figure sheet
DESCRIPTION
Figure sheet of PSU in IndiaTRANSCRIPT
Figure Sheet
Figure 1: Classification of Public Sector Undertakings in India
Source: Department of Public Enterprises, Government of India (retrieved on….)
Miniratna Category II
Should have made profit for the last 3 years and have a positive net worthHave not defaulted on loans/interest repayment to the governmnetNo dependency upon budgetary support or Government guarantee.Induction of at least three non-official Directors as the first step before the exercise of enhanced delegation of authority.
Miniratna Category II
Should have made profit in the last three years continuously, the pre-tax profit should have been Rs. 30 crore or more in at least one of the three years and should have a positive net worth.Have not defaulted on loans/interest repayment to the governmnetNo dependency upon budgetary support or Government guarantee.Induction of at least three non-official Directors as the first step before the exercise of enhanced delegation of authority
Navratna
Should be a Minitratna 1 and Schedule A companyShould have "excellent"/"very good" rating in 3 of the last 5 MOU'sHave scored a composite score of 60 or more for 7 identified parameters/ratios.
Maharatna
Should have a navratna statusListed on the Indian stock exchange, with a minimum prescribed public shareholding under SEBI regulationsAn average annual turnover of more than Rs. 20,000 crore during the last three yearsAn average annual net worth of more than Rs.10,000 crore during the last three years An average annual net profit of more than Rs. 2,500 crore during the last 3 yearsSignificant global presence or international operations
Figure Sheet
Figure 2: Knowledge Management at NTPC: Objectives and imperative
Source: Company Document
Figure 3: Knowledge accumulation across value chains in NTPC
Why Knowledge Management for NTPC
Strategic Objective Knowledge Management Imperatives
Plan & expeditiously implement power projects
Operate power stations economically and efficiently
Diversify and grow into new areas
Improve engineering and project
construction lead time and reduce cost
through efficient re-use of past knowledge
and experience
Reduce operations and maintenance costs
and improve work practices by sharing ideas
and best practices across plants
Capture external knowledge of regulatory
environment, competitive environment, and
leverage experiential knowledge for
commercial purposes
Figure Sheet
Planning Engineering New
Capacity Creation
Power Generation & Dispatch
Collection
- Government liaison
- Strategy Formulation
- Annual plans
- New business development
- Feasibility reports
- Plant configuration design; package definition
- System engineering Quality control
- Technical evaluation of vendors
- Project planning
- Project execution
- Project commissioning
Operations and dispatch
Maintenance
Procurement
Inventory management
Billing and collection
Tariff setting and filing
- Explicit and tacit stakeholder requirements
- Regulatory requirements
- Cost engineering for feasibility reports
- Plant Performance specifications
- Product specifications
- Detailed engineering plan of civil, mechanical and electrical
- Quality tests and clearance points for QA
- Package wise project execution activities
-Activity dependence- serial vs parallel
- Timelines for each activity; key milestones
- Testing and schedules
- Commissioning schedules
- Operating and Maintenance procedures
-Troubleshooting
- Regulatory guidelines
- Customer requirements
Key
Bu
sin
ess
Pro
cess
es &
Act
ivit
ies
Res
idin
g K
no
wle
dg
e B
ase
in N
TP
C (
exam
ple
s)
Figure Sheet
Source: Company Document
Figure 4: CKO and reporting relationships
Chief Knowledge Officer
Core Group (Full
Time)
Electrical Engineering
Boiler R & D
Domain Leaders
Stations/Projects
Regions
CC
Electrical Engineering
Affinity Group
Boiler Affinity Group
R&D
Affinity Group
IT Support (Portal and Database Management)
Figure Sheet
Source: Company Document