /leakage metrics
system.
Sr No Milestone Acceptance Criteria Percentage Payment
1 Completion of blueprint for the
decision model of Loss / Theft /
Leakage metrics system
Submission and acceptance
of the model
10% of total fees given
in section 26.(vii)
2 Functional Requirement Submission of functional 10% of total fees given
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Document requirement document in section 26.(vii)
3 Functional Design Document Submission of Functional Design Document
5% of total fees given in section 26.(vii)
4 Technical Design Document Submission of TDD which
covers all the desired
features as asked for in the
RFP
5% of total fees given
in section 26.(vii)
5 Completion of UAT Completion of User Acceptance Testing demonstrating with acceptance of all features in the RFP
10% of total fees given in section 26.(vii)
6 System Go Live System Gone Live 20% of total fees given
in section 26.(vii)
7 Completion of twelve month of
post go live support
twelve month after system
acceptance as gone live
30% of total fees given
in section 26.(vii)
(viii) Part B2.Recommendation and Implementation of a comprehensive Project
Management System
Sr No Milestone Acceptance Criteria Percentage Payment
1 Completion of blueprint to identify
the requirements of project
management system
Submission of blueprint
document
10% of total fees given
in section 26.(viii)
2 Functional Requirement
Document
Submission of functional
requirement document
10% of total fees given
in section 26.(viii)
3 Functional Design Document Submission of Functional Design Document
5% of total fees given in section 26.(viii)
4 Technical Design Document Submission of TDD which
covers all the desired
features as asked for in the
RFP
5% of total fees given
in section 26.(viii)
5 Completion of UAT Completion of User Acceptance Testing demonstrating with acceptance of all features in the RFP
10% of total fees given in section 26.(viii)
6 System Go Live System Gone Live 20% of total fees given
in section 26.(viii)
7 Completion of Twelve month of
post go live support
Twelve month after system
acceptance as gone live
30% of total fees given
in section 26.(viii)
(ix) Track B3: Implementation of Outage Management System.
Sr No Milestone Acceptance Criteria Percentage Payment
1 Completion of blueprint for the
Outage Management System.
Submission and acceptance
of OMS blue print
10% of total fees given
in section 26.(ix)
2 Functional Requirement
Document
Submission of functional
requirement document
10% of total fees given
in section 26.(ix)
3 Functional Design Document Submission of Functional Design Document
5% of total fees given in section 26.(ix)
4 Technical Design Document Submission of TDD which
covers all the desired
5% of total fees given
in section 26.(ix)
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features as asked for in the
RFP
5 Completion of UAT Completion of User Acceptance Testing demonstrating with acceptance of all features in the RFP
20% of total fees given in section 26.(ix)
6 System Go Live System Gone Live 10% of total fees given
in section 26.(ix)
7 Completion of twelve month of
post go live support
twelve month after system
acceptance as gone live
30% of total fees given
in section 26.(ix)
(x) Track C: Establishment of Power Resource Center.
Sr No Milestone Acceptance Criteria Percentage Payment
1 Finalization of requirements of
power resource center
Submission of report with all
requirements
30% of total fees given
in section 26.(x)
2 Establish the power resource
center
Submission of
recommendation of the
project management system
60% of total fees given
in section 26.(x)
(xi) Rate card for PRC. The payment for rate card will be on a monthly basis. A suggested
format is given below.
The format for the rate card is given in section 26
Sr No Role of Consultant Skill area Qualifications Number of years of
experience
1
2
26. Price Schedule
The price bid needs to be submitted in the format given below.
(i) Track A1: Structural Gap Analysis of RAPDRP system
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A1, (section 25 (i)) Structural Gap Analysis of RAPDRP system
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(ii) Track A2 : Operational gap analysis and establishment of monitoring and support
system for A T & C loss reduction
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A2, (section 25 (ii)) doing Operational gap analysis and establishment of monitoring and support system for A T & C loss reduction
Rate card for deployment of Loss Reduction Team and Domain Consultants for a period of 3 years
Sr
No
Role Number of personnel
Rate per month
Total Price
Tax Price with Tax
1 Program Manager 1
2 Project Manager 4
3 Team Leaders to work at zone level
21
4 Circle Field Executives 91
5 Domain Consultant GIS and Asset Management
1
6 Domain Consultant Project Management
1
7 Domain Consultant IT infrastructure and Data Center Management
1
8 Domain Consultant Database Administrator-Oralce
1
9 Domain Consultant Networking and security
1
10 Domain Consultant – Applications, Service oriented architecture (SOA) and Cloud Computing
1
11 Domain Consultant MDAS and AMI
1
(iii) Part A3: Designing solution for optimizing performance of Distribution Divisions in
RAPDRP and Non-RAPDRP areas with respect to parameters outlined in Financial
Restructuring Plan (FRP).
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for, Track A3, (section 25 (iii)) Designing solution for optimizing performance
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of Distribution Divisions in RAPDRP and Non-RAPDRP areas with respect to parameters outlined in Financial Restructuring Plan (FRP)
Sr
No
Milestone Total Fees without taxes
Tax Total Price with taxes
Price in words
1
The consultant needs to give a
monthly ongoing rate for a
period of 3 years for the
following activities.
Review of the vendor drawings
including Quality Assurance
Plans, Project Plan, and
Methodology for
Implementation, resource
deployment schedules, test
certificates, inspection plans,
site supervision, inspections
etc. The Consultant shall carry
out all project monitoring
activities such as finalization of
Project Plan and measurement
of physical and financial
progress against the Project
Plan through regular reviews at
various levels and prepare
regular progress reports. The
Consultant shall also hand hold
during execution of the project.
(iv) Part A4: Preparing Strategic Roadmap for creating advance metering infrastructure in
suitable areas
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A4, (section 25(iv)) Preparing Strategic Roadmap for creating advance metering infrastructure in suitable areas
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Sr
No
Milestone Total Fees without taxes
Tax Total Price with taxes
Price in words
1 The consultant needs to give a
monthly ongoing rate for a period
of 3 years for the following activities.
Supervision of awarded contracts
on behalf of UPPCL which will
include among other contract
management activities, review of
the vendor drawings including
Quality Assurance Plans, Project
Plan, and Methodology for
Implementation, resource
deployment schedules, test
certificates, inspection plans, site
supervision, inspections etc. The
Consultant shall carry out all project
monitoring activities such as
finalization of Project Plan and
measurement of physical and
financial progress against the
Project Plan through regular
reviews at various levels and
prepare regular progress reports.
The Consultant shall also hand hold
during execution of the project.
(v) Track B1.a.: Implementation of Decision support system for load forecasting.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.a (Section 25 (v)) Implementation of Decision support system for load forecasting
(vi) Track B1.b: Implementation of Decision support system for Power Portfolio
Optimisation.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.b, (section 25 (vi)) Implementation of Decision support system for Power Portfolio Optimisation
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(vii) Track B1.c: Implementation of Decision support system for Loss /theft /leakage metrics
system.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (vii)) Implementation of Decision support system for Loss /theft /leakage metrics system.
(viii) Part B2.Recommendation and Implementation of a comprehensive Project
Management System
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (viii)) Recommendation of a comprehensive Project Management System..
(ix) Track B3: Implementation of Outage Management System.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (ix)) Implementation of Outage Management System.
(x) Track C: Establishment of Power Resource Center.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (x))
Establishment of Power Resource Center
(xi) Rate card for PRC. The payment for rate card will be on a monthly basis for a period of 3
years. A suggested format is given below.
Sr
No
Role of Consultant Total Fees without taxes
Tax Total Price with taxes
Price in words
1
2
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27. Change Request The following would constitute a Change request
a. Any work which has not been specifically mentioned in the scope of work
b. Any changes in the deliverables post approval by the UPPCL
c. Bid Process Management in case of re-tendering is to be done for reasons for which the
consultants are not responsible
d. Any delay in the project timelines beyond the calendar time mentioned in the tender
document for which Bidder is not directly responsible
28. Responsibilities of UPPCL
a. UPPCL will provide a project manager for the overall project and provide project
dedicated core team for the entire duration of the project.
b. UPPCL will provide office space, internet access, telephone, fax and other basic
amenities including transport for official visits, to the SI and consultant’s personnel.
29. Terms and Conditions
The Contract/ Agreement between UPPLC and the Consulting Agency are subject to the terms and
conditions set forth below:
1. CONTRACT DOCUMENTS
The Proposer shall not, without prior written consent from UPPLC, disclose the Contract or any
provision thereof or any specification, plan, drawing, pattern, sample or information furnished by or
on behalf of UPPLC in connection therewith, to any person other than a person employed by the
Proposer in the performance of the Contract. Disclosure to any such employed person shall be
made in confidence and shall extend only so far, as may be necessary for purposes of such
performance.
The Proposer shall not, without prior written consent of UPPLC, make use of any document or
information made available for the project, except for purposes of performing the Contract.
All project related documents issued by UPPLC, other than the Contract itself, shall remain the
property of UPPLC and shall be returned (in all copies) to UPPLC, on completion of the Proposer’s
performance under the Contract if so required by UPPLC.
2. INTERPRETATION
In case of any ambiguity in the interpretation of any of the clauses in the tender document, the
interpretation of the clauses by Authorized Representative of UPPLC shall be final and binding on all
parties.
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3. COMMUNICATIONS
Wherever Conditions provide for the giving or issuing of approvals, certificates, consents,
determinations, notices, requests and discharges, these communications shall be:
(a) in writing and delivered against receipt; and
(b) Delivered, sent or transmitted to the address for the recipient’s communications as stated in the
Contract.
4. LANGUAGE
The proposal and all correspondence and documents related to the proposal exchanged by the
Proposer and UPPLC should be in English. Supporting documents and printed literature furnished
by the Proposer may be in any language other than English provided they are accompanied by an
accurate translation of the relevant passages in English language. Supporting material, which is not
translated in English, will not be considered for evaluation. For the purpose of evaluation and
interpretation of the proposal, the English language translation shall prevail.
5. PROPOSER’S ROLES AND RESPONSIBILITIES
The Proposer will be responsible for the activities as defined under the Scope of Work section.
In case of any overlap of work of the consultant appointed and the existing R APDRP
consultant, then the work of the existing consultant will be taken as one of the data streams by
the new consultant.
6. TERMS OF PAYMENT
1. UPPLC shall follow the payment schedule as given in the Terms of reference in the RFP.
2. The Service Provider’s request(s) for payment shall be made to UPPLC in writing,
accompanied by an invoice describing, as appropriate, the service provided. The Service
Provider will define the services performed and substantiate with documents the
fulfillment of obligations as stipulated in the Contract.
3. Payments shall be made promptly by UPPLC after submission of the invoice or claim by
the Service Provider and upon verification and certification by the concerned official.
4. Payments shall be made in Indian Rupees/ INR.
5. Prices:
a. Amount payable to the Service Provider as stated in the Contract shall remain
non-negotiable and fixed during the tenure of the Contract.
b. The prices quoted shall not be conditional /optional and it should be in line with the
technology and approach presented during the Approach & Methodology
Presentation by the Service Provider before the Committee and in compliance with
RFP and all corrigenda uploaded on website. The Proposer shall not submit
conditional / optional proposals. Conditional / optional proposals are liable to be out
rightly rejected.
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7. TAXES AND DUTIES
For all services supplied, the Proposer shall be entirely responsible for all taxes, duties,
license fees, etc., incurred until delivery of the contracted products or services to the
Employer. If any rates of Tax are increased or decreased, a new Tax is introduced, an
existing Tax is abolished, or any change in interpretation or application of any Tax occurs in
the course of the performance of Contract, which was or will be assessed on the Proposer or
its employees in connection with performance of the Contract, an adjustment as per the terms
of this RFP shall be applicable and Contract Price shall be made to take into account any
such change in such manner as prescribed herein the RFP. However, for all tools, systems
and others if any being used as enablers for the delivery of contract, all tax liability on such
products/ licenses shall be to Service Providers account.
8. INTELLECTUAL PROPERTY RIGHTS (IPR)
During the Subscription phase, the responsibility to maintain the IPR of any Tool /
Application(s) provided by the selected Proposer would lie with the selected Proposer and
the Proposer will transfer the IPR to UPPLC or its nominated agency during the Transfer
stage, which could be post the subscription period or an extended subscription period.
Following conditions apply:
1. Ownership and Title: Title to the software, any enhancements, point updates and
documentation, including ownership rights to patents, copyrights, trademarks and trade
secrets therein shall be the exclusive property of UPPLC. However Proposer will continue
to own all the IPR in the pre-existing tools, technologies and materials brought to the
project including any enhancement or modification thereto.
2. Confidentiality: The Proposer hereby acknowledges that the minor enhancements, point
updates, and documentation may contain information that may be trade secret and
proprietary to UPPLC. The Proposer hereby agrees not to disclose such information
except to persons and organizations expressly authorized by UPPLC to receive such
information. The Proposer shall not remove or alter any copyright notices or proprietary
legends affixed by UPPLC to such minor enhancements, point updates or documentation.
3. Copies: The Proposer shall make available to UPPLC an additional copy of the minor
enhancements, point updates and documentation for back-up use on the computer.
4. Limitation of Damages: The Proposer shall not be liable for any failure to perform its
services because of circumstances beyond the control of Proposer, where such
circumstances shall include (without limitation) natural disaster, terrorism, labor disputes,
war, declarations of governments, transportation delays, and misuse of the Software by
UPPLC.
5. WARRANTY/ INDEMNITY:
The Proposer hereby represents and warrants that (i) the Services/Products as supplied,
installed, tested and accepted; (ii) use of the Services/Products in accordance with the
Contract; and (iii) copying of the Software and Documentation provided to the Employer
in accordance with the Contract do not and will not infringe any Intellectual Property
Rights Rights registered in India held by any third party and that it has all necessary rights
or at its sole expense shall have secured in writing all transfers of rights and other
consents necessary to make the assignments, licenses, and other transfers of Intellectual
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Property Rights and the warranties set forth in the Contract, and for the Employer to own
or exercise all Intellectual Property Rights as provided in the Contract. Without limitation,
the Proposer shall secure all necessary written agreements, consents, and transfers of
rights from its employees and other persons or entities whose services are used for
Project execution.
With respect to all third-party products and services purchased by Proposer for UPPLC in
connection with the provision of the Services, Proposer will only pass through or assign to UPPLC
the available rights which Proposer obtains from the manufacturers and/or vendors of such
products and services (including warranty and indemnification rights), all to the extent that such
rights are assignable, but provided always that Proposer shall on a best efforts basis endeavor to
obtain the assignment of such rights for the benefit of UPPLC.
9. SERVICES AND PRODUCT AGREEMENTS
The ownership of all framework, manual, templates, tools and application developed and to
be deployed as part of the project would be in the name of UPPLC and the original copy of
the same shall be deposited by the successful Proposer at the office of UPPLC after
successful implementation of the same. The proposer indemnifies claim to such product and
services and shall not replicate to any other client of his or his associates.
10. CONFIDENTIAL INFORMATION
The Employer/UPPLC (“the Disclosing Party”) and the Proposer/ Proposer (“the Receiving
Party”) shall keep confidential and shall not, without the written consent of the other Party
hereto, divulge to any third Party any documents, data or other information furnished directly
or indirectly by the other Party hereto in connection with the Contract (Confidential
Information), whether such information has been furnished prior to, during or following
termination of the Contract.
The Proposer is deemed to be the Receiving Party of Confidential Information generated by
the Proposer itself in the course of the performance of its obligations under the Contract and
relating to the businesses, finances, Proposers, employees, or other contracts of the
Employer.
The Employer shall not, without the Proposer’s prior written consent, use any Confidential
Information received from the Proposer for any purpose other than the operation and
maintenance of the project. Similarly, the Proposer shall not, without the Employer’s prior
written consent, use any Confidential Information received from the Employer for any purpose
other than those that are required for the performance of the Contract.
11. AUTHORISED REPRESENTATIVES
Employer’s Representative
The Employer/UPPLC shall appoint and notify the Proposer/ Proposer in writing the name of
the Competent Authority /Officer. The Employer may from time to time appoint some other
person as the Competent Authority /Officer in place of the person previously so appointed and
shall give a notice of the name of such other person to the Proposer without delay. No such
appointment shall be made at such a time or in such a manner as to impede the progress of
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work on the Facilities. Such appointment shall only take effect upon receipt of such notice by
the Proposer.
The Competent Authority /Officer shall represent and act for the Employer at all times during
the performance of the Contract. All notices, instructions, orders, certificates, approvals and
all other communications under the Contract shall be given by the Competent Authority
/Officer, except as herein otherwise provided.
All notices, instructions, information and other communications given by the Proposer to the
Employer under the Contract shall be given to the Competent Authority /Officer, except as
herein otherwise provided.
Proposer’s Representative
If the Proposer’s Representative is not named, the Proposer shall appoint the Proposer’s
Representative and shall request the Employer in writing to approve the person so appointed.
The request must be accompanied by detailed curriculum vitae for the nominee, as well as
description of any other responsibilities the nominee would retain while performing the duties
of the Proposer’s Representative. If the Employer does not object to the appointment, the
Proposer’s Representative shall be deemed to have been approved. If the Employer objects
to the appointment giving the reason therefore, then the Proposer shall appoint a replacement
of such objection.
12. Objections and Removals
The Employer may by notice to the Proposer object to any representative or person employed
by the Proposer in the execution of the Contract who, in the reasonable opinion of the
Employer, may have behaved inappropriately, be incompetent, or be negligent. The Employer
shall provide evidence of the same, whereupon the Proposer shall remove such person from
work.
13. PROJECT PLANNING AND PERFORMANCE
The agreed and finalized Project Plan will be prepared by the Proposer and approved by the
Employer/ UPPLC. If required, the impact on the Implementation Schedule of modifications
agreed during finalization of the agreed and finalized Project Plan shall be incorporated in the
Contract by amendment.
Proposer shall undertake to supply, install, test, and commission the Services in accordance
with the agreed and finalized Project Plan.
The progress report and other reports shall be prepared by the Proposer and submitted to
the Employer in the format and frequency specified.
If at any time the Proposer’s actual progress falls behind the project schedule described in
the agreed and finalized Project Plan, or it becomes apparent that it will so fall behind, the
Proposer shall, at the request of the Employer’s Competent Authority /Officer, prepare and
submit to the Competent Authority /Officer, a revised project schedule, taking into account the
prevailing circumstances, and shall notify the Competent Authority /Officer of the steps being
taken to expedite progress so as to attain completion of the facilities within the stated time for
completion.
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UPPLC, as per rules, through its officials can undertake audit of the information provided by
the vendor at any point of time. The vendor must provide support and access to the data and
its offices meant for the project. In case of any dispute, UPPLC’s decision will be final and
binding on the vendor.
In case UPPLC through audit or otherwise finds that the vendor has purposefully committed
any irregularity, UPPLC has the right to terminate the contract with immediate effect.
14. SUBCONTRACTING (AREAS THAT CAN BE SUBCONTRACTED, EXTENT ETC)
In case required, the Proposer shall seek permission and submit the list of sub- Proposers to
the Employer for its prior approval in writing. Such approval by the Employer of a sub-
Proposer(s) shall not relieve the Proposer from any of its obligations, duties, or
responsibilities under the Contract.
15. TRANSPORT AND DELIVERY
Delivery Schedule will require the explicit written consent of the Employer. The Proposer
shall bear responsibility for deliveries and cost of transport to the Project Sites. Unless
otherwise specified, the Proposer shall be free to use transportation through carriers
registered in the Country.
16. PRODUCT UPGRADES
At any point during performance of the Contract, should technological advances be
introduced by the Proposer for the IT Services originally offered by the Proposer in its
proposal and still to be delivered, the Proposer shall be obligated to offer to the Employer
the latest versions of the available information technologies having equal or better
performance or functionality at the same or lesser unit prices.
17. INSPECTION AND TESTING
UPPLC and/or its representative reserve the right of inspection of processes being followed
by the Proposer anytime during the period of the contract. UPPLC reserves the right to
inspect, test and, wherever necessary, reject the monitoring framework, templates, or manual
or program management processes. This shall in no way be limited or waived by reason of
having previously been inspected and passed by UPPLC or its representative prior to the Pilot
implementation.
18. OPERATIONAL FRAMEWORK ACCEPTANCE
Implementation of the Operational Framework shall be commenced by the Proposer
immediately after intimation of acceptance is issued by the Employer’s Representative.
The Employer shall supply the operating and technical personnel and all materials and
information reasonably required to enable the Proposer to carry out its obligations with
respect to implementation of the monitoring operational framework.
The Operational Acceptance Tests shall be the primary responsibility of the Employer, but
shall be conducted with the full cooperation of the Proposer during Commissioning of the IT
Application to ascertain whether they conform to the requirements and meets the standard of
performance quoted in the Proposer’s proposal, including, but not restricted to, the functional
and technical performance requirements.
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If, for reason attributable to the Employer, the Operational Acceptance Test of the IT
Application cannot be successfully completed within the period specified, from the date of
Installation or any other period agreed upon in writing by the Employer and the Proposer, the
Proposer shall be deemed to have fulfilled its obligations with respect to the technical and
functional aspects.
If the IT Application fails to pass the Operational Acceptance Test(s) then either:
the Employer may consider terminating the Contract, or
If the failure to achieve Operational Acceptance within the specified time period is a
result of the failure of the Employer to fulfill its obligations under the Contract, then
the Proposer shall be deemed to have fulfilled its obligations with respect to the
relevant technical and functional aspects of the Contract.
19. COMPLETION TIME GUARANTEE
The Proposer guarantees that it shall complete the project within the time period specified in
the Implementation Schedule and/or Agreed and Finalized Project Plan or within such
extended time to which the Proposer shall be entitled to.
20. DEFECT LIABILITY
The Proposer warrants that all Services/Products to be delivered under this contract:
shall be free from defects in the design and workmanship;
are newly manufactured, unused, and incorporate all recent material
improvements in design; and
complies with or exceeds the Technical Specifications
Commercial warranty provisions of products supplied under the Contract shall
apply to the extent that they do not conflict with the provisions of this Contract.
In addition, the Proposer warrants that:
The Warranty Period shall commence from the date of Operational Acceptance of the IT
Services. If during the Warranty Period any defect should be found in the design,
documentation, and workmanship of the Services provided by the Proposer, the Proposer
shall promptly, in consultation and agreement with the Employer regarding appropriate
remedying of the defects, and at its sole cost, repair, replace, or otherwise make good (as the
Proposer shall, at its discretion, determine) such defect as well as any damage to the
Products and/or Services caused by such defect.
21. FUNCTIONAL GUARANTEES
The Proposer guarantees that during the Operational Acceptance, the IT Services shall attain
the Functional Guarantees, subject to and upon the conditions therein specified.
If, for reasons attributable to the Proposer, the minimum level of the Functional Guarantees
is not met either in whole or in part, the Proposer shall at its own cost and expense make
such changes, modifications and/or additions to the Services or any part thereof as may be
necessary to meet at least the minimum level of such Guarantees. The Proposer shall notify
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the Employer upon completion of the necessary changes, modifications and/or additions, and
shall request the Employer to repeat the Operational Acceptance Test until the minimum level
of the Guarantees has been met. If the Proposer eventually fails to meet the minimum level
of Functional Guarantees, the Employer may consider termination of the Contract.
22. LIMITATION OF LIABILITY
Except in cases of criminal negligence or willful misconduct attributable to the Proposer:
neither Party shall be liable to the other Party, whether in contract, tort, or otherwise, for
any indirect or consequential loss or damage, loss of use, loss of production, or loss of
profits or interest costs, which may be suffered by the other Party in connection with the
Contract and
The aggregate liability of the Proposer to the Employer, whether under the Contract, in
tort or otherwise, shall not exceed the annual contract price, provided that this limitation
shall not apply to any obligation of the Proposer to indemnify the Employer with respect
to patent infringement set out in section 5 above.
23. CRIMINAL CHARGES AND CONVICTION
The Proposer warrants that it has disclosed and will continue to disclose during the term of
this Contract full details of all criminal convictions and all pending criminal charges against it
or any of its personnel and associates that would reasonably be expected to adversely affect
the Proposer or the Proposer’s capacity to fulfill its obligations under this contract.
24. CARE OF IT PRODUCTS AND/OR SERVICES
The Proposer shall be responsible for the care and custody of the IT Products and/or
Services or any part thereof until the date of completion of the Project, where the contract
provides for completion of the in parts, until the date of completion of the relevant part, and
shall make good at its own cost any loss or damage that may occur to the IT Products and/or
Services or the relevant part thereof from any cause whatsoever during such period.
25. LOSS OF OR DAMAGE TO PROPERTY; ACCIDENT OR INJURY TO WORKERS
The Proposer shall abide by the job safety, insurance, customs, and immigration measures
prevalent and laws in force in the India. The Proposer shall indemnify and hold the Employer
and its employees and officers harmless from and against any and all suits, actions or
administrative proceedings, claims, demands, losses, damages, costs, and expenses of
whatsoever nature, including attorney’s fees and expenses, in respect of the death or injury of
any person or loss of or damage to any property by reason of the negligence of the Proposer
or its employees, officers or agents.
26. INSURANCE
The Proposer shall maintain standard forms of comprehensive insurance including liability
insurance, system and facility insurance and any other insurance for the personnel, assets,
data, software, etc. and submit the list of all the insured items to UPPLC prior to the start of
operations.
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27. FORCE MAJEURE
Neither Party to this Agreement or to the SLA shall be liable to the other for any loss or
damage which may be suffered by the other due (directly) to the extent and for the duration of
any cause beyond the reasonable control of the Party unable to perform (“Force Majeure”)
events such as but not limited to acts of God not confined to the premises of the Party
claiming the Force Majeure, flood, drought, lightning or fire, earthquakes, strike, lock-outs
beyond its control, labor disturbance not caused at the instance of the Party claiming Force
Majeure, acts of government or other competent authority, war, terrorist activities, military
operations, riots, epidemics, civil commotions etc. No failure, delay or other default of any
Proposer to either Party shall entitle such Party to claim Force Majeure.
The Party seeking to rely on Force Majeure shall promptly, within 2 days, notify the other
Party of the occurrence of a Force Majeure event as a condition precedent to the availability
of this defense with particulars detail in writing to the other Party and shall demonstrate that it
has and is taking all reasonable measures to mitigate the events of Force Majeure.
In the event the Force Majeure substantially prevents, hinders or delays the Proposer’s
performance of Services necessary for the operation of Project’s critical business functions for
a period in excess of 5 days, UPPLC may declare that an emergency exists. UPPLC will
issue a notice to the Proposer to resume normal services at all affected sites and for all
operations within a period of 7 days. In the event that the Proposer is not able to resume
services within the next 7 days, UPPLC may terminate the Agreement and/or obtain
substitute performance from an alternate Proposer. However, the event of Force Majeure is
to be reviewed under two categories i.e. prior to commencement of operations and post
commencement of operations respectively.
Prior to commencement of operations: If the event of Force Majeure occurs prior to
commencement of operations and continues for a period in excess of 10 days, then UPPLC
will grant a period of 7 days to the Proposer to resume normal activities under this
Agreement. In case the default continues, then UPPLC may discuss the issue with the
Proposer and revise the existing timelines for the Project. If the Proposer does not complete
the Project Implementation in accordance with the revised timeless, UPPLC will have the
option to terminate this Agreement.
Post commencement of operations: If Force Majeure occurs post commencement of
operations and continues for a period in excess of five days, then UPPLC will grant a period
of 7 days to the Proposer to resume normal services under this Agreement. In case the
default continues, UPPLC may grant an extension of time to the Proposer for rectifying the
situation. However, UPPLC will deduct for each day of the extension period a percentage
proportionate to the number of days and the affected areas/s from the next payable amount
as per Payment Schedule. If there is any further delay despite the extended period, UPPLC
will have the option to terminate the Agreement.
Notwithstanding the terms of this section, the failure on the part of the Proposer under the
SLA to implement any disaster contingency planning and back-up and other data safeguards
in accordance with the terms of the SLA against natural disaster, fire, sabotage or other
similar occurrence shall not be an event of Force Majeure.
28. CHANGE IN LAWS AND REGULATIONS
If after the date of proposal submission, any law, regulation, ordinance, order or by-law
having the force of law is enacted, promulgated, abrogated or changed which shall be
deemed to include any change in interpretation or application by the competent authorities,
that subsequently affects the costs and expenses of the Proposer and/or the Time for
Completion, the Contract Price shall be correspondingly increased or decreased, and/or the
Time for Completion shall be reasonably adjusted to the extent that the Proposer has
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thereby been affected in the performance of any of its obligations under the Contract.
29. COMPLIANCE WITH LAWS
The Proposer shall undertake to observe, adhere to, comply with and notify UPPLC about all
laws in force or as are made applicable in future, pertaining to or applicable to the Proposer to
their business as IT and consultancy service provider, their employees or their obligations
towards employees and all purposes of this tender
The Proposer shall promptly and timely obtain all such consents, permissions, approvals,
licenses, etc, as may be necessary or required for any of the purposes of this project or for
the conduct of their own business as IT and consultancy service provider under any
applicable Law, Government Regulation/Guidelines and shall keep the same valid and in
force during the term of the project
The Proposer agrees that the Proposer shall not be entitled to assign / sub lease any or all
of its rights and or obligations under this tender and subsequent Agreement to any entity
including Proposer’s affiliate without the prior written consent of UPPLC.
30. EXTENSION OF TIME FOR COMPLETION
The Time(s) for Completion shall be extended if the Proposer is delayed or impeded in the
performance of any of its obligations under the Contract by reason of any of the following:
any occurrence of Force Majeure or unforeseen conditions
any changes in laws and regulations
any default or breach of the Contract by the Employer, or any activity, act or omission of the
Employer, or the Nodal Officer, or any other Proposers employed by the Employer; or
Any other matter specifically mentioned in the Contract by such period as shall be fair and
reasonable in all the circumstances and as shall fairly reflect the delay or impediment
sustained by the Proposer.
31. SUSPENSION
No order of suspension or termination of implementing Proposer would be issued by UPPLC
except after conducting an enquiry by an officer of UPPLC, authorized in this regard.
The grounds for suspension / termination of implementing Proposer may include inter alia
Contravention of the conditions/clauses as would be specified in the Contract/Letter of
Appointment.
Inability to perform the duties and requirements as would be specified in the contract.
32. TERMINATION FOR PROPOSER’S DEFAULT
The Employer, without prejudice to any other rights or remedies it may possess, may terminate
the Contract forthwith in the following circumstances by giving a notice of termination and its
reasons therefore to the Proposer:
if the Proposer becomes bankrupt or insolvent, has a receiving order issued against it,
compounds with its creditors, or, if the Proposer is a corporation, a resolution is passed or
order is made for its winding up, (other than a voluntary liquidation for the purposes of
amalgamation or reconstruction), a receiver is appointed over any part of its undertaking or
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assets, or if the Proposer takes or suffers any other analogous action in consequence of
debt;
if the Proposer, in the judgment of the Employer has engaged in corrupt, fraudulent,
coercive or collusive practices in competing for or in executing the Contract, including but
not limited to willful misrepresentation of facts concerning ownership of Intellectual Property
Rights in, or proper authorization and/or licenses from the owner to offer the hardware,
software, or materials provided under the Contract.
If the Proposer:
has abandoned or repudiated the Contract;
has without valid reason failed to commence work on the project promptly;
persistently fails to execute the Contract in accordance with the Contract or
persistently neglects to carry out its obligations under the Contract without just
cause;
refuses or is unable to provide sufficient Documentation, Services, or labor to
execute and complete the project in the manner specified in the agreed and
finalized Project Plan then the Employer may, without prejudice to any other
rights it may possess under the Contract, give a notice to the Proposer stating
the nature of the default and requiring the Proposer to remedy the same. If the
Proposer fails to remedy or to take steps to remedy the same within fourteen (14)
days of its receipt of such notice, then the Employer may terminate the Contract
forthwith by giving a notice of termination to the Proposer.
Upon receipt of the notice of termination, the Proposer shall, either immediately or upon
such
Date as is specified in the notice of termination,
cease all further work, except for such work as the Employer may specify in the notice of
termination for the sole purpose of protecting that part of the project already executed, or
any
work required to leave the Site in a clean and safe condition;
deliver to the Employer the part of the project executed by the Proposer up to the date of
termination;
to the extent legally possible, assign to the Employer all rights, title and benefit of the
Proposer to the Project as of the date of termination, and, as may be required by the
Employer
Deliver to the Employer all drawings, specifications, and other documents prepared by the
Proposer as of the date of termination in connection with the Project.
33. DISPUTES AND ARBITRATION
Arbitration
Any controversy or claim arising out of Proposer may, upon giving thirty (30) days written notice to UPPCL identifying specifically the basis for such notice, terminate the Agreement for breach of a material term or condition of the applicable unless after receiving the notice UPPCL cures such breach within the thirty (30) day period. Upon termination under this Section, UPPCL shall pay Proposer for all Services rendered, including a pro rata portion for Deliverables in progress, and expenses incurred by Proposer prior to the date of termination. or relating to this project and the services to be rendered by Proposer under or pursuant to
this project Agreement, the interpretation hereof, or its breach shall, if not resolved by
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mutual discussions between the parties, be settled by binding arbitration in accordance with
the Arbitration and Conciliation Act, 1996. Arbitration shall be conducted in New Delhi in
English language.
JURISDICTION
All disputes and controversies between UPPCL and Proposer shall be subject to the
exclusive jurisdiction of the Courts at New Delhi the parties agree to submit themselves to
the jurisdiction of such court. This Project agreement shall be governed by the laws of India.
34. REPRESENTATIONS AND WARRANTIES
a) The Proposer warrants that they have obtained all necessary corporate approvals to enter
into an Agreement and that no consent, approval, or RFP Document for Skill Development
Management System for UPPCL, no withholding of objection is required from any
governmental authority with respect to the entering into or the performance of this project.
b) The Proposer further warrants that they are under no obligation or restriction, nor shall they
assume any such obligation or restriction, that would in any way interfere or conflict with, or
that would present a conflict of interest concerning, any obligations under this project .
c) Proposer warrants that it shall perform the Services in a professional and workmanlike
manner and materially in accordance with the applicable specifications in the RFP.
d) The Proposer represents that it is duly incorporated, validly existing and in good standing
under as per the laws of the state in which such Party is incorporated.
e) The Proposer represents that it has the corporate power and authority to enter into
Agreements and perform its obligations there under. The execution, delivery and performance
of terms and conditions under Agreements by such Party and the performance of its
obligations there under are duly authorized and approved by all necessary action and no
other action on the part of such Party is necessary to authorize the execution, delivery and
performance under an Agreement.
f) The Proposer represents that the submission of responses to the RFP execution, delivery
and performance under an Agreement entered in case the Proposer is selected:
Will not violate or contravene any provision of its documents of incorporation;
Will not violate or contravene any law, statute, rule, regulation, licensing
requirement, order, writ, injunction or decree of any court, governmental
instrumentality or other regulatory, governmental or public body, agency or
authority by which it is bound or by which any of its properties or assets are
bound;
Except to the extent that the same have been duly and properly completed or
obtained, will not require any filing with, or permit, consent or approval of or
license from, or the giving of any notice to, any court, governmental
instrumentality or other regulatory, governmental or public body, agency or
authority, joint venture party, or any other entity or person whatsoever;
To the best of its knowledge, after reasonable investigation, no representation or
warranty by such Party in this Agreement, and no document furnished or to be
furnished to the other Party to this Agreement, or in connection herewith or with
the transactions contemplated hereby, contains or will contain any untrue or
misleading statement or omits or will omit any fact necessary to make the
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statements contained herein or therein, in light of the circumstances under which
made, not misleading. There have been no events or transactions, or facts or
information which has come to, or upon reasonable diligence, should have come
to the attention of such Party and which have not been disclosed herein or in a
schedule hereto, having a direct impact on the transactions contemplated
hereunder.
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30. Appendix I: Pre-Qualification & Technical Bid Templates The bidders are expected to respond to the RFP using the forms given in this section and all
documents supporting Pre-Qualification / Technical Evaluation Criteria.
Pre-Qualification Bid & Technical Proposal shall comprise of following forms :
Forms to be used in Pre-Qualification Proposal
Form 1: Compliance Sheet for Pre-qualification Proposal
Form 2: Particulars of the Bidders
Form 3: Bank Guarantee for Earnest Money Deposit (EMD)
Forms to be used in Technical Proposal
Form 4: Letter of Proposal
Form 5: Proposed Approach & Methodology
Form 6: Proposed Work Schedule & Project Plan
Form 7: Deviations
Form 8: Team Composition and their Availability
Form 9: Curriculum Vitae (CV) of Key Personnel
Form 10: Deployment of Personnel
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Form 1: Compliance Sheet for Pre-qualification Proposal
(The pre-qualification proposal should comprise of the following basic requirements. The documents
mentioned in this compliance sheet along with this form, needs to be a part of the Pre-Qualification
proposal)
Table A
Qualification Criteria - Prime Bidder
S. No. Performance Variable Minimum Qualifying
Requirements
Documents to
be Provided
Response
(Y/N)
1 General
The Bidder / each of the
partners should be registered
under the Companies Act,
1956, should have registered
offices in India and should be
in existence for at least the
last 5 years, as on 31st
March 2013, in the areas of
Software Development,
Implementation, Consultancy,
Training, and Support
Services.
Copy of
Certificate of
Incorporation
issued by
Registrar of
Companies
2 Company Profile
The bidder should have a
turnover of at least INR 500
Crore (in case the bidder is a
subsidiary, then the turnover
of the parent company also
can be considered) for each
of the last three financial
years and should also have a
positive net worth in each of
these 3 years
Company
balance sheet /
Self-
Certification/CA
Certificate
3 OEM Implementation
Partner Status
The Bidder should submit
valid certificate from all
service providers / OEMs
(whose products are being
quoted as part of the
solution).
Certification
(MAF) from
Service
Providers /
OEMs should
be provided
4 OEM Technology-
Globally
The proposed technology
should be in the leader’s
quadrant for gartner and
should have been
implemented in atleast 5
organization of a similar
nature.
Client
certification on
client letter
head.
5 SI Implementation
Experience - Globally
The bidder should have
implemented at least three
end-to-end implementations
Self-certification
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Qualification Criteria - Prime Bidder
S. No. Performance Variable Minimum Qualifying
Requirements
Documents to
be Provided
Response
(Y/N)
as a System Integrator in any
company with multi-location
operations.
The in-progress projects
should have reached the
steady state of operations as
on the date of submission of
bids.
Out of the above 3 projects,
one project should be
mandatorily from the Power
Segment. The realized value
of any one project out of 3
should be rupees 10 crores
or higher in total contract
value and should be
completed as on bid
submission date.
The experience for
Government / Non-
Government (in India) /
International project will be
considered All the project
experience should be
demonstrated in the last 5
years period from the date of
publishing of the RFP.
Note:
1. The work order for the
projects should be signed
prior to date of submission of
bid
2. IT Projects relates to
projects involving IT
Application including
development, configuration,
customization & integration of
IT applications.
6
The bidder should have at
least 1000 resources trained
in data management,
business intelligence and
predictive analytics.
Self-
Certification
from Authorized
Signatory
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Qualification Criteria - Prime Bidder
S. No. Performance Variable Minimum Qualifying
Requirements
Documents to
be Provided
Response
(Y/N)
7
The Bidder/ Partner‟s
shall not be under a
declaration of ineligibility
/ banned / blacklisted for
any statutory and/or
performance reasons,
by any Government
entity in India as on last
date of submission of
the Bid
Affidavit by
authorized
signatory of the
Bidder / Lead
Bidder on
behalf of all
partners
8
The Bidder in case of
should not have
violated/ infringement of
any Indian or Foreign
trademark, patent,
registered design or
other IPR
Affidavit from
authorized
signatory of the
Bidder / Lead
Bidder on
behalf of all
partners
9 Quality Certification Should have SEI CMMi Level
5.
Copy of valid
certificates at
the time of bid
submission
Notes: Instructions for filling up the qualification criteria:
1. All financial data should be as per latest financial year unless explicitly mentioned, accompanied
by the Balance Sheet duly certified by a Chartered Accountant practicing in India. If the specific
numbers for any one point are not reflected separately in the balance sheets, then the system
integrator may give a self-certification for that point.
2. All figures should be in currency as per the Balance Sheet. UPPCL shall do the conversion to
Indian Rupees.
3. Documentary evidence to be provided to support the claims.
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Form 2: Particulars of the Bidders
S. No. Information Sought Details to be furnished
A Name and address of the bidding
Company
B
Incorporation status of the firm
(public limited / private limited, etc.)
C Year of Establishment
D Date of registration
E ROC Reference No.
F Details of company registration
G
Details of registration with
appropriate authorities for service tax
H
Name, Address, email, Phone nos.
and Mobile Number of Contact
Person
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Form 3: Bank Guarantee for Earnest Money Deposit (EMD)
<Location, Date>
To,
<Name>
<Designation>
<Address>
<Phone Nos.>
<Fax Nos.>
<email id>
Whereas <<name of the bidder>> (hereinafter called 'the Bidder') has submitted the bid for
Submission of RFP # <<RFP Number>> dated <<insert date>> for <<name of the assignment>>
(hereinafter called "the Bid") to <UPPCL>
Know all Men by these presents that we << >> having our office at <<Address>> (hereinafter called
"the Bank") are bound unto the <UPPCL> (hereinafter called "the Purchaser") in the sum of Rs.
<<Amount in figures>> (Rupees <<Amount in words>> only) for which payment well and truly to be
made to the said Purchaser, the Bank binds itself, its successors and assigns by these presents.
Sealed with the Common Seal of the said Bank this <<insert date>>
The conditions of this obligation are:
1. If the Bidder having its bid withdrawn during the period of bid validity specified by the Bidder on
the Bid Form; or
2. If the Bidder, having been notified of the acceptance of its bid by the Purchaser during the period
of validity of bid
a. Withdraws his participation from the bid during the period of validity of bid document; or
b. Fails or refuses to participate for failure to respond in the subsequent Tender process after
having been short listed;
We undertake to pay to the Purchaser up to the above amount upon receipt of its first written demand,
without the Purchaser having to substantiate its demand, provided that in its demand the Purchaser
will note that the amount claimed by it is due to it owing to the occurrence of one or both of the two
conditions, specifying the occurred condition or conditions.
This guarantee will remain in force up to <<insert date>> and including <<extra time over and above
mandated in the RFP>> from the last date of submission and any demand in respect thereof should
reach the Bank not later than the above date.
NOTHWITHSTANDING ANYTHING CONTAINED HEREIN:
I. Our liability under this Bank Guarantee shall not exceed Rs. <<Amount in figures>> (Rupees
<<Amount in words>> only)
II. This Bank Guarantee shall be valid upto <<insert date>>)
III. It is condition of our liability for payment of the guaranteed amount or any part thereof arising
under this Bank Guarantee that we receive a valid written claim or demand for payment under
this Bank Guarantee on or before <<insert date>>) failing which our liability under the
guarantee will automatically cease.
(Authorized Signatory of the Bank)
Seal:
Date:
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Form 4: Letter of Proposal
<Location, Date>
To:
<Name>
<Designation>
<Address>
<Phone Nos.>
<Fax Nos.>
<email id>
Subject: Submission of the Technical bid for <provide name of the consulting assignment>
Dear Sir/Madam,
We, the undersigned, offer to provide Consultancy Services to the UPPCL on <provide name of the
consulting engagement> with your Request for Proposal dated <insert date> and our Proposal. We
are hereby submitting our Proposal, which includes this Technical bid and the Financial bid sealed in
a separate envelope.
We hereby declare that all the information and statements made in this Technical bid are true and
accept that any misinterpretation contained in it may lead to our disqualification.
We undertake, if our Proposal is accepted, to initiate the consulting services related to the assignment
not later than the date indicated in Fact Sheet.
We agree to abide by all the terms and conditions of the RFP document. We would hold the terms of
our bid valid for <90> days as stipulated in the RFP document.
We understand you are not bound to accept any Proposal you receive.
Yours sincerely,
Authorized Signature (In full and initials):
Name and Title of Signatory:
Name of Firm:
Address:
Location: _____________________________________Date: ________________________
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Form 5: Proposed Approach & Methodology
Technical approach, methodology and work plan are key components of the Technical Proposal. You
are suggested to present Approach and Methodology divided into the following sections:
a) Understanding of the project
b) Potential initiatives given the priorities
c) Technical Approach and Methodology
Technical Approach and Methodology
You should explain your understanding of the objectives of the assignment, approach to the services,
methodology for carrying out the activities and obtaining the expected output, and the degree of detail
of such output.
You should highlight the problems being addressed and their importance, and explain the technical
approach you would adopt to address them. You should also explain the methodologies you propose
to adopt and highlight the compatibility of those methodologies with the proposed approach.
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Form 6: Proposed Work Schedule & Project Plan
In this section you should propose the main activities of the assignment, their content and duration,
phasing and interrelations, milestones (including interim approvals by the Purchaser), and delivery
dates of the reports.
The proposed work plan should be consistent with the technical approach and methodology, showing
understanding of the TOR and ability to translate them into a feasible working plan. A list of the final
documents, including reports to be delivered as final output, should be included here.
The above should be substantiated with the project plan, as per the following template. The project
plan should be consistent with the Work Schedule.
1. Indicate all main activities of the assignment, including delivery of reports (e.g.: inception,
interim, and final reports), and other benchmarks such as Purchaser approvals. For phased
assignments indicate activities, delivery of reports, and benchmarks separately for each phase.
2. Duration of activities shall be indicated in the form of a bar chart.
3. All activities should meet the 8/80 criteria i.e. should at least take 8 hours and a maximum of 80
hours.
N°
Activities &
Deliverables
Months
1 2 3 4 5 6 7 8 9 ..
..
.
N TOTAL
D-1
D-2
n
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Form 7: COMMENTS AND SUGGESTIONS ON THE TERMS OF REFERENCE, COUNTERPART
STAFF, AND FACILITIES TO BE PROVIDED BY THE UPPCL
comments and suggestions on the Terms of Reference that could improve the quality/effectiveness
of the assignment; and on requirements for counterpart staff and facilities, which are provided by
the UPPCL, including: administrative support, office space, local transportation, equipment, data, etc.
A - On the Terms of Reference
{improvements to the Terms of Reference, if any}
B - On Counterpart Staff and Facilities
{comments on counterpart staff and facilities to be provided by the UPPCL. For example,
administrative support, office space, local transportation, equipment, data, background reports, etc., if
any}
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Form 8: Team Composition and their Availability
Organization and Staffing. In this chapter you should propose the structure and composition of your
team. You should list the main disciplines of the assignment, the key expert responsible, and
proposed technical staff.
Form 8.1: Team composition and Key Tasks
Name of Staff
with Qualification
and Experience
Area of Expertise
Position Assigned
Task Assigned
Time
Committed for
the
Engagement
Form 8.2: Information on Team Involvement in other Engagements
Name of Staff with
Qualification and
Experience
Current Assignments
where the Resource
CV had been
presented in the
proposal
End Date of the
Assignment (as
estimated on the date
of submission of this
bid)
% Time
Commitment
Name of the resource
(Any information withheld / misrepresented, would establish the UPPCL would establish the veracity
and if found true may lead to rejection of the bid OR cancellation of the contract)
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Form 9: Curriculum Vitae (CV) of Key Personnel
1. Proposed Position [only one candidate shall be nominated for each position Expert]:
2. Name of Firm [Insert name of firm proposing the staff]:
3. Name of Staff [Insert full name]:
4. Date of Birth: Nationality:
5. Education [Indicate college/university and other specialized education of staff member,
giving names of institutions, degrees obtained, and dates of obtainment]:
6. Total No. of years of experience:
7. Total No. of years with the firm:
8. Areas of expertise and no. of years of experience in this area (as required for the
Profile - mandatory):
9. Certifications and Trainings attended:
10. Details of Involvement in Projects (only if involved in the same):
11. Languages [For each language indicate proficiency: good, fair, or poor in speaking, reading,
and writing]:
12. Membership of Professional Associations:
13. Employment Record [Starting with present position and last 2 firms, list in reverse order,
giving for each employment (see format here below): dates of employment, name of
employing organization, positions held.]:
From (Year): To (Year):
Purchaser:
Positions held:
14. Detailed Tasks Assigned
[List all tasks to be performed under this
assignment]
15. Relevant Work Undertaken that Best
Illustrates the experience as required for the
Role (provide maximum of 6 citations of 10
lines each)
(Among the assignments in which the staff has
been involved, indicate the following information
for those assignments that best illustrate staff
capability to handle the tasks listed under point
14 and as required for the role as listed in ‘List of
the key professional positions whose CV and
experience would be evaluated’)
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Name of assignment or project:
Year:
Location:
Purchaser:
Main project features:
Positions held:
Value of Project (approximate value or range
value): ____
Activities performed:
16. Certification:
I, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes
myself, my qualifications, and my experience. I understand that any wilful misstatement described
herein may lead to my disqualification or dismissal, from the assignment if engaged.
Date:
(Signature of staff member or authorized representative of the staff) Day/Month/Year
Full name of Authorized Representative:
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Form 10: Deployment of Personnel
S.
No.
Name
of Staff
Deliverables
involved
Staff
input in
Months
(in the
form of
a Bar
chart)
Staff input in Months (in the form of a bar
chart)
Total
Staff
man-
Months
Proposed
1 2 3 4 5 6 n Total
1. Professional Staff the input should be indicated individually; for Support Staff it should be
indicated by category
2. Months are counted from the start of the assignment.
Full Time input
Part Time input
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31. Appendix II : Commercial Proposal Templates The bidders are expected to respond to the RFP using the forms given in this section for Commercial
Proposal.
Form 1: Covering Letter
Form 2: Commercial Bid Template
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Form 1: Covering Letter
<Location, Date>
To:
<Name>
<Designation>
<Address>
<Phone Nos.>, <Fax Nos.>
<email id>
Subject: Submission of the Financial bid for <provide name of the consulting assignment>
Dear Sir/Madam,
We, the undersigned, offer to provide the consulting services for <<Title of consulting services>> in
accordance with your Request for Proposal dated [Date] and our Proposal - Technical and Financial
Proposals. Our attached Financial Proposal is for the sum of <<Amount in words and figures>>. This
amount is inclusive of OPEs, Miscellaneous expenses & Service taxes.
I understand that the payment would be made on the basis of actual Service tax rate prevalent during
the time of payment.
Our Financial Proposal shall be binding upon us subject to the modifications resulting from Contract
negotiations, up to expiration of the validity period of the Proposal, i.e., <<Date>>
We understand you are not bound to accept any Proposal you receive.
Yours sincerely,
Authorized Signature:
Name and Title of Signatory:
Name of Firm:
Address:
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Form 2: Commercial Bid Template
The price bid needs to be submitted in the format given below.
(i) Track A1: Structural Gap Analysis of RAPDRP system
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A1, (section 25 (i)) Structural Gap Analysis of RAPDRP system
(ii) Track A2 : Operational gap analysis and establishment of monitoring and support
system for A T & C loss reduction
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A2, (section 25 (ii)) doing Operational gap analysis and establishment of monitoring and support system for A T & C loss reduction
Rate card for deployment of Loss Reduction Team and Domain Consultants for a period of 3 years
Sr
No
Role Number of personnel
Rate per month
Total Price
Tax Price with Tax
1 Program Manager 1
2 Project Manager 4
3 Team Leaders to work at zone level
21
4 Circle Field Executives 91
5 Domain Consultant GIS and Network Analysis
1
6 Domain Consultant Project Management
1
7 Domain Consultant IT infrastructure and Data Center Management
1
8 Domain Consultant Database Administrator-Oralce
1
9 Domain Consultant Networking and IT Security
1
10 Domain Consultant – Applications, Service
1
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oriented architecture (SOA) and Cloud Computing
11 Domain Consultant MDAS and AMI
1
(iii) Part A3: Designing solution for optimizing performance of Distribution Divisions in
RAPDRP and Non-RAPDRP areas with respect to parameters outlined in Financial
Restructuring Plan (FRP).
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for, Track A3, (section 25 (iii)) Designing solution for optimizing performance of Distribution Divisions in RAPDRP and Non-RAPDRP areas with respect to parameters outlined in Financial Restructuring Plan (FRP)
Sr
No
Milestone Total Fees without taxes
Tax Total Price with taxes
Price in words
1
The consultant needs to give a
monthly ongoing rate for a
period of 3 years for the
following activities.
Review of the vendor drawings
including Quality Assurance
Plans, Project Plan, and
Methodology for
Implementation, resource
deployment schedules, test
certificates, inspection plans,
site supervision, inspections
etc. The Consultant shall carry
out all project monitoring
activities such as finalization of
Project Plan and measurement
of physical and financial
progress against the Project
Plan through regular reviews at
various levels and prepare
regular progress reports. The
Consultant shall also hand hold
during execution of the project.
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(iv) Part A4: Preparing Strategic Roadmap for creating advance metering infrastructure in
suitable areas
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track A4, (section 25(iv)) Preparing Strategic Roadmap for creating advance metering infrastructure in suitable areas
Sr
No
Milestone Total Fees without taxes
Tax Total Price with taxes
Price in words
1 The consultant needs to give a
monthly ongoing rate for a
period of 3 years for the
following activities.
Supervision of awarded
contracts on behalf of UPPCL
which will include among other
contract management
activities, review of the vendor
drawings including Quality
Assurance Plans, Project Plan,
and Methodology for
Implementation, resource
deployment schedules, test
certificates, inspection plans,
site supervision, inspections
etc. The Consultant shall carry
out all project monitoring
activities such as finalization of
Project Plan and measurement
of physical and financial
progress against the Project
Plan through regular reviews at
various levels and prepare
regular progress reports. The
Consultant shall also hand hold
during execution of the project.
(v) Track B1.a.: Implementation of Decision support system for load forecasting.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track
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B1.a (Section 25 (v)) Implementation of Decision support system for load forecasting
(vi) Track B1.b: Implementation of Decision support system for Power Portfolio
Optimisation.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.b, (section 25 (vi)) Implementation of Decision support system for Power Portfolio Optimisation
(vii) Track B1.c: Implementation of Decision support system for Loss /theft /leakage metrics
system.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (vii)) Implementation of Decision support system for Loss /theft /leakage metrics system.
(viii) Part B2.Recommendation and Implementation of a comprehensive Project
Management System
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (viii)) Recommendation of a comprehensive Project Management System..
(ix) Track B3: Implementation of Outage Management System.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (ix)) Implementation of Outage Management
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System.
(x) Track C: Establishment of Power Resource Center.
Sr No Particulars Total Fees without taxes
Tax Total Price with taxes
Price in words
1 Total Fees for Track B1.c, (section 25 (x))
Establishment of Power Resource Center
(xi) Rate card for PRC. The payment for rate card will be on a monthly basis for a period of 3
years. A suggested format is given below.
Sr
No
Role of Consultant Total Fees without taxes
Tax Total Price with taxes
Price in words
1
2
Grand Total= Sum of 1 to xi in figures and words
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Annexure III
List of R-APDRP Towns
Sl No DISCOM TOWN Dist Name Zone Name Circle Name Division Name
1 DVVNL Atrauli ALIGARH ALIGARH EDC-ALIGARH EDD-2 ALIGARH
2 DVVNL Bharthana ETAWAH KANPUR EDC-ETAWAH EDD-2 ETAWAH
3 DVVNL Jalesar ETAH ALIGARH EDC-ETAH EDD-ETAH
4 DVVNL Kosi Kalan MATHURA AGRA EUDC-MATHURA EDD-2 KOSIKALAN
5 DVVNL Sadabad MAHAMAYA NAGAR
ALIGARH EDC-HATHRAS EDD-4 HATHRAS
6 DVVNL Sikandara Rao
MAHAMAYA NAGAR
ALIGARH EDC-HATHRAS EDD-3 HATHRAS
7 DVVNL Tundla FIROZABAD AGRA EDC-FIROZABAD EDD-FIROZABAD
8 DVVNL Banda BANDA BANDA EDC BANDA EDD-BANDA
9 DVVNL Mathura MATHURA AGRA EUDC-MATHURA EUDD-1 EUDD-2 MATHURA
10 DVVNL Shikohabad FIROZABAD AGRA EDC FIROZABAD EDD-SHIKOHABAD
11 DVVNL Atarra BANDA BANDA BANDA EDD-BANDA
12 DVVNL Chibramau KANNAUJ KANPUR EDC FARRUKHABAD EDD-KANNAUJ
13 DVVNL Etah ETAH ALIGARH EDC-ETAH EDD-ETAH
14 DVVNL Etawah ETAWAH KANPUR EDC-ETAWAH EDD-1 ETAWAH
15 DVVNL Ghatampur KANPUR NAGAR KANPUR EDC KANPUR EDD-1 KANPUR
16 DVVNL Hathras MAHAMAYA NAGAR
ALIGARH EDC-HATHRAS EDD-1 HATHRAS
17 DVVNL Chitrakoot Dham
CHITRAKOOT BANDA EDC BANDA EDD-KARWI
18 DVVNL Gurshaiganj KANNAUJ KANPUR EDC FARRUKHABAD EDD-KANNAUJ
19 DVVNL Jhansi JHANSI JHANSI EUDC-JHANSI EUDD-1 EUDD-2 JHANSI
20 DVVNL KaimGanj FARRUKHABAD KANPUR EDC FARRUKHABAD EDD-FARRUKKHABAD
21 DVVNL Kalpi JALAUN JHANSI EDC URAI EDD-2 URAI
22 DVVNL MauRaniPur LALITPUR JHANSI EDC JHANSI EDD-2 JHANSI
23 DVVNL Rath HAMIRPUR BANDA EDC HAMIRPUR EDD-1 HAMIRPUR
24 DVVNL Aligarh ALIGARH ALIGARH EUDC-ALIGARH EUDD-1 EUDD-2 EUDD-3 ALIGARH
25 DVVNL Farrukhabad FARRUKHABAD KANPUR EDC-FARRUKHABAD EUDD-FARRUKHABAD
26 DVVNL Hamirpur HAMIRPUR BANDA EDC HAMIRPUR EDD-1 HAMIRPUR
27 DVVNL Jalaun JALAUN JHANSI EDC URAI EDD-2 URAI
28 DVVNL Kannauj KANNAUJ KANPUR EDC FARRUKHABAD EDD-KANNAUJ
29 DVVNL Kasganj FARRUKHABAD FARRUKHABAD EDC FARRUKHABAD EDD-KASGANJ
30 DVVNL Konch JALAUN JHANSI EDC URAI EDD-1 URAI
31 DVVNL Lalitpur LALITPUR JHANSI EDC JHANSI EDD-LALITPUR
32 DVVNL Mahoba MAHOBA BANDA EDC HAMIRPUR EDD-MAHOBA
33 DVVNL Vrindavan MATHURA AGRA EUDC-MATHURA EUDD-2 MATHURA
34 DVVNL Auraiya AURAIYA KANPUR EDC ETAWAH EDD-AURAIYA
35 DVVNL Firozabad FIROZABAD AGRA EDC-FIROZABAD EUDD-FIROZABAD
36 DVVNL Ganjdundwara
ETAH ALIGARH EDC ETAH EDD-KASGANJ
37 DVVNL Mainpuri MAINPURI AGRA EDC MAINPURI EUDD-1 MAINPURI
38 DVVNL Maudha HAMIRPUR BANDA EDC HAMIRPUR EDD-1 HAMIRPUR
39 DVVNL Orai JALAUN JHANSI EDC URAI EDD-1 URAI
40 MVVNL Gangaghat UNNAO LUCKNOW EDC UNNAO EDD-2 UNNAO
41 MVVNL Jalalabad SHAJAHANPUR BAREILLY EDC-SHAHJAHANPUR
EDD-1 SHAJAHANPUR
42 MVVNL kakrala BADAUN BAREILLY EDC-BADAUN EDD-2 BADAUN
43 MVVNL khairabad SITAPUR LUCKNOW EDC-SITAPUR EDD-1 SITAPUR
44 MVVNL Mehmudabad
SITAPUR LUCKNOW EDC-SITAPUR EDD-2 SITAPUR
45 MVVNL Nawabganj Bareilly
BARABANKI FAIZABAD EDC-SULTANPUR EDD-BARABANKI
46 MVVNL Pilibhit Pilibhit BAREILLY EDC-SHAHJAHANPUR
EDD-2 BAREILLY
47 MVVNL Rudauli FAIZABAD FAIZABAD EDC-FAIZABAD EDD-1 FAIZABAD
48 MVVNL Sahahabad RAMPUR MORADABAD EDC RAMPUR EDD-2 RAMPUR
49 MVVNL Sandila HARDOI LUCKNOW EDC-HARDOI EDD-2 HARDOI
50 MVVNL Sitapur SITAPUR LUCKNOW EDC-SITAPUR EDD-1 SITAPUR
51 MVVNL Tilhar SHAJAHANPUR BAREILLY EDC-SHAHJAHANPUR
EDD-1 SHAJAHANPUR
52 MVVNL Zaidpur BARABANKI FAIZABAD EDC-SULTANPUR RAMSNEHI GHAT
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53 MVVNL Bisalpur PILIBHIT BAREILLY EDC SHAHJAHANPUR
EDD-PILIBHIT
54 MVVNL Mohammadi KHERI LUCKNOW EDC SITAPUR EDD-GOLA
55 MVVNL Palia Kalan KHERI LUCKNOW EDC SITAPUR EDD-GOLA
56 MVVNL Puranpur SHAJAHANPUR BAREILLY EDC SHAHJAHANPUR
EDD-PILIBHIT
57 MVVNL Mallawan HARDOI LUCKNOW EDC-HARDOI EDD-1 HARDOI
58 MVVNL Baharich BAHRAICH FAIZABAD EDC GONDA EDD-BAHRAICH
59 MVVNL Nanpara BAHRAICH FAIZABAD EDC GONDA EDD-BAHRAICH
60 MVVNL Raibareli RAEBARELI LUCKNOW EDC-RAEBARELI EDD-1 RAEBARELI
61 MVVNL Sultanpur SULTANPUR FAIZABAD EDC-SULTANPUR EDD-1 SULTANPUR
62 MVVNL Aonla BAREILLY BAREILLY EDC BAREILLY EDD-1 BAREILLY
63 MVVNL Badaun BADAUN BAREILLY EDC-BADAUN EDD-1 BADAUN
64 MVVNL Baheri BAREILLY BAREILLY EDC BAREILLY EDD-1 BAREILLY
65 MVVNL Biswan SITAPUR LUCKNOW EDC SITAPUR EDD-2 SITAPUR
66 MVVNL Faridpur BAREILLY BAREILLY EDC BAREILLY EDD-2 BAREILLY
67 MVVNL Gola KHERI LUCKNOW EDC SITAPUR EDD-GOLA
68 MVVNL Hardoi HARDOI LUCKNOW EDC-HARDOI EDD-2 HARDOI
69 MVVNL Laharpur SITAPUR LUCKNOW EDC SITAPUR EDD-2 SITAPUR
70 MVVNL Lakhimpur KHERI LUCKNOW EDC-SITAPUR EDD-LAKHIMPUR
71 MVVNL Sahaswan BADAUN BAREILLY EDC BADAUN EDD-3 BISAULI
72 MVVNL Ujhani BADAUN BAREILLY EDC BADAUN EDD-1 BADAUN
73 MVVNL Unnao UNNAO LUCKNOW EDC-UNNAO EDD-1 UNNAO
74 MVVNL Akberpur AMBEDKAR NAGAR FAIZABAD EDC FAIZABAD EDD-AMBEDKARNAGAR
75 MVVNL Balrampur BALRAMPUR FAIZABAD EDC GONDA EDD-BALRAMPUR
76 MVVNL Bangarmau UNNAO LUCKNOW EDC UNNAO EDD-2 UNNAO
77 MVVNL Faizabad FAIZABAD FAIZABAD EDC-FAIZABAD EDD-1 FAIZBAD
78 MVVNL Gonda GONDA FAIZABAD EDC GONDA EDD-GONDA
79 MVVNL Nawabganj Barabanki
BAREILLY BAREILLY EDC-BAREILLY EDD-2 BAREILLY
80 MVVNL Shajahanpur SHAJAHANPUR BAREILLY EDC-SHAHJAHANPUR
EDD-2 SHAJAHANPUR
81 MVVNL Bareilly BAREILLY BAREILLY EDC BAREILLY EDD-1 BAREILLY
82 MVVNL Lucknow LUCKNOW LESA EUDC-1/EUDC-2/EUDC-3/EUDC-4/EUDC-6 Lucknow
AMINABAD,CHOWK,HUSSAINGANJ,RAJBHAWAN,RESIDENCY,THAKURGANJ,GOMTINAGAR,INDIRANAGAR,MUNSHIPULIYA,CHINHAT,AISHBAGH,UPTRON,ALAMBAGH,KANPURRD,VIRNDAVAN,RAJAJIPURAM,BKT,CESS-1,CESS-2,ALIGANJ,DALIGANJ,RAHIMNAGAR,UNIVERSITY
83 MVVNL Tanda AMBEDKAR NAGAR FAIZABAD EDC FAIZABAD EDD-Tanda
84 PuVVNL Bansi SIDDHARTH NAGAR GORAKHPUR EDC-BASTI EDD-SIDDHARTH NAGAR
85 PuVVNL Ghosi MAU AZAMGARH EDC-MAU EDD-3 GHOSI
86 PuVVNL Obra SONBHADRA MIRZAPUR EDC-SONBHADRA EDD-2 PIPRI
87 PuVVNL Renukoot SONBHADRA MIRZAPUR EDC-SONBHADRA EDD-2 PIPRI
88 PuVVNL Robartsganj SONBHADRA MIRZAPUR EDC-SONBHADRA EDD-ROBERTSGANJ
89 PuVVNL Gorakhpur GORAKHPUR GORAKHPUR UEDC-GORAKHPUR UEDD-1 GORAKHPUR
90 PuVVNL MirzapurcumVindhyachal
MIRZAPUR Mirzapur EDC 1 MIRZAPUR EDD-1 MIRZAPUR
91 PuVVNL Padrauna KUSHINAGAR GORAKHPUR EDC DEORIA EDD-KUSHI NAGAR
92 PuVVNL Varanasi VARANASI VARANASI UEDC-1 UEDC-2 VARANASI
UEDD-1UEDD-2UEDD-3UEDD-4UEDD-5UEDD-6VARANASI
93 PuVVNL Kopaganj MAU AZAMGARH EDC-MAU EDD-2 MAU
94 PuVVNL Mubarakpur AZAMGARH AZAMGARH EDC-AZAMGARH EDD-2 AZAMGARH
95 PuVVNL Azamgarh AZAMGARH AZAMGARH EDC-AZAMGARH EDD-1 AZAMGARH
96 PuVVNL Barhaj DEORIA GORAKHPUR EDC DEORIA EDD-SALEMPUR
97 PuVVNL Jaunpur JAUNPUR Varanasi EDC-JAUNPUR EDD-3 JAUNPUR
98 PuVVNL Khalilabad SANT KABIR NAGAR GORAKHPUR EDC-BASTI EDD SANT KABIR NAGAR
99 PuVVNL Bhadohi MIRZAPUR MIRZAPUR EDC-1 MIRZAPUR EDD-BHADOHI
100 PuVVNL Deoria DEORIA GORAKHPUR EDC-DEORIA EDD-DEORIA
101 PuVVNL Ghazipur GHAZIPUR VARANASI EDC-GHAZIPUR EDD-2 GHAZIPUR
102 PuVVNL Basti BASTI GORAKHPUR EDC-BASTI EDD-1 BASTI
103 PuVVNL Belapratapga PRATAPGARH ALLAHABAD EDC-2 ALLAHABAD EDD-1 PRATAPGARH
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rh
104 PuVVNL Chunar SONBHADRA MIRZAPUR EDC SONBHADRA EDD-CHUNAR
105 PuVVNL Maunath Bhanjan
MAU AZAMGARH EDC-MAU EDD-1 MAU
106 PuVVNL Mohammabadabad
GHAZIPUR VARANASI EDC GHAZIPUR EDD-2 GHAZIPUR
107 PuVVNL Mohammabadabad Ghona
MAU AZAMGARH EDC MAU EDD-2 MAU
108 PuVVNL Mughalsarai CHANDAULI Varanasi EDC-VARANASI EDD-MUGHALSARAI
109 PuVVNL Allahabad ALLAHABAD ALLAHABAD EUDC1EUDC2ALLAHABAD
EUDD-1EUDD-2EUDD-3EUDD-4EUDD-5EUDD-6ALLAHABAD
110 PuVVNL Ballia BALLIA AZAMGARH EDC MAU EDD-2 BALIA
111 PuVVNL Bindki FATEHPUR ALLAHABAD EDC FATHEPUR EDD-2 FATHEPUR
112 PuVVNL Fatehpur FATEHPUR ALLAHABAD EDC FATHEPUR EDD-1 FATHEPUR
113 PVVNL Bilari MORADABAD MORADABAD EDC-1 MORADABAD EDD-1 MORADABAD
114 PVVNL Budhana SAHARANPUR MUZAFFARNAGAR
EDC-MUZAFFARNAGAR
EDD-2 SHAMLI
115 PVVNL Dadri GAUTAMBUDDHANAGAR
NOIDA EUDC NOIDA EDD-4 NOIDA
116 PVVNL Debai BULANDSHAHR GHAZIABAD EDC-1 BULANDSHAHR
EDD-DEBAI
117 PVVNL Gajraula JYOTIBA PHULE NAGAR
MORADABAD EDC-JP NAGAR EDD-GAJRAULA
118 PVVNL Jahangirabad BULANDSHAHR GHAZIABAD EDC-2 BULANDSHAHR
EDD-JAHANGIRABAD
119 PVVNL Kairana PRABUDDH NAGAR SAHARANPUR EDC-MUZAFFARNAGAR
EDD-2 SHAMLI
120 PVVNL Khekra BAGHPAT MEERUT EDC-BAGHPAT EDD-BAGHPAT
121 PVVNL Mawana MEERUT MEERUT EDC-MEERUT EDD-MAWANA
122 PVVNL Muradnagar GHAZIABAD GHAZIABAD EDC-GHAZIABAD EDD-MODINAGAR
123 PVVNL Shikarpur BULANDSHAHR GHAZIABAD EDC-2 BULANDSHAHR
EDD-3 BULANDSHAHR
124 PVVNL Baraut BAGHPAT MEERUT EDC BAGHPAT EDD-1 EDD-2 BARAUT
125 PVVNL Hapur GHAZIABAD GHAZIABAD EDC HAPUR EDD-HAPUR
126 PVVNL Kandhala MUZAFFARNAGAR SAHARANPUR EDC MUZAFFARNAGAR
EDD-2 SHAMLI
127 PVVNL Khatauli MUZAFFARNAGAR SAHARANPUR EDC MUZAFFARNAGAR
EDD-MUZAFFARNAGAR
128 PVVNL Noorpur BIJNOR MORADABAD EDC BIJNOR EDD-CHANDPUR
129 PVVNL Siana BULANDSHAHR GHAZIABAD EDC 2 BULANDSHAHR
EDD-4 BULANDSHAHR
130 PVVNL Thakurdwara MORADABAD MORADABAD EDC 1 MORADABAD EDD-2 MORADABAD
131 PVVNL Bijnor BIJNOR MORADABAD EDC-BIJNOR EDD-BIJNOR
132 PVVNL Chandpur BIJNOR MORADABAD EDC-BIJNOR EDD-CHANDPUR
133 PVVNL Gulaothi BULANDSHAHR GHAZIABAD EDC 2 BULANDSHAHR
EDD-1 BULANDSHAHR
134 PVVNL Khurja BULANDSHAHAR GHAZIABAD EDC-1 BULANDSHAHR
EDD-1 KHURJA
135 PVVNL Sikandrabad BULANDSHAHR GHAZIABAD EDC-2 BULANDSHAHR
EDD-1 BULANDSHAHR
136 PVVNL Gangoh SAHARANPUR SAHARANPUR EDC SAHARANPUR EDD-NAKUR
137 PVVNL Garh Mukhteshwar
GHAZIABAD GHAZIABAD EDC HAPUR EDD-GARHMUKHTESHWAR
138 PVVNL Loni GHAZIABAD GHAZIABAD EDC GHAZIABAD EDD-LONI
139 PVVNL Nagina BIJNOR MORADABAD EDC BIJNOR EDD-1 NAJIBABAD
140 PVVNL Saharanpur SAHARANPUR SAHARANPUR EUDC-SAHARANPUR EUDD-1 EUDD-2 SAHARANPUR
141 PVVNL Sheohara BIJNOR MORADABAD EDC BIJNOR EDD-DHAMPUR
142 PVVNL Chandausi MORADABAD MORADABAD EDC 1 MORADABAD EDD-CHANDAUSI
143 PVVNL Deoband SAHARANPUR SAHARANPUR EDC SAHARANPUR EDD-DEOBANDH
144 PVVNL Dhampur BIJNOR MORADABAD EDC BIJNOR EDD-DHAMPUR
145 PVVNL Najibabad BIJNOR MORADABAD EDC-BIJNOR EDD-1 NAJIBABAD
146 PVVNL Nehtaur BIJNOR MORADABAD EDC BIJNOR EDD-DHAMPUR
147 PVVNL Sahabad HARDOI LUCKNOW EDC-HARDOI EDD-1 HARDOI
148 PVVNL Sambhal MORADABAD MORADABAD EDC 1 MORADABAD EDD-SAMBHAL
149 PVVNL Sardhana MEERUT MEERUT EDC MEERUT EDD-2 MEERUT
150 PVVNL Sherkot BIJNOR MORADABAD EDC BIJNOR EDD-DHAMPUR
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151 PVVNL Amroha JYOTIBA PHULE NAGAR
MORADABAD EDC JP NAGAR EDD-AMROHA
152 PVVNL Baghpat BAGHPAT MEERUT EDC BAGHPAT EDD-BAGHPAT
153 PVVNL Bahjoi MORADABAD MORADABAD EDC 1 MORADABAD EDD-CHANDAUSI
154 PVVNL Bilaspur RAMPUR MORADABAD EDC RAMPUR EDD-2 RAMPUR
155 PVVNL Hasanpur JYOTIBA PHULE NAGAR
MORADABAD EDC JP NAGAR EDD-GAJRAULA
156 PVVNL Kiratpur BIJNOR MORADABAD EDC BIJNOR EDD-BIJNOR
157 PVVNL Modinagar GHAZIABAD GHAZIABAD EDC GHAZIABAD EDD-MODINAGAR
158 PVVNL Moradabad MORADABAD MORADABAD EUDC-MORADABAD EUDD-1 EUDD-2 MORADABAD
159 PVVNL Noida GAUTAMBUDDHANAGAR
NOIDA EUDC NOIDA EUDD-1NOIDA/EUDD-2NOIDA/EUDD-3NOIDA/EUDD-5 NOIDA/EDD-KHODA
160 PVVNL Pilkhuwa GHAZIABAD GHAZIABAD EDC GHAZIABAD EDD-PILKHUA
161 PVVNL Shamli MUZAFFARNAGAR SAHARANPUR EDC MUZAFFARNAGAR
EDD-1 SHAMLI/EDD-2 SHAMLI
162 PVVNL Tanda RAMPUR MORADABAD EDC RAMPUR EDD-2 RAMPUR
163 PVVNL ThanaBhawan
MUZAFFARNAGAR SAHARANPUR EDC MUZAFFARNAGAR
EDD-1 SHAMLI
164 PVVNL Bulandshahar BULANDSHAHR GHAZIABAD EDC 1 BULANDSHAHR
EDD-2 BULANDSHAHR
165 PVVNL Ghaziabad GHAZIABAD GHAZIABAD EUDC-1EUDC-2GHAZIABAD
EUDD-4 EUDD-5 EUDD-6 EUDD-7 GHAZIABAD
166 PVVNL Meerut MEERUT MEERUT EUDC-MEERUTEDC-MEERUT
EUDD-1EUDD-2EUDD-3EUDD-4MEERUTEDD-1EDD-2 EDD-3 MEERUT
167 PVVNL Muzaffarnagar
MUZAFFARNAGAR SAHARANPUR EUDC MUZAFFARNAGAR
EUDD-1 MUZAFFARNAGAR
168 PVVNL Rampur RAMPUR MORADABAD EDC RAMPUR EDD-1 RAMPUR
Annexure IV FRP (Next Page)
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Financial Restructuring Plan – March 2013 1
`
Financial Restructuring Plan of the State Distribution Companies of Uttar Pradesh
UP Power Corporation Limited May 30, 2013
Revised
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Financial Restructuring Plan – March 2013 2
TABLE OF CONTENTS
LIST OF TABLES ........................................................................................... 4
1. EXECUTIVE SUMMARY .......................................................................... 10
2. BACKGROUND ..................................................................................... 17
2.1 FINANCIAL RESTRUCTURING IN 2000 AND UNBUNDLING OF UPSEB ..... 17
2.2 FINANCIAL RESTRUCTURING IN 2003 AND SUBSEQUENT FORMATION OF THE DISCOMS .................................................................................................. 18
2.3 ACTUAL VS. FRP ASSUMPTIONS ........................................................... 20
2.3.1 AVERAGE TARIFF INCREASES ....................................................... 20
2.3.2 POWER PURCHASE COST .............................................................. 21
2.3.3 REVENUE SUBSIDY ...................................................................... 22
2.4 CURRENT STATUS OF THE SECTOR ........................................................ 22
2.5 STEPS TAKEN BY GOVERNMENT OF INDIA ............................................ 23
2.5.1 SHUNGLU COMMITTEE ................................................................. 23
2.5.2 EXPERT GROUP ............................................................................ 25
2.5.3 APTEL’S DIRECTIVE TO SERCS FOR TIMELY TARIFF DETERMINATION26
3. SCHEME FOR FINANCIAL RESTRUCTURING OF DISCOMS ANNOUNCED BY GOVT OF INDIA .................................................................................................. 28
3.1 SALIENT FEATURES OF THE SCHEME .................................................... 28
3.2 BROAD CONTOURS OF THE SCHEME ...................................................... 28
3.2.1 DEFINITION OF SHORT TERM LIABILITIES .............................................. 30
3.2.2 QUANTUM OF LOANS TO BE RESTRUCTURED ............................................. 30
3.2.3 EFFECTIVE DATES FOR RESTRUCTURING ................................................. 30
3.2.4 IMPLEMENTATION OF RESTRUCTURING ................................................... 30
3.2.5 CENTRAL GOVERNMENT SUPPORT ......................................................... 30
3.3 MANDATORY CONDITIONS FOR IMPLEMENTATION OF THE SCHEME ..... 30
3.3.1 FINANCIAL RESTRUCTURING PLAN ....................................................... 30
3.3.2 TARIFF SETTING AND REVENUE REALIZATION ......................................... 31
3.3.3 SUBSIDY ........................................................................................ 31
3.3.4 METERING ...................................................................................... 31
3.3.5 AUDIT AND ACCOUNTS ...................................................................... 31
3.4 MONITORING MECHANISM .................................................................. 31
3.4.1 STATE LEVEL MONITORING COMMITTEE (SLMC) ..................................... 31
3.4.2 CENTRAL LEVEL MONITORING COMMITTEE (CLMC) .................................. 32
3.4.3 THIRD PARTY VERIFICATION .............................................................. 32
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Financial Restructuring Plan – March 2013 3
4. OPERATIONAL REVIEW OF UP DISCOMS ............................................... 35
4.1 DEMAND SUPPLY POSITION IN THE STATE ........................................... 35
4.2 TRANSMISSION, DISTRIBUTION AND COMMERCIAL LOSS TRAJECTORIES36
4.3 INSTALLED CAPACITIES & GENERATION PORTFOLIO ........................... 39
5. FINANCIAL REVIEW OF UP DISCOMS ................................................... 40
5.1 POWER PURCHASE COST ...................................................................... 40
5.2 GROWTH IN EXPENSES ........................................................................ 41
5.3 SUBSIDY SUPPORT DURING FY 2004-05 TO 2011-12 ............................ 42
5.4 TRENDS IN AVERAGE TARIFF AND AVERAGE COST OF SUPPLY .............. 43
5.5 ACCUMULATED LOSS ............................................................................ 44
6. INTERVENTION STRATEGY ................................................................... 45
7. BUSINESS PLAN OF DISCOMS .............................................................. 46
7.1 ENERGY SALES FORECAST .................................................................... 47
7.1.1 OVERVIEW ..................................................................................... 48
7.1.2 METHODOLOGY ................................................................................ 48
7.1.3 PROJECTIONS FOR INPUT ENERGY ........................................................ 50
7.2 ENERGY AVAILABILITY AND POWER PROCUREMENT PLAN ................... 53
7.3 ENERGY BALANCE ................................................................................ 62
7.4 INVESTMENT PLAN AND ITS FINANCING .............................................. 64
7.5 REGULATORY MEASURES AND TARIFF INCREASES ............................... 65
7.6 COLLECTION EFFICIENCY TRAJECTORY ................................................ 70
8. LOAN RESTRUCTURING SCHEME .......................................................... 71
8.1 IDENTIFICATION OF LOANS AND LIABILITIES FOR RESTRUCTURING ... 71
8.2 LOANS TO BE TAKEN OVER BY GOVERNMENT OF UTTAR PRADESH ......... 72
9. RECOMMENDATIONS ON FINANCING AND LOAN RECAST STRATEGY ..... 72
9.1 TRANSITIONAL LOANS REQUIRED ....................................................... 72
9.2 RECOMMENDATION ON RESTRUCTURING OF LOANS ............................. 73
10. SUMMARY OF PROJECTIONS ................................................................ 75
11. MONITORING OF THE BUSINESS PLAN ................................................. 78
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Financial Restructuring Plan – March 2013 4
LIST OF TABLES
Chart 1: Schematic of the Restructuring & Transitional Finance Scheme ................................. 11 Table 2: Outstanding Loans and Power Purchase Liabilities (> 60days) as on 31.03.12 .......... 12 Table 3: Short Term Liabilities to be restructured (Rs Crore) .................................................. 12 Table 4: Additional Working Capital Loans during the transition period .................................. 13 Table 5: Discom wise Subsidy Support from GoUP .................................................................. 15 Table 6: Significant Parameters - FRP 2000 Vs. Actuals .......................................................... 17 Chart 7: Savings from Actions Taken in FRP 2003 ................................................................... 18 Chart 8: Zone-wise Map of Distribution Companies ................................................................. 19 Table 9: Tariff Increase – FRP Vs. Actual ................................................................................ 20 Table 10: Uncovered Gaps in Tariff Orders Approved by State Regulator ................................ 20 Chart 11: Power Purchase Cost Per Unit Trend – FY 2004 to FY 2009 (Rs/kWh) ..................... 21 Chart 12: Revenue Subsidy – FRP Vs. Actual (Rs Crore) ......................................................... 22 Chart 13: Broad Contours of the Scheme ................................................................................ 29 Table 14: Demand Supply Position in Uttar Pradesh ............................................................... 35 Chart 15: Trend in Demand – Supply situation in terms of Energy (MU) .................................. 36 Chart 16: T&D Loss (%) of UP Discoms .................................................................................. 36 Chart 17: T&D Loss Approved by UPERC Vs Actuals ................................................................ 37 Table 18: Distribution Losses (%) of Discoms from FY 2004-05 to FY 2011-12 ....................... 37 Chart 19: Discom wise Collection Efficiency during FY 2004-05 to 2010-11 ............................ 38 Chart 20: AT&C losses during the FY 2004-05 to 2010-11 ...................................................... 38 Table 21: Installed Capacity (MW) of UP Discoms as on 31st March, 2012 ............................... 39 Chart 22: Installed Capacity by Ownership ............................................................................. 39 Chart 23: Installed Capacity by Ownership ............................................................................. 39 Table 24: Power Purchase Costs during FY 2004-05 to 2010-11 ............................................. 40 Chart 25: Power Purchase Price (Rs/kWh) Considered in ARR Vs Actuals at discom end ........ 41 Chart 26: Growth in the Expenses of the Discoms (FY 2004-05 to 2010-11) ........................... 42 Table 27: Subsidy Support during FY 2004-05 to 2011-12 (Rs Crore) ..................................... 42 Table 28: Trends in Average Tariff and ACS along with Cost Coverage Ratio ........................... 43 Table 29: History of Tariff Revisions ....................................................................................... 43 Table 30: Accumulated Losses of Distribution Companies (Rs Crore) ...................................... 44 Chart 31: The schematic diagram for Energy flow in state of UP ...................................................... 47 Table 32: Consumption Determinant ............................................................................................ 50 Table 33: Distribution Loss Trajectory .......................................................................................... 51 Table 34: Transmission Loss Trajectory .................................................................................. 51 Table 35: Category-wise Energy Sales forecast for Consolidated Discoms (MU) ...................... 52
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Financial Restructuring Plan – March 2013 5
Table 36: Existing Capacity as on 31st March 2012 available to UP Power System ................... 53 Table 37: Details of the Capacity Planned under Various Sectors ............................................ 54 Table 38: Year Wise Additional Capacity (MW) Available ........................................................ 55 Table 39: Power Procurement Plan for UP Discoms (MU) ........................................................ 55 Table 40: Energy Balance (MU) .............................................................................................. 62 Table 41: Distribution Investment Plan (Rs Crore) ................................................................. 65 Table 42: Average Tariff Increase Considered in the Plan ....................................................... 67 Table 43: Category wise Tariff over the Plan Period (Rs/kWh) ............................................... 68 Table 44: Cost Coverage (%) ................................................................................................. 69 Table 45: Collection Efficiency Targets ................................................................................... 70 Table 46: Outstanding Loans and Power Purchase Liabilities (> 60days) as on 31.03.12 ........ 71 Table 47: Short Term Liabilities to be restructured (Rs Crore) ................................................ 71 Table 48: Additional Working Capital Loans during the transition period ................................ 72 Table 49: Discom wise Subsidy Support from GoUP ................................................................ 73 Table 50: Additional Revenue Generated due to Measures Considered in FRP (Rs Crore) ........ 75 Table 51: Consolidated Discoms including UPPCL – Income Statement (Rs Crore) .................. 76 Table 52: Consolidated Discoms including UPPCL – Cash Flow Statement (Rs Crore) .............. 77 Table 53: Meerut Discom– Income Statement (Rs Crore) ....................................................... 79 Table 54: Meerut Discom– Balance Sheet (Rs Crore) .............................................................. 80 Table 55: Meerut Discom– Fund Flow Statement (Rs Crore) ................................................... 81 Table 56: Agra Discom– Income Statement (Rs Crore) ........................................................... 82 Table 57: Agra Discom– Balance Sheet (Rs Crore) .................................................................. 83 Table 58: Agra Discom– Fund Flow Statement (Rs Crore) ....................................................... 84 Table 59: Lucknow Discom– Income Statement (Rs Crore)..................................................... 85 Table 60: Lucknow Discom– Balance Sheet (Rs Crore) ........................................................... 86 Table 61: Lucknow Discom– Funds Flow Statement (Rs Crore) ............................................... 87 Table 62: Varanasi Discom– Income Statement (Rs Crore) ..................................................... 88 Table 63: Varanasi Discom– Balance Sheet (Rs Crore)............................................................ 89 Table 64: Varanasi Discom– Funds Flow Statement (Rs Crore) ............................................... 90 Table 65: KESCO Discom– Income Statement (Rs Crore) ........................................................ 91 Table 66: KESCO Discom– Balance Sheet (Rs Crore) ............................................................... 92 Table 67: KESCO Discom– Funds Flow Statement (Rs Crore) .................................................. 93 Table 68: UPPCL – Income Statement (Rs Crore) ................................................................... 94 Table 69: UPPCL – Balance Sheet (Rs Crore) .......................................................................... 95 Table 70: UPPCL – Funds Flow Statement (Rs Crore) .................... Error! Bookmark not defined. Table 71: Category-wise Energy Sales forecast for Meerut Discom (MU) ................................. 96 Table 72: Category-wise Energy Sales forecast for Agra Discom (MU) .................................... 97 Table 73: Category-wise Energy Sales forecast for Lucknow Discom (MU) .............................. 98
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Financial Restructuring Plan – March 2013 6
Table 74: Category-wise Energy Sales forecast for Varanasi Discom (MU) .............................. 99 Table 75: Category-wise Energy Sales forecast for KESCO Discom (MU) ............................... 100
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Financial Restructuring Plan – March 2013 7
ACRONYMS USED
Acronym Full Form
ABC Aerial Bunch Conductors
ACS Average Cost of Supply
APDRP Accelerated Power Development and Reform program
RAPDRP Restructured - Accelerated Power Development and Reform program
APTEL Appellate Tribunal for Electricity
ARR Annual Revenue Requirement
AT&C Aggregate Technical and Commercial
BPL Below Poverty Line
CAGR Compounded Annual Growth Rate
CCEA Cabinet Committee on Economic Affairs
CDM Clean Development Mechanism
CEA Central Electricity Authority
CERC Central Electricity Regulatory Commission
CFL Compact Fluorescent Lamp
CGS Central Generating Station
CLMC Central Level Monitoring Committee
Cogen Cogeneration
CPSUs Central Public Sector Units
CWIP Capital Works in Progress
Discoms Distribution Companies
DFS Department of Financial Services
DMS Data Management System
DSM Demand Side Management
DOE Department of Expenditure
DVVNL Dakshinanchal Vidyut Vitran Nigam Limited
ER Eastern Region
ERC Act Electricity Regulatory Commissions Act
ETC Etcetera
FPPCA Fuel and Power Purchase Cost Adjustment
FRP Financial Restructuring Plan
FY Financial Year
GPF General Provident Fund
GIS Geographical Information System
GoI Government of India
GoUP Government of Uttar Pradesh
Govt Government
HVDS High Voltage Distribution System
IEX Indian Energy Exchange
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Financial Restructuring Plan – March 2013 8
Acronym Full Form
IPP Independent Power Producers
IT Information Technology
JS & FA Joint Secretary and Financial Advisor
KESA Kanpur Electricity Supply Authority
KESCO Kanpur Electricity Supply Company Limited
KPI Key Performance Indicators
kV Kilo Voltage
kW Kilowatt
kWh Kilowatt hour
LESA Lucknow Electricity Supply Authority
LGBR Load Generation Balance Report
LIC Life Insurance Corporation of India
LT Low Tension
MIS Management Information System
MU Million Unit
MVVNL Madhyanchal Vidyut Vitran Nigam Limited
MW Mega watt
MYT Multi Year Tariff
NAPP Narora Atomic Power Plant
NHPC National Hydro Power Corporation
NPCIL Nuclear Power Corporation of India Limited
NTPC National Thermal Power Corporation
p.a. Per annum
p/u Paisa Per Unit
PEX Power System Exchange
PFC Power Finance Corporation
PGCIL Power Grid Corporation of India Limited
PLF Plan Load Factor
PTC Power Trading Corporation India Limited
PTW Private Tube Wells
PuVVNL Purvanchal Vidyut Vitran Nigam Limited
PVT Private
PVVNL Paschimanchal Vidyut Vitran Nigam Limited
RA Regulatory Asset
R&M Renovation & Modernization
RAPP Rajasthan Atomic Power Plant
RBI Reserve Bank of India
RE Rural Electrification
REC Rural Electrification Corporation
RES Renewable Energy Source
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Financial Restructuring Plan – March 2013 9
Acronym Full Form
RoE Return on Equity
Rs. Rupees
SCADA Supervisory Control and Data Acquisition
SEB State Electricity Boards
SERC State Electricity Regulatory Commission
SGS State Generating Stations
SLDC State Load Dispatch Centre
SLMC State Level Monitoring Committee
T&D Transmission and Distribution
TPV Third Party Verfication
UI Unscheduled Interchange
UMPP Ultra Mega Power Project
UP Uttar Pradesh
UPERA Uttar Pradesh Electricity Reform Act
UPERC Uttar Pradesh Electricity Regulatory Commission
UPJVNL Uttar Pradesh Jal Vidyut Nigam Limited
UPPCL Uttar Pradesh Power Corporation Limited
UPPTCL UP Power Transmission Corporation Limited
UPRVUNL Uttar Pradesh Rajya Vidyut Utpadan Nigam Limited
UPSEB Uttar Pradesh State Electricity Board
VC Variable Cost
w.e.f. With Effect From
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Financial Restructuring Plan – March 2013 10
1. EXECUTIVE SUMMARY
The reforms initiated in the state of Uttar Pradesh has actually not fructified into improved financial performance of the utilities, which was the primary objective of the reforms. The actual effort of reforms remained largely confined within the structural changes and unbundling of UPSEB. The current financial condition of the Discoms is precarious. The cost coverage ratio of distribution companies in UP has deteriorated from 76% in FY 2003-04 to 64% in FY 2010-11. Some symptomatic indicators of financial distress of the Discoms are as follows:
a) the working capital debt liability have burgeoned to Rs. 17,737 crore as on 31st March 2012
b) the outstanding power purchase dues are to the tune of Rs. 19,324.31 crore as on 31st March 2012
c) the losses after factoring in GoUP’s support, in FY 2010-11, is as high as Rs. 3,921 crore
d) the two main reasons for the deterioration of Cost Coverage Ratio are that there has been very little increase in the retail tariffs for the years FY 2006 to FY 2010; and secondly, the power purchase cost (at discom end) has increased from Rs. 1.72 per unit in FY 2003-04 to as high as Rs. 3.65 per unit in FY 2011-12.
UP Discoms and several other state owned distribution companies in India are continuously making losses leading to massive accumulated loss and debt. The main reason for the losses is inadequate revision in tariff and insufficient subsidy quantum being paid by the state governments.
The overall accumulated book losses of the Discoms till March 31, 2011 are estimated at Rs. 1.90 trillion; 70% of these losses are estimated to be contributed by Discoms in six States, namely, Rajasthan, Tamil Nadu, Uttar Pradesh, Haryana, Punjab and Madhya Pradesh. The Banking sector’s short term exposure to Discoms is quite substantial, is estimated at Rs. 1.5 – 1.7 trillion as on March 2012, which is 3-3.6% of Banking credit and 45-52% of total power credit. A large part of these loans were taken to fund the cash losses of the Discoms. These losses, as is well known, have been contributed by several factors, the most important of them being inadequate tariff hikes, inadequate subsidy and large AT&C losses. So long as loans from Banks were freely available to fund the losses, there was limited pressure on the State Government/Distribution entities to go in for more difficult decisions like tariff hikes. Finally in FY 2012, reluctance of the Banking sector to fund these losses led to tightening in liquidity of distribution entities, which in turn started stretching payments to their creditors (power generating companies, transmission companies, fuel suppliers, capital equipment suppliers, power trading companies etc.) and delaying to some of the Lenders.
Keeping in view the deteriorating financial health of the state owned distribution companies, the Government of India has formulated and approved a ‘Scheme for Financial Restructuring of State Owned Distribution Companies’ on October 5, 2012. The scheme is aimed to enable the turnaround of the State Discoms and ensuring their long term viability. The scheme envisages that state governments take over 50% of the outstanding short term liabilities of the state owned distribution companies in the state. Rest of the short term liabilities shall be restructured with guarantee from state government to enable the turnaround of the State Discoms and to ensure their long term viability. Additional support shall be provided from central government in the form of principal reimbursement and interest subsidy.
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Financial Restructuring Plan – March 2013 11
The state owned distribution companies in consultation with the state government has conveyed the Discoms and State Government’s willingness to participate in the scheme of Financial Restructuring of distribution companies formulated by Central Govt on 29th January 2013.
The salient features of the scheme have been depicted in the Schematic below:
Chart 1: Schematic of the Restructuring & Transitional Finance Scheme
Accordingly, the state owned Discoms have prepared a Financial Restructuring Plan in agreement with the stipulations of the Scheme and the following strategy has been proposed:
DISCOMS
BANKS STATE GOVT.
GoI INITIATIVE- TRANSITIONAL FINANCE MECHANISM
Reward for reducing AT&C
losses
Earlier STL takeover and repayment
Operational losses and interest
• Grant = Additional energy saved by reducing AT&C losses beyond proposed R-APDRP limits.
• Only if (ARR-ACS) decline by 25%v/s FY 11 figures
• Capital reimbursement =25% of principal replacement by State Govt.
• Only if State Govt.takes over entire 50% STL
• Valid for first 3 years on a diminishing scale • Separate arrangement with DFS, MoP and States • Remaining loses to be funded by state Govt.
Guarantee of Principal & Interest
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Financial Restructuring Plan – March 2013 12
i. The total outstanding liabilities towards power purchase dues (more than 60 days) and short term working capital loans as on 31st March 2012 are as per the table below:
Table 2: Outstanding Loans and Power Purchase Liabilities (> 60days) as on 31.03.12
Particulars Outstandings (Rs Crore) Short Term Working Capital Loans from Banks 16,126.56 Short Term Working Capital Loans from REC 1,610.44 Power purchase Dues (more than 60 days) 15,554.00 Total 33,291.00
Under the current scheme formulated in this plan, the short term working capital loans from REC are not being restructured.
ii. The total eligible amount for restructuring under the GoI scheme is furnished below based on the information certified by the Discoms:
Table 3: Short Term Liabilities to be restructured (Rs Crore)
Particulars Eligible liabilities as per Discoms
Short Term Loans 16,126.56 Power purchase liability beyond 60 days 15,554.00 Total 31,680.56
As per the scheme formulated by the GoI, 50% of the loan liabilities and outstanding power purchase liabilities as on 31st March, 2012 subject to a ceiling of accumulated losses have to be taken over by the State Government (GoUP). The loans and accumulated liabilities are totalling to Rs. 31,680.56 crore, whereas the accumulated losses are to the tune of Rs. 33,600 crore. Therefore, 50% of these accumulated short term liabilities i.e., Rs. 15,840 crore are eligible to be taken over by the GoUP.
iii. The balance ‘short term liabilities’ in respect of power purchase dues of more than 60 days would have to be paid off by the distribution companies. In this respect, funding requirement of Rs. 15,554 crore would be taken from banks/financial institutions and from GoUP Support for payments of outstanding power purchase, fuel and other bills.
iv. Note that for financing the operational losses and interest by the Banks / Financial Institutions on a diminishing scale, a separate arrangement would be worked out after due consultation to be held by Secretary to Government of India, Department of Financial Services with representatives of the Ministry of Power and concerned States and accept to finance the remaining portion of the operating losses. Till the years the discoms achieve operational turnaround, total operational working capital assistance in the form of new loans to the extent of Rs 26,823 crore has been estimated during the period FY 2012-13 to FY 2015-16. A part of these loans have already been taken by the Discoms in FY 2012-13 to the tune of Rs. 8,560 crore. The breakup of this requirement is as follows:
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Financial Restructuring Plan – March 2013 13
Table 4: Additional Working Capital Loans during the transition period
Particulars 2012-13 2013-14 2014-15 2015-16 Total Additional Working Capital Loans to fund the operational gaps
9899 7042 6123 3759 26,823
v. Therefore the total additional loan requirement sums up to Rs. 18,263 crore after netting off the loans already borrowed to the tune of Rs. 8,560 crore.
vi. The moratorium period for the working capital loans borrowed w.e.f 01.04.2012 will be 3 years and would subsequently be repaid over 7 years.
vii. The moratorium period for the loan borrowed for the payment of power purchase liabilities will be 3 years and would subsequently be repaid over 7 years.
viii. Interest rate for the restructured loans should be negotiated to reflect the appropriate interest rate for a government backed loan. For the purpose of the financial projections in FRP, a higher interest rate is assumed for the restructured loans. However interest rate for additional borrowings beyond Base Rate + 1.5% or maximum of 12% (linked with Base Rate) is not sustainable.
ix. GoUP would commit to underwrite the shortfall as equity or interest free loan on annual basis if annual projects in Financial Restructuring Plan is not achieved and provide the shortfall annually.
x. All the Discoms to bring down the Distribution losses in plan period, so that the aggregate Distribution losses by FY 2024 are 9.62%, down from the present 27.76%. Similarly, the Collection Efficiency would be increased to reach 100% by the end of FY 2018-19, up from the current level of 81.80%.
xi. Attain Revenue Surplus by FY 2016-17 and Cash Surplus by FY 2017-18.
xii. Filing of Annual Revenue Requirement and Tariff Petition for all Discoms every year in a timely manner so that the revised tariffs are implemented from 1st April of every year. Rationalisation across consumer categories has been proposed over the Plan Period to improve the cost coverage through tariff or subsidy from the State Govt.
xiii. Fuel and Power Purchase Cost Adjustment would be claimed with effect from 1st January 2013 as per the orders of the State Commission in FY 2012-13 tariff order dated 19th October 2012.
xiv. UPERC to approve an annual average tariff increase, varying from year to year, between around 7% to 10% during the term of the FRP
xv. Monitoring of key performance indicators considered in the plan on a concurrent basis
i. As stipulated by Government of India in the scheme of restructuring of loans for State Discoms, the following arrangement is required:
a) Conversion of short-term loans from different banks/ financial institutions into long- term loans.
b) Conversion of multiple banking arrangements to consortium banking arrangement
c) Discoms to issue bonds with GoUP guarantee to the extent of Rs. 15,840 crore.
d) Government of Uttar Pradesh to take over bonds issued by the Discoms during the next 4 years in equal instalments starting from FY 2014-15.
ii. The following support from Government of Uttar Pradesh should be requested:
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Financial Restructuring Plan – March 2013 14
a) Equity support of Rs. 51,388 crore during the period FY 2012-13 to FY 2023-24 towards capital expenditure in the distribution companies.
b) Subsidy support of Rs. 47,446 crore during the period FY 2012-13 to FY 2023-24 as per the Table below:
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Financial Restructuring Plan – March 2013 15
Table 5: Discom wise Subsidy Support from GoUP
Discom FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Meerut 1,054 1,320 1,335 1,452 1,579 2,114 2,242 1,345 448 320 320 228 228
Agra 688 834 848 924 1,006 1,352 1,435 855 275 192 192 132 132
Lucknow 741 937 944 1,028 1,120 1,508 1,601 951 301 208 208 141 141
Varanasi 1,365 1,784 1,834 2,013 2,208 3,027 3,223 1,850 476 280 280 139 139
Kesco - - - - - - - - - - - - -
UPPCL 443 - - - - - - - - - - - -
Total 4,291 4,875 4,961 5,417 5,913 8,000 8,500 5,000 1,500 1,000 1,000 640 640
The subsidy would be provided directly to each Discom. The overall subsidy is allocated to each Discom on the basis of their proportionate share of connected load of Rural Domestic and Private Tubewells (Agriculture) consumers.
c) The release of subsidy would be based on feeder/distribution transformer meter data.
d) 100% retention of Electricity Duty and other statutory charges allowed to Discoms.
e) Conversion of principal loan of Rs. 522 crore into equity during FY 2013-14. Balance part representing accumulated interest of Rs. 1198 crore will be converted into equity or written off during FY 2013-14.
f) GoUP to ensure regular payment of electricity dues from Government Department and Corporations.
g) Guarantee or letter of comfort for the portion of loan being supported by cash flows of the company.
h) Full administrative support to be provided to Discoms to prevent theft of electricity.
iii. The Discoms would initiate the regulatory process to request UPERC for either “removal of difficulties” or “amendment of regulations” to ensure that the following critical issues are addressed:
a) GoUP has sent his consent to the Ministry of Power for accepting of the FRP
b) UPERC has given its approval to the FRP
c) Request to allow the Return on equity at the rate approved in tariff regulations.
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Financial Restructuring Plan – March 2013 16
iv. Since GoI framework requires strict adherence to the FRP, the Discoms should ensure fiscal discipline and operational performance by the following steps:
a) Tight control of finances, computerization of financial control by implementing an ERP system is recommended.
b) Optimal power procurement by proper planning.
c) Periodic update of power procurement plan. The power procurement plan should be reviewed at updated periodically. If any of the planned capacities are expected to be delayed, the Discoms should take necessary action to identify alternate capacities. For example, if any of the State’s own generation projects are getting delayed due to reasons such as environmental clearances; long term procurement bids may be initiated.
d) Assess baseline level of losses based on a scientific study as directed by GoI framework and by UPERC.
e) Establish an effective energy audit mechanism
f) Develop loss reduction strategy focusing on high loss areas identified by energy audit mechanism
The turnaround of the Discoms is possible over the Plan period, with significant contributions from all the stakeholders, viz. the Discoms themselves (management & employees), GoUP (as the shareholder of the electricity sector in UP, and in providing cash support to the Discoms as envisaged), the consumers (to bear the tariff hikes as necessary under the plan), the Regulator (in approving the tariff proposals as may be submitted by the Discoms in accordance with this Plan) and most importantly the bankers and lenders of the Discoms (by supporting the financial restructuring and turnaround plan).
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Financial Restructuring Plan – March 2013 17
2. BACKGROUND
Uttar Pradesh was one of the first states to embark upon a comprehensive programme of economic and structural reforms in the power sector. GoUP had demonstrated its willingness to take difficult decisions and implement power sector reform through a number of actions:
i. a regulatory commission was established in September 1998;
ii. in January 1999, GoUP issued a power sector policy statement with the objective of providing cost efficient and good quality supply and to make the energy sector self-sufficient;
iii. the UP Electricity Reform Bill was enacted by GoUP in July 1999; and
iv. in January 2000, the UP State Electricity Board (UPSEB) was functionally separated into three companies: a thermal generation company (UP Rajya Vidyut Utpadan Nigam Limited or UPRVUNL), a hydropower company (UP Jal Vidyut Nigam Limited or UPJVNL), and a single company combining the transmission and distribution systems (UP Power Corporation Limited, or UPPCL).
2.1 FINANCIAL RESTRUCTURING IN 2000 AND UNBUNDLING OF UPSEB
The first Financial Restructuring was undertaken in FY 2000 along with the unbundling of UPSEB. It constituted of the following key measures:
• Cross-debt adjustments of Rs 20,000 crore by GoUP.
• Retention of Pension liabilities of over Rs 6,000 crore by GoUP.
• Committing the utility on an efficiency improvement path along with tariff adjustments that would turn around the sector in 5 years.
In practice, efficiency improvements were below targets set in the FRP, actual subsidy payments by GoUP were lower than envisaged under the FRP and tariff adjustments were inadequate. Further, power purchase costs in particular were above projected costs in the FRP. These factors combined resulted in significant cash gaps in the FY 2001 and FY 2002, which resulted in large defaults to Central Generating Stations. Recurring defaults to Central Generating Stations resulted in accumulation of payables worth about Rs.6,000 crore excluding 60% waiver of surcharge by September 2003.
Table 6: Significant Parameters - FRP 2000 Vs. Actuals
Particulars FY01 FY02 FRP 2000 Actual FRP 2000 Actual
Average Tariff Increase (%) 4% 3% 3% 4% T& D Loss (%) 42.28% 38.19% 36.96% 36.99% Collection Efficiency (%) 79% 76% 83% 85% AT&C (%) 54.40% 53.18% 47.90% 46.19% Government Subsidy Support (Rs.Crore) 2,400 240 9,619 862
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Financial Restructuring Plan – March 2013 18
2.2 FINANCIAL RESTRUCTURING IN 2003 AND SUBSEQUENT FORMATION OF THE DISCOMS
A second Financial Restructuring Plan was approved by the GoUP along with the unbundling of Uttar Pradesh Power Corporation Limited into a Transmission and trading company and 4 Distribution companies. The Financial Restructuring Plan again committed the utilities to an efficiency improvement path and projected certain tariff increases so as to wipe out the cash gap and among other measures involved the following:
• Assumption by GoUP of the securitised power purchase dues of CGSs amounting to about Rs.6,000 crore, as per the Expert Group recommendation.
• Write-off of Rs.1,340 crore of GoUP loans to UPPCL against past dues.
• Retention by GoUP of the GPF liabilities of the employees amounting to Rs.1,337 crore.
• Reschedulement of REC loans worth Rs.1,400 crore at IRR of about 8% and move by GoUP to reschedule LIC loans worth Rs.1,780 crore.
• UPPCL approached the CERC for fixation of tariff for procurement of energy from the Tanda plant. The CERC passed its order on this matter on 26 June 2002 whence the Tanda tariff reduced from about Rs 3.63 per unit in FY02 to Rs 2.23 per unit in FY03.
The savings in cost due to the above measures are significant as illustrated in the figure below:
Chart 7: Savings from Actions Taken in FRP 2003
Further distribution business of UPPCL was transferred to the following 4 distribution companies by a Transfer Scheme notified by the GoUP:
Savings from Actions Taken
-500
-
500
1,000
1,500
2,000
2,500
3,000
Year
Rs
cr
CERC order on Tanda Tariffs 404 398 443 447 449 451 453
Reschedulement of REC loans of UPPCL 239 154 136 118 101 55 -48
Write off of GoUP loans against receivables fromGoUP
188 188 188 188 188 188 188
Acceptance of GoI Expert Group recommendationsby GoUP
137 243 274 396 821 1,087 1,035
GoUP retention of Employee Pension & GratuityLiabilities
304 362 428 482 661 738 783
FY03 FY04 FY05 FY06 FY07 FY08 FY09
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Financial Restructuring Plan – March 2013 19
i. Paschimanchal Vidyut Vitran Nigam Limited (‘PVVNL’ or the ‘Meerut Discom’) covering the Meerut, (including Noida Circle), Ghaziabad, Moradabad and Saharanpur Distribution Zones.
ii. Dakshinanchal Vidyut Vitran Nigam Limited (‘DVVNL’ or the ‘Agra Discom’) covering the Agra, Aligarh, Banda, Jhansi and Kanpur Distribution Zones.
iii. Madhyanchal Vidyut Vitran Nigam Limited (‘MVVNL’ or the ‘Lucknow Discom’) covering the Lucknow, Bareilly, Faizabad and LESA Distribution Zones
iv. Purvanchal Vidyut Vitran Nigam Limited (‘PuVVNL’ or the ‘Varanasi Discom’) covering the Varanasi, Allahabad, Gorakhpur and Azamgarh Distribution Zones.
KESCO Discom was formed in January 2000 and has been the Discom for KESA (Kanpur) area.
Chart 8: Zone-wise Map of Distribution Companies
All the distribution and supply assets of the respective zones were transferred in the name of the respective distribution companies. Primarily responsibility of UPPCL remained as State Transmission Utility and the procurement of power.
The GoUP further created a new company in 2006 under the provisions of Companies Act, 1956 by the name of Uttar Pradesh Power Transmission Corporation Limited (UPPTCL) with an objective of handling the transmission function of the State of Uttar Pradesh. The responsibility of transmission has been now vested with UPPTCL and the transmission assets and liabilities of UPPCL have been transferred to UPPTCL through a Government notified Transfer Scheme on 23rd December 2010. By creation of UPPTCL, the business objective of the UPPCL has been changed to trading (bulk power supplier) of electricity.
MEERUT DISCOM AGRA DISCOM LUCKNOW DISCOM
VARANASI DISCOM LUCKNOW DISCOM
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Financial Restructuring Plan – March 2013 20
One important aspect of the structure of the unbundled and newly created organisations is that UPPCL remains the holding company for all the organisations viz. Dakshinanchal Vidyut Vitran Nigam Limited (DVVNL), Madhyanchal Vidyut Vitran Nigam Limited (MVVNL), Pashchimanchal Vidyut Vitran Nigam Limited (PVVNL) and Poorvanchal Vidyut Vitran Nigam Limited (PuVVNL) and KESCO.
2.3 ACTUAL VS. FRP ASSUMPTIONS!
The significant changes in the business drivers and deviations from the assumptions made in the FRP necessitate a comparison of the actual performance of the UP Discoms at an aggregate level, in last six years, vis-a-vis that envisaged in the last comprehensive Financial Restructuring Plan prepared in 2003.
2.3.1 AVERAGE TARIFF INCREASES
For projecting the tariff increases, the FRP assumed full cost coverage of the average cost of supply (by the end of projection period FY 2009) for all consumer categories other than Domestic Unmetered and PTW. No increase in commercial and industrial tariffs was assumed for the projection period. The table below contrasts the actual tariff increases during the period versus those assumed in the FRP:
Table 9: Tariff Increase – FRP Vs. Actual
Tariff Increases FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09
FRP 7.00% 7.00% 6.00% 6.00% 6.00% 5.00% 3.00%
Actuals 7.00% 1.70% 6.40% - - 0.80% 13.92%
As is evident from the above figure, FY 2006 to FY 2008 has seen virtually no average tariff increase. In FY 2004, the actual tariff increase was lower than that envisaged in the FRP (1.70% Vs. 7% assumed in the FRP), while in FY 2005 the actual tariff increase was only marginally higher than that assumed in the FRP (6.40% Vs. 6% envisaged in FRP). Only in FY 2009, the actual tariff increase was higher than that envisaged in FRP (13.92% Vs. 3% envisaged in FRP), however it was insignificant to cover up for the tariff deficits of earlier years.
More than the percentage difference in the average tariff increases envisaged in the FRP Vs. actually allowed to UP Discoms, it is critical to analyse the quantum of disallowance in financial terms. The State Regulator left a cumulative uncovered gap of Rs. 14,805 crore in the tariff orders approved from FY 2003 to FY 2010 as per the table depicted below:
Table 10: Uncovered Gaps in Tariff Orders Approved by State Regulator (Figures in Rs Crore)
Rs Crore FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 ARR filed for Discoms
9119 8902 10437 NA 12966 16900 18183 21999
ARR Considered 8605 8502 8565 NA 11916 16240 17535 17790 Revenue Projection on Approved Tariff
7652 7517 7077 NA 9992 11424 15057 15703
Gap 1467 1385 3360 NA 2974 5476 3126 6296 Subsidy 826 657 997 1347 1547 1855 1581 1816 Net Gap 641 728 2363 NA 1427 3621 1545 4480
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Financial Restructuring Plan – March 2013 21
The uncovered gap in tariffs is one of the main reasons for the precarious financial condition of the distribution companies.
2.3.2 POWER PURCHASE COST
One of the factors where there is a huge difference between FRP projections and actual is the power purchase cost per unit, the trend of which has been depicted in the table below:
Chart 11: Power Purchase Cost Per Unit Trend – FY 2004 to FY 2009 (Rs/kWh)
The figure above shows the sharp increase in per unit power purchase cost which has increased by close to 61% over the six year period, as compared to a 20% increase that was envisaged in the FRP.
The UP Discoms were not allowed the pass-thru of fuel and cost escalation through the Power Purchased Cost Adjustment formula1 by the State Regulator as a result of which there were significant under-recoveries on account of power purchase cost.
1 In a significant development, the Appellate Tribunal for Electricity (APTEL) in its Judgment dated 11-11-2011 in suo-moto proceedings consequent to a letter received from Ministry of Power has directed every State Regulator to ensure that a mechanism for Fuel and Power Purchase cost adjustment is provided to distribution companies within a period of 6 months from the date of its judgment. Accordingly, the UPERC has approved the Fuel and Power Purchase Cost Adjustment (FPPCA) formula in May 2012. Subsequently in the FY 2012-13 tariff order issued on 19th October 2012, the State Commission has allowed the recovery of FPPCA from the quarter of January to March 2013.
1.64 1.631.73
1.86 1.931.971.72
2.052.20 2.25
2.382.76
1
1.5
2
2.5
3
FY 04 FY 05 FY 06 FY 07 FY 08 FY 09
FRP Actual
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Financial Restructuring Plan – March 2013 22
2.3.3 REVENUE SUBSIDY
The deteriorating coverage ratios due to factors discussed above also point to an increased reliance on subsidies to meet the operating cash of Discoms. Due to these factors, the revenue support by GoUP and GoUP support in paying short term loan has been more than that envisaged in the FRP. A comparison to this effect is depicted in the figure below:
Chart 12: Revenue Subsidy – FRP Vs. Actual (Rs Crore)
Although the subsidy has been increased by GoUP, but the additional support remained insufficient to cover the gaps due to increase in power purchase cost and inadequate tariff hike. The UPPCL and Discoms resorted to short term borrowings to meet the cash gap.
2.4 CURRENT STATUS OF THE SECTOR!
The reforms initiated in the state of Uttar Pradesh has actually not fructified into improved financial performance of the utilities, which was the primary objective of the reforms. The actual effort of reforms remained largely confined within the structural changes and unbundling of UPSEB. The current financial condition of the Discoms is precarious. The cost coverage ratio of distribution companies in UP has deteriorated from 76% in FY 2003-04 to 64% in FY 2010-11. Some symptomatic indicators of financial distress of the Discoms are as follows:
e) the working capital debt liability have burgeoned to Rs. 17,737 crore as on 31st March 2012
f) the losses after factoring in GoUP’s support, in FY 2010-11, is as high as Rs. 3,921 crore
g) the two main reasons for the deterioration of Cost Coverage Ratio are that there has been very little increase in the retail tariffs for the years FY 2006 to FY 2010; and secondly, the
1,007 1,056 1,059935
`
366
1,029 1,0561,288
1,5271,822
1,532
281
1,2161,103
0200400600800
1,0001,2001,4001,6001,8002,000
FY 04 FY 05 FY 06 FY 07 FY 08 FY 09
Revenue Subsidy ‐ FRP Revenue Subsidy ‐ Actual Subsidy paid by GoUP to repay loan
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Financial Restructuring Plan – March 2013 23
power purchase cost (at discom end) has increased from Rs. 1.72 per unit in FY 2003-04 to as high as Rs. 3.20 per unit in FY 2010-11 and to Rs. 3.65 per unit in FY 2011-12.
UP Discoms and several other state owned distribution companies in India are continuously making losses leading to massive accumulated loss and debt. The main reason for the losses is inadequate revision in tariff and insufficient subsidy quantum being paid by the state governments.
The overall accumulated book losses of the Discoms till March 31, 2011 are estimated at Rs. 1.90 trillion; 70% of these losses are estimated to be contributed by Discoms in six States, namely, Rajasthan, Tamil Nadu, Uttar Pradesh, Haryana, Punjab and Madhya Pradesh. The Banking sector’s short term exposure to Discoms is quite substantial, is estimated at Rs. 1.5 – 1.7 trillion as on March 2012, which is 3-3.6% of Banking credit and 45-52% of total power credit. A large part of these loans were taken to fund the cash losses of the Discoms. These losses, as is well known, have been contributed by several factors, the most important of them being inadequate tariff hikes, inadequate subsidy and large AT&C losses. So long as loans from Banks were freely available to fund the losses, there was limited pressure on the State Government/Distribution entities to go in for more difficult decisions like tariff hikes. Finally in FY 2012, reluctance of the Banking sector to fund these losses led to tightening in liquidity of distribution entities, which in turn started stretching payments to their creditors (power generating companies, transmission companies, fuel suppliers, capital equipment suppliers, power trading companies etc.) and delaying to some of the Lenders.
2.5 STEPS TAKEN BY GOVERNMENT OF INDIA!
Electricity is the engine of growth for any economy and is critical for achieving the national objectives in terms of industrial growth and improving standards of life and overall social welfare. There has been an increasing focus on the reforms in distribution sector which provides the crucial last mile connectivity in the electricity sector. The Government of India, identifying this problem has constituted two high level committees to study the financial health of the distribution companies and suggest remedial measures.
Brief Objectives and key findings of these Committees are provided below:
2.5.1 SHUNGLU COMMITTEE!
The Planning Commission had appointed a High Level Panel headed by Shri V.K. Shunglu, former Comptroller & Auditor General in July, 2010 to look into the financial problems of State Electricity Boards and to identify corrective steps. The terms of reference of this Committee included reviewing the accounts of State Electricity Boards and State Distribution Companies as on March, 2010 and to project their losses by 2017, reviewing the electricity tariff and also examining the role of the State Governments, Electricity Regulatory Commissions and Distribution Companies, assessing system improvement measures accomplished in distribution of power etc. and finally, to recommend a plan of action to achieve financial viability in distribution of power by 2017.
The report was submitted by the Committee on 15th December 2011. Box 1 gives the key recommendations of the Shunglu Committee.
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Financial Restructuring Plan – March 2013 24
Box 1: Key Recommendations of the Shunglu Committee
• SPV to be set up as a corporate entity (76% held by the RBI and the balance by PFC and REC), which will be entitled to purchase loans (which are likely to be restructured) of the banks, subject to certain conditions.
o These conditions include a) banks to negotiate with the state government/utility for the revised payment schedule and b) state government to agree upon regular tariff increase, operational plan to meet certain technical/ operational performance parameters and implementation of capital expenditure for system improvement as a first priority.
o RBI would provide a line of credit to SPV for purchase of loans from the banks. In case of non-compliance of terms set by SPV, the state government undertaking should be available to RBI that the amount defaulted would be debited to the State Government’s account with the RBI. Thus, intentional default or non-adherence to the action plan would be unlikely.
• Recommendations on the process of tariff determination are reiterated as per the directives of ATE’s judgement
• In addition to the basic tariff (which is fixed taking into account the targeted loss levels by SERCs), a loss surcharge should also be levied, which can vary area-wise within the license area so as to bring consumer awareness and improve the accountability of the utility’s staff.
• Selection committee for SERC should be broad-based so as to make the selection process fair, objective and independent. Also, a person who has worked during the preceding five years with the state government or any of its undertaking should not be eligible for appointment as a member or chairman of the commission in the same state. Committee1 to be appointed for oversight of the functioning as well as periodic evaluation of the performance by the SERCs, with the main objective to ensure the accountability of the regulators.
• Distribution Franchisee Model would be the way forward on an urgent basis for the utilities to bring down their distribution loss levels significantly, given the advantages over the public-private partnership model and successful implementation of the franchisee model for the Bhiwandi Circle in Maharashtra. This should be extended to the states during the next few years to at least 255 towns, which account for over 40% of the consumption.
• R-APDRP scheme is a key step taken by the Central Government to reduce distribution losses; and should be extended to the next Plan period with applicability to all towns above a population of 30,000 based on Census 2011.
• Utilities need to have a core team of IT experts in-house to work with IT consultants appointed under R-APDRP; also, there is a need for skilled professionals in the human resource development and Finance departments.
The implementation of the recommendations of the Shunglu Committee could be particularly challenging, given that several stakeholders such as discoms, state governments and regulatory entities (SERCs) need to be involved. Further, the Shunglu Committee has recommended that banks could sell loans under stress to a new SPV, which is proposed to be 76% held by RBI. However, there is no clarity on RBI’s view on the same.
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Financial Restructuring Plan – March 2013 25
2.5.2 EXPERT GROUP
Another High Level Committee was constituted as the ‘Expert Group’ under the Chairmanship of Shri B.K. Chaturvedi, Member (Energy), Planning Commission to look into the issues surrounding the financial position of distribution companies in India and to suggest a strategy for the recovery plan of the distribution companies.
The members of the Expert Group which has been constituted are as follows:
(1) Shri. B.K. Chaturvedi, Member (Energy), Planning Commission Chairperson
(2) Secretary, Economic Affairs, Ministry of Finance Member
(3) Secretary, Financial Resources, Ministry of Finance Member
(4) Secretary, Ministry of Power Member
(5) Deputy Governor, Reserve Bank of India Member
(6) Chairman, State Bank of India Member
(7) Chief Secretaries of Uttar Pradesh, Rajasthan and Tamil Nadu Member
(8) JS & FA, Ministry of Power Secretary-Convenor
The terms of reference of this Committee is to make an assessment of the cumulative losses of the Distribution Utilities of the ‘Focus States’ namely Uttar Pradesh, Rajasthan, Andhra Pradesh, Haryana, Madhya Pradesh, Punjab and Tamil Nadu, suggest a strategy for capital restructuring of these distribution companies including capital restructuring of loans and other measures which will include commitment by other stakeholders including State Governments and utilities to make the distribution companies financially viable on a long term basis and to suggest a roadmap and monitoring mechanism for implementation of the above restructuring and turnaround programme
The Expert Group had advised the Focus States to prepare a restructuring and turnaround programme for its distribution companies in consultation with the banks and financial institutions that have a major exposure in the distribution companies.
Considering the above, the distribution companies of Uttar Pradesh had prepared a recovery plan in consultation with all the banks which have an exposure with the distribution companies. The plan has been prepared by an independent consulting firm namely ‘Percept 360 Consulting Limited’ and the technical validation of the plan has been conducted by PNB Investment Services Ltd.
The Expert Group held its first meeting on 01.12.2011 during which it decided to constitute a Sub Group under the chairmanship of Sh. Ashok Lavasa, Additional Secretary, Ministry of Power to consider the financial restructuring plans (FRP) submitted by the Focus States and make recommendations regarding the way forward keeping in view the terms of reference of the Expert Group.
The Sub Group held a series of meetings wherein the presentations/FRPs/losses of respective state utilities of Focus States were discussed. Out of the 7 Focus States, only Rajasthan, Uttar Pradesh and Haryana provided detailed FRPs, which were reviewed and deliberated upon by the Sub-Group assisted by the Sub-Committee to estimate the accumulated losses to chart out a road map for improving the financial health of the Discoms. The Sub Group found that the losses are mainly due to irregular revision of tariff, high cost of power purchase and regulator not
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Financial Restructuring Plan – March 2013 26
allowing the passing on of the interest on loans to consumers, high T & D losses, lower collection efficiency, etc. The situation was aggregated by the continued flow of funds to the Discoms from the lenders.
The Sub Group felt that a pragmatic middle path was needed to be adopted wherein the respective state governments would partly contribute towards the turnaround. Being the owners of the Discoms and being responsible for oversight over the Discoms, the State Govts have a direct responsibility in ensuring that the Discoms are nursed back to health. The Sub Group recommended a detailed Restructuring Plan which was later adopted by the Cabinet Committee on Economic Affairs (CCEA) and accordingly the Government of India announced the Scheme for Financial Restructuring of Distribution Companies on October 5, 2012.
The scheme envisages that state governments take over 50% of the outstanding short term liabilities of the state owned distribution companies in the state. Rest of the short term liabilities shall be restructured with guarantee from state government to enable the turnaround of the State Discoms and to ensure their long term viability. Additional support shall be provided from Central Government in the form of principal reimbursement and interest subsidy. The scheme has been discussed in detail in the succeeding section.
The Sub-Group felt that unless the proposed restructuring/reschedulement of loans is accompanied by concrete and measurable action by the Discoms/States to improve the operational performance of the distribution utilities, the proposed exercise may turn out to be a temporary measure. In order to make the effort meaningful State Govts/Discoms must commit themselves to and carry out certain mandatory conditions and consider the other measures recommended by the Sub-Group to improve their functional efficiency, shore up their revenues and make the sector viable.
2.5.3 APTEL’S DIRECTIVE TO SERCs FOR TIMELY TARIFF DETERMINATION
In addition to the above steps, the Government of India recognizing the inadequate and delayed tariff revision was one of the most critical issue which has led to the deterioration in the financial health of the Discoms; Ministry of Power made a reference to the Appellate Tribunal for Electricity (APTEL) for issuing directions to the SERC for revision of power tariff in the states. APTEL decided to treat this reference as a suo-moto petition. The Appellate Tribunal for Electricity (APTEL) issued a judgement dated 11 November 2011 and in its judgement has directed all SERCs to initiate suo-moto proceedings for tariff determination in case of delays by the utilities in filing their tariff petitions.
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Financial Restructuring Plan – March 2013 27
The key features of APTEL’s directive are mentioned in Box 2.
This is a very positive development on the regulatory front for the power distribution sector.
However, the impact of this judgement by APTEL on the financial position of the utilities will hinge upon its implementation by SERCs in an independent manner without any kind of influence from the state government or oppressive litigations.
Box 2: Salient Features of APTEL’s Order dated 11 November 2011
• It should be the endeavour of every State Commission to ensure that the tariff for the financial year is decided before 1st April of the tariff year, for which tariff petition should be filed by the end of November of the previous year. Truing-up should also be an annual exercise.
• In the event of any delay in filing the ARR, truing-up and Annual Performance Review, one month beyond the scheduled date of submission of the petition, the State Commission must initiate suo-moto proceedings for tariff determination.
• The recovery of the Regulatory Asset (RA) should be time-bound and within a period not exceeding three years at the most and preferably within the control period. The carrying cost of the RA should be allowed to the utilities in the ARR of the year in which the RA are created to avoid the problem of cash flow to the distribution licensee.
• Fuel and Power Purchase cost is a major expense of the distribution company, which is uncontrollable. The Fuel and Power Purchase cost adjustment should preferably be on a monthly basis but in no case exceed a quarter. Any State Commission that does not already have such a formula/mechanism in place must put in place such a formula/ mechanism within 6 months of the date of this order.
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Financial Restructuring Plan – March 2013 28
3. SCHEME FOR FINANCIAL RESTRUCTURING OF DISCOMS ANNOUNCED BY GOVT OF INDIA
3.1 SALIENT FEATURES OF THE SCHEME
A scheme for financial restructuring of state owned distribution companies (Discoms) has been formulated and approved by the Government of India on October 5, 2012. The scheme will be available for all participating State-owned Discoms on fulfilling certain mandatory conditions and will remain open upto 31st December 2012 unless extended by the Government of India (GoI). The scheme is an outcome of efforts being made by GoI on the measures required to improve the commercial viability of the distribution segment.
The scheme is aimed to enable the turnaround of the State Discoms and ensuring their long term viability. The scheme is an attempt to restore the power purchasing capacity of debt ridden Discoms and enable banks to recover their loans. Thought this scheme is better than the earlier bailout package offered in 2002 (where no stringent conditions were put in), it puts onus on the respective states and Discoms and mandates them to initiate proactive measures like 1) regular tariff revision 2) curb AT&C losses sustainably (around 15% Vs. 44.46%2 at present) to improve viability and 3) revenue-cost gap reduction over the moratorium period.
The scheme envisages that state governments take over 50% of the outstanding short term liabilities of the state owned distribution companies in the state. Rest of the short term liabilities shall be restructured with guarantee from state government to enable the turnaround of the State Discoms and to ensure their long term viability. Additional support shall be provided from central government in the form of principal reimbursement and interest subsidy.
The broad features of the scheme are provided in the schematic below:
3.2 BROAD CONTOURS OF THE SCHEME
Restructuring the Short Term Liabilities:
A. Treatment of 50% of the outstanding short term liabilities upto March 31, 2012
• Stage 1: Short term liabilities shall be first converted into bonds to be issued by Discoms to participating Lenders, duly backed by State Governments guarantees; interest and principal repayments on these bonds to be made by State Governments.
• Stage 2: State Governments to take over the above mentioned bonds over next 4 years starting from 2014-15.
• Stage 3: Central Government to provide incentive by way of grant equal to the value of the additional energy saved by way of accelerated AT&C loss reduction beyond the loss trajectory specified under R-APDRP and capital reimbursement support of 25% of
2 In FY 2010-11
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Financial Restructuring Plan – March 2013 29
principal repayment by the State Governments on the liability taken over by the State Governments under the scheme.
B. Treatment of the balance 50% short term liabilities:
• Rescheduling such liabilities and providing moratorium on principal and the best possible terms for this restructuring to ensure viability of this effort.
Thus, the Discoms would need to service only half of the short term loans as soon as the scheme is implemented and at the end of five years, the State Governments would have taken over 37.5%-50% of the short term loans as seen in the charts.
Chart 13: Broad Contours of the Scheme
ST liabilities -taken over by
State Govt.50%
Restructuring of ST liabilities
by lenders50%
For State Discoms who do not achieve the AT&C loss reduction as given under R-APDRP
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Financial Restructuring Plan – March 2013 30
3.2.1 Definition of Short Term Liabilities!
Short term liabilities have been defined in the Scheme as provided below:
“Short term liabilities for the purpose of this scheme means and includes short term loans, working capital loans, payable to the power suppliers and includes other loans except for those loans taken for financing capital expenditure.”
3.2.2 Quantum of loans to be restructured
As per the scheme all short term liabilities are to be restructured. From the total quantum of short term liabilities, 50% shall be taken over by state government and the remaining 50% shall be serviced by Discoms with loan support from Bank / Financial Institutions.
3.2.3 Effective dates for restructuring
The scheme is effective from October 5, 2012 (i.e. date of notification of the scheme) to December 31, 2012 unless extended by the GoI.
3.2.4 Implementation of restructuring
Exact terms of restructuring shall be mutually agreed by the banks, Discoms and state government. However for the quantum of loans to be taken over by state government, Discom shall issue bonds with the guarantee from state government to the participating financial institutions. These bonds shall be taken over by state government in next 4 years starting from FY 2014-15.
3.2.5 Central Government support
Central government shall support Discoms by way of grant to the tune of additional energy saved beyond the loss trajectory specified under R-APDRP. i.e., for utilities with AT&C losses above 30% - Reduction in AT&C losses by 3% every year and for utilities with AT&C losses less than 30% - Reduction in AT&C by 1.5% every year. Central government shall reimburse 25% of the principal repayment to state government
3.3 MANDATORY CONDITIONS FOR IMPLEMENTATION OF THE SCHEME
3.3.1 Financial Restructuring Plan
• State Discoms shall prepare the FRP and get it duly approved by the principal lenders.
• State Governments shall convert all their loans to equity or defer the recovery of such loans along with interest till the loans rescheduled are fully repaid.
• State Governments should eliminate the gap between ACS and ARR within the period of moratorium of the bonds issued by State Government.
• Strategy to involve private sector in state distribution sector through franchisee arrangements or any other mode of private participation to be prepared within a year by the Discoms.
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Financial Restructuring Plan – March 2013 31
3.3.2 Tariff Setting and Revenue Realization
Following conditions are mandatory under Tariff Setting and Revenue Realization:
• The tariff order for FY 2012-13 should have been notified before the FRP is approved and the tariff order for subsequent years should be notified by 30th April of each financial year.
• Fuel cost adjustment to be allowed as directed by APTEL to account for the balance in the increase in power procurement cost.
• Discoms should submit a time bound plan for liquidation of regulatory assets and should incorporate the same in their ARR petitions including true up petitions.
• FRP to include targets for progressive reduction in Short Term Power (STP) purchase by the State Discoms ranging between 5-10% from FY 2013-14 onwards as against the benchmark for the year FY 2010-11.
3.3.3 Subsidy
Agricultural subsidy should be paid upfront by State Government based on distribution transformer meter data. PFC shall engage a third party agency to carry out a verification of it and submit a report to the Central Monitoring Committee. Also, the subsidy amount should be adjusted in the ARR on account of that specific category of consumers.
3.3.4 Metering
Prepaid meters should be installed by March 31, 2013 for all Government consumers and large consumers (1MW and above) where defaults have occurred.
3.3.5 Audit and Accounts
State Discoms are required to prepare Audited accounts for and up to FY 2010-11 by November 30, 2012 and of FY 2011-12 to be finalized by January 31, 2013
3.4 MONITORING MECHANISM
For monitoring the progress of the turnaround plan, two committees at State and Central levels respectively along with third party verifier are to be constituted for effective implementation of the scheme. Also, the entire restructuring program shall be done under the overall monitoring of Department of Financial Services for effective implementation in a time bound manner.
3.4.1 State Level Monitoring Committee (SLMC)
A State Level Monitoring Committee would be formed to review the progress on a quarterly basis till the turnaround of the State Discoms and should submit its report to the Central Level Monitoring Committee (CLMC).
The Government of Uttar Pradesh has constituted the State Level Monitoring Committee with the following composition for review of the progress of the implementation of the Financial Restructuring Plan on quarterly basis till the turnaround of the distribution companies and subsequently once in every half year:-
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Financial Restructuring Plan – March 2013 32
(1) Chief Secretary, GoUP Chairperson
(2) Principal Secretary (Finance), GoUP Member
(3) Principal Secretary (Energy), GoUP Member
(4) Principal Secretary (Planning), GoUP Member
(5) Representatives of three major lenders Member
(6) Representative from Reserve Bank of India Member
(7) Representative from CEA Member
(8) Managing Director, UPPCL Member Secretary
3.4.2 Central level Monitoring Committee (CLMC)
A Central Level Monitoring Committee would be formed which would be required to submit all the proposals received from States to avail the benefits under Transitional Finance Mechanism for further consideration by the Distribution Division in the Ministry of Power.
The composition of the CLMC would be as under:
(1) Member (Energy), Planning Commission Chairperson
(2) Secretary, Economic Affairs, Ministry of Finance Member
(3) Secretary, Financial Resources, Ministry of Finance Member
(4) Secretary, Ministry of Power Member
(5) Representative from Reserve Bank of India Member
(6) Representatives of three major lenders Member
(7) CMD, PFC Member
(8) CMD, REC Member
(9) Chairman, CEA Member Secretary
3.4.3 Third Party Verification
An annual verification of the performance achievements of the state Discoms shall be done through a third party appointed by Central Electricity Authority (CEA).
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Financial Restructuring Plan – March 2013 33
The Operational Framework of the Scheme has been depicted in the Schematic below:
APPLICATION STAGE
FRP PREPARATION AND APPROVAL
!
! !
Other Activities
Signing of FRP – Acceptance of Mandatory conditions and roadmap for recommendatory conditions Approval by State/SERC
Issue of Bonds/Special Securities to Lenders by Discoms/State Govt Waiver of Penal Interest by lenders and Restructuring of Loans
State Govt.
(Application to MOP/DFS for benefit under the Scheme)
Department of Finance Services
(Appointment of Nodal Banks) Ministry of Power
State Govt. State Discoms Nodal Banks
(Consultation with other lenders)
FRP for the State Discoms containing the stipulated
conditions
SERC
(In Principle Approval)
FRP submitted to MoP & Department of Finance
Services
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Financial Restructuring Plan – March 2013 34
MONITORING SET-UP
CLAIMS UNDER THE SCHEME
State Govt.
Ministry of Power
CEA
Constitution of SLMC (Monitoring of Turnaround Activities and Monthly Reporting to CMC)
Constitution of CLMC (Based on the Projections Budget Provisions to be made every year)
Appointment of TPV (Collect data and put up report to CLMC)
Transitional Finance Mechanism
Grant of reduction in AT&C losses
State Discoms
Capital reimbursement support of 25% of principal repayment
State Govt.
SLMC (review)
CEA (to put up to CLMC)
CLMC (To review and recommend)
MoP (Release of funds in consultation with DOE)
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Financial Restructuring Plan – March 2013 35
4. OPERATIONAL REVIEW OF UP DISCOMS
This objective of this section is to understand the factors which were responsible for the existing financial health of the UP Discoms. This section focuses on the analysis of the historical operational performance in terms of demand and supply position in the state, T&D loss & AT&C loss trajectory, power sourcing options and their costs, etc.
4.1 DEMAND SUPPLY POSITION IN THE STATE
The energy requirement in Uttar Pradesh has grown at a CAGR of 6.83% in the period from FY 2007-08 to FY 2012-13. Against this, the growth in the installed capacity has grown at a marginally lower rate of 6.55% over the same period. The growth in the installed capacity was inadequate to meet the growing demand resulting in peak and energy deficit. The energy deficit is 19.10% in FY 2012-13 as per the Load Generation Balance Reports (LGBR) prepared by the CEA. The energy deficit has grown at a CAGR of 8.07% from FY 2007-08 to FY 2012-13. The peak demand has grown at a CAGR of 2.40% from FY 2007-08 to FY 2012-13. The peak demand is anticipated to increase in the future years due to high economic growth rate. The table below provides an overview of the demand supply scenario in the state from FY 2007-08 to FY 2012-13.
Table 14: Demand Supply Position in Uttar Pradesh
Head 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 CAGR (%)
Peak Demand (MW) 11,104 10,587 10,856 11,082 12,038 12,500 2.40%
Peak Met (MW) 8,568 8,248 8,563 10,672 11,767 10,377 3.91%
Peak Deficit (MW) -2,536 -2,339 -2,293 -410 -271 -2,123 3.49%
Peak Deficit (%) -22.84% -22.09% -21.12% -3.70% -2.25% -16.98% 5.75%
Energy Requirement (MU) 62,628 69,207 75,930 76,292 81,339 87,153 6.83%
Energy Availability (MU) 51,335 54,309 59,508 64,846 72,116 70,509 6.55%
Energy Deficit (MU) -11,293 -14,898 -16,422 -11,446 -9,223 -16,644 8.07%
Energy Deficit/ Surplus (%) -18.03% -21.53% -21.63% -15.00% -11.34% -19.10% 1.15%
Source: CEA – Power Scenario at a Glance – Nov 2012
According to the CEA, the current energy deficit of the State is about 16% and peak deficit is 13.6% for the first six months in FY 2012-13.
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Financial Restructuring Plan – March 2013 36
The demand supply position has been depicted in the chart below:
Chart 15: Trend in Demand – Supply situation in terms of Energy (MU)
4.2 TRANSMISSION, DISTRIBUTION AND COMMERCIAL LOSS TRAJECTORIES
The T&D loss percentage of the UP Discoms (combined together) has been in the range of 30% to 33% over the last 8 years.
Chart 16: T&D Loss (%) of UP Discoms
62,628 69,207
75,930 76,292 81,339 87,153
51,335 54,309
59,508 64,846
72,116 70,509
11,293 14,898 16,422
11,446 9,223
16,644
‐
20,000
40,000
60,000
80,000
1,00,000
FY 2007‐08 FY 2008‐09 FY 2009‐10 FY 2010‐11 FY 2011‐12 FY 2012‐13
Requirement (MU) Availability (MU) Deficit (MU)
33.46%
32.30%32.93% 33.17%
30.18%
31.96%
30.03%
32.53%
28.00%
29.00%
30.00%
31.00%
32.00%
33.00%
34.00%
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12
T&D Loss (%)
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Financial Restructuring Plan – March 2013 37
There were huge under-recoveries in the past years on account of stringent T&D loss targets approved by the UPERC. The UPERC had approved a T&D loss level of 27.40% in the years FY 2004-05 to FY 2009-10 against which the actual T&D loss has been in the range of 30.03% to 33.46%.
However based on submissions by the UP Discoms in the ARR Petitions for FY 2010-11 and onwards, the T&D loss has been recalculated at realistic levels which are closer to actual performance. This has come as a huge relief to the Discoms and to the entire FRP exercise.
It is expected that the improvement trajectories proposed in the FRP would be adopted by the State Commission. The UPERC has approved an average T&D loss percentage of 29.73% for FY 2012-13.
The following chart gives the T&D loss trajectory approved by the UPERC vis-à-vis the actual in the corresponding years.
Chart 17: T&D Loss Approved by UPERC Vs Actuals
Source: UPERC Tariff Orders, Audited Accounts of Discoms
The details of the Distribution losses of Discoms are provided in the table below:
Table 18: Distribution Losses (%) of Discoms from FY 2004-05 to FY 2011-12
Year DVVNL MVVNL PVVNL PuVVNL KESCO 2004-05 32.58% 26.75% 28.77% 28.20% 46.57% 2005-06 31.24% 27.54% 26.67% 28.66% 37.65% 2006-07 30.24% 27.32% 26.73% 30.17% 39.67% 2007-08 30.30% 24.59% 29.39% 27.76% 41.13% 2008-09 25.57% 20.69% 26.62% 24.72% 38.28% 2009-10 31.70% 22.64% 28.66% 24.44% 35.09% 2010-11 28.76% 28.08% 27.27% 26.97% 27.57% 2011-12 29.38% 26.36% 29.25% 26.20% 32.96%
33.46%32.30% 32.93% 33.17%
30.18%
31.96%
30.03%
32.53%
27.40% 27.40% 27.40% 27.41% 27.40% 27.40%
31.91%
31.66%
21.00%
23.00%
25.00%
27.00%
29.00%
31.00%
33.00%
35.00%
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12
Actual T&D Loss (%) UPERC Target
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Financial Restructuring Plan – March 2013 38
The overall collection efficiency of the sector has been in the range of 80% to 93% during the FY 2004-05 to 2010-11. However there is a disparity within discoms; the PuVVNL Discom has the lowest collection efficiency, whereas the best and consistent performer is PVVNL Discom. The overall collection efficiency of combined Discoms is 79.52% as on 31st March 2011.
The following chart provides the collection efficiency trajectories of the Discoms during the period FY 2004-05 to 2010-11.
Chart 19: Discom wise Collection Efficiency during FY 2004-05 to 2010-11
Considering the distribution and collection efficiency as detailed above, the Aggregate Technical and Commercial Losses (AT&C) have been calculated. The AT&C losses during the FY 2004-05 to 2010-11 are provided in the chart below:
Chart 20: AT&C losses during the FY 2004-05 to 2010-11
85.52%
93.38%
91.12%
87.17%
90.97%
86.62%
79.52%
75.00%77.00%79.00%81.00%83.00%85.00%87.00%89.00%91.00%93.00%95.00%
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11
Combined Discoms
43.10%
36.78%
38.88%
41.75%
36.48%
41.07%
44.36%
30.00%
32.00%
34.00%
36.00%
38.00%
40.00%
42.00%
44.00%
46.00%
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11
AT&C Loss (%)
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Financial Restructuring Plan – March 2013 39
4.3 INSTALLED CAPACITIES & GENERATION PORTFOLIO
The total installed capacity available in the State in Uttar Pradesh is 13,054 MW as on 31st March, 2012. This comprises of 4816.2 MW from State Sector, 4725.85 MW as share from Central Sector generating stations and 3511.88 MW of Private Sector Power Plants. Installed capacity for the state of Uttar Pradesh as on 31st March, 2012 is shown below:
Table 21: Installed Capacity (MW) of UP Discoms as on 31st March, 2012
Sector Hydro Thermal
Nuclear RES Total Coal Gas Diesel Total
State 524 4267 0 0 4267 0 25 4816 Private 0 2850 0 0 2850 0 662 3512 Central 1250 2590 550 0 3140 336 0 4726 Total 1774 9707 550 0 10257 336 687 13054
Source: CEA – Power Scenario at a Glance – Nov 2012
Chart 22: Installed Capacity by Ownership
Chart 23: Installed Capacity by Ownership
State37%
Private27%
Central36%
Hydro14%
Thermal79%
Nuclear2%
RES (MNRE)5%
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Financial Restructuring Plan – March 2013 40
5. FINANCIAL REVIEW OF UP DISCOMS
This section undertakes a review of the existing financial position of the Discoms including study of the pattern of major cost elements such power purchase cost, O&M expense, depreciation, interest and finance cost, etc. Further Cost of Supply, Average Revenue Realisation and Cost Coverage Ratio have been analysed in this section.
5.1 POWER PURCHASE COST
Power Purchase costs roughly account for 3/4th of the total cost incurred by the distribution companies. The total quantum of power procured has increased at a CAGR of 6.45% from 42210 MU in FY 2004-05 to 65375 MU in FY 2010-11.
The power purchase price has increased at a CAGR of 6.62% from Rs. 1.95 per unit in FY 2004-05 to Rs. 3.05 per unit in FY 2010-11. The landed cost of energy at discom end has risen from Rs. 2.05 per unit in FY 2004-05 to Rs. 3.20 per unit in FY 2010-11.
Table 24: Power Purchase Costs during FY 2004-05 to 2010-11
Particulars Unit 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Power Purchase Input MU 42210 45307 50679 55011 56352 60679 65375
Power Purchase Cost
Rs Crore 8,221 9,466 10,744 12,294 14,531 17,700 19,945
Power Purchase Input Rate Rs/kWh 1.95 2.09 2.12 2.23 2.58 2.92 3.05
Energy Available at Discom End
MU 40112 43033 47776 51633 52719 56893 62268
Power Purchase Rate at Discom End
Rs/kWh 2.05 2.20 2.25 2.38 2.76 3.11 3.20
It is also relevant to analyse the power purchase cost allowed in the tariff orders of Discoms by the UPERC. With the exception of FY 2006-07 and 2007-08, there are significant disallowances in respect of power purchase cost which is uncontrollable in nature. The UP Discoms were not allowed the pass-thru of fuel and cost escalation through the Power Purchased Cost Adjustment formula by the State Regulator as a result of which there were significant under-recoveries on account of power purchase cost.
The following chart depicts the power purchase rate at discom end vis-à-vis the power purchase rate considered by the UPERC in respective tariff orders for Discoms
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Financial Restructuring Plan – March 2013 41
Chart 25: Power Purchase Price (Rs/kWh) Considered in ARR Vs Actuals at discom end
It is expected that going forward with effect from 1st January 2013 onwards, there would be no under recoveries on account of power purchase cost as the UPERC has allowed the Fuel and Power Purchase Cost Adjustment to the Discoms
5.2 GROWTH IN EXPENSES
Overall expenses of the Discoms have increased at a CAGR of 15.44% during the period FY 2004-05 to 2010-11. The power procurement expenses have increased by a CAGR of around 15.92% during the same period. Interest and finance charges have increased by 37.67% which is consequent to the heavy borrowings by the Discoms and UPPCL.
The growth in the expenses of the distribution companies during the period FY 2004-05 to 2010-11 is depicted in the chart below:
2.05
2.20 2.252.38
2.76
3.113.20
1.75 1.75
2.242.36
2.47
2.64
3.01
1.50
1.70
1.90
2.10
2.30
2.50
2.70
2.90
3.10
3.30
2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11
PP Rate at discom end (Rs/kWh) PP Rate considered in ARR (Rs/kWh)
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Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 43
5.4 TRENDS IN AVERAGE TARIFF AND AVERAGE COST OF SUPPLY
The Average Tariff and Average Cost of Supply (ACS) for UP Discoms (combined) are presented in table below. The Average Tariff was not sufficient to meet the the ACS even after including the subsidy payment from State Government during the entire period from FY 2004-05 to 2010-11.
Table 28: Trends in Average Tariff and ACS along with Cost Coverage Ratio
Particulars 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ACS 3.86 4.08 4.05 4.20 4.66 5.28 5.88
Average Tariff 2.44 2.47 2.31 2.57 2.83 3.21 3.76 Cost Coverage (without subsidy) 63% 61% 57% 61% 61% 61% 64%
Cost Coverage (with subsidy) 73% 71% 68% 73% 69% 69% 72%
The average cost of service has increased from Rs. 3.86 per unit in FY 2004-05 to Rs. 5.88 per unit in FY 2010-11. The increase in ACS is particularly more in the years 2009-10 and 2010-11 which is consequent to the significant increase in power procurement costs in the corresponding period.
The Average Tariff has increased from Rs. 2.44 per unit in FY 2004-05 to Rs. 3.76 per unit in FY 2010-11. However the pace of tariff increase has never been able to keep pace with the rising ACS. This is reflected in the cost coverage (w/o subsidy) which has remained in a narrow range between 57% to 64% during the entire period under review. The cost coverage ratio in FY 2010-11 is 64%.
The inadequate and delayed tariff revision has been the primary reasons for the poor cost coverage of the distribution companies. The following table depicts that there has been a consistent pattern on the part of both the distribution companies and the State Electricity Regulatory Commission in approving the proposal for tariff revisions of the distribution companies.
Table 29: History of Tariff Revisions
ARR for the Year Filed On
Delay in filing ARR by Discom
(No of Days)
Order Date
No of days taken by
Regulator in issuing order
Tariff Hike %
2000-01 31-12-1999 31 27-07-2000 209 3.00%
2001-02 22-01-2001 53 01-09-2001 222 4.09%
2002-03 29-04-2002 150 22-10-2002 176 7.00%
2003-04 21-02-2003 83 10-06-2003 109 1.70%
2004-05 23-03-2004 114 10-11-2004 232 6.40%
2005-06 29-04-2005 150 Rejected NA 0.00%
2006-07 05-07-2006 217 10-05-2007 309 0.00%
2007-08 04-10-2007 308 15-04-2008 194 0.80%
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Financial Restructuring Plan – March 2013 44
ARR for the Year Filed On
Delay in filing ARR by Discom
(No of Days)
Order Date
No of days taken by
Regulator in issuing order
Tariff Hike %
2008-09 19-12-2007 19 15-04-2008 118 13.92%
2009-10 30-07-2009 242 31-03-2010 244 13.00%
2010-11 25-03-2011 480 19.10.2012 574 NA
2011-12 25-03-2011 115 19.10.2012 574 NA
2012-13 21-02-2012 83 19.10.2012 241 20.93%
It is expected that the APTEL judgment dated 1th November 2011 would go a long way in ensuring that the SERCs approve tariff revision regularly without any delay and the revised tariffs are implemented at the start of each year w.e.f 1st April of each financial year.
5.5 ACCUMULATED LOSS
The poor cost coverage has affected the profitability of the distribution companies such that all of them are deep in losses. The following table provides the accumulated losses of the distribution companies for the period since their creation up to FY 2010-11.
Table 30: Accumulated Losses of Distribution Companies (Rs Crore) Year Meerut Agra Lucknow Varanasi Kesco Accumulated
Loss
2000-01 77 77
2001-02 89 89
2002-03 139 139
2003-04 204 111 47 84 210 657
2004-05 350 591 386 401 274 2659
2005-06 622 892 546 607 113 5439
2006-07 730 1070 739 1096 141 9214 2007-08 665 1150 774 1102 257 13162
2008-09 636 1000 706 1189 81 16773
2009-10 629 1322 733 492 155 20104
2010-11 453 1273 746 1268 182 24025
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Financial Restructuring Plan – March 2013 45
6. INTERVENTION STRATEGY
In view of the deteriorating financial health of the Discoms, the strategy for survival and sustainability of the sector among others primarily requires to focus upon:
• Reducing the distribution losses of the business.
• Improving cost recovery by tariff rationalisation to progressively reduce the revenue deficit.
The Discoms have already initiated a series of measures to overcome the serious financial crunch and to be sustainable in the long run. First in this direction was filing a tariff petition for revision of FY 2012-13. Based on such petition, an average tariff revision of around 21% was approved by the UPERC. Subsequently the Fuel and Power Purchase Cost Adjustment has been approved and the same would be recoverable with effect from January 2013 onwards. The distribution companies have also filed a proposal for tariff revisions of around 9% for FY 2013-14. The same is under consideration of the UPERC and the tariff order is likely to be passed by 31st May, 2013.
Further, with the support of the Government of Uttar Pradesh, the Discoms have initiated the process for restructuring its debt as per the ‘Scheme for the Financial Restructuring of Distribution Companies’ announced by the Government of India.
The objective of the financial restructuring plan is to ensure long term viability of the state distribution companies. This report has projected the financials of Discoms for 10 years based on the relevant UPERC Tariff Regulations, inputs provided by the Discoms and the tariff approved for FY 2012-13 as per the tariff dated 19th October 2012.
UP Discoms (in a base case) have incurred operational losses of Rs 9,899 crore in FY 2012-13 after a massive tariff hike of 21% which became applicable from 1st November, 2012.. In addition, UP Discoms have net outstanding power purchase dues of Rs. 19,324.31 crore as on 31st March 2012. The discoms are not in a position to repay their entire liabilities with efficiency in operations or with a reasonable hike in tariff as projected in ARR for FY 2013-14. Hence to continue its operations, UP Discoms require a major restructuring of their loans with a reasonable time frame to repay their loans. Without restructuring, these liabilities have to be funded with cash generated from operations or by raising additional loans which would in turn lead to worsening of the gap.
One of the main objectives of the Financial Restructuring plan is to ensure the long term viability of Discoms. Hence projections have been made for next ten years to assess the financial health of Discoms in the next ten years. These projections have been made based on the data provided by Discoms, norms specified by UPERC’s Tariff Regulations and the proposed financial restructuring plan. These assumptions along with projections for various heads are explained in detail in the following sections.
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Financial Restructuring Plan – March 2013 46
7. BUSINESS PLAN OF DISCOMS
The business plan of the distribution companies has been prepared considering the impact of changes in the key business drivers, current regulatory practice and the regulatory norms envisaged in the mid-term, policy decisions of GoUP, etc. The main thrust of the business plan is to improve the operating efficiency and tide over the financial crisis by achieving financial turnaround.
This section discusses in detail the broad assumptions undertaken in the preparation of the business plan and has been classified into the following sub-sections:
• Energy Sales Forecast
• Transmission and Distribution Loss Reduction Trajectory
• Energy Availability and Power Procurement Plan
• Energy Balance
• Investment Plan and its Financing
• Tariff Increases
• Collection Efficiency Trajectory
• Subsidy and Other Support from GoUP.
After a detailed discussion on the aforementioned points, the summary of the financial projections have been presented for consolidated Discoms. The summary of the key financial statements for each of the distribution companies namely PVVNL, DVVNL, MVVNL, PuVVNL, KESCO and the holding company namely UPPCL has been presented in Annex-1.
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Financial Restructuring Plan – March 2013 48
d) System level energy availability e) Hours of supply
The approach and methodology used for Load Forecasting is detailed below:
7.1.1 Overview
Sales and Load Forecasting involves firstly, building robust and accurate sales forecast and load forecast models that are able to predict energy sales within reasonable margins of error and secondly, application of the models so prepared to provide long term forecast of energy sales to various consumer sub categories (based on tariffs applied) and the total energy requirement to meet the demand.
7.1.2 Methodology
The following methodology was followed for Sales and Load Forecasting:
a. Consumer category wise commercial data of each discom comprising Number of consumers/ Connected load (kW)/ Energy sales (billed energy): kWh, split between rural/urban consumers was tabulated for the years 2001-02 to 2011-12.
b. 3 years’ (2009-10 to 2011-12) and 5 years (2007-08 to 2011-12) compounded annual growth rate (CAGR) was determined for the following parameters consumer sub-category wise:
• Number of consumers
• Connected load: kW
• Energy sales (billed energy): kWh
c. CAGR for each of three major commercial parameters for 3/5/7/10 years was determined consumer category-wise.
d. Running hour factor: Load shedding affects different consumer categories differently. Its effect was taken into account through a factor of present running hour supply and projected hour supply.
However, no adjustment on account of load shedding was made in case of the following:
a) Following consumer categories:
• Industrial
• Agricultural (assuming that the water output of agricultural pump sets in the limited hours of supply is enough for meeting the irrigation requirements)
• Railway traction
The Energy Billed was calculated by applying the factor to the remaining consumer categories in all areas. This was done step-wise as follows:
b) Projecting the running hours supply;
c) Obtaining the factor of running hours supply between present supply hours and projected hours supply;
Sub-category Energy billed in % tabulated by way of Mahanagar, Commissionary, Districts, Bundelkhand and Rural Area according to the prevailing classification of the Areas
e. Demand Side Management - Category wise energy Billed was calculated by applying the DSM factor.
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Financial Restructuring Plan – March 2013 49
f. Following three ratios were determined for each set of commercial data of a given consumer category/ sub-category for each year:
a) Energy sales per consumer
b) Connected load per consumer
c) Energy sales/Connected load
g. Sales Forecasting: LV Consumers – Sub-category-wise
a) Number of consumers:
Adopted appropriate value of CAGR in the following manner:
• Normally 3 years’ CAGR of number of consumers (sub-category wise) was adopted
• Wherever calculated value of 3 years’ CAGR of number of consumers seemed unreasonably high or low, the most reasonable calculated value between 5/7/10 years’ CAGR was adopted. The adopted value of CAGR was applied across all sub-categories within a given consumer category.
• Applied the CAGR so adopted to determine forecasted values of number of consumers, taking 2011-12 as the base year.
b) Connected load:
Multiplied number of consumers by the highest ratio of connected load per consumer calculated for the last three years to determine consumer sub-category wise connected load forecasts corresponding to forecasted values of number of consumers.
c) Energy Sales:
i. LMV 1 & LMV 10 Consumer categories:
Forecasted value of energy sales for each consumer sub-category was determined by multiplying the number of consumers by the highest value of energy sales per consumer for the last three years. Wherever the highest value of energy sales per consumer was found to be unreasonably high, the second highest value of the above ratio was adopted as the multiplier for determining energy sales corresponding to the forecasted value of number of consumers.
ii. LMV Consumer categories (metered) other than LMV1 & LMV10 consumer categories:
Adopted the highest value of energy sales per kW connected load for a given consumer sub-category for the last three years as the multiplier to obtain forecasted value of energy sales corresponding to the forecasted value of connected load.
iii. LMV: Unmetered consumers (except rural state tube wells):
Forecasted value of energy sales for a given consumer sub-category was obtained by multiplying the forecasted value of connected load by the standard value of energy sales per kW connected load laid down in the norms.
iv. Rural state tube wells:
Forecasted value of energy sales was obtained by multiplying the forecasted value of number of consumers by the standard value of energy sales per consumer laid down in the norms as below:
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Financial Restructuring Plan – March 2013 50
Table 32: Consumption Determinant Sr.No Category of
Un-Metered Consumer Units Consumption of
Energy Per Month 1 Private Tube Well KWh/KW 91.66
2 Domestic Rural Consumers KWh/KW 72
3 Rural Commercial Consumers KWh/KW 72
4 Rural State Tube Well KWh/Consumer or Pump 3562.35
5 -A Street Light - Rural Area KWh/KW 300
5 -B Street Light - Urban Area KWh/KW 360
h. Sales Forecasting: HV Consumers – Sub-category-wise
a) Connected Load:
Forecasted value of connected load for a given sub-category for a given year was determined by applying the 3 years’ CAGR of connected load calculated for the particular consumer sub-category, taking 2011-12 as the base year. Wherever the 3 years’ CAGR appeared unreasonably high or low, the figure from amongst CAGR of connected load for a given consumer category calculated for 5/7/10 years that seemed most reasonable, was adopted as the CAGR to be used for forecasting. This value of CAGR was applied to all sub-categories comprising a given consumer category.!
b) Number of consumers:
Forecasted number of consumers corresponding to the forecasted value of connected load for a consumer sub-category in a given year was determined by dividing connected load by the value of connected load per consumer calculated of the preceding year.
c) Energy sales:
• Year wise and sub-category wise energy sales forecasts were obtained by multiplying the forecasted value of connected load by the highest ratio of energy sales per kW connected load of the last three years.
• Year wise and sub-category wise energy sales forecasts were obtained by multiplying the forecasted value of sales MU by the running hour factors.
• Year wise and sub-category wise energy sales forecasts were obtained by multiplying the forecasted value of sales MU by the DSM factors.
7.1.3 Projections for Input Energy
Following assumptions, based on experience, were made with regard to losses:
a. Distribution Losses:
The distribution companies intent to pursue the aggressive loss reduction programs through technology intervention, process and efficiency improvement through implementation of capital investment of capital investment plan. The objective of efficiency improvement programs would be to ensure a reliable distribution system and enhance the quality of supply to consumer as well as to reduce technical and commercial losses. The investments being made under R-APDRP schemes, installation of Aerial Bunch Conductors, Feeder Separation Program are also expected to aid in the reduction of distribution losses. The distribution loss trajectory projected in the plan period is provided in the table below:!
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Financial Restructuring Plan – March 2013 51
Table 33: Distribution Loss Trajectory
Discom FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Meerut 29.25% 26.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Agra 29.38% 30.51% 27.55% 24.55% 21.55% 18.55% 15.55% 13.55% 11.55% 10.55% 10.55% 10.55% 10.55%
Lucknow 26.36% 24.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Varanasi 26.20% 23.00% 22.00% 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 9.00% 9.00% 9.00% 9.00%
Kesco 32.96% 24.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Total 28.24% 25.05% 22.97% 20.84% 18.70% 16.57% 14.43% 12.50% 10.57% 9.60% 9.61% 9.62% 9.62%
b. Transmission Losses:
There is very little scope for the reduction of the transmission losses considering the past trends and the nature of such losses. Intra-state and inter-state transmission losses, to be added to the power delivered at the discoms at their input points to arrive at the energy required at the power plant bus bars, were taken as per the table provided below:
Table 34: Transmission Loss Trajectory Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Transmission Losses (%) 5.52% 5.26% 5.14% 5.13% 5.12% 5.11% 5.10% 5.09% 5.08% 5.07% 5.06% 5.05% 5.04%
The category wise energy sales forecasted for the distribution companies are provided in Annex-2. The energy sales forecast for the consolidated Discoms is provided in the table below:
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Financial Restructuring Plan – March 2013 52
Table 35: Category-wise Energy Sales forecast for Consolidated Discoms (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj
Rural Domestic 8122 8166 9605 12039 14600 16454 18609 20710 22232 23616 24307 26117 Single Point 361 386 408 468 506 527 593 618 657 675 692 727 Urban Domestic 8283 12469 17935 22627 27589 32325 37524 43410 46809 48364 48479 50961 Lifeline/BPL 502 76 96 121 146 173 174 195 211 225 233 252 Rural Commercial 968 1072 1372 1755 2158 2556 2643 3001 3286 3559 3733 4085 Urban Commercial 2856 3205 3606 4304 4938 5458 5967 6479 6759 6982 7016 7293 Public Lamps 936 992 1171 1446 1737 1956 2323 2623 2863 3094 3245 3563 Institutions 1529 1825 2281 2934 3649 4388 4695 5441 6080 6723 7197 8036 PTW 6283 6483 6699 8235 9767 10565 12538 13585 14203 14707 14864 15692 Small & Medium Power 2934 3488 4061 5039 6017 6928 7194 8072 8755 9404 9688 10390 Public Water Works 1649 1666 1886 2399 2960 3325 4127 4688 5140 5580 5874 6452 STW 2527 2588 2752 3419 4118 4506 5450 6028 6434 6797 6961 7445 Temporary Supply 138 161 193 245 295 343 394 451 499 546 579 640 Departmental Employees 437 564 581 607 643 713 723 749 811 879 955 1038 Non-Industrial Bulk Loads 1917 2034 2164 2300 2446 2610 2789 2982 3197 3431 3696 3970 Large Industries 11092 12418 13084 14213 15484 16907 18504 20271 22207 24304 26617 29150 Railway Traction 738 769 802 837 873 911 951 993 1037 1083 1131 1182 Lift Irrigation 962 1016 1075 1139 1207 1281 1361 1447 1541 1642 1753 1872 Bulk & Extra State 2406 2780 3071 3473 3887 4175 4451 4753 4948 5118 5173 5416 Total 54636 62157 72841 87599 103020 116099 131011 146497 157669 166728 172192 184281
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Financial Restructuring Plan – March 2013 53
7.2 ENERGY AVAILABILITY AND POWER PROCUREMENT PLAN
The objective of this section is to present the energy availability of the generating system to meet the system demand and energy projections. The energy available will finally be balanced with sales projections made in Section 7.1 after considering Transmission Losses and Distribution Losses.
EXISTING GENERATING CAPACITY
The existing generating capacity of Uttar Pradesh power system composed of state sector, central sector and Private/IPP. The existing capacity as on 31st March 2012 available to UP power system is presented in the following table.
Table 36: Existing Capacity as on 31st March 2012 available to UP Power System
Sector Capacity Share (MW)
State Sector 4,791
Hydro 524
Thermal 4,267
PVT/IPP 2,850
Central Sector 4,726
Hydro 1,250
Thermal 3,140
Nuclear 336
Co-Generation 687
Total Capacity 13,054
Source: CEA
It can be seen from the above table that the total capacity available from different sources is 13,054 MW. The state owned capacity is around 36% of the total capacity available. Apart from the above capacity, the Discoms have purchased short term power from different agencies to meet the power needs of the state.
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Financial Restructuring Plan – March 2013 54
CAPACITY ADDITION PROGRAM
There is about 23,929 MW generating capacity planned to be available for UP power system from different sources including state sector for the period FY 2013-24. The details of the capacity under various sectors are tabulated below.
Table 37: Details of the Capacity Planned under Various Sectors
Sector Capacity Share (MW)
State Sector 4,390
Hydro -
Thermal 4,390
Joint Sector 2,401
PVT/IPP 12,281
Central Sector 4,357
Hydro 1,455
Thermal 2,902
Nuclear -
UMPP 500
Total Capacity 23,929
The State (including Joint Sector) has planned to add about 6,791 MW which is almost 28% of the total capacity addition. The share from the central sector would be about 4,357 MW, share from private sector would be 12,281 MW and about 500 MW is planned under UMPP.
The commissioning of the state-owned generating stations has been considered based on the investment plan and the construction progress for the on-going projects. In the case of other central sector and private sector projects (other than state-owned) expected in the 12th Plan Period and beyond, the commissioning schedules have been considered as per the project monitoring reports published by the Central Electricity Authority (CEA). The year wise capacity additions planned under various sectors is presented below.
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Financial Restructuring Plan – March 2013 55
Table 38: Year Wise Additional Capacity (MW) Available
Financial Year FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 Total
Capacity Addition(MW)
1560 988 2628 3274 825 2585 1722 2630 2172 1848 2508 1188 23929
The various parameters impacting the net generation and power purchase cost from these plants like Plant Load Factor, Design Energy, Station Heat Rate, Auxiliary Energy Consumption, etc have been considered on the basis of the past trends and the prevailing regulatory norms. The increase in energy charges (fuel cost) and capacity charges (fixed costs) and other expenses during the projection period have been factored in through an increase of 5% to 7% in per unit power purchase cost depending upon the nature and source of generation and power purchase.
The following tables summarises the power procurement plan for the Discoms upto the FY 2024
Table 39: Power Procurement Plan for UP Discoms (MU)
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Anpara A 2,979 3,951 3,951 3,951 3,951 3,951 3,951 3,951 3,951 3,951 3,951 3,951
Anpara B 6,224 6,377 6,377 6,377 6,377 6,377 6,377 6,377 6,377 6,377 6,377 6,377
Harduaganj 146 763 763 763 763 763 509 509 509 509 509 509
Obra A 409 756 756 756 756 468 468 468 468 468 468 468
Obra B 3,084 3,084 3,084 5,068 5,068 5,068 5,068 5,068 5,068 5,068 5,068 5,068 Panki Extension 374 809 809 809 809 809 809 809 809 809 809 809
Parichha 347 445 445 445 445 445 445 445 445 445 445 445
Parichha Extn 2,120 2,292 2,292 2,292 2,292 2,292 2,292 2,292 2,292 2,292 2,292 2,292
Parichha Extn Stage 2 - U#1 1,123 1,495 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594
Parichha Extn Stage 2 - U#2 - 1,495 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594
Harduaganj Extn - U#1 938 1,495 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594
Harduaganj Extn - U#2 - 1,495 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594 1,594
Anpara D - U#1 - - 3,224 3,425 3,425 3,425 3,425 3,425 3,425 3,425 3,425 3,425
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Financial Restructuring Plan – March 2013 56
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Anpara D - U#2 - - 3,224 3,425 3,425 3,425 3,425 3,425 3,425 3,425 3,425 3,425
Panki Extension - - - - - - - 4,209 4,209 4,209 4,209 4,221
Harduaganj Extn Stage 3 - - - - - 4,244 4,255 4,267 4,255 4,255 4,255 4,267
Obra C U#1 - - - - - - - - 3,019 4,255 4,255 4,267
Obra C U#2 - - - - - - - - 1,586 4,255 4,255 4,267 TOTAL UPRVUNL 17,744 24,458 31,304 33,690 33,690 37,645 37,403 41,623 46,217 50,122 50,122 50,169
Khara 284 284 284 284 284 284 284 284 284 284 284 284
Matatila 89 89 89 89 89 89 89 89 89 89 89 89
Obra Hydel 240 240 240 240 240 240 240 240 240 240 240 240
Rihand 517 517 517 517 517 517 517 517 517 517 517 517 UGC Power Stations 19 19 19 19 19 19 19 19 19 19 19 19
EYC Power Stations 5 5 5 5 5 5 5 5 5 5 5 5
Sheetla 3 3 3 3 3 3 3 3 3 3 3 3 TOTAL UPJVNL 1,157 1,157 1,157 1,157 1,157 1,157 1,157 1,157 1,157 1,157 1,157 1,157
Meja U#1 - - - 130 2,969 2,969 2,969 2,977 2,969 2,969 2,969 2,977
Meja U#2 - - - - 1,480 2,969 2,969 2,977 2,969 2,969 3,210 3,218 Ghatampur Thermal Project U#1
- - - - - 1,591 3,209 3,218 3,209 3,209 3,209 3,218
Ghatampur Thermal Project U#2
- - - - - - 3,200 3,218 3,209 3,209 3,209 3,218
Ghatampur Thermal Project U#3
- - - - - - 1,855 3,218 3,209 3,209 3,209 3,218
TOTAL JOINT SECTOR - - - 130 4,449 7,529 14,202 15,607 15,564 15,564 15,805 15,848
Anta 824 824 824 824 824 824 824 824 824 824 824 824
Auraiya 1,418 1,418 1,418 1,418 1,418 1,418 1,418 1,418 1,418 1,418 1,418 1,418
Dadri (Gas) 1,972 1,972 1,972 1,972 1,972 1,972 1,972 1,972 1,972 1,972 1,972 1,972
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Financial Restructuring Plan – March 2013 57
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Dadri (Thermal) 662 662 662 662 662 662 662 662 662 662 662 662
Dadri II 988 988 988 988 988 988 988 988 988 988 988 988
Kahalgaon-II 1,436 1,436 1,436 1,436 1,436 1,436 1,436 1,436 1,436 1,436 1,436 1,436
Rihand-I 2,337 2,337 2,337 2,337 2,337 2,337 2,337 2,337 2,337 2,337 2,337 2,337
Rihand-II 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781
Singrauli 6,294 6,294 6,294 6,294 6,294 6,294 6,294 6,294 6,294 6,294 6,294 6,294
Tanda 2,830 2,830 2,830 2,830 2,830 2,830 2,830 2,830 2,830 2,830 2,830 2,830
Unchahar-I 1,941 1,941 1,941 1,941 1,941 1,941 1,941 1,941 1,941 1,941 1,941 1,941
Unchahar-II 1,166 1,166 1,166 1,166 1,166 1,166 1,166 1,166 1,166 1,166 1,166 1,166
Unchahar-III 590 590 590 590 590 590 590 590 590 590 590 590
Jhajjar TPS 287 287 287 287 287 287 287 287 287 287 287 287
Barh I U#1 - - 336 475 474 474 474 475 474 474 474 475
Barh 2 U#1 - - - 69 329 329 329 330 329 329 329 330
Barh I U#2 - - - 417 474 474 474 475 474 474 474 475
Barh I U#3 - - - - 415 474 474 475 474 474 474 475
Barh 2 U#2 - - - - 289 329 329 330 329 329 329 330
Rihand III 217 891 891 894 891 891 891 894 891 891 891 894
N Karanpura - - - - - - - 363 363 363 363 364
N Karanpura - - - - - - - 242 363 363 363 364
N Karanpura - - - - - - - 120 363 363 363 364 Tanda Expansion - - - - - - - 2,258 2,711 2,711 2,711 2,719
Tanda Expansion - - - - - - - 1,352 2,711 2,711 2,711 2,719
Tapovan Hydro - - - - 32 392 392 393 392 392 392 393
Lohari Nagpala - - - - 168 454 454 456 454 454 454 456
Koldam - - - 607 768 768 1,026 1,194 1,259 1,259 1,259 1,263 Bilhaur Thermal Project U#1
- - - - - 2,574 2,581 2,588 2,581 2,581 2,581 2,588
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Financial Restructuring Plan – March 2013 58
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Bilhaur Thermal Project U#2
- - - - - 1,492 2,581 2,588 2,581 2,581 2,581 2,588
TOTAL NTPC 25,743 26,417 26,753 27,986 29,365 34,176 35,530 40,057 42,274 42,274 42,274 42,320
Chamera I 602 602 602 602 602 602 602 602 602 602 602 602
Chamera II 480 480 480 480 480 480 480 480 480 480 480 480
Chamera III 106 160 160 160 160 160 160 160 160 160 160 160
Dhauliganga 369 369 369 369 369 369 369 369 369 369 369 369
Dulhasti 695 695 695 695 695 695 695 695 695 695 695 695
Salal 270 270 270 270 270 270 270 270 270 270 270 270
Sewa II 116 116 116 116 116 116 116 116 116 116 116 116
Tanakpur 111 111 111 111 111 111 111 111 111 111 111 111
Uri 619 619 619 619 619 619 619 619 619 619 619 619
Uri II - - 210 210 210 210 210 210 210 210 210 210
Parwati III 32 393 393 394 393 393 393 394 393 393 393 394 Parwati II Hydro - - - - - 50 151 152 151 151 151 152
Parwati II Hydro - - - - - - 151 152 151 151 151 152
Parwati II Hydro - - - - - - - - 151 151 151 152
Parwati II Hydro - - - - - - - - 151 151 151 152
Subhansiri Hydro - - - - - - - 440 458 458 458 459
TOTAL NHPC 3,401 3,816 4,026 4,027 4,026 4,076 4,328 4,771 5,088 5,089 5,089 5,093
NAPP 808 808 808 808 808 808 808 808 808 808 808 808 RAPP B(III& IV) 606 606 606 606 606 606 606 606 606 606 606 606
RAPP C (V & VI) 857 857 857 857 857 857 857 857 857 857 857 857
TOTAL NPCIL 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270 2,270
Tehri 1,276 1,276 1,276 1,276 1,276 1,276 1,276 1,276 1,276 1,276 1,276 1,276
Koteshwar 489 573 1,027 1,028 1,027 1,027 1,027 1,028 1,027 1,027 1,027 1,028
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Financial Restructuring Plan – March 2013 59
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Khurja Thermal Project U#1
- - - - - - - 2,581 2,581 2,581 2,581 2,588
Khurja Thermal Project U#2
- - - - - - - 1,499 2,581 2,581 2,581 2,588
TOTAL THDC 1,765 1,849 2,303 2,304 2,303 2,303 2,303 6,384 7,465 7,465 7,465 7,480
Rosa 7,059 7,059 7,059 7,059 7,059 7,059 7,059 7,059 7,059 7,059 7,059 7,059
Rosa II - - - - - - - - - - - -
Vishnuprayag 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 1,555 Karcham Wangtoo 160 160 160 160 160 160 160 160 160 160 160 160
Srinagar Hydro - - 251 994 1,005 1,005 1,005 1,007 1,005 1,005 1,005 1,007
Anpara C 3,827 3,827 6,807 6,825 6,807 6,807 6,807 6,825 6,807 6,807 6,807 6,825 Bajaj Hindustan 1,683 2,854 2,854 2,862 2,854 2,854 2,854 2,862 2,854 2,854 2,854 2,862
Bara - - 11 5,802 11,552 11,552 11,552 11,583 11,552 11,552 11,552 11,583
Karchana - - - - - 939 7,691 7,722 7,701 7,701 7,701 7,722 Murka Thermal Project Near Bargarh, Chitrakoot
- - - - - - - - 2,283 3,444 3,444 3,453
Auraiya Thermal Project, Auraiya
- - - - - - - - 829 1,435 1,435 1,439
Farrukhabad Thermal Project
- - - - - - - - - - - -
Lalitpur Thermal Project
- - 316 6,414 11,552 11,552 11,552 11,583 11,552 11,552 11,552 11,583
Bhoganipur Thermal Project, Ramabai Nagar
- - - - - - - - - 3,829 3,851 7,722
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Financial Restructuring Plan – March 2013 60
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Bhoganipur Thermal Project (II) , Ramabai Nagar
- - - - - - - - - - 2,875 7,722
Bargarh Thermal Project, Chitrakoot
- - - - - - - - - 1,043 4,261 6,435
Sandila Thermal Project
- - - - - - - - - - - 2,885
Ghazipur Thermal Project
- - - - - - - - - - - -
TOTAL IPP/PRIVATE 14,283 15,454 19,012 31,671 42,542 43,481 50,233 50,357 53,356 59,994 66,108 80,014
Naptha Jhakri 1,153 1,153 1,153 1,153 1,153 1,153 1,153 1,153 1,153 1,153 1,153 1,153
Rampur Hydro - - 299 313 312 312 312 313 312 312 312 313
Tala (PTC) 181 181 181 181 181 181 181 181 181 181 181 181
ER Power 687 687 687 687 687 687 687 687 687 687 687 687
Solar 12 14 16 18 21 24 28 32 37 42 49 56
Non Conventional Sources
2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650 2,650
CPP 214 214 214 214 214 214 214 214 214 214 214 214 Unscheduled Interchange 3,035 720 365 365 365 365 365 365 365 365 365 365
Open Access - - - - - - - - - - - -
Bilateral Agreement & Others
1,163 1,163 548 548 548 548 548 548 548 548 548 548
IEX/PEX 1,420 1,080 730 730 730 730 730 730 730 730 730 730
TOTAL BILATERAL/UI/OTHERS
10,516 7,863 6,844 6,860 6,862 6,865 6,869 6,874 6,877 6,883 6,889 6,897
Sasan 70 1,779 3,319 3,472 3,462 3,462 3,462 3,472 3,462 3,462 3,462 3,472
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Financial Restructuring Plan – March 2013 61
POWER STATION FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
TOTAL UMPP 70 1,779 3,319 3,472 3,462 3,462 3,462 3,472 3,462 3,462 3,462 3,472 GRAND TOTAL 76,949 85,063 96,988 1,13,568 1,30,127 1,42,964 1,57,756 1,72,572 1,83,731 1,94,281 2,00,642 2,14,721
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Financial Restructuring Plan – March 2013 62
7.3 ENERGY BALANCE
Based on the aforementioned energy sales forecast, system level energy availability and the projected trajectory of transmission, the Discom wise energy balance is provided in the table below:
Table 40: Energy Balance (MU)
Particulars FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Energy Requirement/Availability (MU)
Meerut 23526 26037 29636 34681 39377 43289 48476 53286 57154 60905 63525 68367
Agra 17139 18276 20694 24090 27719 30484 33280 36414 38770 41018 42350 45427
Lucknow 13562 15736 17937 20954 24340 26866 28994 31593 33483 35248 36259 38653
Varanasi 16594 18444 21429 25461 29557 32639 36239 39769 42346 44732 46015 49205
Kesco 3592 3639 4055 4721 5038 5288 6077 6504 6766 6988 7045 7366
Bulk 2536 2930 3236 3660 4096 4399 4690 5007 5211 5390 5448 5703
Total 76949 85062 96987 113567 130127 142965 157756 172573 183730 194281 200642 214721
Energy Available for Transmission & Inter / Intra State Transmission Losses
Total Inter & intra State Transmission Losses (%)
5.26% 5.14% 5.13% 5.12% 5.11% 5.10% 5.09% 5.08% 5.07% 5.06% 5.05% 5.04%
Periphery Loss (Upto inter connection Point)
2.11% 2.10% 2.09% 2.08% 2.07% 2.06% 2.05% 2.04% 2.03% 2.02% 2.01% 2.00%
Energy Available for Transmission (MU)
75326 83276 94961 111206 127433 140019 154522 169052 180001 190357 196609 210427
Transmission Losses (%)
2.60% 2.59% 2.58% 2.57% 2.56% 2.55% 2.54% 2.53% 2.52% 2.51% 2.50% 2.49%
Input Energy Requirement at Discom Level
Meerut 22288 24699 28116 32905 37365 41081 46008 50579 54257 57823 60317 64921
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Particulars FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Agra 16238 17336 19633 22857 26302 28929 31586 34564 36805 38943 40211 43138
Lucknow 12849 14927 17017 19882 23096 25496 27519 29988 31785 33465 34428 36705
Varanasi 15722 17496 20330 24158 28047 30974 34394 37748 40199 42469 43691 46725
Kesco 3403 3452 3847 4479 4781 5018 5768 6173 6423 6635 6689 6994
Bulk 2402 2780 3070 3473 3887 4175 4451 4753 4947 5117 5173 5416
Total 72902 80691 92012 107753 123477 135673 149726 163805 174416 184451 190510 203899
Distribution Losses (%)
Meerut 26.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Agra 30.51% 27.55% 24.55% 21.55% 18.55% 15.55% 13.55% 11.55% 10.55% 10.55% 10.55% 10.55%
Lucknow 24.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Varanasi 23.00% 22.00% 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 9.00% 9.00% 9.00% 9.00%
Kesco 24.00% 23.00% 21.00% 19.00% 17.00% 15.00% 13.00% 11.00% 10.00% 10.00% 10.00% 10.00%
Total 25.05% 22.97% 20.84% 18.70% 16.57% 14.43% 12.50% 10.57% 9.60% 9.61% 9.62% 9.62%
Consumer Sales/Tradable Energy (MU)
Meerut 16493 19018 22211 26653 31013 34919 40027 45016 48831 52041 54285 58429
Agra 11284 12560 14813 17931 21423 24431 27306 30572 32922 34834 35969 38587
Lucknow 9765 11494 13443 16104 19170 21671 23941 26689 28607 30118 30985 33035
Varanasi 12106 13647 16264 19809 23559 26638 30267 33973 36581 38647 39759 42519
Kesco 2586 2658 3039 3628 3968 4265 5018 5494 5780 5971 6020 6295
Bulk 2402 2780 3070 3473 3887 4175 4451 4753 4947 5117 5173 5416
Total Sales 54636 62157 72841 87599 103020 116099 131011 146497 157669 166728 172192 184281
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Financial Restructuring Plan – March 2013 64
7.4 INVESTMENT PLAN AND ITS FINANCING
The thrust of the capital investment plan is to achieve aggressive loss reduction through technology intervention, process and efficiency improvement while maintaining reliable distribution system and quality of supply to consumer. The initiatives to be undertaken by the Discoms involve following activities:
i. Rural Feeder Separation: The Discoms have undertaken rural feeder separation programme to ensure seamless 8 hour supply to the agriculture sector.
ii. R-APDRP – The R-APDRP programme spans from data acquisition at distribution level till monitoring of results of steps taken to provide an IT backbone and strengthening of the electricity distribution system across the country under the programme. The project under the scheme shall be taken up in two parts. Part-A shall include the project for establishment of base line data and IT application for energy accounting /auditing and IT based consumer service centre. Part-B shall include regular distribution strengthening projects. The activities covered under each part are as follows:
Part -A of the scheme essentially covers the application of information technology in distribution utilities across the country. The scheme shall involve implementation of IT modules for data acquisition, new connections/disconnection, energy accounting & audit, network analysis management, Maintenance management, Asset management, MIS, metering, billing, collection etc. The programme also encompasses implementation of SCADA/DMS, GIS based Consumer Indexing & Asset mapping etc. This entire exercise is being aimed to establish Base line Data collection system for the distribution utilities through which they would be able to capture AT&C losses in a precise manner without manual intervention and also to plan & implement corrective measures in Part B
Part-B of the scheme covers system strengthening, improvement and augmentation of distribution system. This shall involve:
• Identification of high loss areas
• Preparation of investment plans for identified areas
• Implementation of plan
• Monitoring of Losses
iii. Laying of Aerial Bunch Conductors – Replacement of the overhead bare conductors by aerial bunch conductors which are less theft prone.
iv. Construction of new and enhancement of capacity of existing 33kV/11kV substations to meet the increased load demand and ensuring reliable supply, prevention of frequent failures due to overloading and reduction of technical losses.
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v. Addition of Distribution Transformers
vi. Replacement of worn-out poles and installation of new poles.
vii. Installation of new meters including double metering of big ticket consumers
viii. Electrification of balance villages under the RGGVY scheme
ix. Energisation of Private Tubewells with power efficient pumps
x. Electrification works under Dr. Ambedkar Gram Sabha Vikas Yojana under which the majras of the Gram Sabha are electrified.
xi. Distribution Automation: It is envisaged that 33kVand 11kV feeders shall be automated through distribution SCADA system in phases to monitor automatically the operation of feeders for over loading of feeders, tripping etc.
Together with the feeder separation program, installation of HVDS systems and upgrading of distribution system would result in energy efficiency improvement, commercial loss reduction and associated revenue increase for the distribution companies.
Table 41: Distribution Investment Plan (Rs Crore)
Plan FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Meerut Discom 569 951 1,149 1,173 1,350 1,563 1,766 1,587 1,780 1,995 2,236 2,506 2,808
Agra Discom 402 534 601 401 482 580 651 729 818 917 1,027 1,151 1,290
Lucknow Discom 393 589 664 448 539 648 727 815 914 1,024 1,148 1,287 1,442
Varanasi Discom 444 608 716 637 766 921 1,033 1,158 1,299 1,456 1,632 1,829 2,049
KESCO - 40 41 42 42 43 44 45 46 47 48 49 50 Total Investment Plan 1,807 2,721 3,171 2,700 3,180 3,756 4,221 4,335 4,855 5,438 6,091 6,822 7,640
Financing Plan
State Govt Equity 1,807 1,600 2,000 2,400 2,880 3,456 3,871 4,335 4,855 5,438 6,091 6,822 7,640
Loans from FI 0 100 150 300 300 300 350 0 0 0 0 0 0 R-APDRP A 242 242 - - - - - - - -
R-APDRP B 778 778 - - - - - - - - Total Financing Plan 1,807 2,721 3,171 2,700 3,180 3,756 4,221 4,335 4,855 5,438 6,091 6,822 7,640
7.5 REGULATORY MEASURES AND TARIFF INCREASES
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Financial Restructuring Plan – March 2013 66
The tariff order for FY 2012-13 was issued by the UPERC on 19th October 2012 wherein tariff revision of around 21% was approved for the distribution companies. The ARR Petition and the proposal for tariff revision (around 9%) for FY 2013-14 has already been filed by the distribution companies and the same is under consideration by the UPERC. The UPERC has approved the Fuel and Power Purchase Cost Adjustment (FPPCA) formula and such adjustment can be claimed by the distribution companies with effect from 1st January 2013 on a quarterly basis.
Currently the determination of distribution tariff is done as per the guidelines and principles contained in UP Electricity Regulatory Commission (Terms and Conditions of Determination of Distribution Tariff) Regulations, 2006. The UPERC has not yet notified Multi Year Tariff Regulations in the State. Discoms have already made an application before the State Regulator to implement Multi-Year Tariff Regulations which would facilitate the submission of Multi Year Tariff filings by the Discoms along with Annual Performance Review.
The Forum of Regulators has recommended adoption of Model Tariff Regulations for all the State Commissions. It is expected that implementation of these Regulations would go a long way in resolving issues related to viability of distribution companies. The model tariff regulations are expected to address issues related to timeliness of tariff determination process, fuel purchase adjustment, untreated gap and regulatory assets. The model regulations squarely address issues such as the process of tariff fixation at the distribution level. This, when implemented, would go a long way in resolving the critical issue of viability of the distribution companies, which is central to sustained development of the sector and in the larger interest of consumers in term of ensuing quality of supply of electricity.
RETURN ON EQUITY
As per the UPERC (Terms and Conditions of Distribution Tariff) Regulations, 2006, return on equity is allowed at the rate of 16%. However the Discoms in the ARR Petitions upto FY 2013-14 have not asked for any return on equity. The Discoms have stated that they did not want to burden the consumers by proposing return on equity as it will further increase the gap.
However going forward from FY 2014-15 onwards, the Discoms would claim the return on equity as per the stipulations in the UPERC (Terms and Conditions of Distribution Tariff) Regulations, 2006.
INTEREST ON WORKING CAPITAL
The revenue gaps in respect of past years have been acknowledged by the UPERC in the FY 2012-13 tariff order dated 19th October 2012 wherein it has stated in Para 9.3.4 of the said order that “for meeting the carrying cost of the revenue gap and liquidation of revenue gap, the Commission would be introducing a regulatory surcharge in the future once the true ups have been done and the values of revenue gaps / regulatory assets have been approved by the Commission”. The true-up petitions for the financial years 2000-01 to 2007-08 have already been filed before the UPERC and the order on the same is awaited. The distribution companies were constrained to borrow short term working capital loans from Banks and Financial Institutions like PFC, REC, etc to meet the revenue
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Financial Restructuring Plan – March 2013 67
gaps. UPPCL being the holding company also resorted to short term borrowing and overdraft facilities to meet the power purchase liabilities of the distribution companies and to avoid a default situation. Since the interest cost incurred BY UPPCL is consequent to the borrowings done on behalf of the Discoms, it is fit and prudent that such cost be loaded on to the account of the Discoms through an internal adjustment in the ratio of their respective power purchase bills during the year.
It is proposed that the Discoms would request the UPERC that such mechanism of internal adjustment of interest costs may be provided to UPPCL/Discoms as automatic pass through basis.
TARIFF INCREASES
The distribution companies have different distribution loss levels, consumer mix, financial losses, borrowings, and loss reduction trajectories. The above would result in variation in the tariff increase required in each year. In this business plan, the tariff increases for each consumer category are considered to be uniform across all Discoms; this being the consistent philosophy of the UPERC. The tariff trajectory has been set to meet the following objections:
i. Tariff rationalisation across consumer categories
ii. Compliance with the provisions of the Tariff Policy, 2006
iii. Considering service of all debts towards short term loans and power purchase dues in a timely fashion
iv. The distribution companies achieve revenue surplus by FY 2017-18
Table 42: Average Tariff Increase Considered in the Plan
Particulars FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Average Tariff Increase 20.93% 9.03% 10.30% 8.30% 8.96% 9.93% 8.75% 8.00% 8.00% 8.00% 7.50% 7.00%
Category wise proposed average billing rate and year on year growth in billing rate are shown in tables below:
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Table 43: Category wise Tariff over the Plan Period (Rs/kWh)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 1.25 2.06 2.33 2.52 3.18 4.30 5.12 6.19 6.56 7.13 7.79 8.19
Single Point 3.69 5.20 5.98 6.88 7.91 8.09 9.00 9.89 10.46 11.08 11.85 12.76
Urban Domestic 4.46 5.13 5.55 6.12 6.91 7.87 9.10 9.68 10.25 10.96 11.81 12.67
Lifeline/BPL 2.23 2.25 2.57 3.17 3.95 4.53 5.27 5.41 5.75 6.22 6.64 7.04
Rural Commercial 2.13 2.84 3.18 3.76 4.29 5.16 6.23 7.19 8.00 8.69 9.43 10.07
Urban Commercial 6.18 7.11 7.94 8.57 8.69 8.72 9.00 9.49 10.28 11.06 11.66 12.41
Public Lamps 4.97 6.13 6.81 7.83 8.27 8.70 9.03 9.40 10.29 11.12 11.84 12.64
Institutions 6.09 7.20 7.67 8.35 8.55 8.69 9.06 9.31 10.25 11.08 11.89 12.62
PTW 0.82 1.55 1.95 2.31 2.82 3.52 3.67 4.30 5.26 5.84 6.64 7.10
Small & Medium Power 6.09 6.79 7.71 8.38 8.63 8.66 9.06 9.53 10.44 11.03 11.79 12.69
Public Water Works 5.19 6.22 6.84 7.76 8.02 8.33 8.91 9.50 10.17 11.09 11.80 12.63
STW 3.56 4.57 6.08 7.47 7.88 8.58 9.01 9.50 10.30 11.25 11.98 12.49
Temporary Supply 5.22 6.98 7.57 8.49 10.70 12.66 13.47 14.26 15.15 16.10 17.17 18.23
Departmental Employees 1.68 1.74 2.59 3.14 4.13 4.73 5.54 6.25 6.69 7.17 7.67 8.06
Non-Industrial Bulk Loads 6.07 7.31 7.68 8.00 8.49 8.63 8.90 9.32 10.26 10.96 11.54 12.36
Large Industries 6.39 7.36 7.87 8.21 8.73 8.84 8.95 9.35 9.97 10.84 11.43 12.40
Railway Traction 5.74 7.73 8.27 8.44 8.44 8.53 8.96 9.41 10.34 11.37 11.83 12.72
Lift Irrigation 6.27 7.43 8.14 8.29 8.35 8.43 8.90 9.30 10.16 11.26 11.77 12.54
Bulk & Extra State 2.66 2.91 3.47 4.49 5.81 7.32 7.88 8.49 9.14 9.85 10.63 11.45
Total 4.11 5.05 5.57 6.03 6.57 7.23 7.86 8.49 9.17 9.90 10.64 11.39
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Table 44: Cost Coverage (%)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 19% 29% 33% 35% 45% 60% 70% 81% 81% 81% 81% 79%
Single Point 55% 74% 83% 97% 111% 113% 120% 120% 120% 120% 120% 120%
Urban Domestic 67% 73% 77% 86% 97% 110% 120% 120% 120% 120% 120% 120%
Lifeline/BPL 33% 32% 36% 45% 56% 63% 72% 71% 71% 70% 69% 68%
Rural Commercial 32% 41% 44% 53% 60% 72% 85% 95% 99% 98% 98% 97%
Urban Commercial 93% 102% 111% 120% 120% 120% 120% 120% 120% 120% 120% 119%
Public Lamps 74% 88% 95% 110% 117% 120% 120% 120% 120% 120% 120% 120%
Institutions 91% 103% 107% 118% 120% 120% 120% 120% 120% 120% 120% 120%
PTW 12% 22% 27% 33% 40% 49% 50% 57% 65% 66% 69% 68%
Small & Medium Power 91% 97% 107% 118% 120% 120% 120% 120% 120% 120% 120% 120%
Public Water Works 78% 89% 95% 109% 113% 117% 120% 120% 120% 120% 120% 120%
STW 53% 65% 85% 105% 111% 120% 120% 120% 120% 120% 120% 120%
Temporary Supply 78% 100% 106% 120% 151% 177% 183% 188% 187% 182% 179% 175%
Departmental Employees 25% 25% 36% 44% 58% 66% 75% 82% 83% 81% 80% 77%
Non-Industrial Bulk Loads 91% 104% 107% 113% 120% 120% 120% 120% 120% 120% 120% 119%
Large Industries 96% 105% 110% 116% 120% 120% 120% 120% 120% 120% 119% 119%
Railway Traction 86% 111% 115% 119% 119% 119% 120% 120% 120% 120% 120% 120%
Lift Irrigation 94% 106% 113% 117% 118% 118% 120% 120% 120% 120% 120% 120%
Bulk & Extra State 40% 42% 48% 63% 82% 102% 107% 112% 113% 111% 111% 110%
Total 62% 72% 78% 85% 93% 101% 107% 112% 113% 112% 111% 109%
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Financial Restructuring Plan – March 2013 70
7.6 COLLECTION EFFICIENCY TRAJECTORY
Collection efficiency is one of the major efficiency parameters for a distribution company as it impacts the amount of receivables against supply of power. Currently the collection efficiency of all the Discoms together is about 81.80%. The distribution companies would achieve 100% collection efficiency by FY 2018-19.
The Discom wise trajectory of collection efficiency considered in the Plan is tabulated hereby:
Table 45: Collection Efficiency Targets
In % FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Meerut Discom 91% 91% 94% 96% 96% 96% 96% 96% 96% 96% 96% 96% 96%
Agra Discom 76% 77% 80% 83% 89% 95% 96% 96% 96% 96% 96% 96% 96%
Lucknow Discom 78% 82% 85% 88% 92% 95% 96% 96% 96% 96% 96% 96% 96%
Varanasi Discom 67% 74% 85% 88% 92% 95% 96% 96% 96% 96% 96% 96% 96%
KESCO 84% 85% 88% 92% 96% 95% 96% 96% 96% 96% 96% 96% 96%
Bulk 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Consolidated Discoms 83% 83% 88% 91% 94% 96% 96% 96% 96% 96% 96% 96% 96%
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8. LOAN RESTRUCTURING SCHEME
The total outstanding liabilities towards power purchase dues (more than 60 days) and short term working capital loans as on 31st March 2012 are as per the table below:
Table 46: Outstanding Loans and Power Purchase Liabilities (> 60days) as on 31.03.12
Particulars Outstandings (Rs Crore) Short Term Working Capital Loans from Banks 16,126.56 Short Term Working Capital Loans from REC 1,610.44 Power purchase Dues (more than 60 days) 15,554.00 Total 33,291.00
Under the current scheme formulated in this plan, the short term working capital loans from REC are not being restructured.
The total eligible amount for restructuring under the GoI scheme is furnished below based on the information certified by the Discoms:
Table 47: Short Term Liabilities to be restructured (Rs Crore)
Particulars Eligible liabilities as per Discoms
Short Term Loans 16,126.56 Power purchase liability beyond 60 days 15,554.00 Total 31,680.56
As per the scheme formulated by the GoI, 50% of the loan liabilities and outstanding power purchase liabilities as on 31st March, 2012 subject to a ceiling of accumulated losses have to be taken over by the GoUP. The loans and accumulated liabilities are totalling to Rs. 31,680.56 crore, whereas the accumulated losses are to the tune of Rs. 33,600 crore. Therefore, 50% of these accumulated liabilities is i.e., Rs. 15,840 crore are eligible to be taken over by the GoUP.
8.1 IDENTIFICATION OF LOANS AND LIABILITIES FOR RESTRUCTURING
Cut-off date announced by GoI for considering the loans is March 31, 2012; however the last date of applying for the scheme is December 31, 2012 and the date of announcement is October 5, 2012. Due to the time gap between the cut-off date and announcement date, most of the short term liabilities as per the definition of the scheme would have changed from March 31, 2012 to December 31, 2012 i.e. short term loans outstanding as on March 31, 2012 would have been replaced by new short term loans and few of the loans would have been repaid. Hence it is interpreted that “only quantum of loans as on March 31, 2012 shall be considered for restructuring and the actual loans to be restructured would be considered as on the date of restructuring”
However considering that there is lack of clarity on the aforementioned issue, the current business plan considers the short term liabilities as on 31st March 2012. The business plan projections would be reviewed if the GoI allows the restructuring of loans as on the date of restructuring.
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8.2 LOANS TO BE TAKEN OVER BY GOVERNMENT OF UTTAR PRADESH
As per the FRP scheme, Government of Uttar Pradesh has indicated that they shall take over the loans of the Discoms in four years starting from the FY 2015. Bonds shall be deep discount bonds at rate equivalent to the current borrowing rate of Government of Uttar Pradesh. Further it is envisaged that Government of India shall reimburse 25% of the principal amount for the loans repaid by Government of Uttar Pradesh.
9. RECOMMENDATIONS ON FINANCING AND LOAN RECAST STRATEGY
9.1 TRANSITIONAL LOANS REQUIRED
Based on the business plan projections, it is estimated that the Discoms require total operational working capital assistance in the form of new loans to the extent of Rs 26,823 crore. A part of these loans have already been taken by the Discoms in FY 2012-13 to the tune of Rs. 8,560 crore. The breakup of this requirement is as follows:
Table 48: Additional Working Capital Loans during the transition period
Particulars 2012-13 2013-14 2014-15 2015-16 Total Additional Working
Capital Loans to fund operational losses
9,899 7,042 6,123 3,759 26,823
• A transition requirement of about Rs 15,554 crore to pay outstanding power purchase, fuel and other bills.
• The moratorium period for the additional working capital loans borrowed (transition finance loans) will be 3 years and would subsequently be repaid over 7 years.
• The moratorium period for the loan borrowed for the payment of power purchase liabilities will be 3 years and would subsequently be repaid over 7 years.
• Interest rate for the restructured loans would be negotiated to reflect the appropriate interest rate for a government backed loan. For the purpose of the financial projections in FRP, a higher interest rate is assumed for the restructured loans.
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9.2 RECOMMENDATION ON RESTRUCTURING OF LOANS
The following are the recommendations in restructuring the loans:
i. As stipulated by Government of India in the scheme of restructuring of loans for State Discoms, the following arrangement is required:
a) Conversion of short-term loans from different banks/ financial institutions into long- term loans.
b) Conversion of multiple banking arrangements to consortium banking arrangement
c) Discoms to issue bonds with GoUP guarantee to the extent of a uniform percentage of identified loans to match a total of Rs.15,840 crore.
d) Government of Uttar Pradesh to take over bonds issued by the Discoms during the next 4 years starting from FY 2014-15.
ii. The following support from Government of Uttar Pradesh should be requested:
a) Equity support of Rs. 51,388 crore during the period FY 2012-13 to FY 2023-24 towards capital expenditure in the distribution companies.
b) Subsidy support of Rs. 47,446 crore during the period FY 2012-13 to FY 2023-24 as per the Table below:
Table 49: Discom wise Subsidy Support from GoUP
Discom FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Meerut 1,054 1,320 1,335 1,452 1,579 2,114 2,242 1,345 448 320 320 228 228
Agra 688 834 848 924 1,006 1,352 1,435 855 275 192 192 132 132
Lucknow 741 937 944 1,028 1,120 1,508 1,601 951 301 208 208 141 141
Varanasi 1,365 1,784 1,834 2,013 2,208 3,027 3,223 1,850 476 280 280 139 139
Kesco - - - - - - - - - - - - -
UPPCL 443 - - - - - - - - - - - -
Total 4,291 4,875 4,961 5,417 5,913 8,000 8,500 5,000 1,500 1,000 1,000 640 640
The subsidy would be provided directly to each Discom. The overall subsidy is allocated to each Discom on the basis of their proportionate share of connected load of Rural Domestic and Private Tubewells (Agriculture) consumers.
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c) The release of subsidy would be based on feeder/distribution transformer meter data.
d) 100% retention of Electricity Duty allowed to Discoms.
e) State Govt Loans amounting to Rs. 1,719 crore to be converted into equity or repayment to be deferred.
f) GoUP to ensure regular payment of electricity dues from Government Department and Corporations.
g) Guarantee and/or letter of comfort for the loans required for transitional period as per the cash flows of the company.
h) Full administrative support to be provided to Discoms to prevent theft of electricity.
iii. The Discoms should initiate the regulatory process to request UPERC for either “removal of difficulties” or “amendment of regulations” to ensure that the following critical issues are addressed:
a) In principle approval of the FRP.
b) Adoption of the performance improvement trajectories stated in the FRP.
c) Request to allow the Return on Equity at the rate approved in the Tariff Regulations.
iv. Since GoI framework requires strict adherence to the FRP, the Discoms should ensure fiscal discipline and operational performance by the following steps:
a) Tight control of finances, computerization of financial control by implementing an ERP system is recommended.
b) Optimal power procurement by proper planning.
c) Periodic update of power procurement plan. The power procurement plan should be reviewed at updated periodically. If any of the planned capacities are expected to be delayed, the Discoms should take necessary action to identify alternate capacities. For example, if any of the State’s own generation projects are getting delayed due to reasons such as environmental clearances; long term procurement bids may be initiated.
d) Assess baseline level of losses based on a scientific study as directed by GoI framework and by UPERC.
e) Establish an effective energy audit mechanism
f) Develop loss reduction strategy focusing on high loss areas identified by energy audit mechanism
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10. SUMMARY OF PROJECTIONS The additional revenue generated from various measures suggested in the FRP has been depicted in the table below:
Table 50: Additional Revenue Generated due to Measures Considered in FRP (Rs Crore)
Parameter FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Additional Revenue from Increase in Tariff 4,516 2,947 3,182 4,520 6,492 7,083 7,946 9,596 11,150 11,943 12,378
Revenue on Sale of Additional Units on base rate (without tariff hike)
2,206 4,144 6,713 7,815 6,882 9,030 9,982 8,323 8,644 5,596 13,259
Increase in Revenue due to improvement in parameters 2,191 2,319 3,019 2,429 2,908 2,271 2,694 1,552 4 11 19
Based on the business plan projections assumptions and key assumptions regarding the financial projections, the Income Statement and Cash Flow Statement for the consolidated Discoms including UPPCL is provided in the Tables below
Table: Meeting the Gap: ACS vs ARR in Rs/kWh
Parameter FY 11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
Average Cost of Service 5.87 6.35 6.67 6.99 7.17 7.09 7.10 7.15 7.36 7.59 8.10 8.82 9.60 10.40
Average Revenue Billed 3.59 3.44 4.11 5.05 5.57 6.03 6.57 7.23 7.86 8.49 9.17 9.90 10.64 11.39
Gap 2.29 2.91 2.56 1.94 1.60 1.06 0.52
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Table 51: Consolidated Discoms including UPPCL – Income Statement (Rs Crore)
Particulars FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 INCOMES Revenue from Sale of Power 22459 31396 40580 52853 67724 83905 102966 124347 144535 165062 183257 209855
GoUP Subsidy 4875 4961 5417 5913 8000 8500 5000 1500 1000 1000 640 640 Other Misc Receipts 129 135 142 149 157 164 173 181 190 200 210 220
Support from GoUP 0 1663 1557 1142 726 310 0 0 0 0 0 0
Total Incomes 27463 38155 47696 60057 76607 92879 108139 126028 145725 166262 184107 210715 EXPENSES Power Purchase Cost 29609 34317 40509 49334 59600 69508 81536 95848 110684 126962 143566 168120
O&M Expenses 3152 3531 3954 4429 5182 5907 6734 7677 8982 10509 12611 15133 Provision for Depreciation 782 891 1011 1140 1283 1446 1625 1823 2042 2287 2562 2873
Bad Debts 780 930 1074 1199 1286 1374 1453 1562 1703 1872 2070 2290 Total Operating Expenses 34323 39669 46548 56103 67352 78236 91349 106910 123410 141630 160810 188417
Less: Expenses Capitalised 447 500 560 627 734 837 954 1088 1273 1489 1787 2144
Net Income before Interest -6413 -1014 1708 4581 9989 15480 17744 20207 23588 26121 25085 24443
Project Loans 314 282 258 245 242 230 204 178 155 128 102 86 Working Capital Loans 3133 5702 7524 8038 7835 6963 5703 4633 3514 2396 1454 813
Less: IDC 14 15 17 20 23 23 21 19 17 15 14 13 Finance Charges 53 58 66 78 89 98 108 118 125 133 137 147 Interest and Finance Charges 3486 6028 7831 8340 8144 7268 5993 4910 3777 2641 1680 1033
Revenue Surplus/(Gap) (9899) (7042) (6123) (3759) 1845 8212 11751 15297 19811 23480 23405 23410
Income Tax 0 0 0 0 0 0 1405 2156 3375 6806 6760 6886 Profit after Tax (9899) (7042) (6123) (3759) 1845 8212 10346 13140 16436 16674 16646 16524
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Table 52: Consolidated Discoms including UPPCL – Cash Flow Statement (Rs Crore) Particulars FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 CASH INFLOWS Sale of Power 18676 27589 36999 49914 64678 80960 99343 119965 139435 159233 176783 202438 Subsidy Support 4875 4961 5417 5913 8000 8500 5000 1500 1000 1000 640 640 Misc Receipts 129 135 142 149 157 164 173 181 190 200 210 220 Project Loans 1121 1171 300 300 300 0 0 0 0 0 0 0 Additional Loan / Support for Payment of PP dues
15,554
Support from GoUP for Repayment of Existing WC Loan
0 1663 1557 1142 726 310 0 0 0 0 0 0
TOTAL 24801 51073 44416 57417 73860 89934 104516 121646 140625 160433 177633 203298 CASH OUTFLOWS Power Purchase 29609 34317 40509 49334 59600 69508 81536 95848 110684 126962 143566 168120 O&M 3152 3531 3954 4429 5182 5907 6734 7677 8982 10509 12611 15133 Repayment of Other than Bank Loans 1106 723 555 455 386 375 370 346 337 391 335 209
Interest on Loans Other than Banks 404 311 263 245 242 230 204 178 155 128 102 86
Repayment of Existing WC Loans 0 0 0 1152 1152 1152 1152 1152 1152 1152 0 0
Interest on Existing WC Loans 2298 1996 1890 1596 1173 806 544 389 233 78 0 0
Repayment of Additional WC Loans 0 278 78 1590 4233 5494 6588 7325 7325 7325 5813 3948
Interest on Additional WC Loans 745 3678 5629 6442 6663 6157 5158 4244 3281 2318 1454 813
Finance Charges 53 58 66 78 89 98 108 118 125 133 137 147 Payment of PP Dues 15,554 Capex 1121 1171 300 300 300 - - - - - - - Income Tax - - - - - - 1,405 2,156 3,375 6,806 6,760 6,886 TOTAL CASH OUTFLOWS 38488 61617 53244 65621 79020 89727 103799 119433 135649 155802 170778 195342
CASH SURPLUS/(GAP) (13687) (10544) (8828) (8203) (5159) 207 717 2213 4976 4631 6855 7956
The summary of the key financial statements for each distribution companies including UPPCL has been presented in Annex-1
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11. MONITORING OF THE BUSINESS PLAN
The most important aspect of any business plan is its implementation and thereby monitoring of key activities is a pre-requisite. In this regard, two committees at State and Central levels respectively along with third party verifier are being constituted for effective implementation of the scheme. Also, the entire restructuring program shall be done under the overall monitoring of the Department of Financial Services for effective implementation in a time bound manner.
The structure and composition of the State Level Monitoring Committee (SLMC) and Central Level Monitoring Committee (CLMC) has been defined in the Scheme itself. The SLMC would review the progress on a quarterly basis till the turnaround of the Discoms and shall submit its report to the CLMC. The CLMC would review all the proposals and thereafter submit all the proposals received from the States to avail the benefits under the Transitional Finance Mechanism for further consideration by the Distribution Division in the Ministry of Power.
In addition to the above framework, considering the existing situation there is a dire need of assigning certain key performance indicators at the micro level of the distribution companies in addition to the monitoring mechanism defined under the Scheme.
Key Performance Indicators (KPIs) can be defined as the measures that focus on the aspects or areas of organisation’s performance that are critical or vital for the ongoing and future success of the business plan projections. In order to ensure that the designated objectives are attained, KPIs should be specific, measurable, agreed to, realistic, timely and aligned with the plan targets.
Key Performance indicators like distribution loss trajectories, collection efficiency trajectory, average tariff hikes, etc have to be monitored on a concurrent basis and are crucial for the successful implementation of the Plan.
It is suggested that a framework for Risk Management and Corporate Monitoring Committee may be formulated. This would provide the Board of Directors an oversight mechanism for periodic reporting and refinement of business plan strategy as it is implemented. The business plan would remain a rolling document and would be used to guide business-planning decisions and updated every year in the light of developments. To keep the business plan up to date, the Discoms would update and amend the business plan in the light of any uncontrollable changes in the completion schedule of generation capacities, need for augmentation, readjusting projections and reallocating/reprioritising expenditure accordingly. The rolling business plan would also reflect the changes made in the light of regular monitoring and reporting against new performance indicators.
The turnaround of the Discoms is possible over the Plan period, with significant contributions from all the stakeholders, viz. the Discoms themselves (management & employees), GoUP (as the shareholder of the electricity sector in UP, and in providing cash support to the Discoms as envisaged), the consumers (in agreeing to bear the tariff hikes as necessary under the plan), the Regulator (in approving the tariff proposals as may be submitted by the Discoms in accordance with this Plan) and most importantly the bankers and lenders of the Discoms (by supporting the financial restructuring and turnaround plan).
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ANNEX-1
FINANCIAL STATEMENTS OF MEERUT DISCOM
Table 53: Meerut Discom– Income Statement (Rs Crore)!Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 INCOMES
Revenue from Sale of Power 6,542 8140 11098 13907 17685 22206 27033 33111 39989 46805 53836 60284 69450
GoUP Subsidy Support 1,031 1320 1335 1452 1579 2114 2242 1345 448 320 320 228 228
Other Misc Receipts 10 22 23 24 25 26 27 29 30 32 33 35 37
Total Incomes 7,582 9481 12456 15383 19289 24346 29302 34484 40468 47157 54189 60546 69715
EXPENSES
Power Purchase Cost 8,847 10199 11965 14452 17441 20477 23373 27145 31394 35932 41005 46428 54373
O&M Expenses 590 621 696 779 873 1021 1164 1327 1513 1771 2072 2486 2983 Provision for Depreciation 177 246 271 307 351 403 464 530 601 678 762 857 963
Provision for Bad Debts - 115 147 171 175 166 209 246 293 350 415 491 574
Total Operating Expenses 9,613 11181 13079 15709 18840 22068 25210 29249 33801 38729 44254 50261 58892
Less: Expenses Capitalised 156 93 104 117 131 153 175 199 227 266 311 373 447
Net Income before Interest -1,811 -1606 -518 -209 580 2431 4267 5435 6893 8693 10246 10658 11270
Project Loans(Int) 184 85 85 98 119 141 148 137 126 115 105 94 85
WC Loans(Int) 24 8 1 0 0 0 0 0 0 0 0 0
Less: IDC 3 4 5 8 13 17 19 18 17 16 15 14 13
Finance Charges 0 0 0 0 0 0 0 0 0 0 0 0 0 Interest and Finance Charges 181 106 89 91 106 124 129 120 109 99 90 81 73
Revenue Surplus/(Gap) -1,991 -1712 -607 -300 474 2307 4138 5315 6784 8594 10156 10577 11198
Income Tax 1,542 2,187 2,764 3,267 3,420 3,637
Profit After Tax -1,992 -1,712 -607 -300 474 2,307 4,138 3,773 4,597 5,830 6,889 7,157 7,560
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Table 54: Meerut Discom– Balance Sheet (Rs Crore)
Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FIXED ASSETS Gross Fixed Assets 5900 6385 7179 8174 9369 10779 12409 14109 15938 17946 20175 22669 25473 Accumulated Depreciation 2375 2620 2892 3199 3550 3953 4416 4947 5548 6225 6988 7845 8808
Net Fixed Assets 3525 3764 4287 4976 5820 6827 7993 9162 10390 11720 13187 14824 16666 CWIP 164 727 1191 1493 1792 2115 2445 2549 2743 3012 3344 3742 4206 TOTAL ASSETS 3690 4491 5478 6469 7612 8942 10438 11711 13134 14732 16531 18566 20872 CURRENT ASSETS Inventories 301 218 357 448 538 635 733 765 823 903 1003 1123 1262 Sundry Debtors 2301 2933 3411 3505 3330 4173 4926 5859 6991 8310 9813 11470 13372 Cash and Bank Balances 623 196 229 277 334 393 448 521 602 689 786 890 1043
Loans and Advances 2 2 2 2 3 3 3 3 3 3 3 4 4 Other Assets 833 850 867 884 902 907 3852 6575 9710 13901 18857 24058 29526 TOTAL CURRENT ASSETS 4060 4199 4867 5117 5107 6110 9963 13722 18129 23806 30463 37544 45206
TOTAL ASSETS 7750 8691 10346 11586 12718 15052 20400 25434 31263 38538 46994 56111 66078 NET WORTH Equity 2102 2811 3536 4409 5459 6721 8137 9725 11504 13499 15735 18241 21049 Retained Earnings (Losses)/ Reserves -5195 -6907 -7190 -7491 -7016 -4709 -571 3202 7799 13630 20519 27676 35237
Project Loans 895 1113 1104 1291 1468 1656 1535 1399 1261 1136 1009 886 784 Working Capital Loans 425 112 24 0 0 0 0 0 0 0 0 0 0 Govt. Loans 132 0 0 0 0 0 0 0 0 0 0 0 0 Current Liabilities and Provisions 9390 11562 12872 13377 12808 11383 11300 11108 10698 10273 9731 9308 9008
TOTAL LIABILITIES 7750 8691 10346 11586 12718 15052 20400 25434 31263 38538 46994 56111 66078
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Table 55: Meerut Discom– Fund Flow Statement (Rs Crore)
Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 SOURCES Net Income after tax -1992 -1712 -607 -300 474 2307 4138 3773 4597 5830 6889 7157 7560 Add: Depreciation 177 246 271 307 351 403 464 530 601 678 762 857 963 Total Internal Resource -1815 -1466 -336 7 825 2710 4602 4303 5198 6508 7652 8014 8523
GoUP Equity 263 577 725 873 1050 1263 1416 1587 1780 1995 2236 2506 2808 Net Loan 16 74 227 163 177 189 -122 -136 -138 -125 -127 -123 -102 Total Sources -1536 -815 616 1043 2052 4162 5895 5755 6840 8378 9761 10397 11230
APPLICATION Capital Expenditure during the Year 784 1048 1258 1298 1494 1733 1959 1804 2023 2276 2561 2892 3269
Non-Cash Working Capital
Change in Current Liabilities 2743 2172 1310 505 -568 -1426 -83 -191 -410 -425 -542 -423 -299
Current Assets 498 737 634 202 -68 945 3798 3687 4325 5590 6560 6977 7509 Net increase in Non-cash Working Capital
-2245 -1435 -676 -303 501 2370 3881 3879 4736 6015 7102 7400 7809
Cash Opening Balance 698 623 196 229 277 334 393 448 521 602 689 786 890 Change in cash during the year -74 -428 34 48 57 58 56 72 81 87 97 104 152
Closing Balance 623 196 229 277 334 393 448 521 602 689 786 890 1043 TOTAL APPLICATIONS -1536 -815 616 1043 2052 4162 5895 5755 6840 8378 9761 10397 11230
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FINANCIAL STATEMENTS OF AGRA DISCOM
Table 56: Agra Discom– Income Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 INCOMES
Revenue from Sale of Power 3,528 4240 6334 8286 10999 14594 18696 22850 27709 32164 36672 40831 46888
GoUP Subsidy Support 627 834 848 924 1006 1352 1435 855 275 192 192 132 132
Other Misc Receipts 12 22 23 24 25 26 27 29 30 32 33 35 37
Total Incomes 4,167 5095 7204 9233 12030 15972 20158 23734 28014 32387 36897 40998 47057
EXPENSES
Power Purchase Cost 6,270 8229 9428 11334 13610 16186 18462 20880 24003 27224 30790 34443 40131
O&M Expenses 538 633 709 794 890 1041 1187 1353 1542 1804 2111 2533 3040
Provision for Depreciation 150 180 201 224 247 271 299 329 363 402 445 494 550
Provision for Bad Dets - 157 192 239 289 330 343 355 373 398 428 465 507
Total Operating Expenses 6,958 9199 10531 12592 15036 17828 20291 22917 26281 29828 33775 37935 44227
Less: Expenses Capitalised 117 95 106 119 133 156 178 203 231 271 317 380 456
Net Income before Interest -2,677 -4009 -3220 -3239 -2872 -1700 45 1020 1964 2830 3439 3443 3286
Interest Expenses
Project Loans 163
98 86 72 59 48 39 30 24 18 10 2 0
Working Capital Loans 20 6 1 0 0 0 0 0 0 0 0 0
Less: IDC 0 8 7 6 5 4 3 2 2 1 1 0 0
Finance Charges 0 0 0 0 0 0 0 0 0 0 0 0 0 Interest and Finance Charges charged to Operations
163 111 85 67 53 43 35 28 22 17 10 2 0
Revenue Surplus/(Gap) -2,840 -4,120 -3,305 -3,306 -2,925 -1,743 10 992 1,942 2,813 3,430 3,440 3,286
Income Tax
Profit After Tax -2,840 -4,120 -3,305 -3,306 -2,925 -1,743 10 992 1,942 2,813 3,430 3,440 3,286
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Table 57: Agra Discom– Balance Sheet (Rs Crore)Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FIXED ASSETS Gross Fixed Assets 4265 4749 5325 5881 6464 7109 7829 8635 9539 10557 11705 13007 14486
Accumulated Depreciation 1397 1577 1779 2003 2250 2521 2820 3149 3513 3915 4360 4854 5404
Net Fixed Assets 2868 3172 3546 3879 4214 4588 5009 5486 6027 6642 7346 8153 9083
CWIP 573 726 864 834 873 968 1080 1209 1356 1527 1723 1952 2219 TOTAL ASSETS 3441 3897 4411 4713 5087 5557 6090 6695 7382 8169 9068 10105 11302
CURRENT ASSETS Inventories 640 218 259 250 262 291 324 363 407 458 517 586 666 Sundry Debtors 3141 3844 4783 5782 6606 6867 7099 7455 7952 8568 9301 10133 11121 Cash and Bank Balances 369 158 181 217 261 310 354 400 460 522 590 661 770
Loans and Advances 8 9 9 9 10 10 11 12 12 13 13 14 15
Other Assets 582 594 606 618 630 643 656 669 682 696 710 724 739 TOTAL C. Assets 4740 4822 5838 6877 7769 8121 8444 8899 9513 10257 11131 12118 13309
TOTAL ASSETS 8182 8719 10249 11590 12856 13678 14534 15594 16895 18426 20200 22223 24611 NET WORTH Equity 2622 2976 3309 3710 4192 4772 5423 6152 6970 7886 8913 10065 11355 Retained Earnings (Losses)
-9459 -13579 -16641 -19948 -22873 -24616 -24606 -23614 -21672 -18859 -15430 -11989 -8704
Project Loans 1029 1163 1078 941 802 682 569 458 374 288 151 73 31 W. Capital Loans 404 85 17 0 0 0 0 0 0 0 0 0 0
Govt. Loans 89 0 0 0 0 0 0 0 0 0 0 0 0 Current Liabilities and Provisions
13497 18074 22487 26887 30735 32840 33148 32598 31224 29111 26565 24074 21929
TOTAL LIABILITIES 8182 8719 10249 11590 12856 13678 14534 15594 16895 18426 20200 22223 24611
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 84
Table 58: Agra Discom– Fund Flow Statement (Rs Crore)
Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
SOURCES
Net Income after tax -2840 -4120 -3305 -3306 -2925 -1743 10 992 1942 2813 3430 3440 3286
Add: Depreciation 150 180 201 224 247 271 299 329 363 402 445 494 550 Total Internal Resource -2690 -3940 -3104 -3082 -2678 -1472 309 1321 2305 3215 3875 3934 3835
GoUP Equity 307 265 333 401 482 580 651 729 818 917 1027 1151 1290
Net Loan 369 -2 89 -153 -139 -120 -113 -111 -84 -86 -136 -78 -42
Total Sources -2013 -3677 -2682 -2835 -2335 -1011 846 1940 3039 4045 4766 5008 5083
APPLICATION Capital Expenditure during the Year 638 636 715 526 621 741 832 935 1051 1189 1345 1531 1746
Non-Cash Working Capital
Change in Current Liabilities 3340 4576 4413 4400 3848 2104 308 -550 -1374 -2112 -2547 -2490 -2145
Current Assets 688 474 993 1003 848 303 279 408 554 682 806 916 1083 Net increase in Non-cash Working Capital
-2652 -4102 -3420 -3398 -3000 -1801 -29 959 1928 2795 3353 3407 3228
Cash
Opening Balance 369 369 158 181 217 261 310 354 400 460 522 590 661 Change in cash during the year 0 -211 23 37 44 49 44 46 60 62 68 70 109
Closing Balance 369 158 181 217 261 310 354 400 460 522 590 661 770 TOTAL APPLICATIONS -2013 -3677 -2682 -2835 -2335 -1011 846 1940 3039 4045 4766 5008 5083
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 85
FINANCIAL STATEMENTS OF LUCKNOW DISCOM Table 59: Lucknow Discom– Income Statement (Rs Crore)
Particulars FY 12 FY 13
FY 14
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
INCOMES Revenue from Sale of Power 3,316 4278 5929 7840 10286 13268 16292 19582 23423 27143 30873 34015 38800
GoUP Subsidy Support 658 937 944 1028 1120 1508 1601 951 301 208 208 141 141
Other Misc Receipts 18 22 23 24 25 26 27 29 30 32 33 35 37
Total Incomes 3,992 5236 6896 8892 11432 14802 17921 20561 23754 27383 31114 34191 38978
EXPENSES
Power Purchase Cost 4,897 5815 7158 8669 10457 12571 14416 16147 18521 20953 23629 26392 30624
O&M Expenses 673 734 822 920 1031 1206 1375 1567 1787 2090 2446 2935 3522
Provision for Depreciation 121 159 189 218 246 275 306 341 379 423 471 527 589
Provision for Bad Debt 39 139 172 208 244 273 290 306 327 353 386 424 465
Total Operating Expenses 5,729 6847 8340 10015 11978 14325 16387 18361 21013 23820 26932 30277 35201
Less: Expenses Capitalised 90 110 123 138 155 181 206 235 268 314 367 440 528
Net Income before Interest -1,624 -1,500 -1,322 -985 -391 658 1,740 2,436 3,009 3,877 4,549 4,354 4,306
Interest Expenses
Project Loans 152
52 45 35 27 22 18 15 13 10 7 3 0
W C Loans 21 6 1 0 0 0 0 0 0 0 0 0
Less: IDC 11 1 1 1 1 1 0 0 0 0 0 0 0
Finance Charges 0 0 0 0 0 0 0 0 0 0 0 0 0
Interest and Finance Charges 102 72 50 36 26 21 18 15 12 10 7 3 0
Revenue Surplus/(Gap) -1765 -1572 -1371 -1021 -418 637 1722 2421 2997 3867 4542 4351 4305
Income Tax 740 1,523 1,475 1,474 Profit After Tax -1765 -1,572 -1,371 -1,021 -418 637 1,722 2,421 2,997 3,127 3,019 2,876 2,831
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 86
Table 60: Lucknow Discom– Balance Sheet (Rs Crore) Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY23 FY24 FIXED ASSETS Gross Fixed Assets 3610 4349 5107 5797 6489 7236 8058 8971 9992 11139 12434 13901 15570 Accumulated Depreciation 1278 1438 1627 1845 2091 2365 2671 3012 3391 3813 4285 4812 5401
Net Fixed Assets 2332 2911 3481 3953 4399 4871 5387 5959 6601 7326 8149 9090 10169 CWIP 1147 1108 1138 1035 1038 1121 1232 1370 1531 1721 1942 2201 2503 TOTAL ASSETS 3478 4019 4619 4988 5436 5992 6619 7329 8132 9047 10091 11291 12672 CURRENT ASSETS Inventories 47 222 228 207 208 224 246 274 306 344 388 440 501 Sundry Debtors 2790 3437 4164 4880 5456 5803 6113 6530 7068 7717 8470 9302 10268 Cash and Bank Balances 578 112 137 166 201 241 276 310 355 402 453 506 587
Loans and Advances 1 1 1 1 1 1 1 1 1 1 1 1 1 Other Assets 7229 7374 7521 7672 7825 7982 8141 8304 8470 8639 9812 10008 11209 TOTAL CURRENT ASSETS 10645 11145 12051 12925 13690 14250 14779 15419 16201 17103 19125 20258 22566
TOTAL ASSETS 14123 15164 16670 17913 19127 20242 21398 22748 24333 26151 29216 31549 35239 NET WORTH Equity 2780 3219 3592 4040 4579 5227 5954 6769 7683 8707 9856 11142 12585 Retained Earnings (Losses)/ Reserves -5651 -7224 -8163 -9184 -9602 -8965 -7243 -4823 -1826 1302 4321 7197 10028
Project Loans 743 918 708 604 520 449 383 322 263 203 142 67 31 Working Capital Loans 404 86 17 0 0 0 0 0 0 0 0 0 0
Govt. Loans 142 0 0 0 0 0 0 0 0 0 0 0 0 Current Liabilities and Provisions 15704 18164 20517 22453 23630 23531 22304 20479 18213 15938 14898 13143 12595
TOTAL LIABILITIES 14123 15164 16670 17913 19127 20242 21398 22748 24333 26151 29216 31549 35239
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 87
Table 61: Lucknow Discom– Funds Flow Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 SOURCES Net Income after tax -1765 -1572 -1371 -1021 -418 637 1722 2421 2997 3127 3019 2876 2831 Add: Depreciation 121 159 189 218 246 275 306 341 379 423 471 527 589 Total Internal Resource -1644 -1413 -1182 -803 -172 912 2028 2761 3376 3550 3491 3402 3421
GoUP Equity 178 296 372 448 539 648 727 815 914 1024 1148 1287 1442 Net Loan -143 46 152 -120 -85 -71 -66 -61 -59 -59 -62 -74 -36 Total Sources -1609 -1071 -658 -475 283 1489 2689 3515 4231 4515 4577 4615 4826 APPLICATION Capital Expenditure during the Year 490 700 789 587 694 830 934 1050 1182 1338 1515 1727 1970
Non-Cash Working Capital
Change in Current Liabilities 2424 2459 2353 1937 1177 -99 -1227 -1824 -2267 -2274 -1041 -1755 -548
Current Assets 357 1154 881 845 730 519 493 607 736 856 1970 1080 2227 Net increase in Non-cash Working Capital
-2068 -1305 -1473 -1091 -446 619 1720 2432 3003 3130 3011 2835 2775
Cash Opening Balance 609 578 112 137 166 201 241 276 310 355 402 453 506 Change in cash during the year -32 -466 26 29 34 41 35 33 46 47 51 53 81
Closing Balance 578 112 137 166 201 241 276 310 355 402 453 506 587 TOTAL APPLICATIONS -1609 -1071 -658 -475 283 1489 2689 3515 4231 4515 4577 4615 4826
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 88
FINANCIAL STATEMENTS OF VARANASI DISCOM
Table 62: Varanasi Discom– Income Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 INCOMES Revenue from Sale of Power 3,467 4502 6418 8517 11274 14550 18300 22871 27955 32510 37155 41137 46906
GoUP Subsidy Support 1,280 1784 1834 2013 2208 3027 3223 1850 476 280 280 139 139 Other Misc Receipts 9 22 23 24 25 26 27 29 30 32 33 35 37 Total Incomes 4,756 6308 8275 10554 13507 17603 21550 24749 28462 32822 37469 41311 47082 EXPENSES Power Purchase Cost 6,134 7087 8362 10326 12674 15233 17480 20145 23275 26458 29942 33444 38931 O&M Expenses 634 780 874 978 1096 1282 1462 1666 1900 2222 2600 3120 3744 Provision for Depreciation 121 171 202 233 266 302 342 388 439 497 562 636 719
Provision for Bad Debts 57 286 332 363 395 420 433 445 465 494 529 572 619 Total Operating Expenses 6,947 8325 9769 11901 14431 17237 19716 22644 26079 29671 33634 37771 44013
Less: Expenses Capitalised 108 117 131 147 164 192 219 250 285 333 390 468 562
Net Income before Interest -2,086 -1900 -1363 -1200 -759 558 2053 2354 2668 3484 4225 4008 3630
Interest Expenses Project Loans
161 70 58 46 35 28 23 18 15 11 6 2 0
Working Capital Loans 24 8 1 0 0 0 0 0 0 0 0 0 Less: IDC 3 1 1 1 0 0 0 0 0 0 0 0 0 Finance Charges 0 0 0 0 0 0 0 0 0 0 0 0 0 Interest and Finance Charges charged to Operations
158 93 66 47 35 27 22 18 15 11 6 2 0
Revenue Surplus/(Gap) -2,244 -1993 -1429 -1248 -794 531 2031 2336 2653 3474 4219 4006 3630
Income Tax 961 1,414 1,313 Profit After Tax -2,244 -1,993 -1,429 -1,248 -794 531 2,031 2,336 2,653 3,474 3,258 2,591 2,317
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 89
Table 63: Varanasi Discom– Balance Sheet (Rs Crore)Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FIXED ASSETS
Gross Fixed Assets 3915 4657 5441 6225 7067 8019 9090 10297 11654 13184 14911 16865 19082 Accumulated Depreciation 1230 1402 1604 1837 2103 2404 2747 3134 3573 4070 4632 5268 5986
Net Fixed Assets 2685 3255 3837 4388 4965 5614 6344 7162 8081 9114 10279 11598 13096 CWIP 1128 1112 1176 1176 1264 1427 1608 1810 2036 2295 2590 2932 3326 TOTAL ASSETS 3813 4367 5013 5564 6229 7041 7952 8972 10117 11409 12868 14530 16422 CURRENT ASSETS Inventories 79 334 353 353 379 428 482 543 611 688 777 880 998 Sundry Debtors 5729 6635 7266 7891 8398 8662 8906 9307 9876 10585 11430 12381 13497 Cash and Bank Balances 620 136 160 198 243 292 335 386 446 507 574 641 747
Other Assets 105 107 109 -889 -1906 -2945 -4003 -5083 -5185 -5289 -5395 -5503 -5613 TOTAL CURRENT ASSETS 6532 7212 7888 7553 7114 6438 5720 5153 5748 6492 7387 8399 9629
TOTAL ASSETS 10345 11579 12901 13117 13343 13479 13672 14125 15864 17901 20255 22929 26051 NET WORTH Equity 2850 3326 3855 4492 5258 6180 7213 8371 9670 11125 12757 14586 16635 Retained Earnings (Losses)/ Reserves -7395 -9388 -10621 -11869 -12663 -12133 -10102 -7766 -5113 -1639 1619 4211 6528
Project Loans 773 837 721 611 515 443 374 316 257 195 130 72 44 Working Capital Loans 417 112 24 0 0 0 0 0 0 0 0 0 0
Govt. Loans 55 0 0 0 0 0 0 0 0 0 0 0 0
Current Liabilities and Provisions 13645 16692 18922 19882 20233 18989 16187 13203 11050 8219 5749 4061 2844
TOTAL LIABILITIES 10345 11579 12901 13117 13343 13479 13672 14125 15864 17901 20255 22929 26051
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 90
Table 64: Varanasi Discom– Funds Flow Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 SOURCES
Net Income after tax -2244 -1993 -1429 -1248 -794 531 2031 2336 2653 3474 3258 2591 2317 Add: Depreciation 121 171 202 233 266 302 342 388 439 497 562 636 719 Total Internal Resource -2123 -1822 -1227 -1014 -529 832 2373 2724 3092 3970 3820 3227 3036
GoUP Equity 328 421 529 637 766 921 1033 1158 1299 1456 1632 1829 2049 Net Loan -89 -93 -9 -134 -96 -72 -69 -57 -60 -62 -65 -59 -28 Total Sources -1884 -1493 -706 -511 141 1682 3337 3825 4331 5364 5387 4997 5058 APPLICATION Capital Expenditure during the Year 553 726 848 784 931 1114 1253 1408 1583 1789 2022 2297 2611
Non-Cash Working Capital
Change in Current Liabilities -3870 3047 2231 960 351 -1244 -2802 -2984 -2153 -2831 -2470 -1688 -1217
Current Assets -6381 1311 652 -373 -484 -725 -761 -619 535 683 828 945 1125 Net increase in Non-cash Working Capital
-2511 -1735 -1578 -1333 -835 519 2041 2365 2688 3514 3299 2633 2341
Cash Opening Balance 546 620 136 160 198 243 292 335 386 446 507 574 641 Change in cash during the year 74 -484 24 38 45 49 43 51 60 61 67 67 105
Closing Balance 620 136 160 198 243 292 335 386 446 507 574 641 747 TOTAL APPLICATIONS -1884 -1493 -706 -511 141 1682 3337 3825 4331 5364 5387 4997 5058
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 91
FINANCIAL STATEMENTS OF KESCO DISCOM
Table 65: KESCO Discom– Income Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 INCOMES Revenue from Sale of Power 1,017 1300 1616 2029 2608 3106 3583 4553 5271 5913 6526 6991 7811
Other Misc Receipts 6 22 23 24 25 26 27 29 30 32 33 35 37 Total Incomes 1,023 1321 1639 2053 2633 3132 3611 4582 5301 5945 6559 7026 7848 EXPENSES Power Purchase Cost O&M Expenses 1,207 1534 1650 1954 2350 2596 2832 3378 3806 4227 4678 5120 5828 Provision for Depreciation 173 209 234 262 294 344 392 447 509 596 697 837 1004 Provision for Bad Debts 16 23 26 28 31 34 38 41 46 50 55 61 67 Total Operating Expenses - 82 88 93 97 97 99 101 104 108 113 120 126
Less: Expenses Capitalised 1,396 1849 1998 2337 2771 3071 3361 3967 4465 4982 5544 6137 7025
Net Income before Interest - 31 35 39 44 52 59 67 76 89 105 126 151
Interest Expenses Project Loans 11 9 8 6 5 4 3 2 1 1 1 0 0 Working Capital Loans 0 0 0 0 0 0 0 0 0 0 0 0 0 Less: IDC 0 1 1 0 0 0 0 0 0 0 0 0 0 Finance Charges 0 0 0 0 0 0 0 0 0 0 0 0 0 Interest and Finance Charges charged to Operations
11 8 7 6 5 3 2 2 1 1 0 0 0
Revenue Surplus/(Gap) -384 -504 -331 -251 -99 108 306 679 911 1052 1120 1014 973
Income Tax 353 350 340 Profit After Tax -384 -504 -331 -251 -99 108 306 679 911 1,052 767 664 633
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 92
Table 66: KESCO Discom– Balance Sheet (Rs Crore)Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY23 FY24 FIXED ASSETS Gross Fixed Assets 563 610 668 736 811 895 986 1086 1194 1314 1447 1597 1766 Accumulated Depreciation 237 261 286 314 345 379 417 458 504 554 609 670 737 Net Fixed Assets 326 349 382 422 466 515 569 627 690 760 838 926 1029 CWIP 45 70 88 102 113 125 137 149 163 180 199 224 255 TOTAL ASSETS 370 419 470 524 579 640 706 777 854 940 1037 1150 1284 CURRENT ASSETS Inventories 26 11 13 15 17 19 21 22 24 27 30 34 38 Sundry Debtors 1644 1758 1859 1932 1940 1986 2016 2079 2165 2269 2391 2523 2678 Cash and Bank Balances 71 29 32 37 45 50 54 65 73 81 90 98 112 Loans and Advances 47 50 52 55 58 60 63 67 70 73 77 81 85 Other Assets 0 0 0 0 0 0 0 0 1200 1224 1248 1273 1299 TOTAL CURRENT ASSETS 1788 1847 1956 2040 2060 2115 2154 2233 3532 3675 3836 4009 4212
TOTAL ASSETS 2158 2267 2426 2563 2639 2755 2860 3009 4386 4614 4873 5160 5496 NET WORTH Equity 163 211 251 293 336 379 423 468 514 561 609 657 707 Retained Earnings (Losses)/ Reserves -1963 -2468 -2798 -3049 -3148 -3039 -2733 -2054 -1143 -91 676 1340 1973
Project Loans 349 339 328 317 305 293 288 283 278 274 272 271 271 Govt. Loans 7 0 0 0 0 0 0 0 0 0 0 0 0 Current Liabilities and Provisions 3601 4184 4645 5003 5146 5123 4882 4312 4736 3871 3316 2891 2545
TOTAL LIABILITIES 2158 2267 2426 2563 2639 2755 2860 3009 4386 4614 4873 5160 5496
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 93
Table 67: KESCO Discom– Funds Flow Statement (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 SOURCES Net Income after tax -384 -504 -331 -251 -99 108 306 679 911 1052 767 664 633 Add: Depreciation 16 23 26 28 31 34 38 41 46 50 55 61 67 Total Internal Resource -368 -481 -305 -223 -68 143 344 721 957 1102 822 725 700 GoUP Equity 5 40 41 42 42 43 44 45 46 47 48 49 50 Net Loan -8 -10 -11 -11 -12 -12 -5 -5 -5 -4 -2 -1 -1 Total Sources -371 -451 -275 -192 -37 174 383 761 998 1144 868 773 749 APPLICATION Capital Expenditure during the Year 1 72 77 81 87 95 103 112 122 136 152 174 200
Non-Cash Working Capital Change in Current Liabilities 439 583 461 358 144 -23 -241 -570 424 -865 -555 -425 -346 Current Assets 52 101 107 78 12 51 35 68 1291 135 153 165 189 Net increase in Non-cash Working Capital -387 -482 -354 -280 -132 74 276 638 867 1000 707 590 535
Cash Opening Balance 56 71 29 32 37 45 50 54 65 73 81 90 98 Change in cash during the year 15 -42 2 6 8 5 5 10 8 8 9 8 14
Closing Balance 71 29 32 37 45 50 54 65 73 81 90 98 112 TOTAL APPLICATIONS -371 -451 -275 -192 -37 174 383 761 998 1144 868 773 749
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 94
FINANCIAL STATEMENTS OF UPPCL Table 68: UPPCL – Income Statement (Rs Crore)
Particulars FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 INCOMES Revenue from Sale of Power 26614 31620 37157 45162 54770 65090 74352 85219 98225 111688 126565 141931 165523
Other Misc Receipts 18 20 21 22 23 25 26 27 29 30 31 33 35
Support from GoUP for Interest payment on Existing WC Loan
1663 1557 1142 726 310 0 0 0 0 0 0
Total Incomes 26632 31640 38842 46741 55935 65840 74688 85246 98254 111718 126597 141964 165558 EXPENSES Power Purchase Cost 25672 28368 32912 38935 47572 57627 67298 79060 93076 107579 123483 139671 163757
O&M Expenses 150 175 196 219 246 288 328 374 426 498 583 700 840 Provision for Depreciation / other provisions
1125 2 2 2 2 2 2 2 2 2 2 2 2
Total Operating Expenses 26947 28545 33110 39157 47820 57916 67628 79436 93503 108079 124068 140372 164598
Net Income before Interest 315 3096 5732 7585 8115 7924 7060 5810 4750 3640 2528 1591 960
Interest Expenses
Working Capital Loans 2356 3043 5674 7519 8038 7835 6963 5703 4633 3514 2396 1454 813
Finance Charges 50 53 58 66 78 89 98 108 118 125 133 137 147 Interest and Finance Charges charged to Operations
2406 3096 5732 7585 8115 7924 7060 5810 4750 3640 2528 1591 960
Revenue Surplus/(Gap) -2722 0 0 0 0 0 0 0 0 0 0 0 0
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 95
Table 69: UPPCL – Balance Sheet (Rs Crore)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FIXED ASSETS
Gross Fixed Assets 47 47 47 47 47 47 47 47 47 47 47 47 47 Accumulated Depreciation 21 23 25 27 29 31 32 34 36 38 40 42 44
Net Fixed Assets 26 24 22 20 18 16 14 12 11 9 7 5 3 CWIP 204 204 204 204 204 204 204 204 204 204 204 204 204 TOTAL ASSETS 229 228 226 224 222 220 218 216 214 213 211 209 207 CURRENT ASSETS Inventories 144 245 245 245 245 245 245 245 245 245 245 245 245 Sundry Debtors 34144 45311 57511 66091 71372 71078 64842 57671 49319 40928 32524 26776 22706 Cash and Bank Balances 170 654 1234 1407 1589 1659 1251 683 560 477 406 342 466
Loans and Advances 15 16 16 17 18 19 20 21 22 23 24 25 27 Other Assets 6205 6205 6205 6205 6205 6205 6205 6205 6205 6205 6205 6205 6205 TOTAL CURRENT ASSETS 40678 52430 65211 73964 79428 79205 72562 64825 56351 47877 39403 33593 29649
TOTAL ASSETS 40907 52657 65437 74188 79650 79425 72780 65041 56566 48090 39614 33802 29856
NET WORTH
Equity 33514 35233 35233 39193 43153 47113 51074 51074 51074 51074 51074 51074 51074
Retained Earnings (Losses)/ Reserves -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437 -29437
Working Capital Loans 16127 27301 39793 48543 54004 53779 47133 39393 30916 22439 13962 8149 4201
Govt. Loans/ Bonds Isuues 1719 0 15840 11880 7920 3960 0 0 0 0 0 0 0
Current Liabilities and Provisions 18984 19560 4007 4008 4008 4009 4010 4011 4012 4013 4015 4016 4017
TOTAL LIABILITIES 40907 52657 65437 74188 79650 79425 72780 65041 56566 48090 39614 33802 29856
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 96
ANNEX-2
Table70: Category-wise Energy Sales forecast for Meerut Discom (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 2139 2178 2538 3213 3938 4433 5247 5892 6379 6829 7080 7658 Single Point 136 146 156 183 192 196 219 227 267 290 325 360 Urban Domestic 1868 3491 4963 6490 7964 9517 11407 13533 14904 15722 16045 17237 Lifeline/BPL 171 20 26 33 40 47 48 54 59 63 66 72 Rural Commercial 166 194 239 304 363 422 448 506 550 591 616 670 Urban Commercial 823 946 1089 1330 1515 1679 1827 1997 2104 2193 2254 2333 Public Lamps 197 208 251 316 371 417 487 548 594 638 664 722 Institutions 216 261 321 409 496 584 630 720 794 866 914 1008 PTW 2260 2289 2414 2966 3528 3810 4542 4947 5195 5394 5423 5690 Small & Medium Power 923 1082 1293 1627 1903 2173 2390 2683 2906 3113 3232 3502 Public Water Works 281 285 337 440 555 636 805 930 1038 1144 1223 1363 STW 218 223 224 271 317 336 394 422 435 445 446 454 Temporary Supply 59 72 87 114 135 157 189 219 245 272 291 326 Departmental Employees 105 120 151 160 166 184 200 200 201 207 222 237 Non-Industrial Bulk Loads 819 852 886 921 958 996 1036 1078 1121 1166 1212 1261 Large Industries 6066 6602 7187 7823 8516 9270 10093 10988 11964 13026 14184 15445 Railway Traction 44 47 50 53 57 61 65 70 75 81 88 95 Lift Irrigation 0 0 0 0 0 0 0 0 0 0 0 0 Bulk & Extra State 337 337 337 337 337 337 337 337 337 337 337 337 Total 16831 19356 22549 26991 31350 35257 40364 45353 49168 52378 54622 58767
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 97
Table 71: Category-wise Energy Sales forecast for Agra Discom (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 1670 1774 2134 2744 3401 3980 4399 5014 5510 5988 6303 6922 Single Point 64 65 65 65 68 68 74 75 76 76 77 77 Urban Domestic 1930 2332 3898 5060 6292 7488 8360 9528 10158 10398 10496 10716 Lifeline/BPL 115 3 3 4 4 5 6 6 7 8 8 9 Rural Commercial 265 288 372 482 599 725 734 844 935 1025 1088 1205 Urban Commercial 357 358 359 360 389 393 398 399 399 399 400 400 Public Lamps 93 94 113 142 175 198 229 258 279 299 310 350 Institutions 356 393 487 622 773 925 978 1124 1245 1363 1445 1583 PTW 2174 2522 2527 3009 3615 3989 4775 5211 5493 5748 5939 6414 Small & Medium Power 678 840 847 1039 1244 1373 1392 1541 1643 1732 1732 1734 Public Water Works 243 243 263 332 406 450 558 628 682 734 765 834 STW 544 544 589 732 882 966 1172 1301 1395 1482 1528 1646 Temporary Supply 38 42 50 63 78 92 105 122 135 149 158 176 Departmental Employees 94 121 122 122 122 123 124 124 125 125 126 127 Non-Industrial Bulk Loads 318 330 345 357 370 390 412 436 468 505 553 594 Large Industries 1998 2241 2241 2370 2547 2771 3057 3388 3751 4132 4317 5013 Railway Traction 196 206 217 227 239 251 263 276 290 305 320 336 Lift Irrigation 150 165 182 200 221 244 269 298 330 366 406 451 Bulk & Extra State 2018 2392 2683 3085 3499 3787 4063 4365 4559 4729 4785 5028 Total 13301 14952 17496 21016 24922 28217 31369 34937 37481 39563 40754 43615
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 98
Table 72: Category-wise Energy Sales forecast for Lucknow Discom (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 1287 1288 1419 1718 2017 2205 2395 2578 2680 2759 2760 2875 Single Point 98 106 110 124 143 151 171 181 184 186 186 187 Urban Domestic 1688 2510 3451 4436 5637 6611 7362 8428 8973 9145 9145 9328 Lifeline/BPL 132 31 41 52 64 77 77 84 91 98 102 111 Rural Commercial 87 92 116 147 180 208 226 254 276 297 309 336 Urban Commercial 823 945 1079 1297 1558 1761 1893 2088 2219 2333 2375 2523 Public Lamps 399 427 491 597 729 819 980 1106 1204 1300 1360 1486 Institutions 415 500 619 783 972 1159 1206 1379 1520 1657 1751 1930 PTW 720 1070 1075 1075 1076 1077 1186 1249 1269 1274 1274 1276 Small & Medium Power 578 684 859 1081 1328 1579 1580 1750 1904 2051 2140 2332 Public Water Works 413 414 448 556 669 732 886 982 1050 1112 1142 1226 STW 861 864 913 1118 1326 1429 1700 1850 1941 2015 2026 2128 Temporary Supply 19 22 24 29 35 40 48 55 60 64 67 73 Departmental Employees 144 209 209 213 235 265 277 307 341 379 422 469 Non-Industrial Bulk Loads 472 517 567 622 682 748 821 901 989 1086 1193 1310 Large Industries 1468 1642 1837 2055 2299 2573 2879 3222 3605 4035 4375 5055 Railway Traction 31 32 32 32 32 33 33 33 34 34 34 35 Lift Irrigation 130 142 155 169 185 203 222 244 267 293 322 354 Bulk & Extra State 51 51 51 51 51 51 51 51 51 51 51 51 Total 9816 11544 13494 16155 19220 21722 23992 26740 28657 30169 31036 33085
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 99
Table 73: Category-wise Energy Sales forecast for Varanasi Discom (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic 3026 3256 3515 4363 5244 5836 6568 7226 7664 8039 8170 8663 Single Point 19 22 24 27 30 33 33 33 33 34 34 35 Urban Domestic 1569 2202 3644 4577 5566 6507 7688 8953 9659 9924 9924 10333 Lifeline/BPL 33 10 13 16 20 24 24 26 28 30 32 35 Rural Commercial 450 498 644 822 1016 1201 1235 1398 1525 1645 1670 1874 Urban Commercial 566 664 726 859 986 1081 1202 1305 1366 1415 1418 1484 Public Lamps 187 201 244 312 375 427 522 597 658 717 757 835 Institutions 511 641 822 1086 1372 1682 1842 2176 2479 2792 3045 3465 PTW 1130 1132 1163 1404 1640 1739 2036 2178 2246 2289 2290 2331 Small & Medium Power 483 582 732 929 1143 1364 1377 1566 1718 1865 1962 2153 Public Water Works 670 803 804 1018 1272 1444 1811 2075 2293 2506 2653 2931 STW 904 905 1025 1298 1593 1775 2184 2456 2663 2856 2967 3217 Temporary Supply 22 25 31 38 45 52 52 54 57 59 60 63 Departmental Employees 63 79 80 85 89 99 100 100 108 117 127 137 Non-Industrial Bulk Loads 188 206 226 248 272 299 328 361 396 435 478 524 Large Industries 1139 1230 1329 1435 1550 1674 1808 1952 2108 2277 2459 2656 Railway Traction 466 484 504 524 545 567 589 613 637 663 689 717 Lift Irrigation 682 710 739 769 801 834 869 905 943 983 1024 1067 Bulk & Extra State 0 0 0 0 0 0 0 0 0 0 0 1 Total 12106 13648 16264 19810 23560 26638 30267 33974 36582 38647 39760 42520
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13
Financial Restructuring Plan – March 2013 100
Table 74: Category-wise Energy Sales forecast for KESCO Discom (MU)
Consumer Category
FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Proj Rural Domestic - - - - - - - - - - - - Single Point 43 48 57 69 73 82 97 104 105 106 102 105
Urban Domestic 1227 1219 1433 1831 2026 2142 2645 2922 3051 3083 2977 3029
Lifeline/BPL 52 12 14 17 18 20 24 25 26 26 25 26 Rural Commercial - - - - - - - - - - - -
Urban Commercial 286 318 382 459 490 544 647 696 702 706 681 699
Public Lamps 59 65 72 79 87 96 105 116 127 140 154 170
Institutions 29 31 32 34 36 37 39 41 43 45 42 50
PTW - - - - - - - - - - - -
Small & Medium Power 273 300 330 363 399 439 483 532 585 643 708 778
Public Water Works 42 46 49 53 57 62 67 72 78 84 91 98
STW - - - - - - - - - - - - Temporary Supply 1 1 1 2 2 2 2 2 2 3 3 3
Departmental Employees 32 34 37 40 43 47 50 54 59 63 69 74
Non-Industrial Bulk Loads 120 130 140 152 164 177 191 206 223 238 260 281
Large Industries 421 454 491 530 572 618 668 721 779 833 908 981
Railway Traction - - - - - - - - - - - -
Lift Irrigation - - - - - - - - - - - - Bulk & Extra State - - - - - - - - - - - -
Total 2585 2658 3038 3629 3967 4266 5018 5491 5780 5970 6020 6294
Location :: Lucknow; Uploading Date And Time ::Saturday, April 19, 2014-15:21:13