Beruflich Dokumente
Kultur Dokumente
Presentation Outline.
Meaning and Framework for Corporate Plan NTPCs Corp. Plan(s) Process and Structure
(Corporate Agenda, SWOT analysis, Business Portfolio, Functional strategies)
Presentation Outline.
LONG RANGE
TIME HORIZON
VARIES FROM SECTOR TO SECTOR FOR POWER SECTOR 15 YEARS ROLLING PLAN
STRATEGIC PLANNING INVOLVES UNDERSTANDING THE HARD AND SOFT DATA ABOUT A BUSINESS AND ITS ENVIRONMENT; AND SYNTHESIZING THAT UNDERSTANDING INTO PLAN
GIVEN A VISION, STRATEGIC PLANNING BREAKS IT DOWN IN A STEP-BY-STEP METHOD TO REALISE THE VISION.
STRATEGIC PLANNING IS NOT STRATEGIC PROGRAMMING.
THE STRATEGY MAKING PROCESS IN MORE ABOUT INTUITION, CREATIVITY, SYNTHESIS AND NOT ONLY ANALYSIS.
4
Presentation Outline.
First
Second Current
1983- NTPC first Corporate Plan -period of 15 years 1985 to 2000. Post 1991, the power sector started witnessing rapid changes in Government policies affecting NTPCs growth Plan
After announcement of private power policy, Several projects identified by NTPC in its Corporate Plan earmarked for IPPS
The realization of dues assumed serious concern, resulting in paucity of investible funds. The Government started withdrawing investments. Transmission business transferred to NPTC (erstwhile Powergrid) in1991. NTPC adopted vision of becoming one of the largest and best power utility in the world
NTPC was accorded the status of a potential Global Giant - a Navratna in July 1997
7
To translate the vision into tangible action plan in the new business environment, Corporate Plan: Looking Ahead 1997-2012 was formulated
It was a 5- year rolling plan i.e to be rolled for next 15 years after 5year i.e 2002
Project Disha Team (NTPC & ATK ) jointly formulated the current Plan Vision- 2017 (2002- 2017) Next rollout is already due
Presentation Outline.
Planning Process
10
Corporate Plan
Section 1: The Corporate Agenda (Vision, Mission, Objectives, Values) Section 2: Review of Past Performance Section 3: Changing Business Environment and Expected Future Trends Section 4: Business Portfolio Section 5: Functional Strategies Section 6: Plan Implementation Strategies
12
Mission
Develop and provide power and related product services at competitive prices integrating multiple energy sources, with innovative and eco-friendly technologies and contribute to society
Financial soundness
Customer focus
Agile corporation
Performance leadership
Objectives
13
B C O M I T
Business Ethics Customer Focus Organisational and Professional Pride Mutual Respect and Trust Innovation and Speed Total Quality for Excellence
14
Section 2: Review of Past Performance Section 3: Changing Business Environment and Expected Future Trends
STRENGTH
WEAKNESS
OPPORTUNITY
THREAT ANALYSIS
15
Strengths
Largest market share in domestic power generation and a broad customer portfolio across the country Excellent track record of performance in project implementation and plant operations Highly skilled and experienced human resources, exposed to state-of-the-art technologies in project execution and power generation Navaratna status High brand equity among stakeholders Strong balance sheet ability to raise low cost debt Engineering skills in project configuration and package design High national and international ranking/benchmarking Established systems and procedures to institutionalise excellence in business operations received ISO accreditation in several functions/areas In-house training facility (PMI), CENPEEP, R&D, etc that assists in development of the sector Thrust on reducing social costs of capacity growth strong execution of Resettlement and Rehabilitation plans
16
Key Weaknesses
Low risk-diversification of business portfolio: Consists primarily of generation assets Long and multi layered procurement process leading to long lead times and process delays Fragmented IT architecture Gaps in HR systems such as performance management, rewards and incentives and career development Inadequate deployment of a strong knowledge management system that could assist in improving efficiency and effectiveness in all aspects of the business Hierarchy for decision making that affects responsiveness Role ambiguity and dilution within different levels of the organisation
17
Expand generation capacities by putting up thermal and hydro capacities, maintaining the position of a dominant generating utility in the Indian power sector Broad base fuel mix by considering imported coal, gas, domestic coal, nuclear power etc with a view to mitigate fuel risks and maintain long run competitiveness Lead the development and commercial deployment of non-conventional energy sources especially in the distributed generation mode
Expand services for EPC, R&M and O&M activities in the domestic as well as international markets
Backward integrate into fuel management to exercise greater control and understanding of supply economics
Improve collections by trading, direct sale to bulk customers and active role in capacity allocation in new plants
Execute increased number of power plants that classify for Mega Power Project status, thereby reducing the cost of projects and power generated
18
Limited experience of operating in a truly liberalized environment with competition Limited experience of operating in an independently regulated system Delayed SEB reforms and continuing financial ill-health SERCs might mandate lower off take for slow-reforming states Redirecting power may be constrained by inter-regional connectivity Possibility of issues of coal non-availability as coal supply agreements of CIL with the State Gencos and IPPs evolve Lower than expected availability of gas Stringent norms for approval of increase in capital costs for projects in event of time overrun Stringent norms for the utilisation of ash generated by power stations in the absence of adequate demand from user industries and due to the high cost of transportation of ash Stringent environmental norms in the future may add to the cost of generation
19
NTPC BY 2017
DISTRIBUTION
(CAPACITY) ASH BUSINESS (METRIC TONNES) EMPLOYEE STRENGTH MAN -MW RATIO
25547
~ 30000
~35000
0.87
0.60
0.46
20
GAS 16%
HYDRO 4%
COAL 82%
COAL 80%
COAL GAS 24459 5435 COAL GAS HYDRO 40000 8000 2000
NUCLEAR
RENEWABLE
2000
1000
INSTALLED CAPACITY CAGR FOR INDIA 8.5% INSTALLED CAPACITY CAGR FOR NTPC 10.4%
21
2011-12
2016-17
Owned
Through JVs / Subsidiaries TOTAL Coal based
27,350
1,794 29,144 23,709 (84%) 4,695 (16%)
44,700
5,054 49,754 40,539 (81.5%) 7,295 (14.7%)
~ 69,500
~ 5500 ~ 75,000 ~ 54,000 (72.0%) ~9,000 (12.5%)
Power Generation
(Fuel-wise in MW)
Gas based
Hydro
Nuclear Renewables
-----
1,920 (3.8%)
--15 MTPA
~ 9,000 (12.2%)
~ 2,000 (2.5%) ~ 1,000 (0.8%) ~ 47 MTPA
2.66 BU
(provisional 2006-07)
10 BU
1,000 MW
25 BU
2,000 MW
22
--
Sustainable Development
Technology initiatives
INSTALLED CAPACITY
75000
50000
29894
As on today
Projects under construction
2012
2017
16,180 MW
Growth Strategy
Multi pronged approach to capacity addition Greenfield projects Brownfield expansion Joint ventures Acquisitions Diversification in related business areas Hydro projects Nuclear projects Renewable Energy projects Coal Mining Power trading Gas / Oil exploration LNG value chain Consultancy services
50000
29144
TODAY
2012
2017
+12,000 MW +8,000 MW
NTPC outlay from FY07 to FY12 shall be of the order of Rs.1,60,000 crores
25
Fuel tie up for required quantities with Coal PSUs more than 80% of NTPCs coal based capacity located at /near pit head. Import as and when required Develop coal mines 7 coal mines including 2 in JV Coal production to commence from 1st mine by 2007-08 Tie up with GAIL, PMT under Administered price mechanism Purchase for short term / from spot market Participate in gas value chain to secure long term supplies 1,920 MW - under implementation 5,000 MW - Agreement signed for implementation
26
Presentation Outline.
27
28
Thank you
29
PAN-INDIA PRESENCE
NO OF PLANTS
CAPACITY (MW)
15 7 22
KOLDAM (800 MW) DADRI (817 MW) FARIDABAD (430 MW) BTPS (705 MW)
LOHARINAG PALA (600 MW) RUPSIABAGAR KHASIABARA (260MW) LATA TAPOVAN (162 MW)
TAPOVAN VISHNUGAD NCTPP (840 MW) (520 MW) TANDA (440 MW) UNCHAHAR KAHALGAON (840 MW) AURAIYA (840 MW) (652 MW) SINGRAULI (2,000 MW) RIHAND (2,000 MW) BARH
4 26
1794 28644
NORTHERN
SIMHADRI (1,000 MW) THERMAL POWER STATION HYDRO POWER PROJECTS GAS POWER STATIONS ONGOING PROJECTS
JVS
TOTAL CAPACITY AS ON 24-9-2007
314
23209
740
4695
1054
28644
30
Coal
SUBTOTAL
7153
SOUTHERN REGION
Ramagundam (A.P.) Simhadri (A.P.) Kayamkulam (Kerala) SUBTOTAL
EASTERN REGION
Farakka (W.B.) Talcher (Kaniha) (Orissa) Kahalgaon (Bihar) Talcher (Orissa) SUBTOTAL (3x200+2x500) (6x500) (1x500+4x210) (4x60+2x110) Coal Coal Coal Coal
JOINT VENTURES
Captive Power Plants (CPPs) under JVs with SAIL Durgapur (West Bengal) 120 Rourkela (Orissa) 120 Bhilai (Chhattisgarh) 74 Other Joint Venture Power Plants RGPPL (Maharashtra) 1480 SUBTOTAL 1794 (2x60) (2x60) (1x74) Coal Coal Coal Gas/ Naphtha
GRAND TOTAL
28,644 MW
32
NTPCs Corporate Plan (2002-2017) envisaged four key roles for NTPC over the next fifteen year period
Role 4 Role 3 Role 2 Sector Architect Role 1 Best in class Strong financials Setting benchmarks for project construction and operation Preferred supplier for customers Employer of choice Indias foremost integrated electric utility with businesses spanning value chain Continue to be 25%+ of Indian generation Assisting customers in speedy sector reforms Spearheading development and deployment of advanced technology in India Catalyst for Indias Growth Overseas Ambassador Putting the Indian power sector on the world-map Competitive player in global markets Business alliances with global players World class efficiencies
Driving development of state utilities Catalysing private investment in other industries Improving global competitiveness of energy intensive industries Adding to investor wealth Discharging social responsibilities
2002
2017
33
30 sessions
Project-Team 900 meetings
Plants/regional offices 12 diff plants during various phases Presentation in NBC Presentations to NEFI
External stakeholders Customers Regulator Ministry of Power Planning Commission CEA Lending institutions Suppliers Industry Players
Scope, EOC, R&D, PMI, WRO, NRO Information gathering, discussion on data analysis and findings
34
Integration of 15 year Long-term Corporate Plan with the annual budgets, internal MoU targets and KPAs through 5 yearly rolling Business Plan Time
0 Years 5 Years 10 Years 15 Years
Operational Link
Internal MoUs targets and KPAs shall be derived from the first year targets of approved Business Plan.
35
Mid-year Review
I II
Quarterly Review
I II III IV
Monthly Review
Apr. May. Jun. Jul. Aug. Sep Oct Nov. Dec. Jan. Feb. Mar
40
RELATED DIVERSIFICATION
Seven coal mine blocks (~50 MTPA cap.) allocated One oil/gas block allocated. NTPC requirement for coal ~ 180 MTPA by 2012
Sectoral Support
PIE APDRP Rural Electrification Training under DRUM
42
NTPC ranks sixth among the top ten global thermal generators
TWH
600 500 400 300
501
175
200 100 0
152
146
141
133
128
126
102
94
TP C
EL (I TA )
Co (U S)
(S AF )
(J AP )
(U S)
(U S)
U S)
(R
AE P
CO
TV A
-U ES
ES KO
So ut he r
KE P
TE PC
EN
AO
W E
(G ER
(S KR
43
Source : Moody KMW Credit Monitor. Company Data. Data for other companies is latest available financial year end.
NTPC IN FORBES GLOBAL 2000 - A COMPARISION OF TOP INDIAN COMPANIES FOR 2005
Company Rank in Forbes India 2000 Rank 1 256 2 298 3 310 4 311 5 463 6 656 7 764 8 1087 9 1142 10 1163
Company Ranking in India Sales ($bil) 13.27 15.08 12.47 30.13 5.38 3.9 6.83 14.75 3.66 2.23 Profits ($bil) 3.28 1.75 1.25 1.25 1.33 0.42 1.58 0.35 0.82 0.45 Assets ($bil) 18.56 18.61 143.69 19.34 15.45 40.81 6.61 6.06 4.05 1.21 Market Value ($bil) 36.52 22.26 10.4 14.62 24.36 12.33 5.93 2.94 5.37 18.34
Name ONGC RIL SBI IOC NTPC ICICI Bank SAIL BPCL TISCO TCS
Industry Oil & Gas Oil & Gas Banking Oil & Gas Utility Banking Materials Oil & Gas Materials Software
45
46
Economic Scenario
GDP Growth
10.0% 9.0% 8.5% 8.0% 5.8% 4.4% 4.0% 3.8% 7.5% 9.6%
6.0%
100 50 0
42 54
75
2.0%
Figures in kwh
National Electricity Policy aims at per capita availability of 1000 kwh by 2012
48
9.8%
631
9.6%
665 624
8.3%
579
7.3%
548
7.1% 8.8%
519 498 2003 2004 2005
7.5% 7.8%
483 467 2001 2002
2006
2007
2008
TOTAL
143,061
100.0%
By 2012 Per capita consumption 1,000 units Installed capacity over 200 GW Spinning reserves 5% Inter-regional transmission capacity 30 GW with National Grid in place (currently 9.5 GW) Energy efficiency/ conservation savings about 15% Total rural household electrification by 2009 (currently only 44%) Quality and reliable power supply
Source: Ministry of Power, Integrated Energy Policy GOI
Mar'07
2012
2022
2032
Generating Capacity needs to grow rapidly with the current rate of growth of economy
51
Production
382 33 33
242
R/P ratio
Years
24 Coal
Source: *CIL, IEP **Central Electricity Authority @ IEP
33
Crude Oil
Natural Gas
52
Hydro
(As Assessed by CEA): Potential Present Installed Capacity Balance (Recoverable) 150,000 MW 34,654 MW 115,346 MW
Does not include pump storage potential
Source: IEP
53
Issues / fuel
Availability / potential
Capital costs
Fuel costs
Gestation period
Technology maturity
Environmenta l issues
R&R issues
Coal
Medium
Low -Medium
Medium
Good
Yes
Low
Hydro
High
Very low
High
Good
No
Very high
Nuclear
High
Low
High
No
Low
Gas / LNG
Low
Very high
Low
Good
No
Low
The dependence on coal for generation of power, is quite high in India The predominant position of coal is expected to continue going forward
54
55
NTPC - Today
Current Business
THE LARGEST POWER GENERATION COMPANY IN INDIA, WITH COMPREHENSIVE IN-HOUSE CAPABILITIES IN BUILDING AND OPERATING POWER PROJECTS CURRENT OPERATING CAPACITY 29894 MW (INCLUDING JV) 18 COAL BASED AND 8 GAS BASED POWER PLANTS
SETTING UP HYDRO BASED POWER PLANTS DEVELOPING COAL MINES FOR CAPTIVE USE
EXPLORING OIL / GAS BLOCKS IN CONSORTIUM WITH PARTNERS ONE PETROLEUM BLOCK ALLOCATED IN ASSAM.
SUBSIDIARY & JV COMPANIES FOR TAKING UP GENERATION, POWER TRADING, HARNESING RENEWABLE RESOURCES,DISTRIBUTION BUSINESS AND FOR SETTING UP OF SMALL HYDRO PLANTS (<250 MW)
56
Indias Premier power utility Contributes more than one-fourth of Indias total power generation with less than one-fifth capacity. TOTAL CAPACITY AS ON 31.03.2008
NTPC 27,350* MW 19.1 % of All India 143,061 MW
GENERATION 2007-08
NTPC 200.864* BUs 28.5% of All India 704.451 BUs
19.1%
NTPC
28.5%
NTPC
ALL INDIA
ALL INDIA
57
No of plants
KOLDAM (800 MW) DADRI (817 MW) FARIDABAD (430 MW) BTPS (705 MW) LOHARINAG PALA (600 MW) RUPSIABAGAR KHASIABARA (260MW) LATA TAPOVAN (162 MW)
Capacity ( MW)
TAPOVAN VISHNUGAD NCTPP (840 MW) (520 MW) TANDA (440 MW) UNCHAHAR KAHALGAON AURAIYA (840 MW) (840 MW) (652 MW) SINGRAULI (2,000 MW) RIHAND (2,000 MW)
BARH
NTPC Owned Coal Gas/Liquid fuel Total Owned by JVs Coal & Gas Total
15 7 22
4 26
SIPAT MAUDA ((1000 MW) RGPPL (1480 MW) RAMAGUNDAM (2,600 MW) SIMHADRI (1,000 MW) TALCHER Thermal (460 MW)
58
PACKAGING & PREAWARD ACTIVITIES TECHNICAL EVALUATION & FINALIZATION OF TENDERS DETAILED PROJECT ENGINEERING
BAGGING OF IPMA INTERNATIONAL PROJECT MANAGEMENT AWARD 2005 FOR SIMHADRI PROJECT A TESTIMONY OF PROJECT MANAGEMENT
1.84
1.45
1.57
1.23
1.28
0.73 0.72
0.82 0.75
0.84
0.85 0.62
0.59
0.58
0.56
0.5
0.52
0.56
Avg. Tariff
Fuel Cost
Fixed Cost
60
NTPC ranks sixth among the top ten global thermal generators
TWH
600 500 400 300
501
175
200 100 0
152
146
141
133
128
126
102
94
TP C
EL (I TA )
Co (U S)
(S AF )
(J AP )
(U S)
(U S)
U S)
(R
AE P
CO
TV A
-U ES
ES KO
So ut he r
KE P
TE PC
EN
AO
W E
(G ER
(S KR
Capacity (MW)
27350 26350
201
23435 23935
189 171
20935
21435
Excluding JV projects
NTPC HAS CONTRIBUTED TO OVER 28% OF GENERATING CAPACITY ADDITION IN THE COUNTRY DURING LAST 25 YEARS
62
88.79 84.41
92.24
92.12
150 100 50 0
73.6
18.0
76.8
95.7
78.6
72.7
74.3
During the year 2007-08, NTPCs coal based stations achieved a PLF of more than 92%. Dadri (Coal) recorded highest ever PLF of 98.02%.
2005-2006
NTPC PLF
NTPC AvF
120 100 80 60 40 20 0
100 80 60 40 20 0
91.66
100 80 60 40
86.35
18.0
14.9
18.7
20 0
2008
2008
2008
Achieved turn-around in performance of stations taken over from State Electricity Boards through application of and strict adherence to well laid down Management and Operation and Maintenance principles.
63
9.0 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0
MU
0.95
GREAT
PACE TO WORK 2008-NTPC has been ranked number one in the special category the Best Workplace for Large Organisations and number eight(8) overall for the year 2008.
64
NTPC Shares
65
No. of cases
1 164 556425 14 72 3188 33 9370 4064 68 369 13 1
Total Shares
7379634400 569914122 140312270 63868537 49360656 29686098 5571292 3557715 2647466 479083 387287 44946 314
% to equity
89.499318 6.911850 1.701690 0.774590 0.598640 0.360029 0.067568 0.043148 0.032108 0.005810 0.004697 0.000545 0.000003
14.
Foreign Nationals
Total
1
573783
214
8245464400
0.000003
100%
67
FIRST IN ASIA
INDIA ITALY
7
8 9 10
HUANENG POWER
INTERNATIONAL POWER CALPINE CORP DRAX
CHINA
UK USA UK
COUNTRY
CAPACITY (MW)
56053 61387 36122 26194
SALES (TWh)
322 289 175 171
RANKING BY SALES
1 2 3 4
KOREA JAPAN
6
3 5
HUANENG POWER
KANSAI ELECTRIC CHUBU
CHINA
JAPAN JAPAN
28187
41750 32586
160
147 131
5
6 7
69
1.
2. 3. 4. 5. 6. 7. 8. 9. 10.
Foreign
Foreign Foreign Indian Indian Foreign Foreign Indian Indian Foreign
NTPC was ranked Number-1 in the special category Best Work Places for Large Organisations and NTPC is the only Public Sector Company among the top 25 Companies.
71
DIVIDEND PERFORMANCE
Rs./ Cr.
2004-05
Share Capital Dividend Rs Cr Net Profit 8245 1978.92 24% 5807.01
2005-06
8245 2308.73 28% 5820.20
2006-07
8245 2638.56 32% 6864.70
72
24,000 HIGHLY TRAINED EMPLOYEES SENIOR EXECUTIVES POSSESS EXTENSIVE EXPERIENCE OF THE INDUSTRY SYSTEMATIC TRAINING ENSURES 7 MAN DAYS TRAINING PER EMPLOYEE PER YEAR TIE-UPS WITH LEADING INSTITUTIONS LIKE IIT DELHI, BITS PILANI, MDI GURGAON
MU 9.0 8.0 7.0 6.0 5.0 4.1 4.0 3.0 2.0 1.0 0.0
94-95 95-96
Improving Productivity
96-97
97-98
98-99
99-00
00-01
TRAINING SIMULATORS FOR 200 MW / 500 MW UNITS HELPS EMPLOYEES SHARPEN THEIR SKILLS
SEVENTH GREAT PLACE TO WORK FOR IN INDIA FOR THE YEAR 2006 IN A SURVEY CONDUCTED BY GROW TALENT AND BUSINESS WORLD
73
'05-06
01-02
02-03
03-04
04-05
TOTAL INCOME
40011
36946 3065 29481 22020 2139 1798 10530
35377
32535 2842 26473 19818 2075 1859 8907
13.1%
13.5% 7.8% 11.4% 11.1% 3.1% (3.2%) 18.2%
TAX
PAT
2840
7415
2042
6865
39.1%
8.0%
74
Sl No
1. 2. 3. 4. 5. 6. 7.
Description
Total Income Profit after Tax Net Worth Capital Employed Dividend (%) Return on net worth (%) Debt to Equity
FY 2007
35,381 6,864 48,597 56,433 * 32 14.13 0.50
FY 2006
29,339 5,820 44,959 52,357 28 12.95 0.45
FY 2005
26,281 5,807 41,776 50,053 24 13.90 0.41
Training
Project Formulation
O&M Services
Engineering Services
Project Management
76
Anta
Gandhar Kawas Dadri Auraiya Faridabad KWU/BHEL GEC ABB
RUSSIAN/BHEL
Steam Turbines
500 MW 500 MW
15 Units 2 Units 2 Units 17 Units 3 Units 14 Units 4 Units 6 Units
500 MW
200 MW 200 MW 200 MW
<200 MW <200 MW
BHEL (GE)
9E
Kayamkulam
CE/BHEL
ANSALDO RUSSIAN B&W
200 MW
200 MW 200 MW <200MW
21 Units
3 Units 10 Units 8 Units
Exposure to comprehensive fleet provides our staff the cutting edge in Engineering and O&M systems
77
Project (Fuel) / State Kahalgaon-II, Phase-I (Coal) / Bihar Kahalgaon-II, Phase-II (Coal) / Bihar Sipat-II (Coal) / Chhattisgarh Sipat-I (Coal) / Chhattisgarh Barh(Coal) / Bihar Bhilai (Coal) / Chhattisgarh JV with SAIL NCTPP-II, Dadri (Coal) / U.P (Unit-5) Korba-III (Coal) / Chhattisgarh Farakka-III (Coal) / West Bengal Simhadri-II (Coal)/ Andhra Pradesh Aravali Power Project Jhajjar (Coal), Haryana** Koldam (Hydro) / Himachal Pradesh Loharinag Pala (Hydro) / Uttaranchal Tapovan-Vishnugad (Hydro)/Uttranchal
Ennore (Coal), Tamil Nadu* *
Total Capacity 1000* 500 1000 1980 1980 500 980 500 500 1000 1500 800 600 520
1000
Capacity During XI Plan 500 500 1000 1980 1980 500 980 500 500 1000 1500 800 600 520
1000
14360
13860
78
Capacity Addition during XI Plan - Projects for which Main Plant Bids have been received/ invited and FR is under preparation
Project (Fuel) / State Bongaigaon (Coal), Assam Mauda (Coal), Maharashtra Barh-II (Coal), Bihar Nabinagar (Coal), Bihar* North Karanpura (Coal), Jharkhand Kawas-II (Gas), Gujarat** Jhanor Gandhar-II (Gas), Gujarat** Total Capacity 750 1000 1320 1000 1980 1300 1300 Capacity during XI Plan 750 1000 1320 1000 1320 1300 1300
(Figures in MW)
8650
1000
7990
500
1000
500
MOA SIGNED WITH GOVT OF SRI LANKA AND CEYLON ELECTRICITY BOARD IN DECEMBER 2006 FOR SETTING UP A 500 MW COAL BASED POWER PLANT SITE UNDER IDENTIFICATION MOU UNDER DISCUSSION WITH GOVT OF NIGERIA FOR SETTING UP
80
TRIPARTITE AGREEMENTS:
FOR ONE TIME SETTLEMENT OF OUTSTANDING DUES AND FUTURE PAYMENT SECURITY
81
Korea
26,940
56,000
24,654
40%
2.1
NTPC Limited
India
20,436*
24,249
6,396
34%
2.1
Huaneng Power Intl Datang Intl Power Senoko Power Huadian Power Intl Ratchburi Elec Tata Power YTL Power China Resources Power
Malakoff
Malaysia
2,224
4,743
576
58%
7.9
83
NTPC IN FORBES GLOBAL 2000 - A COMPARISION OF TOP ASIAN ELECTRIC UTILITIES FOR 2006
Utility Rank in Forbes Asia 2000 Rank 1 2 3 4 5 6 98 151 251 253 380 494
Utility Ranking in Asia Sales ($bil) 47.09 23.14 19.9 24.38 13.14 5.38 Profits ($bil) 2.11 2.78 0.85 0.65 0.83 1.33 Assets ($bil) 124.98 69.89 51.69 61.05 36.71 15.45
Name Tokyo Electric Power Korea Electric Power Chubu Electric Power Kansai Electric Power Kyushu Electric Power NTPC Ltd.
84
NTPC IN FORBES GLOBAL 2000 - A COMPARISION OF TOP INDIAN COMPANIES FOR 2005
Company Rank in Forbes India 2000 Rank 1 256 2 298 3 310 4 311 5 463 6 656 7 764 8 1087 9 1142 10 1163 Company Ranking in India Sales ($bil) 13.27 15.08 12.47 30.13 5.38 3.9 6.83 14.75 3.66 2.23 Profits ($bil) 3.28 1.75 1.25 1.25 1.33 0.42 1.58 0.35 0.82 0.45 Assets ($bil) 18.56 18.61 143.69 19.34 15.45 40.81 6.61 6.06 4.05 1.21 Market Value ($bil) 36.52 22.26 10.4 14.62 24.36 12.33 5.93 2.94 5.37 18.34
Name ONGC RIL SBI IOC NTPC ICICI Bank SAIL BPCL TISCO TCS
Industry Oil & Gas Oil & Gas Banking Oil & Gas Utility Banking Materials Oil & Gas Materials Software
85
NTPC ranks sixth among the top ten global thermal generators
TWH
600 500 400 300
501
175
200 100 0
152
146
141
133
128
126
102
94
TP C
EL (I TA )
Co (U S)
(S AF )
(J AP )
(U S)
(U S)
U S)
(R
AE P
CO
TV A
-U ES
ES KO
So ut he r
KE P
TE PC
EN
AO
W E
(G ER
(S KR
As envisaged in Corporate Plan NTPC has diversified into various related areas and is launching new initiatives for ensuring growth
CAPITAL COST (excluding IDC & Taxes) NTPC V/s IPPs / INTERNATIONAL
Capital Cost (excl. IDC & Taxes) for the ongoing/new projects being set up by NTPC is in the range of US$ 500/KW to US$ 750/KW. Present day average international cost of power projects is in the range of US$ 700/KW to US$ 1100/KW
Capital Cost in US$/KW excluding IDC and Taxes & Duties NTPC Ongoing/X Plan Projects Europe* USA* China* Malaysia* IPPs 514 761 473 1605 722 1314 683 928 805 771 936
*As per AT Kearney report on International capital cost for plants > 400 MW
88
Country
USA W. Europe
Cents/kWh
4.45 4.25
China Japan
3.63 4.72
Source: Deutsche Bank Report August 2001
NTPC
3.07*
*AVERAGE OF LEVELISED COST OF GENERATION OF X PLAN / ONGOING NTPC PROJECTS RANGING FROM 2.47 to 4.58 Cents/kwh
89
Incur capital expenditure on purchase of new items or for replacement without any monetary ceiling.
Establish Financial JVs and wholly owned subsidiary in India or abroad with the stipulation that equity investment of the PSE should be limited to Rs.200 Crs. in any one project, 5% of the net worth of the PSE in any one project and 15% of the net worth of the PSE in all JVs
Enter into technology JVs or strategic alliances Obtain by purchase or other arrangements technology and know-how Establish org. restructuring, opening up of offices abroad, creating new activity/ profit centers Creation and winding up of all posts including and upto those of non-board level directors (Functional Directors)
90
INVESTMENT APPROVAL
Structure and implement schemes relating to personnel & HRM, training, voluntary or compulsory retirement etc.
Raise debt from the domestic capital markets Borrow from International market subject to approval of RBI/Deptt. of Economic Affairs through Adm. Ministry
91
Proposals must be with an analysis of relevant factors and quantification of the anticipated results and benefits. Risk factors if any must be clearly brought out.
Government Directors, Finance Director and the concerned Functional Director (s) must be present when major decisions are taken, especially when they pertain to investments, expenditure or organisational/ capital restructuring. Decisions on such proposals should preferably be unanimous. Otherwise a majority decision may be taken but at least two-thirds of the Directors should be present, including those mentioned above, when such a decision is taken.
92
No financial support or contingent liability (incl. GOI Guarantee) on the part of the Government should be involved.
Establish transparent and effective systems of internal monitoring, including the establishment of Audit Committee of the Board with membership of nonofficial Directors
Proposals with substantial financial / managerial commit-ments or having a long term impact on the structure and functioning, should be prepared by or with the assistance of professionals and experts and should be appraised, in suitable cases, by financial organisations with expertise in the areas. The appraisal should also preferably be by institutions funding through loans or equity participation.
93
Exercise of authority to enter into technology joint ventures and strategic alliances to be in accordance with the Government guidelines as may be
Resources for implementing the programmes should come from internal resources or through other sources, including the capital markets. DPE vide letter dt. 11.2.03 clarified that delegated powers would not include
94
Source : Moody KMW Credit Monitor. Company Data. Data for other companies is latest available financial year end.
NTPC IN FORBES GLOBAL 2000 - A COMPARISION OF TOP INDIAN COMPANIES FOR 2005
Company Rank in Forbes India 2000 Rank 1 256 2 298 3 310 4 311 5 463 6 656 7 764 8 1087 9 1142 10 1163
Company Ranking in India Sales ($bil) 13.27 15.08 12.47 30.13 5.38 3.9 6.83 14.75 3.66 2.23 Profits ($bil) 3.28 1.75 1.25 1.25 1.33 0.42 1.58 0.35 0.82 0.45 Assets ($bil) 18.56 18.61 143.69 19.34 15.45 40.81 6.61 6.06 4.05 1.21 Market Value ($bil) 36.52 22.26 10.4 14.62 24.36 12.33 5.93 2.94 5.37 18.34
Name ONGC RIL SBI IOC NTPC ICICI Bank SAIL BPCL TISCO TCS
Industry Oil & Gas Oil & Gas Banking Oil & Gas Utility Banking Materials Oil & Gas Materials Software
96
Name of Company
RMSI Classic Stripes Google India
Industry
IT (Consulting & Software) Auto Ancilliaries IT (Software)
Ownership
Foreign Indian Foreign
4.
5. 6. 7. 8. 9. 10.
Federal Express
Marriott International MindTree Consulting NTPC SAP India Labs American Express India Freescale Semiconductors India
Logistics
Hospitality IT (Consulting) Power IT (Software) IT (Services) Manufacturing (Electronics)
Foreign
Foreign Indian Indian Foreign Foreign Foreign
NTPC is the only Public Sector Company among the 25 Companies for which Rankings were published. 97
Partnership in Excellence Programme - Excellent Post-PIE Improvements Improvement in PLF Before PIE (Apr.-Aug.05) and After PIE (Apr.-Jun.07)
Station Capacity (MW) 420 630 160 170 340 135 390 220 210 220 350 Pre-PIE (Apr-Aug. 05) PLF(%) 33.80 45.21 26.79 24.76 29.45 46.02 61.58 59.38 52.66 44.39 62.31 Post-PIE (Apr.-Jun.07) PLF(%) 66.12 75.42 51.68 47.73 51.55 65.49 73.64 65.73 58.90 44.88 61.61 Improvement (%) 32.32 30.21 24.89 22.97 22.1 19.47 12.06 6.35 6.24 0.49 ---
Tenughat Bokaro B Harduaganj Patratu Ennore Rajghat Power House Chandrapura Durgapur DPL Panki Paricha Durgapur DVC
98
Rank
Company Name
Sector
1 2
Bharat Sanchar Nigam Ltd. Oil and Natural Gas Corporation Ltd.
72757 46182
3
4 5 6 7 8 9
NTPC Ltd.
Reliance Industries Ltd. Indian Oil Corporation Ltd. State Bank of India National Bank for Agriculture and Rural Development Nuclear Power Corporation of India Ltd. ICICI Bank Ltd.
42108
36657 25874 24072 23806 19112 12773
25521
67046 140805 39548 3939 3967 12826
5807
7572 4891 4305 1033 1705 2005
10
11 12 13 14 15
Telecom Services
Mining Iron and Steel Power Generation, Transmission, Distribution Gas Processing, Transmission and Marketing Oil Refining and Marketing
10944
10878 10010 8905 8584 8424
6084
1837 29482 2831 12761 60123
939
1325 6817 786 1954 1277
99
NTPC IN FORBES GLOBAL 2000 - A COMPARISION OF TOP ASIAN ELECTRIC UTILITIES FOR 2005
Utility Rank in Forbes Asia 2000 Rank 1 2 3 4 5 6 7 8 9 10 98 151 251 253 380 402 463 535 602 690 Utility Ranking in Asia Sales ($bil) 47.09 23.14 19.9 24.38 13.14 15.03 5.38 4.72 9.44 3.96 Profits ($bil) 2.11 2.78 0.85 0.65 0.83 0.53 1.33 0.38 0.44 1.11 Assets ($bil) 124.98 69.89 51.69 61.05 36.71 36.88 15.45 29.15 24.1 10.4 Market Value ($bil) 36.59 27.72 19.55 21.64 11.44 11.33 24.36 48.66 7.9 13.8
100
Name Tokyo Electric Power Korea Electric Power Chubu Electric Power Kansai Electric Power Kyushu Electric Power Tohoku Electric Power NTPC Ltd. Saudi Electricity Chugoku Electric Power CLP Holdings
Country Japan South Korea Japan Japan Japan Japan India Saudi Arabia Japan China
RANKING BY CAPACITY
COMPANY
COUNTRY
CAPACITY (MW)
SALES (TWh)
RANKING BY SALES
2 1 4 7
1 2 3 4
HUANENG POWER
CHINA
28187
160
3 5
JAPAN JAPAN
41750 32586
147 131
6 7
101
1
2 3 4 5 6 7 8 9
TXU
CONSTELLATION ENERGY MIRANT ATEL NTPC EDISON SPA HUANENG POWER INTERNATIONAL POWER CALPINE CORP
USA
USA USA SWITZERLAND
FIRST IN ASIA
10
DRAX
UK
102
Company Electricit de France E.ON RWE Group Suez Group Tokyo Electric Power Consolidated Edison NTPC
NTPC ranks sixth among the top ten global thermal generators
TWH
600 500 400 300
501
175
200 100 0
152
146
141
133
128
126
102
94
TP C
EL (I TA )
Co (U S)
(S AF )
(J AP )
(U S)
(U S)
U S)
(R
AE P
CO
TV A
-U ES
ES KO
So ut he r
KE P
TE PC
EN
AO
W E
(G ER
(S KR
104
Name of Company
RMSI Classic Stripes Google India
Industry
IT (Consulting & Software) Auto Ancilliaries IT (Software)
Ownership
Foreign Indian Foreign
4.
5. 6. 7. 8. 9. 10.
Federal Express
Marriott International MindTree Consulting NTPC SAP India Labs American Express India Freescale Semiconductors India
Logistics
Hospitality IT (Consulting) Power IT (Software) IT (Services) Manufacturing (Electronics)
Foreign
Foreign Indian Indian Foreign Foreign Foreign
NTPC is the only Public Sector Company among the 25 Companies for which Rankings were published. 105
RANKING BY CAPACITY 2 1 4 7 6 3 5
COMPANY KEPCO TEPCO TAIWAN POWER NTPC HUANENG POWER KANSAI ELECTRIC CHUBU
RANKING BY SALES 1 2 3 4 5 6 7
106
1
2 3 4 5 6 7 8 9
TXU
CONSTELLATION ENERGY MIRANT ATEL NTPC EDISON SPA HUANENG POWER INTERNATIONAL POWER CALPINE CORP
USA
USA USA SWITZERLAND
FIRST IN ASIA
10
DRAX
UK
107
Company Electricit de France E.ON RWE Group Suez Group Tokyo Electric Power Consolidated Edison NTPC
Market Vaue ($bil) 133.37 86.32 57.28 61.5 47.03 12.52 26.06
Potential
Present Installed Capacity Balance (Recoverable)
150,000 MW
34,654 MW 115,346 MW
Does not include pump storage potential
Nuclear
Reserves Tonnes of Metal 61,000 225,000 Potential Gwe-Yr 42,530 150,000
Uranium
Thorium
Source: IEP
109
SECTORAL IMPROVEMENT
Electrification of Rural Villages & Households under Rajiv Gandhi Grameen VidyutiKaran Yojana (RGGVY). villages in 5 States. NTPC is working on the electrification of about 40,000