WEST BENGAL STATE ELECTRICITY BOARD ENGINEERS …wbsebea.in/PDFDOC/FINAL wbsebea prop str.pdf · promotional scheme also are no match with POWERGRID, NTPC,NHPC, BHEL, APTRANSCO,

WEST BENGAL STATE ELECTRICITY BOARD ENGINEERS ASSOCIATION

OCTOBER’2012

Background of Restructuring

The Government of West Bengal initiated reforms and restructuring of the erstwhile WBSEB in October 2005 and finally approved restructuring in January 2007. The erstwhile WBSEB was bifurcated into two functionally independent state –owned companies viz. West Bengal State Electricity Transmission Company (WBSETCL) and West Bengal State Electricity Distribution Company (WBSEDCL), with effect from 01 April 2007. Accordingly, State Government had proposed for Organization Re-structuring and Man Power Planning of WBSETCL. Pricewaterhouse Coopers (PWC) was appointed as Consultant/Advisor to WBSETCL for phased implementation of capacity building programme. After having consulted all type of stake holders and taking recommendation from PWC the revised Organization structure with manpower set-up was approved in the Board meeting held on 6th. July,2010 and the same was circulated by Sri M.K. De, Erstwhile Chairman & Managing Director of WBSEDCL&WBSETCL on 02.08.2010 with a aim to achieve the followings:

Vision Of WBSETCL The most reliable and economical power transmission system in the country with the highest system availability and quality and the least technical losses.

Key Consideration in Organization Re-design Following benefits were assumed With the backdrop of the Restructuring of the WBSETCL aligning with the Mission statement of the Company. • Increase in promotional avenues • New recruitments • Optimal utilisation of manpower • Encourages performance-driven culture for enhancing productivity & motivation among the employees. • To expedite decision making, reduction of costs & for better network management by realignment of role and responsibilities & delivering of field structure. • Strengthening/enhancement of Delegation Of Power (DOP) with clear job descriptions across the organisation for performance improvement. • Improved regulatory compliance through dedicated RAC • To increase Procurement Efficiency, Improved Project monitoring, Optimal system planning • Standardization & Asset management • Best Safety practices & Introduction of Safety manual.

An Overview On Organization Restructuring & Man Power Set-up by WBSEBEA

After adaptation of new organization structure and manpower set-up w.e.f. 02.08.2010 in WBSETCL, West Bengal State Electricity Board Engineer’s Association (WBSEBEA) was closely monitoring the situation and performance of each department on day to day basis and thoroughly carried out in depth study as regards overall performance of the organization in terms of faster decision making, employees satisfaction, good corporate governance, commercial efficiency, management’s understanding of the redefined nature of works vis-à-vis policy & procedure thus adopted with revised Delegation of Power given to the different level of engineers and standardization or homogenization i.e. combination of standardization and adaptation. WBSEBEA feels that the excellence which was thought of by the company during the process of capacity building programme and subsequently coming up with revised organization structure & manpower set-up including policy & procedure formulated for different wing has not been fulfilled at the desired level. This was due to the following reasons : Inexperience personnel of PWC (Consultant) were involved in the process who had no idea the functioning of different departments across the organization, the government power utility like us. Most of them had no engineering background. The then Board management was also new at that time to the this organization. M/S PWC did not give due importance on the role and functioning of WBSEB and long historically well proven structure hierarchy exits there. They failed to understand work involvement at different level particularly at field level. As a results delayering at the field structure had been adopted by them. Absence of high power experience team of engineer consists of ex Engineer- Chairman WBSEB, Ex-Technical Engineer Board Members of WBSEB who had long working experience at lower, middle & senior management level as an employee of WBSEB and as well as at top management level as an employer. Non inclusion of WBSEBEA who represents major section of engineers(i.e. graduate engineer) of the organization in the process of restructuring and thus management failed to receive valuable suggestions.

Contd.. It has come to the knowledge of WBSEBEA that all the suggestions given by our in house core team members including senior level engineers were not been taken seriously. Whatever suggestions were align with the thinking of the top management had been taken but the suggestions which were of much importance in nature and were required to be adopted for restructuring process of the organization for strategic benefit and competitive benefits, had not been given due importance. PWC much more acted and recommended their proposal based on in line with their own wishes rather than given due weightage on the in house engineers’ suggestions and given recognition the respect of individual to get the best results. Formulation of DOP was in vain and jeopardized the easy work flow of the organization. We had seen nos. of amendments issued by WBSETCL authority on DOP i.r.o. procurement & procurement related functions as approved by the Board of Directors of WBSETCL in its 18th. Meeting held on 16.09.2010. i.e. within this two years of introduction of revised DOP under WBSETCL. Still those amendments were also not sufficient to run the show. Again a committee has been constituted by the CE:TR(O&M) vide his office order no.100/12, dated 22.02.12 to review the “Procurement Policy & Procedure” and “Delegation Of Power” of WBSETCL after obtaining approval from the highest authority.

Whether WBSEBEA Is Against the Organization restructuring ? -- The answer is no. Association feels that after unbundling of erstwhile WBSEB in to two govt. owned companies i.e. WBSEDCL & WBSETCL, restructuring was necessary particularly after introduction of Electricity Act 2003 for enhancing commercial efficiency and financial viability of the state owened power utilities and to comply regulatory guidelines. --- Association observed that stringent clauses of policy and procedure has made the process unnecessary delay. ----- Association observed that centralised DOP made the whole woks delay. Though it was told by the top management during capacity building programme that Power will be decentralised to the field level for faster decision making and faster completion of works. --- Delayering of field structure created excessive wok pressure in the area office under Tr.(O&M) resulting lack of quality monitoring of substation & lines because of busy with day to day works and break down nature of works, finding no time to think the new technologies in this field, standardize the process of works, close monitoring of substation equipments with analysis of its historical technical test data for taking quick decision, RLA studies of vital equipments of the substation etc. --- Poor quality and below standard “Maintenance Schedule” of substation equipments placed in the system, developed by PWC was not at all workable. Finding number of faults in that manual as pointed by our engineers from the field level as well as from the corporate level, the WBSETCL Management has agreed to review and amend the manual. Accordingly, as per advice of the top management, Chief Engineer :Tr.(O&M);WBSETCL has constituted a committee vide his OO No. 95/2012 , dated 17.02.2012 for reviewing approved maintenance schedule of Tr.(O&M). In-house team of experience engineers from different field are now working on this matter. --- WBSEBEA do support the creation of separate centralized Engineering Department for the organization for standardization of engineering drawing/design documents, technical specification etc. for saving of time of approval of engineering drawing/design documents ,optimal utilization of manpower and uniform approval & to avoid duplication of works. Though there is a scope for further improvement of the manpower set-up and redesigning the functional area.

--- We do support the creation of Safety cell, Regularatory Affairs Cell, Corporate Monitoring Cell in the organisation though restructuring and up gradation is necessary for proper functioning of these cell. --- Opening of new cell viz. Quality Assurance & Inspection (QA&I) still pending though approved policy was there for formation of this cell ( refer OO No. : CS/006,dated 11.05.2010 i.r.o. Procurement Policy & Procedure ). The functioning of QA&I works are now being taken care of by the Engineering Department. We feel creation of separate QA&I cell is need of the day for its independent & unbiasing functioning. --- We feel Creation of new department like HRDD headed by CE(HRDD) and Separate Communication Wing headed by CE(Communication). --- We do support creation of new IT cell as per present day of requirement. But this should be headed by Chief Engineer who have basic IT knowledge as well as long working knowledge of this organization and who understand the core business process of WBSETCL which are very much lacking now. Also restructuring is necessary. We oppose lateral entry in this department in the middle management and senior management level. Engineer with IT background may be inducted at base level, not only for IT department but also for other departments for better IT support for better management of works.

Why Up gradation & Re-Structuring Of The Organization And Revised Man Power Set-Up Is Required? We feel that there is enough scope to improve Corporate organization structure and field level organization structure considering fast expanding of the system network with some amendment in the policy & procedure adopted by the company for faster decision making and enhanced productivity. Following are the basic parameters considered for proposing revised & enhanced manpower set-up and organization structure : Rapid expansion of the Transmission system– adding many new sub-stations and lines as per perspective plan of 12th. 5-year plan(up to FY’16-17). To meet the future demand growth. In line with the present Govt. policy to create new avenues as per present requirements & future requirements for new recruitments and fill up the existing posts at the entry level for better functioning of the organization. To increase promotional avenues at all level of engineers to invite motivation both in terms of financial motivation and non-financial motivation. It is observed that a major chunk of engineers in the rank of superintending engineer level have been stagnated for long time due to poor HR policies. As per present policy of the interview system for the higher post, one third gets promoted and two third of the engineers are made unsuccessful with gross superseding injecting total frustration and de-motivation amongst the engineers which ultimately affects the performance of the organization. The salary structures & the career promotional scheme also are no match with POWERGRID, NTPC,NHPC, BHEL, APTRANSCO, GETCO. etc. This should be addressed immediately by the WBSETCL management for retaining existing experienced engineers and also inviting good engineers in the induction level. The is a gross cadre disparity exists in the organization. Where (HR&A) and (F&A) officers are getting the post of AGM after completion of only 19 years, successful engineers are getting in that equivalent post after completion of min. 28 years. So, present Career Progression Scheme should be modified immediately for the Engineers with new designation & higher grade pay in between the post of SE and ACE(the detailed scheme will be submitted shortly by WBSEBEA) to remove cadre disparity & for enhancing motivation for the betterment of the organization. Timely project delivery of turnkey contracts and O&M contracts To minimize customer complains. Compliance of Grid Code & Regulatory norms. To create new cell & redesigned the existing structure for better corporate governance. Reinforcement of various policies and procedures with some flexibility with revised DOP. To strengthen training & development of technical manpower with opening of central technical library having all modern facilities. Decentralized structure on account of geographically dispersed operation of WBSETCL.

OUR PROPOSED ORGANISATION STRUCTURE AND MANPOWER SET-UP FOR WBSETCL

Before presenting our proposal for organization structure and manpower set-up, we would like to submit some data of WBSETCL for better understanding in support of our demand. Sub-Station FY’09-10 FY’10-11 FY’11-12 1.No. of 400KV Sub-Station : 03 03 03 2.No. of 220KV Sub-Station : 16 18 19 3.No. of 132KV Sub-Station : 71 72 73 4.No. of 66KV Sub-Station : 08 08 08 5.Total no. of EHV Sub-Station : 98 101 103 6.Capacity of 400/220 KV class Transformer in MVA : 2520 2520 2520 7.Capacity of 220/132 KV class Transformer in MVA : 6530 7430 7910 8.Capacity of 220/33 KV class Transformer in MVA : 100 100 100 9.Capacity of 132/33 KV class Transformer in MVA : 6221.5 6506 7044 10.Capacity of 132/66 KV class Transformer in MVA : 195 195 205 11.Capacity of 132/25 KV class Transformer in MVA : 336.5 352.5 352.5 12.Total Capacity of Transformers in MVA : 17385.1 18226.1 19236.1

Transmission Lines 1.Circuit KM(CKM) in 400 KV class : 1553.67 1553.67 1553.67 2.Circuit KM(CKM) in 220 KV class : 2609.12 2612.92 2612.92 3.Circuit KM(CKM) in 132 KV class : 6352.8 6352.80 6530.19 4.Circuit KM(CKM) in 66 KV class : 330.08 330.08 330.08 5.Total Circuit KM(CKM): 10845.67 10849.47 11026.86

Total Energy handled : 28972 MU in FY’09-10, 23447 MU in FY’08-09 & 20000 MU in FY’07-08.

FY’07-08 FY’08-09 FY’09-10

MVA per Employee : 4.97 5.03 6.13 Circuit KM per Employee : 3.86 3. 64 4.06

Revenue per Employee (Rs. In Lakh) : 15.67 19.99 25.89 Return per Employee (Rs. In Lakh) : 2.92 6.19 6.20

Total no. of employee at WBSETCL: 830(Direct) &1859 (Deputation from WBSEDCL)

Economic Scenario and Developments of the WBSETCL : WESETCL is one of the largest state level transmission company of India with -- Transmission network of around 11457 CKM of Extra High Voltage Transmission Lines Transformation capacity of around 17260 MVA. 101 Sub-Stations (400 KV to 66 KV ). Energy flow handling capacity of 28972.187 MU. Transmission system availability more than 99%. Transmission Losses around 3% comparable with the best transmission utility in the country.

Particulars FY'2007-08 FY'2008-09 FY'2009-10 FY'2010-11FY'2011-12 (Provisional)

Turnover(including other)Rs.In Lakh 43694.38 67402.23 72956.05 76553.86 74614.56Net Profit (After Tax ) Rs. In Lakh 8132.03 18939.42 17467.6 17448.9 16937.54Gross Asset Base(Rs. In Lakh) 315683.06 348320.16 418664.12 443408.92 467108.48Net Worth ( Rs. In Lakh ) 91741.52 119009.41 135048.98 150993.72 165273.54Asset Growth(Gross Fixed Asset)(Rs in Lakh) 79477.82 32637.1 70343.97 24744.8 23699.56

It is worthwhile to mention here that profit per employee has gone up from Rs.3.024 Lakhs in 2007-08 to Rs. 6.49Lakhs in 2010-11 despite of tariff revision not as per expectation and with a marginal addition of manpower. It isalso seen that there has been an impressive growth in the earning potentialof WBSETCL, which is reflected by thegrowth of return on NET WORTH from 2007-08 to 2010-11.

01234567 4.97 5.03

6.13 6.29 MVA Per Employee

MVA PerEmployee

3.43.53.63.73.83.9

44.1

3.86

3.64

4.06

3.96

CKM Per Employee

CKM PerEmployee

05

1015202530 15.67

19.99 25.89 25.85

Revenue Per Employee(Rs. In

Lakh)

Revenue PerEmployee(Rs.In Lakh)

01234567

2.92

6.19 6.2 6.02

Return Per Employee(Rs. In

Lakh)

Return PerEmployee(Rs.In Lakh)

PERSPECTIVE PLANNING OF TRANSMISSION SYSTEM OF

WBSETCL UP TO 2016-17

Sr. no KV Class Sub-station Nos. Trf. KV Ratio

Capacity (MVA)

1 400 7 400/220 KV 6300 2 220 31 220/132 KV

220/33 KV 14050 300

3 132 107 132/33 KV 13414.5 132/66 KV 185

Transmission Lines

Sr. no KV Class CKM 1 400 4253.1 2 220 4446.0 3 132 10363.2

POSITION AT 2016-17 Substations

SUBSTATIONS UNDER CONSTRUCTION

Sl Name District Capacit

y (MVA)

Expected Date of Commissioning

1 Kharagpur 400/220/132 Midnapur (W) 630 320 May, 2012

2 Foundry Park 220/132/33 Howrah 320 100 January, 2013

3 Hura 220/132/33 Purulia 320 100 August, 2013

4 Narayangarh 220/132/33 Midnapur (W) 320 100 NIT to be floated

5 Salt Lake-II 132/33 GIS 24 Pgs (N) 100 April, 2012(charged from 33KV side on

June’12)

6 Bagnan 132/33 GIS Howrah 100 July, 2012

7 Kakdwip 132/33 24 Pgs (S) 100 April, 2012

8 Food Park 132/33 Howrah 100 July, 2012

9 Kurseong 132/33 Darjeeling 30 May, 2012

10 Najirpur 132/33 Nadia 63 NIT to be floated for GIS

11 Sirakol 132/33 24 Pgs (S) 63

LOA placed in June’12

12 New Town AA-II 132/33 24 Pgs (N) 100 NIT to be floated

15

Sl Name District Capacity (MVA) Reason

1 Dharampur 220/132 Nadia 320 To relieve Dharampur, Ranaghat & Bongaon

2 Vidyasagar Park 132/33 Midnapur (W) 100 For bulk power supply

3 Kuli 132/33 KV GIS Murshidabad 100 To meet the growing load. NIT floated in June’12

4 Khejuria 132/33 KV GIS Malda 100 To relieve Malda. NIT floated in June’12

5 Kalimpong 132/33 Darjeeling 63 For reliable power supply

6 Kotalpur 132/33 Bankura 100 To relieve Arambag

7 Hind Motor132/33 Hoghly

63 To meet the new bulk load & dist. Support

8 Banarhat 132/33 Jalpaiguri 63 For reliable power supply

Proposal for 2012-13 :

16

Sl Name District Capacity

(MVA) Reason

1 Gokarna 400/220 Murshidabad 630 For evacuation of Sagardighi & down stream support

2 Vidyasagar Park 220/132 GIS

Midnapur (W)

320 For bulk power supply

3 Amtala (Sirakol) 220/132

24 Pgs (S) 320 For reliable power supply & meet the growing load

4 Andal 220/132 Burdwan 320 100

To meet the new load & support to Ukhra

5 N.Katwa 220/132 Burdwan 320 100

To relieve Satgachia


17


(MVA) Reason

6 Nandanpur 132/33 Bankura 63 For system reliability & new bulk load

7 Renia 132/33 24 Pgs (S) 100 To relieve Joka

8 Krishnagunj/Chapra 132/33

Nadia 100 To relieve Krishnanagar

9 PPSP 400 KV GIS Purulia Inter state connectivity


18


1 N.Chanditala 400/220/132

Howrah 630 320

For reliable power supply at Howrah & Hooghly. To relieve Arambag & Jeerat

2 New Town AA-II 220/132

24 Pgs (N) 320 100

For supply of new load at Rajarhat Township

3 New Haldia NIZ 220/132

Midnapur (E) 320 For bulk power supply at Haldia NIZ area

4 New Sainthia 220/132

Birbhum 320 100

For reliable power supply at Sainthia, Suri & surrounding area

5 Alipurduar 220/132 Jalpaiguri 320 For reliable power supply in Jalpaiguri & Coochbehar districts

6 Bajkul 132/33 Midnapur (E) 100 For reliable power supply


19


7 Domkol 132/33 Murshidabad 100 To relieve Berhampur

8 Hatni 132/33 Burdwan 63 To relieve Khanyan & Satgachia

9 Anantpur/ Amdanga 132/33

24 Pgs (N) 100 To relieve Titagarh & Barasat

10 Baduria 132/33 24 Pgs (N) 100 To relieve Ashokenagar & Boangaon

11 Shyamnagar 132/33 24 Pgs (N) 100 To relieve Dharampur & Kalyani

12 Basanti/ Canning 132/33

24 Pgs (S) 100 To relieve KLC & reliable power supply

13 Mathabangha 132/33 Coochbehar 100 For reliable power supply


20


1 N.Raghunathpur 400/220/132

Purulia 630 320

For supply of bulk load & grid support.

2 N.Raghunathgunj 220/132/33

Murshidabad 320 100

To relieve Raghunathgunj & reliable power supply

3 Raninagar 132/33 Jalpaiguri 100 To relieve Moinaguri & NJP

4 Suri 132/33 Birbhum 63 To relieve Sainthia & meet the growing load

5 Ujanoo 132/33 Darjeeling 100 To release the new load & relieve Siliguri and NBU

6 Guskara 132/33 Burdwan 100 To relieve Mankar

7 Gajol 132/33 Malda 100 To relieve Malda & Gangarampur

8 Banshberia 132/33 Hooghly 100 To relieve Adisattagram


21


(MVA) Reason

1 Belda132/33 Midnapur (W) 100 For reliable power supply & meet the growing demand

2 Kona 132/33 Howrah 100 To relieve Lilooah & to release new loads

3 Patrasayer 132/33

Bankura 100 To relieve Bankura & Raina

4 Amta 132/33 Howrah 100 To relieve Uluberia

5 Mayapur 132/33

Hooghly 100 To relieve Tarakeswar & Arambag

6 Manbazar 132/33

Purulia 63 To relieve Purulia

7 Panskura 132/33

Midnapur (E) 100 To relieve Kolaghat


22

Corporate

Planning Engineering Procurement QA&I SLDC Safety HR&A F&A

Corporate Monitoring IT

Organisation structure

Corporate

Projects

FZO (7)

Camp Offices (10)

O&M

Circle (16+1) Divisions (29)

Sub-stations cum stores (100)

Testing

communication

Circle (3) Outdoor Divisions

(6)

HR&A (attached to Field

units)

F&A (Attached to Field

units)

(a) Departments/functions (without field structure)

(b) Departments/functions (with field structure)

Circle (10) Division (4)

Summery of Key Changes For WBSETCL As Proposed By WBSEBEA 1. For O&M Function : Upgrade and unmerged the Circle and Zone Offices and physically re-located Zonal office, headed by ACE at head office as well as sites offices with

creation of new Zonal Offices considering geographical area of jurisdiction and future load growth. To act as per DOP, Co-ordination with WBSEDCL ,District Authority & Tr.Project HQ of WBSETCL, MRPP and overall supervision of all works.

Re-introduction of Circle Offices, headed by SE(E) at sites considering geographical area of jurisdiction, No. of substations with its Voltage Class and future load growth and for better monitoring with the respected Division office and carrying out some independent works like legal matters, staff matters, Project works etc.

Creation of new Area Offices with re-distribution of area of work and considering future load growth vis-à-vis addition of new substations. Upgrade the functional responsibilities as per amended Delegation Of Power as well as stringent technical supervision for better work management to

minimize breakdown and for supplying uninterrupted power supply to the stake holders. Enhanced technical capability of substation and sub-division offices with full manpower set up. Review and revision of DOP to empower office in-charge at different levels. To create birth for promotion and in turn attracts non financial motivation

2. For Projects Functions : Upgrade and creation of further new Field Zonal Offices, headed by ACE instead of present system of SE or DE in line with proposed Zonal Offices at

TR(O&M), headed by ACE for better liaison at the same level and with the civil administration. It has been seen from long time that Engineer in the rank of ACE level are posted at different field zonal offices of transmission Project. At present FZO, kolkata & FZO, Siliguri are headed by ACE. Earlier also FZO : Chandannagar was headed by DY.CE and FZO:Kolkata headed by ACE. We are in line with this system at all FZOs.

Upgrade Manpower Set-up at TR.(HQ) and FZO and at Camp offices with IT infrastructure. Redesigning of functional responsibilities. Redesigning criteria for creating new FZO and Camp offices. Proposed restructuring made considering timely completion of all the project works ( substations & lines ), which are now lacking due to various reasons

and considering future load growth and targeted completion time set for future establishment of substation & Tr. Lines as per perspective plan of the company.

To create birth for promotion and in turn attracts non financial motivation.

3. For Procurement Functions : Re-designing of existing structure with revised manpower set-up with new role and responsibilities as per DOP (to be amended) and Policy & Procedure(to be

amended). For same type of works (Turnkey and O&M ) , technical Q.R. should be standardized at least for the coming 3(three) years so that time can be reduced for finalization of

Q.R. without formation of Q.R. committee every time and against in each tender. The same policy may be adopted for finalization of Financial Q.R. also. Definition of centralized and non centralized items are to be recast with inclusion of new items and deletion of some existing items from the existing list. Amendment of present procurement policy & procedure is urgently required so that as per revised DOP de-centralized items could be procured from the other offices for

early availability of materials. MRPP should be adopted with scientific manner i.e. equipments/materials consumed in the last three years/five years to be taken into consideration for material

budgeting for the coming years and to initiate action accordingly for tendering and procurement of the same under capital works based on approved investment planning cost.

Vendor Rating Policy should be introduced by Compilation and collecting of information from all user departments, site offices and from QA&I department etc. and from in-house.

4. For Engineering Functions : As Cost Engineering Cell under Central Planning Department(CPD) has already been conveyed to the Engineering Department on a subsequent order of

MD:WBSETCL after implementation of Organization Structure & manpower setup, hence , revised structure and manpower setup have been proposed. As policy was adopted to create a new QA&I Department (there is a mention of this department in the procurement policy & procedure ), so , QA&I functions which are

now being done under Engineering department has been taken out and proposed to be included within the QA&I department, to be created newly. Proposed for establishment of Technical library with modern IT facilities & availabilities of Books, Journals, IS/IEC/any other codes etc. under SE(Co ordination) . 5. For CPD Functions :

No major changes in the structure has been suggested. Cost Engineering function of this cell has already been conveyed with post to the Engineering Department. We

are also in support of this arrangements.

6. For Information Technology(IT) Functions :

Redesigning of existing structure at corporate level and at site level considering implementation of ERP. Upgrade the top post of this department. This should be headed by Engineer in the rank of Chief Engineer having basic computer knowledge, long working

experience in this organization and who knows the core business process of this organization. Present Head(IT) post is proposed to be converted and replaced by the designation in the rank of Addl.C.E. IT engineers at the induction level have been proposed both at corporate level as well as site level at strategic locations.

7. For Communication Functions : Proposed to roll back the earlier communication structure exists in WBSEB regime with some modification for functioning independently with full fledged

setup headed by CE(Communication). Proposed its corporate structure and field level structure considering voice communication as well as data communication including its carrier tripping

function. Creation of Zones & Divisions with their functional area for maintenance of protection system, associated with commissioning of new Bat/Bays executed

under O&M or green field substations & lines , R&M works etc.

8. For Testing Functions : Redesigning the existing Structure by separated Communication function from there. Owing to fast expanding the system network and considering load growth in future as per perspective planning by adding new substations and

transmission lines, 2nos. ACE at head Qr. With defining area of jurisdiction of works have been proposed and also proposed for creation of new Testing Circles and Testing Divisions

considering geographical area of jurisdiction for better routine monitoring of substations protection system, breakdown maintenance related testing works and commissioning of new substations /lines and augmentation/up gradation works.

For better support to TR.(O&M) for successful implementation of their maintenance schedule. To create birth for promotion and in turn attracts non financial motivation. Execution of CBM in association with (O&M) Division. For better support to TR.: Project for successful commissioning of Bay/Bays or Lines for green field projects as well as brown field projects.

9. For SLDC Functions :

Redesigning of existing structure with 2nos. ACE with Separate functional jurisdiction. One ACE will be responsible for Regulatory matters, energy accounting, ABT meters related works and other ACE will be responsible for system operation, network management, load flow study, shut down planning etc. related works.

Revised technical manning setup at Control Room considering shift duty, weekly off and to meet the manning gap incase of person on leave.


10. For Corporate Monitoring Functions :

Chief Engineer’s name has been proposed instead of ACE as head of the department to give equivalent rank in line with the other departments for better co ordination and giving independent and un biased output in any meeting with the other CEs.

Proposed restructuring of the existing structure for better functioning. Monitoring organizational and departmental KPIs. Work on Technical Audit & Environmental Social Policy & procedure. To create birth for promotion and in turn attracts non financial motivation.

11. For Regulatory Affairs Cell (RAC) Functions :

Chief Engineer’s name has been proposed instead of ACE as head of the department to give equivalent rank in line with the other departments for better co ordination and giving independent and un biased output in any meeting with the other CEs and interaction with the Regulators with his elevated position.

Proposed restructuring of the existing structure for better functioning. To create birth for promotion and in turn attracts non financial motivation.

12. For Corporate Safety Functions :

Chief Engineer’s name has been proposed instead of ACE as head of the department to give equivalent rank in line with the other departments for better co ordination and giving independent and un biased output in any meeting with the other CEs.

To cater safety related issues, safety compliance aspects exclusively for the entire organization, manpower strengthening has been proposed with creation of post Chief Safety Officer/safety Officers and other engineering post with definite area of works in a positive approach.

The structure has been re-design in such a fashion so that stake holders can think that this department has been created with full strength for giving due weightage as regards safety related issues and not merely to show them only the existence of the cell.


13. For Quality Assurance & Inspection (QA&I) Function:

Proposed for creation of new department headed by Chief Engineer with down level Structures with manpower setup by taking out of this function from the Engineering department for giving independency and wok exclusively for better management of work flow for timely delivery of materials at site for completion of each project in time.

As per recommendation of PWC, the WBSETCL management had principally agreed to creation of this cell for working independently and for playing un biasing roll for strictly maintaining manufacturing quality plan as well as field quality plan and also carrying shop / site inspection for the entire organization. This has been mentioned in the present Procurement Policy & Procedures adapted of WBSETCL.

This department will continuously work hard for further develop ,improve and update the Q.A. system to maintain and improve the quality. To develop standard formats for carrying out inspection at manufacturer's end as well as field level.

14. For HRDD Functions :

Proposed for creation of new department headed by Chief Engineer with its down line structures with manpower setup as because technical development and managerial development by way of arranging training of technical manpower resource in the supervisory and executive level , particularly to this type of technical oriented power utility organization is utmost needed in the present day of competitive market scenario.

Establishment of full fledged Technical Library under this department with all modern facilities for connecting globally and availability of books, journals, literatures ,Indian & International standards documents to upgrade the knowledge of the technical /financial/legal/HR manpower.

15. Top level Management functions :

Proposed the designation of head of WBSETCL should be Chairman Cum Managing Director and must be a technical person of Engineering background with sufficient past working experiences in similar power utilities.

Proposed for creation of the post of Executive Director(Operation) under Director (Operation) for executive functioning of TR(O&M), SLDC, Testing, Communication and RAC. Post should be filled up from the in-house Chief Engineer.

Proposed for creation of the post of two nos. Executive Director(Projects) under Director (Projects) for executive functioning of projects, Engineering & CPD under ED(Projects-I) and Procurement, QA&I under ED(Projects-II). Post should be filled up from the in-house Chief Engineer.

Proposed for creation of the post of Executive Director(Corporate) under CMD for executive functioning of corporate monitoring, IT, Corporate safety and HRDD. Post should be filled up from the in-house Chief Engineer.

Conclusion : 1. The above proposal for redesigning of existing organization structure and manpower set-up have been suggested with the twin objectives of

sustainable improvements in commercial efficiency and enhanced service delivery level. These have been proposed to induct good governance practices and adopting “Best in class” business processes and system including uses of new and economically acceptable technology and workplace innovation.

2. WBSETCL has a steady Net Profit for the last few years,as shown with a increased Turn Over & a stedy growth, So, financially there will not any problem for taking the little burden for adopting proposed restructuring and new man power set-up considering the future growth of the company.

3. We, on behalf of West Bengal State Electricity Board Engineers Association, do hope that the management of WBSETCL will take positive action for redesigning of the existing restructuring & reorganization for improvements in profit, Asset generations and costs & complexity reduction.

Documents

WEST BENGAL STATE ELECTRICITY BOARD ENGINEERS …wbsebea.in/PDFDOC/FINAL wbsebea prop str.pdf · promotional scheme also are no match with POWERGRID, NTPC,NHPC, BHEL, APTRANSCO,