internship report of genco-iii
DESCRIPTION
DEPARTMENT OF MANAGEMENTSCIENCESTRANSCRIPT
INTERNSHIP REPORTSUBMITTED TO
INTERNSHIP INCHARGESIR TAYMOOR-UL-HASSAN
SUBMITTED BY
RAASHID JAVEDROLL # 32
MBA (M1) 4TH
SESSIOON (2011-2015)
DEPARTMENT OF MANAGEMENT SCIENCES
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
2 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
3 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
PREFACE
Practice makes a man perfect and practical knowledge is essential in order to
introducing with the practical life. Theoretical knowledge is not such important without
with combination of practical knowledge. It is the part of its academic curriculum to do
internship of MBA student to various business concerns with view to allowing students
to get opportunity to acquire practical and professional knowledge. As the partial
fulfillment of MBA in marketing the writer of this report was also assigned the task of
preparing the term paper, the topic was “(Genco-III) Northern Power Generation
Company Limited”. To adjust myself in such a large organization was not an easy task,
but by the grace of Almighty Allah aids my internship in a befitting manner and I learned
a lot about the overall generation company. The report has been prepared after careful
observation of the all component of organization. This report is a thorough essence of
my rigorous studies which I undergone through in a period of two months in a
generation company. I have exclusively studied and observed the operations/
functioning of the company and tried my best to abreast myself with all the dimensions
of the generation company. It was a great experience to work there and contribute
handsomely in the process of appraising its pros and cons and feeling to be a significant
part of the company. I am thankful to all those who helped me in one-way or the other
and guided me in the preparation and compilation of this report in a presentable
fashion.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
ACKNOWLEDGEMENT
Success and achievement is possible only through hard work, determination and strong
will. We are grateful to ALLMIGHTY ALLAH who gave me the strength to think, plan and
act accordingly which make us possible to complete my internship.
Though it is a literary tradition to acknowledge the contribution and help by different
people and organization in the completion of an internship, but as a matter of fact some
words cannot express our gratitude to the various helping hands. It is very difficult to
appreciate each and every person for his contribution, but there is a standing
contribution of our advisor Sir Munir Abbasi, who was there with us at the time we
needed him and without his guidelines it would be difficult for us to complete this
internship successfully.
Thanks to all
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DEDICATIONAt first dedicating this work to Almighty ALLAH, without his
mercy and sympathy I was not able to accomplish this work,
Almighty ALLAH gave me power and confidence to done my
internship and also HOLY PROPHET HAZARAT MUHAMMAD
(Peace Be upon Him) who is a light for humanity. I also
dedicate this work to my lovely parents with deepest
gratitude whose love and prayers have always been a source
of strength for me.
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Table of contents
Contents NumbersEXECUTIVE SUMMERY 10
INTRODUCTION OF WAPDA 11
PAKISTAN ELECTRIC POWER COMPANY 14
THERMAL GENERATION 18
VISION AND MISSION 22
NORTHERN POWER GENERATION COMPANY LIMITED 24
Background 24
Introduction 25
Objectives 27
Goals 28
Hierarchy 29
Ownership 30
Authority fund 31
Capacity 32
Policy 35
Profile of bod and sr. Management 37
DEPARTMENTS 38
Material management 39
Human resource management 43
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Management information system 47
Finance/ coordination wing 48
Business strategy unit 51
Marketing department 53
Monitoring and surveillance 56
Distribution department 57
Customer services department 59
Training center 59
Complain center 60
FINANCIAL ANALYSIS 61
SWOT ANALYSIS 77
Strength 78
Weaknesses 79
Opportunities 80
Threats 81
RECOMMENDATIONS 82
CONCLUSION 84
ANNEXURE 87
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
EXECUTIVE SUMMARY
According to internship requirement, I passed six weeks in Genco from 15-7-2013 to 29-
08-2013. This was so much learning period for me. This internship report is about
Thermal Power Station Muzaffargarh also named as GENCO_III. In GENCO_III ,there are
total 6 units in which Phase-I consists of 3 units of 210MW each and Phase-II consists of
2 units of 210MW each and a separate unit namely unit-IV having a capacity of
320MW.So a total of 1,370MW capacity of GENCO-III. The generators installed are all
furnace oil generators consisting of a steam turbine and having water tube Boiler. In this
report, different protections of generator and transformers are discussed. The circuit
Breakers and their types and relays and the role of instrument transformer are briefly
discussed. The importance of switchyard is given in detail. Later on, all types of motors
are put into light.
In this report I give introduction history of the Genco. I passed so many days in different
department’s Human resource, marketing, customer service cell, finance department
and management department. I describe working and functions of those departments in
this report. In this report I did SWOT analyses, financial analyses, projects of Genco and
projects which I did in Genco. This project gives to me as assignment which is also
helpful for the organization. So I give some recommendations and conclusion at the end.
INTRODUCTION OF WAPDA
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
WAPDA, the Pakistan Water and Power Development Authority, was created in 1958 as
a Semi-Autonomous Body for the purpose of coordinating and giving a unified direction
to the development of schemes in Water and Power Sectors, which were previously
being dealt with, by the respective Electricity and Irrigation Department of the
Provinces.
Since October 2007, WAPDA has been bifurcated into two distinct entities i.e. WAPDA
and Pakistan Electric Power Company (PEPCO). WAPDA is responsible for water and
hydropower development whereas PEPCO is vested with the responsibility of thermal
power generation, transmission, distribution and billing. There is an independent
Chairman and MD (PEPCO) replacing Chairman WAPDA and Member (Power) who was
previously holding the additional charges of these posts.
WAPDA is now fully responsible for the development of Hydel Power and Water
Sector Projects.
PEPCO has been fully empowered and is responsible for the management of all
the affairs of corporatized nine Distribution Companies (DISCOs), four
Generation Companies (GENCOs) and a National Transmission Dispatch
Company (NTDC). These companies are working under independent Board of
Directors (Chairman and some Directors are from Private Sectors).
The Companies are administratively autonomous and leading to financial
autonomy by restructuring their balance sheets by bringing their equity position
to at least 20 percent, required to meet the prudential regulations and to
facilitate financing from commercial sector (approved by ECC).
The Loan Liability Transfer Agreements (LLTA) has been signed with Corporate
Entities and execution of loan transfer is complete.
All Entities have the physical possessions of all their operational assets.
On 24th Feb. 2007 Ministry of Water & Power notified NEPRA approved Tariff for
all Distribution Companies replacing unified WAPDA Tariff.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Legal Agreements such as Business Transfer Agreements, Operation
Development Agreement, Energy Supply Agreement, Business Supplementary
Agreement and Fuel Supply Agreement etc. were executed between WAPDA and
Corporate Entities to facilitate commercial operations.
Regulatory instruments like Grid Code, Distribution Codes, Performance
Standard for Distribution Companies and Transmission Companies were drafted
and got approved from in 2007.
All major lenders gave their consent for transfer of their loan from WAPDA to
Corporate Entities, thus 326 loan assumption agreements were signed amongst
respective Companies, WAPDA and EAD (Economic Affairs Division) GOP.
CPPA is established under the coverage of NTDC for payments from DISCOs to
IPPs, GENCOs and NTDC. Ultimately, it will function independently under Federal
Govt. and all forthcoming IPPs will be under CPPA.
The Charter of Duties of WAPDA is to investigate, plan and execute schemes for the
following fields:
Generation, Transmission and Distribution of Power.
Irrigation, Water Supply and Drainage.
Prevention of Water logging and Reclamation of Waterlogged and Saline Lands.
Flood Management.
Inland Navigation.
The Authority comprises of a Chairman and three (3) Members working through a
Secretary.
WAPDA is one of the largest employers of human resources in Pakistan. It has 150,000
employees, which make it 2nd largest organization of Pakistan, after Pakistan army. Over
the years WAPDA has built-up a reservoir of Technical know-how and expertise which
has made it a modern and progressive organization.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
WATER WING
In 1959, WAPDA was created to undertake the task of investigating, planning
and executing schemes for irrigation, drainage, prevention of water logging and
reclamation of saline land as an autonomous body responsible for integrated
development of water and power resources in Pakistan. The organization was
also entrusted with the work of implementing Indus Basin Settlement Plan
signed between India and Pakistan in 1960 to develop replacement works for
management of river water and irrigation system. Since then it has been
engaged in building water development projects which include extensive
research and investigation to augment country's water resources.
POWER WING
Power Wing is currently headed by
Member (Power) PEPCO.
PAKISTAN ELECTRIC POWER COMPANY
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
The Pakistan Electric Power Company (Private) Limited (PEPCO) has been entrusted
the task of managing the transition of WAPDA from a bureaucratic structure to a
corporate, commercially viable and productive entity. It is a mammoth task and
progress in the initial months was rather slow, but one should keep in mind that
responsibility is enormous and transition is a long drawn process.
Before going into further details of the restructuring program, it is necessary to
understand the shift in the GoP policy. The GoP, in line with its Strategic Plan of 1992
approved by the cabinet committee, had decided to restructure the entire power
sector in the country
De-regulation of power sector
Promotion of IPPs
Restructuring of WAPDA
Privatization of select corporate entities
The factors responsible for the shift in policies were: generation capacity could not be
increased to meet demand; WAPDA's growth caused inefficiencies, 'demand
suppression' and high tariff policy, proliferated theft. All these factors, over the years,
adversely affected WAPDA's financial condition. As part of this program WAPDA's
functions under its Water Wing and Power Wing were to be segregated. It was
previously envisaged that all power generation, hydel as well as thermal, would be
corporatized. However, later on it was decided that the hydel generation should remain
part of the Water Wing or the remaining WAPDA.
PEPCO has prepared the conceptual framework and is following a comprehensive
strategy whereby WAPDA's vertical-monolithic Power Wing has been restructured into
twelve (12) distinct autonomous entities under Companies Ordinance 1984. These are:
three generation, one transmission and eight distribution corporate entities
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
The restructuring program of WAPDA's Power Wing is based on the new strategic
policies of the GOP and endorsed and supported by the donor institutions. The aim of
this transition is to install corporate and business culture through: adopting of good
business practices, enhancing productivity and efficiency, including customer
orientation and service culture, improving quality of services setting performance
targets, reducing costs, theft and wastage. This will be based on extensive use of
information technology, management information systems, monitoring and prudent
decision making.
It has been decided that some of the functions currently being performed by WAPDA
will continue to remain with WAPDA/GoP in the largest interest of the country.
These are:
Hydel development
Hydel operation
It was also decided that some of the common facilities, being previously shared by the
two wings and by various departments within the power wing, should be segregated.
These would initially remain with WAPDA unless transferred to any other particular
corporatized entity. These facilities include hospitals, schools, training facilities etc.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
ACCOMPLISHMENTSMajor accomplishments to-date is as follows:
Operationalized Pakistan Electric Power Company (PEPCO) as a Private limited
management company owned by Government of Pakistan (GOP) to steer, manage and
oversee the corporatization/commercialization reforms program.
Formed fourteen (14) Corporate Entities as following:
Four (4) Thermal Power Generation Companies (GENCOs)
One (1) National Transmission & Power Dispatch Company (NTDC)
Nine (9) Distribution Companies (DISCOs)
Constituted Board of Directors of the corporate entities with the induction of
Directors from the private sector and PEPCO to utilize their experience for
formulation of effective corporate policies.
Executed Legal agreements such as Business Transfer Agreements (BTA),
Operation and Development Agreement (ODA), Electricity Supply Agreements
(ESA), Bulk Supply Agreements (BSA) and Fuel Supply Agreements (FSA) between
WAPDA and corporate entities for autonomous commercial operation.
Transfer of WAPDA staff to the respective corporate entities (Manpower
Transition Program Phase-I completed). Phase II is scheduled for completion by
June, 2000.
Obtained Federal Tax Exemptions for the corporate entities for Capital Value Tax,
Income tax and Wealth Tax.
Obtained consent of most of the creditors.
Prepared, reviewed, approved and adopted opening Balance Sheets of the
corporate entities as of 30-06-1998.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Privatization schedule for Faisalabad Electric Supply Company (FESCO) finalized
& sent to the Privatization Commission of Pakistan
Investment Plans for Distribution Power System Rehabilitation prepared and
finalized by the Distribution companies
Financial Restructuring of WAPDA approved by GOP
Filed applications by all Power Distribution Companies (DISCOs) for obtaining
License from National Electric Power Regulatory Authority (NEPRA). Public
hearing by NEPRA for processing of applications of Lahore Electric Power Supply
Company (LESCO) and Gujranwala Electric Power Company (GEPCO) completed
Submitted proposal to GOP for Price consideration to be paid or settled by GOP
with WAPDA so that share of the corporate entities owned by WAPDA can be
transferred in the name of GOP.
THERMAL GENERATION
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
PEPCO's Thermal Power Generation is mainly based on generation of power from its
Steam Turbo-Generators, Gas Turbines (simple as well as Combined Cycle Units)
installed at different Power Stations located in Sindh, Punjab and Baluchistan provinces.
Indigenous Gas & Coal is the main fuel whereas Furnace oil and HSD are also used as
alternative fuel. .
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
As per Government of Pakistan policy all thermal power generation has been
restructured and four corporatized companies namely Jamshoro Power Generation
Company Limited (GENCO-1) head quarter at Jamshoro district Dadu near Hyderabad
Sindh, Central Power Generation Company Limited (GENCO-2) head quarter at Guddu
district Jacobabad Sindh and Northern Power Generation Company Limited (GENCO-3)
headquarters at Muzaffargarh and Lakhra Power Generation Company Limited (GENCO-
IV) at Khanote (Sindh) have been formed and registered. Functioning of GENCOs has
commenced.
Structural formation of all four GENCOs is as under:
JPCL
(GENCO-1)
CPGCL
(GENCO-2)
NPGCL
(GENCO-3)
LPGCL
(GENCO-4)
TPS Jamshoro TPS Guddu TPS Muzaffargarh FBC Lakhra
GTPS Kotri TPS Quetta NGPS Multan
TPS GUDDU
a. Location
Thermal Power Station Guddu is situated on the right bank of River Indus near Guddu
barrage, 10 Km from Kashmore in district Jacobabad (Sindh). It is about 60 Km away
from Sadiqabad and about 160 Km from Sukkur. It is a confluence of three provinces, i.e.
Sindh, Punjab and Baluchistan.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
b. Fuel (Gas & F. Oil) Supplies
The existing daily gas allocation is 285 MMCFD, (from Kandhkot = 115 MMCFD, Sui = 40
MMCFD Mari=90 MMCFD & Tullow= 40 MMCFD). Daily requirement of gas is about 310
MMCFD and in this way there is short fall of about 25 MMCFD. Furnace Oil is also used
to meet-with short fall of Gas quota. Furnace oil is received through Railway Wagons
and Tank Lorries from Karachi.
TPS QUETTA
a. Location
This Power Station is situated at Quetta.
b. Fuel (Gas) Supplies
Natural gas is the main fuel being used for combustion as and when available basis.
Company under the new management (PEPCO) is trying to make an agreement with the
gas company regarding firm gas supply.
TPS MUZAFFARGARH
a. Location
TPS Muzaffargarh is located in the middle of the country between the River Indus and
River Chenab, 2.5 Km to North-West of Muzaffargarh Town in District Muzaffargarh. The
nearest Airport facility is at Multan at a distance of 45 Km North-East of Muzaffargarh.
b. Fuel
Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines.
Furnace oil is transported through Railway Wagons and tank Lorries.
NGPS MULTAN
a. Location
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Power Station is located at Piranghaib about one Km towards North from Piranghaib
Railway station and at a distance of 10 Km from Multan city towards East.
b. Fuel
Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines.
15 MMCFD gas is allocated and the short fall is met with by furnace oil firing.
SPS FAISALABAD
a. Location
This Power Station is situated at about 10 Km from Faisalabad city on Faisalabad-
Sheikhupura road. Nishatabad railway station is 04 Km in the West and Rakh branch
canal flows close to the power station in the East.
b. Fuel
Dual fuel combustion provision (Gas & Furnace Oil) has been made for all the machines.
Requirement of Gas on 70% load factor is about 22 MMCFD.
GTPS FAISALABAD
a. Location
This Power Station is situated (adjoining SPS) at about 10 Km from Faisalabad city on
Faisalabad-Sheikhupura road. Nishatabad railway station is 04 Km in the West and Rakh
branch canal flows close to the power station in the East.
b. Fuel
Dual fuel combustion provision (Gas & HSD Oil) has been made for all the machines.
GTPS SHAHDARA
a.Location
This Power Station is situated at Shahdara on right bank of river Ravi Lahore.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
b. Fuel (Gas) Supplies
Natural gas is the main fuel being used for combustion as and when available basis.
Company under the new management (PEPCO) is trying to make an agreement with the
gas company regarding firm gas supply.
FBC LAKHRA
a. Location
The Lakhra Power Station is located near Manzoor-abad/Khanote in the District of Dadu
(Sindh) on the right bank of mighty Indus River. Hyderabad city is about 46 Km in North-
East and Karachi is about 200 Km South-West of the Power Plant. The Power Station can
be readily approached from North and South by the connecting highways.
b. Fuel
All the three units are based on Coal, which is being recovered by primitive underground
mining method from Lakhra coal mines, 25 Km from Lakhra Power Station.
The detail of three GENCOs showing Power stations, number of units installed, capacity,
make, year of commissioning and fuel used is given below in table-1, 2, 3&4.
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GENERATION COMPANIES
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To make Pakistan Power Sector customer friendly, efficient, able and responsive in meeting tee electric energy
requirements of industry, business and domestic customers, and move to an energy sufficient model from the current
energy deficient scenario, on commercially viable and sustainable basis, in order to support the high growth
economy and to meet the government's objective of "Power for All".
VISION
To fully enable the reform and restructuring of the Pakistan Power Sector and to transform the fourteen (14) Corporate entities (CE's) into
autonomous and commercially viable enterprises, thru induction of effective corporate management, best business and utility practices, and
well-engineered systems, and bridge the ever growing supply-demand gap, so as to meet customers electric energy requirement on a sustainable and
environmentally friendly basis, thru best utilization of resources, in an efficient, ethical and customer friendly manner, with responsibility to the
community and the Nation.
MISSION
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Jamshoro Power Company Limited (JPCL) GENCO I
Central Power Generation Company Limited (CPGCL) GENCO II
Northern Power Generation Company Limited (NPGCL) GENCO III
Lakhra Power Generation Company Limited (LPGCL) GENCO IV
ONE TRANSMISSION COMPANY
National transmission & power dispatch company (NTDC)
EIGHT DISTRIBUTION CORPORATE ENTITIES
1. LAHORE ELECTRIC SUPPLY COMPANY LIMITED (LESCO)
2. GUJRANWALA ELECTRIC POWER COMPANY (GEPCO)
3. FAISALABAD ELECTRIC SUPPLY COMPANY (FESCO)
4. ISLAMABAD ELECTRIC SUPPLY COMPANY (IESCO)
5. MULTAN ELECTRIC POWER COMPANY (MEPCO)
6. PESHAWAR ELECTRIC SUPPLY COMPANY (PESCO)
7. HYDERABAD ELECTRIC SUPPLY COMPANY LIMITED (HESCO)
8. QUETTA ELECTRIC SUPPLY COMPANY (QESCO)
(GENCO-III) NORTHERN POWER GENERATION COMPANY LIMITED
MISSION STATEMENT
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Our mission is to bring the assurance of energy to our customer, with
world class quality and commitment for satisfaction as we in our quest
for excellence
BACKGROUND
Northern Power Generation Company Limited owns and operates thermal power
generation facilities located at Muzaffargarh, Multan and Faisalabad. Installed capacity
of the generating assets is 1,921 MW, which has declined over the years to dependable
capacity of 1,169 MW. Complex pattern of internal and external factors constrain
operating and financial performance of the company. The company has been operating
with a negative bottom line, which has jeopardized sustainability.
Government of Pakistan aims to address the country’s power sector issues by
implementing Power Sector Reform Program. As part of the program the public sector
thermal power generation companies (GENCOs), including NPGCL were required to
develop and implement Business Plans to effectively respond to constraints and
obstacles to satisfactory performance.
INTRODUCTION
This thermal power station is situated in Multan division’s district Muzaffargarh. In 1985
Gulam Ishaq Khan make an agreement with Russia for the establishment of the power
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station. Initially this Project was documented for Multan. But due to certain reasons like
availability of land, cost etc. This project shifted to Muzaffargarh by the name of Multan
II. Initially three units were established in Muzaffargarh, called phase 1. These are also
known as Russian units. These units are operated with Oil & Gas. The each unit is of 210
M.W. capacities. China establishes their units to meet the need/demand of electricity.
These units are also 210 M. Watt.
China has also established a unit called unit #4 witches has the capacity of 320 M. watt.
The unit #4 is fully computerized. All its functionality is handled through computerized
programs. About 1500 people are working in this organization including both technical
& non-technical. To make this project Economic District Muzaffargarh was select. Other
Reasons for this location is that there is no thermal house in this Area at that time the
Area like Multan Division and D.G Khan lies at center of Pakistan approximately. The
selection of this location may be due to safety reason in war conditions.
Pakistan Water and Power Development Authority (WAPDA) is an integrated utility in
Pakistan. WAPDA is responsible for the development of Hydel Power and Water
Sector Projects in Pakistan. WAPDA operates through- Power wing and Water wing, it is
engaged in the generation, transmission and distribution of power. In addition, it also
manages irrigation, water supply and drainage system in the country. Further, it is also
responsible for prevention of water logging and reclamation of waterlogged and saline
lands.
The Pakistan Water and Power Development Authority (WAPDA) was established
through an act of parliament in February 1958 for integrated and rapid
development and maintenance of water and power resources of the Country.
This includes controlling soil salinity and water logging to rehabilitate the
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affected land in order to strengthen the predominantly agricultural economy
of the country. As per the charter, amended in March 1959 to transfer the
existing electricity departments from the federating units to it, WAPDA has been
assigned the duties of investigation, planning and execution of projects and schemes
for:
Generation, Transmission and distribution of power,
Irrigation, water supply and drainage,
Prevention of water logging and reclamation of saline land,
Flood control and Inland navigation.
Under the later on developments, vis-à-vis the “energy policy 1994”, setting up of
thermal power generation projects was shifted to the private sector. Similarly, as a resul
t of restructuring of the power wing, the utility part was corporatized into independent
companies. This shift from convergence to divergence gave birth to 13 entities to
operate in different zones. These are national transmission and Dispatch Company
(ntdc), four thermal power generation companies (gencos) and eight distribution
companies (discos).
The present status of these companies is of corporate public limited entities
under the Umbrella of EPCO, ultimately to go privatized as planned. The
residual Power Wing is therefore now responsible for major hydro-electric
power projects and schemes in operation.
OBJECTIVES
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Pakistan Electric Power Company (PEPCO) unveiled new face of Pakistan's power sector
with the crisis management objectives to improve the efficiency of the power sector and
to meet customers' electric energy requirements on a sustainable and environment
friendly basis. The specific objectives of PEPCO are:
GOALS
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Stop load shedding,Revamping of generation units and to improve customer services and
Objectives
Constructing new grid stations,Reducing line losses; minimizing tripping and theft control,
Objectives
Development of an integrated automated power planning system for generation, transmission and distribution to ensure system stability, fault isolation and upgrade relying, metering and tripping system at NTDC as well as Discos level.
Objectives
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The following power projects are in pipeline and will be included in GENCO III after their
commissioning.
HIERARCHY OF GENCO III
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GOALS
* 425MW combine cycle dual fuel (furnace + HSD) at Nandipur. (3x 95MW gas turbine + 138MW steam unit)* 320MW UAE gifted power plant at GTPS Faisalabad. (5x16MW Fr5 gas turbines + 8x30MW Fr 6 gas turbines)‐* 525MW CCPP at Chichokimalian. (3x117MW gas turbines + 175MW steam turbine* Morale building and to create sense of belonging amongst company employees.)
* Smooth and consistent flow/supply of electricity.* Prompt restoration of disrupt electricity supply.* Accurate and timely meter reading and billing.* Provision of electricity connection in minimum time.* Open door policy to facilitate our customers.* Energy saving message dissemination.* Creating positive image of Genco.
* Special concessions for quick and timely payment of bill.* Availability of stores to deal with emergencies.* Feedback through customer services center.* Create awareness amongst employees for adopting * safety measures while working on lines.* Take steps for welfare of company employees.
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OWNERSHIP
The company is wholly owned by the Government. Since the incorporation of the
company in 1998 after unbundling of WAPDA, PEPCO has been managing financial,
human resource and procurement matters of the company. PEPCO is likely to be wound
up by the 3rd quarter of 2011 that may lead to full corporate autonomy of the company
within public sector.
EXTERNAL ENVIRONMENT
Present market composition, size and structure as well as the regulatory regime have
been assessed with an assessment of likely market trends in short and medium term to
map strategic positioning of the company. Pakistan power sector is under severe
demand pressure and is likely to remain so until a foreseeable future.
Thermal power is more expensive as compared to hydro power. Gas is a cheaper fuel for
power generation in Pakistan but gas reserves are depleting and new discoveries are not
on the horizon. Furnace oil is more expensive and exposed to price volatility. Increased
dependence of power sector on furnace oil in the recent years has impacted electricity
price in the country. However, until power mix shifts back in favor of hydro power and
new gas discoveries are made, oil fired plants are expected to remain in full possible
production, constrained only by affordability factors. Any expansion in oil fired capacity
is therefore not likely to be a right direction.
LOCATION:
This thermal power station was established in Muzaffargarh District Multan. Initially
agreement for this project is for Multan. But due to costly land in Multan this Projected
shifted to Muzaffargarh. If this project is establish in Multan. A lot of money spent on
land which increases its fixed cost.
30 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
AUTHORITY FUND
The Authority Fund consists of the following:
Loans and grants obtained from the federal and provincial governments
Sale proceeds of WAPDA Bonds
Loans obtained by the Authority with general sanctions of the government
F o r e i g n a i d s a n d l o a n s o b t a i n e d f r o m t h e I B R D , A D B a n d o t h e r
i n t e r n a ti o n a l l o a n giving agencies on such terms and conditions as may be
approved by the government
Sale of power
All other sums received by the Authority
31 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
CAPACITY
“Capacity is the maximum rate of output for a facility.” The facility can be a workstation
or an entire organization.
There are two phases working at thermal power station Muzaffargarh.
1: Phase I
2: Phase II
PHASE 1:
In phase 1 there are three units of capacity 210 M. watts. This phase was established
by Russia also called Russia phase.
PHASE 11:
In phase II there are two units of capacity 210 M. watts and one unit of capacity 320 M.
watts.
The phase 1 can produce 15120000 units/24 Hours.
So the total capacity of both the two phases is 48000,000 units/24 Hours. But this is
situation when all the units are working with full capacity. But there are little situation
when this type of occurrence. But they utilize their capacity according to the
requirements. All the decisions about the utilization are done at higher level. NPCC
Islamabad gives all the instructions about the utilization. The reason is that all the
thermal houses in Pakistan are connected just like a ring topology (the term used in
networking). When sufficient amount of water are available the more concentration are
given to produce Hydroelectricity because this source of electricity are much cheaper
than thermal electricity.
32 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Even there are situation, when the thermal house need electricity for their staff colony
and for the power station from other station.
They use no such type of methods like
- Causal Method
- Judgment Method
lant Detail
Muzaffargarh Multan Faisalabad (SPS) Faisalabad (GTPS) Rental Power Plant
3 x 210 MW S.T. + 2 x 200 MW S.T. 1x320 MW S.T.
3 x 65 MW S.T.
2 x 66 MW S.T.8 x 25 MW G.T. + 1 x 44 MW S.T.
150.5 MW G.T + 136.5MW G.T + 210 MW R.E
Plant Type Steam Turbine (S.T. ) & C.C. (Combined Cycle)
Gross Capacity 1921 MW
Fuel Type Natural Gas/ Residual Furnace Oil (RFO)
License No. GL/03/2002
33 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Key Stats as of June 30, 2013
Installed Capacity, MW 1921
Dependable Capacity, MW 1400
Maximum Power Dispatch, MW 1169
Units Generated, Mk Wh 564.705
Units Sent Out, Mk Wh 507.048
Auxiliaries, % 10.21
Load Factor, % 56.60
Plant Factor, % 50.57
FSA, quantity & period 180,000/month for 15 years
GSA, quantity & period Under negotiation
Active Rental Power Plant
• 62MW Gulf Power Plant COD dated 29.04.2013.
• 150MW Techno Empower Sumandri road Faisalabad Partially commissioned on‐
dated: 11.06.2013 at 60MW
• 201MW Reshma Power Plant COD yet not achieved.
• 200MW Yougen Power Plant COD 31.12.2013
• 150 MW Sahuwal Power Plant COD yet not declared.
POLICIES
34 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
POWER POLICY 1995
A. GENERAL
The Government of Pakistan in March 1994 announced the Policy Framework and
Package of Incentives for private sector power development in the country. It received a
tremendous response albeit for all Thermal Plants. GOP now intends to encourage
proposals for power generation based on indigenous resources namely its hydel
resources. Hydel power being cheaper, will provide tariff relief to the consumers, utilize
indigenous resources, involve Pakistani entrepreneurs and provide benefits of economic
growth to the relatively backward parts of Pakistan.
B. THE NEED FOR A SEPARATE HYDEL POWER POLICY
In Pakistan nearly all hydro potential results from discharges into the Indus River basin.
Discharges result primarily from precipitation and snow-melt in the northern
mountainous ranges of the country. Discharges take place in small rivulets coming
further down to the bigger tributaries of River Indus and then to Indus River itself. The
development of hydropower projects however, is characterized by remote locations and
seasonal variations. Pakistan's climatic factors including rainfall and snowmelt make it
relatively easy to develop hydel generation during the months of July to December while
the period January to June is extremely dry in terms of stream flow. In order, therefore,
to arrest the risk of over development in summer months that would create an
unbridgeable gap in winter months, the total requirement of hydel plants in private
sector may be limited to 2,000 MW up to the end of the 9th Five Year Plan. However,
the limit of 2,000 MW will be reviewed at a later stage and can be enhanced to suit the
national priorities and power demand growth. Realizing that these peculiarities of
hydropower development necessitate special consideration the Government has
devised an attractive policy package to evoke response of private sector similar to that
35 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
of thermal power. The salient features of the policy framework and package of
incentives devised for development of hydropower through private sector.
CORPORATIZATION POLICY
In 1992, the Strategic Plan for restructuring the Pakistan Power Sector (PPS) was
approved by the GOP/CCI. As a part of the restructuring process, WAPDA's functions
under Water Wing and Power Wing were to be segregated in the following manner:
Unified Power wing of WAPDA comprising of Generation, Transmission and
Distribution to be restructured into fourteen (14) public limited companies
under the corporate law.
Restructure power sector assets to form autonomous commercial entities
through the adoption of prudent business practices, enhanced efficiency levels,
cost reduction and profit orientation
Promote competition to eventually offer affordable electricity to customers.
Through corporatization / commercialization process, promote commercial
viability and enhance business value of the assets block of each corporate entity.
Enhance privatization initiatives
36 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Profile of BOD and Sr. Management
Prof. Abdul Hameed:
Dean, Faculty of Electrical Engg. University of Engineering and Technology Lahore,
Director, BOD, TEVTA (2002 04) Chairman, Bismillah Education Trust Regional Director,‐
National Institute of Power (1992 98) Council Member, IEE (UK) Council Member, IEEE‐
(Pak)
Mr. Abdul Rasheed Mir:
14 years as CEO/Director Gray’s Leasing Ltd. 13 years as Chairman/Director Friend‐
swear (Pvt) Ltd.
Khawaja Muhammad Younis
30 Years as Director, Mahmood Group of Industries, Member Executive Committee
(FPCCI), Member Central Executive Committee (APTMA), Director Punjab Social Security
Health Management Company, President, D.G.Khan & Bahawalpur Chamber of
Commerce & Industry
Mr. Muhammad Rafiq Butt:
35 Years as power plant engineer, presently working as GM (D&D)
Mr. Muhammad Naeem Akhtar:
33½ Years as power plant engineer, presently working as CE (MMS)
Mr. Ghulam Mustafa Tunio:
34 years as power plant engineer, presently working as CEO (GENCO III)‐
37 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
DEPARTMENTS
38 | Internship Report The Islamia University Of Bahawalpur
MATERIAL MANAGEMENT
HUMAN RESOURCE
MANAGEMENT
MANAGEMENT INFORMATION
SYSTEM
FINANCE/ COORDINATION
WING
BUSINESS STRATEGY
UNIT
MARKETING DEPARTMENT
MONITORING AND
SURVEILLANCEDISTRIBUTION CUSTOMER
SERVICESTRAINING
CENTERCOMPLAINT CENTER
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
MATERIAL MANAGEMENT
“Material management is concerned about short range decisions about suppliers,
inventories, productions level, staffing patterns, schedules and distribution”. Decisions
are these areas that affect the whole organization directly or indirectly.
Material management is important because whole of the organization depends upon
the material, so it is very important.
FUNCTIONS OF MATERIAL MANAGEMENT:
The functions generally performed in material management are purchase there are
generally two type of purchase.
. Foreign purchase
. Local purchase
FOREGIN PURCHASE
The organization foreign purchase process is centralized. They give tender to that
foreign who promise to full fill their demand within the time. Generally G.M order for
foreign purchase. In thermal organization there are specific companies who can full fill
their demands. They get there required material from the parent company who have
established the units. Reason is that they know the requirement better than any other.
Foreign purchases are generally for 3-5 years. The foreign in entry are.
LOCAL BUYING:
Organization also makes local purchase according to the requirement. For local
purchase they use causal method. For local purchase first of all they purchase
informally, if the order is small.
39 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
For big order they advertise in newspaper and call tender. For local buying they give
order to they give order to successful tender holder and take 10% security from that
company.
For example, they select company for chemical purchases. They inform that company
that they may need this much quantity of chemical during the whole year. They inform
one week before the need of that chemical during the year. The local purchases are for
one year.
VENDORS:
Vendors are generally those suppliers that are I so good certified. Mostly the foreign
purchases are done from certified companies but they may purchase which are not ISO
certified. The reason is that they make foreign purchase from parent company of the
plant establisher.
STORE MANAGEMENT:
Any purchase local or foreign is first of all checked before sending to store. In case of
local purchase they do not so much checking. But in foreign purchase they check the
inventory before sending to store through the related department experts. These
experts check the inventory and recommend the inventory. It they reject the material
then it is send back.
All the purchases are entered first by store department. It any department need
anything, they first of all contact with store department. Every section has its own stock
book entry of incoming inventory are done on five page.
- Two pages for evaluation section.
- Three pages for measurement section.
40 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
INVENTORY MANAGEMENT
“Inventory is stock of anything held to meet the future demands of organization”.
Inventories are very sensitive part of any organization. Inventory of local purchase are
for one year and for foreign purchase it is 3 years to 5years.
ASSESSMENT OF INVERTORY:
For the assessment they are using the different method.
FOR OIL:
Assessments of oil requirement are usually depending upon the usage of oil when the
power houses are working at full capacity. Then they need oil very much.
Generally the unit can operate with oil & Gas as well. When the gas is available then in
those days their demand for oil is less. The reason is that electricity through gas is
cheaper than through oil.
STORAGE OF OIL:
There are at least ten oil tanks for the storage of oil. These tanks are use full for one
week when the production of electricity are at peak the consumption of oil is 3200-3500
metric ton for 12 Hours on full load.
STORAGE FOR PARTS OF MACHINORY:
Parts of machinery are purchase through foreign contracts. It is generally for 3-5 years.
The cost on such type of inventory is high and ordering cost transportation cost is also
high. All the power houses in Pakistan keep the information about such type of
inventory. It they need such type of parts I emergency they contact with other thermal
houses.
41 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Storage for Chemical:
Chemical in the case of local purchase are stored for one year’s only. But the chemical
which are original purchased are stored for 3-5 years chemical is used for the treatment
of the water. This treated water is used for making steam to run turbine.
Reorder Point for inventory
“The fixed amount of quantity that remains with the stock to meet uncertain need”
REORDER POINT FOR OIL
Main inventory of thermal Houses is oil. The thermal house can be operated by oil and
by gas as well. The organization tries to operate with gas because of its low cost. When
the shortage of gas occurs then the more consecration is given to generation through
oil. The four Tanks out of ten are kept to meet the uncertainty of supply. The total
storage of capacity of oil is 16,000 MT to 22,000 MT
Reorder point for oil are measured through the information obtain from ‘E form’ used
by ITR (Operation) section. In E-Form the unit operators put information about the use
of oil.
According to that information re order point for oil is measured. The Organization also
used Causal Method to measure the reorder point of oil.
REORDER POINTS FOR PARTS OF UNITS
The other inventory are parts of machinery, these parts are usually imported so thy
are ordered in so much quantity to meet need of next 3 to 5 years in thermal house
there is another method check the reorder point for parts of machinery. Usually all
thermal houses provided information to each other about the parts available in the
store. If any thermal house need any part in emergency and that part are not available
in there store then they can contact to another thermal house to meet the need.
HUMAN RESOURCE MANAGEMENT
42 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Human Resource Management function is rudimentary and needs to bring in modern
HRM practices. HR managers need to be trained to lead technical work on corporate
reorganization and support inclusive process to develop and agree with stakeholders on
HRM related initiatives.
RECRUITMENT AND SELECTION POLICY
43 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Give ad of vacant seats in the newspaper like Dawn, Jang, and Express etc.
Some seats are reserved on Quota like Baluchistan, Sindh and FATA.
75% seats are reserved for District Muzaffargarh on scales below 14 BPS.
Retired and during service death servants have applied child quota about 5% in
vacant seats.
Higher grades jobs above 14 BPS are open for all Pakistan but give District
Muzaffargarh residence n or near.
SELECTION PROCEDURE
Take written test s consists of MCQs and some subjective questions of related
fields like junior engineer etc.
Finally Successful candidate have taken interview by Panel.
Panel seated by CEO and members who selected by CEO.
ORIENTATION AND TRAINING
Below 16 BPS training center is in Faisalabad (GAS TURBINE POWER STATION
FAISALABAD) and duration is 3 months.
During this training give basic pay without allowances and hostel and mess is
totally free.
Above 17 BPS candidate training center is in Islamabad ( WAPDA Academy
Islamabad)
During Training give brief orientation of GENCO-III and give basic pay and fee
accommodation and mess.
SERVICE AND PAY ROLL SYSTEM
44 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Servant starts his services maintain service book for each candidate who joined
company. Basic pay is according to federal government pay but allowances are
50% of Pay and 25% Muzaffargarh allowance.
Pay increase with Federal Government policies a fix increment according to pay
scale.
Annual Record is written by clerk and signed and verified by Residential Engineer
(R.E.)
After 2 years departmental exams will be taken and sent to training to training
stations.
DUTY TIMING AND FACILITIES
Two type of duty schedule is running in GENCO-III
(a) General (8-2pm)
(b) Shift (8 hour)
All facilities are given to employees like
Free medical (whole family)
Transportation to other city
House
Electricity
APPRAISAL AND PROMOTION
There are no such appraisal system present in the organization
Seniority is major parameter.
There is no such standard s set for appraisal in the government organization.
Promotion based on seat availability on different Thermals seats.
Below and equal 17 grade post filled with in GENCO but above grade seats are
filled on overall seniority based in four GENCO.
SUCCESSION POLICY
45 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Top seats are filled by board which established by Chairman WAPADA under
supervision of Sectary WAPDA.
The board consists of three members who selected by Chairman WAPDA
Member of Power
Member of Finance
Member of Water.
PROFILE OF BOD AND SR. MANAGEMENT
MANAGEMENT INFORMATION SYSTEM
46 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
The company operates with paper-based information and reporting systems, which has
become a cause of sub-optimal results by affecting quality and timeliness of information
leading to slow or lack of timely action.
FINANCE/ COORDINATION WING
47 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
M e m b e r ( F i n a n c e ) i s r e s p o n s i b l e f o r t h e f u n c ti o n i n g o f t h e
d e p a r t m e n t s o f F i n a n c e , Internal Audit and Budget and Accounts headed by
Chief Auditor (Internal Audit) and
Director G e n e r a l F i n a n c e ( B & C ) . H e a l s o e x e r c i s e s a d m i n i s t r a ti v e
c o n t r o l o v e r G e n e r a l M a n a g e r (Central Contracts Cell), Director General
(Taxes) and Director Public Relations. Managing D i r e c t o r ( A d m i n ) i s
v e s t e d w i t h t h e r e s p o n s i b i l i t y f o r o v e r a l l a d m i n i s t r a ti o n a n d
s e r v i c e s . Secretary WAPDA in addition to looking after day-to-day affairs of
the Secretariat, prepares minutes of the Authority’s meetings, maintains records of
its decisions and issues its directives and coordinates among the three Wings
besides monitoring and implementation of Authority’s decisions.
G e n e r a l F i n a n c e ( B & C ) . H e a l s o e x e r c i s e s a d m i n i s t r a ti v e c o n t r o l
o v e r G e n e r a l M a n a g e r (Central Contracts Cell), Director General (Taxes)
and Director Public Relations. Managing D i r e c t o r ( A d m i n ) i s v e s t e d w i t h
t h e r e s p o n s i b i l i t y f o r o v e r a l l a d m i n i s t r a ti o n a n d s e r v i c e s . Secretary
WAPDA in addition to looking after day-to-day affairs of the Secretariat,
prepares minutes of the Authority’s meetings, maintains records of its decisions and
issues its directives and coordinates among the three Wings besides monitoring
and implementation of Authority’s decisions.
Financial Management function needs to be strengthened in a relatively short time,
necessitated by performance pressure but made possible because of the window of
opportunity after exit of PEPCO.
48 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
It has five sections
B.T.B & C.P.C Section
BANKING Section
THERMAL POWER ACCOUNT Section
ADMIN &TAXES Section
General Accounting
BANKING SECTION
Assistant Manager Accounts; Zahaid Nawaz Dasti
49 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Account Assistants ; Mr. Imtiaz
Account Assistants ; Mr. Hoshyar
Account Assistants ; Mr. Ammar
Main Functions:
General Account, Imprest & Pension Account, Letter Of Credit (LC)
TPS Muzaffargarh Unit-wise Detail
Unit Name Type COD/Age Installed
Capacity
Dependable
Capacity
Fuel FSA
Unit No.1 Steam
Turbine
09.09.1993 210 185 RFO/Gas F.O.
Unit No.2 Steam
Turbine
23.03.1994 210 200 RFO/Gas F.O.
Unit No.3 Steam
Turbine
20.02.1995 210 160 RFO/Gas F.O.
Unit No.4 Steam
Turbine
23.12.1997 320 245 RFO/Gas F.O.
Unit No.5 Steam
Turbine
14.02.1995 200 110 RFO/Gas F.O.
Unit No.6 Steam
Turbine
14.08.1995 200 100 RFO/Gas F.O.
BUSINESS STRATEGY UNIT
50 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
A Business Strategy Unit is proposed to be set up to take up the task of implementation
and later lead corporate strategy function. CEO and functional heads will organize
themselves to work as a committee to create and lead the Business Strategy Unit. The
unit shall be staffed with one middle management level officer from each of the
functions. The Business Strategy Committee shall meet at least once in a fortnight to
make decisions and oversee progress on implementation.
A virtual project management unit with support of USAID/Energy Support Program shall
be set up to support implementation activities by organizing short term technical
assistance. Exit of the short term outfit will be gradual and least problematic as it will be
created only in a virtual sense by allocating part time role of short term experts. This
arrangement is likely to create strong motivations for the company’s Business Strategy
Unit to acquire skills by working closely with short term experts and expeditiously take
over lead role in implementation.
Internal leadership of the company shall take the center-stage role for coordination of
implementation activities. They shall themselves receive orientation and technical
advice to lead a process of positive change that implementation activities aim to initiate
and sustain.
Organization and processes provide management hardware for people to transform
inputs into outputs. Outcomes emerge from appropriate inputs put through a right
institutional and organizational apparatus. Management improvements are a main
thrust area of the Strategic Plan. The focus is on creating a vibrant organization that can
handle challenges of business performance and results and become fully capable to
solve their problems and target and achieve any results that their strategic decisions
target.
51 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Change management & communication strategies
Implementation of business transformation activities critically depends on acceptance
and support of stakeholders. Involvement of stakeholders leads to ownership, minimizes
resistance to change and creates positive attitudes toward change. Leadership
competencies are vital to process of cultural change in corporate transformations.
Leaders at all levels of management influence behaviors and hence need to be enlisted
as “agents of change”.
Communication strategies are used to ensure stakeholders’ involvement, ownership and
enthusiasm. Top leadership needs to take up central role in communication strategies to
promote a sense of association in the people and enlist support of their team members.
Vision, Mission and Shared Values must be evolved to guide decisions, actions and
attitudes. An organization-wide inclusive process needs to be designed and
implemented to support the people to articulate their vision and mission statements
and a set of shared values.
MARKETING DEPARTMENT
52 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Generation, transmission and distribution are supply side segments of the power
market. For thermal power companies, oil and gas markets are critically important.
Under present market regime, apart from bulk consumers, CPPA within the only
transmission company, NTDC, acts as the single buyer in the market.
There has been a perpetual shortage in production and supply of electric power which
complicates computation of total demand (or un-served needs backed by capacity to
pay). NPGCL plants accounted for 6.48% of national installed capacity and 9.6% of total
thermal installed capacity as on June 2010. NPGCL production accounted for 7.23% of
national production and 10.58% of total thermal production in the country for the fiscal
year 2009-2010.Levels of demand and supply of electric power experienced in last 4
years and anticipated by NTDC during next 5 years are as in following table:
MARKET STRUCTURE AND MECHANISMS
53 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Power market in Pakistan is composed of generation companies in public and private
sectors, a state owned transmission company– NTDC and nine distribution companies.
KESC as a privatized integrated utility is responsible for generation, transmission and
distribution in its territory viz. Karachi. Power generation sub-sector consists of WAPDA
Hydro; state owned thermal generation companies (GENCOs) and private sector
producers- IPPs. CPPA, which is under NTDC, is the single-buyer for GENCOs and IPPs in
the market currently. NTDC purchases electric power from the power producers and
sells it to the distribution companies.
Gas and FO being the main fuels for thermal power generation, the two gas companies
and OMCs form an important part of the power market. Fuel consumption is the linking
point between power and other energy markets and is an important driver of the power
market in Pakistan. Institutional mechanisms and legal instruments to provide strong
market discipline are likely to emerge from increased reliance on contractual
mechanisms within a legal framework at the next step of market evolution. PEPCO
dissolution is likely to necessitate reliance of public sector companies on contractual
mechanisms such as PPA, GSA and FSA to cover credit and counter party performance
risks.
MARKET & TARIFF REGULATION
NEPRA is the power sector regulator in the country. Efficient power market, investor
and consumer protection, performance standards and pricing are important parts of the
regulator’s mandate. Generation license and tariff determinations of new entrants to
the market give NEPRA “gate-keeper’s” control over the future cost and capacity trends
in the market. NEPRA controls market entry and exit through licensing; prescribes and
enforces performance standards; determines tariff rates and provides advisory to
government on power sector.
54 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Tariff model for generation stage pricing is based on cost plus fixed return on equity, in
principle. In practice, NEPRA determines reference tariff on the basis of fixed one time
thermal efficiency at average load.
Fuel costs are billed as part of Energy Purchase Price (EPP), which is adjusted for fuel
price variation but no gain or loss due to subsequent variation in thermal efficiencies is
included. The other component is variable O&M expense, which is adjusted with
inflation index but was originally based on 3-year average cost.
All other costs are meant to be recovered through Capacity Purchase Price (CPP).
Adjustments subsequent to original determination are periodically made on the basis of
inflation index. Financial costs and taxation are pass-through items, which are in effect
reimbursed in exact amount as part of CPP.
MONITORING AND SURVEILLANCE (M&S)
55 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
It is the most important department of (Genco-III) Northern Power Generation Company
.Limited. Information technology deals all the enquiries of employees. Monitoring and
surveillance department works under the section of chief executive officers. So all
complains first come in the chief executive officers office then it come to the monitoring
and surveillance department.
In the organization structure one manager of Monitoring and surveillance which has
three deputy managers. It divide different circle of Genco-III) Northern Power
Generation Company Limited among the deputy managers. Monitoring and surveillance
take full document about the complained after full enquiry also listed views of people
who directly or indirectly involved in the case. It give recommendation of all kinds of
complain. Monitoring and surveillance taken recommendation according to the nature
of complains.
All the complains come from chief executive officers office and after its
recommendation it depend on chief executive officers either he accept or reject its
recommendation. In Monitoring and surveillance the first manager review complains
then it given to deputy according to their respective circles and division.
It takes all the data in three days and after listening views of people which involved in
the case gives decision. It deals all the cases which come from chief executive officers
office or FBI given to him for review.
56 | Internship Report The Islamia University Of Bahawalpur
CHIEF EXECUTIVE OFFICERS
MANAGER
DEPUTY MANAGER
DEPUTY MANAGER
DEPUTY MANAGER
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
DISTRIBUTION DEPARTMENT
All power houses in Punjab are interconnected through lines with each other
in Pakistan two types of electricity can be produced
hydral electricity
thermal electricity
When there is shortage of water then more concentration are given to thermal
electricity. After producing the electricity through units then they are distributed
through mail lines. All mail lines are looked after by NTDC (National Transmission and
Distribution Company, Firstly named as GSO (Grid station operation). Their main
function is maintaining the main lines from thermal house to General consummation.
The thermal power station Muzaffargarh generally provide electricity to these main lines
KAPCO
New Multan -I
New Multan -II
New Multan -III
New Multan –IV
They provide two lines of 220 Kv to “LALPEER” two lines to “PARCO”
All power Generation Companies are divided into three main Categories
Genco I
Genco II
Genco III
Genco I
In Genco I thermal houses are Jamshoro & Lakhra
57 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Genco II
In Genco II thermal house are Guddu
Genco III
In Genco II thermal house are Multan (MEPCO), Fasil Abad (FASCO), Muzaffargarh.
When the electricity produced through units first of all there is PAKGEN 220kv Switch
yard. This switch yard is used to step up the electricity and then send to the grids of the
cities. There is lot of loss of electricity through 220kv switch yard.
To avoid this problem WAPDA established in March 2000 with the help of APP
Company, 500 Kv switch yard to avoid these line losses. Approximately 30% of electricity
is lost in main lines. The purpose of 500kv switch yard is to minimize these losses.
CUSTOMER SERVICES DEPARTMENT
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Contact concerned distribution company for customer services. Respective distribution
companies under PEPCO are responsible to deal with all matters of their electricity consumers
as per their procedures. Please explore the website of your distribution companies for further
details. The links of distribution companies (DISCOs) are given below for facilitation.
1. LAHORE ELECTRIC SUPPLY COMPANY LIMITED
2. GUJRANWALA ELECTRIC POWER COMPANY
3. FAISALABAD ELECTRIC SUPPLY COMPANY
4. ISLAMABAD ELECTRIC SUPPLY COMPANY
5. MULTAN ELECTRIC POWER COMPANY
6. PESHAWAR ELECTRIC SUPPLY COMPANY
7. HYDERABAD ELECTRIC SUPPLY COMPANY LIMITED
8. QUETTA ELECTRIC SUPPLY COMPANY
TRAINING CENTER
General Manager (Training) office is functioning at WAPDA House, Lahore and controls various
training centers detailed below: -
a. WAPDA Staff College, Islamabad.
b. WAPDA Engineering Academy (Water & Power), Faisalabad
c. Thermal Generation Training Center, Guddu
d. Hydel Training Center, Mangla
e. Technical Services Group, Lahore
f. 8 Regional Training Centers (RTCs), one at each DISCO
Address:
734 WAPDA House, Lahore Phone:(042)-9202003 Fax: (042)-9202608
59 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
COMPLAIN CENTER
POWER THEFT
Steeling of Power is crime against every Pakistani and who ever does it, is our enemy.
Please help PEPCO in its effort to stop power theft by reporting at its toll free
number 0800-84338. This is a free number for all calls including NTC, PTCL, Mobiles or
wireless phones.
Instructions for theft reporting:
Call the Toll free number 0800-
84338
Listen the instructions carefully
After pressing 1,
Record your message about event
of theft (Please give maximum detail
of location)
After completing the message
disconnect the call
60 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
FINANCIAL
ANALYSIS
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
DEBT/EQUITY RATIO
Debt to equity ratio shows the extent to which debt financing is used relative to debt to
Equity ratio= total debt/ shareholders equity.
Debt equity ratio of 2011 82762177725/8517568031= 9.717
Debt equity ratio of 2012 83343604779/4750202521 = 17.545
2011 20120
2
4
6
8
10
12
Equity ratio
Equity ratio
Equity ratio of 2011 is higher than 2012
68 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
ACID TEST RATIO
It is the ratio of liquid assets to current liabilities
Quick ratio = current asset-inventories/current liabilities
For 2011 35992974684/49173251637=0.732
For 2012 34983724572/56482697788=0.619
2011 20120.56
0.58
0.6
0.62
0.64
0.66
0.68
0.7
0.72
0.74
0.76
Acid test ratio
Acid test ratio
2011s is the better after the 2012
69 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
EARNINGS PER SHARE
This ratio determines the amount of income that has been earned on each share
outstanding.
Earnings per share = net profit after tax/total no of shares
For 2011 0/50000=0
For 2012 0/50000=0
Earnings per share is not satisfied because Genco III gone into loss
NET PROFIT MARGIN
It is the ratio of net profit (after taxes) to net sales. It is expressed as percentage.
Net profit margin = N.P.A.T/total income*100
For 2011 0/85286568=0
For 2012 0/720414698=0
Genco III net profit margin nil so it’s very bad sign.
70 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
DIVIDEND PER SHARE
Dividend per share = total dividend/no. of share
For 2011 2635748766/50000=52714.97
For 2012 0/50000=0
2011 20120
10000
20000
30000
40000
50000
60000
dividend per share
dividend per share
Analysis
In 2011 the dividend per share is high. In 2012 it reaches at zero.
71 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
CURRENT RATIO
Current ratio = current asset / current liabilities
For 2011 35992974684/49173251637=0.732
For 2012 34983724572/56482697788=0.619
2011 20120
0.5
1
1.5
2
2.5
3
Current ratio
Current ratio
Current ratio value is less than 1 means that the firm is unable to pay its current
liabilities completely by it current assets. It is because the difference between assets and
liabilities decreased.
72 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
FIXED ASSET TURN OVER
This ratio measures the efficiency and profit earning capacity of the concern.
Fixed asset turnover ratio = sales/ net fixed asset
For 2011 66213840693/46369044856=1.428
For 2012 75796292095/47955717886=1.580
2011 20120
0.5
1
1.5
2
2.5
3
fixed asset turnover ratio
fixed asset turnover ratio
The higher the ratio the better because a high ratio indicate the business has less money
invested in fixed asset for each rupee of sales revenue. In 2012 fixed asset turnover ratio
is high as compare to other. This is better sign.
73 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
RETURN ON ASSET RATIO
Return on asset ratio = net income/ average total assets
For 2011 =0
For 2012 =0
Both the year company bears loss because there is no profit in both years.
RETURN ON EQUITY RATIO
Return on equity = Net profit/Equity
For 2011 = 0
For 2012 =0
This ratio shows what company earns at each rupee of investment but the company
bears loss.
74 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
DEBT RATIO
Debt ratio = Total liabilities/total assets
For 2011 74244609694/82762177725 = 0.897
For 2012 78593402258/83343604779 = 0.943
2011 20120.87
0.88
0.89
0.9
0.91
0.92
0.93
0.94
0.95
Debt ratio
Debt ratio
In 2011 company finance is based on 89% of liabilities and 11% of assets. In 2012
company finance based on 94% on liabilities an only 6% of assets. In debt ratio high the
ratios then leverage and financial indebtedness will be high.
75 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
EQUITY TO ASSET RATIO
Equity to asset ratio = Total equity/total asset
For 2011 8517568031/82762177725 = 0.103
For 2012 4750202521/83343604779 = 0.057
2011 20120
0.02
0.04
0.06
0.08
0.1
0.12
Equity to asset ratio
Equity to asset ratio
Equity to asset ratio of 2011 is higher than 2012.
76 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
SWOT ANALYSES
77 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
STRENGTHS
The largest Generation Company in Public Sector.
Provision of Dual Fuel Firing
Power Plants are located in the load centers.
Availability of land for capital expansion.
Road and Rail facilities for furnace oil supply.
Highly qualified skilled labor available.
Established infrastructure.
Experienced & dedicated engineers available.
Correction of the bills
Co-location of XEN & RO offices
Good relation with different departments
Restructure of stores to ensure prompt availability
Printing a last 12 month history on bill
Provide full facility to customer for paying bill
Central chief executive customer service center
Provide a computerized service center to each circle
Mobile customer service facility
Establish a marketing cell
Provide high technology for development and maintenance
WEAKNESSES
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Heat rate is high as compared with the design value due to deterioration of the
plant.
Lack of capital investment.
Drain out of skilled manpower to IPPs/abroad and Rental Power Plants due to
low salaries as compared to private sectors.
Ineffective preventive maintenance due to non-availability of spare parts and
delay approvals of shutdown of the units.
Ineffective performance appraisal system.
Delayed decision making.
Ineffective material management system.
Non availability of GAS.
They take so much time for processing any project.
Lack of communication level between employees.
Most of department based on manual system.
Lack of loyalty in front of customer.
Administrative cost of the company is very high due to which the profitability of
the company decreases.
There is still improvement of technology in the genco computers.
There is no objective / target for employees
Performance of service center is not too great for satisfaction to customer
People has less trust over company
Dealing to customer not too much efficient
OPPORTUNITIES
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Use of land for expansion.
Vicinity of Furnace Oil Refinery.
Modification / Rehabilitation of Plant in process.
Expansion in installed capacity.
Goals of corporation and commercialization plan at one time.
Provide a facility of mobile customer services center at each circle.
For reduction in energy loses used the distribution system rehabilitation under
system augmentation program (SAP).
It should be on time development works an LT/HT proposals under SAP.
Establish a new grid station.
Extension of existing grid station.
Transmission lines.
Conversion of our all transportation to CNG.
Provide a facility of new vehicles for field and operation sector employees.
No competitor in local market so it can increase shares
Services easily in market
THREATS
Influence of Oil Mafia.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Lack of Fuel/Gas Supply.
Security lapses.
Dishonesty of officials.
Low government budget.
Not a good support for supplier.
Heavy taxes by government.
Daily differ fluctuation of supply is the permanent treat.
Day by day technology change.
Overall performance is decreasing.
Some government project spoilage the GENCO image.
Politic in employees
Labor unions are very awful for company.
In future market value will be decreases.
Political environment are decreasing the efficiency of the company.
RECOMMENDATIONS The trust of the customer must be retained.
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Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
The employees must be well trained for customer services issues.
Attendance system of the employees must be changed.
Give full safety to the employees.
Communication gap between upper level and lower level employees must be
improved.
The procedure of new connection meter must be reduced staff.
The organization hierarchy must be reduced in the organization.
Give more concentration for the low level employees.
Must give the safety precaution to the employees.
Take some steps for create understanding between different departments.
To increase their productivity.
The top management should give authority to the managers to take decision
according to the situation at any time and in the absence of top management.
Appoint skillful and talented people to increase the productivity and utility of
company.
Arrange different seminars and conferences for employees.
All the duties and responsibilities of each employee should be clear.
Try to more use of latest technology in offices.
There should be decentralization of decision making.
Management should be recruit right person for right job.
Behavior with customer should be improved.
Make better plan for stop the line loses.
Offer new training course to the employees.
The management should have multi skilled so achieve at economy of scale.
82 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Pay procedure should be clear and at a time.
Provide friendly working environment.
Make some specific plans for internees.
Reduce work load to the employees.
Regular reconciliation is made to keep the records streamline.
Manual accounts are replaced with latest accounting software.
Wapda employees may be encouraged for accepting challenging jobs by the
Authority.
Efficient and motivated employees should be rewarded
83 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
CONCLUSION
I chose the (Genco-III) Northern Power Generation Company Limited for my internship
training, which is necessary for my 31/2 year MBA degree. I worked in head office of (Genco-III)
Northern Power Generation Company Limited for six weeks in different departments including
HR, Project management, and marketing and especially in finance department. During my
internship I worked in these departments under the supervisions of concerned different
managers. The staff at (Genco-III) Northern Power Generation Company Limited is very
corporative and supportive. I try to give best and careful analyzed all the department of the
company. I take information of these departments. Although the six weeks training duration is
very short period for study of an organization but I learned a lot due to the help of the
managers. I worked in different departments of the company during my internship training. The
working hours for duty are 8am to 4pm with tow holidays in a week.
I started my training from HR and admin department during first week of my training under the
supervision of HR admin manager. Director HR of heads this department. During my internship
in this department I leaned bout different function of HR. I also learned about all the
activities regarding selection, recruitment, etc….. I passed some days in admin section
which is necessary for management to know about training and development, needs for
the stationary, measurement for now the performance,. I also learned about inquiry
process because it functions of legal department which control or under the HR
department. HR department is also responsible for the analysis of the performance of
employees. The HR department deals with recruitment, job placement, test and
84 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
interview of new employees. HR department also performs training, promotion and
retirement. I also learned about the HR policies of the companies that are concerned
with the problems of providing and handling or create the motivational environment
that is required for the business.
Next week I join administration department. Administration department consist on
administration managers, deputy manager administration, assistant manager, HR
executive and clerical staff. I worked under the manager. During my training in this
department I learned that how the appointment record, employee record is maintained.
How the performance of the employee is measured. This department also deals with
issuance of show cause notice, charge sheet and termination. Staff of this department is
very cooperative. This section is also prepares the promotion cases of the employees
and also maintain the leaves records, increment record, security issues and
maintenance of vehicles. The director HR and admin advise management concerning
various relations and represent management in the handling the complaints of
employees. I also learned that how billing of overtime, TA/DA, contract bankers record
of workers for annual increments prepare also preparation of government returns. This
department also controls the wages system and HRIS. The duties of assistant manager
administration are recommendation, telephone, transport, security, audit,
procurement, compensation/ benefits and labor management. After completing my two
weeks in HR and admin department I attached with marketing cell. Due to monopoly in
market there is no such marketing in Genco. It deals with the customers who went new
connection of electricity. The entire tariffs are made in marketing cell. This is also so
cooperative unit.
Marketing cell consist of one manager and two assistant managers. I worked with the
assistant manager. She helps me very well in explaining tariff. Marketing cell also has
frontline which deals with the customer. I also worked two days with frontline
employees.
85 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
After marketing cell I do one week internship in customer and service directorate. The
director of customer and service is the head of this department. This is so much busy
department it totally concern with the customers. Customer and service department do
work under the chief executive office. Customer service department has frontline which
deal directly customer and note down their problems. It all deal with billing system.
Basically customer come for correction in bill, exceed of units, amendments, etc. this is
only for the favor of customers. It plans all the policies for the welfare of customers.
Genco provide different benefit like segregation, amendment, installation, and increase
in date of bill.
Main work I perform is in finance department. PMU finance is totally based on finance
department. All the employees take from main finance department. It only makes for
the calculation of all the funding of ADB or World Bank. Procurement deals with the bid
of tender. Inspection of the project creates a safety environment for workers. The main
achievement for me in finance department is to complete a project that deputy
manager assign to me as a task. This is CFI distribution monitoring and tracking. I deputy
manager give this project as my assignment learned so much in this project. It is the
national level project. I make a plan for its distribution and monitoring.
After this I attach with the monitoring and surveillance department. It’s under the
section of CEO. It’s basically enquiry section. IT is enquiry the employees of Genco. The
M&S note all the complaints against their employees. It hearing both the parties and
give suggestion to CEO which reject and accept the decision.it collect all the date and
then recommend it on decision.
At last I put SWOT analysis of Genco Company that I realized there and put
recommendation that will be beneficially for company.
86 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
Annexure 87 | Internship Report The Islamia University Of Bahawalpur
Internee: Raashid Javed (Genco-III) Northern Power Generation Company Limit
88 | Internship Report The Islamia University Of Bahawalpur