NCC-IBC 2015-16

Auditee Response File

IAR-43-DR-01/18
1 : Operation

A. Weak planning & work scope was noted in LT ###

APM
1.1 B. Discrepancies were noted after completion of Risk High
LT APM

Findings:
LT routine preventive maintenance /annual preventive maintenance activity is carried out by the NCC department to reduce the LT faults and
outages. The department is responsible for planning, resources management, execution, reporting and performance monitoring of LT
preventive maintenance.
In APM2015-16, NCC of IBC SITE had planned maintenance of 79PMTs and completed 43 till February 2016.
During the review of routine and annual preventive maintenance activities performed by the department, we noted as under:

• The PM activity was not executed in its true spirit and various aspects like installation of guard wire/earth wire, tree pruning,
replacement of rusted poles, double neutral on road crossing, installation of wooden separator, reduction of long span/re-sagging,
preparation of pole base and pole paint were not done in most of the preventive maintenance work.
• Out of 43 PMTs where APM activity was performed, 27 PMTs were jointly visited. Following discrepancies were noted in 17 PMTs; (Refer
Annexure-1.1.1)

1. 7LT poles were found in tilted position even after APM.

2. 10 LT poles were found rusted/without paint
3. 10 pole bases were not found
4. 8 PMTs were noted where wooden separators on road crossing were not found
5. Re-sagging not performed in 7 cases.
6. 4 PMTs were found where tree pruning was not performed
7. 8 PMTs were noted where deteriorated neutral conductor was not replaced.
8. 15 PMTs were found where earth conductor was not replaced. Refer Annexure 1.1.1. for summary of above discrepancies

• In Manyar S/S, earth wire was used as neutral because neutral wire was found missing. Further, stay wire was found loose.(Refer Picture
1.1.A &Picture 1.1.B)
• Three cases (Alamgir S/S, Tex wood S/S and Charania Industries Kiosk) were noted where LT cable connection at overhead pole was
found very poor/not as per standard. (Refer Picture 1.1.C &Picture 1.1.D)
• In Salika S/S, department erected one LT pole at maintenance head and pulled circuit to facilitate single consumer service instead of
providing service cable or charging cost of material. (Refer Picture1.1.E &Picture1.1.F)

Supporting Evidences:
• Annexure 1.1.1
• Picture 1.1-A
• Picture 1.1-B
• Picture 1.1-C
• Picture 1.1-D
• Picture 1.1-E
• Picture 1.1-F
Note: Supporting evidence is available in audit report / appendices

Recommendations:
• The proper survey and planning should be done before preparation of LT preventive maintenance so that all required jobs could be
included.
• The department should prepare plan to correct tilted/rusted pole and making of pole base on priority.
• The Manager should ensure that wooden separator must install on road crossing for the safety of human beings.

Management Comments
 WEAK PLANNING IN WORSCOPE NOTED IN LT APM

The planning of LT APM is always completed prior to the execution phase, keeping in view elements such as fault ratios, tripping causes and
other critical aspects. Moreover, the required material for execution of APM is worked out long before the start but mostly it is the case that
dearth of material is observed during execution which hampers the overall outcome.
During execution phase there are ample amount of constraints which stymie the work flow; late shutdowns, inrush of complains/wire broken
cases, inclement weather conditions are few of the underscored issues. Keeping in view these issues and to complete APM within the
stipulated time minor work is compromised to yield the maximum output from this APM.

However, the compromised work isn’t long forgotten but we will take up this slippage work as soon as possible.

DESCRIPENCIES WERE NOTED AFTER COMPLETION OF LT APM

• 7LT poles were found in tilted position even after APM.

As we are aware site area being one of the most turgid with respect to streets, there are multiple cases where survey regarding APM was
conducted by our overseer and costing as per the report was put forward for approval. However, during the execution phase it was noted that
previously impregnable poles were tilted due to different reasons; be it due to impact by a vehicle or any other miscellaneous reasons hence,
due to material constraints it was not able to take up these during the APM.
In addition to this, the tilted poles are being redressed and as of now two of them have been sorted while remaining will be sorted within the
stipulated timeline.

• 10 LT poles were foundrusted/without paint+ 10 Pole basis were not found

As mentioned previously, the above mentioned work was not completed due to time constraint of LT APM hence, these jobs were shifted to
the slippage work and is an ongoing process and are incorporated with our routine work.
• 8 PMTs were noted where wooden separators on road crossing were not found

The above mentioned jobs are of trivial or petty in nature and was kept lowest in the priority list while executing the APM. However this task
will be avidly taken up and shall be completed within the time line.

• Re-sagging not performed in 7 cases & 4 PMTs were found where tree pruning was not performed
In the above mentioned discrepancy 7 cases highlighted for re-sagging and 4 cases of tree pruning which will be redressed with in stipulated
timeline.
• 8 PMTs were noted where deteriorated neutral conductor was not replace &15 PMTs were found where earth conductor was not replaced.
In the above mentioned discrepancy 8 PMT’s were noted where neutral conductor found hopeless but not replaced. in order to resolve the
highlighted issues we have planned to replace all the 8 highlighted neutral conductors in which three of them has already been replaced
named as Pakistan Textile S/S, Multipack S/S and Mian sons S/S and the remaining ones will be replaced within the given timeline.
• In ManyarS/S, earth wire was used as neutral because neutral wire was found missing. Further, stay wire was found loose.

In the above highlighted issue neutral wire already installed and stay wire became retighten on 29-07-16.

• Three cases (Alamgir S/S, Tex wood S/S and Charania Industries Kiosk) were noted where LT cable connection at overhead pole was found
very poor/not as per standard.

In the above highlighted case LT cable connection at O/H pole has been fixed on 29-07-16.

• In Salika S/S, departmenterected oneLT pole at maintenance head and pulled circuit to facilitate single consumer service instead of
providing service cable or charging cost of material.
The above mentioned discrepancy is contradictory as MM department didn’t erect new pole but replaced the existing network LT hazardous
pole with new one in order to avoid any mishap in future, however service is going to Masjid through this pole.

Time Line
Action Plan 29-12-1899
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1 : Operation

A. Inadequate resource management and poor ###

scheduling for LT APM management
1.2 B. LT APM work was shown completed in MIS Risk High
whereas work found Incomplete at SITE.

Findings:
LT Annual preventive maintenance (APM) is carried out before or after peak summers i.e. start from September to April of each year. NCC
department prepares schedule for APM and accordingly submit progress report to their management. Timely completion of preventive
activity reduces number of faults and corrective maintenance cost.
During review of progress of LT APM of 43 PMTs, its record and performance, we noted;

• Insufficient resource management and poor scheduling for LT APM management.

• Vital documents like LT preventive maintenance schedule, PM weekly progress report, its reporting according to LT manual (Annexure 9-
A, B,D, G, I, J, K, L) were not available in the files.
• 5 PMTs were noted where work was not completed where as it should be completed well before review date. (Refer Annexure-1.2.1)
• 7 cases were noted where LT APM was found completed in progress reports but not started when checked at SITE. (Refer Annexure-
1.2.2)
• During review of resource utilization in the month of January & February 2016 for preventive activity, 28 cases out of 50 were observed
where gangs were dispatched very late in LT APM (delay up to 6 hours)with average late dispatching was found around 4 hours.(Refer
annexure-1.2.3)
• In 20 out of 43 cases, significant delays were noted between planned and actual start / completion dates of each case. (Refer Annexure-
1.2.4)

Supporting Evidences:
• Annexure 1.2.1
• Annexure 1.2.2
• Annexure 1.2.3
• Annexure 1.2.4

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• Proper resource and planning should be done for LT APM.
• Manager must ensure that planned work is completed on time so that there will be no delays.
• Material requisition should be generated well before time so that gangs may be dispatched in time
• Manager should ensures that work should be done within the defined time frame.

Management Comments
 • Insufficient resource management and poor scheduling for LT APM management.

The planning of LT APM is always completed prior to the execution phase, keeping in view elements such as fault ratios, tripping causes and
other critical aspects. Moreover, the required material for execution of APM is worked out long before the start but mostly it is the case that
dearth of material is observed during execution which hampers the overall outcome.

• Vital documents like LT preventive maintenance schedule, PM weekly progress report, its reporting according to LT manual (Annexure 9-A,
B,D, G, I, J, K, L) were not available in the files.

In future we will ensure that the LT PM report will be submitted on given format.

• 5 PMTs were noted where work was not completed where as it should be completed well before review date. (Refer Annexure-1.2.1)

Refers annexure 1.2.1, Pending work on Chauhan Bakery PMT, Fayaz-1 &Shafi& Co S/S was completed. Remaining work on two PMTs will be
completed in mention timeline.

• 7 cases were noted where LT APM was found completed in progress reports but not started when checked at SITE. (Refer Annexure-1.2.2)

Discrepancies shown in annexure 1.2.2 were wrongly posted in progress report prior to execution, but work on listed PMTs had been done
except Dada Enterprise Substation, it will be completed within mention timeline.

• During review of resource utilization in the month of January & February 2016 for preventive activity, 28 cases out of 50 were observed
where gangs were dispatched very late in LT APM (delay up to 6 hours)with average late dispatching was found around 4 hours.(Refer
annexure-1.2.3)

In the above mentioned discrepancy, the delay most of the time is not cause by late dispatching but rather is due to late issuance of
material. However, in future early dispatching of gangs for LT PM will be ensured.

• In 20 out of 43 cases, significant delays were noted between planned and actual start / completion dates of each case. (Refer Annexure-
1.2.4)

NCC Mains comprises of 2 gangs and they are not dedicated for PM purpose. All sort of routine work is also carried out by same gangs such
as wire broken / schemes hence, in case of any priority work the gangs are diverted to attend the same.

Keeping this in view the planned work is occasionally altered which result in difference between the planned and the actual work. To sort this
issue we have demanded separate gangs for executing the APM work.

Time Line
Action Plan 29-12-1899
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1 : Operation

A. Lack of planning was apparent from the work ###

of HT APM.
1.3 B. Incomplete / partial works were found Risk Medium
executed in HT APM

Findings:
HT Preventative Maintenance is performed for the improvement of HT network reliability, minimizing faults and reducing cost of corrective
maintenance. IBC conducts joint survey with other concerned departments, identifies the works to be performed and ensures completion of
PM on scheduled time.
In the year 2015-16, the NCC section of IBC SITE performed HT preventive maintenance on 92 PMTs (14 feeders).
Audit team visited 47 PMTs (11 Feeder) and found discrepancy in 27 PMTs. During joint site visit we noted; .(Refer Annexure-1.3.1)

• 7PMT found where HT poles were found without pole base

• Earthing/ grounding of 7poles/PMT was not found proper.
• 8 PMTs were found without proper D/O fuse
• 5 PMTs were found without HRC fuses.
• 3 PMT were found where work at HT bus-bar not performed.
• 2 PMTs were found without name plate.

Supporting Evidences:
• Picture 1.3-A
• Picture 1.3-B
• Picture 1.3-C
• Picture 1.3-D
• Annexure 1.3.1

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• Pole base should be properly prepared for the stability of network
• HT poles should be properly earthed/grounded for the safety of maintenance team and the general public
• PMT name plate must be installed to identify the respective PMT for maintenance work.

Management Comments

• PMT Fuses/HT Bus Bar/ PMT Pole Base

Refer Annexure-1.3.1 Remaining PMTS Work Likely HRC fuses or HT bus-bar & HT Pole Base will be Completed within mention timeline.

• Earthing/ grounding of 7poles/PMT was not found proper/8 PMTs were found without proper D/O fuse/5 PMTs were found without HRC
fuses.

Highlighted incongruities pertain to HT PM Protection Department, it will be forwarded to protection manager to take corrective action at
their ends.

• 2 PMTs were found without name plate

Name plate of the PMT’s will be provided within 15 days.

Time Line
Action Plan 29-12-1899
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1 : Operation
1.4 A.Delay in rectification of complaints/faults Risk High ###
Findings:
The complaint & maintenance section of NCC SITE is responsible for prompt rectification of faults/complaints (as per the defined standard
time - TAT) like service jumper, service wire broken, circuit breaker trip, DB fuse, service cable fault etc. received from 118 center. The KPI of
complaint section depends upon the time taken for the rectification of faults. After rectification the shift in-charge will update the status of
each complaint and ensure its entry in CRM.
As per LT Network Manual dated 7th May’14, Clause 3.2d (x), “The shift in-charge will ensure that the relevant data is updated for the nature
of fault for further analysis and tracking SAIFI, SAIDI etc.”
During the review of complaint section data for the period from Jan-15 to Dec-15, we had selected some major faults/complaints (excluding
re-open cases in main jumper burnt out & wire broken cases) and noted major delays in rectification of faults. Details are summarized below;

Supporting Evidences:
• Annexure 1.4.1
• Annexure 1.4.2
• Annexure 1.4.3
• Annexure 1.4.4

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• Strict controls should be developed to reduce faults rectification time.
• Manager/AM should monitor fault rectification activity to avoid any unnecessary delays in fault rectification.
• LT cable fault rectification facility should be provided at IBC SITE.

Management Comments

The justification of the delay for different genre mentioned in the above clause is depicted below for each of the 4 categories;

• Breaker Trip / Main jumper

The range of the sample data on which the entire iterations are based on is from the period Jan-15 to March-15 of breaker trip and Jan-15 to
December-15 of main jumper, during this time the complaint coordinator and 118 coordinator were housed in different offices. This gap was
the core reason due to which the communication gap aroused hence, resulting in a delay because the closing remarks were communicated to
118 via telephonic medium at the end of shift.
The above mentioned discrepancy was assuaged by accommodating both the coordinators under one roof and this resulted in reduction of
the delay and skewed it closer to the TAT time.

• Lead Burnt out / main wire broken

The range of the sample data on which the whole iterations are based on is from jan-15 to December-15, during this period the complaint
section and 118 control were located in different offices. This gap was the core reason due to which the communication gap aroused + testing
and mains gangs are available till 11 pm so that the complains which are received at night are forward to the concern team mains / testing in
morning hence, resulting in a delay.

Keeping in view the above discrepancy we have strengthen our gangs / MTL in order to minimize this gap.

Time Line
Action Plan 29-12-1899
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1 : Operation
###
A. 12 PMTs were overloaded but department did
not proposed SIP or shift load to other PMT.
1.5 B. Load regularization of industrial/commercial Risk High
consumer was not properly monitored.

Findings:
Testing and loading section of IBC SITE is responsible for load balancing of system transformer and circuit. Testing section usually takes
loading of transformer in peak loading time in summer and balances the load of overloaded transformer. Also prepare system improvement
proposal for over loaded circuit/transformer to reduce the chance of fault and burnout. Department encourage and motivate
commercial/industrial consumers connected to system transformer with heavy load to convert into dedicated PMT through load
regularization process.
IBC SITE has 418 system PMT/Substation out of total 1168 PMT/Sub Station. During review of performance of testing and loading section, we
noted that;

• Testing and loading section did not obtain loading of 88 PMT/SS (21%) of system PMT/SS in year 2015.
• Most of loadings of PMT/Sub Station was not taken during summer season and peak loading hours
• LT circuits comprising of 13-14 spans were noted instead of recommended 8 spans.
• Long LT spans approx. 200 feet instead of 150 feet was found at different places of SITE area.
• In the loading sheet, tail end voltage at LT circuit was not recorded.
• During the year 2015-16NCC department executed only one KE-SIP and two paid scheme SIP.
• Loading of 75 PMTs were found above 70% and 12 PMTs were found critically overloaded i-e above 80% but the department did not
prepare any SIP for these PMTs. (Refer Annexure-1.5.1)

Supporting Evidences:
• Annexure 1.5.1

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• Loading of all transformer should be taken during summer peak time.
• Department should gradually reduce long span to reduce sagging.
• Department should plan to reduce number of span from PMT to tail end.
• IBC should motivate Industrial/commercial consumer to shift from system PMT to dedicated PMT.

Management Comments
 • Testing and loading section did not obtain loading of 88 PMT/SS (21%) of system PMT/SS in year 2015.
In the above mentioned discrepancy we have already overcome the issue by strengthen our manpower and already completed the loading
cycle on the last two quarters.

• Most of loadings of PMT/Sub Station was not taken during summer season and peak loading hours
Keeping in view the above discrepancy, we now have devised complete planning by bolstering the testing section in order to maintain the
complete loadings in peak hours as well.
• LT circuits comprising of 13-14 spans were noted instead of recommended 8 spans.
As we all are aware that IBC Site is being one of the most crowded area and maximum of industrial consumer lies in that area so that it is not
feasible to proposed PMT’s in order to minimize the spans on maximum places however NCC team will re survey the area network to address
the highlighted issues within the stipulated time.
• Long LT spans approx. 200 feet instead of 150 feet was found at different places of SITE area.

In order to rectify the above mentioned discrepancy we have planned to convert the existing LT mains into ABC on the area of Site, SherShah
and PakColony and proposed poles to maintain standard length of span so that these issues will be resolved up to the end of this fiscal year.
• In the loading sheet, tail end voltage at LT circuit was not recorded.

From onwards, it is directed to testing department to maintain the tail end voltages with loading.

• During the year 2015-16NCC department executed only one KE-SIP and two paid scheme SIP.
In IBC Site KE funded schemes are not encouraged due to maximum no’s of industrial consumers that’s why the ratio of KE Funded SIP’s
became less however we have planned to execute 12 no’s of SIP’s / Relieving schemes of over loaded PMT’s in this fiscal year in which WBS
of 5 PMT’s are opened with condition of regularization of load of industrial consumer(s) and one scheme has already been executed.

• Loading of 75 PMTs were found above 70% and 12 PMTs were found critically overloaded i-e above 80% but the department did not
prepare any SIP for these PMTs.
Out of 12 PMT’s six no of PMT’s are comprises of 100% industrial consumers and we are co coordinating with RPR department for issuance of
LR notices to these overloaded industrial consumers by sharing them the list of consumers in order to switch from DDS to CDS.
In the mentioned list of annexure (1.5.1), street no. 14 PMT and street no. 12 PMT will be relieved on TLR project which is pending at FBA for
opening of WBS and SIP of overloaded Chauhan bakery PMT has already prepared which is to be forwarded to FBA on the month of August-
16. However remaining three PMT’s SIP’s will be prepared within stipulated time line.

Time Line
Action Plan 29-12-1899
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1 : Operation

A. In MNCV cases, 25 connections were executed ###

before issuance of estimate.
1.6 B. 27 cases were noted where test forms were Risk High
received after completion of job.

Findings:
The Mobile New Connection Van” (MNCV) is conversion of kunda connection into legal new connection, which was started in the kunda
infested areas especially in Katchi abadi and Goths/villages to reduce theft and pilferage of electricity. MNCV connection is provided to
premises where no meter exists and kunda is in use. Also the area of premises should not exceed 120 sq yards and have no more than G+1
storey.
IBC SITE completed 327 MNCV cases during audit period. During review of data and visit of randomly selected 40 no. of completed MNCV
cases, we noted that;

• 24 MNCV connections were provided in leased and well developed areas of Asif colony.
• 25 cases were found where meters were installed before issuance of estimate, early installation was found up to 34 days with an average
of 17 days. (Refer Annexure-1.6.1)
• In 6 cases meters were installed late up to 39 days after receiving of test form.(Refer Annexure-1.6.2)
• 27 cases were noted where test forms were received after completion of job, delay found up to 43 days with an average delay of 37 days.
(Refer Annexure-1.6.3)
• Out of 40 physically visited cases, 10 were found where department provided MNCV connection in above G+2 floor premises. (Refer
Annexure-1.6.4)

Supporting Evidences:
• Annexure 1.6.1
• Annexure 1.6.2
• Annexure 1.6.3
• Annexure 1.6.4

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• The NCC department should ensure that MNCV connections will be provided, if consumer qualifies for MNCV connection criteria,
otherwise the protocols for NC should be followed.
• Proper controls should be ensured over prompt installation of meter after receipt of test form/payment to avoid any risk of
misappropriation/mishap.

Management Comments
 The justification of the above mentioned discrepancies is given below;
1. 24 MNCV connections were provided in leased and well developed areas of Asif colony.
a. After conducting surveys on Pak colony and its neighboring area in order to enhance the MNCV yield it is suggested to cater cases from
whole of Pak colony and its neighboring area through MNCVand approved by DCDO as email attached for ready reference (Pak Colony
Approval )

2. METER INSTALLED BEFORE ISSUANCE OF ESTIMATE:

a. In order to expedite MNCV performance it’s a general practice across the region to conduct one-stop-shops wherein payments are
received on site/camp from customers and after conducting site surveys their meters are installed then and there as email attached for ready
reference (Meter Installed Before Issuance of Estimate)

3. DELAY IN INSTALLATION OF METER AFTER RECEIVING TEST FORM:

a. IBC SITE doesn’t have a dedicated MNCV team and in order to execute our meters, we have to borrow gangs from regional special team or
other NCCs therefore delay after receiving test forms is observed.

4. TEST FORM RECEIVED AFTER COMPLETION OF JOB

a. Same as for point 1

5. MNCV CONNECTION PROVIDED ON PREMISES HAVING G+2 STOREY OR ABOVE

a. We had an approval for this and same has been made part of policy as well now, clause 5.C.1 as email attached for ready reference
(Ground + 3 Approval& NC Stuck up Cases)

Time Line
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1 : Operation
A. Approved SOP and procedure for paid case was ###
1.7 not available in NCC SITE. Risk Medium

Findings:
The department executes different jobs/schemes against payment on the request of consumer. The consumer submits the application in IBC
for different jobs like shifting of pole, conversion of underground service into overhead, shifting of LT conductor near house etc. The
department after survey prepares scheme/feasibility report and issues estimate. The work is processed and executed as per company policy
& standard.
NCC department executed 7 paid cases in year 2015-16. During review and visit of these paid cases, we noted that ;

• Approved policy/SOP of paid cases was not available in the NCC department and procedures adopted for paid cases were based on
current practices.
• In SITE shopping center paid case, consumer requested for shifting of HT mains from O/H to U/G in front of building. Building was
G+2which was constructed after demolition and had connection through CDS instead of dedicated PMT. Existing meters position were also
found changed from original position without charging and NCC SITE did not issue notice for load regularization through new connection
department.(Refer Picture 1.7.A& Picture 1.7.B)
• In Lyari expressway government paid scheme, NCC initially provided LT network through aluminum conductor instead of ABC cable
although area was kunda infested. Now NCC prepared ABC scheme for replacement of conductor on K-Electric expenses. (Refer Picture 1.7.C
& Picture)
• Three cases (Lyari express way 1, SITE shopping center, Riffat compound) were found where new LT/HT poles were installed but amount
of oil paint was neither charged nor poles were painted.

Supporting Evidences:
• Picture 1.7-A
• Picture 1.7-B
• Picture 1.7-C
• Picture 1.7-D

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• The policy and procedures for paid cases should be developed and implemented.
• DGM IBC SITE should ensure strict implementation of policy and procedures.

Management Comments
 The description of few of the alleged discrepancies in the above mentioned closure, together with the proposed remedial action is given
below ;

1- SOP FOR PAID CASES

• At present there is no central SOP to entertain paid cases and the existing SOP’s are mostly made internally by the concerned departments
and these are not unimpeachable and could be refuted at some point. In order to come up with an incontrovertible SOP a central body such
as TPRE should be given a task to make a unified SOP.

2- SITE SHOPPING CENTRE SIP

• The point concerned with the SIP of site shopping center seems to be void since the approved sanctioned load on both the meters is 43 kw
and 3 kw respectively whereas the MDI of the said consumer is 10 kw hence, keeping in view the aforementioned fact it is not desideratum
to bound the consumer to change supply from current CDS to DDS.
• Meter shifting on new wall has been done after formal approval of DCDO/TPRE/CDO. Approval attached for ready reference (attachment
1.1), however cable used in shifting of meters on new wall is already debited on bill as email attached (adjustment of amount of consumer
monthly billing).

3- LYARI EXPRESS WAY

• The above mentioned scheme was one of the most prioritized case (Government funded public interest scheme). Considering the urgency
of the project the work was commenced forthwith and preparing the scheme of ABC was not possible at that time.
• Moreover, the ABC schemes are only prepared recently for multiple kunda infested points because company has allocated budget to
convert the existing LT mains into ABC network.
After the budget allocation ABC schemes were prepared considering the importance, loss category and other essential aspects. These
schemes include the area of Pak Colony, Shershah and Old Golimar. The mentioned point in the audit report relates to this recent preparation
of ABC schemes, few of the PMT’s which lies in the proximity of Lyari express way are also considered keeping in view the same criteria that is
mentioned above for selection of ABC.

4- AMOUNT OF OIL PAINT NOT CHARGED:-

• We are deeply remorseful as the above mentioned point do reflect remiss on our part and this will be redressed by being extremely
solicitous for any upcoming schemes.

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2 : HEALTH & SAFETY
A. Safety standards vis-à-vis LT/HT network were ###
2.1 found inadequate at SITE network areas Risk High

Findings:
The department is responsible to maintain safe LT/HT network for their employees and people to prevent any unforeseen accident & mishap
and follow the HSEQ guideline. The department is responsible to minimize hazardous and deteriorated/rusted HT/LT poles and PMT
structures which might cause any mishap to KE working gangs or pedestrians/passersby.
During visit of different SITEs with representative of NCC section, we noted that:

• In Salika S/S, HT conductor was very close to sign board of petrol pump. (Refer Picture 2.1.A & Picture 2.1.B)
• New pole was erected near Fayaz Sub station, but old pole was not removed by NCC department. Conductor of new pole was touching
old pole due to which wooden piece was placed between pole and conductor to prevent passing electricity through pole. (Refer Picture 2.1.C
& Picture 2.1.D)
• Near community center S/S; main road area was converted into warehouse by SITE association.LT main was not removed by NCC SITE
and still passing closed to roof of warehouse. Several kunda connections were also observed. (Refer Picture 2.1.E & Picture 2.1.F)
• In Arif Khilji PMT, HT conductor was found near to windows almost touching the wall of the building. (Refer Picture 2.1.G & Picture 2.1.H)
• Near Amin Khan CNG, PMT bus bar was found near to roof top of the building. (Refer Picture 2.1.K)
• In Riffat compound, department shifted the PMT from one end to another end. We observed that one end of roof top edge was altered
to adjust the PMT but the PMT bus bar was very near to roof top. Wooden support was provided to HT conductor to hold and make gap from
wall. HT conductor was also found touching the roof top. (Refer Picture 2.1.L & 2.1.M). Similarly another shifting case of PMT, O/H HT
conductor was touching roof top of the building, which is a serious safety hazard.(Refer Picture 2.1.L(i) & 2.1.M(i))
• NCC store was found in bad condition; walls found cracked, roof top damaged and useable/scrap material found in deteriorated
condition. Refer Picture 2.1.N & Picture 2.1.O

Supporting Evidences:
• Picture 2.1-A
• Picture 2.1-B
• picture 2.1-C
• Picture 2.1-D
• Picture 2.1-E
• Picture 2.1-F
• Picture 2.1-G
• Picture 2.1-H
• Picture 2.1-I
• Picture 2.1-J
• Picture 2.1-K
• Picture 2.1-N
• Picture 2.1-O
• Picture 2.1-L(i)
• Picture 2.1-M(i)
• Picture 2.1-L
• Picture 2.1-M

Note: Supporting evidence is available in audit report / appendices

Recommendations:
•NCC management should initiate immediate measures to address the safety issues and rehabilitate LT network.

Management Comments
 In order to diminish the safety hazards and to avoid any untoward situation a thoroughgoing survey was conducted and report together with
the recommendations for each of the mentioned hazard is depicted below;

• In Salika S/S, HT conductor was very close to sign board of petrol pump. (Refer Picture 2.1.A & Picture 2.1.B).

1. HT Conductors were installed by New Connection (above 50KW).

2. To mitigate the hazard we will talk to the admin of shell pump to relocate the sign board.

• New pole was erected near FayazSub station, but old pole was not removed by NCC department. Conductor of new pole was touching old
pole due to which wooden piece was placed between pole and conductor to prevent passing electricity through pole
The old pole has already been removed on 18-07-16.
• Near community center S/S; main road area was converted into warehouse by SITE association.LT main was not removed by NCC SITE and
still passing closed to roof of warehouse. Several kundaconnections were also observed.

In the above mentioned case main road area was allocated and a ware house was constructed near the LT mains. Neither site association nor
the contractor working on the site requested for removal or relocation of this LT mains. Moreover to remove this hazard an ABC scheme is to
be prepared for particular span. In addition to this a temporary solution In which re sagging of these LT conductor was planned but our team
was not allowed inside the premises to commence the work.
• In Arif Khilji PMT, HT conductor was found near to windows almost touching the wall of the building.

Arif Khilji PMT (50 KVA) had been installed by New Connection (above 50KW) department, and we have already coordinated with HT
department regarding this hazard in order to resolve the highlighted issue within stipulated timeline.
• Near standard chemical and Jamal Uddin PMT, door of pillar box was not found i.e. it was open.
.
We have already coordinated with HT HSE department in order to resolve the highlighted hazard within 1 month.

• Near Amin Khan CNG, PMT bus bar was found near to roof top of the building.
In above mentioned case, at the time of execution the roof was not constructed as there was a single story house.
• In Riffat compound, department shifted the PMT from one end to another end. We observed that one end of roof top edge was altered to
adjust the PMT but the PMT bus bar was very near to roof top. Wooden support was provided to HT conductor to hold and make gap from
wall. HT conductor was also found touching the roof top. (Refer Picture 2.1.L & 2.1.M). Similarly another shifting case of PMT,O/H HT
conductor was touching roof top of the building, which is a serious safety hazard

The case is Full paid scheme and at first it was planned to install the PMT near the Gate of the consumer, but consumer stated a flaw if it was
installed near the gate; PMT poles getting damaged due to heavy traffic hence, the PMT location was changed. Since the area is very
congested, no other location was appropriate. Therefore, considering the on ground situation, PMT location was changed.

• NCC store was found in bad condition; walls found cracked, roof top damaged and useable/scrap material found in deteriorated condition.
The mentioned housing is never considered as store; rather it serves as a scrap yard. Since, copper scrap can’t be dumped at open location,
hence close space is used for dumping of the same.

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3 : Inventory Management

A. Eight cases were found where AUCs were not ###

closed up to 507 days.
3.1 B. Cases were noted where materials were drawn Risk High
before opening of AUC

Findings:
It is common practice that NCC department after approval of paid scheme and receiving of AUC number, starts execution of work
immediately and after completion of scheme informs FBA for closing of AUC. These schemes/AUC amounts are closed and capitalized in the
books of accounts under fixed assets by FBA / C&A.
During our audit, we noted as under:

• In 8 completed schemes, AUCs were found open as on 29 January 2016, maximum delay up to 507 days observed from AUC opening
date. (Refer Annexure-3.1.1)
• 2K-Electric financed schemes were found where work was executed without opening of AUC. ( Refer Annexure-3.1.2)
• 2 paid schemes were found where materials were drawn before opening of AUC. (Refer Annexure-3.1.3)

Supporting Evidences:
• Annexure 3.1.1
• Annexure 3.1.2
• Annexure 3.1.3

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• Real time closing of AUC should be made.
• On time capitalization should be ensured.
• DGM / Manager must ensure that work should not be started before AUC opening.

Management Comments

• In 8 completed schemes, AUCs were found open as on 29 January 2016, maximum delay up to 507 days observed from AUC opening date.
(Refer Annexure-3.1.1)

After completion of schemes, complete cases were forwarded to FBA for capitalization of AUC/ schemes, said cases are pending at FBA & CA
end.

• 2K-Electric financed schemes were found where work was executed without opening of AUC. ( Refer Annexure-3.1.2)

Refers annexure 3.1.2, highlighted case were approved on email. (M ARIF PMT TO QADRI COMPOUND)

• 2 paid schemes were found where materials were drawn before opening of AUC. (Refer Annexure-3.1.3)

When PMT’s overload/Burn out then new AUC had to be created which takes some time. Due to priority and urgency material were issued
before creation of AUC.

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3 : Inventory Management

Materials utilized in preventive/SIP schemes were ###

3.2 wrongly posted on corrective maintenance head Risk Medium
instead of their respected heads.
Findings:
Normally in SIP and preventive maintenance; materials consumed for the execution of schemes are posted on SAP for outlining actual
position of inventory. Further it is imperative that the material must be posted in their respective heads.
As per policy the materials consumed in the SIP/preventive maintenance are posted in the relevant cost center and AUC for capitalization.
However, the material consumed in corrective maintenance is posted in the corrective maintenance head for expense out in financial
statements.
During audit we noted109 instances of LT/HT APM and SIP cases where materials were wrongly posted on SAP in corrective maintenance
head instead of their respective heads. (Refer Annexure-3.2.1)

Supporting Evidences:
• Annexure 3.2.1

Note: Supporting evidence is available in audit report / appendices

Recommendations:
• The department should place a strict control over posting of material in SAP. Protocols should be defined for cross checking of the
information being posted in SAP
• It should be ensured that the scheme materials should be posted on SAP in their respective heads.

Management Comments

• During audit we noted109 instances of LT/HT APM and SIP cases where materials were wrongly posted on SAP in corrective maintenance
head instead of their respective heads. (Refer Annexure-3.2.1)

Budget of preventive/SIP schemes was not released on time due to special priority case material were charged from CM heads.

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