Enewsletter SEM Oct to Dec 2010

8/8/2019 Enewsletter SEM Oct to Dec 2010

1/12

MANAGEMENT DEVELOPMENT INSTITUTE

Management Development Institute (also known as MDI) was established in 1973 and islocated in Gurgaon, Delhi NCR. The institute is internationally known and is consistentlyranked among the top 10 B-schools in India, often in the top five. In recent survey results,

it has been ranked as the best B-School in the North Zone.

The UK based Association of MBAs (AMBA) has accredited MDIs Post GraduateProgramme in Management, Post Graduate Programme in Human Resources NationalManagement Programme, Energy Management Programme (under the banner School ofEnergy Management) and Executive Management Programme.

SCHOOL OF ENERGY MANAGEMENT

In order to cope with the new realities and changing contours of the Energy sector, MDI,Gurgaon, was selected to launch a 15-month Executive PGDBM in Energy Management(AICTE approved) for working executives in power utilities, in collaboration withMinistry of Power, Government of India and USAID. The said program is the first IndianAMBA accredited Industry program. The purpose of the program is to select, train, anddevelop the best talent available in the sector so that they can meet the challenge ofenergy sector from technical, financial, economic and managerial perspectives; in amanner that is second to none in the world. The program has 12 months of classroomtraining in MDI at Gurgaon campus and another 3 months for dissertation, which everyparticipant undertakes with industry.

The current batch of Energy Management at MDI comprises of participants from diversebackgrounds such as power distribution companies of various states of India, FinancialInstitutions dealing in power projects, Consulting Services, Project Management,Operations and maintenance, Entrepreneurs, Power generation companies. Theparticipants have experiences ranging from 5 to 20 years.

SCHOOL OF ENERGYSCHOOL OF ENERGYSCHOOL OF ENERGYSCHOOL OF ENERGY

MANAGEMENTMANAGEMENTMANAGEMENTMANAGEMENT

E-News Letter: Vol 2 Oct Dec 2010
http://en.wikipedia.org/wiki/Gurgaonhttp://en.wikipedia.org/wiki/B-schoolhttp://en.wikipedia.org/wiki/B-schoolhttp://en.wikipedia.org/wiki/Gurgaon


2/12

E-News Letter : Vol 2 Oct Dec 2010

2

Prof Sunil Ashra takes over as theChairman of School of EnergyManagement (SEM)

October 2010

Prof Sunil Ashra took over as the chairman ofSchool of Energy Management. Prof Ashra is an

Associate professor at MDI and holds Ph.D. andM.Phil in Economics from JNU New Delhi, IndiaM.A. Economics from Delhi school of Economics.Prof Ashra taught at FORE School & at ARSDCollege and Dyal Singh College (D.U.). He is anavid researcher and worked at ICRIER (2 years),NIPFP (2 years) ISI Delhi (4 months).

Rashtriya Gaurav Award toDr.Atmanand

September 2010Dr Atmanand Professor of Economics andEnergy at MDI was felicitated with one of themost prestigious and coveted RASHTRIYAGAURAV AWARDfor outstanding servicesachievements and contributions to the field ofEnergy. The award ceremony was held on

Sunday 19 September 2010 at New Delhi.

Dr. Atmanand appointed Member ofthe World Energy Council and VisitedCanadaSeptember 2010Dr. Atmanand, appointed as the Member of the

World Energy Council- India MemberCommittee. He visited Canada Montreal form12/9/2010 to 18/9/2010 to participate and presentpaper in the 21st World Energy Congress. As aMember of the Indian Energy Delegation Team

which was lead by the Honorable Union PowerMinister Government of India he participatedin B2B meetings with Canadian EnergyCompanies and Government of Canada. Nearly3000 top leaders in the field of energy

participated in the World Energy Congress. Hispresentation was on Energy Efficiency andSustainable Development: Vision for 2030.Dr Atmanand honored as the KeyNote Speaker by the AmericanCouncil on Renewable Energy(ACORE) at Delhi International

Renewable Energy Conference(DIREC 2010)

October 2010

The President of American Council on RenewableEnergy (ACORE) Mr Michael T. Eckhart and theU. S. Department of Energy have honored Dr.

Atmanand as the key note speaker in the DelhiInternational Renewable Energy Conference(DIREC 2010) which was hosted by the U.S.Department of Energy ACORE and the

President of India Hon. Pratibha Debisingh Patilinaugurating DIREC 2010

Independent Power Producers Association ofIndia (IPPA) at Greater Noida on October 27 -28

2010. In this conference he representedGovernment of India Ministry of New andRenewable Energy. DOE- USA ACORE andIPPAI are convening this panel to examine howregulators in the U.S. and India have approachedthe transmission expansion that is necessary toincrease utilization of renewable energy in theU.S. and India.

DR Atmanad delivering his speech on Offline Grid inTransmission sector at DIREC 2010


3/12


3

Dr. Atmanand & SEM participants discussing withMr. D. K. Khare, director MNRE; also seen in pictureis secretary MNRE Mr. Deepak Gupta.

SEM Energy StudyDecember 2010

SEM participants are undertaking an EnergyStudy at MDI, wherein they propose to reducethe total energy(electrical) consumption at MDIby 20%. The report will include insights frominteractions with numerous exchange students atMDI with regards to energy pattern in theirrespective countries, numerous aspects onincreasing electrical safety in MDI premises.

MDI Gurgaon hosts National AlumniMeet 2010December, 2010

MDI hosted its distinguished alumni as part of itsNational Alumni Meet 2010 at its lush greencampus in Gurgaon. The meet was unique this

year as the institute felicitated Alumni whocompleted their post graduation ten years ormore than that. Director Prof. V. K. Guptaexpressed immense satisfaction to see MDIalumni moving up the success ladder and makinga mark in their respective fields. Renowned HindiPoet Shri Ashok Chakradhar added colors to theglorious evening with his hilarious poetries.

SEM Participant Mr. Chandan Singh performing fluterecital at Alumni Meet

SEM Participants took this opportunity toshowcase their projects and create energyawareness through their banners, posters anddiscussions.

Display of Smart Grid Initiatives by SEM at NAM 2010

School of Energy ManagementParticipants visit NDPLDecember 2010

School of Energy Management (SEM)participants visited North Delhi Power Limited(NDPL) for Technical and managerialInteractions on the dynamic aspects of powerindustry. NDPL is a joint venture between TataPower Company and the Government of NCT ofDelhi with a majority stake being held by the

Tata Group (51%). The company startedoperations on July 1, 2002 post the unbundling oferstwhile Delhi Vidyut Board. With a registeredconsumer base of around 12 lakh and a peak loadof around 1300 MW, the company's operationsspan across an area of 510 sq kms.

NDPL has been the frontrunner in implementingpower distribution reforms in the capital city andis acknowledged for its consumer friendlypractices. Since privatization, the AggregateTechnical & Commercial losses in NDPL areashave shown a record decline which stand at a

record 13.5 % compared to 2002 figures of 54 %.On the power supply front too, NDPL areas haveshown remarkable improvement.

NDPL is the youngest company and the firstpower utility in India to receive the prestigiousCII EXIM Award for 'Strong Commitment toExcel'. It is also the only distribution utility toreceive the ISO 9001, ISO 14001 and OHSAS 18001


4/12


4

certification. NDPL has been recommended forISO 27001 certification.

Some of the Key findings of the SEM participantsare as follows - NDPL has made massiveinvestments to the tune of INR 2000 Cr. inaugmenting its distribution network. NDPL hasachieved its N-1 redundancy philosophy for all itsequipments which ensures uninterrupted powersupply. Equipments as transfomers failure ratehave been brought down to around 1%( ascompared to industry average of 8-10 %). Thetotal consumer base of NDPL is GIS mapped.

Interstate Availability Based Tariff (ABT) hasreduced distrust load Shedding from 85.88% to0.4635 %.

NDPL has successfully implemented SAPEnterprise solutions with an objective tointegrate various processes and sub systems. On

the technology front NDPL has a Central SCADAenabled control centre which ensures remoteprotection setting for its equipments, analysis ofthe grid, Centralized energy Auditing, better loadscheduling and forecasting, ABT planning,

Automated meter reading for its bulk or HTconsumers (GSM based data retrieval fromconsumers energy meters through a contract

with GSM service providers as Vodafone, Airtel &Idea).

On the customer services and grievance redressalfront, NDPL has transformed itself into a service

industry by continuously taking customerfeedback through surveys, Some of theCRM(customer relationship management)initiatives are online portal for bill generation,bill payment, customer complaint registration,display of schemes etc. NDPL has been able tointegrate PPDS (People potential developmentsystem) with SAP as a performance monitoringtool for its employees. Visionary management of

NDPL coupled with the moral and ethical valuesof Tata Group has ensured a smooth transitionfrom an otherwise bureaucratic DVB to an award

winning exemplary distribution utility.

Energy management participants having studieddifferent Power DISCOMS appreciated theinitiatives of NDPL on technological andmanagerial front.

Reproduced byMr Vinay Choudhury

Ex. Mgr(Electrical), BSES DELHIMr Choudhury is a participant at School of Energy Management

He can be reached at [email protected]

Insights from the Solar Industry

November 2010

School of Energy Management participantsinteracted with National & International experts& exhibitors in the field of Renewable energy at

Delhi International Renewable EnergyConference 2010. They took this opportunity toinvite some of the energy experts. One of them

was Mr. Gautam Mohanka (Director Innovationand relationship, Gautam polymers) forinteractions on the challenges and opportunitiesof Indian Solar industry. Mr Gautam is analumnus of MDI and also the founder director ofGautam polymers. Some insights from thediscussion are:

The Prime Minister of India Mr Manmohan Singh while launching the National Action Plan on

climate Change on Jun 30th 2008 envisaged theimportance of renewable sources of energy as ananswer to Indias economic development,growing environmental concerns and depletingsources of non-renewable energy. Thus thefoundation of Jawahar Lal Nehru National Solarmission was launched under the brand nameSolar India.

The objective of National Solar Mission(NSM) isto establish India as a global leader in Solarenergy through:

- 20,000 MW of installed Solar generationcapacity by 2010, 100,000 MW by 2030,200,000 MW by 2050.

- Solar power cost reduction to achieve gridtariff parity by 2020.

- Achieve parity with coal based thermalpower generation by 2030.

- 4 -5 GW of Installed Solar manufacturingcapacity by 2017.


5/12


5

The attainment of above objectives are plannedin three developmental phases which comprises amixture of benefit driven initiatives andcompulsion driven.

Graph projects the likely parity of Solar powertariff with grid tariff; will be achieved during

2017-2020 with 3% and 5 % annual increase(whatever may be the case) of the avg. grid tariffof Rs 3.5 / KWH. Continuing R & D efforts inimproving plant design, component efficiencies,plant capacity scaling up and volume build up

will help in further reducing the generation costof solar technologies to achieve parity with coalbased generation ( Rs 2 / KWH gen cost ).

The government proposes to achieve large scaleand rapid capital investments in solar energyapplications through a detailed regulatory and /or incentive frame work.

Feed in tariff structure is to be designed byrespective state government using market baseddiscovery mechanism, tax holidays for 10 yrs,customs and excise exemption on capitalequipments and critical materials. Solar powerusage obligations for states mandating 1- 3 % ofthe total power to be used from renewablesources.

A 20 years Power purchase agreement( PPA)signed by the respective utility where the utilitypays at par with the grid tariff i.e., Rs 3.5 / KWH

while the balance is borne by the centre and state

in the ratio of 70:30 respectively.

The estimated funds requirement for the abovetargets is around Rs 80,000 Cr 100,000 Cr over aperiod of 30 yrs and govt plans to mobilize theresources through a non-lapsable solar fund withinitial corpus of Rs 5000 Crore during 11th planthrough budgetary support supplemented by cessof fossil fuel/thermal power generation.

However there are numerous bottle necks to theachievement of the objectives of NSM. On thesubsidy front capital subsidy or accelerateddepreciation will not be available for programunder the mission. On the project financing frontMNREs state nodal agency after reviewing a

project sends it to IREDA with its approval.IREDA then channelizes the project to banks orother FI who check the repayment capability ofthe buyer before issuing the loan. This is a verycumbersome process especially after the globalrecession banks and FI have become skeptic. Onthe power quality front inherent intermittentnature of renewable energy sources, lead torelatively lower capacity utilization factors, plantload factors for solar cells is 15 to 20 %; and over aspan of 25 yrs efficiency of solar panels getsreduced upto 80%.

Reproduced byMr Prayag DuttAsst Director (Technical), BSNL

Mr Dutt is a participant at the School of Energy ManagementHe can be reached at [email protected]

Post lecture discussions by SEM participants

SEM participation at ICEC-2010: AGlobal Concern

October 2010


6/12


6

SEM participants took part in the Internationalconference on Environmental Challenges: AGlobal Challenge, organized by Kanya Maha

Vidyalaya, Jalandhar from 15-16th Oct 2010, wherein they interacted with eminent speakersand researchers on various aspects of

environmental degradation and the role of energymanager in improving the state of environment.

SEM participation at VIT for IIEEconference

October 2010

SEM participants attended the IndustryImperative on Energy Efficiency Conference heldat VIT University, Vellore from 22-23rd Oct 2010.Participants discussed on several aspects as Indo-German Energy Program, Energy ManagementSystem ISO 50001, Energy auditing, Efficientenergy systems, Energy efficient motors etc.

Enterprise Solutions for the Indianpower industry in line with R-APDRP

December 2010

SEM had the privilege of inviting Mr. PraveenGoyal AVP (Marketing Development) , Mr. ShivKaushik VP (Sales) of FERRANTI COMPUTERSYSTEMS INDIA PVT. LTD. to gain insightsabout the APDRP & R-APDRP initiatives of GOIin the Power Sector. In addition Mr. Goyal guidedSEM participants through a virtual tour of theMECOMS Enterprise Solution Software forUtilities developed and managed by Ferranti forthe power distribution companies of India.

Electricity Act 2003 mandated unbundling ofstate power undertakings. To check the

Aggregate Technical & Commercial losses,improve quality of power supply, increaserevenue collection and improve customersatisfaction, Central government had launched

Accelerated Power Development & ReformsProgram in yr 2002-03. Having evaluated theprogress of APDRP as minimal in comparison tothe expenses incurred APDRP was restructuredfor XIth five year plan as a Central Sector Schemein Jul 2008. Focus of R-APDRP is on actual,

demonstrable performance in terms of lossreduction.

RAPDRP had certain underlying objectives asestablishment of baseline data, fixation ofaccountability, reduction of AT & C losses,Commercial viability, reduction of power outages& interruption & increasing customersatisfaction. It was proposed to be undertaken in2 parts

Part A entails such aspects as consumer Indexing(assigning a number to the consumer andmapping the consumers), Asset mapping, GISmapping of the entire distribution network,

Automatic meter reading & data logginginfrastructure for Distribution transformers andfeeders, implementation of SCADA and Demandside Management in big towns / cities, Feedersegregation and Ring fencing (two way powertransfer), establishment of IT enabled customerservices.

Part B of R-APDRP encompasses renovation,modernization & strengthening of 11 KVSubstation, Transformers and transformer centre,Reconditioning of 11KV lines and below,replacement of electromagnetic meters withtamper proof electronic meter, Load bifurcation,load balancing and implementation of HVDS for11KV and above.

The sequence of activities for implementation ofpart A and part B were planned as follows:

- Appointment of an IT consultant- Detailed Project report (DPR) preparation

for Part A- Appointment of an IT implementation

agency

- Implementation / Monitoring of ProjectPart A.- Completion of part A and certification by

Third Party Independent EvaluationAgency (TPIEA-IT)

- Ring fencing of project areas.- Establishing baseline Data by utility and

verification by TPIEA-EA(EnergyAccounting).


7/12


7

- DPR preparation for part B- Implementation Agency appointment and

project execution for part B- DPR preparation for SCADA/

DMS(Distribution Management System)project part A

- Appointment of SDC (SCADA & DMSConsultants) /SIA (SCADA implementationAgency) and monitoring of project.

Ferranti Computer systems India Pvt Ltddeveloped MECOMS (Dynamic AX Vertical forUtilities). Participants have discussed at lengthon the requirements of Industry vis--vis thecapabilities of the specific product.

Reproduced byMr Sambit Mohapatra

Ex Project Engineer (Electrical), Indo Gulf FertilizersMr Mohapatra is a participant of School of Energy Management


Reducing our carbon footprints:Insight from IT Industry

GDP in India expanded at an annual rate of 8.90% in the third quarter of 2010. services are themajor source of economic growth, accounting formore than half of Indias output with less thanone third of its labour force.

India has made remark able progress in IT, highend services and knowledge process services.Inspite of really high contributions to thecountrys GDP ICT (Information Communication

Technology) accounts for only 2% of Global CO2emissions. How could have that been possible?ICT is a global business and hence they are ableto tap the best technology and processes of anycountry to reduce the carbon footprints.

On the procurement front, IT companies haveincluded Environmental criteria i.e. they maketheir IT equipment purchases frommanufacturers who adhere to greenmanufacturing operations and disposals.Statistics show that as compared to 2007, whenonly 25% of IT industries considered green

manufacturers; in 2008, 50% of all IT industry ofIndia look out for green manufacturers for theirproducts.

- with assistance from energy experts ITcompanies design clear specifications forall their electronic items based on theirpower consumption (when in

main/standby mode), energy efficiencyrequired.

- They go for power management softwaresfor their servers/ PCs

- They are shifting from standalonerefrigerant compressor based air

conditioning to water based airconditioning for their data centers andoffices

- They are increasing the usage of compactfluorescent lamps in their offices

On the technology front- IT companies are converting their data

centers to run on D.C. This helps inincreasing overall efficiency upto 72 79%.Since a typical A.C. power paths requiresfive stage electrical conversion (overallefficiency is 39 - 60 %); while a D.C. power

path requires two stage electricalconversion and hence more efficient.

- They are building captive renewable powersources for their buildings; as solar plants

On the awareness creation front IT industrymakes use of

- display stickers on IT buildings whichdisplay the amount of CO2 generated,amount of energy consumed, amount of

water consumed- switch off stickers on all the electric boards- posters/ awareness campaigns- focus on recycling, reusing, video

conferencing as an alternative to traveling,use of PDAs(Palmtop Digitalassistants)/Laptops for mobile employeesso that they remain updated

- they depute energy guardians to suggest,recommend, evaluate, reward/ reprimandenergy patterns

IT industry is also committed to reduce their e- waste through proper waste disposal program,car pooling for employees and providing solar/ethical Bio diesel power vehicles for their mobile

crews, a systematic take up of 5S(Japanese wastemanagement technique) or other suchtechniques, Senior Executives holding audits atfrequent intervals to ensure compliance with

various laid down norms.

Reproduced byMR. Randhir Pratap

President. KA FoundationMr Pratap is a participant at School of Energy Management.



8/12


8

Software as a Service Changing faceof Information Systems

IT automation for any manufacturing or serviceindustry is a call of the day. In order to remaincompetitive in the ever changing and dynamic

market environment; going for an advancedtechnology does not necessarily help, what callsfor is the change of business processes, change ofemployee perspective. Statistics show that 90% ofthe total IT initiatives in Indian context havefailed. Many reasons are attributed to the setfailure:

- lack of management commitment- lack of employee motivation/orientation- indifference and insecurity of employees to

technology, which might bring loss of job

In such a scenario, companies are skeptic to incur

huge capital expenditures, buy licenses andultimately discard them due to non-compatibility

with people and processes. Does that meanorganizations continue to use their legacy orislanded systems; wherein individual functionsact as separate business verticals with leastinterdepartmental communication.

We try to derive some insights from the virtualoffice systems more prevalent these days whereinno physical infrastructure is required, no hiringof manpower is required. All it requires is to booka space in a web server, hire these services on

hourly basis of an HR manager, or an accountantor a consultant or a secretary. This systemsensures minimum capital expenditure and abusiness will achieve financial breakeven at acomparatively early stage.

Similarly in IT space the concept was developedto rent business applications online on a pay peruse basis eliminating the need of on premisesenterprise software deployments. This approachto application delivery is a part of the utilitycomputing model where all the technology is onthe cloud accessed over the internet as a service.

Some of the advantages of SAAS may be listed arepay per use, anytime anywhere accessibility,instant scalability, security, reliability, earlybreakeven, continuous interaction/relationshipbetween the software service provider and user,unlike on premise deployment where providerdeploys the system, takes the money and runsaway.

However, every technology has its darker sides.

- SAAS can cause as much harm asproprietary software, since users can notmodify the particular software they use, i.e.they can not control there computing

- It is often rejected due to securityconcerns. The primary concern stems fromthe fact that corporate data is being storedand controlled by third parties.

- Bandwidth management, budgeting issues,trust, pricing model.

There is an instance of SAAS failure; ChiquitaBrands International, a food and beverageindustry used SAAS for HRM applications fromprovider WORKDAY. The failure so happenedthat network attached storage (NAS) device thatstores operating system files for productionservers detected a corrupted node within abackup raid array. Rather than simply logging theerror, which it was supposed to do the NAS tookitself offline. It was ironic that the redundantbackup to a system with built in redundancycaused the failure. Thus, all workday customershad a 15 hour outage wherein they had no access.

The bottom line is, in this increasinglycompetitive environment technologies are boundto be improved and accepted.

Produced byMr Srinivas Rallapalli Rao

Consultant, CII Hyderabad

Mr Rao is a participant at School of Energy ManagementHe can be reached at [email protected]

Changing face of industrial relations Strategic HRM

November 2010

SEM had the opportunity to invite Mr. HarbhajanSingh Industrial Relations Chief of HondaMotorcycles and scooters India Ltd. to discussthe changing face of Industrial relations in India.HMSI had encountered numerous industrialrelations issues in 2005, where ultimately centre

had to intervene.The perception of present day managementtowards union and workers has changeddrastically in HMSI. Management discusses all

work related problems with the Union,strengthened the HR department and intensifiedthe training program, built internal cohesion

within the management and improved managers
mailto:[email protected]:[email protected]


9/12


9

sensitivity towards employees. The Union alsoresponded well to worker friendly ways initiatedby management. Presented below is a briefreview of the discussion SEM participants had

with Mr Harbhajan Singh.

In the early 1990s scenario, India was debt riddento such an extent that 50 % of its annual budget

was used to make interest payments for the loanstaken. Following are the excerpts from IndiaReport, Astire Research A balance of paymentscrisis in 1991 pushed the country to nearbankruptcy. In return for an IMF bailout, gold

was transferred to London as collateral, the rupeedevalued and economic reforms were forcedupon India. That low point was the catalystrequired to transform the economy throughbadly needed reforms to unshackle the economy.Controls started to be dismantled, tariffs, duties

and taxes progressively lowered, statemonopolies broken, the economy was opened totrade and investment, private sector enterprises,competition was encouraged and globalization

was slowly embraced. The reforms processcontinues today and is accepted by all politicalparties, but the speed is often held hostage bycoalition politics and vested interests.

Post liberalization scenario brought an increasingpressure on Indian Organizations to change fromindigenous, costly, suboptimal levels oftechnology to performance based, competitive

and higher technology provisions. HRdepartments were under severe pressure to bringabout large scale professionalized changes intheir organization in order to cope with thechallenges brought about by economicliberalization.

Dynamic shifts were required from traditionalpeople management to the new strategic HRMphilosophy which has two basic themes.

SOFT HRM encompassing:

- Employee involvement, team building andemployee empowerment, which enablesemployees to make decisions about their

work. This approach increases loyalty andfosters ownership.

- Development of a learning organization which encompasses five main features:Systems thinking, personal mastery,mental models, shared vision and teamlearning.

- Quality of work life (QWL) whichencompasses redesigning the work-tasks,

worker participation in job design andautonomous work groups which operated

without regular supervision, to generategreater worker satisfaction and harmony in

the work place.- Employee respect, fairness in practices,

inculcating a feeling of pride amongemployees for their organization andcamaraderie.

- An effective diversity management whichpromotes recognition and respect for theindividual differences found among agroup of employees. This encouragescoworkers to be comfortable with diversityin the workplace and develop anappreciation for differences in the race,gender, background, sexual orientation orany other factors. Rather than beingintimidated or prejudiced byaforementioned differences, employees areencouraged to accept the fact that there arediverse interests, diverse values and diversephysical and emotional characteristicspresent within an work environment.

Some of the HARD Strategic HRM themes maybe enlisted as follows:

- Management to exercise greater control /discipline. In the words of Henry Fayol,

Control of an undertaking consists ofseeing that every thing is being carried outin accordance with the plan which hasbeen adopted, the orders which have beengiven and the principles which have beenlaid down. Its object is to point outmistakes in order that they may berectified and prevented from recurring.

- Calculated performance measurementsystem using statistical evidence todetermine progress towards specificdefined organizational objectives.

- Contractualization of services, VRSschemes to make the industry lean andagile.

- Scientific management first developed byFredric Taylor, proposes to improveeconomic efficiency, especially Laborproductivity. Some of the tools of scientificmanagement include analysis, synthesis,Logic, rationality, empiricism, work ethic,


10/12


10

efficiency and elimination of waste,standardization of best practices,knowledge transfer and documentation.

- Diluting unionism: Institutions are shiftingfrom adversarialism or pluralism toneounitarism which demands dilution of

unions and management always haveconflicting interests.

Organizations worldwide have taken EmployeeInvolvement as a tool to achieve organizationalobjectives which includes releasing in house

journals / newsletter, team briefing sessions,team working, suggestions schemes and problemsolving groups, attitude surveys, quality circlesand TQM.

It wont be long before India will be transformedinto a hub for companies following neounitaristpolicies same as GOOGLE.

Written byMr Chandan Singh

Exec. Eng (UHBVNL)Mr. Singh is a participant at School of Energy Management


Insights from the United States cleanenergy states initiative

U.S. states continue to lead the charge in drivingclean-energy innovation and advancing theclean-energy economy. Clean Edge's first annualU.S. Clean Energy Leadership Index, announced,

provides a ranking of how all 50 states compareacross the spectrum of clean-energy technology,policy and capital.

And while West and East Coast states dominatethe top 10 rankings, innovation and investmentopportunities are found across the map in placessuch as Colorado, Iowa, Texas and Michigan.

According to Clean Edge's assessment andranking of more than 80 different state-levelindicators, the top three states in the nation areCalifornia, Oregon, and Massachusetts.

Washington, Colorado, New York, Illinois,

Connecticut, Minnesota and New Jersey roundout the top 10.

Indicators include such metrics as total electricityproduced by clean-energy sources, hybrid

vehicles on the road, and clean-energy ventureand patent activity.

"In this newly launched service we track morethan 4,000 public and private data points acrossall 50 states," says Clean Edge cofounder andmanaging director Ron Pernick. "The industryneeds to move beyond the days of usingdisaggregated and fragmented data to bolster

subjective political claims about a state's orregion's clean-tech prowess or as the basis offundamental and significant business decisions.For the first time, Clean Edge is bringing timelyclean-energy data and analysis under one roof,making this a critical tool for clean-tech decisionmakers within both the public and privatesector."

The Leadership Index paints an important andsometimes surprising picture of the U.S. clean-energy landscape with highlights such as:

California is No. 1 in overall clean-energyleadership by a wide margin, leveraging itshistory of technology innovation, rich bounty ofnatural renewable energy resources andinvestment capital, and consistently supportivegovernment policies.

California leads in the technology and capitalcategories, but the No. 1 state for policy is

Washington just ahead of Massachusetts, which ranks first in regulations and mandates,and Illinois, the top state for incentives.

Iowa is the nation's leader in utility-scale clean

electricity generation as a percentage of totalelectricity, receiving more than 14 percent of itsin-state generation in 2009 from wind power. Noother state exceeded 10 percent electricity fromlarge-scale clean-energy sources.

California-based companies accounted for nearly60 percent of all U.S. venture capital investmentsin clean energy in 2009, but Massachusetts led in

VC investments per capita.

Michigan, with its recent focus on electric vehicleand automotive battery technologies, is the No. 1state for clean-energy patents a key indicator

in the human and intellectual capital area of theIndex's capital category.

Construction of the U.S. Clean Energy LeadershipIndex

The structure of the U.S. Clean EnergyLeadership consists of four distinct layers. Thetop layer, the Leadership Index itself, is a set of 50


11/12


11

state scores, which evaluate each state based oninvolvement and leadership in clean energy.Results of the top layer are derived fromperformance in three equally weighted categories technology, policy, and capital. Each of thesecategories is composed of two or three

subcategories, which themselves include a set ofindividual indicators.

"In order to guarantee that smaller states aren'tput at a disadvantage, all quantitative indicatorsare adjusted for state size using metrics such asstate population, state GDP, and electricitygeneration capacity," says Clean Edge senioranalyst Trevor Winnie. "By reporting in terms ofper capita or percent of state GDP, smaller andless populous states are not penalized for havingrelatively smaller economies."

Deep Data + Analysis = Critical Intelligence

The U.S. Clean Energy Leadership Index is a toolfor regional comparative research, a source foraggregated industry data, and a jumping-off pointfor deep, data-driven analysis of the U.S. clean-energy market. In addition to the annual reportthat includes "report cards" for all 50 states,subscribers receive quarterly insight reports thatfocus on the most important technology, policy,and capital developments, and advisory servicesto help decision-makers sculpt their clean-energystrategies.

The subscription product is geared towardcorporations, economic development agencies,investors, policy makers, technology innovators,foundations, and other key stakeholders activelyinvolved in the clean-tech marketplace.

Clean Edge leverages public and private data togenerate each state's leadership scores. Privatedata partners include Cleantech Group, R.L. Polk& Co., and Heslin Rothenberg Farley & MesitiP.C. Public data sources include the Database ofState Incentives for Renewable Energy (DSIRE),Energy Star, the Federal Energy Regulatory

Commission, National Renewable EnergyLaboratory, U.S. Department of Energy, U.S.Energy Information Administration, and U.S.Environmental Protection Agency, among others.

In the Indian energy scenario numerousinstitutions both state owned and private, such asMin of New and Renewable Energy , InfralineEnergy, etc., conduct surveys on the energy

patterns of different states of India. Usinginsights from the above article, Indiangovernment may create a forum to rate individualstates on their usage and initiatives on the energyfront. These ratings could be advertised on anational scale to boost the morale of performing

states and give an impetus to states lacking onthe energy front. (Source: www.cleanedge.com)

Contributed byMr Sunil Das

Head (BD), Asia Operations, Martson & MartsonMr Das is a participant at School of Energy Management


FUN @ MDI

Birthday being celebrated for one of the SEMparticipants

Christmas Eve Celebration: Bonfire Night Dec 2010

New Year Celebration Dec 2010


12/12

School of energy management extends heartfelt thanks to MDI core faculty,

visiting industry experts, academicians whose deliberations have helped energy

participants in fruitfully analyzing the energy industry scenario.

Special thanks to the Newsletter Committee:

Mr. Sambit Mohapatra, Mr. Randhir Pratap, Mr. Chandan Singh, Mr. Prayag Dutt, Mr.

Gopal Dayalani, Mr. Vinay Choudhury

For further information on the participants / articles / any other aspects of SEM please

contact:

Secretary

Newsletter Committee

School Of Energy Management

Management Development Institute

Phone: 09971256639, 08800106509

Email: [email protected], [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

Documents

Enewsletter SEM Oct to Dec 2010