ORGANISATION AND WORKING OF HARDUAGANJ THERMAL … · 2018-01-04 · organisation and working of harduaganj thermal power station dissertation submitted in partial fulfilment of the

ORGANISATION AND WORKING OF HARDUAGANJ THERMAL POWER STATION

DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE OF

jUaster of ^fiilos;Dpljp IN

COMMERCE

BY

MOHAMMAD SHOES ANSARI

Under the supervision ot

PROFESSOR NAFEES BAIG

DEPARTMENT OF COMMERCE ALIGARH MUSLIM UNIVERSITY

ALIGARH (INDIA)

1989

^^^ '

< ^S/^^2- JSM ib^ -'*''*'--f5£ '-:

DS1582

Professor Nafees Baig M. Com., Ph. D., D. Litt., CASF (Manchester), 77-78.

^ Office : 5761

Department of Commerce Aligarh Muslim University

AUGARH - 202002 India

TO WHOM IT MAY CONCERN

This i s t o c e r t i f y t h a t the M.Phil

d i s s e r t a t i o n e n t i t l e d "Organisa t ion and Working

of Harduaganj Thermal Power S t a t i o n " submit ted

by Mr. Mohammad Shoeb Ansar i has been completed

under my supe rv i s ion . This work, in my op in ion ,

i s s u i t a b l e for submission fo r the award of M.Phil

degree in Commerce of the Aligarh Muslim Un ive r s i t y ,

A l iga rh .

m September 16,1989

( PROFESSOR NAFEES BAIG ) SUPERVISOR

Residence : Nafees Mansion, 417A, Sir Svnd Nagar, Aligarh. ^ .• 7868

"ORGANISATION AND WORKING OF HARDUAGANJ

THERMAL POWER STATION "

C O N T E N T S

P a ^

ACKNOWLEDGEMENTS i-li

PREFACE i i i - v

LIST OP TABLES v i

LIST CF CHARTS v i i

ABBREVIATIONS USED v i i i - i x

CHAPTER- I HARDUAGANJ THERMAL POWER STATION-

HISTORICAL BACKGROUND I - I 6

CHAPTER-II HARDUAGANJ THERMAL POWER STATION -

ORGANISATION AND CONTROL 17-44

CHAPTER-III WORKING AND MANAGEMENT OF HARDUAGANJ THERMAL

POWER STATION-AN APPRAISAL OF PERFORMANCE 45-81

CHAPTER-IV FINDINGS AND CONCLUSIONS 82-90

BIBLIOGRAPHY i - v i

AC K N O W L E D G E M E N T S

I t was my pleasure and pr iv i l ege to undertake t h i s

work under the able guidance of my learned teacher Prof.

Nafees Baig, M.Com., Ph.D., D.Lit t . , CASP (Manchester).

I s incerely express my profound gra t i tude to him for h i s

most valuable suggestions and guidance in the completion

of t h i s work. He was always accessible t o me despite h i s

mul t i far ious pre-occupations. I t was because of h is benign

insp i ra t ion and keen in t e r e s t tha t my ef for t s could bear

f r u i t s .

I take t h i s opportunity to thank Prof, Najmul Hasan,

Dean, Faculty of Commerce, Prof. Sami Uddin, Chairman,Depart

ment of Commerce, Prof. I sh ra t H, Farooqi and Prof. Habibur

Rahman, former Deans and Chairmen, Department of Commerce,

A.M.U., Aligarh for t h e i r constant encouragement and valuable

suggestions.

I feel pleasure in expressing my thank to the personnel

of Harduaganj Thermal Power Station who extended t h e i r co

operation in co l lec t ing the information and data needed for

t h i s study. In t h i s connection, I owe to Mr, R.P.Bhatnagar,

General Manager and Mr. J . S . Bhatnagar ( Retired Superintending

Engineer ) for t h e i r co-operation and help. I am extremely

i i

gra tefu l to Mr. S. Razdar H.Zaidi, A.E., Efficiency Division-I

of HTPS who had been very helpful to me and extended h i s fu l l

co-operation during my present endeavour.

I profusely thank Dr. M. Zubair Ahsan, Reader,Department

of Physics, A.M.U.,Aligarh for h i s i n sp i r a t ion . I a lso thank

Dr. Badar A. Iqbal , Reader, Department of Commerce, A.M.U.,Aligarh

for h i s co-operation and help .

I would f a i l in my duty if I do not express my gra t i tude to

a l l my brothers and family members for the constant encouragement

and affect ion tha t I got from them. I express my heartful thanks

to my colleagues M/S Shakilur Rahman,Aijaz Ahmad,Faheem Usman,

Tanveer Akhtar and Miss Sheeba Manzoor for t h e i r constant help.

My sincere thanks are due t o Dr. Mohammad Talha» Dc.A.Q.Khan,

M/S M. Nasir , M. Tariq, I sh ra t Hasan and Sarwat Ali Siddiqui for

t h e i r valuable help.

I also offer my thanks to M/S Shahzad Ali , Shamshad A.Khan,

S. Rashid Husain and Ali Hasan Khan for t h e i r co-operation and

help. I must confess here tha t whatever mistakes and def ic iencies

remain in t h i s d i s s e r t a t i on , I am solely responsible for them.

Final ly I thank Mr, Rishi Sharma for typing the matter

e f f i c i e n t l y ,

September 1989 (MOEOffitAD'SEB ANSARI )

i i i

P R E F A C E

Power i s an important ingredient for the overal l growth

and development of the nat ional economy. I t i s an index of the

economic progress made by a country in a given time-frame. I t

i s one of the core sectors of our na t ional economy. I t also

cons t i t u t e s a basic inf ras t ruc ture for key sectors such as

i ndus t r i e s , ag r i cu l tu re , t ranspor t e t c .

In the beginning the power supply industry in India was in

the hands of pr iva te sector which had only p ro f i t motive in

running the industry. The social obl igat ions were only incidental

to t h e i r operat ions. Therefore, the grea tes t challenge a t the

time of independence was to promote the power sector and accele

ra te i t s resources so as to f u l f i l the object ives of socio

economic advancement as envisaged in our development p lans . The

Five Year Plans emphasised the importance of stepping up of power

generation so as to meet the demand of power in the country.As

a r e s u l t , the Government took several s teps to become self-

suff ic ient in power requirements. Keeping t h i s in view, a

number of power p lan t s were ins ta l l ed in the country. One of

them was establ ished a t Harduagan;j to promote and accelera te

the growth of power in accordance with the needs of the State

of U.P. Under t h i s , there are three power housejnamely ,A,B

and C having dif ferent capac i t i e s for power generation.

iv

In the p r e s e n t work e n t i t l e d "Organisa t ion and Vforking of

Harduaganj Thermal Power S t a t i o n " , an a t tempt has been made t o

p r o j e c t and h i g h l i g h t t h e c o n t r i b u t i o n and performance of t h i s

power s t a t i o n . I t a l s o p rov ides an i n s i g h t in to the working and

o r g a n i s a t i o n of t h i s power u n i t ,

THE FfUMEWORK OF THE STUDY :

The work has been d iv ided i n t o four c h a p t e r s . The f i r s t

c h a p t e r d e a l s with t h e v a r i o u s developmental a s p e c t s of the

Harduaganj Thermal Power S t a t i o n . I t a l s o s e t s out t he h i s t o r i c a l

background of t h i s important thermal u n i t . The c h a p t e r h i g h l i g h t s

t h e s o c i o - economic s i g n i f i c a n c e of t h e powercs t a t ion and i t s

r o l e in provid ing the b a s i c i n f r a s t r u c t u r e fo r v a r i o u s s e c t o r s

of t h e S t a t e economy.

In the second c h a p t e r , an a t tempt has been made to examine

and an lyse the o r g a n i s a t i o n a l and c o n t r o l problems a s s o c i a t e d with

t h i s Uni t .

The t h i r d chap t e r i s devoted to make a c r i t i c a l s tudy of

working and management of HarduaganJ Thermal Power S t a t i o n , I t a l s o

h i g h l i g h t s t h e v a r i o u s ameni t i e s p rovided t o t h e employees of t h e

power s t a t i o n and a n a l y s e s the v a r i o u s problems and c h a l l e n g e s

faced by the power s t a t i o n as r ega rds i t s ope ra t ion and working.

It also focusses on the measures vrtiich has been adopted to

overcome these problems.

The fourth chapter which is the concluding chapter gives

a resume of the findings and conclusions of this dissertation.

METHODOLOGY ADOPTED ;

The whole work of this dissertation was carried out into

two phases. The first phase of the study has been completed with

the help of existing published literature. While in the second phase

of this work, relevant information and necessary data have been

collected from the primary and the secondary sources. For this,

I have personally visited the various offices and divisions of

the Harduagan;3 Power Station and have gathered informations from

the numerous functionaries of this power unit. The detailed

information and data thus collected have been systematically

arranged, and an analysis and interpretation of these data has

been attempted for arriving at certain conclusions with regard

to efficient working of the power station.

In the end, I may say that I shall deem my efforts as

rewarded if my suggestions based on the conclusions of the study

on "Organisation and Working of Harduagan;3 Thermal Power Station"

make some contribution in the formulation of future policy on

the working of this Thermal Power Station as an important

enterprise in the power sector of U.P.

v i

LIST CF TABLES

Pap;e

TABLE-I Yearly power generation of Harduaganj

Thermal Power Stat ion 53

TABLE-II LOSS of Power generation due to Thermal

Backing 57

TABLE - I I I Cost per kwh of power generation by-

Power Piouses A,B & C, 58

TABLE- IV Revenue Expenditure of Harduaganj Thermal

Power Sta t ion . 63

* # * # *

LIST OF CHARTS

vii

Page

CHART-I

CHART-II

CHART-III

CHART-IV

CHART-V

CHART-VI

CHART-VII

» »

* f

Organisational Structure of UPSEB

re la t ing to Thermal.

SE, EGC I of Harduaganj Thermal Power Station

SE, EGC I I , , , ,

SE, ECfC I I I , , , ,

SE, EGC IV , , , , , ,

SEf E l ec t r i ca l , Instr imentat ion Control of

Power Houses B and C. of HTPS.

SE, Harduaganj Thermal Power Circle

SE, Civil Works and Hospital

22

24

27

28

30

34

yr

41

>+++

v i i i ABBREVIATIONS USED

A.E. = A s s i s t a n t Engineer

A.E.G. « Algimine E l e c t r i f i e d Gess leshas t

B.H.E.L. = Bharat Heavy E l e c t r l c a l s Limited

B.T.H. = B r i t i s h Tomson and Hoston

C . I . S . F . = Cen t ra l I n d u s t r i a l S e c u r i t y Force

D.C. = Di rec t Cur ren t .

Dy.C.M.O. tt Deputy Chief Medical Off ice r

E.E, t= Execut ive Engineer

E.G.C. = E l e c t r i c a l Generat ing C i r c l e

E .Ps . = E l ec t ro P r e c i p i t a t o r s

E.P.A.D. = E l e c t r i c i t y Payments and Accounts Divis ion

G.M. = General Manager

H.Q. = Head Quar ter

H.T.P.C. = Harduaganj Thermal Power C i r c l e

I .D . = Induced Draft

I .L .K. = I n s t r u n e n t a t i o n Limited Kota

I . P . S . = Indian Po l i ce S e r v i c e s .

J . E . = J u n i o r Ehgineer .

J . T . « John Thomson

Kn. = Kilometer

K.V. = Kilo Volt

Kwh = Kilo wat t hour

M.W. = Mega Watt

N.R.E.B. = Northern Regional Electricity Board

P.A. = Personal Assistant

P.S. i. = Pound per Square inch

ix

R.C. = Raw Coal

R.M. = Renovation and Modernisation

S.E, = Superintending Engineer

T.R.F. = Tata Robinson Frazer

U.K. = Iftiited Kingdom

U.P.S.E.B* = Uttar Pradesh State E l e c t r i c i t y Board of

U.S.S.R, = Union.Soviet Soc ia l i s t Republic.

CHAPTER -I

INTRODUCTION - Historical Background.

The Harduaganj Thermal Pawer Stat ion i s one of the

biggest thermal jxjwer s t a t i ons in Uttar Pradesh. I t comes

under the d i rec t control of the Uttar Pradesh State E l e c t r i

c i t y Board ( UPSEB). The ob^jectives behind the i n s t a l l a t i o n

of t h i s power s ta t ion were the task of generat ion, transmission

and d i s t r ibu t ion of e l e c t r i c i t y spec ia l ly in the western par t

of the S ta te . To fu f i l these o b j e c t i v e s , i t has been continuously

t ry ing t o increase the power avail^^^âbility t o the various ca t e

gories of consumers. I t s sa t i s f ac to ry development and e f f i c i en t

operation are v i t a l for the Sta te . I t i s in t h i s context , t h a t

the study on various aspects re la ted to physical as well as

f inancia l performance of Harduaganj Thermal Power Stat ion with

a view to find out i t s overa l l operat ional eff iciency has been

attempted in t h i s chapter. I t also examines the h i s t o r i c a l back

ground of t h i s Important Thermal Power Stat ion of U.P.

Iftilike many sources of energy, power cons t i t u t e s an

Important basic inf ras t ruc ture for the economic advancement of

the na t ional economy. The or ig in of power development in India

can be t raced to the turn of the century. In f a c t , i t received

a big boost with the dawn of independence in 19A7 and with the

i n i t i a t i o n of the F i r s t Five Year Plan in 1951. In l948, the

E l e c t r i c i t y (supply ) Act came into force providing for the

administrat ive and l ega l framework for the organisat ion of power

sec tor . With the enhancement in the power demand and keeping In

view the power pos i t ion in the s t a t e , i t was decided sometimes

in the year 19A3 by the Central Electricity Commission (CSovem-

ment of India ) to instal a thermal power station at Harduaganj

where cooling water from Upper Ganges Canal, a railway siding

at HarduaganJ railway station and the labour were available.

Before installation of the power station at HarduaganJ,

elaborate buildings and premises were constructed in order that

the Cossipor Ordinance Factory could be shifted from Bengal to

this site due to Japanese raid during the World War II. It was

proposed that the thermal power station at Harduagan^ will meet

partly the power load of the transplanted ordinance factory and

the growing demand mainly of the western U.P. With these object

ives in mind, the concerned authorities decided to transplant

part of the Bhatpara Power Company, Calcutta where it has done

seinrice and was available due to closure of their power station.

Accordingly, thre^ BTH (British Tomson and Hoston Company ) 1 x 10 MW

and 2 X 5 MW terbo generator sets with 6 numbers Babcock and Wilcox

natural draft 200 PSi ( Pound per square inch) steam pressure along-

with other main auxiliaries was dismantled at Bhatpara to be trans

planted at HarduaganJ.

The proposal of supplying power to the proposed transp

lanted ordinance factory was not carried out and the power station,

as a whole was taken over by the then Itoited Provinces Government

under the management of the then Hydel Wing under the Irrigation

Department in U.P. This power station was utilised to feed

mainly the irrigation load of tubewell during that period

which was introduced in the State primarily by Sir William

Stem, Chief Engineer of Irrigation department.

With the Increase in industrial load, mounting

irrigation demand and urban requirements of an increasing

population, a sustained power demand was perceived in the

state and the existing units were considered inadequate.lt

may be noteworthy to mention here that the planners and mana

gers of the power system in the period were highly optimistic

and suffered with an under estimation of increasing power

demand in the state and the country as a whole. The scarce

power shortage was experienced in the state apparently due to

non-commensurate planning with the power demand. Modi organi

sation happen to be a bulk consumer of the hyxiel power depart

ment but the grid system was not able to cope with the requir

ement and the production was suffering badly. Modi organisation

after deliberation at their end came forward to take over gen

eration from power station to their industries. They took over

the power station in 1971-72 and after a lot of streneous efforts

by calling experts from the U.K. and other places could start

generation mainly from 10 MW set. They made an arrangement with

the power department of U.P. for extra power to be delivered to

them at Modi Nagar from the grid network equivalent to the power

http://inadequate.lt

generated by them at Harduaganj Power Station and fed into the

grid.

The generation of the power station proved to be very

costly to them say Rs. 2/- to Rs, 3/- per unit. But even then

they managed to run it till the situation somewhat improved in

the State. It was sometime in 1975-76 that the Gtovemment of

India in consultation with the U.P.S.E.B. allowed Modis to dism

antle power plant at their own cost which was actually reduced

to a scrap value. Therefore, they dismantled and removed some

usable plant except the buildings and carried them to their own

work at Modi Nagar and sold it as acrap in the open market. As

a result, the plant of 20 MW was closed down. In the meantime the

power demand increased and it was rightly considered that new

large thermal power stations should be available to meet the

challenge and to replace the then existing outdated power plants

and various generating stations. With this fact in view, it was

seriously considered to have an extension to the old Bhatpara

power plant at the station in the State where the facilities of

cooling water, railway sidings construction etc. were available.

1. As per information gathered from Er. J.S. Bhatnagar, who was a Superintending aiglneer in power house 'A*, through an interview by the research scholar.

In the pages tha t follow, a discussion about the various uni ts of

of the Harduaganj Power Station has been made.

HARDUAGANJ «A» THERMAL POWER STATION ;

There are three un i t s in *A* Thermal Power Stat ion under

the extension of stage I and I I . Under the stage I , the f i r s t unit

was commissioned in April 1962 with the capacity of 30 MW. The t u r

bine of AEG (West Germany ) make and 4 numbers bo i l e r s of JT (John

Thomson ) of the U.K. make are s troker f i red b o i l e r s . On 26th April

1980, a major f i r e incident occured in t h i s power s t a t i o n , as a

consequence of which there was a complete damage of e l e c t r i c a l

equipments. The unit was rehabi l ia ted on February 3,1983. The unit

was again under long shut down from April 22, 1983 to September 7»

1983 due to f lash over in 11 KV system and attended the th rus t

bearings of the turb ine . The second unit of stage I was commissioned

in Ju ly 1962 with the capaci ty of 30 MW. This unit i s s imilar to

tha t of unit I , with an AEG turbine and jT b o i l e r s . The capacity of

the b o i l e r s i s t o produce 60 MW e l e c t r i c i t y . This unit was also out

of service from April 26, 1980 to November 4,1982 due to f i r e inc i

dent and l a t e r on from April 25,1983 to April l , i984 due to f lash

over in 11 KV bus system. These two un i t s have been purchased from

West Germany. The cap i ta l expenditure incurred against these two

uni t s was Rs. 505.00 lakhs . '

1. As per repor t s of the E l e c t r i c i t y Payments and Accounts Division, Office of the Senior Accounts Officer, Harduaganj Thermal power S ta t ion , Qasimpur.

It has been seen that even after commissioning of

60 MW power plant in Ganga grid in l962-:63, there was an

acute shortage of power in Ganga grid. As this shortage has

affected badly the development of industries in the State as

well as the general development of the western part of the

State, all possible ways and nleans to take upon the shortage

In the quickest possible manner have been considered. It was,

therefore^ decided to extend this power station by installation

of a third machine aet of 30 MW to meet the increased demand

in Ganga grid. Harduaganj has been considered the best location

for the purpose of extension, where a 60MW thermal power station

was already working and where facilities of adequate cooling

water, railway sidings, land etc. were already available thereby

saving a lot of time to be spent otherwise in planning, acquisi

tion of land and construction of railway sidings etc. In addition

to these, a 132 KV grid link was also constructed for distribution

of power from 60 MW power station. Thus, the extension of Hardua-

ganj *A* Thermal Power Station by another 30 MW machine set was

considered the best from all points of views. Therefore, under

stage II the third machine was commissioned in May 1964. The turbine

was Hitachi ( Japan ) make and there are 2 numbers pulverised coal

fired boilers feeding steam, to the turbine also supplied by M/S

Hitachi. The boiler capacity is to produce 40 MW electricity.This

unit has been brought with its capital expenditure of Rs. 448.00

lakhs. The unit was running consistently well before the unfortunate

1. Electricity Payments and Accounts Division, Op. cit.

fire mishap. After recommissioning in July 1981, the performance

of the unit was quite satisfactory for two years. There are in all

6 boilers in this power house with a common bus system.

In the original project spreader stroke boilers similar

to 60 MW power station were provided which required good quality

of coal. As only a limited quantity of good coal was available in

the country and further that it was the general policy of the

Government of India those days to allow inferior coal to power

stations of such magnitude, pulverised fuel fired boilers were.,

orderd and new 30 MW set was installed which has got advantages

over the chain grate or spreader stroker boilers as they are more

efficient in burning inferior coal and take comparatively less

time for starting and stopping.

During the operation of these boilers, some inherent

design deficiencies were noted. The stoker grates have never been

operated satisfactorily in the John Thomson boilers since their

erection stoker grate allows coal and ash to enter the mechanisms

and cause the grate to join and break. Therefore, the performance

of the unit has not been satisfactory due to inadequate availability

of the boilers. However, due to boiler constraints, specially coal

mills which were giving trouble, the capacity of power house *A'

as a whole has been derated to 70 MW from the nominal capacity of

90 MW since the year 1973-74.

8

The performance of power house 'A* has not been found

sa t i s fac to ry af te r the f i r e incident . Consequently, the capacity

of power house 'A' as a whole further derated to y^t MW since

1987-88. Now, the power house i s running only with i t s t o t a l

capacity of 30 MW, The p lant i s in operation for over 26 years

and the performance of the plant has, the re fore , de ter iora ted

due to age and erosion of components on the advice of Central

E l e c t r i c i t y Authority.

HARDUAGANJ 'B» THERMAL POWER STATION :

The demand of e l e c t r i c i t y had increased in a l l p a r t s

of the State but the generation of power and ins ta l l ed capaci ty

had not r i sen with tha t proportion.TffftPoxjcrth "pX^SX period witne

ssed the shortage of power and energy throughout the country and

E l e c t r i c i t y Boards were unable to compete with t h i s heavy demand.

The pressure of i n d u s t r i a l , ag r i cu l tu ra l and other purposes of

power had demanded a rapid increase in power generation capacity.

The shortage of power had obstructed in many ways the industry,

agr icu l ture and general development of the State as a whole. With

the acute shortage of power an important decision was taken to

i n s t a l l another thermal pov/er s t a t ion so as to meet the increased

1

1. Ansari, Mohd. Shoeb, Power Sector Development in India and its Future Prospects, Southern Economist, Bangalore, October 15, 1988, p.11.

demand of power, to a large extent, for better development of

industrial and agricultural sector in the State.

The original pro Ject which has been passed was based

on the assumption that the boiler and terbo generator will be

similar to the existing machines in power house 'A' and will be

installed in the extended building of power house 'A'. But later

on, it was decided to purchase the necessary equipments from the

USSR and to construct another power house at a distance of 1 km.

from power house *A'. Therefore, it resulted in increased civil

works, increased equipments and other miscellaneous works.

*

In the course of se lect ing the s i t e for Harduaganj 'B '

power s ta t ion^the emphasis has been given to the a l t e r n a t i v e s

of i t s locat ioh on the t e r r i t o r y of the ex is t ing HarduaganJ power

house 'A' as continuation of i t s extension at a dis tance of 1 km.

north-west of t h i s p lace , on the r igh t bank of the Upper Ganges

Grid Canal near the exis t ing colony of the power s t a t i on . I t has

also been considered tha t both power s t a t ions »A' and »B' would run

as a single enterpr ise with common administrat ion. Due to t h i s , the

basic condition for se lect ing the s i t e of Harduaganj «B' power house

was to placing the new power s ta t ion as close as poss ible to the

ex is t ing power s ta t ion thereby reducing the length of the technolo

g ica l communications and connections between the power s t a t i o n s . l t

was , fur ther , considered tha t there was a great p o s s i b i l i t y of a

http://stations.lt

10

better use of the existing colony. The railway sidings Joined the

already existing sidings of Harduaganj 'A* power station wherein

its turn joined the railway station Harduaganj on Aligarh-Bareilly

line which was at a distance of 2 km. from the power station 'B*.

Therefore, the first two units were supplied by Soviet

Uhion against rupee credit and were commissioned under stage III

on March 2,1968 and January 11,1969 respectively with its capa

city of 50 MW each. The boiler of 220 tonnes per hour capacity 2

for steam pressure 100 kg/cm and superheating temperature 5^®C

was installed in a unit with every turbine. These units were erected

under the supervision and control of Soviet Experts. The expenses

which were incurred at the time of commissioning in the form of -1

capital expenditure were Rs. 2065 lakhs. During the last stage of

completion it was observed that the coal for which boilers were

designed is not available. The specification of coal for which

boilers were originally designed as well as the coal which was

actually received and available for combustion in the boilers were

as under :

Firstly, since the beginning of the operation of these

units, failure of pressure parts specially of the platen super

heater occured due to the boiler design being not suitable for the

1. As per reports of the Electricity Payments and Accounts Division , Op.cit. .

11

coal spec i f ica t ions . Secondly, due to higher furnace temperature

the tubes of the platen super heater were found swollen. Thirdly,

the unhealthy pa r t s of the header were amputated alongwith the

removal of seven numbers super heater tubes from each header in

order t o reduce heat absorption.

The bo i l e r was designed to f i r e coal with a great ash

content and having the pecul iar c h a r a c t e r i s t i c s . To ensure a

r e l i a b l e and economic operation of the s ta t ion the project provided

for an automatic control of the bo i le r capaci ty, combust ion, feed

ing of b o i l e r s , superheating temperature, operation of dera tors

and automatic protect ion of equipments against emergencies and

break-downs.

Since these un i t s have been in operation for the l a s t

20 years , there have been frequent breakdowns of bo i l e r a u x i l i a r i e s

as well as bo i l e r tube leakages. In l a t e 1983, Russian experts

inspected the bo i le r and have suggested t h a t these un i t s require

complete replacement of high pressure p a r t s and Air^Pre-Heaters as

these have become old. Further, the performance of these un i t s since

(Samtfi faning has not been upto the mark. I t was mainly on account of

high p ressure .pa r t s fa i lu re as well as b a l l mil l components f a i l u r e .

These two uni t s of Harduaganj »B* Thermal Power Station

under stage IV were commissioned on January 22,1972 and September

12

18, 1972 respectively with their capacity of 55 MW each. The

boiler of 240 tonnes per hour capacity for steam pressure was

installed. These are the first 55 MW sets manufactured by M/S

BHEL in the country. These' units were erected and commissioned

under their guidance and supervision. The money spent on these

two units in terms of capital was Rs.3381.00 lakhs. During the

operation, these units have experienced a number of problems due

to which the output has been affected. It has been found that

inherent design defects were noted. The capacity of the mills was

inadequate in view of the high ash content and poor quality of

coal. The boiler pressure parts have become weak due to erosion,

creep and age.

Harduaganj 'B* Thermal Power Station had fed power into

the existing U.P. gtid system at voltages of 220 KV and 132 KV.

There was a great paucity of power in U.P. both for industrial and

agricultural sectors which have been met, to some extent, with the

commissioning of this project. Due to high demand of grid, these

thermal power stations required to run almost full time during the

years.

HARDUAGAHJ 'C« THERMAL POWER STATION;

It was expected that there will be a continuous increase

in power demand wherein more and more power was required by the

1. Electricity Payments and Accounts Division , Op. cit.

13

industrial sector even after commissioning the plants in 'A' and

•B* Thermal Power Station of Harduaganj. This was mainly attribu

table to the expansion of the supply system and the connection of

new consumers. The industrial sector, more or less, has become a

primary factor in the growth of power consumption. Inspite of the

best efforts made by the Government and the public utilities, the

power generation has not been able to cope with the increasing load

demand. The expansion of sales and the connection of many new cons

umers have been achieved under the most difficult conditions. In

the wake of this new thinking, a large expansion programme in the

generation capacity was, therefore, undertaken to meet urgent indu

strial and other forms of demands for power in the State. To keep

pace with the growing demand of power it was evident that efforts

would have been made to develop all the available resources. It was

then considered and decided that the Harduaganj would be ideal for

installation of the third unit where the facilities of all kinds

were already available, i.e., land and buildings, water resources,

railway sidings etc. for the installation of another thermal power

station so as to meet the new challenges of power.

The first two units of this power station under the stage

VI were commissioned on March 2, 1977 and August 11, 1977 respecti

vely and manufactured and supplied by M /S BHEL. The installed capa

city of these units is 60 MW each and the boiler capacity is 260

tonnes steam pressure per hour. These units were erected and

14

commissioned under the guidance and supervision of M/S BHEL, The

capital expenditure of these two units incurred at the time of • 1

installation was Rs. 7483.00 lakhs.

On November 20,1977 terbo generator set shattered into

pieces due to some unknown reasons. The unit was inoperative because

of the damage of control panels. After providing another terbo gene

rator set the unit was recommissioned on August 26,1981. The perfo

rmance of these units were unsatisfactory due to the poor quality

of coal. The Eps on this unit need modifications as these are not

working. Due to this the performance of I.D, fans has been adversely

affected besides contributing to the air pollution. The economiser

tubes have also been eroded badly and hence they need complete rep

lacement.

There has been a slight improvement of electric power over

the shortages in the State. Taking into consideration the necessary

use of electricity in day-to-day" life and other various sector, the

government decided to install another machine set in this power

station where the necessary perquisities were already available.

Therefore, the third machine of this unit under stage V was commiss

ioned on May 28, 1978 with the installed capacity of 110 MW and

manufactured , supplied by M/S BHEL. The unit was erected and comm

issioned under the guidance and supervision of M/S BHEL. The capital

1. Electricity Payments and Accounts Division, Op.cit.

15

expenditure incurred was Rs. 3882»00 lakhs a* "tl e time of

commissioning of t h i s un i t . The performance of the unit was

not upto the mark. During the operation in 3-4 months, many

technical problems came on screen which needed complete modi

f icat ion or replacement. On inspection, i t was found tha t there

was heavy erosion in t h i s zone. I t was further found tha t the

capacity of the unit was inadequate due t o the poor qua l i ty of

coal .

The thermal power s ta t ions were dependent on quant i ty

and qua l i ty of coal supplied through many agencies l i ke railways

and coal mines e t c . The coal feeding system in power house 'A'

i s manual. In power house ' B ' , the Russian Coal Handling Plant was

ins ta l l ed t o cater to the requirements of raw coal for un i t s I

and I I . Subsequently un i t s I I I and IV were ins ta l l ed with the same

coal handling system except tha t conveyor No. 5A and 5B were

extended to feed coal in the RC Bunkers of these un i t s also.V/hen

unit Nos. V,VI and VII were added, the ex is t ing Russian Coal Hand

l ing Plant was considered insuff ic ient to meet the requirement of

coal for unit No,1 t o VII. In view of t h i s new TRF make p lant was

ins ta l l ed alongwith one number Tippler, one number Crusher and 9

numbers Conveyors. By i n s t a l l a t i on of the same, i t has provided

the f a c i l i t i e s of unloading of coal and feeding raw coal from

ground stock to Russian u n i t s .

1. E l e c t r i c i t y Payments and Accounts Division , Opi c i t .

Power generated by the HarduaganJ Thermal Power Station

with present rating of 470 M is transmitted to Northern India

grid through 220 KV transmission line to Muradnagar, Mainpuri,

Muradabad, Agra and the supply was also transmitted to the

ad joining areas of Aligarh, Khurja, Hathras, Atrauli etc.

The performance of power hbuse 'A* was not satisfactory

on account of inadequate availability of the boilers and frequently

failure of coal mills. Therefore, under renovation and modernis

ation scheme which was introduced in 1984, the boilers are being

replaced by "tvo- numbers of 50MW each with of latest technology

for improving the performance of the boilers which have become

very poor. Similarly, the units of 'B* and 'C power houses also

require replacement of some parts due to aging. As a result, work

of renovation and modernisation scheme is in progress,

CONCLUSION ;

In conclusion, it may be observed that in view of the

increasing demand for power, the Government of U.P. established

the Harduaganj Power Plant with the help of the Government of iidia.

The working of this plant at Harduaganj has shown that the problems

of the supply of electricity has been solved to a great extent by

this project. In the next chapter a discussion about the organis

ation and administration' of this power unit will be taken up. The

object will be to highlight the main problems of organising this

unit on economic lines.

CHAPTER- II

HARDUAGANJ THERMAL POWER STATION- Organisation and Control

17

In the preceding chapter, we have discussed the

historical background of the installation of thermal

power station at Harduaganj. The main object of this

gigantic thermal unit was to provide electricity to the

adjoining areas and to cater to the needs of numerous

industries which are spread over the western belt of U.P.

In the present chapter the organisational structure of this

thermal power station will be examined so that a proper

framework is available for determining the parameters of

administrative set-up of this power project. The chapter

will also focus on the lacuna or shortcomings in the organi

sational structure and control of this important unit of

U.P.S.E.B.

Organisation is an important means of bringing

about coordination among the various departments of an

enterprise. Organisation, in a broader term, is referred

to as a process of defining and grouping the economic

activities of the personnel and thus establishing the

authority relationships among them. It is the framework

within which the people pool their efforts for attaining

some common objectives. This framework provides the means

of assigning the related activities to various persons

and determining the relationship among them. For the

18

benefit of the enterprise, it is essential to develop the

cooperation among the personnel at all levels in a contro

lled manner as it helps in the growth and expansion of the

business enterprise by facilitating its efficient management

system.

Organisation has been defined in many ways, depending

on the various objectives and goals to be achieved. Massie

defines "organisation as a structure and process by which a

cooperative group of human beings allocated its tasks among

its members, identified relationships and integrated Its

activities towards common objectives". Eyre defines organisa

tion " as the framework of responsibilities, authority and

duties through which all the resources of an enterprise are

brought together and coordinated for the achievement of mana-

2

gement objectives". In a similar way Allen defines the organ

isation " as the process of identifying and grouping the work

to be performed, defining and delegating responsibility

and authority, and establishing relationships for the purpose

of enabling people to work most effectively together in acco

mplishing objectives".^

1. Joseph L. Massie, Essentials of Management, Prentice Hall of India, Pvt. Ltd., New Delhi, 1987, p.61.

2. E.G. Eyre, Mastering Basic Management, The macmillan, 1982, p.61.

3. Louis A. Allen, Management and Organisation, McGraw-Hill International Book Company, Tokyo, Japan, 1958, p.57»

19

On the bas i s of above de f in i t ions i t i s now

crys ta l c lear tha t the organisation plays a key ro le

in accomplishing the specified objectives of the bus i

ness . I t involves the division of work, coordination

of a c t i v i t i e s , assignment of du t i e s , delegation of

author i ty and brings about r e l a t ionsh ips among the menb-

ers for achieveing the object ives most e f fec t ive ly and

e f f i c i en t l y . The inter-dependence of persons for achieving

socio-economic goals have made the people r ea l i ze the

increasing significance of the organisation in the modem

socie ty . Thus organisation has become one of the c ruc ia l

factors affecting the l i ve s of human beings and the success

or otherwise of an enterpr ise depends on i t s organisat ion.

A case study of Harduaganj Thermal Power Station has

been made to subs tant ia te the e f f i c ien t s t ruc ture of an

organisat ion. Under the provisions l a i d down in the Elect

r i c i t y (Supply) Act 19A8 , the Uttar Pradesh State E l e c t r i

city-Board ( U.P.S.E.B.) was const i tu ted by the State Govern

ment in 1959, consis t ing of 3 members a t the minimum and 7

members at the maximum (exclusive of a Chairman). The Board

comprising 7 members and a Chairman i s the top management organ

and i s responsible for implementing the operation of the Board.

20

The Chairman of the Board is assisted by the members of the

Board. In addition to it, the members are assigned different

organisational work in different departments. The departments

are Thermal, Finance and Accounts , Distribution, Commercial,

Transmission, Hydro Electlric Projects and Planning. Each of

these departments is looked after by one of the members. Some

of them are Ex- officio members nominated by the State Govern

ment. All the members and chairman are technical in nature

except Finance and Accounts and Ex-Officio members.

The member looking after the Thermal department is

responsible for various activities of construction, operation

and maintenance of the Thermal Power Stations in the State.

The span of control of the member. (Thermal ) is General

Manager Harduaganj, General Manager Parichcha, General Manager

Anpara, General Manager Tanda and General Manager Panki. A

chief Engineer acts as P.A. to member and other 3 chief Engineers

take care of the different aspects of Thermal Power Station and

work such as thermal operation, monitoring, thermal monitoring

and design engineering etc.

The Harduaganj Thermal Power Station comes under the

administrative control of a General Manager. A long chain of

technical and non-technical, accounts officers and other offi

cials are there to cooperate in his task. One SE and an EE are

21

attached with G.M« and are working as P.A. (establishment)

and P.A. (works). There are 8 SEs, 45 EEs, 150 AEs, 305

JEs and about 35OO workers and other officers including

technical and non-technical staff. A team of Central Indu

strial Security Force ( CISF ) and fire brigade headed by

a Commandant ( IPS ) is there for the security purpose.

Electricity Payments and Accounts Division ( EPAD) is

supervised by the Senior Accounts Officer and under him

comes one Accounts Officer and two Asstt. Accounts Officers

supported by ''clerical staff. One Senior Personnel Officer

assisted by two Personnel Officers is directly accountable

to GM, who takes care of the work of personnel department in

connection with the court cases, legal matters and cases

relating to services. The SEs having their control and super

vision in their circles are SE HQ , SE EGG I, SE EGG II, SE

EGC III, SE EGG IV, SE EGG V, SE HTPC, SE Civil works

and Hospital. In every circle one of the EEs is authorised

to maintain service books, pay bills and other personnel

matters of the employees. This will be clear from the organi

sational chart given below :-

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The SE (Head Quarter ) works on behalf of General

Manager in overal l administration except finance and other

policy mat ters . The off ice which i s headed by SE (HQ) with

the assis tance of two office supeilrtendent one for e s t a b l i

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non-technical s ta f f a t different l e v e l s .

The char t I por t rays organisat ional s t ruc ture of the

EGG I headed by SE under whose j u r i s d i c t i o n e i^ht EEs work.

The EEs include, EE b o i l e r , EE tu rb ine , EE e l e c t r i c a l and

instrumentations, EE operation (4) and EE operation general .

The EE bo i l e r i s the incharge of the bo i l e r maintenance d i v i

sion who also supervises the proper functioning of the bo i l e r .

His immediate boss i s SE of EGG I t o whom EE bo i l e r repor ts

for h is duty and the matter concerning the technical and non

technical administrat ion. Under the supervision of the EE

bo i l e r , three AEs function, as incharges of bo i l e r I , bo i l e r I I

and bo i l e r I I I respec t ive ly . Four JEs work together under the

supervision of AE bo i l e r I and they are held responsible for the

b a l l m i l l , main b o i l e r , bo i l e r fans and other general works of

the bo i l e r maintenance with the help of a team of technical staff.

AE s imi la r ly repor ts for his duty to EE bo i l e r . The work of AEs

bo i l e r I I and bo i l e r I I I are s imilar to tha t of bo i l e r I .

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The Turbine Division is supervised by the EE turbine.

He coordinates and controls the staff activities at different

levels and reports to SE, EGC I for his duty and the day-to

day progress of the division* There are three AEs who are engaged

in distinctive work such as, turbine I, turbine II and turbine

III respectively under the supervision of EE and they are also

accountable to him. Under each AE of turbine, four JEs work on

different places of the turbine and their responsibility is to

maintain the work of turbine auxiliary pumps, main turbine,

dearator and condenser, and cooling water pump house etc. A team

of technical staff, at each level of JEs, assists them in their

work.

The Electrical and Instrumentation Division of EGC I

is supervised by EE, who is accountable to SE. The EE reports

to SE for his duty and other administrative problems. Four AEs

with distinctive nature of work are accountable directly to EE.

The first AE takes care of the electrical maintenance of trans

formers, switch gear, generator, outdoor switch yard, light and

site stores with technical staff for any kind of technical assi

stance. The second AE (electrical ) under whose supervision 2

JEs work, are responsible for motors, cranes and other general

works. The third AE who is incharge of the work instrumentation,

is accountable to EE for his duty and the progress of the work.

Under the guidance of AE, three JEs control the works of instru

ments, valves, site stores and other general works. The fourth

23

AE of t h i s divis ion maintains the instrumentation work with two

JEs as an a s s i s t an t for cont ro l l ing c i r c u i t , s igna l l ing , pro tec

t i o n , e l e c t r i c a l instruments and t e s t i ng laboratory . The JEs a t

each process of operat ion, are also helped similiarly by a team

of technical s taff in t h e i r d i s t i n c t i v e work.

The Operation Division of EGC I i s an important division

and operates in s h i f t s . There are four groups control led by each

EE in h i s s h i f t . The three groups of them work in shi f t spread

ing over 8 hours. Besides, a group of r e l i eve r i s also maintained.

The EEs are responsible for the operation of the un i t s and are

accountable to SE, EGC I with regard to the concerning matters

of administrat ion and con t ro l . The Operation Division is d i r ec t ly

responsible for the generation of e l e c t r i c i t y . In power house'A',

there are three uni t s which are control led by two AEs in a shi f t

breaking up the work as control room and loca l outdoor works with

the help of a JE. The JEs in t h e i r own turn are a s s i s t ed by a

team of technic ians , operators e t c .

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control the work of operat ions general . This Division i s cont

ro l l ed by the EE who discharges h i s duty under the supervision

of SE, head of t h i s p a r t i c u l a r c i r c l e . There are two AEs as

a s s i s t a n t s to EE for supervising the operat ion, monitoring.

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water treatment plant, cleaning of power house and site

stores. An AE supervises water treatment plant with the

help of two JEs as electrical, mechanical, chemical and site

stores are supported by a technical staff. Another AE who is

incharge of operation monitoring and other works provides

expert advice to operation people during emergency^

The entire hierarchy of organisational structure and

its different activities in EGG II are the same as is explained

in EGC I with the exception of Electrical and Instrumentation

Division which is maintained separately for power house 'B* along-

with power house 'C. In EGC II the boiler and turbine maintena

nce divisions are controlled by the officials according to the

number of units. In power house 'B* (EGC II), there are 4 units

and each unit is controlled by the AE in a shift and two AEs take

care of the local outdoor work of these units. A couple of JEs

are also deputed under each AE to supervise the work of turbine,

boiler and generators and also for local outdoor works of these

units in each shift. The process of generation is similar to that

of EGC I. The process of operation and maintenance in EGC III is

also similar to that of EGC I with the exception of Electrical

and Instrumentation Division which is maintained separately along-

with power house 'B*.

The chart IV has been made to portray the overall orga

nisational and managerial activities in EGC IV which is controlled

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31

and managed by SE. Under SE's jurisdiction, six EEs supervise

the respective Divisions, i.e., EE coal handling system I

(maintenance ), EE coal handling system II (operation ), EE

training, EE efficiency I, EE efficiency II and EE renovation

and modernisation respectively. Têy are also directly respons

ible for their Divisions and are also to be held accountable to

SE for their duties and other administrative matters. The first

EE of this circle who is incharge of coal handling system I,

controls and coordinates the activities of the staff at different

places, while under his supervision three AEs are assigned to

work. The work identifies as AE Vehicle and Plant and Machinery,

AE Electrical and Mechanical, AE Site stores and other mainten

ance respectively. These AEs work on different places and are

accountable to EE coal handling system I for their related acti

vities. The AE vehicle and plant and machinery under whom two JEs

work together at different levels are responsible for the work

of vehicle workshop for repairs and maintenance of the components

of coal handling system. A team of technical staff assists them

in their works. (Aider the supervision of AE electrical and mech

anical, three JEs are responsible for electrical and mechanical

maintenance such as motor, switch gear, conveyors, coal feeders

with technical staff at various stage for assistance. The third

AE of this Division, i.e. , AE site stores under whose guidance

two JEs assisted by a technical staff, supervise the work of site

>0

s tores and other maintenance of t h i s d iv is ion . The EE who is

incharge of coal handling system I I (operat ion ) i s accoun

table to SE, EGC IV for his duty and other administrat ive

problems. Under his supervision, th ree AEs work on different

places having t h e i r r e spons ib i l i ty of work. The f i r s t AE of

t h i s divis ion controls the a c t i v i t i e s of h is subordinates who

work as fuel o i l , tank ( P e t r o l , d iese l ) and s i t e s to res .

The second AE who is in operation general and one JE helps hijn

in h is routine work in a sh i f t . Another AE of t h i s c i r c l e who

i s responsible for coal accounting and coal unloading,delegates

h i s author i ty t o JEs a t di f ferent s tages . A JE i s responsible

to maintain the coal accounting and other one takes care of

the unloading of coal with the help of technical s taff .

The EE t r a in ing who helps SE, EGC IV, chalks out the

programme of t r a in ing aimed at reor ient ing capable persons for

achieveing the object ives of organisat ion and for ensuring that

t h e i r e f fo r t s . are u t i l i s e d e f fec t ive ly . I t i s an essen t i a l

element in planning both for careers and for s taff ing needs of

the organisat ion, tftider h is supervision, two AEs work and are

responsible to arrange the t r a in ing and other developmental

a c t i v i t i e s for JEs , operators , technicians etc. with the help of

a JE and a team of technical s taff .

33

The Efficiency Division I is an important division in

which the overall performance and statistical data of the Har-

duaganj Thermal Power Station is maintained under the supervision

and control of an EE who is directly connected with SE, EGG IV.

Under the guidance of EE, four AEs work and they are held respon

sible for their activities at different places. The work assigned

to the first AE is to prepare the daily performance report of power

house 'A' with the assistance of 6 JE who collects the data from

the site. Similarly, second and third AEs of this Division perform

the same work. The daily progress report of Harduaganj Thermal

Power Station is telexed to head office of UPSEB. The fourth AE

who supervises the general work and site stores, delegates his

authority to a JE who is individually responsible for this work.

The above mentioned JEs are helped by a team of technical staff

at different levels in their works.

The activities in the Efficiency Division II are perfor

med under the supervision of EE, who is responsible for this

Division and accountable to SE, EGG IV. There are four AEs per

forming their duties on different positions under the supervision

and control of EE. The first AE looks after the work of tripping

analysis and library and he is helped by two JEs in a particular

way, with a team of technical staff in general at different levels.

The remaining 3 AEs are deputed on the work of quality control

of power houses 'A', *B» and 'C respectively with a team of tech

nical staff for assistance.

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35

The Harduaganj Power Station has also taken up the

renovation and modernisation programme of old plants. This

Division is controlled and managed by EE who is directly accou

ntable to SE, EGC IV. For the help of EE, an AE is deputed to

supervise the work of old units of «A' , 'B' and 'C power houses

respectively assisted by two JEs for the smooth functioning of

the Division.

The Chart V provides an over view of the Electrical

and Instrumentation Control Circle of B and C power houses

which are iima'iiSfained by the SE. Under this circle, the work

of electrical and instrumentation of B and C power houses is

assigned to four EEs who are directly connected with SE. The

electrical maintenance of B power house is supervised by EE

with the assistance of three AEs at different places. The

first AE controls the work of outdoor switchyard and site

stores with three JEs for performing the duty on transformers,

switch gear (extra high tension ) and general alongwith a

team of technical staff assisting them for smooth functioning.

The second AE controls the work of switch gears of two units,

control circuits, DC supply and battery room of power house

with four JEs under supervision assistance on different positions.

They are provided assistance in their activities by a team of

technical staff . The four JEs under the supervision of an AE,

discharge their duties to perform the work of switch gears (low

3S

tension and high tension ), light and motor overhead cranes

alongwith a team of technical staff.

The electrical maintenance in power house "C" is

similar to that of power house "B" except the third AE who

is assigned the work of switch gear of two units . But in

power house "C" there are three units and the third AE is deputed

to control the work of switch gear of tne unit instead of two

units.

The instrumentation control of power house 'B' is

managed by EE who is accountable to SE for his duty. Under

the supervision of EE, four AEs work on different places

and they are directly connected with EE. The first AE is

deputed to supervise the work of control, protection and

signalling. These works are distributed among two JEs who

are responsible for bus bars, generator and transformer

protection and other protections, controls and signalling.

The Second AE maintains the coordination and control among

three JEs who are assigned different work at different places.

The work is distributed as valves, temperature, laboratory,

relay and metre testing. The third AE of this Division controls

the activities of flow and level instruments and site stores.

These functions are equally distributed among three JEs who

assist the AE. Another AE of this section is accountable for

the activity of air conditioning and special Instruments and

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33

making reports to EE regarding its progress. These activities

are divided as vibration instruments, lado phone, air conditi

oning etc. The JEs, at each level of work, is helped and

assisted by a team of technical staff.

The instrunentation control of power house 'C is the

same as explained in power house 'B'.

The Harduaganj Thermal Power Circle is headed by an SE

whose area of control is dispersed in seven broad Divisions.

IMder the direct administration and control of the SE, there are

seven EEs supervising the respective divisions as depicted in

chart VI. They are EE Store Division I, EE Store Division II,

EE Purchase Division I (for spares), EE Purchase Division II (for

consumable items ), EE Colony maintenance (electricity and tele

phone ), EE Physical Verification of Stores and EE Electricity

Transport Division.The EEs act as carriers of accountability

for purchase and store Divisions of the power station and

<)ther maintenance. They delegate the actual power to their

subordinates engaged in purchase and stores Divisions. The

EE is the incharge of store Division I and takes care of

the activities which are deputed to three AEs. The first

AE is assigned the work of mechanical spares and distributes

this work among four JEs as spare boiler, spare turbine, common

spares and others. They are held wholly responsible for their

works. The second AE performs the duty to control the activities

of electrical and instrumentation spares. Three JEs are deputed

33

for the work of electrical, instrianentation and common spares

respectively and are responsible to AE under whom they work.

The third AE maintains control on the chemical and other

spares with three JEs responsible for the work of chemical and

common spares and also for the civil stores. At each level,a

team of technical staff provides assistance in Store Division.

The activities of Store Division II are similar to those

of Store Division I.

The purchase Division I ( for spares ) is under the

control of an EE who reports daily matters of administration to

SE under vôm he works. Under the supervision of EE, three AEs

are engaged to invite the tenders from public (contractor or

supplier ) for different spare components of boiler, turbine and

general spares and they are also helped by a JE in their resp

ective fields.

The purchase Division II which is engaged in maintenance

of consumable items, controlled and managed by EE who directly

reports to SE, HTFC. Under the supervision of EE, there are three

AEs who are responsible to make available the consumable items

for boiler, turbine and other general items. The AEs are supported

by a JE in a process of their activities.

The electricity and telephone facilities in colony,

either old or new, are managed by an EE who is directly connected

40

with SE, HTPC. Under the supervision of EE,four AEs control the

facilities of electricity and telephone. The first AE maintains

revenue accounts of electricity with the help of a team of tech

nical staff. The second AE takes care of the maintenance of ele

ctricity supply in old colony with three JEs at distinctive work,

such as, sub-fitation , lines and consumers as well as street light.

The third AE is responsible to maintain the electric supply faci

lity in the new colony. The work process is the same as mentioned

for the maintenance of old colony . A JE has also been assigned

the duty of electrical maintenance of office building. The fourth

AE of this division manages the facility of telephone at different

places of Power Station and the Colony also. The AE reports for

his duty and other matters of telephone facility to his superior

EE . The AE deputes two JEs for the maintenance of telephone faci

lity. One of them is responsible for the telephone exchange and

other for telephone lines.A team of technical staff helps and

assists them in maintenance of the colony.

An EE of HTPC is assigned the task of physical verifi

cation of stores. The EE reports for his duty to SE. Lbider the

guidance of EE, two AEs are deputed to verify the stores physi

cally with the help of two JEs and technical staff. Another EE

who manages the Electricity Transport Division is accountable

to SE, HTPC. This EE maintains the authority relationship with

his subordinates who are deputed to perfonn the duty on diffe

rent types of work. Under his supervision, three AEs perform

the duty and are accountable to him for their routine activities.

gn CO

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41

^2

The first AE maintains the workshop with the help of three

JEs who are held responsible for the maintenance of buses,

jeeps and workshop stores. An AE manages transport facilities

for employees, school children and other purposes as well as

general maintenance of this division. He delegates his autho

rity to JEs who supervise the transport system with the assis

tance of a team of technical staff.

The Civil Works and Hospital headed by SE is portrayed

in chart VII. Three EEs have their distinctive divisions of work

under the supervision of SE. They are directly connected with

SE for reporting of duties and general administration of Civil

works. There is a Dy.CMO who is responsible for the maintenance

and general administration of the hospital who also takes care

of the necessary facilities of the employees. The first EE is

accountable to SE with three AEs for the civil maintenance of

old colony. An AE supervises the sanitary maintenance with the

help of three JEs who are also responsible for the manhole,sur

face drains and sewage disposal. The other AE maintains the

control over the v/ater supply system with the assistance of three

JEs who take care of fitting and appliances, storage tank and

tube wells etc. The third AE with two JEs as his subordinates

are incharge of road maintenance and other civil maintenance

alike with the support of a team of technical staff for techni

cal counselling if needed.

The entire process of control and system of civil main,

tenance of new colony is akin to that of old colony as explained

43

above with the exception of an AE who maintains the r e s t house

with two JEs as h is subordinates for the proper functioning.

The th i rd EE i s incharge of the power houses for the

maintenance of Civi l works and i s accountable to SE, Civi l for

h is duty and other maintenance. For the proper c i v i l maintenance

of power houses, the EE deputes three AEs to control the c i v i l

works. The f i r s t AE controls the a c t i v i t y of c i v i l work in pov/er

house 'A' and under him three JEs discharge t h e i r dut ies and

are responsible for the cleaning work, drainage, building work,

ven t i l a t ion and water supply system. The a c t i v i t i e s in power

houses 'B* and 'C* are the same as explained above for power

house 'A*. At each leve l of the functioning of the JEs , a team

of technical staff helps and a s s i s t s them.

COJCLUSION

From the discussion made above, i t can be concluded

tha t the operational a c t i v i t i e s in the en terpr i se have resul ted

In numerous complex problems. As a r e su l t of these problems, i t

becomes d i f f i cu l t for decisions to f i l t e r from top to bottom of

the en terpr i se well in time. This invariably r e s u l t s in delay

in decision making at the operating l e v e l s . I t also gives r i s e

to unwillingness of supervisors to exercise control e f fec t ive ly .

The overal l resu l t of t h i s i s the generation lo s s of e l e c t r i c a l

energy. As the organisation i s expanded and more r e s p o n s i b i l i t i e s

are given a t lower l e v e l , author i ty has been decreased in the

44 same r a t i o . This has increased f rus t r a t ion among engineers who

are working on the s i t e and who need immediate and swift deci

s ions . I t appears tha t no serious attempt has been made t o s t ren

gthen t h i s weakest l i nk of the chain of management hierarchy.

Top executives are overloaded in the various kinds of

a c t i v i t i e s and they cannot take care of the dut ies of t h e i r

subordinates properly. They often f a i l to r e l a t e t h e i r perform

ance to the unit as a whole. The cen t r a l i s a t ion becomes excessive

and thus crea tes problems to exercise effect ive management and

control over the members employed in the organisat ion. I t also

diminishes the coordination between functions of the members.

There i s a communication gap between top management and factory

management due to long chain of administration and control .This

wil l beccsne c l ea re r when we devote our energies, in the next

chapter , while examining the working of Harduaganj Thermal Power

S ta t ion .

CHAPTER -HI

WORKING AND MANAGEMENT OF HARDUAGANJ THERMAL POWER

STATION - An Appraisal of Performance.

45

In the previous chapter, the hierarchical organisati

on of Harduaganj Thermal Power Station has been discussed at

length. It has been observed that the Harduaganj Thermal Power

Station is confronted with the complex problems of organisati

onal and administrative control at various levels of the enter-of

prise. The present chapter is devoted to make a critical study/ the

•day*-to*day working and performance of Harduaganj Thermal Power

Station. It will also focus on the problems and difficulties exp

erienced by the Thermal Unit in its day-to-day working.

As has been observed the Harduaganj Thermal Power

Station comprises of three working Power Houses viz., A, B and

C of different capacities. The installed capacities of power

houses A, B and C are 90 MW (derated upto 30 MW since 1987-88),''

210 MV/ and 230 MW respectively. The power houses draw their

cooling water from Upper Ganges Canal emanating from Hardwar.

The thermal power station is well equipped with infrastructural

facilities like connecting transport facilities from Harduaganj

Railway Station which caters to the requirement of important

inputs for generating electrical energy such as coal, fuel, oil,

spare parts etc.

The expansion of Harduaganj Thermal Power Station has

been at a phenomenal rate during the last two and half decades

1. 90 M\V installed capacity of power house 'A' has been reduced upto only 30 MV/ on account of boiler constraint.

4S

both by way of increase in generation capacity and by increase

in distribution network in adjoining areas. The power station

has been gearing up its efforts to match the increasing demand

of power by generating adequate quantities of electricity in

the most economical and reliable manner to all sections of

consumers in line with the basic objectives of overall economic

development of the State.

The power stations from the very inception of their

existence were connected with the U.P. Electricity Grid but

at present they are connected with the Northern Regional

Electricity Board (NREB). They cater jointly to the electric

power requirements of the State and adjoining States according

to individual needs and prevailing conditions.

PLANNING AND DESIGN

The Thermal Design Wing of UPSEB at Lucknow prepares

formal project which is processed through various State/Central

agencies like C.E.A, , Planning Commission for financial layouts

and other aspects related therof. The main objective or the

Planning process is to ensure balanced development of the economy

consistent with the available resources to achieve several basic

2 socio-economic object ives . The UPSEB i s headed by a Chairman.

2. Deta i l s of author i ty re la t ionsh ip and organisat ional arrangements have already been discussed in the preceding chapter.

47

The various directives on broad policy matters are considered,

resolved and issued at the top echelon of the Board. The Board

also contemplates various matters regarding finance, personnel

legal and administrative functions etc. These policies and

directives formulated at the Board level are executed and admi

nistered by the General Manager through his team. He, however,

maintains the general control as it is necessary for the local

site conditions and for prevailing environment from time to

time. All these matters which fall out of the purview of the

General Manager, are referred to the Head Office at Lucknow for

approval. The General Manager is assisted by a well informed

team who have efficient and smooth technical maintenance and

operational activities of the power station.

The system and control wing at the Head Office maintains

general monitoring on the operational plant. The Head Office

also remains in constant touch with the power station for control

and management of running units as per prevailing demand in the

state. The various shutdowns of the units for regular /breakdown

maintenance/overhauls is undertaken in consultation with this

wing. During the planning and designing stages of the projects,

great emphasis is laid down on the environment pollution and no

project gets clearance unless and untill the Environment Depar

tment is fully satisfied.

The planning process mainly depends upon the nature of

power load which is forecast by annual power survey. In fact,

43

the power demand in the State and the country as well is

increasing rapidly with the increase in population along-

with various other sectors of the economy. The power

stations are unable to compete with this heavy demand. Most

of the planning processes are made more or less on the

basis of various expected growth rates of industry,agriculture

and population as well as past rate of materials consumption

which are also unable to cope with this demand and supply gap.

An appropriate consideration should be taken to match demand with

supply in the planning process.

Materials planning is, however, based on certain feed

back i:nformation and review. There should be a proper feed back

information and periodic review in order to have better plann -

ing. Materials should always be available at inventory level so

that the shortage of a single item may not occur in the whole

process of power generation. In the pages that follow, an exami

nation of the various functional aspect of the power station has

been made.

PURCHASES :

Two tier system of materials management is adopted by

the UPSEB at their power stations and in other disciplines

such as Transmission, Distribution etc. There is a Central Orga

nisation Of Material Management of the State level engaged mainly

49

in the purchase of items commonly used by transmission,

distribution and power stations wings of the Board. The

bulky as well as costly items which are required by such

wings are purchased through the materials management group.

The bulky items are purchased and distributed to the whole

of the state through stores located at different places

under the administrative control of"Central Stores Organisa

tion. Other items are managed by the concerned field engineer/

officers according to their needs and requirements and finan

cial powers are delegated to them by the Board.

The procurement of material and capital equipment

for Distribution Division is performed by the Central Material

Management Wing. It prepares its requirements based on the plan

targets, repair and maintenance works, requisition submitted by

the field units of Distribution Divisions etc. The materials

budget is divided into different months taking the various fact

ors into consideration like lead time, requirements of materials

in phases, transport etc. There is a Thermal Design and Engin

eering Ving in the Board which is also responsible for the design

works and procurement of plants related to these power stations.

Power houses manage materials as per requirements at

the local level through field units from time to time. In case

50

of emergent requirement of materials the field officers are

empowered to purchase materials within a certain limit. The

materials so procured has to be utilised within sioc months.

In local purchasing system, a purchasing executive invites

tender for procurement of materials. A tender is a written

document from the supplier quoting the prices, terms and condi

tions of materials to be supplied in desired specifications.

There are different forms of tender such as single tender,

limited tender, open tender and global tender. The open tender

is the most popular system among all.

The materials required by the Civil Wing of the power

station is managed by the SE Civil as per rules and procedures

of the Board and also according to the powers of various pur

chase Committee.

As it has been observed, the purchasing function

today includes a wide range of activities in the enterprise.

It acquires the status of a dynamic management activity.

The mixed system of purchasing facilitates easy purchasing

action, greater efficiency, better utilisation of budgetory

provisions and also economical purchasing due to local contact

with the suppliers and timely replenishment of arrangements.

In the purchasing process, there should be a greater need to

51

Induce lead- time which requires much time in procurement

of materials. As a result, the whole process of power

generation is affected.

The materials are, sometimes, purchased in bulk

quantities but all may not be consumed in a specified period

and hence increase the inventory cost. The materials become

obsolete due to their life period and technological changes.

Therefore, the materials should be purchased in requisite

quantity so that all may easily be consumed well in time.

There is need to have scientific methods of purchasing the

raw material, its issue, and its maintenance and upkeep.

PRODUCTION & GENERATION;

Electricity is a form of energy which can be generated

by a number of methods. Che of the most common methods of

production of electrical energy is thermal. In this process,

coal is burnt in .the pulverising mill which heats the boiler.

The steam generated from the boiler is used to run the turbine.

The steam power is given to the turbine by the high tempera

ture, i.e., 540 *>C at high pressure, 100 kg/cm^ steam coming

from boiler. This turbine runs the generator which supplies

power to the transmission lines, A simple systematic process

is represented as follows in the blocks.

Chemical Energy Heat Energy

T

steam Mechanical Energy

52

Electrical^To t r a -v>^^Y,^rr nsmiss-Energy ^^^

. I l i n e s .

Coal, fuel , o i l , gas e t c .

Fumance for combustion

Turbine Generator

1 Temperature Turbulence Time

There are large number of auxiliaries for boilers and turbines

which are directly concerned with facilitating the process of gener

ation. The other facilities which are indirectly affecting the gen

eration such as communication, vehicles for transportation .

of stores as well as . . persons employed in the power stations

and colony maintenance etc. In this process of generation boiler has

an efficiency of about 80 to 90 %, turbine has an efficiency of 30 to

40 %, generator has an efficiency of 95 to 989 and overall plant

efficiency is about 31 to 359^

Ash handling plant consists of specially designed bottom ash

and dry ash system. These systems are installed in each unit of

power houses B and C. Both the systems are interconnected so that

in emergency one of them may be handled.

The power generation at Harduaganj since its erection are

detailed to focus the capacity utilisation as well as the efficiency-

TABLE N0.1

Yearly generation of Harduai Power Station between l962-(

53 janj Thermal )3 and 1988-89

Year Ins ta l led Generation Capacity u t i l i -capacity (mil l ion kwh) sa t ion or p lan t

(MW) load factor (%)

E l e c t r i c i t y generation per kw of ins ta l l ed capacity (KWh/kw)

1962-63 1963-64 1964T65 1965-66 1966-67 1967-68 1968-69 1969-70 1970-71 1971-72 1972-73 1975-74 1974-75 1975-76 1976-77 1977-78 1978-79 1979-80 1980-81 1981-82 1982-83 1983-84 1984-85 1985-86 1986-87 1987-88 1988-89

90 90 90 90 90 90 300 300 300 300 300 280 280 280 280 510 510 510 510 510 510 510 510 510 510 470 470

113.268 256.262 341.202 418.831 440.300 495.585 773.733 975.434 1038.024 1035.461 1290.024 1126.139 1244.719 1677.967 1731.467 1496.415 1756.908 1811.952 1147.282 1654.990 1544.235 1584.708 1416.351 1387.353 1721.382 1833.523 1507.930

14.47 32.50 43.28 53.12 55.85 62.86 46.49 58.60 62.37 48.11 49.09 45.91 50.70 68.41 70.59 42.70 39.33 40.56 25.68 37.04 34.57 35.47 31.70 31.05 38.53 44.53 36.63

1259 2847 3791 4654 4892 5507 2579 3251 3460 3452 4300 4022 4445 5993 6182 2934 3445 3553 2250 3245 3028 3107 2777 2720 3375 3901 3208

SOURCE ; Yearly generation statement since erection, collected from Efficiency Division- I of Harduagan^ Thermal Power Station.

of the p lan t s during the pas t 27 years . I t i s evident from

tab le No.1 below which indicates a fa i r idea of the leve l

of the efficiency of the power s t a t i on , in r e j e c t of

e l e c t r i c i t y generation per kW of in s t a l l ed capacity between

1962-63 and 1988-89.

The above table clea!rly shows the ins ta l l ed capacity,

capacity u t i l i s a t i o n and e l e c t r i c i t y generated per kw of

in s t a l l ed capaci ty. Ilie in s t a l l ed capacity of power s ta t ion

a t Harduaganj has increased from 90 MW in 1962-63 to 300 MW

in 1968-69 (3OO MW with the i n s t a l l a t i o n of power house ' B ' ) ,

showing an overal l increase of near ly 233.3 per cent or more

than 3.3 times as compared to 1962-63.It has decreased by

20 MW ( or more than 7 percent decrease ) since 1973-74. The

ins ta l l ed capacity has further went up from 280 MW in 1976-77

to 510 MW in 1977-78 (510 MW with the erect ion of power house C,

indicat ing more than 82 per cent increase during the period

under review. The power s ta t ion further shows a decline of 40MW

(or nearly 8.5 per cent decrease ) since 1987-88 , i . e . , from

510 MW in 1986-87 to 470 MW in 1987-88. The decrease in ins ta

l l e d capacity was there only in power house 'A* due to some

inherent design def ic iencies in the b o i l e r s .

The generation of e l e c t r i c i t y a t HarduaganJ was having

an upward trend between 1962-63 and 1972-73. I t increased from

55

113.268 mil l ion Kwh in 1962-63 to 1290. 024 mill ion kwh in

1972-73, recording on overal l increase of about 1038.9 per

cent or more than 11 times during the same period. The

e l e c t r i c i t y generation stood a t 1126.139 mill ion Kwh in

1973-74 which went up to 1731^467 mill ion Kwh in 1976-77,

with an overal l r i s e of nearly 53.8 per cent or more

than 1.5 times between 1973-74 and 1976-77. The power gene

ra t ion was f luctuat ing between 1977-78 and 1986-87. I t has

considerably increased from 1496.415 mill ion kwh in 1977-78

when i t reached the figure of 1721.382 mill ion kwh In 1986-87 ,

i . e . , an increase of more than 15 per cent approximately. In

t h i s case the most apparent feature i s tha t there i s a

considerable increase which i s punctuated by decreases here

and the re . The generation of e l e c t r i c i t y has decreased from

1833.523 mil l ion Kwh in 1987-88 to 1507.930 mill ion kwh in

1988-89, a decrease of roughly 21.6 percent due to thermal

backing and other technical problems. In 1980-81, a major

f i re incident occured in power house *A» due to which e l e c t r

i ca l equipments were completely damaged. Likewise, there

has been a mixture of increases and decreases of the capacity

u t i l i s a t i o n or p lant load factor of the Thermal Power Station

during the period under review. The highest record of capa

c i ty u t i l i s a t i o n was 70.59 per cent where the overal l power

generation was 1731*467 mill ion kwh in 1976-77 . Consequently,

56

the electricity generated per kw of installed capacity went

up by more than 154 per cent, i.e., from 1259 kwh/kw in

1962-63 to 3208 kwh /kw in 1988-89.

From the above table, the efficiency and inefficiency

of the plant installed at Harduaganj can easily be assessed.

It seems that the capacity utilisation was not upto the mark.

It was mainly because of poor performance which is related

to boilers constraints, frequent failures of coal mills due

to its poor quality and other technical problems which needed

complete modification or replacement. Hie efforts are being

made to increase the power generation at Harduaganj through

replacement of old parts under the scheme of Renovation and

Modernisation sponsored by the Ministry of Energy (Department

of Power ) on the initiative of the Government of India.

The Harduaganj Thermal Power Station was having full

capacity to generate more electricity but it was not carried

out on account of thermal backing. The thermal backing

takes place when the supply of power is enough and the

consumption is less in the state and the country as a whole.

So there was a loss of generation at Harduaganj due to

thermal backing in different years as is apparent from the

table given below : -

TABLE NO.2 57

Loss of gene ra t i on due t o thermal backing between 1983-86 and 1988-89. ( Generat ion in Mi l l ion kwh)

Years A B C Total

1985-86

1986-87 1.860

1987-88

1988-89 33.522

2.220

12.622

8.474

45.831,

2.115

6.585

7.428

79.350

4.335

21.068

15.902

158.703

SOURCE ; Col lec ted from Ef f ic iency Divis ion - I of HarduaganJ

Thermal Power S t a t i o n .

I t i s ev iden t from the above t a b l e t h a t t h e r e was a

thermal backing a t Harduaganj in d i f f e r e n t yea r s under s tudy.

The o v e r a l l thermal backing was 4.335 m i l l i o n kwh in 1985-86 &

i t increased a r ecord f i gu re of 158.703 m i l l i o n kwh in 1988-

89 , i n d i c a t i n g an o v e r a l l r i s e of n e a r l y 3560,9 p e r cen t or

more than 36 t imes dur ing t h e pe r iod under review. The

l o s s of power gene ra t ion due to thermal backing in 1988-89

was much h igher than the p reced ing y e a r s . I t was mainly on

account of e l e c t r i c i t y gene ra t i on which was more in o t h e r

thermal power s t a t i o n s of UPSEB. The demand of power was a l s o

no t much h igher due t o good monsoon in the preceding yea r ,

i . e . , 1988-89.

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59

In general, with the increase in aggregated installed

capacity there is deterioration in the utilisation of overall

generating capacity. Moreover, the prices of various inputs

which are used in the process of power generation have been

steadily rising. The prices of coal is at present much

higher than before, though it is not of good chlorofic value

as per design of boiler, due to which the coal requirements

per unit of energy is higher than the designed value.Further

due to aging of machines, the frequency of breakdowns are

also higher. These factors^ of course, led to an increase in

the cost per kwh of power generation at Harduaganj. Itie

following table clearly indicates the cost per kwh of

electricity generation generated by power houses A,B and C

between l98>-84 and 1988-89 .

The above table clearly depicts the cost per kwh power

house wise generation of electricity at Harduaganj. It is

quite clear that the cost per kwh of power generated by power

house 'A* has constantly been on an increase. It has recorded

Re. 0.73 in 1983-84 as compared with cost per kwh of Rs.2.20 in

1988-89, indicating an overall rise of more than 201 per cent

with a rate of growth of nearly 40.3 per cent. Similarly,

the cost per kwh of power generated in power house 'B' was less

as compared with the power house 'A'. It has gone up from

60

Re.0.53 in 1985-84 to Re. I.O3 in 1988-89, showing an

increase of 94.3 per cent approximately. Likewise, the

cost per kwh of electricity generated in power house *C'

was higher than power house 'B' but lesser than power house'A',

It went up from Re. 0,57 in 1983-84 and reached a record

figure of Re. 0.81 in 1988-89, indicating an overall rise

of roughly 42.1 per cent with a rate of growth of nearly

8.4 per cent. Consequently, the overall cost per kwh of

power generation at Harduaganj indicates a constant Increase

during the years under study. The cost per kwh of electricity

was Re. 0.57 in 1983-84 . The same rose to a record figure

of Re.0.94 in 1988-89, showing an overall increase of nearly

64.9 per cent with the annual rate of growth of about 13

per cent. It is seen that the cost per kwh of power generated

by power house 'A' was higher than those of power houses B

and C. It was mainly on account of inadequate availability of

boilers and inferior quality of coal which have increased the

expenditure incurred in the process of power generation in

power house 'A' in cornparls6n with the power houses B and C.

The Board has revised the rate of power per kwh even then

it is less than the actual cost incurred at the level of

power station.

TRANSMISSION AND DISTRIBUTION :

All the three power houses A, B and C are connected

with the U.P. Grid by 66,220 and 400 KV transmission lines.

61

These transmission l i n e s are connected with important

sub-s ta t ion such as Agra, Panki, Mainpuri, Etawah,

Sarsol , Bhoor (Bulandshahar). I t i s through Panki sub

s t a t i on tha t Harduaganj i s Connected with the UPSEB, large

generating s t a t ions such as Obra, Anpara and NTPC power

s ta t ion , i . e . , Shakti Nagar and Riband Nagar. In the event

of the breakdowns due to various reasons, the switching

operations are contix)lled and directed by Central System

of Control a t Lucknow, which controls various generating

s ta t ion including HarduagaiiJ and main sub-s ta t ions . This

system of control i s headed by an EE in shi f t and ass i s ted

by an AE in sh i f t a t o ther control cent res a t Rurkee, Man^jhola

(Muradabad ) , Sahupui?i( Varanasi ) and Muradnagar,

An integrated and elaborate c a r r i e r telephony system

through the transmission l i n e s ex i s t a l l over U.P. and NREB.

This system i s only meant for es tabl i sh ing instantaneous

contact during emergency and other routined condit ions for

prompt conveyance of messages and in te r - l inkage . In addition

to c a r r i e r telephony system, the UPSEB has also ins ta l l ed

micro- wave c a r r i e r system;.:for s igni f icant power s ta t ions and

sub-s ta t ions . I t i s more r e l i a b l e communication system and

gives b e t t e r performance.

Harduagan;) also ca te r s to railway t r ac t i on power

requirements in Northern Railway through i t s 66 and 220 KV

62

feeders, feeding into the railway sub-stations. No retail

consumer is fed from the power station but the power supply

generated is transmitted in bulk to main load distribution

centres. The power generated at Harduaganj is catering to

various towns, rural areas* industrial and other nature of

power loads. The transmission losses from power generating

stations to transmission lines at Harduaganj vary between

2 per cent and 5 per cent.

FINANCIAL MANAGEMENT PRACTICES ;

The Member Incharge of Finance and Secretary Finance

to the U.P. Goveunment are taking care of all the financial

problems of UPSEB. Both of them lay down the central budget,

estimation, revenue, expenditure and various funds related

to the Board employees and their salaries and emoluments.

They issue various directives to the Accounts wing and other

controlling authorities in the Board for implementing, utili

sing and feeding back of such directions and allotments.

Revenue is the most important ingredient to gear v^ the

functioning of the Board, Future developmental projects are

mooted on the basis of funds. Plans are prepared for the

purpose of development in view of the pecuniary position.

Therefore, the revenue earned by the Board through distribution/

commercial division spread all over the State is controlled

and managed by this wing. Monthly funds are alloted to various

working divisions and other power projects of the state. The

63

funds which are allocated to them are fully utilised and

controlled by the concerned authority, considering the

various needs and requirement in operational and maint

enance activities. For this purpose, a separate division

of Electricity payment and Accounts (EPAD) which is headed

by the Senior Accounts officer, is maintained for financial

matters related to the employees as well as maintenance.

The overall expenditure of Thermal Power Station at

Harduaganj is wholly controlled by the Senior Accounts

Officer, The revenue expenditure includes all those expen

diture which are of recurring nature and result either in

acquisition of the goods or services which are sold or

wholly consumed in the current accounting period. These kinds

of expenditure have tremendous impinge on the overall working

of thermal power. The table below shows the revenue expenditure

of thermal power station between 1982-83 and 1987-88.

TABLE NO.4

The revenue expenditure of thenoal power s ta t ion between 1982-83 and 1987-88.

(fe. in lakhs)

Year

1982-83 1983-84

1984-85 1985-86

1986-87 1987-88

Revenue Expenditure

6604.273 77.19.023 7971.002

8564.124

11758.761

1%60.4l6

% increase /decrease over previous vear

-

16.9

3.3 6.2

38.9

17.9 Source : Electricity Payments and Accounts Division, Harduagan^

Thermal Power Station.

64 The above tab le c l ea r ly reveals the p ic tu re of

revenue expenditure incurred in Thermal Power Station a t

Harduagan;^. This expenditure has shown tremendous increase

during the period under study. I t incurred Rs. 6604.273

lakhs in 1982-83 and reached the figure of Rs.7719.023

lakhs in 1983-84, indicat ing an overal l increase of nearly

16.9 Per cen t . Similarly, the revenue expenditure has gone

up from fis. 7719.023 lakhs in 1984-85, showing a r i s e of

approximately 3.3 per cent . Likewise, between 1984-85 and

1985-86 the revenue expenditure has increased by more than

6 per cent , i . e . , from Rs. 7971.002 lakhs to Rs. 8464.124 lakhs

during the period under review. The revenue expenditure

recorded the figure of hs. 8464.124 lakhs in l985-86c and

i t jumped by Rs. 11758.761 lakhs in l986-87» indicat ing an over

a l l increase of about 38.9 per cent . I t recorded the highest

figure in terms of percentage between l985-86and 1986-87.

Consequently, the revenue expenditure has further increased

from Rs, 11758.761 lakhs in 1986-87 to Rs. 13860.4l6 lakhs

in 1987-88 which was recorded more than 17 per cent increase.

An elaborate Audit Division functions in UPSEB

Accounts wing and in Harduaganj Project as well . This

p a r t i c u l a r section also prepares d e t a i l repor t s regarding

the auditing accounts of the divis ion and p ro jec t s . The

audit ing i s done by the office of the Accountant General

U.P. , Allahabad, of course besides s t a te and other Central

65

agencies like P.A.C. , Estimates Committee, C.E.A, etc.

JOB DETERMINATION. MOTIVATION OF WORK AND WELFARE ACTIVITIES

The UPSEB has laid down manuals and regulations detai

ling and assigning of power/ authority of its employees of

all categories. The employees control the financial, manage

rial , personnel, welfare and operational activities in their

respective divisions accordingly. The technologies are fast

advancing and implication of electronic gadgets, computeri

sation etc. have almost become an integral part for the

efficient and proper functioning of any organisation. These

are gradually finding their way in other power stations

of the UPSEB.

Different types of allowances, e.g., site compensatory,

special pay, conveyance and other facilities are being extended

to various categories of employees on the applicable slabs for

motivation to deliver the maîmun output. Besides the above

allowances, monthly generation incentives scheme which is

worked out at UPSEB level have also been enforced at the power

station payable to various categories of employees. It is

66

corre la ted with the generation, fuel o i l consumption e t c .

in a month j u s t to Inculcate an incentive to the employees

for optimum and most economical generation from the power

s t a t i o n s .

Payments of exgrat ia i s payable on yearly bas i s to

the employees according to the ra t e percentage fixed by

Central / State Government, i s adopted by UPSEB.It may be

mentioned tha t t h i s exgrat ia payments i s not l inked with the

generation as well as p ro f i t of the en te rp r i se . I t i s only

incentives paid by the UPSEB to the employees whether i t

earns p ro f i t or otherwise. Every employee of the Board i s

insured and the instalment which amount va r i e s from post

to post i s paid by the Board i t s e l f . There i s no subscription

required to be paid by the concerned employees for the insurance

purpose. The LTC i s granted once in the whole service period.

Free medical f a c i l i t i e s are provided by the Board to the

employees, workers as well as t h e i r dependents. This sor t

of faci l i t j r i s also extended to r e t i r e d employees of the

Board, The f a c i l i t y of free r e s iden t i a l accomodation with

free water supply and fixed charges for e l e c t r i c power supply

i s provided by the Board for i t s employees.

The Government owned rat ion shops are managed by the

Board to f a c i l i t a t e employees, workers and the commodities

67

are avai lable a t concessional r a t e . A marketing f a c i l i t y ,

other than r a t i o shops, i s also maintained for the resident

members of old and new colony for t h e i r dai ly needs and

requirements. The shops ca ter ing various commodities of seasonal

or non-seasonal nature are sold to the employees at reasonable

r a t e . The shop-keepers are given concessions by the Board for

maintaining t h e i r shops in the form of accomodation. However,

the supply of commodities, are not avai lable a t subsidised

r a t e . The canteen f a c i l i t i e s are also avai lable to the empl

oyees and workers of the power s t a t i ons but unfortunately

without any concessions to them. A regular bus f a c i l i t y i s

avai lable for t ranspor ta t ion of a l l the s taff members r e s i

ding in Aligarh and engaged in off ice works, maintenance and

operational a c t i v i t i e s of the power s t a t ions . The bus f a c i l i t y

i s g rea t ly affect ing the generation of e l e c t r i c i t y a t the

power s t a t ion .

Since the s t a r t of the pro^ject , special care has been

attached by the Boar«j/ to the welfare of workers and employees.

The Board i s providing elaborate educational f a c i l i t i e s to the

wards of the employees and workers res iding in the power s t a -for the wards are

t ion colony. The f a c i l i t i e s which are also extended to ca te r

to the educational needs of surrounding areas . I t i s almost

the network of the schools/ col leges for imparting dif ferent

68

types of education. There are two Intermediate colleges, two

Higher Secondary Schools, one Junior High School and Primary

Schools existing in the project premises, run and managed

by the Board. A comprehensive network of bus service Is run

by the UPSEB for Aligarh going childem / students. There

are different study levels at the University, college and

school both for boys and girls to and fro carriage on nominal

charges.

In addition to the above motivating schemes, necessary

facilities and general amenities are also provided to the

pro;3ect employees and workers too. There are recreational

clubs, parks lawns and garden, security (reporting police

station), cooperatives with Indane Gas service and all other

provisions which are laid down as under Factory Act / Payments

of Wages Act with other Government enactments applicable to

large labour establishment.

RENOVATION AND MODERNISATION SCHEME ;

The Ministry of Eiiergy (.Department of Power ), on

the initiative of the Government of India, had centrally

sponsored scheme in 1984 for renovation and modernisation

of certain identified existing thermal power stations in

the country. The main objective of this scheme was to maxi

mise the availability of power from the existing thermal

69

power s t a t ions by revamping the old or otherwise deficient

un i t s or s t a t i ons on an overal l b a s i s . The Piarduaganj

Thermal Power Station A, B and C have also been ident i f ied

by the Ministry of Energy (Department of Power ) for renovat

ion and modernisation under t h i s scheme. Therefore, the

ex is t ing scheme of revamping and renovation of Harduaganj

Thermal Power Stat ion was launched from April 1, 1984 as

per advice of the Central E l e c t r i c i t y Authority (C.E.A.) .

A j o i n t team comprising engineers from C.E.A, , BHEL and

ILK who v i s i t e d Harduaganj from 14.11.1984 to 17.11.1984 and

ident i f ied various stumbling-blocks coming in the way of

renovation and modernisation programme of t h i s power s ta t ion .

The Government of India has t en t a t i ve ly provided a

provision of Rs.500.00 crores for renovation and modernisation

of thermal un i t s of the country in which Harduaganj Thermal

Power Station has been formulated a t an estimated cost of 2

Rs.6058.25 lakhs . The work of renovation and modernisation

programme i s in progress . Many p a r t s of the p lan t have been

replaced or being replaced under t h i s scheme. The major

work of the scheme has been done power-house-wise accor

dingly. The replacement of bo i l e r s of power house 'A* by 2

numbers of 50 MW each i s not car r ied out due to which

the generation capacity of the power house i s s t i l l in

derated pos i t ion , i . e . , 30 MW. After the ireplacement of the

1. Proposal for Renovation and Modernisation of Harduaganj Thermal Power Stat ion, February, i985 , p . 1 .

2. Ib id .

70

b o i l e r s the power house wi l l s t a r t generating e l e c t r i c i t y

again up to the mark of i n s t a l l ed capaci ty , i e . , 90 MW.

By renovation and modernisation of the Plant the in s t a l l ed

capacity of the machines i s not going to Increase but i t

wi l l r e su l t in increased a v a i l a b i l i t y of the p lan t as well

as Increased generation by way of b e t t e r u t i l i s a t i o n of the

exis t ing equipments of the un i t s ,

V/ORKING RESULTS :

The basic object ives of the Power Sta t ions , whether

a t the State or a t the country l e v e l , are not to maximise

p r o f i t but to provide the basic infra s t ruc tu ra l f a c i l i t i e s

to spread welfare and enable the people to improve t h e i r

socioeconomic condit ions, Insp i te of considerable increase

in ins t a l l ed capacity of generating thermal power s t a t ions

the gap between supply and demand s t i l l e x i s t s and there i s

every p o s s i b i l i t y of continuation of t h i s tj?end with the

development of indus t r ies and of various programmes for rura l

e l e c t r i f i c a t i o n and energisat ion of pump-sets e t c . The effect

of power generation and consumption i s evidenced from the

remarkable increase in various other sectors producing infra-

s t ruc tu ra l f a c i l i t i e s . The cost per kwh of e l e c t r i c i t y

generated a t Harduaganj i s high mainly due to poor u t i l i s a t i o n

of ins ta l l ed capacity and poor thermal efficiency and secondly

due to paucity of spares which resul ted in shutdown of the

71

plants. The spares of imported machines are not available

even through manufacturers on account of obsolete design

and hence sufficient lead time is required for arranging

the spares. This problem also exists in the machines which

are manufactured by the BHEL.

The problems faced by Harduaganj Thermal Power Station

are of varied nature. We will discuss them in the pages that

follow :

One of the problems faced by Harduaganj Thermal power

Station is that of faulty purchasing system. The time needed

for making purchases of raw material involves a longer period

and this causes enormous loss in the generation of power.

On the other hand,if the purchases are made in a haste, they

are usually of inferior quality. This would affect adversely

the maintenance standards and also obstruct the smooth

operation of the power station. As the spares of this old model

plant is not available, the complete assembly of the spares is

disturbed and need great deal of changes to be made through

imported spare parts. The proper material handling of equip

ments is also an important factor which impedes the generation

of power. Therefore, it is essential that at the time of purcha

ses, considerable thinking should be made on studying the

12

economic t rends , market condi t ions , the terms and condit ions

of suppliers and t h e i r competence and capab i l i ty to supply

e t c .

COAL SUPPLY

Another major problem which the power station is beset

with is the inadequate supply of coal to the power station of

Harduaganj, Coal is the major source of thermal energy and

our country has large reserves of it in the form of different

categories. These deposits are located in the eastern belt of

country. Transporting large quantities of coal to power station

of Harduaganj is a tremendous strain on an already over

strained railway system. It also adversely affects the transpoi

tation of other essential ccwimodities. A major contributing

factor to the cost escalation is increases in freight trans

port. The transport freight, sometimes, doubles the cost of

coal itself and hence increases the cost of power supplied to

the consumers. The coal supply is also of inferior quality

with high ash-content which, as a result, increases the cost

of power generation.The most important problem in this conn

ection is that the consumption of coal by the power station

is purely on the basis of trial and error. There is no

specific method for planning and measuring the requirement

of coal by the power station.

73

In order to overcwne this problem suitable measures

should be adopted to deal with them. As the country has

large reserves of coal, the supply of it to the power

station should, therefore, be in requisite quantity and

also of good chlorofic value according to the boiler design

so that the cost of power generation may t)ot increase further.

There should be a specific method for proper planning of

coal requirement and its acquisition.

FINANCIAL PROBLEM

Another most important problem which is inhibiting the

power station to be run on proper line is the lack of sources

of finance. The power station is financed by the

Board and past financial performance of it has been such that

it has not shown any positive results. One of the basic

reasons is the non-availability of funds during the expected

time period which reduces the available financial sources

and the power station is constrained to halt either its

developmental or maintenance activities or sometimes both.

Another source of finance of the Board is through the loans

raised by the State Government. These loans are too small

to meet the growing demands of the Board. The Board is,

thus, to depend more caa external finance. The rates of inter-

est on these external finance, which are provided by the

financial institutions, are exorbitant. Another major

cause of financial crunch is the supply of power to the

consumers at a rate below the actual cost. The revenue

74

realised by big industries and agriculture, which are the

bulk consumers of power in the state, is quite meagre. The

situation becomes all the more dangerous because the Govern

ment has to provide subsidised tariff to the industries

being set up in the backward belts and hill areas of the

State. The losses incurred by the Board are Just a part

of the loss that the economy has to bear. The losses also

put tremendous pressure on the financial institutions and

hence restrict the growth of plan outlays. The power supply

to the consumers of the State is purely on credit basis.

Moreover, the payments are also not received well in time.

These factors also lead to an increase in financial inadequa

cy. Thus, the main reasons for poor financial performance of

the Board can be attributed to uneconomical tariffs, low

operating efficiency,- staffing etc.

Keeping the above problems in mind the Board has to

take necessary steps for improving the financial performance.

In this connection, there is an emergent need to accelerate

the sources of finance in order to meet the financial requ

irements of the Board. Besides, there is also a greater need

to raise the loans by the Board in the form of debentures or

bonds. There should be Government pressure on the financial

institutions to provide loans at a lower rate of interest.

In this direction, the State Government should come forward

75

and help the Board in making avai lable the loans a t cheaper

r a t e s of i n t e r e s t . The Board should not only Ijnprove i t s

operation but should also be to r a t i ona l i s e i t s

t a r i f f s in order to achieve the objective set for i t . An

important p re - r equ i s i t e to promote b e t t e r f inancial perform

ance of the Board is tha t the State Government should coop

era te and not i n s i s t an un-economical t a r i f f s e i t h e r to

agr icu l tu re or indus t r i a l consumers. I t i s , therefore ,

necessary for State Government to share the losses sustained by

the Board due to implementation of socio- economic p o l i c i e s of

the Government so as to enable i t to discharge i t s duty in

a smooth manner.

LABOUR PROBLEMS

The problems of worker's unrest i s another major const

r a in t in the e f f i c ien t running of the power s t a t ion . There

have been many causes of workers unrest^ e.g., faul ty wage

s t ruc ture , inadequate bonus and lack of other general ameni

t i e s . Therefore, workers unrest of any kind i s not a good

sign for ensuring healthy Indus t r ia l r e l a t i o n s . The

communication gap between management and employees has created

a great deal of misunderstanding and dissatisfaction among

the employees. I t has been fur ther observed t h a t the union

i s also not much concerned about the problems of the

7G

employees a S . i t takes c^ only those problems which are of

ad-hoc na tu re . As a r e s u l t , management becomes to ta l lyunc-

Oncemed regarding the employee's overal l welfare on account

of the l ax i t y on the pa r t of Labour Unions. All these

problems lead to l o s s of mandays in the power s ta t ion and

consequently monetary lo s s to the na t ion .

In order to improve labour r e l a t i o n s , i t i s imperative

to iron out the aforesaid grievances of the employees by

means of adopting sui table measures. There should be a provision

of welfare schemes, i . e . , grant of many p r iv i l eges such

as res t ruc tur ing of wages, bonus pol icy , f inancial and other

rewards e t c .

ENVIRONMENTAL POLLUTION ;

In thermal power s t a t ion , coal i s burnt for power

generation which produces tonnes of aait, released into the

atmosphere. Part of ash i s s e t t l ed down over the p l an t s ,

animals and human bodies causing serious biological disorders

and the remaining ash weakens the old h i s t o r i c a l monuments.

The people in close v i c in i t y of the thermal power s ta t ion

are most effected. The environment pol lu tant on human systeo also

give r i s e to stunted growth of the power s t a t i on . Hence there

i s a need tha t some precautionary measures should be adopted

to avoid the serious thermal pol lu t ion and i t s e f fec t s .

77 OPERATION AND MAINTENANCE PROBLEMS ;

Another constraint of the power station is related to

the maintenance and operation division which is not geared up

properly partly because of poor technical knowledge of

personnel and partly because of the restricted cooperation

of the workers. The workers employed in power station are

local residents. They do not take much interest in their

duties and responsibilities . The existence of disparate groups

of the personnel within the narrow boundaries obstruct the

harmonious working of the power Station, The frequency of

breakdowns is also the result of the lack of Involvement, ind

ifferent attitudes of operating personnel apart from poor

maintenance standards of the working plants. The performance

of the units, manufactured by the BHEL, are also not satis

factory. This is because; of some manufacturing technical

deficiencies. All these factors lead to an adverse effect on

the scientific operation and maintenance of the plant.

The new employees either through recruitment or through

transfer from other power stations are posted in operation

division. When they acquire a perfect knowledge about the

operational techniques, they are transferred to other divi

sions of the power station. This practice of transfers do

not allow the workers to acquire professionalism in their jobs.

Suitable efforts are not made by the $op management to set

right these disorders of the operation .-and malnt en i ^ 'e divisions.

73

In view of the above stated problems the management

has to take suitable steps to deal with them. It is imperative

that harmonious working condition be built up to harness the

talents of skilled personnel for development of smooth oper

ation of the power station.There should also be a spirit

among the employees to work hard. Job should be assisgned

according to the qualifications and experience of the perso

nnel so that the efficiency may be improved.The perquisites

which are attached with some of the posts of the power

station must be commensurate with the status of the employees.

The compensation should be provided to the personnel posted

in shift duties as this will go a long way in smooth opera

tion and proper maintenance of the power project. In this

way, breakdowns will be avoided and reduced. The personnel

having vast technical knowledge and experience should be

posted in maintenance division.

At the time of recruitment the person must be recruited

for the specific post of the power station/ Board. They,how

ever, should not be transferred to other divisions at least

upto the managerial level that the knowledge and experience

of the employees, who are well acquainted with the operatio

nal techniques, are fully utilised. Over-staffing is another

noticeable problem in Harduaganj Power Station. Measure should

be taken to deal with problems of overstaffing by transferring

79

some of them to other thermal power s t a t ions of the Sta te .

Another c ruc ia l area which needs much a t ten t ion i s the

proper guidance and supervision over the v/orkers when they

are on duty.

The task of the top manager i s to look a f t e r the overiall

•performance of the power s ta t ion by building up good working

atmosphere and improving the p lant eff iciency. Further, top

managers have a lso to show r e s u l t s at every stage hence they

have to give free hand to the engineers for del ivering quick

r e s u l t s in appropriate manner. They should be responsible for

ccmpilation of a l l informations as may be found necessary

for onward transmission. Senior managers should be solely

responsible for providing the inputs while the r e spons ib i l i t y

of middle l i ne manager i s tha t of execution of the plans

and schemes. There i s also a need for proper s t ruc tur ing of

the management so as to provide ful l opportunity to gross-

root workers to pa r t i c ipa t e in the a f f a i r s of the power

s t a t i on . Their representat ive should be drawn and invited

to put t h e i r point of view before a f inal decision i s taken

by the management group.

The t ra in ing programme at Harduaganj has de ter iora ted

on account of sheer negligence of the Board. I t i s necessary

so

to change the pattern and bring about modem technological

evolution. During the training period, a regular appraisal

of each of them should be made to determine their perform

ance. There should also be a provision for training programme

for the employees who are promoted from within to higher

posts.

The Harduaganj Power station unfortunately is deprived

of computer facility. Only salaries of the employees are

finalised on contract basis by hired canputer. It is felt

that a computer should be installed immediately so that it

may cover all the operating functions of power station at

faster rate.

CONCLUSION;

To conclude, it may be stated that the Harduaganj Thennal

Power Station has undertaken the challenge to provide power

for efficient running of the industries as well as the lighte

ning of the houses. However, it can be observed that there

is a gap between demand and supply which requires an immediate

solution as it may generate more electricity with better

utilisation of its installed capacity. Necessary facilities

should be provided to the employees of all categories by the

81

Board to motivate them to produce maximum output. In t h i s

d i rec t ion , the administrat ion of the power s ta t ion has already

taken some steps and i s providing the r equ i s i t e f a c i l i t i e s .

I t may also be observed tha t the various problems faced by

the power s ta t ion l i k e purchases of mater ia l s , coal supply,

operation and maintenance problem e t c . should be tackled

properly and a l l concerned should s t r i ve for betterment of

t h i s important unit of the UPSEB. There i s a need for

b e t t e r u t i l i s a t i o n of resources, measures for cost reduction,

introduction of new too l s in place of old and obsolete tools

and e f f i c ien t use of the working cap i t a l which would improve

the product iv i ty of the power s t a t i o n s . The next chapter

wil l contain resume of the finjiings and conclusions of t h i s

work.

CHAPTER- IV

FINDINGS AND CONCLUSIONS

82 In the preceding chapter, an appraisal of the

working Q^(^ management of Harduaganj Thermal Power Station

was made. An analytical study of the various problems and

issues relating to the power station were also examined,It

was pointed out that these problems were the main constraints

which impede the smooth functioning of the power station.

This chapter gives the resume of the findings and conclusions

of this dissertation.

It has been observed that the Harduaganj Thermal

Power Station, which is an important unit of the UPSEB, plays

a crucial role in the socio-economic development in the State

of U.P. The factors responsible for the location of this

power Station at Harduaganj were the availability of water

supply from Upper Ganges Canal, a railway siding from Hardua

ganj Railway Station and cheap labour. In early stages, it

was proposed that the power supply would meet partly the load

of transplanted ordinance factory and partly the increasing

power demand of Western belt of the State. But the power

generation was mainly confined to the irrigation load of the

State. With the development of the key sectors and increase in

population, there was power shortage and the existing units

became inadequate. Further, the generating units at Harduaganj

had deteriorated due to old and obsolete components. As a

result, the Modi Organisation, who was the main bulk consumer

of pov/er, came forward in 1971-72 to take over the power

83

generation from power station to their industries. In this

connection, an arrangement was made by the power department

to deliver extra power at Modi Nagar equivalent to the power

generated by them at Harduaganj. In 1975-76, however, the

Government of India in consulation with the UPSEB allowed Modi

to dismantle power plant at their cost. In the meantime power

load was on peak and the power plants were unable to meet this

challenge hence it was decided to replace the outdated Bhatpara

power plant. Keeping this is mind, three units in power house

•A' with the capacity of 30 MW each were installed between 1962

and 1964 under the extension programme. The thrust of power load,

to the great extent, was met with the installation of this power

plant. As has been observed even after commissioning of these

units, the gap between supply and availability of power was

prevailing in the State and the development of key sectors was

effected badly. It was further decided to install power plants

at a distance of 1 km. from power house A. Therefore, the first

two units of 60 MW each were installed between 1968 and 1969

which were supplied by the USSR. In power house B, further, two

units were commissioned in i972 with the capacity of 55 MW

each. These units were manufactured and supplied by the BHEL.

It was found that with the erection of these units, there has

been a big leap in power generation to wipe out the backlogs

of power load. Again , the development of the State economy.

84

with its concomitant increase in power consumption by various

sectors has led to the generation and distribution of power

on right lines. After establishment of the power houses A and

B, the power load increased tremendously due to expansion of

the supply system and the new connections. Therefore, in the

wake of this situation, two new machines of 60 MW each were

installed in 1977 in the extended building of the power house

B, Another set of 110 MW capacity was installed in 1978 for

further improvement in power supply of the State. The main

objectives behind these new installations of this power station

was to provide adequate power to the industrialists, agricul

turists and also for the general development of the State.

The Harduaganj Thermal Power Station comes under the

direct control of the UPSEB which was established by the State

Government in 1959 under the provision of the Electricity

(Supply ) Act, 1948. The Power Station at Harduaganj is admi

nistered and controlled by the General Manager with a well

informed team of engineers / technical and non-technical pers

onnel. In its organisation, there is a long chain consisting

of technical, non-technical and other officials. The General

Manager controls and coordinates activities for smooth

running of the power station. There are 8 SEs who have admini

strative control in their respective circles. They exercise

85

such control in relation to the power generation within the

power station and also take measures conducive to the most

efficient and economic operation of the plant. They rightly

spell out the various functions of their subordinates and

delegate them appropriate powers to perform assigned functions

in their divisions, Theyalso maintain a continuous supervision

and overall control of their subordinates in a well coordinated

manner. In each circle, there are various EEs, AEs, JEs and

technical staff who are engaged for proper functioning of the

power station.

The activities of the power station are performed in

a planned and coordinated manner. For this purpose, the planning

of the power station is done at the Board level. It has been

noticed in the planning process that a formal project is made

by the Thermal Design Wing which is processed through various

agencies. The policies and directives which are decided by the

Board, are administered and controlled by the General Manager

through his team in order to improve the performance of the

power station. Inspite of the fact that the management of the

power station is in the hands of very competent personnel, it

has been found that the cost of electricity generated at Har-

duaganj is on constant increase during the periods under study.^

1. See page 6 0 of Chapter III,

86

It is mainly because of poor utilisation of capacity,

boiler constraints, inferior quality of coal and hike

in prices of various inputs. There is an urgent need

to overcome these lacunae in the working of the unit.

The Harduaganj Thermal Power Station is financed

by the Board through monthly allocation of funds. These

funds are utilised by the Senior Accounts Officer for the

whole power Station in meeting out the various items of

expenditure • This practice of monthly allocation appears

to be faulty on numerous counts* First of all^ funds allocation

of the power station is entirely based on estimation of the

expenditure of preceding month. The financial expenditure

of the power station is recurring in nature and hence it may

increase or decrease as the case may be. As a result, the

financial requirements of the power station cannot be planned

properly on monthly basis. Secondly, the whole functioning of

the power station can be greatly affected due to delays in

allocation of funds. Hence, it is observed that there is

an emergent need to modify the monthly allocation funds

considering the various financial requirements of the power

station well in time. Besides, the Board should also strengthen

its financial resources through various modes to overcome the

financial constraints of the power stations. For this purpose,

87

the Board should issue debentures and bonds but the guarantee

of the State Government must be there. The State Government

is required to make available the financial assistance at

lower rate of interest. There should be Government pressure

on financial institutions to provide subsidy and loans to

the Board at cheaper rates of interest. The Government should

also share the losses incurred by the Board in the implementa

tion of the socio-economic policies.

The Harduaganj Thermal Power Station is extending

various amenities and facilities to the employees and workers.

Free residential accomodation, free water supply, fixed charges

of power supply, transportation of staff members, marketing

and canteen, various allowances such as site compensatory,

special pay, exgratia payment etc. are the main incentives

which are being provided. They also lead to an increase in the

Overheads and thus result in the cost escalation of power gene

rated by the unit.

In a nutshell, it may be observed that the problems

which are unique to this unit are firstly in the system of faulty

purchasing in the unit. Therefore, in the purchasing process,

it is imperative that the materials should be of good quality

in accordance with the needs and demand of the power station

so that this may easily be consumed well in time. There is an

88

urgent need to reduce lead time which requires enough time

in procurement of materials. The overall result of this is

the loss of power generation. There should also be a scientific

method of purchasing the materials, its issue and its mainte

nance and upkeep. Secondly, the coal supply of inferior quality

increases the cost of power generation. Thus, there is a need

of coal supply in requisite quantity and also of good quality

as per design of the boilers so that the cost of coal as well

as power may be reduced. There should also be scientific method

of measurement of coal and proper planning for its acqusition.

Thirdly, the organisational and structural weaknesses in the

affairs of the power station which makes it an unsound organi

sation. Hence, there should be efficient and smooth communica

tion, integration and above all corrdination between various

segments of the organisation. It is therefore necessary to dele

gate powers to the engineers who are working on the site and need

immediate decisions. Besides, in each sections/ divisions,

authority should be delegated to the managers /engineers to

reduce centralisation which has become excessive. It would also

increase coordination between functions of the members. The

communication gap between top management and lower management

should be minimised with the delegation of authority at different

levels of administration and control. There should also be two

way communication system at each level of operating and main

tenance in the power station. Tourthly,. the basic factors

89

responsible for inefficient performance of the power station

has been identified as improper maintenance and operational

issues. It has been observed that there is an urgent need to

harness the talent and capabilities of the skilled personnel

for proper functioning of the power station. In this connection,

job should be assigned according to the qualifications and expe

riences of the personnel. In addition to this requirementiit is

needed that the transfers of personnel should not be made freq

uently unless and until they should become perfect in their

technical domain. The emoluments should also be commensurate

with the status of the employees to build vcp the harmonious

working condition of the power station. Lastly,there is no

proper schemes for the welfare of the workers. As a result, the

power generation is affected. Hence, there should be appropriate

provisions of labour welfare schemes to harness the capability

and competence to work. In this way, there is a greater need to

modify the wage structure, bonus policy, financial and other

rewards etc. to have better services of the workers. Besides,

there is an emergent need to restructure the management organ

and promoting workers participation in the affairs of the

power station. It is vital that in smooth running of the power

station, a correct and proper relationship should exist between

the management and workers.

It may be finally concluded that if the above sugges

tions are implemented, it will not only improve the operating

90

eff iciency of the power s ta t ion and effect ive mobil isat ion

of resources but the managerial ef f ic iency, maintenance

standards, adminis trat ive cont ro l , economic generation and

d i s t r i bu t i on of power and b e t t e r labour and indus t r i a l

r e l a t i o n s wi l l be the hall-mark of t h i s power s t a t i on .

B I B L I O G R A P H Y

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v i

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ORGANISATION AND WORKING OF HARDUAGANJ THERMAL … · 2018-01-04 · organisation and working of harduaganj thermal power station dissertation submitted in partial fulfilment of the